Sukhinder Singh Cassidy explains why leaders need operating range: the ability to move fluidly between big-picture strategy and granular detail. Without it, executives get stuck at one level and miss what matters.
Operating range, I think, is the single most important leadership characteristic you can find in an entrepreneur and in an executive. And for me, operating range is really about the ability to fly at 500ft and then at 5,000ft and then at 50,000ft, and the judgment to know when to do each. The judgment to know when to do each. So when I think about operating range, I think there are people who fly tremendously well at 500ft. There are people who fly tremendously well at 50,000ft, right? The unique challenge of a founder, and in fact, even I think of people in the valley running large organizations, is who has the ability to just keep going up and down, up and down. I remember distinctly when in one of my early days at Google, sitting in an operating committee review with Larry and Sergey, and they fundamentally wanted to understand the nuance on a CPC in some small country in this kind of vast array of countries that I managed. And I watched the person who was in charge of that region fumble for an answer. And my fundamental thought was, how do I trust you to know the big stuff if you don't understand the key drivers of your business? So it's great that you want to be a large executive and work for a great brand like Google, but guess what? At the end of the day, when the founders walk in and ask you, what is the difference in CPC between this vertical and country X and country Y, you damn well better know the answer, right? This is a valley and a place driven by data. The same thing holds true for a founder. If all of you are founders and hope to go out and raise money, what is a venture capitalist looking for? They're looking for your ability to extort a vision that sits at 50,000ft. And then you're judging your ability to fly really low and manage at 50ft. And to understand of all the metrics you could possibly look at the five that matter and have complete command of that data. But you can't stay at 50ft, right? Because again, the best, and I think most successful leaders of any ilk, entrepreneurs or executives, know exactly when to pull back up. And it's the art of pulling flying high and low, that, in my mind, is one of the key characteristics of great entrepreneurs.
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