What Would Kirk Do?

“Risk is part of the game if you want to sit in that chair.” — Captain James T. Kirk.

For 25 years I sat in the chair. No, not the chair of a starship, but the CEO chair of a startup tech company. As Spock, quoting Dickens, might say, “It was the best of times, it was the worst of times.”

My love of all things Star Trek is no secret. If you walked into my office at Zenaciti, you would see plenty of Star Trek fandom particularly that of Star Trek II: The Wrath of Kahn. I watched this movie hundreds of times as a kid on cable TV in the 1980s. Like many others, Star Trek was influential on me. It was also influential on my own leadership journey.

Being a CEO is a lonely job. Each day, you face amazing triumphs and blistering losses. It is an endless universe of problems, opportunities, lost deals, weird people, fussy customers, lack of money, and occasionally a Klingon or two. In some of my “worst of times” moments, I would catch myself pondering: what would Kirk do?

Popular culture typically represents Captain James T. Kirk as a swaggering ladies’ man who indifferently sends redshirts off to die. Yet, if you look past the television tropes and cheesy special effects, Kirk’s leadership techniques are brilliant. They are as relevant today as they were in 1960s. Star Trek dramatized a leader who expertly balances boldness, bravery, intelligence, and compassion. Today we might call this being an “Authentic Leader.”

So, what makes Kirk such a great leader? Let’s jump in the transporter and beam down for a closer look.

Listen and Boldly Go

Despite how he is often described, Kirk does not blindly charge off into danger. Quite the opposite, he consults with his Lieutenants, sizes up foes, gathers intelligence, and acts with resolve based on his synthesis of what those around him say and his own intuition.

Kirk routinely sought feedback and input from his close advisors: Spock, McCoy, Uhura, Scotty, Sulu, and Chekov. He also encouraged healthy debate. There are numerous occasions where Spock and McCoy hotly debate a topic (like the Genesis device) while Kirk silently observes.

When you are in the chair, you must listen before you leap. You cannot do this if you are always talking and telling tales of the good old days. Be quiet, pay attention to the ideas around you, and when the time comes, trust your instincts, and commit to a course of action.

Infinite Diversity in Infinite Combinations

Not only did Kirk listen to his advisors, but he also surrounded himself with a diverse group of advisors. His closest advisor, Spock, is an emotionless alien, which is almost as different as you can get.

While the Original Series is dated by today’s standards, Star Trek was a trailblazer in diversity, equity, and inclusion. Martin Luther King Jr. specifically asked Nichelle Nichols to stick with Uhura because she was a role model for black women.

As a CEO, you must seek out multiple perspectives and feedback, especially from people outside the company. Diversity of opinion promotes creative answers to problems. You do not need to accept every opinion, but the more perspectives you have the better you can understand how your actions impact others.

Get a Piece of the Action

Kirk never misses a chance to go on the away mission. He was willing to put himself in danger along with his crew. This builds credibility and trust with the crew. It shows everybody that even though Kirk was in charge, he was not above being in danger. Kirk uses his time with his crew to coach them on how to behave in the face of adversity as well as admire them for their ingenuity.

Do not pass up the chance to work side by side with your crew. Use the opportunity to share your vision of the company while giving your team the space to show off their talents.

The Needs of the Many, Outweigh the Needs of the Few, or the One

“Kahn, if it’s me you want, I’ll have myself beamed over. Spare my crew.” — Kirk’s response to Kahn’s threat to destroy his ship.

Kirk was obsessively loyal to his crew and the mission. Kirk would do anything to defend his people, but he also expected their commitment. This dynamic is what makes leadership work. The crew knows the leader has their back, and in return they commit themselves to the mission.

Put your crew first, in every situation. Without your crew, you are the CEO of nothing.

However, this does not mean you must embrace communism, slash your pay, and sleep in a cardboard box. People accept that rank has privileges. However, earn your pay with commitment, dedication, and sacrifice.

What Does God Need with a Starship?

Okay, Star Trek V: The Final Frontier may be one of the lower points of the Star Trek franchise. However, it does contain one of the best Kirk leadership moments. Facing what appears to be the Almighty, Kirk asks a simple question: what does God need with a starship?

Kirk is curious. He does not accept the situation as it is. When something seems out of place, he asks a simple question to reveal the truth of situation.

Curiosity is a CEO’s most powerful tool to handle most situations. Rather than handing out all the answers, ask questions. Questions uncover truth. Use curiosity to lead others to truth.

Risk is Part of the Game

Much is joked about Kirk sending wave after wave of redshirt crewmembers to their death. What is seldom discussed, is Kirk’s more thoughtful explanation: Risk is Part of the Game. Kirk mourned every crewmember he lost. He also accepted that loss was an unfortunate reality of a high-stakes game.

You cannot be a leader if you cannot accept risk. Change is scary for people and not everybody can handle it. If you make a bold decision, there will be consequences. People may disagree with you or leave the company. This risk is inherent and cannot be eliminated. Manage people’s reaction to risk, rather than try to eliminate it.

Change the Conditions of the Test

Of all of Kirk’s great leadership moments, his handling of Kahn at the end of Star Trek II is a self-contained master-course in strategic leadership of a small business.

Most people know of Kirk’s famous “I don’t like to lose” response to the no-win scenario of the Kobayashi Maru test. The lesson is not to thumb your nose at failure, but rather when the odds are against you, change the conditions of the test.

This exact scenario plays out at the end of the movie. Kirk has a badly damaged ship and inexperienced crew. His nemesis Kahn has a more powerful ship and the resolve to kill him. Kirk knows he cannot win a direct confrontation with Kahn. In response, Kirk listens to the advice from his trusted advisor Spock and navigates his ship into the Mutara nebula. Kirk then goads Kahn to follow him.

Kirks action reduced the capabilities of both ships equally. It also altered the conditions of the battle. As Spock comments, “the odds will be even,” With even odds, Kirk can use his advantages (such as his experience in three dimensional navigation) to beat the more powerful Kahn. Kirk then executes a three-dimensional maneuver, gets behind Kahn’s ship, and cripples it.

Incidentally, I have a poster in my office emblazoned with Kirk’s line: Z Minus 10,000 Meters, Standby Photon Torpedoes. It reminds me to think and move in a new dimension when facing a tough situation.

Contained in this story is one of the greatest lessons for the startup CEO: Do not play your competitor’s game, make them play your game. Change your sales pitch and products to be different, and force the competition to react to you, rather than you reacting to them. If you play a game with the odds against you, you will likely lose. Play a game you can win.

Conclusion

Kirk was more than just a swashbuckling Shatner in terry cloth. His leadership style may not be right for every situation. However, when you are the CEO of a small business, there is a lot you can learn from Kirk.

You also will be prepared to fight off giant lizard guys, should that happen.