The Bifurcation of Leadership at HC Private Investment

This past week was my first week working at HC Private Investment, but I have already been able to observe and learn a lot about the organization. One theory that we talked about in Professor Goethals’ class was about the bifurcation of leadership and how in certain organizations/groups leaders can take on different roles such as task and relationship-oriented leaders. At my firm, the two managing directors (my bosses) fit this idea of a bifurcated leadership structure perfectly. Matt is a much more task-oriented leader. He is always focused on the data we are receiving from other companies and looks to analyze and understand that data as soon as possible. In conversations with different companies, Matt is the one that will take control of the discussions that are focused on the financials that they are interested in. John is a very strong analytical thinker in his own right, but is much more focused on relationship building and expanding their network whenever he can. He knows the importance of having a wide range of people to reach out to when running a private equity firm. John is the one that goes out and tries to find good executive resources to consult with. Matt and John are able to work seamlessly together because of these separate leadership styles.

In the interactions I have had with both of the, Matt is always looking to help me understand the data we are looking data, while John often just tries to connect with me and introduce me to different people around the office, but also outside of the office so I can build a good network in Chicago. I think that they both realize their individual strengths and weaknesses, and instead of trying to do something they aren’t as proficient at, they look to the other for help and as a result are able to maximize their talents. After taking Dr. Goethals class, I understand that in situations like this one, there doesn’t have to be only one person that is the overall leader; sometimes it is best for the organization for leadership responsibilities to be split between two or three individuals.