Gilligan’s Island Leadership: The Millionaire DUD

Gilligan’s Island Leadership: The Millionaire DUD

Having already provided leadership examples from several characters in the Gilligan’s Island series, today I’ll continue the comparisons by looking at how the millionaire, Mr. Howell, fares in a place where money is of no value.

Mr. Howell: Like the Professor, Mr. Howell has an impressive resume of book smarts. As a Harvard graduate and tycoon back on the mainland, it would appear, on paper, that he would be the natural “CEO” of the islanders. But it becomes clear throughout the show that although a rich and successful businessman, Mr. Howell may have been little more than a figurehead in a corner office rather than a true and inspirational leader.

Being a passive investor with the ability to manage takeovers, make investments, and capitalize on market opportunities doesn’t make him shine as a WOW among the stranded group. In fact, it does just the opposite. In many instances, Mr. Howell’s DUD side rears its ugly head. He certainly displays an egotistical, big-bossman attitude on more than one occasion.

In Season 3, Episode 3: Pass the Vegetable’s Please, it’s obvious that Mr. Howell ranks himself above the others. When Gilligan lands a box of seeds while fishing, Mr. Howell is excited about the find, but makes it clear that he has no intention of helping the group with any of the manual labor involved in planting the garden. In true DUD fashion, he expects to reap the rewards of the group’s windfall, but does not feel he should have to work to get it.

It’s not just his DUD tendencies that prove his inability to lead. He also demonstrates a lack of vision, foresight, and implementation skills. In Season 2, Episode 21: Gilligan’s Living Doll, Mr. Howell attempts to program a military robot to do unreasonable tasks, such as building a searchlight, when no electrical power exists on the island.

As I’ve stressed in past blogs, having a strategy is vital, but a company’s success is dependant on carrying out that vision with a workable plan. While Mr. Howell has a clearly-defined vision in this case: build a searchlight, it’s the disregard for details that play a vital role in a plan’s workability that illustrates his weakness in leading the team.

Next, I will start describing the girls on the island, beginning with fresh-faced Mary Ann.

Author: Sheri Staak

Sheri Staak has worked with and managed more than 1,300 sales representatives in highly aggressive and competitive marketplaces. She strives to maintain high levels of engagement with both individuals and management teams in challenging environments and marketplaces, aiming to embody and exemplify what she calls WOW leadership. Sheri is a PEAK PERFORMER in the industry as well as a devoted mentor to up-and-coming WOW leaders.

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