Transcript Document 7134821

Tom Peters’ Leadership2002
Leading in
Totally Screwed
Up Times
v02.20.2002
The Context.
“There will be more
confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
change will only accelerate.”
Steve Case
Uncertainty: We
don’t know
when things will get back
to normal.
We no longer
know what “normal”
means.
Ambiguity:
BMcC: (1) Hierarchy vs.
“Network organization.” (2)
NWO = “Doctrine as center of
gravity”/source of motivation;
distributed support & decisionmaking;largely self-organizing;
“outside the military sphere.”
From:
To:
Weapon v.
Weapon
Org structure v.
Org structure
“Our military structure
today is essentially one
developed and
designed by
Napoleon.”
Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
<1000A.D.: paradigm shift: 1000s of years
1000: 100 years for paradigm shift
1800s: > prior 900 years
1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift
21st century:
1000X
tech change
than 20th century (“the ‘Singularity,’ a merger between
humans and computers that is so rapid and profound it
represents a rupture in the fabric of human history”)
Ray Kurzweil
1 day 2001 = Year’s
trade in 1949, year’s
FEX in 1979, year’s
global calls in 1984.
Source: Charles Handy, The Elephant and the Flea
The
Leadership
The Basic
Premise.
1. Leadership Is a …
Mutual
Discovery
Process.
Leaders-Teachers Do Not “Transform People”!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a luxuriant
portfolio of meaningful opportunities (projects) which
(3) allow people to fully (and safely, mostly—caveat: “they”
don’t engage unless they’re “mad about something”) express
their innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams, assisted by an
extensive self-constructed network) by which those people
(5) go to-create places they (and their mentors-teachersleaders) had never dreamed existed—and then the
leaders-mentors-teachers (6) applaud like hell, stage
“photo-ops,” and ring the church bells
100 times to commemorate the bravery of their
“followers’ ” explorations!
I am inalterably opposed to
“organization change,”
“empowerment,” “motivation.” The
goal: to awaken the latent talent
already within, by providing
opportunities worthy of the
individual’s investment of her or
his most precious resources …
time and emotional commitment.
1A. Leaders …
Cede Control.
“I don’t
know.”
“The leader who says ‘I don’t know’ essentially
says that the group is facing a new ballgame
where the old tools of logic may be its undoing
rather than its salvation. To drop these tools is
not to give up on finding a workable answer. It is
only to give up on one means of answering that
is ill-suited to the unstable, the unknowable, the
unpredictable. To drop the heavy tools of
rationality is to gain access to lightness in the
form of intuitions, feelings, stories, experience,
active listening, shared humanity, awareness in
the moment, capability for fascination, awe,
novel words and empathy.” - Karl Weick
1B.
Not
to Screw
Things Up
Leaders Try …
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to get
things done.” – P.D.
The
Leadership
Types.
2. Great Leaders on Snorting
Steeds Are Important – but
Great Talent
Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
the Long Haul.
25/8/53*
(*Damn it!)
Whoops: Jack
didn’t have a vision!
2A. “Just One”: Great
Leading = Great
Mentoring.
T.A.:
FindDevelop-Mentor
Goal of the Year No. 1*:
ONE Extraordinary
Person.
*CEO, large financial advisory firm, April 2001
2B.
Great Leaders are …
Great V.C.s.
“Basically [Omnicom’s John] Wren makes
aggressive bets on entrepreneurs and
gives them tremendous autonomy, on the
assumption that the risk-taking will pay off
in new ideas, connections, businesses,
and, yes, revenues and profits. …
‘Omnicom operates like a
venture-capital firm,’ says Sir Martin
Sorrell [of WPP].”
Fortune (09.17.2001)
3. But Then Again, There
Are Times When This
“Cult of Personality”
(Type II Leadership) Stuff
Actually Works!
“A leader is a
dealer in
hope.”
Napoleon
(+TP’s writing room pics)
4. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired Profit
Mechanic)
4A. All Organizations
Need the Golden
Leadership
Triangle.
The Golden Leadership
Triangle: (1) CreatorVisionary … (2) Talent
Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic.
Project Team Golden Triangle
(1) Champion-Maniac.
(2) Implementer-Pol. (3)
Schedule & Budgets
Fanatic.
5. Leadership Mantra
#1: IT
ALL
DEPENDS!
Renaissance Men
are … a snare, a
myth, a delusion!
6. The Leader Is
Rarely/Never the
Best Performer.
33 Division Titles. 26
League Pennants. 14
World Series: Earl Weaver—0.
Tom Kelly—0. Jim Leyland—0.
Walter Alston—1AB. Tony
LaRussa—132 games, 6 seasons.
Tommy Lasorda—P, 26 games.
Sparky Anderson—1 season.
The
Leadership
Dance.
7. Leaders …
SHOW UP!
P.S. …
5,000
miles for a 5
min. meeting!
Mark McCormack:
7A. Leaders …
LOVE the
MESS!
“If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
7B. Leadership
Is Improv!
Duct Tape Rules!
“Andrew Higgins, who built landing craft
in WWII, refused to hire graduates of
engineering schools. He believed that they only
teach you what you can’t do in engineering
school. He started off with 20 employees, and by
the middle of the war had 30,000 working for
him. He turned out 20,000 landing craft. D.D.
Eisenhower told me, ‘Andrew Higgins won the
war for us. He did it without engineers.’ ”
Stephen Ambrose/Fast Company
8. Leaders
Groove on
AMBIGUITY!
“Most of our
predictions are based
on very linear thinking.
That’s why they will
most likely be wrong.”
Vinod Khosla, in “GIGATRENDS,” Wired 04.01
9. Leaders
The Kotler Doctrine:
1965-1980: R.A.F.
(Ready.Aim.Fire.)
1980-1995: R.F.A.
(Ready.Fire!Aim.)
1995-????: F.F.F.
(Fire!Fire!Fire!)
9A. Leaders
Re
-do.
“Sony Electronics has a wellearned reputation for persistence.
The company’s first entry into a
new field often isn’t very good. But,
as it has shown in laptops, Sony
will keep trying until it gets
it right.”
Business Week (5/01)
“If Microsoft is good at anything, it’s
avoiding the trap of worrying about
criticism. Microsoft fails constantly.
They’re eviscerated in public for lousy
products. Yet they persist, through
version after version, until they get
something good enough. Then they
leverage the power they’ve gained in
other markets to enforce their standard.”
Seth Godin, Zooming
He who has the
quickest O.O.D.A.
Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd
9B. Leaders Are
PLAYFUL.
“You can’t be a serious innovator
unless and until you are ready,
willing and able to seriously play.
‘Serious play’ is not an oxymoron;
it is the essence of innovation.”
Michael Schrage,
Serious Play
Never trust
a “boss” with
no toys in
his/her office!
Axiom:
10. BUT … Leaders
Know When to
Wait.
Tex Schramm:
The
“too hard”
box!
Leaders know when to …
RETREAT.
Axioms: (1)
Pick your
battles carefully. (2)
Sometimes inaction
promotes sorting out &
preserves options.
11. Leaders …
DELIVER!
11A. Leaders
KNOW They Can
Make a Difference!
“Leaders don’t
‘want to’ win.
Leaders ‘need
to’ win.”
#49
WILLPOWER RULES! (12.12.2001) “In the
end the war is not about statistics, deadlines, short
attention spans of 24 hour news cycles. It’s about will,
the projection of will, the clear, unambiguous
determination of the president of the United States and
the American people to see this through.—DR.
Given our lack of knowledge, LT investments
made on the basis of “animal spirits—a spontaneous
urge to action rather than inaction, not as the outcome
of a weighted average of quantitative benefits
multiplied by quantitative probabilities.”—JMK.
Texas’ “top ten percenters” GPAs > than those with
SATs 200-300 points higher.
mean
“A real superstar is
in a
particular way. He is Michael Jordan or
Cal Ripken, greedy for records and
history. Armored and self-contained, his
inner core is a hard knot of physical
talent and fierce will. Nothing penetrates
that core, and anybody or anything that
gets too close is out of his life.”
Michael Sokolove, “The last Straw”
11B. Leaders Are …
Optimists.
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost transcendent
happiness.”
Half-full Cups:
Lou Cannon, George (08.2000)
12. BUT …
Leaders Are
Realists/Leaders
Win Through
LOGISTICS!
The “Gus
Imperative”!
13. Leaders
FOCUS!
“To
Don’t ”
List
14. Leaders …
Set CLEAR
DESIGN SPECS.
1@T: (1) Neutron
JackWorld/
Jack. (Banish bureaucracy.) (2) “1, 2
or out” Jack. (Lead or leave.) (3)
“Workout” Jack. (Empowerment,
GE style.) (4) 6-Sigma Jack. (5)
Internet Jack. (Throughout)
TALENT JACK!
Danger:
S.I.O.
(Strategic
Initiative Overload)
15. Leaders …
Send V-E-R-Y
Clear Signals About
Design Specs!
Ridin’ with Roger: “What
have
you done to
DRAMATICALLY
IMPROVE quality in the
last 90 days?”
It’s
Relationships,
Stupid.
16. Leaders
Trust in
TRUST!
Credibility
GWB/dc/dr/pw
(RR/bc, RN/hak) vs.
BC/ag/sb (JC)
Credibility:
16A. Leaders Infuse the
Dreaded-All Important
“Evaluation Process”
with CREDIBILITY!
25 = 100
17. Leaders …
Understand the
Ultimate Power of
RELATIONSHIPS.
“Women speak and hear a language of
connection and intimacy, and men
speak and hear a language of status
and independence. Men communicate
to obtain information, establish their
status, and show independence.
Women communicate to create
relationships, encourage interaction,
and exchange feelings.”
Judy Rosener, America’s Competitive Secret
17A. Leaders
Wire the Joint!
Winners wire.
Losers are
slaves to rank.
“TAKE THIS QUICK QUIZ: Who manages more things
at once? Who puts more effort into their appearance?
Who usually takes care of the details? Who finds it
easier to meet new people? Who asks more
questions in a conversation? Who is a better
listener? Who has more interest in communication
skills? Who is more inclined to get involved?
Who encourages harmony and agreement? Who
has better intuition? Who works with a longer ‘to do’
list? Who enjoys a recap to the day’s events?
Who is better at keeping in touch with others?”
Source: Selling Is a Woman’s Game: 15 Powerful
Reasons Why Women Can Outsell Men, Nicki Joy &
Susan Kane-Benson
17B. Leaders Are
Natural
EMPOWERMENT
FREAKS!
17C. Leaders Know …
Women Roar/
Women Rule.
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report, Business Week, 11.20.00
Women’s Strengths Match New Economy
Imperatives: Link [rather than rank] workers;
favor interactive-collaborative leadership style
[empowerment beats top-down decision making];
sustain fruitful collaborations; comfortable with
sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
feedback; value technical & interpersonal skills,
individual & group contributions equally; readily
accept ambiguity; honor intuition as well as pure
“rationality”; inherently flexible; appreciate
cultural diversity
Source: Judy B. Rosener, America’s Competitive Secret
(17D.
Women
Buy All the Stuff)
Oh Yeah … and
$4.8T > Japan
9M/27.5M/$3.6T
> Germany
18. Leaders … Find &
Feed Off
Supporters.
Jill Ker Conway: (1)
Oncampus renegades. (2)
Alumnae: $$$$ to fund
programs that “the
culture” wouldn’t
support.
Message JKC: (1) Leaders are
Masters of the End Run. (2) Avoid
the “Old Culture”—don’t confront
it. (3) You can’t change people,
you can’t change “culture.” (4)
Instead you supplant
them/surround them—We “select”
(DARWIN RULES!) “carriers” of
the “new culture.”
If It Ain’t Broke
… Break It.
19. Leaders …
FORGET!/
Leaders …
DESTROY!
Forget>“Learn”
“The problem is never how
to get new, innovative
thoughts into your mind,
but how to get the old
ones out.”
Dee Hock
Forbes100 from 1917 to 1987: 39
members of the Class of ’17 were alive
in ’87; 18 in ’87 F100; 18 F100
“survivors” underperformed the market
by 20%; just 2 (2%), GE & Kodak,
outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were
alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957
to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why
Companies That Are Built to Last Underperform the Market
“Good management was the most
powerful reason [leading firms] failed
to stay atop their industries. Precisely
because these firms listened to their customers,
invested aggressively in technologies that would
provide their customers more and better
products of the sort they wanted, and because
they carefully studied market trends and
systematically allocated investment capital to
innovations that promised the best returns, they
lost their positions of leadership.”
Clayton Christensen, The Innovator’s Dilemma
Cortez!
Leaders “dump
the
ones who brung
’em” —Nokia, HP, 3M,
PerkinElmer, Corning, etc.
The [New] Ge Way
DYB.com
20. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned.”
Subtitle in the chapter, “Own Up to the Great Paradox: Success
Is the Product of Deep Grooves/ Deep Grooves Destroy
Adaptivity,” Liberation Management (1992)
21. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision
CUSTOMERS: “Futuredefining customers may
account for only 2% to 3%
of your total, but they
represent a crucial
window on the future.”
Adrian Slywotzky, Mercer Consultants
COMPETITORS: “The
best swordsman
in the world doesn’t need to fear
the second best swordsman in the
world; no, the person for him to be afraid of is
some ignorant antagonist who has never had a
sword in his hand before; he doesn’t do the
thing he ought to do, and so the expert isn’t
prepared for him; he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot.”
Mark Twain
Employees: “Are there
enough weird
people in the lab these
days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
Suppliers: There
is an ominous
downside to strategic supplier
relationships. An SSR supplier is not
likely to function as any more than a mirror
to your organization. Fringe suppliers that
offer innovative business practices need
not apply.”
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
22. Leaders …
HANG OUT
WITH FREAKS!
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
among non-conformists,
dissenters and rebels.”
David Ogilvy
Axiom: Never hire
anyone without an
aberration in their
background!
“I would like to think we could
attract students with green
hair. We will take pink and
blue and orange hair too.”
Shirley Tilghman, Princeton
Yikes: “What worries me is that
I can’t see why any ambitious
young person would want to
join my company, or stay here
for long if they did join. My most
important job is to change that
as fast as I can.”—CEO, giant multinational,
to Charles Handy
Message: TAKE
NEW &
WEIRD TO LUNCH
SOMEONE
TODAY OR TOMORROW.
[Inundate yourself with weird.]
WE
BECOME WHO
WE HANG
WITH!
Leaders know …
23. Leaders Make
[Lotsa] Mistakes
– and MAKE NO
BONES ABOUT IT!
Sam’s
Secret #1!
“Fail faster.
Succeed
sooner.”
David Kelley/IDEO
Read This!
Whoever
Makes the Most
Mistakes Wins: The
Paradox of Innovation
Richard Farson & Ralph Keyes:
24. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
24A. Leaders Honor
Mistakes & Create
“Blame-free
‘Cultures.’ ”
Accountability: YES!
Never-ending witch
hunts:
NO!
Winning By Acknowledging Failures
Wernher Von Braun, the Redstone
missile engineer who “confessed” &
the bottle of champagne. Award to the
sailor on the Carl Vinson—for
reporting the lost tool. Amy Edmonson
& the successful nursing units with the
highest reported adverse drug events.
Source: Karl Weick & Kathleen Sutcliffe, Managing the Unexpected
Create.
25. Leaders Know that
THERE’S MORE TO LIFE
THAN “LINE EXTENSIONS.”
Leaders Love to CREATE NEW
MARKETS.
No one ever made it
into the Business Hall
of Fame on a record of
“line extensions.”
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
Peter Job, CEO, Reuters
The Top Creators of Shareholder Value
Accept depressed earnings
for several quarters to
support hot product
Expense rather than capitalize new
venture costs
Bonuses without caps
Source: Fortune (09.17.201)
“The highest performing companies have
well-developed systems for killing ideas
their customers don’t want. As a result,
these companies find it very difficult to
invest adequate resources in disruptive
technologies—lower margin opportunities
that their customers don’t want—until they
want them. And by then it’s too late.”
Clayton Christensen, The Innovator’s Dilemma
26. Leaders Pursue
DRAMATIC
DIFFERENCE!
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or
4/“One Great Thing.”
Source #1: Personal Passion)
2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)
3RD Law: DRAMATIC
DIFFERENCE (Execs Don’t Get It:
“intent to purchase” – 100%; “unique” – 0% to
5%)
Source: Jump Start Your Business Brain, Doug Hall
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
26A. Leaders … Make
Their Mark /
Leaders … Do Stuff
That Matters
Ideas > Leadership
“Today the problem is not how
to produce more to sell more.
The fundamental question is
that of the product’s right to
exist. And it is the designer’s
right and duty to question the
legitimacy of the product.”
Philippe Starck
NO: “Good gov’t”
YES: EFFECTIVE Gov’t
(in altered/ambiguous
times)
“By combining powerful
computer technology and other
modern information-based
systems we could make a
revitalized, leaner military force
that is designed to outsee,
outmaneuver and outfight any
foe.” --Bill Owens, Lifting the Fog of War
27. Leaders Push Their
W-a-y Up the
Value-added/
Intellectual Capital
Chain
Organizations
The
Day!
09.11.2000: HP bids
$18,000,000,000
for
PricewaterhouseCoopers
Consulting business!
“These days, building
the best server isn’t
enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard
HP … Sun … GE … IBM
… UPS … UTC …
General Mills … Springs
… Anheuser-Busch …
Carpet One … Delphi …
Etc. … Etc.
“We want to be the
air traffic
controllers of
electrons.”
Bob Nardelli, GE Power Systems
“Customer Satisfaction” to
“Customer Success”
“We’re getting better at [Six
Sigma] every day. But we really
need to think about the customer’s
profitability. Are customers’
bottom lines really benefiting from
what we provide them?”
Bob Nardelli, GE Power Systems
Keep In Mind:
Customer
Satisfaction
versus
Customer
Success
Who was the
number one
employer of
architecture school
grads in the U.S.
last year?
The Pursuit of … Whatever:
Accenture to “do” AT&T’s
sales & customer service … for
$2.6B/5 years … savings to
AT&T of 50%. Accenture to
“do” Avaya’s corporate learning
& training.
Source: BW (02.04.2002)
“VISIONS OF A BRAND-NAME
OFFICE EMPIRE. Sam Zell is not a man
plagued by self doubt. Mr. Zell controls public
companies that own nearly 700 office buildings
in the United States. … Now Mr. Zell says he will
transform the real estate market by turning
those REITs into national brands. … Mr. Zell
believes [clients] will start to view those offices
as something more than a commodity chosen
chiefly by price and location.”
(12.16.2001)
–New York Times
28. Leaders
LOVE the
New Technology!
square feet
“There’s no use trying,” said Alice.
“One can’t believe impossible things.”
“I daresay you haven’t had much
practice,” said the Queen. “When I was
your age, I always did it for half an
hour a day. Why, sometimes I’ve
believed as many as six impossible
things before breakfast.”
Lewis Carroll
I’net …
allows you to
dream dreams
you could never
have dreamed
before!
…
28A. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) CreatorVisionary … (2) Talent
Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic. (4)
Technology Dreamer-True
Believer
Talent.
29. When It Comes to
TALENT …
Leaders Always Swing
for the Fences!
Message: Some
people are
better than other
people. Some people
are a helluva lot
better than other
people.
30. Leaders Don’t
Create “Followers”:
THEY CREATE
LEADERS!
Brand You, Big Time!
I AM AN
ARMY OF
ONE
31. Leaders “Win
Followers Over”
WHAT AN IDIOT: “Instead
of employees being in the driver’s
seat, now we’re in the driver’s
seat.”
“Coaching
is winning
players over.”
PJ:
32. Leaders
“Manage” Their
EVP/Internal
Brand Promise.
MantraM3
Talent = Brand
EVP = Challenge,
professional growth,
respect, satisfaction,
opportunity, reward
Source: Ed Michaels et al., The War for Talent
33. Leaders LOVE
RAINBOWS – for
Pragmatic Reasons.
“Diversity defines the health and
wealth of nations in a new century.
Mighty is the mongrel. … The hybrid is hip. The
impure, the mélange, the adulterated, the
blemished, the rough, the black-and-blue, the
mix-and-match – these people are inheriting the
earth. Mixing is the new norm. Mixing trumps
isolation. It spawns creativity, nourishes the
human spirit, spurs economic growth
and empowers nations.”
G. Pascal Zachary, The Global Me:
New Cosmopolitans and the Competitive Edge
33A. Leaders Pursue
Poets!
Gardner’s MI7: Logical-
mathematical, Linguistic,
Spatial, Musical,
Bodily-kinesthetic,
Interpersonal,
Intrapersonal.
“Expose yourself to the
best things humans
have done, and then try
to bring those things
into what you’re
doing.”
Steve Jobs
Passion.
34. Leaders …
Out Their
PASSION!
“Create a
‘cause,’ not a
‘business.’ ”
G.H.:
35. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
BZ: “I am a …
Dispenser of
Enthusiasm!”
36. Leaders
Focus on the
SOFT STUFF!
“Soft” Is
“Hard”
- ISOE
Message: Leadership is
all about love! [Passion,
Enthusiasms, Appetite for Life,
Engagement, Commitment, Great
Causes & Determination to Make a
Damn Difference, Shared Adventures,
Bizarre Failures, Growth, Insatiable
Appetite for Change.] [Otherwise, why bother?
Just read Dilbert. TP’s final words: CYNICISM SUCKS.]
36A. Leaders Know …
“Culture Change”
Takes But a
Minute. (No Bull!)
What Do I “Do” First?
One Minute
Excellence!*
*Thomas Watson
Culture Change is not “Corporate.”
Culture Change is not a “Program.”
Culture change does not take “Years.”
Culture Change does not start “Today.”
Culture Change starts Right
Culture Change
Now!
Lives in the Moment!
Culture Change is
Entirely in Your Hands!
The “Job” of
Leading.
37.
Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t LOVE
SALES … find
another life. (Don’t pretend
TP:
you’re a “leader.”) (See TP’s The
Project50.)
37A. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life. (Don’t pretend
TP:
you’re a “leader.”)
38.
But … Leaders Also
Break a Lot of
China
If you’re not
pissing people off,
you’re not making
a difference!
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, article on
“Most Admired Global Corporations”
Joe J. Jones
1942 – 2001
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
39. Leaders
Give …
RESPECT!
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the
same way he talked and listened to a
bishop or a college president. He
was
seriously interested in who you
were and what you had to say.”
Sara Lawrence-Lightfoot, Respect
“Leaders are living
individuals whom
employees smell,
feel, touch their
presence.”
#49
“It is impossible to claim that all good teachers
use similar techniques: some lecture nonstop
and others speak very little; some stay close to
their material and others loose the imagination;
some teach with the carrot and others with the
stick. But in every instance, good teachers
share one trait: a strong sense of personal
identity infuses their work. ‘Dr. A is really
there when he teaches.’ ‘Mr. B has such
enthusiasm for his subject.’ ‘You can tell
that this is really Prof. C’s life.’ ”
Parker Palmer, The Courage to Teach
40. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
“The two most powerful things
a kind
word and a
thoughtful
gesture.”
in existence:
Ken Langone, CEO, Invemed Associates [from Ronna
Lichtenberg, It’s Not Business, It’s Personal]
40A. Leaders Are …
Graceful.
“My favorite word is grace –
grace,
saving grace, grace under
fire, Grace Kelly. How we live
whether it’s amazing
contributes to beauty – whether
it’s how we treat other people or
the environment.”
Celeste Cooper, designer
Rodale’s on “Grace” …
elegance … charm …
loveliness … poetry in
motion … kindliness ..
benevolence … benefaction
… compassion … beauty
41. Leaders
LISTEN!
See Stephen!
(Empathetic
Listening)
41A. Leaders
Are …
Curious.
41B. Leaders
Are … Great
Learners.
The Three Most
Important Letters …
TP/08.2001:
42. Leadership
Is a …
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
43.
Leaders …
Are
The Brand
“WHO ARE
YOU [these days] ?”
TP to Client
“We are in the twilight of a society based on data. As
information and intelligence become the domain of
computers, society will place more value on the one
human ability that cannot be automated: emotion.
Imagination, myth, ritual - the language of emotion will affect everything from our purchasing decisions
Companies will
thrive on the basis of their stories
and myths. Companies will need to understand
to how we work with others.
that their products are less important than their
stories.”
Rolf Jensen, Copenhagen Institute for Future Studies
The BRAND lives (OR
DIES) in the “minutiae”
of the leader’s momentto-moment actions.
“You must be
the change you
wish to see in the
world.”
Gandhi
44. Leaders …
GREAT
STORY!
Have a
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
“Early in my career in the law I learned
he who has
the best story
wins.”
that …
JQ Adams/A Hopkins to T Joadson/M Freeman
“Stories of identity – narratives
that help individuals think about
and feel who they are, where
they come from, and where they
are headed – constitute the
single most powerful weapon
in the leader’s arsenal.”
Howard Gardner, Leading Minds: An Anatomy of Leadership
MB
A!*
*Managing By Story-ing Around/David Armstrong
Leaders don’t just make products
and make decisions.
Leaders make
meaning.
– John Seeley Brown
45. Leaders Seed &
Pursue &
Recognize (Weird)
“Demos.”
45A. Leaders
Create
BUZZ!
Demos!
Heroes!
Stories!
L.B.I.W.D.
Inducing Weird Demos)
(Leading By
Leaders aimed on changing their
world identify
palpable
heroes, who executed
palpable projects—they
point to these people and say to
the masses, “See, here it is, done
by one of your own.” (And then they
“deep-dip” a few of those heroes to demo their
seriousness.)
Each VP a V.C.: Portfolio
of high-risk investments in
people & ideas from all
across the company.
Introspection.
46. Leaders …
Enjoy Leading.
Warren’s “Whoops
Moment” …
“Warren, I know you
want to ‘be’
president. But do
you want to ‘do’
president?”
Docs who
want to heal the
sick vs. Docs who
want to be M.D.s.
Thom Mayer:
46A. Leaders …
KNOW
THEMSELVES.
Individuals (would-be leaders)
cannot engage in a
liberating mutual discovery
process unless they are
comfortable with their
own skin. (“Leaders” who are not
comfortable with themselves become petty
control freaks.)
46B. But …
Leaders have
MENTORS.
Upon
having the Leadership
Mantle placed upon thine
head, thou shalt never
hear the unvarnished
truth again!*
The Gospel According to TP:
(*Therefore, thy needs one faithful
compatriot to lay it on with no jelly.)
47. Leaders
LAUGH!
47A.
“It’s My
Fault.”
But … Leaders Know
You recruited ’em.
You hired ’em.
You trained ’em.
You evaluated ’em.
You “motivated” ’em.
47B. Leaders Don’t
Scapegoat /
Allow
Scapegoating.
“When a plane crashes,
they ask, ‘What
happened?’ In medicine
they ask: ‘Whose fault
was it?’ ”—James Bagian, M.D. &
former astronaut, now working with the VHA.
48. Leaders …
Take Breaks.
Zombie!
Zombie!
Zombie!
Zombie!
The End
Game.
49. Leaders
???:
“Leadership is the
PROCESS of
ENGAGING PEOPLE in
CREATING a LEGACY
of EXCELLENCE.”
“ ‘It’s only business,
not personal’ … IT
ALWAYS IS
PERSONAL.”
“Hire smart – go
bonkers – have grace –
make mistakes – love
technology – start all
over again.”
“LEADERS NEED TO
BE THE ROCK OF
GIBRALTAR ON
ROLLER BLADES”
Bonus:
Boss Talk
Branding: Kevin Roberts: “The
great brands have mystery and
sensuality. Apple is the most
sensual product since the
vibrator.”/ Tina Brown: “You should
be able to throw a magazine on the
floor at any page and know whose
magazine it is.”/
The Perils of “Me-too”: Stephen
Hardis (Eaton): “Don’t have your
resources trapped in areas that are
inherently zero-sum games with a very
marginal return.”/ Phil Condit (Boeing):
“Just doing what your competitor does
is the biggest opportunity to lose
money. Douglas and Lockheed built
tri-jets to the identical specs and beat
each other silly.”
Jeff Bezos: “It’s easy to let the inbox side of your life overwhelm
you, so you become a totally
reactive person. The only remedy I
know is to set aside some fraction
of your time as your own. I use
Tuesdays and Thursdays as my
proactive days, when I try not to
schedule meetings.”
Jeff Bezos: “I'm often
encouraging people to go
faster, even if it means a
worse initial product. I want
us to start learning. The cost
of trying to avoid mistakes
is huge in terms of speed.”
Robert Miller (Federal-Mogul), on
Turnarounds: (1) Tell the truth.
Play it straight. (2) Make
decisions. Don’t study things to
death. (3) Listen to your
customers. They are usually
more perceptive than you are
about what needs to be done.”
Juergen Schrempp/DaimlerChrysler
“Digital decision making”/
“the danger of the deadly
wish for harmony”
Boss Talk/WSJ
Provide a simple, clear, exciting
& energizing focus.
Obsess on TALENT.
Speed > Perfection. (Clarity, motivation, rapid adjustment.)
Leap > Line extension. (Beware “me-too,” perfecting
yesterday.)
Tell the truth.
Control your calendar.
Get out of the office.
Listen to customers face-to-face—at their place.
50. Leaders Know
WHEN TO
LEAVE!
Tom Peters’ Leadership2002
Leading in
Totally Screwed
Up Times