| |
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| | |
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| | Acknowledgements |
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| | ---------------- |
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| | |
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| | Don Stuart, Manager Radar Alaska - Who taught me that the work isn't done |
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| | Don Stuart, Manager, Radar Alaska - Who taught me that the work isn't done |
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| | until you're proud of it. |
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| | |
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| | Zvie Liberman, President, Talk-A-Phone - Who taught me the centrality of |
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| | work discipline. |
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| |
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| | their foot off the gas, or in the most pathological cases, they will |
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| | practice what I call "Malicious Obedience". They will do *exactly* |
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| | what they are told, even though it's the wrong thing. The feedback |
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| | paths every leader needs to succeed will dry up and the wheels will |
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| | come off the organization. I've seen more than one putative leader - |
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| | even some fairly good ones - watch their organizaton implode because |
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| | their behaviors did not instill trust. |
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| | come off the organization. |
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| | |
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| | I've seen more than one putative leader - even some fairly good ones - |
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| | watch their organizaton implode because their behaviors did not |
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| | instill trust. |
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| | |
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| | |
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| | Great Leaders Have Unimpeachable Integrity |
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| | ++++++++++++++++++++++++++++++++++++++++++ |
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| | |
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| | |
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| | Trust begins with one thing: Integrity. |
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| | Trust begins with one thing: Integrity. Leaders usually cannot say |
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| | everything people want to know. But when great leaders speak, you |
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| | always know it is the truth, or at least the truth as they understand |
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| | it. People will forgive mistakes, but they will not forgive a lack |
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| | of integrity. |
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| | |
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| | Our larger culture is adrift exactly because there has been so much |
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| | lying, cheating, and stealing going on that people don't trust the |
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| | leadership of our core institutions. We are in the tragic situation |
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| | of people questioning the integrity of their government, their |
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| | business leaders, their legal institutions, and even their clergy. |
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| | |
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| | Great leaders shine precisely because they will never, ever stoop to |
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| | these behaviors. They are tough and relentless in their demands on |
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| | their people, but those people know - without a doubt - that the |
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| | leader in question is indisputably honest. Large or small, anything |
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| | less than this will destroy anyone who aspires to lead. |
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| | |
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| | |
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| | |
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| | Great Leaders Are Stewards And Servants |
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| | +++++++++++++++++++++++++++++++++++++++ |
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| | |
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| | We think of leaders as being "The Boss" ... and they often are. But |
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| | no matter how senior, how important, how accomplished, or how wealthy |
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| | they are, the greatest leaders I've ever worked with see their jobs as |
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| | being stewards of their organizations. They *serve* their company, |
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| | their stockholders, and their employees. |
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| | |
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| | These things show up in small ways. I've had the President of the |
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| | company - whom I worked for at the time - offer to get me coffee |
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| | because I was nose down in a hard problem. I've seen one of the most |
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| | powerful business execs on the planet pick up the phone to call the |
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| | wife of an employee who was very ill - even though that employee was 5 |
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| | levels down the organization. This wasn't gladhanding or for PR. It |
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| | was done in private because the CEO knew that they were a steward and |
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| | servant and that lady needed comfort. |
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| | |
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| | There is no more repulsive a corporate hack than the person who thinks |
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| | they're more important because they have a title or the corner office |
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| | or whatever other trappings of power they possess. *Title gives you |
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| | more responsibility, it doesn't make you more important.* |
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| | |
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| | Oh, that reservoir of trust? It gets deep really fast when people see |
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| | their leaders acting like stewards and servants. |
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| | |
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| | |
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| | |
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| | Great Leaders Think Strategy First |
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| | ++++++++++++++++++++++++++++++++++ |
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| | |
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| | Great leaders tend to naturally bubble up in organizations, |
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| | incrementally taking on more and more responsibility. As this |
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| | happens, they start offloading the day-to-day minutae of the work and |
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| | start focusing on larger, systemic issues. Instead of focusing on |
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| | "Why didn't we ship that on time?", they work on things like, "How do |
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| | we improve our processes?" or "Are we structured for success?" or |
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| | "With whom should we partner?" |
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| | |
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| | Steve Case at AOL famously said words to the effect of "Vision without |
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| | execution is an hallucination." There is no question that execution |
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| | has to be the bedrock of any organizaton. But great leaders focus on |
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| | the larger, meta issues that impede execution systemically. |
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| | |
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| | How much time are your people spending on needless paperwork? Have you |
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| | even asked them? How many of your processes are masking |
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| | accountability? Can you even tell? How much time do people spend |
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| | positioning politically? Have you noticed? These are the kinds of |
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| | larger process and structural issues that great leaders focus on |
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| | first. |
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| | |
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| | |
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| | |
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| | Great Leaders Are In Sales |
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| | ++++++++++++++++++++++++++ |
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| | |
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| | If a great leader has a strategic mind, they have the heartbeat of a |
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| | salesperson. Whether it's the CEO trying to grow customer revenue, |
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| | the CTO trying to implement a new mission critical system, or the VP |
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| | of HR trying to get an employee wellness program funded, *real leaders |
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| | are always selling something.* |
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| | |
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| | Many people are of the opinion that sales is about taking people to |
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| | ball games, wining and dining them, slapping them on the back, and |
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| | getting them to buy something. Nothing could be further from the |
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| | truth. Just like buildings or computer systems, effective sales has |
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| | an "architecture" to it. Central to that architecture is that *a sale |
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| | can only be made when both parties realize significant value from the |
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| | deal.* Great leaders - at every level - know this. Their stategic |
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| | thinking sets the direction, but their salesmanship exposes the value |
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| | of their ideas. |
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| | |
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| | Show me a CEO who isn't constantly in front of customers and I'll show |
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| | you a failing CEO. That's sort of obvious. But how about the VP Of |
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| | Technology who isn't bothering to explain the value of a new system to |
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| | their most junior engineers? How about the Director Of Finance who |
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| | never explains the difference between expense and capital burn - and why |
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| | it matters how people report their time? Silly? Perhaps. But these |
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| | are all "selling" and they're fundamentally important. |
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| | |
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| | |
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| | |
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| | |
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| | Great Leaders Take Cues From Reality |
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| | ++++++++++++++++++++++++++++++++++++ |
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| | |
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| | Great Leaders Are Often Lost And Lonely |
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| |
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| | |
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| | Great Leaders Can Identify Bricks And Mortar |
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| | ++++++++++++++++++++++++++++++++++++++++++++ |
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| | |
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| | Great Leaders Are In Sales |
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| | ++++++++++++++++++++++++++ |
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| | |
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| | Great Leaders Share Success But Take The Blame |
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| | ++++++++++++++++++++++++++++++++++++++++++++++ |
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| | |
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| | Great Leaders Celebrate In Public And Remediate In Private |
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| | ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ |
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| | |
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| | Great Leaders Insipire People Beyond Their Boundaries |
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| | +++++++++++++++++++++++++++++++++++++++++++++++++++++ |
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| | |
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| |
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| | ----------------------------- |
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| | |
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| | :: |
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| | |
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| | $Id: lessons_for_leaders.rst,v 1.101 2015/03/06 21:26:48 tundra Exp $ |
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| | $Id: lessons_for_leaders.rst,v 1.102 2015/03/06 22:11:39 tundra Exp $ |
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| | |
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| | You can find the latest version of this program at: |
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| | |
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| | http://www.tundraware.com/Software/lessons_for_leaders |
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