Leading in Totally Screwed Up Times 21 May 2001/Master Leadership Seminar.
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Transcript of Leading in Totally Screwed Up Times 21 May 2001/Master Leadership Seminar.
“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
“In 25 years, you’ll probably be able to get the
sum total of all human knowledge on a personal
device.”Greg Blonder, VC [was Chief Technical
Adviser for Corporate Strategy @ AT&T] [Barron’s 11.13.2000]
“We are entering an era of no limits, with nothing to brake the cascade of human intelligence
unleashed by the Information Age. The Web essentially allows all the brains on earth to communicate and share insights in real time, around the globe, all the time.”
Jeffrey Young, Cisco Unauthorized
<1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift
1800s: > prior 900 years1900s: 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, talk april2001
CEOs appointed after
1985 are 3X more likely to be fired than CEOs appointed before 1985
Warren Bennis, MIT Sloan Management Review
“The corporation as we know it, which is now 120 years old, is
not likely to survive the next 25 years. Legally and
financially, yes, but not structurally and economically.”
Peter Drucker, Business 2.0 (08.00)
“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
1. Great Leaders on Snorting Steeds Are Important – but Great Managers (Type I) are
the Bedrock of Organizations that Perform
Over the Long Haul.
The Golden Triangle: (1) Creator-Inventor-
Visionary … (2) Talent Fanatic … (3) Inspired
Profit Mechanic.
Project Team Golden Triangle
(1) Champion-Maniac. (2) Implementer-Pol. (3)
Schedule & Budgets Fanatic.
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!)
“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
Weick I
Uncertainty will be based less on insufficient facts and more on insufficient questions.
There will be fewer experts and more novices.
There will be more of a premium on stating in motion than on detaching and reflecting.
There will be more migration of decisions to those with the expertise to handle them, and
less convergence of decisions on people entitled by rank to make them.
Weick II
There will be fewer attempts to capture the big picture and more attempts to capture the big
story, with its ongoing, dynamic plot.
There will be more focus on updating and plausibility and less on forecasting and
accuracy.
There will be more improvisation and fewer routines.
There will be more humility and less hubris.
Source: The Future of Leadership, Warren Bennis et al.
Heart of the Matter
F2F!/K2K!/1@T/R.F.A.*
*Freak to Freak/Kook to Kook/One at a Time/ Ready.Fire!Aim.
Is It …
“The Oh-Hell-I-Wish-It-Were-Over Memorial Day picnic”
or
“The First Annual Seriously
Kewl Celebration of Our Incredible Staff”
Is It …
Wrestle the damn Safety Manual into line with the ridiculous new OSHA Regs?
Or …
A stealth opportunity to address the War for Talent via … a thoroughgoing review
of how safety and environmental issues contribute to making this a
Great Place to Work?
Reframers’ Rules:
Rule 1: Never accept an assignment as given! (Please.)
Rule 2: You’re never so powerful as when you are “powerless”!
Rule 3: Every “small” project contains the entire
enterprise DNA!
Joe J. Jones Joe J. Jones 1942 – 2001 1942 – 2001
HE WOULDA DONE SOME HE WOULDA DONE SOME
REALLY COOL STUFF REALLY COOL STUFF
BUT …BUT …
HIS BOSS WOULDN’T LET HIM! HIS BOSS WOULDN’T LET HIM!
Characteristics of the “Also rans”*
“Minimize risk”“Respect the chain of
command”“Support the boss”
“Make budget”
*Fortune, article on “Most Admired Global Corporations”
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
“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
The New Economy …
Shout goodbye to “command and control”!
Shout goodbye to hierarchy!
Shout goodbye to “knowing one’s place”!
Women’s Stuff = New Economy Match
Improv skillsRelationship-centric
Less “rank consciousness”Self determinedTrust sensitive
IntuitiveNatural “empowerment freaks” [less
threatened by strong people]Intrinsic [motivation] > Extrinsic
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
RM: “A lot of companies in the Valley fail.”
RN: “Maybe not enough fail.”
RM: “What do you mean by that?”
RN: “Whenever you fail, it means you’re trying new things.”
Source: Fast Company
Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by
20%; just 2 (2%), GE & Kodak, outperformed the market from 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
[20. BUT … Leaders Have to Deliver, So They Worry
About “Throwing the Baby Out with the
Bathwater.”] [Life’s a Bitch.]
Nasser’s Triad*: The Internet Is the New Job 1
Brian Kelley, 40, head of global sales and service (GE appliances); first non-“car guy”
in the job
Karen Francis, 38, eBusiness czar (Olds brand boss)
Marv Adams, 43, CIO (Bank One’s IT infrastructure consolidator)
* All three are “direct reports”
Button-down Org H.S.D.E. .
• Acquire for market share• Suck up to biggest customers• Pursue “strategic vendors”• Bigger is better• Accept assignments as given• Hire 4.0s from “top schools”• Promote when they’ve “paid
their dues”• Appoint a “prestigious” board
• Hang out with my pals• R.A.F.• Be “professional” at all
times/Honor thine elders
• Acquire for innovation• Partner with cool customers• Seek out pioneering vendors• Break it up … to refresh• Reframe all tasks to innovate• Hire “intriguing,” wherever• Promote tomorrow if the work
product is weird and WOW• Appoint an interesting,
headstrong board• Take a freak to lunch today• F.F.F.• Stay loose, stay cool/The hell
with thine elders
“Learn not to be careful”
Photographer Diane Arbus to her students (Careful = The sidelines,
per Harriet Rubin in The Princessa)
“Our strategies must be tied to leading edge
customers on the attack. If we focus on the defensive
customers, we will also become defensive.”
John Roth, CEO, Nortel
From “1, 2 or you’re out” [JW] to …
“Best Talent in each industry segment to build
best proprietary intangibles” [EM]
Source: Ed Michaels, War for Talent (05.17.00)
Home Depot: 7 new growth initiatives ($20B to $100B in 5-7 years)
Arthur Blank: BEST PERSON IN THE WORLD TO HEAD
EACH INITIATIVEE.g.: COO of IKEA to head
international expansion
Ed Michaels, War for Talent (05.17.00)
“We believe companies can increase their market cap 50 percent in 3 years. Steve
Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put
more talented, higher paid managers in charge. He increased
profitability from $25 million to $80 million in 2 years.”
Ed Michaels, War for Talent (05.17.00)
Message: Some people are better than other
people. Some people are a helluva lot better than other
people.
Goal of the Year No. 1*: Find-Develop-Mentor
ONE Extraordinary Person.
*CEO, large financial advisory firm, April 2001
“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
“We have transitioned from an asset-based strategy
to a talent-based strategy.”
Jeff Skilling, CEO, Enron
“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
“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
“A key – perhaps the key – to leadership is the effective
communication of a story.”
Howard Gardner Leading Minds: An Anatomy of Leadership
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 Brain, Doug Hall
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.]
“A real superstar is mean 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”
Indefatigable
“indefatigable” … “courage” … “love the thrill of the hunt” … “must not have just a desire to win, but a need to win” … “enjoy doing things they don’t know how to do” … “seek out discomfort zones in order to gain new experiences” … “willing to piss
people off” … “LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES”
You Must Care!
“Leaders care!” … “The true definition of leadership is service.”
… “genuinely care” … “Leaders CARE!” … “Leadership is service.”
… “LEADERS SERVE.”
Real!
“Leaders are living individuals whom employees can smell, feel, touch their
presence” [the elevator test] … “Leaders love their work. That passion is infectious.” … “ ‘It’s only business,
not personal’ … IT ALWAYS IS PERSONAL.” … “If you love what you
do, it shows. You cannot fake love and succeed.”
“Sweat the small stuff” [cultural giveaways: the clean parking lot,
etc.] … “Build/Design” beats “Design/Build.” … Ferret out the truth/Find cool internal sources:
LEADERS NEVER HEAR THE TRUTH … “COMMUNICATE
RELENTLESSLY” … ASK BETTER QUESTIONS …
“Hire smart – go bonkers – have grace – make mistakes – love
technology – start all over again.” … “Leaders are never afraid to walk away from business.” … “Leaders select their battles
carefully.” … “A leader must hear the wrong notes.” …
“Leaders have a kid alive in them.” … “Leadership is the PROCESS of ENGAGING PEOPLE in CREATING
a LEGACY of EXCELLENCE.” … “Real leaders don’t always get their
way.” [creative director]
JOHNSON. Great pol. Gutsy pol. (Civil Rights Act.) (GUTSY pol = Visionary?) Sucked into swamp, uncharacteristically. (Vision-less? Or: Who woulda
known?)
NIXON. Visionary. (Foreign Affairs.) (Pick your causes:
Couldn’t care less about “domestic stuff.”) Fab #2: HAK. Torpedoed by lack of character. (But: ALL POTUSs OBSESSED
BY RE-ELECTION.)
FORD. “Tone Man.” (Just what we needed.) No vision. (Or: Tone =
Vision?) Mediocre pol. Who cares? (Thank you,
Jerry.)
REAGAN. (True) Visionary. K.I.S.S.
(Benefited from Carter’s negativism.) Delegater. Good pol. (Ron & Tip.)
CLINTON. Vision. (Thwarted by TCI/The Character Issue.) (Too
much “vision”: health care.) Great pol. (Billy & Newt Show.) (Character “hangover” killing Dems in Bush II.) (Legacy =
CONFUSING.)