Thunderbird School of Global Management 11-11-2011 Leadership Lessons Global Dialogue Nico Posner
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Thunderbird School of Global Management 11-11-2011 Leadership Lessons Global Dialogue Nico Posner

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Thunderbird Magazine article on the Thunderbird School of Global Management Global Dialogue Conference Event held on 11-11-2011 in Glendale Arizona USA, Nico Posner

Thunderbird Magazine article on the Thunderbird School of Global Management Global Dialogue Conference Event held on 11-11-2011 in Glendale Arizona USA, Nico Posner

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Thunderbird School of Global Management 11-11-2011 Leadership Lessons Global Dialogue Nico Posner Thunderbird School of Global Management 11-11-2011 Leadership Lessons Global Dialogue Nico Posner Document Transcript

  • spring 2012 p g magazine To Mexico and beyond Thunderbird consulting teams deliver results in emerging markets Interim Dialogue FORAD President wisdom rebornAmbassador Barrett 111 leadership lessons The hardest class you everto lead Thunderbird from historic event took gets a makeover
  • TEAMWORK ■ Listen to the quietest voice in the room—Bob Dudley ’79, CEO, BP Group ■Hire the best-educated, most creative people you can find and then get the hell out of the way—Craig Barrett, retired CEO and Chairman, Intel ■ Hire the best talent into your organization,empower them with what they need to move forward, and then let them lead—José María Figue-res, former President, Costa Rica ■ Make sure that the heap you may be standing upon doesnot comprise your own employees—ProfessorChristine Pearson, Ph.D., ThunderbirdSchool of Global Management ■ Give pow-er to your employees—Maha Shawareb, VicePresident, Business Development Center■ They were smart enough to get past your in-terview process. They earned a seat at the table,so listen to them—Elizabeth Sullivan, ChiefOperating Officer, UBS Russia ■ Get theright talent that is passionate about making a Panelists discuss sustainability Nov. 10, 2011, during the Thunderbird Global Business Dialogue in Glendale, Arizona. Participants, from left,difference, and let them do what they do best— include Alice Korngold, Suhas Apte, Tracy Bame, Laura Clise ’08, JedMikan van Zanten, Head of Mainstream Emerson and Carrie Norton ’03.Private Equity, Robeco ■ We need to replace B2B with P2P, people to people—EkaterinaWalter ’08, Social Media Strategist, Intel ■ Labels are for jam jars, not people—CarolineCasey, Founder, Kanchi ■ You’re only as good as the people you employ around you—Kath-erine Garrett-Cox, CEO, Alliance Trust ■ You can never communicate enough—MichaelZuieback ’91, Executive Vice President, Discount Tire ■ If you’re running a large, complexorganization, you’re not going to do it on your own. You need to develop others and be part of ateam—Jim Balaschak, Partner, Deloitte & Touche ■ The biggest mistake I ever made wasGO TOWARD YOUR FEAR thinking I could do it all—Mar- ty Evans, Rear Admiral (re-tired), U.S. Navy ■ When we hire people in our organizations, we have an obligation to removethe barriers to their success—Marty Evans PERSONAL DEVELOPMENT ■ Go toward yourfear—Gayle Lemmon, Author of “The Dressmaker of Khair Khana” ■ If you’re not passion-ate about what you’re doing, you need to stop doing it—John Hope Bryant, Founder, Chairmanand CEO, Operation HOPE ■ Denial is the worst enemy in crisis management—Bob Dudley’79 ■ Acknowledge when you’re wrong—Justin Fox, Editorial Director, Harvard BusinessReview ■ Do or do not; there is no try—Brad Feld, Managing Director, Foundry Group (quot-ing Yoda from “Star Wars”) ■ A small deed done is better than a big deed planned—CraigBarrett (quoting a fortune cookie message) ■ No risk means no return—Katherine Garrett-Cox ■ The most common mistake I have seen among leaders is when they believe they know itall—José María Figueres ■ Listen a lot more than you talk—Shelly M. Esque, President,Intel Foundation ■ Check your ego at the door so you can walk into a room and listen to every-body’s opinion—Patricia Meier, CEO, HSM-U.S. ■ Sometimes you get so absorbed in runningyour company that you forget to listen—Mia Haugen, Executive Producer, TheStreet ■16 spring 2012
  • 111 Leadership lessons from the Thunderbird Global Business Dialogue on 11-11-11 Compiled by Daryl James / Photos by Tim Clarke K nowledge flowed from Glendale, Arizona, when more than 1,000 participants gathered to converse with 95 speakers from 79 organizations and 48 countries at the inaugural Thunderbird Global Business Dialogue. “The world needs global leaders,” Thunderbird School of Global Manage- ment President Ángel Cabrera, Ph.D., said during his welcoming remarks at the Renaissance Glendale Hotel & Spa near campus. “We need people who can seize opportunities created by globalization, who can create value, and who can contribute to a more sustainable and more inclusive global economy—one that does not put at risk those who come behind us and does not leave people out.” Panelists and keynote speakers from government, business and social sector organizations shared ideas on everything from global finance to social media strategy during the two- day event Nov. 10-11, 2011.thunderbird magazine 17 View slide
  • Be able to listen. Don’t just be a forceful pounderof the table—Terry Newendorp, Chairman andCEO, Taylor-DeJongh ■ We make mistakesevery day. We need to surround ourselves withpeople who tell us when we’re wrong—BruceGrossman, Board Member, Arca-Contal ■Ego can be a problem if you think you have allthe answers. On the other hand, indecisivenesscan be a problem. There is a difference betweenego and confidence—Larry Thomas, CEO,Fender Musical Instruments ■ You cannotassume you will always hold the higher ground.Partnerships are crucial—R. Paul Kinscherff,Chief Financial Officer, Boeing Internation-al ■ Let people see the person behind the pro-fessional—Katharina Lichtner, ManagingDirector, Capital Dynamics ■ Girls, “ambi-tion” is not a dirty word. Don’t apologize for want-ing to be out there—Gayle Lemmon VISION ■Numbers plus creativity equals strategy—MarkPenn, Global CEO, Burson-Marsteller ■Don’t think about the present. Think about whatwill exist in five years and start planning for itnow, because it will happen in two years—MattBerg ’05, Millennium Villages Project, Co-lumbia University’s Earth Institute ■ If youdon’t know your customers, you will not providevision for your organization—Kurt Geiger,FAILURE CAN BE A BADGE OF HONORChairman of Advisory Board, Alpha Associates ■ Totally focus on the customer you are serv-ing—Merle Hinrichs ’65, Executive Chairman, Global Sources ■ Understand your customer.That’s the most important thing—Parag Saxena, CEO and Founding Partner, New Silk Route■ The most common leadership mistake I see is people relying on the past to define the future—Nico Posner ’00, Principal Product Manager, LinkedIn ■ Even great leaders fight the lastwar—Stuart Holliday, President, Meridian International Center ■ You need a true north.Otherwise, the world will whip you around from one crisis to the next, and the urgent will alwayscrowd out the important—John Hope Bryant ■ We need a North Star out there that illuminatesour short-term decision-making process—José María Figueres ■ Even when you’re under fire,you need a quiet sense of optimism that comes from having a clear direction—Bob Dudley ’7918 spring 2012 View slide
  • Thunderbird Global Business Dialogue participants attend a leadership panel that includes Thunderbird Trustee Merle Hinrichs ’65.INNOVATION ■ Technology is not the barrier; imagination is—Shelly M. Esque ■ Solutions tothe complex problems of the 21st century will not be found in the mainstream, but rather in thefringe—Jed Emerson, Executive Vice President of Strategic Development, ImpactAssets ■Don’t punish failure—Michelle Guthrie, Director of Strategic Business Development, GoogleAsia Pacific ■ Failure can be a badge of honor—Mark Heesen, President, National VentureCapital Association ■ Let the employees know that it’s OK to make mistakes, and it’s OK to trynew things—Thor Hauge, Vice President of Business Development, Western Union ■ Failureis not the worst thing. It’s how you wear your failure and how you learn from your failure that counts—Caroline Casey ■ Let the ideas flow to the top—R. Paul Kinscherff ■ Create a culture of col-laboration—Larry Thomas ■ Don’t overwork your team. Once you overload people, they will spendall their time just getting their basic job done. They won’t have the bandwidth to innovate—SunderKimatrai ’92, Senior Vice President for Asia Pacific, Twentieth Century Fox Internationalthunderbird magazine 19
  • ■ The best way to foster innovation is through education, education and some more education—Paul Huibers ’90, General Manager for Central America, Caribbean, Andean Region andSouthern Cone, Eli Lilly & Co. ■ Challenge the old ideas; ask questions in a different way—Tracy Bame, President, Freeport-McMoRan Foundation ■ You need to find the synergybetween the public, private and social sectors—Wiebe Boer, Ph.D., CEO, The Tony ElumeluFoundation ■ If you are the benchmark, you have to constantly improve what you have built toLANGUAGES OPEN UNIVERSES keep others from gettingahead of you—Danny Ayala, Executive Vice President, Wells Fargo Bank ■ There are nocomplex problems. There are simple problems that we make complex. If you break every problemdown into smaller and smaller pieces, you solve them one step at a time—Rashid Skaf ’93, Pres-ident and CEO, AMX ■ I’m a big fan of history. You can’t reinvent the wheel every five minutes.You’ve got to look at some tried-and-true solutions to things—Lynn Sherr, former Correspon-dent, ABC News GLOBAL MINDSET ■ A global mindset is the activity of reaching out, engag-ing and being inclusive; it is not a destination—Merle Hinrichs ’65 ■ No leader today can affordto be an ostrich—Mark Penn ■ Immerse yourself in other cultures—Yousuf A. Alireza, Directorand Partner, Xenel Industries ■ Be a continual learner—Felicia Fields, Vice President ofHuman Resources, Ford Motor Co. ■ When you travel, do less of the touristy things and im-merse yourself in the local culture—Sonita Lontoh, Head of Marketing, Trilliant ■ You haveto be able to deal with paradoxes—Milind Sathe ’91, CEO, Nidan Juices ■ Go beyond themyopia of your own realm of affairs—Indu Shahani, Ph.D., Sheriff of Mumbai ■ A globalleader must function like a bridge. You must build connections between people, cultures, busi-nesses and locations—Peter Yam, Chairman, Emerson Electric ■ Connect, create and con-tribute—Ángel Cabrera, Ph.D., President, Thunderbird ■ A global mindset has never beenmore important as the developed countries experience slower rates of growth—Joseph Quinlan,Managing Director and Chief Market Strategist, U.S. Trust, Bank of America PrivateWealth Management ■ If you don’t speak a second language, you are falling behind—Kevin Sellers, Vice President of Advertising and Online Marketing, Intel ■ Languages open universes—Athanasios Moulakis, President and Provost, American University of Iraq, Su- laimani ■ Even if you share the same passport, there are many different cultures and socioeco- nomic differences in any one place—Sherry Cameron ’87, CEO, Bill Johnson’s Big Apple Restaurants ■ Expose yourself to new ideas, and do it again and again and again—Katharina Lichtner, Managing Director Capital Dynam- ics ■ Negotiation can be a discussion, but firstThunderbird Global Business Dialogue participants mark their homecountries on a world map Nov. 10, 2011. you need to understand the frames of reference of20 spring 2012
  • Retired Intel CEO and Chairman Craig Barrett, Ph.D., delivers the lunch keynote address Nov. 10, 2011, in Glendale, Arizona.the people you’re having the discussion with—Terry Newendorp SOCIAL MEDIA ■ After Chinaand India, Facebook is the largest nation in the world—Ángel Cabrera, Ph.D. ■ The communicationplatform is different today. You cannot take the loudspeaker and pretend you’re going to have one-waycommunication—Manuel Sánchez, President and CEO BBVA U.S. ■ Naming and shaming insocial media brings the transparency necessary for us all to move forward—Suhas Apte, Vice Pres-ident of Global Sustainability, Kimberly-Clark ■ People come up with good ideas all the time.The trick is, can you connect that idea with someone who can make it evolve into something? Todaywith the Internet and Skype, LinkedIn, Facebook and all the tools we have, you can have an idea thatimmediately becomes reality—Ian McCluskey ’82, Principal, Thought Leadership International■ Customers are now the content creators. They are defining your brand—Ekaterina Walter ’08 ■You need to enable every employee within your company to engage online with your customers—Ekaterina Walter ’08 ■ This world has been built on financial leverage; now it will be built on socialleverage—Howard Lindzon ’91, CEO and Founder, StockTwits ■ There are no social mediaexperts—Howard Lindzon ’91 ■ Delete “personal branding” from your vocabulary. Just be authen-tic—Brad Feld ■ Egypt was overthrown with Twitter—Brad Feld ■ We are no longer millions ofpeople. We are individuals—Michael Márquez, Partner, CODE Advisors ■ Do yourself a favor,every single person here who spends 30 minutes a day watching television news or reading the news-thunderbird magazine 21
  • paper: Stop, you’re wasting your time—Brad Feld ■ The only place youshould read a magazine is in the bathroom—Brad Feld ■ Having to relyon a little machine 24/7 is tough. It has taken out personal communica-tion. It has taken out understanding amongst cultures—Bruce Gross-man ■ Just to annoy the Twitter people, I brought a newspaper—Pro-fessor Jarl Kallberg, Ph.D., Thunderbird EMERGING MARKETS ■As the emerging economies begin to develop, you’re going to see ideascoming at a more and more rapid pace—R. Paul Kinscherff ■ China isa miracle—Professor Roe Goddard, Ph.D., Thunderbird ■ China hasbeen one of the most remarkable stories of economic development theworld has seen since a small colonial nation called the United Statesemerged—Doug Guthrie, Dean, The George Washington UniversitySchool of Business ■ The divide between the haves and the have-notsis increasing in India, but the whole base has moved up as well—LalitAhuja, Chairman and President, Target Corp. India ■ Every sixmonths, Russia is a new country. You have to run to keep up—SergeyRiabokobylko, Co-founder, Cushman & Wakefield ■ In Nigeria they joke about being on thebrink of the BRINC; some already call it BRICS to include South Africa—Wiebe Boer, Ph.D. ■ The entrepreneurs and value creators of the fu- ture will come from all corners of the planet— John Cook ’79, Chairman, Rock Lake As- sociates ■ Ideas no longer flow from the developed world into the developing world. Our best ideas today come from places such as Mexico or Turkey—Manuel Sánchez ■ Today, venture capitalists have to follow entrepreneurs not just in Silicon Valley, but around the world— Mark Heesen SOCIAL RESPONSIBILITY ■ Take as many people as you can on the jour- ney—Katharina Lichtner ■ If we leave tooBurson-Marsteller Global CEO Mark Penn delivers the concludingkeynote address Nov. 11, 2011, in Glendale, Arizona. many people behind they will be lost, and lostpeople are dangerous—Katharina Lichtner ■ If you do things the right way, life will pay youback—José Antonio Rivero Larrea, CEO and Chairman, Grupo Ferrominero ■ If all youfocus on is the financial return and don’t take into account the social impact, you probably will TAKE AS MANY PEOPLE AS Yhave a less sustainable busi-ness—Wiebe Boer, Ph.D.■ Foster an environment where your employees can be socially responsible—Ted Sarandos,Chief Content Officer, Netflix ■ If you’re coming out of business school today and you don’tunderstand social entrepreneurship, you’re not really prepared to go into the workplace—BillCarter, Africa Diamond Leader, Ashoka ■ The greatest opportunity for leadership and talent22 spring 2012
  • Social media panelists, from left, include Howard Lindzon ’91, Brad Feld, Michael J. Marquez, Nico Posner ’00 and Ekaterina Walter ’08. Save the dates More online ■ Global Business Dialogue Berlin: Beyond Uncertain Times, Watch session videos, May 25, 2012, Germany (Thunderbird alumni reunion May 24-27) download podcasts and read ■ Thunderbird Global Business Dialogue, more at www.thunderbird.edu/ April 11-12, 2012, Glendale, Arizona dialogue development among corporate executives is serving on nonprofit boards of directors—Alice Korn- gold, President and CEO, Korngold Consulting ■ Do not rob us because you can—Indu Shah- ani, Ph.D. (quoting an Occupy Wall Street sign) ■ The idea of blaming the poor when really it was reckless risk-taking by the rich is outrageous. There needs to be engaging debate, not fights between the top 1 percent and the bottom 99 percent—Matthew Bishop, Chief Business Writer, The Econ- omist ■ Financial literacy is the civil rights issue of our time. Without a bank account, you are an economic slave—John Hope Bryant ■ If you build a compelling product and create value, the dol- lars will follow—Larry Thomas ■ Sustainability has to equal profitability—Professor Greg Unruh, Ph.D., Thunderbird ■ There don’t have to be tradeoffs between people, planet and profits—Laura Clise ’08, Director of Sustainable Development & Continuous Improvement, Areva ■ We have to create the enterprises of tomorrow in ways that use resources differently and impact communi- ties differently. We have to do so in ways that actually restore the economy, as opposed to depletingS YOU CAN ON THE JOURNEY it—Carrie Norton ’03, Founder and President Green Business BASE Camp ■ Business leaders today have to look broadly at what their obliga- tions are. It’s one thing to make sure they are running a good business, that they’re innovative and that they have quality products. But at the same time, they have to be good citizens. They have to be good stewards of the planet—Mark Penn ■ There is no planet B—José María Figueres thunderbird magazine 23