Lessons in leadership from an
accidental CEO.

David Murphy
Founder & Serial Thought Provoker
wikibranding
@wikibranding
What is leadership?

@wikibranding
Vision?

@wikibranding
Inspiration?

@wikibranding
Communicating?

@wikibranding
Influence?

Zealotry?

@wikibranding
Creating
followers?

@wikibranding
“If we each hire people who are
smaller than we are, we shall
become a company of dwarfs.
But if we each hire people who
a...
My leadership ethos.

Leaders create more leaders to
achieve things that matter.

@wikibranding
More simply stated…

we > me
@wikibranding
Lessons in leadership.
1.
2.
3.
4.
5.
6.

Define true north.
Be the Chief Talent Officer.
Forge clarity and alignment.
Lea...
What is your true north?

@wikibranding
“Management is doing things right. Leadership is
doing the right things.”
Peter Drucker

@wikibranding
Leading towards true north.

What you want employees to do:

Management

How they can do it better:

Direction

Why their ...
My true north.
I believe in the power of empathy.
I believe in curiosity.
I believe in collaboration.
I believe in account...
What is your company’s true north?

“Become a $125 billion company
by the year 2000.”

“Help people save money so
they can...
“If your enterprise went away, who would care?
What un-fillable hole would it leave?
You have to answer that question othe...
Why does your company exist?
“Ladies and gentlemen serving ladies and
gentlemen.”
“To organize the world’s information and...
Be the chief storyteller

Stories convey meaning.
And meaning trumps
information every time.

@wikibranding
The hero’s journey – a path towards
true north.
Drawn from analysis of mythology across cultures
and time:
“A hero venture...
Chief talent officer.

@wikibranding
CFO asks CEO: “What happens if
we invest in developing our people
and then they leave us?”
CEO: “What happens if we don’t
...
The main job of a CEO is
developing talent.
Jack Welch

@wikibranding
In a survey of FTSE 100
CEOs, 68% put talent as
their number one priority.
Strategy was the top priority
for 9%.
“The Secr...
Developing talent.
Anne Mulcahy, the
CEO credited with
turning around Xerox,
personally reviewed the
top 30 executive
posi...
My talent scorecard.
Ethical
Empathetic
Curious & Imaginative
Clear
Collaborative
Adaptable
Problem solver
Results oriente...
The case for diverse leadership.

Diversity and inclusion is intrinsically
linked to a company’s innovation
strategy.
Surr...
Feminine leadership traits.
Successful companies and leaders are
moving away from traditional structures to be
more flexib...
The gender diversity challenge.
“Women can lead just as effectively as men.”

The 2013 McKinsey
study on gender
diversity ...
Be clear & forge
alignment.

@wikibranding
Is everyone
moving in
the same
direction?

@wikibranding
Clarity and alignment.
Set focused and consistent priorities.
Seek alignment, not consensus.
Drive line of sight goals dee...
What clarity looks like.
Championed by CEO, Alan Mulally
Rationalized product lines
Sold non-core brands
Eliminated geogra...
What clarity looks like.
Championed by CEO, Jeff Immelt
Aggressive revenue targets
Divisional contribution targets
Doublin...
Be credible.

@wikibranding
Leadership has
but one face.

@wikibranding
“The ultimate measure of an
individual is not where they stand
in moments of comfort, but where
they stand during times of...
Traits of a credible leader.

Words and actions in sync – no hypocrisy.
Honesty and candor.
Perseverance.
Consistency in g...
Lead change.

@wikibranding
The change agent’s mantra.

Why?
Why not?
@wikibranding
The change agent’s mantra.

Why = challenge the status quo.
Why not = imagination and courage.

@wikibranding
The

th
20

row principle.
@wikibranding
Are there
cookies
outside?

He championed
the business
strategy.

CEO inspires
from on high.

Another new
direction?
Her D...
What the 20th row wants to know.
“What’s in it for me?”
“What do you want me to do differently next week versus what I was...
Lead change.
Make clear what needs to happen – and why.
Align priorities, resources and rewards.
Have zero tolerance for s...
Flex different leadership styles.
Pacesetter

Empowering

Supportive

Coaching

Authoritative

Democratic

Goal:

Clearly ...
Show humility.

@wikibranding
The business case for humility.
Of 1,435 Fortune 500
companies surveyed by Jim
Collins, only 11 achieved and
sustained gre...
The humble leader.
Displays a genuine dedication to
the WHY (bigger than the CEO).
Candid, honest and authentic.
Learns fr...
JC Penny’s Ron Johnson did many things
right. So why did he fail so spectacularly?

@wikibranding
Case study: The soft skills matter.
Johnson did a lot of the right things:
He fired all the senior executives and
brought ...
Why leaders fail.

Lose their feel for what’s going on in a market.
Do not confront reality.
Become insensitive to externa...
Lessons in leadership.
1.
2.
3.
4.
5.
6.

Define true north.
Be the Chief Talent Officer.
Execute through clarity and alig...
“Any Given Sunday”

@wikibranding
We > Me.
wikibranding

WikiBranding.net

linkedin.com/wikimurph

@wikibranding

@wikibranding
Thank you.

@wikibranding
About today’s speaker.
David has helped create successful marketing and branding strategies for some of world’s best-known...
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Lessons in leadership from an accidental CEO.

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Leaders create more leaders to achieve things that matter. This summarizes the six traits that help shape effective leadership.

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Lessons in leadership from an accidental CEO.

  1. 1. Lessons in leadership from an accidental CEO. David Murphy Founder & Serial Thought Provoker wikibranding @wikibranding
  2. 2. What is leadership? @wikibranding
  3. 3. Vision? @wikibranding
  4. 4. Inspiration? @wikibranding
  5. 5. Communicating? @wikibranding
  6. 6. Influence? Zealotry? @wikibranding
  7. 7. Creating followers? @wikibranding
  8. 8. “If we each hire people who are smaller than we are, we shall become a company of dwarfs. But if we each hire people who are bigger than we are, we shall become a company of giants.” David Ogilvy @wikibranding
  9. 9. My leadership ethos. Leaders create more leaders to achieve things that matter. @wikibranding
  10. 10. More simply stated… we > me @wikibranding
  11. 11. Lessons in leadership. 1. 2. 3. 4. 5. 6. Define true north. Be the Chief Talent Officer. Forge clarity and alignment. Lead change through actions (and communicate incessantly). Be credible and authentic. Show humility and empathy.   @wikibranding
  12. 12. What is your true north? @wikibranding
  13. 13. “Management is doing things right. Leadership is doing the right things.” Peter Drucker @wikibranding
  14. 14. Leading towards true north. What you want employees to do: Management How they can do it better: Direction Why their work has meaning: Leadership @wikibranding
  15. 15. My true north. I believe in the power of empathy. I believe in curiosity. I believe in collaboration. I believe in accountability. @wikibranding
  16. 16. What is your company’s true north? “Become a $125 billion company by the year 2000.” “Help people save money so they can live better.” @wikibranding
  17. 17. “If your enterprise went away, who would care? What un-fillable hole would it leave? You have to answer that question otherwise someday you will go away.” Jim Collins @wikibranding
  18. 18. Why does your company exist? “Ladies and gentlemen serving ladies and gentlemen.” “To organize the world’s information and make it universally accessible and useful.” “To make people happy.” “Opening the highways for all mankind.” @wikibranding
  19. 19. Be the chief storyteller Stories convey meaning. And meaning trumps information every time. @wikibranding
  20. 20. The hero’s journey – a path towards true north. Drawn from analysis of mythology across cultures and time: “A hero ventures forth from the common world… confronts obstacles and adversaries… wins a decisive victory… and returns with the power to help his fellow man.” @wikibranding
  21. 21. Chief talent officer. @wikibranding
  22. 22. CFO asks CEO: “What happens if we invest in developing our people and then they leave us?” CEO: “What happens if we don’t and they stay?” Peter Baeklund @wikibranding
  23. 23. The main job of a CEO is developing talent. Jack Welch @wikibranding
  24. 24. In a survey of FTSE 100 CEOs, 68% put talent as their number one priority. Strategy was the top priority for 9%. “The Secrets of CEOs” @wikibranding
  25. 25. Developing talent. Anne Mulcahy, the CEO credited with turning around Xerox, personally reviewed the top 30 executive positions and ensured that at least two candidates for each position had been identified. @wikibranding
  26. 26. My talent scorecard. Ethical Empathetic Curious & Imaginative Clear Collaborative Adaptable Problem solver Results oriented @wikibranding
  27. 27. The case for diverse leadership. Diversity and inclusion is intrinsically linked to a company’s innovation strategy. Surrounding a problem with a range of perspectives and experience can accelerate fresh thinking. In a 2012 Forbes Study of 300 senior executives worldwide, 75% agree that workforce diversity and inclusion helps drive innovation. @wikibranding
  28. 28. Feminine leadership traits. Successful companies and leaders are moving away from traditional structures to be more flexible, collaborative and nurturing. In a survey of 64k people across 13 countries, 66% agreed the world would be a better place if men thought more like women. Selflessness Empathy Cooperation Communication Nurturing @wikibranding
  29. 29. The gender diversity challenge. “Women can lead just as effectively as men.” The 2013 McKinsey study on gender diversity in companies around the world demonstrates the need to continue breaking down the barriers that prevent women from assuming senior leadership roles. 77% 50% C-level women (strongly agree/agree) C-level men (strongly agree/agree) “With equal qualifications, women have much more difficulty reaching top management.” 93% 62% women (strongly agree/agree) men (strongly agree/agree) @wikibranding
  30. 30. Be clear & forge alignment. @wikibranding
  31. 31. Is everyone moving in the same direction? @wikibranding
  32. 32. Clarity and alignment. Set focused and consistent priorities. Seek alignment, not consensus. Drive line of sight goals deep into the organization. Provide resources to support the team. Instill accountability with clear metrics of success. @wikibranding
  33. 33. What clarity looks like. Championed by CEO, Alan Mulally Rationalized product lines Sold non-core brands Eliminated geographic silos Instilled collaborative leadership “Profitable growth for all.” @wikibranding
  34. 34. What clarity looks like. Championed by CEO, Jeff Immelt Aggressive revenue targets Divisional contribution targets Doubling of R&D support External communications Executive bonus metrics @wikibranding
  35. 35. Be credible. @wikibranding
  36. 36. Leadership has but one face. @wikibranding
  37. 37. “The ultimate measure of an individual is not where they stand in moments of comfort, but where they stand during times of challenge and controversy.” Dr. Martin Luther King, Jr. @wikibranding
  38. 38. Traits of a credible leader. Words and actions in sync – no hypocrisy. Honesty and candor. Perseverance. Consistency in good times and bad. @wikibranding
  39. 39. Lead change. @wikibranding
  40. 40. The change agent’s mantra. Why? Why not? @wikibranding
  41. 41. The change agent’s mantra. Why = challenge the status quo. Why not = imagination and courage. @wikibranding
  42. 42. The th 20 row principle. @wikibranding
  43. 43. Are there cookies outside? He championed the business strategy. CEO inspires from on high. Another new direction? Her Division stands to gain more budget. Sounds like more work and fewer resources. Not another lucite block! He sees an opportunity for a promotion. @wikibranding
  44. 44. What the 20th row wants to know. “What’s in it for me?” “What do you want me to do differently next week versus what I was doing last week?” “What will leadership do differently to support me?” Are you fully committed, or is this another in a series of “missioncritical” slogans? @wikibranding
  45. 45. Lead change. Make clear what needs to happen – and why. Align priorities, resources and rewards. Have zero tolerance for senior managers who are not on board. Lead by example – never stray from true north. Communicate incessantly. Then communicate even more. @wikibranding
  46. 46. Flex different leadership styles. Pacesetter Empowering Supportive Coaching Authoritative Democratic Goal: Clearly and quickly define the expected standard of excellence. Mobilize team toward a common vision, but let them to define the path. Create emotional bond and sense of organizational belonging. Develop people for the future. Fix an immediate problem. Consensus through participation. When to use: When team is motivated and skilled, and the leader needs quick results. When team needs new vision (not explicit guidance) and energy. In times of stress, when team needs to heal or rebuild trust. To help people build lasting strengths that make them more successful. In times of crisis, or to control a problem employee when all else has failed. When team must buy into and have ownership of a decision or plan. Behaviors: “Do as I do.” “Come with me.” “You matter.” “Try this.” “Do this, now.” “What do you think?” Keep words and actions in sync. Define a clear true north. Demonstrate unwavering support. Give consistent and helpful feedback. Take charge. Be sincerely open to team’s ideas. Consistently communicate and reinforce. Invite others to tailor and internalize. Have their back. Make time to listen and help. Celebrate those who embrace and succeed. Hand reins over to others to lead. Source: “Leadership That Gets Results”, Daniel Goleman’s HBR study, 2000 Be a loud and visible advocate. Be clear and decisive. Show personal accountability. Challenge to help refine, not refute. Support. Follow up and check in. @wikibranding
  47. 47. Show humility. @wikibranding
  48. 48. The business case for humility. Of 1,435 Fortune 500 companies surveyed by Jim Collins, only 11 achieved and sustained greatness–garnering stock returns 3X the market’s– for 15 years after a major transition period. All 11 had a Level 5 leader at the helm. @wikibranding
  49. 49. The humble leader. Displays a genuine dedication to the WHY (bigger than the CEO). Candid, honest and authentic. Learns from mistakes. Hires people bigger than them. Offers praise – never seeks it. Hero in the call center. Leader Embraces “we > me.” @wikibranding
  50. 50. JC Penny’s Ron Johnson did many things right. So why did he fail so spectacularly? @wikibranding
  51. 51. Case study: The soft skills matter. Johnson did a lot of the right things: He fired all the senior executives and brought in a new team. He took the sales staff off commission to create a culture of collaboration and teamwork. Focused on the customer experience by banning discounts and introducing “fair and square pricing.” He prioritized long-term innovation and ignored quarterly results. At the end of the day, Ron Johnson wasn’t an empathetic communicator to make himself a more sympathetic leader. Huffington Post Johnson tried to make a conservative corporate culture jump too far, too fast without first energizing employees at all levels to truly believe. Business Insider Wall Street Journal Market Watch @wikibranding
  52. 52. Why leaders fail. Lose their feel for what’s going on in a market. Do not confront reality. Become insensitive to external constituencies. Don’t get things done or deliver on commitments. Tolerate poor performance among direct reports. Ram Charan @wikibranding
  53. 53. Lessons in leadership. 1. 2. 3. 4. 5. 6. Define true north. Be the Chief Talent Officer. Execute through clarity and alignment. Lead change through actions (and communicate incessantly). Be credible and authentic. Show humility and empathy.   @wikibranding
  54. 54. “Any Given Sunday” @wikibranding
  55. 55. We > Me. wikibranding WikiBranding.net linkedin.com/wikimurph @wikibranding @wikibranding
  56. 56. Thank you. @wikibranding
  57. 57. About today’s speaker. David has helped create successful marketing and branding strategies for some of world’s best-known companies, including Ford, Toyota, The Coca-Cola Company, Sony, Dell, P&G, Mattel, United Airlines, Hilton, Callaway Golf and Applied Materials. He is passionate about inspiring teams to embrace new marketing, media and digital innovations. He is President - USA of WPP's Team Detroit, the new model for the full-service advertising agency, giving marketers access to the breadth of WPP’s talent, ideas and tools. Team Detroit masters the intersection of business and almost everything imaginable – technology, digital media innovation, pop culture, design, big data, social trends – locally and globally. David Murphy President – USA Team Detroit David’s career spans entrepreneurial start-ups, leadership roles at global agencies and client-side marketing management. He co-founded Barrie D'Rozario Murphy, subsequently named “Best Small Agency in the U.S.” by the American Association of Advertising Agencies. Before BD’M, David’s leadership experience included serving as President of Saatchi & Saatchi in Los Angeles, President/North American Managing Partner for Young & Rubicam in Irvine, and Worldwide Client Service Director at Ogilvy & Mather in New York. He also led marketing communications at Aetna Healthcare. David has earned numerous EFFIE awards from the American Marketing Association, as well as the “Anthony Bucci Award for Excellence in Communication Ethics” from Duquesne University. He serves on the Dean’s Advisory Board for the University of California Irvine's Merage School of Business and is a frequent lecturer at Chapman University’s Internet Communications Program. David was born in Pakistan, lived in Ireland, and has journeyed to more than 35 countries. He is a graduate of Duquesne University. His passions include mountain biking, running, scuba diving and any moment he can steal away on his boat, Murchu. David’s greatest accomplishment has been helping raise two wonderful young ladies. @wikibranding
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