A Presentation by Bill McBride

1. Leadership
by
Bill
McBride
Leadership
Styles
|
Insights
|
Situa4ons
|
Models
1 BMC3.com 5/17/14

2. 5/17/14BMC3.com2

3. Paradigms
in
Life
5/17/14BMC3.com3
Do
Do
Have
Get
Be
See

4. Crea4ng…
5/17/14BMC3.com4
q
Set
Clear
Goals
&
Direc4on
q
Be
Open
to
Learn
&
Adapt
q
Operate
as
your
“Be”
–
Your
Best
Self
q
Believe
in
Inten4onality
q
Maximize
Luck
Opportuni4es

5. What
Are
Your
Metrics?
5/17/14BMC3.com5
} Jack
Welch
from
GE
said:
“If
I
had
to
run
a
company
on
three
measures,
those
would
be…”
1. Customer
Sa9sfac9on
2. Employee
Sa9sfac9on
3. Cash
Flow

6. Self
Leadership
Evalua4on
5/17/14BMC3.com6
} As
we
go
through
the
next
series
of
slides,
I
will
discuss
25
aspects
of
leadership
} I
recommend
you
score
yourself
on
each
one
} Give
yourself
a
3
for
each
excep4onal
leadership
trait;
2
for
close
but
have
room
to
improve;
1
for
poor
aXribute
on
characteris4c
} Be
honest
as
this
is
just
for
you.
Also
know
that
leaders
are
made
not
just
born
29
Points
to
Evaluate
Yourself
(You
will
need
paper
and
pen)

7. 5/17/14BMC3.com7
Topics
Score
1
2
3
1
Being
Responsible
Some9mes
Means
Pissing
People
Off
2
Staff
Brining
You
Their
Problems
3
Don't
Be
Fooled
By
Experts
4
Don't
Be
Afraid
To
Challenge
The
Pros
5
Never
Neglect
Details
6
You
Don't
Know
What
You
Can
Get
Away
With
7
Look
Below
The
Surface
8
People
Accomplish
Things
9
Organiza9on
Charts
Are
Meaningless
10
Your
Ego
11
Don't
Fit
Stereotypes
12
Perpetual
Op9mism
13
Picking
People
14
Simplify
15
Probability
For
Success
16
Field
Is
Always
Right
17
Have
Fun
18
Command
Is
Lonely
19
Know
Yourself
20
Know
Your
Team
21
Strategy
&
Execu9on
22
Do
You
Admit
Your
Mistakes?
23
Do
You
Make
Decisions
Based
On
The
Organiza9on?
24
Do
You
Rely
On
Your
Ins9ncts?
25
Do
You
Have
The
Ability
To
Be
Disciplined?
Total
0
0
0
Max
Score
75
Your
Score
0.00%

8. General
Colin
Powell
5/17/14BMC3.com8
} Chairman
(Ret),
Joint
Chiefs
of
Staff
} A
Leadership
Primer

9. Lesson
1:
5/17/14BMC3.com9
#1
“Being
responsible
some9mes
means
pissing
people
off.”

10. 5/17/14BMC3.com10
#2
"The
day
soldiers
stop
bringing
you
their
problems
is
the
day
you
have
stopped
leading
them.
They
have
either
lost
confidence
that
you
can
help
them
or
concluded
that
you
do
not
care.
Either
case
is
a
failure
of
leadership."
Lesson
2:

11. 5/17/14BMC3.com11
#3
"Don't
be
buffaloed
by
experts
and
elites.
Experts
oden
possess
more
data
than
judgment.
Elites
can
become
so
inbred
that
they
produce
hemophiliacs
who
bleed
to
death
as
soon
as
they
are
nicked
by
the
real
world."
Lesson
3:

12. 5/17/14BMC3.com12
#4
"Don't
be
afraid
to
challenge
the
pros,
even
in
their
own
backyard."
Lesson
4:

13. 5/17/14BMC3.com13
#5
"Never
neglect
details.
When
everyone's
mind
is
dulled
or
distracted
the
leader
must
be
doubly
vigilant."
Lesson
5:

14. 5/17/14BMC3.com14
#6
"You
don't
know
what
you
can
get
away
with
un9l
you
try."
Lesson
6:

15. 5/17/14BMC3.com15
#7
"Keep
looking
below
surface
appearances.
Don't
shrink
from
doing
so
(just)
because
you
might
not
like
what
you
find."
Lesson
7:

16. 5/17/14BMC3.com16
#8
“Organiza4on
doesn't
really
accomplish
anything.
Plans
don't
accomplish
anything,
either.
Theories
of
management
don't
maXer
much.
Endeavors
succeed
or
fail
because
of
the
people
involved.
Only
by
aarac9ng
the
best
people
will
you
accomplish
great
deeds.”
Lesson
8:
Jim
Karanas
was
Club
One’s
very
first
employee
more
than
22
years
ago.
He
directed
Club
One’s
training
philosophy
to
develop
the
mind,
body
and
spirit.

17. 5/17/14BMC3.com17
#9
"Organiza9on
charts
and
fancy
9tles
count
for
next
to
nothing."
Lesson
9:

18. 5/17/14BMC3.com18
#10
"Never
let
your
ego
get
so
close
to
your
posi9on
that
when
your
posi9on
goes,
your
ego
goes
with
it."
Lesson
10:

19. 5/17/14BMC3.com19
#11
"Fit
no
stereotypes.
Don't
chase
the
latest
management
fads.
The
situa4on
dictates
which
approach
best
accomplishes
the
team's
mission."
Lesson
11:

20. 5/17/14BMC3.com20
#12
"Perpetual
op9mism
is
a
force
mul9plier."
Lesson
12:

21. 5/17/14BMC3.com21
#13
Powell's
Rules
for
Picking
People:
“Look
for
intelligence
and
judgment,
and
most
cri4cally,
a
capacity
to
an4cipate,
to
see
around
corners.
Also
look
for
loyalty,
integrity,
a
high
energy
drive,
a
balanced
ego,
and
the
drive
to
get
things
done.”
Lesson
13:

22. 5/17/14BMC3.com22
#14
“Great
leaders
are
almost
always
great
simplifiers,
who
can
cut
through
argument,
debate
and
doubt,
to
offer
a
solu9on
everybody
can
understand."
Lesson
14:
Keep
It
Simple.

23. 5/17/14BMC3.com23
Part
I:
"Use
the
formula
P=40
to
70,
in
which
P
stands
for
the
probability
of
success
and
the
numbers
indicate
the
percentage
of
informa4on
acquired.”
Part
II:
"Once
the
informa4on
is
in
the
40
to
70
range,
go
with
your
gut.”
Don't
take
ac4on
if
you
have
only
enough
informa4on
to
give
you
less
than
a
40
percent
chance
of
being
right,
but
don't
wait
un4l
you
have
enough
facts
to
be
100
percent
sure,
because
by
then
it
is
almost
always
too
late.
Lesson
15:
Procrastination
R
I
S
K

24. 5/17/14BMC3.com24
Lesson
16:
#16
"The
commander
in
the
field
is
always
right
and
the
rear
echelon
is
wrong,
unless
proved
otherwise."

25. 5/17/14BMC3.com25
#17
Have
fun
in
your
command.
•
Don't
always
run
at
a
breakneck
pace.
•
Take
leave
when
you've
earned
it.
•
Spend
4me
with
your
families.
Lesson
17:
“Corollary:
surround
yourself
with
people
who
take
their
work
seriously,
but
not
themselves,
those
who
work
hard
and
play
hard."

26. 5/17/14BMC3.com26
#18
"Command
is
lonely."
Lesson
18:

27. 5/17/14BMC3.com27
#19
“Know
Yourself”
-­‐
Time
to
truly
understand
your
own
strengths,
weaknesses,
preferences,
styles
is
cri4cal
Lesson
19:

28. 5/17/14BMC3.com28
#20
“Know
your
team”
Lesson
20:
q Areas
of
proficiency,
competency,
accountability
&
weakness
q
What
mo4vates
them
q
Who
they
are
as
people
q
Organiza4ons
are
compromised
of
rela4onships

29. 5/17/14BMC3.com29
#21
“Execu9on
&
Strategy”
Lesson
21:
q Execu4on
without
Strategy
is
dangerous
q
Strategy
without
Execu4on
is
worse
than
meaningless
–
it
causes
a
lack
of
faith

30. 5/17/1430
Lesson
22:
#22
“Responsibility”
q Admit
your
mistakes
and
“own”
them
–
apologize
when
you
offend,
move
on…
BMC3.com

31. 5/17/14BMC3.com31
q Make
decisions
based
on
what
is
“right”
for
the
organiza4on
not
just
“right”
for
you
or
your
team
q
Think
through
the
impact
of
your
decisions
for
all
Lesson
23:
#23
“Organiza9onal
Responsibility”
Organiza9on
Members
Staff
Community

32. 5/17/14BMC3.com32
q You
need
to
trust
your
“gut”
ins4ncts.
If
something
feels
“off”
–
it
is.
If
it
feels
“right”
–
verify
to
the
degree
feasible,
but
don’t
be
afraid
to
make
a
decision
Lesson
24:
#24
“Cerebral
Cortex”

33. 5/17/14BMC3.com33
q Leaders
have
discipline.
Being
great
at
1,
2
or
3
things
is
much
beXer
than
being
mediocre
at
4,
5
or
6
things
–
say
NO
to
things
that
take
you
off
the
course
of
your
commiXed
strategic
wheelhouse
Lesson
25:
#25
“Discipline”

34. 3
Things
You
Will
Try…
5/17/14BMC3.com34
1
2
3

35. Thank
You!
5/17/14BMC3.com35
For
an
online
copy
of
this
presenta4on
go
to:
hXp://bit.ly/
ParadigmOfLeadership
Bill
McBride
Cell:
(415)
299-­‐9482
Email:
BillMcBride@BMC3.com
www.linkedin.com/in/billmcbride
|
www.BMC3.com