Power Plays B I Z


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Power Plays B I Z

  1. 2. Power Plays Shakespeare’s Lessons in Leadership and Management AUTHOR: John O. Whitney and Tina Packer PUBLISHER: Simon and Schuster DATE OF PUBLICATION: 2000 NUMBER OF PAGES: 315 pages Book pic
  2. 3. THE BIG IDEA <ul><li>Having written one hundred fifty-four sonnets, several long poems and thirty-nine plays (all still read, performed and studied today) it can perhaps be said that no other writer in the history of literature has shown much knowledge about the nature of people and the human condition than Shakespeare. </li></ul><ul><li>This book shows that wherever we are in our career or private life, Shakespeare has been there already, and he has much to teach us. </li></ul><ul><ul><li>Shakespeare can be especially helpful to modern business leaders at every level of the business game. </li></ul></ul><ul><li>John Whitney and Tina Packer gives us vignettes on Shakespeare’s plays and their insights on business leadership, showing us various lessons on managing ourselves and the people in our companies. </li></ul>
  3. 4. PART 1: POWER: For Good and For Evil Chapter 1:Power is a Freighted Idea <ul><li>Few place the words “Power” and “Shakespeare” side by side. </li></ul><ul><ul><li>Understanding power </li></ul></ul><ul><ul><ul><li>The works of Shakespeare is a veritable source of information and guidance. </li></ul></ul></ul><ul><ul><ul><li>Its strengths and limitations – and knowing when and how to use it, are critical to success in the business world, as well as in our personal lives. </li></ul></ul></ul><ul><ul><ul><li>Power is a freighted idea, filled with shifting cargo: power to build, power to tear down, power to hasten, power to delay, power to inspire, power to frighten, power to give, power to withhold, power to love, power to hurt, power to do good, power to do evil. </li></ul></ul></ul>
  4. 5. CHAPTER 1: Power is a Freighted Idea <ul><li>Power for Power’s sake is Power lost </li></ul><ul><ul><li>If we believe or act as if power is for power’s sake alone, we are sure to lose it. </li></ul></ul><ul><ul><ul><li>Like Richard III who had his brother stabbed, his nephews smothered to death and his wife poisoned to achieve kingship, managers who have no other goal but to gain power is doomed to lose it. </li></ul></ul></ul><ul><li>Power from the People: A Conundrum </li></ul><ul><ul><li>The leader must understand the source of his power; and he must also understand that pandering to that source will ultimately defeat him. </li></ul></ul><ul><ul><ul><li>On the one hand, we all know that the authority to lead is derived from those who are led. </li></ul></ul></ul><ul><ul><ul><li>A good leader hears the people he is leading and lets them know they are being heard. </li></ul></ul></ul>
  5. 6. CHAPTER 1: Power is a Freighted Idea <ul><li>Power is a Tool </li></ul><ul><ul><li>Tina Packer began her career in theater with a prejudice against power. </li></ul></ul><ul><ul><ul><li>Raised in a family with deep attachments to the working class, she believed that the rich and powerful were out to exploit the poor and the weak. </li></ul></ul></ul><ul><ul><ul><li>After entering the workforce as an actress for the Royal Shakespeare Company, she conceded to herself that she wanted power. “Because I had none,” she recalls. </li></ul></ul></ul><ul><ul><li>But unlike Macbeth or Richard, Tina did not want power only for the sake of having it. </li></ul></ul><ul><li>“ I wanted power because I couldn’t bear not having a </li></ul><ul><li>voice. As a mere actor in the theater world, you have </li></ul><ul><li>no voice. You’re cast based only on what you look like, </li></ul><ul><li>and you begin to lose all sense of what you really are. I </li></ul><ul><li>knew if I wasn’t to lose myself, I had to start doing the </li></ul><ul><li>kind of theater I thought was important.” – Tina Packer </li></ul>
  6. 7. CHAPTER 2: Uneasy Lies The Head That Wears A Crown <ul><li>When John Whitney arrived as the new COO in Pathmark, he found a company beset by many problems. </li></ul><ul><ul><li>He was hired to turn things around. And he did. </li></ul></ul><ul><ul><li>He initiated a grand turnaround scheme that made the supermarket chain the first 24-hour store in the US. </li></ul></ul><ul><ul><li>After the scheme’s success, he thought he was in line for CEO. Little did he know he was under the gun and that he caught the ire of many executives who had a different perception of him. </li></ul></ul><ul><ul><li>For many of his colleagues, he was an outsider, a consultant hired to breathe new life into the company, a usurper of their birthright to the top positions. </li></ul></ul><ul><ul><li>In his innocent enthusiasm, John failed to understand that anyone who has been promoted, transferred, or brought aboard to do a job may be seen as an usurper by those who think the job ought to be theirs. </li></ul></ul>
  7. 8. CHAPTER 2: Uneasy Lies The Head That Wears A Crown <ul><li>Create Your Own Team of Loyalists </li></ul><ul><ul><li>When you take over a new position, everyone in the organization – or kingdom – will be watching and waiting. </li></ul></ul><ul><ul><li>Some will actually want you to succeed. </li></ul></ul><ul><ul><li>Treat these people as your friends. </li></ul></ul><ul><ul><ul><li>An important way to keep everyone’s eyes off you is to create your own team of loyalists. </li></ul></ul></ul><ul><li>A Duke Never Upstages The King </li></ul><ul><ul><li>Part of the success of Pathmark was John’s media campaign, which gave the company more media attention than it has received in its life. </li></ul></ul><ul><ul><li>Unfortunately, he failed to see that all that publicity made him look like the top guy. </li></ul></ul><ul><ul><li>He should have devised a way to focus the blitz on the CEO, and not on himself. </li></ul></ul>
  8. 9. CHAPTER 3: The Trusted Lieutenant <ul><li>On every level of business, success hinges in no small part on relationships between managers and the people reporting directly to them. </li></ul><ul><ul><li>The tension between those who lead and those who are being led can be constructive or destructive. </li></ul></ul><ul><ul><li>But even constructive tensions need to be managed. </li></ul></ul><ul><ul><ul><li>A good personal assistant – a trusted lieutenant – can keep the relationship between leader and followers healthy, harmonious and efficient. </li></ul></ul></ul><ul><li>The Trusted Lieutenant Is Your Lieutenant – So Trust Him </li></ul><ul><ul><li>In the breaking of the relationship between King Lear and his loyal assistant, the Earl of Kent, Shakespeare offers a powerful example of the risk a leader takes when he ignores the wisdom of a trusted lieutenant. </li></ul></ul><ul><ul><li>When Kent hears the folly of Lear disinheriting Cordelia from his will </li></ul></ul><ul><ul><ul><li>he speaks up in public and catches the ire of the King. </li></ul></ul></ul>
  9. 10. CHAPTER 3: The Trusted Lieutenant <ul><ul><ul><li>Kent points out that he has always performed his duties for the king and opposed his enemies; he argues that he must continue to do so even “when majesty falls to folly.” </li></ul></ul></ul><ul><ul><ul><li>In return, King Lear fires him, giving him five days to vacate his office. </li></ul></ul></ul><ul><ul><li>The tragedy of Lear’s inability to listen to Kent brings up all the debating points about how leaders and their top subordinates must work together. </li></ul></ul><ul><ul><ul><li>It is the trusted lieutenant’s job to challenge the leader. </li></ul></ul></ul><ul><ul><ul><li>If the leader is smart, he will find an aide who complements his skills or compensates for his weakness. </li></ul></ul></ul><ul><ul><li>Tina Packer says that it is impossible for anyone to be in a leadership position without a good lieutenant. </li></ul></ul><ul><ul><ul><li>All leaders, in whatever field they are in: </li></ul></ul></ul><ul><ul><ul><ul><li>have an ace second in command, guiding, filling in the gaps, giving feedback </li></ul></ul></ul></ul>
  10. 11. CHAPTER 3: The Trusted Lieutenant <ul><ul><ul><ul><li>making sure the detail work gets done </li></ul></ul></ul></ul><ul><ul><ul><ul><li>making the boss look like the most competent boss on earth. </li></ul></ul></ul></ul><ul><ul><ul><li>A good boss knows that he’s where he is because she has an excellent lieutenant. </li></ul></ul></ul>
  11. 12. CHAPTER 4: The Skipping King <ul><li>Shakespeare had an apt and acerbic phrase for the leader who focuses more on the trappings of power than his job. He called him a “skipping king.” </li></ul><ul><ul><li>These are CEOs for example who would be willing to cut down on production costs but would insist on keeping his corporate jet, or senior executives who would insist in keeping their private elevator. </li></ul></ul><ul><li>“ All Hoods Make Not Monks” </li></ul><ul><ul><li>Symbols of power work the same way today as during the time of powerful monarchies. </li></ul></ul><ul><ul><ul><li>The modern corporate empire’s limos and jets suggest that companies are great and on top of their league. </li></ul></ul></ul><ul><ul><ul><li>Executives’ salaries allow them to buy appropriate wardrobe to show that they are successful agents of a strong company. </li></ul></ul></ul><ul><ul><ul><li>Other privileges, such as access to the corporate aircraft, comfortable and well-equipped hotels, among others, are useful not only in order to do a good job, but also to recruit the best people and make sure effective executives stay at the firm. </li></ul></ul></ul>
  12. 13. CHAPTER 4: The Skipping King <ul><ul><li>Enjoy them. But don’t be seduced by them. </li></ul></ul><ul><ul><li>Think of the Virgin Queen. At the end of the day, Queen Elizabeth, despite her magnificent robes, had to run the country well, or the rebellions would start, and she could lose her life. </li></ul></ul><ul><li>The Seduction of Power </li></ul><ul><ul><li>Macbeth might have resisted his own “vaulting ambition” if the witches’ first few predictions hadn’t come true. </li></ul></ul><ul><ul><li>Even Julius Caesar refused the offer of the crown three times. But each time, his rejection got weaker. </li></ul></ul><ul><ul><li>Like Macbeth, Caesar cannot resist the temptation of power. </li></ul></ul><ul><ul><li>Shakespeare has continuously shown that a man who is ambitious for ambition’s sake only has trouble looking in the mirror without seeing a crown on his head. </li></ul></ul>
  13. 14. CHAPTER 4: The Skipping King <ul><li>Step Down From Your Throne – And Into The Warehouse </li></ul><ul><ul><li>Even though Henry V had many flaws, including his cruel banishment of his friend Falstaff and his cynical invasion of France, Shakespeare paints Henry as a heroic leader, and a large part of his skill in using his power is how he deals with subordinate and ordinary people. </li></ul></ul><ul><ul><ul><li>This skill should be learned by every executive. </li></ul></ul></ul>
  14. 15. CHAPTER 5: Women and Power <ul><li>Oprah Winfrey </li></ul><ul><ul><li>who is chairman and CEO of Harpo Entertainment Group </li></ul></ul><ul><ul><li>who reaches some 33 million people weekly on TV, knows that for women, there are ceilings after ceilings to be broken through. </li></ul></ul><ul><ul><li>According to People magazine, Oprah had a 1-in-46 chance of attending college in 1972, a 1-in-13,342,000 chance of becoming one of the first black anchorwomen in history, and a 1-in-265,453,000 chance of becoming the most powerful person on TV. </li></ul></ul><ul><ul><li>In spite of talent and desire, there are several important factors that still get in the way of women climbing the corporate ladder: </li></ul></ul><ul><ul><ul><li>It takes about twenty years of experience to create a CEO, and it wasn’t until the late 1970’s that women began to attend MBA programs in significant numbers. </li></ul></ul></ul>
  15. 16. CHAPTER 5: Women and Power <ul><ul><ul><li>Women still have to outperform men to get promotions </li></ul></ul></ul><ul><ul><ul><li>Most women executives or would-be executives are married with kids – so home life and work life have to be integrated in ways that make sense. </li></ul></ul></ul><ul><ul><ul><li>Some women still have to shift their own internalized picture of themselves as leaders </li></ul></ul></ul><ul><ul><ul><li>Some corporations and businesses are still so stuck in their traditional ways that they just don’t get it </li></ul></ul></ul><ul><li>Shakespeare As A Man Who Doesn’t Get It </li></ul><ul><ul><li>In his plays where there are women leaders (Joan of Arc in King Henry VI and Margaret of Anjou in Richard III, among others) </li></ul></ul><ul><ul><ul><li>It can be gleaned that the young Shakespeare is fascinated by firebrand women but is also repelled by them. </li></ul></ul></ul><ul><ul><li>He projects his hopes, fears, desires onto them. </li></ul></ul><ul><ul><li>They are either terrifying or idealized. </li></ul></ul>
  16. 17. CHAPTER 5: Women and Power <ul><ul><ul><li>But as he matured, Shakespeare’s women characters in the plays gained a power and relevance equal to that of the men. </li></ul></ul></ul><ul><ul><li>And that of course, is the goal of both our civilization and the workplace. </li></ul></ul>
  17. 18. PART 2: ALL THE WORLD’S A STAGE: Business as Theatre Chapter 6: All The World’s A Stage <ul><li>Leadership is theater. </li></ul><ul><ul><li>The way a manager walks into a room, the clothes he wears, the way his office is designed, the props he uses when addressing his aides – these are key components of his effectiveness. </li></ul></ul><ul><li>The Leader As Actor </li></ul><ul><ul><li>Richard III was one of Shakespeare’s first great roles, and fine actors have always been eager to play him. </li></ul></ul><ul><ul><li>One of the obvious attractions of Richard III is that he himself is a brilliant actor. </li></ul></ul><ul><ul><ul><li>Although he is a bad leader, he is a perfect example of how acting is crucial to the way your leadership is perceived. </li></ul></ul></ul><ul><li>What If You’re A Bad Actor? </li></ul><ul><ul><li>Not every manager can be a witty speaker or display a commanding presence in a crowd. </li></ul></ul><ul><ul><ul><li>But that doesn’t mean you cannot be a performer, using your own skills and appearance to your advantage. </li></ul></ul></ul>
  18. 19. CHAPTER 6: All The World’s A Stage <ul><ul><li>Think of Frank Perdue, the “chicken king.” A funny-looking guy, Perdue was hardly anyone’s first choice for news anchor. </li></ul></ul><ul><ul><ul><li>But he used his “homely” appearance to play the “man of the people.” </li></ul></ul></ul><ul><li>Creating A New Reality: The Actor’s Art </li></ul><ul><ul><li>By saying that acting is important in leadership, we are not recommending that you pretend to play the part of what is perceived to be a good leader and not be true to yourself. </li></ul></ul><ul><ul><ul><li>Great acting is not about putting on disguises and being something you’re not. </li></ul></ul></ul><ul><ul><ul><li>Great acting is about taking off, stripping off the masks we all wear, to reveal another, equally important human being inside. </li></ul></ul></ul><ul><ul><li>This is precisely what great business leaders should do – create the reality of what they are proposing in the present moment. With body and mind. Paradoxically, by learning how to act, you are more likely to discover who you really are. </li></ul></ul>
  19. 20. CHAPTER 7: Lend Me Your Ears <ul><li>Being a persuasive communicator is the number one tool of leadership. </li></ul><ul><ul><li>No matter how good a leader’s ideas are, they mean nothing if he cannot communicate them to his followers. </li></ul></ul><ul><ul><li>As an actor-playwright-producer, Shakespeare recognized the importance of getting people into the theater and then making them glad they came. </li></ul></ul><ul><li>Henry’s Call To Arms </li></ul><ul><ul><li>The modern manager can learn a great deal about how to inspire employees from a detailed reading of Henry V’s famous speech before the Battle of Agincourt. </li></ul></ul><ul><ul><ul><li>Henry does not address the harsh reality that his troops faced. </li></ul></ul></ul><ul><ul><ul><li>His comments to the soldiers moving around the campfires in disguise reveal that he “feels their pain.” But he refuses to pander on it. Nor does he try to debate their doubts that his cause is just. </li></ul></ul></ul><ul><ul><li>Throughout the speech, he repeats the themes of “honor” and “brotherhood,” using imagery that inspires each soldier to visualize life at home after Agincourt. </li></ul></ul>
  20. 21. CHAPTER 7: Lend Me Your Ears <ul><li>Mark Anthony’s Brilliant Turnaround </li></ul><ul><ul><li>Here’s the situation Anthony was up against. </li></ul></ul><ul><ul><ul><li>A gang of conspirators, led by Brutus and Cassius, has just assassinated Julius Caesar. </li></ul></ul></ul><ul><ul><ul><li>They ambushed Caesar in Rome’s most political place, the Capitol, to prove that they were killing Caesar for the good of Rome. </li></ul></ul></ul><ul><ul><ul><li>Their argument: that Caesar wanted to turn their republic into a monarchy, led, of course, by Julius Caesar. </li></ul></ul></ul><ul><ul><ul><li>Brutus makes the assassins’ case before the people, who seem to buy it. </li></ul></ul></ul><ul><ul><ul><li>Then Mark Anthony persuades Brutus that he should be allowed to address the crowd with a simple funeral oration “to bury Caesar, not to praise him.” </li></ul></ul></ul><ul><ul><li>The speech that Shakespeare puts into Anthony’s mouth is a masterwork in the art of persuasion. </li></ul></ul>
  21. 22. CHAPTER 7: Lend Me Your Ears <ul><ul><li>Anyone who ever anticipates facing a hostile audience ought to study the rhetorical techniques Anthony uses to turn an angry mob into “his angry mob.” And similarly, every business leader, must learn to have this power to persuade in the face of such tricky and problematic situations. </li></ul></ul>
  22. 23. <ul><li>Polonius’s Paradox </li></ul><ul><li>Choices and Consequences for Man Alone and Man in Society </li></ul><ul><li>“ This above all: to thine ownself be true, </li></ul><ul><li>And it must follow as the night </li></ul><ul><li>the day thou canst not then be false to any man.” </li></ul><ul><li>Hamlet </li></ul><ul><ul><li>In Hamlet, Shakespeare gave the famous words in the above epigram to Polonius, a wily politician who was Lord Chamberlain to Claudius, recently crowned King of Denmark. </li></ul></ul><ul><ul><ul><li>Claudius enlists Polonius’s help in spying on Hamlet, whom he distrusts. </li></ul></ul></ul><ul><ul><ul><li>There is no hint that Polonius knows of Claudius’s murderous tendencies. </li></ul></ul></ul><ul><ul><ul><li>But that’s not an issue. Polonius is reprehensible enough in his own right. </li></ul></ul></ul>PART 3: THE SEARCH WITHIN: Integrating Values, Vision, Mission and Strategy
  23. 24. <ul><ul><ul><li>He spies on his own son, on his daughter and Hamlet, then on Hamlet and his mother. </li></ul></ul></ul><ul><ul><ul><li>When Polonius uttered the famous line “to thine ownself be true,” the audience clearly knew that this man was never true to himself. </li></ul></ul></ul><ul><ul><li>Hence, his aphorism in the play is nonsense, a true paradox, which we see everyday in our daily lives as managers. </li></ul></ul>PART 3: THE SEARCH WITHIN: Integrating Values, Vision, Mission and Strategy
  24. 25. <ul><li>The Leadership Paradox </li></ul><ul><ul><li>Good leaders, “true to themselves,” stand for something. </li></ul></ul><ul><ul><ul><li>They are creative and innovative, and in many cases, they march to a “different drummer.” </li></ul></ul></ul><ul><ul><li>But here’s the paradox: The essential requirement of leadership is followers. Sooner or later, the effective leader must make his followers responsive, otherwise, all his actions and ideas will be useless. </li></ul></ul><ul><ul><li>Any leader who marches only to his own tune is doomed to “suffer the slings and arrows of outrageous fortune.” </li></ul></ul><ul><ul><li>This Shakespeare proves again and again in such plays as Julius Caesar, Hamlet and Anthony and Cleopatra, among many others. </li></ul></ul><ul><li>False Today, True Tomorrow </li></ul><ul><ul><li>In the early stages of the supermarket chain turnaround John Whitney led, a young hotshot in his mid-twenties was telling him and other top management how to reengineer and run their stores. </li></ul></ul>CHAPTER 8: Polonius’s Paradox
  25. 26. <ul><ul><li>John marched to the beat of a “different drum” and asserted that while consistency in earnings stream is important, it is more valuable to rebuild customer trust. </li></ul></ul><ul><ul><li>Doing it his way seemed false to the young analyst and maybe to other stockholders at that time, but over the long term, it worked out well. </li></ul></ul>CHAPTER 8: Polonius’s Paradox
  26. 27. <ul><li>Shakespeare recognized the dramatic possibilities of deception, and in so doing forces us to think about its pragmatic and moral complexities in our own lives. </li></ul><ul><ul><li>Richard III and Edmund are examples of people who use deception for purely evil purposes. Rosalind uses it for good and for love. </li></ul></ul><ul><ul><li>There are no hard and fast rules on when deception may be considered proper both in leadership and in our daily lives. </li></ul></ul><ul><ul><li>Neither Shakespeare has clear answers. </li></ul></ul><ul><ul><ul><li>A thoughtfully and ethically minded manager is likely to know when some deceit is useful. </li></ul></ul></ul><ul><ul><li>But one thing is certain: a little deceit tends to open up the gates for more deceit. And while not all actions of deceit may be wrong, deceit will have its social costs. </li></ul></ul>CHAPTER 9: The Choice and Master Deceivers of Their Age
  27. 28. <ul><li>When Is Deception Acceptable? When Is It Not? </li></ul><ul><ul><li>There are no definitive answers to these questions. </li></ul></ul><ul><ul><li>Perhaps the best way to approach them would be to follow Socrates and answer them by asking you to ponder on these questions: </li></ul></ul><ul><ul><ul><li>Is deception acceptable if it harms no one? </li></ul></ul></ul><ul><ul><ul><li>Is deception acceptable if it does no harm to someone who trusts you? </li></ul></ul></ul><ul><ul><ul><li>Is deception acceptable if it harms someone who intends to harm you? </li></ul></ul></ul><ul><ul><ul><li>Is deception acceptable if it does not harm you or someone who trusts you? </li></ul></ul></ul><ul><li>The Fatal Flaw: Self-Deception </li></ul><ul><ul><li>Notice how Shakespeare’s great practitioners of deception tend to deceive one person the most – themselves. </li></ul></ul><ul><ul><ul><li>Anthony deceives himself into thinking he can simultaneously rule the Roman Empire and be ruled by his passion for Cleopatra. </li></ul></ul></ul>CHAPTER 9: The Choice and Master Deceivers of Their Age
  28. 29. <ul><ul><ul><li>Brutus talks himself into believing that Cassius wants to assassinate Caesar for the good of Rome and not for self-interest. </li></ul></ul></ul><ul><ul><li>Shakespeare’s deceivers tend to play a terrible personal price: Hamlet, King Lear, Macbeth, Richard III, Julius Caesar, Mark Anthony. </li></ul></ul>CHAPTER 9: The Choice and Master Deceivers of Their Age
  29. 30. CHAPTER 10: Banish Not Your Jack Falstaff <ul><li>What to do about the “maverick,” the one person in the company or the department who’s a little different – brilliant, but a bit strange, maybe not so presentable, who threatens the status quo? </li></ul><ul><ul><li>In John Whitney’s 50 years in business, this has been one of the most difficult and complicated management problems. </li></ul></ul><ul><ul><li>Shakespeare is a good guide for dealing with mavericks in your midst. </li></ul></ul><ul><ul><ul><li>In fact, Shakespeare created one of the most engaging and controversial mavericks of all time – Sir John Falstaff, Prince Hal’s drinking and carousing companion in the two Henry IV plays. </li></ul></ul></ul><ul><ul><li>Exceptional leaders not only know how to live and work with the Falstaffs of their world, they have also worked out ways to manage them and inject them into the give-and-take of corporate creativity. </li></ul></ul>
  30. 31. CHAPTER 10: Banish Not Your Jack Falstaff <ul><li>Managing Your Mavericks </li></ul><ul><ul><li>The creative process has two distinct phases: producing ideas, and then judging their merits. </li></ul></ul><ul><ul><ul><li>Both are important, but they should be done separately. </li></ul></ul></ul><ul><ul><ul><li>Too many nascent good ideas are lost because the boss judges them too soon – before they can be fully developed and understood. To that end, listen to your Flastaffs. Don’t interrupt. Let them talk before you say a thing. </li></ul></ul></ul><ul><ul><li>Never throw cold water on their ideas in public. </li></ul></ul><ul><ul><li>Probe their options. </li></ul></ul><ul><ul><li>Never listen and then say, “I’ll get back to you.” </li></ul></ul><ul><ul><ul><li>If you must think about it, indicate your seriousness by being specific: “I’ll get back to you at ten o’clock Tuesday morning, and here’s what we will do.” </li></ul></ul></ul>
  31. 32. CHAPTER 10: Banish Not Your Jack Falstaff <ul><ul><li>Don’t overcompensate either. Saying “It’s a wonderful idea” when you think it’s crazy will not work either. By trying to build up your maverick’s credibility, you will lose your own. </li></ul></ul><ul><ul><li>Judge the ideas, of course. No enterprise has the resources to take on every idea that comes along. But if you judge ideas in the context of a clearly understood mission and strategy, you run less chance of stopping the flow of future ideas. </li></ul></ul><ul><ul><li>Always remember, in the arena of great and revolutionary ideas, you are a nut (or a nerd) until you are a genius. </li></ul></ul><ul><ul><li>Banish the Jack Falstaff of Henry IV, yes, but banish him with love, care and caution. Otherwise, you will scare off other Falstaffs who will help to make your enterprise rich and powerful. </li></ul></ul>
  32. 33. CHAPTER 11: To Be Or Not To Be: It’s Up To You <ul><li>The story of Prince Hamlet, one of the world’s greatest works of dramatic poetry, is a great object lesson in strategy: </li></ul><ul><ul><li>how it can go awry, how people react when they make mistakes, and ultimately what actions you can make to minimize mistakes and mitigate consequences. </li></ul></ul><ul><li>As the play begins, we learn that Hamlet’s father has recently died and the king’s brother, Claudius, has assumed the throne and married Gertrude, the king’s widow and Hamlet’s mother. </li></ul><ul><li>Hamlet makes clear his distaste for his uncle and his anger over his mother’s remarriage less than two months after his father’s death. </li></ul><ul><li>Later, the ghost of Hamlet’s father informs Hamlet that Claudius poisoned him in his sleep. </li></ul><ul><ul><li>The rest of the play deals with Hamlet’s indecision and ineptness, and his rashness in carrying out this command – resulting in the deaths of eight people, including himself. </li></ul></ul>
  33. 34. CHAPTER 11: To Be Or Not To Be: It’s Up To You <ul><li>Many say that Hamlet had no strategy to speak of, but on the contrary, every individual, including Hamlet, always has a strategy. </li></ul><ul><ul><li>It might change, it might be self-contradictory, it might be fuzzy or just plain wrong. But a strategy, explicit or not, always directs our actions. </li></ul></ul><ul><li>An effective strategy is grounded in a set of realistic beliefs and expectations about our external worlds that helps us know what to do and how to do it, while making certain that we have the resources and will to carry it out. </li></ul>
  34. 35. CHAPTER 11: To Be Or Not To Be: It’s Up To You <ul><li>Why Strategies Go Awry </li></ul><ul><ul><li>Strategies often go awry because of unresolved contradictions. </li></ul></ul><ul><ul><li>Often, these are not based on evidence or rationality, but they have a profound effect on our actions. </li></ul></ul><ul><ul><ul><li>For example, we may ask what happened to Hamlet’s strategy to punish his uncle and give his beloved father’s spirit external rest? Even with the best intentions, it would have been difficult for Hamlet to keep his promise and suffer no repercussions because he never truly understands all the implications of what he wants accomplished. </li></ul></ul></ul><ul><li>How People React When Strategy Goes Awry </li></ul><ul><ul><li>Reactions to misfortune take many forms. Here’s a list of reactions that we should guard against: </li></ul></ul><ul><ul><ul><li>Vacillation – When you try one thing after another, discard it, try something else, then go back to your original plan, you’re probably guilty of vacillation. Hamlet is an expert in this manifestation of strategy gone awry. </li></ul></ul></ul>
  35. 36. CHAPTER 11: To Be Or Not To Be: It’s Up To You <ul><ul><ul><li>Paralysis </li></ul></ul></ul><ul><ul><ul><li>Bravado – Hamlet exhibits this trait when he leaps into Ophelia’s open grave to struggle with Laertes, her bereaved brother. He rejected her while she was alive (his behavior contributed to her madness). Yet when she’s dead, he shouts his love for her. </li></ul></ul></ul><ul><ul><ul><li>Intransigence – A trait displayed by people who stubbornly refuse to accept new information even when concerned and trusted colleagues present it. </li></ul></ul></ul><ul><ul><ul><li>Impatience – Though possibly, at times, a virtue, this trait can lead to disaster. </li></ul></ul></ul><ul><ul><ul><li>Hand-wringing, breast-beating and rage </li></ul></ul></ul><ul><ul><ul><li>Withdrawal and flight </li></ul></ul></ul>
  36. 37. CHAPTER 11: To Be Or Not To Be: It’s Up To You <ul><li>Minimize Mistakes, Mitigate Their Consequences </li></ul><ul><ul><li>You cannot eliminate mistakes, but you can reduce their number and mitigate their consequences if you align your strategies with your external world. </li></ul></ul><ul><ul><ul><li>Jeff Bezos, for example – an opposite of Hamlet perhaps if given the same dilemmas – had so many adversities to face when he started the book-selling phenomenon called Amazon.com. </li></ul></ul></ul><ul><ul><ul><li>In order to jumpstart his innovative idea, Bezos aligned, or realigned his strategies so they would be responsive to the real world problems facing selling books and CDs over the internet. </li></ul></ul></ul><ul><li>Uncertainty and Risk </li></ul><ul><ul><li>Uncertainty and the consequential risks we all take are an inescapable reality. </li></ul></ul><ul><ul><li>Those with an inordinate fear of uncertainty are not only incapable of action but are usually unhappy. </li></ul></ul><ul><ul><li>The cure to uncertainty is improved information gained through proper planning. </li></ul></ul><ul><ul><li>Hamlet could have moved properly had he realized that uncertainty and risk are ever-present in the world. </li></ul></ul>
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