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Leadership 101                 David HenkeLeadership: The ability to inspire others to achieve a                 shared ob...
Abraham Lincoln   Circulate amongst the troops   Build strong alliances   Persuade rather than coerce   Honesty/integr...
Abraham Lincoln, by example Civil War was worst nightmare in American history (more Americans  killed in this war than al...
Steve Jobs (from notes at Yahoo leadership meeting)   Focus   Know your DNA   Run the company like a small company   M...
Steve Jobs, by example   Apple was 3 months away from bankruptcy when Jobs returned   Focus: PDA no  IPOD yes, 16 compu...
Henke Axioms What get’s measured gets fixed The code doesn’t lie (where there’s one bug there are many; a feature is a  ...
Turnaround Principles Never give up Listen Focus Promote your best people; otherwise clean the house; shake things up...
Organization/Culture   F == Focus  fewer things done better   C == Communicating right things to right people at right ...
Top 10 Leadership principles from recent Internetposting   Assemble a dedicated team   Over communicate   Don’t assume...
Henke, by Example   Asked to turn around Overture, responsible for ½ of Yahoo’s revenue stream   Legacy systems failing;...
Appendix A: Some leadership developmentsuggestions Communication: All-hands, targeted meetings, skip-level meetings, brow...
Bibliography   The Startup of You (Reid Hoffman)   The Four Agreements (Don Miguel Ruiz)   The Goal (Goldratt and Cox)...
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Leadership101

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Leadership101

  1. 1. Leadership 101 David HenkeLeadership: The ability to inspire others to achieve a shared objective.
  2. 2. Abraham Lincoln Circulate amongst the troops Build strong alliances Persuade rather than coerce Honesty/integrity Never act out of vengeance or spite Have the courage to handle unjust criticism Be master of the paradox Exercise a strong hand (be decisive) Lead by being led Set goals and be results oriented Encourage innovation Master the art of public speaking Influence people through conversation and storytelling Preach a vision and continually reaffirm it
  3. 3. Abraham Lincoln, by example Civil War was worst nightmare in American history (more Americans killed in this war than all other wars combined) Lincoln needed a vision, a plan, people that could execute on that plan, feedback on the execution of that plan, and the ability to inspire the country Eventually made slavery the key rallying point (Emancipation Proclamation) Wrote and delivered incredible speeches (Gettysburg Address) constantly reinforcing the mission Walked the front line to talk/listen to his troops as well as the leadership Replaced McClellan with a drunk (Grant) because Grant would fight Never lost his resolve to complete the task
  4. 4. Steve Jobs (from notes at Yahoo leadership meeting) Focus Know your DNA Run the company like a small company Management is always the problem Passion for products/services Passion for employees Never forget what you already have (core assets)
  5. 5. Steve Jobs, by example Apple was 3 months away from bankruptcy when Jobs returned Focus: PDA no  IPOD yes, 16 computer lines  4 computer lines Know your DNA: build the computers/devices that consumers love Run the company like a small company: Simple, functional org, small number of empowered leaders Management is always the problem: got rid of most management, 4000 employees Passion for products/services: agonized over UI of IPOD, willing to halt production at PIXAR because Toy Story was not right; preferred “excellence” and “caring” to the word “innovation” Passion for employees: Apple is best place to work; best people attracts best people; rewards employees with the work product and financial freedom Never forget what you already have (core assets): great employees, great products, incredible customer base, money
  6. 6. Henke Axioms What get’s measured gets fixed The code doesn’t lie (where there’s one bug there are many; a feature is a bug in a tuxedo) Quality, schedule, features, pick 2 There are three kinds of feedback, positive, negative, and none. Only one of them is bad Long term vision, short term execution Don’t worry about the mule being blind, just load the wagon You are only as good as your lieutenants Dime con quien andas y te dire quien eras (tell me who you run with and I will tell you who you are) The Four Agreements, by Don Miguel Ruiz  Be impeccable with your word  Do your best  Don’t assume anything  Don’t take anything personally
  7. 7. Turnaround Principles Never give up Listen Focus Promote your best people; otherwise clean the house; shake things up Simplify and clarify the organizational structure Put recruiters to work, but don’t rely on them for all recruiting Hire young people (interns, new college grads) as well as senior folks Communicate constantly Change the story Establish a sense of urgency Form a powerful guiding coalition Create a vision; communicate that vision; empower others to act on that vision Plan for and create short-term wins Consolidate improvements and produce still more changes Institutionalize new approaches
  8. 8. Organization/Culture F == Focus  fewer things done better C == Communicating right things to right people at right time S == Speed and quality of decision making Prioritize, decide, marshal resources efficiently Specify clear ownership and accountability Conway’s Law (org defines result) instantiated: If you have four groups working on a compiler, you will get a four pass compiler Flatten the hierarchy Scrutinize what everyone is working on Manage out the bottom 10% Leadership, the ability to inspire others to achieve a shared objective Leverage: Maximizing value by performing both efficiently and effectively Results: Maximizing your time and energy on initiatives that move the needle
  9. 9. Top 10 Leadership principles from recent Internetposting Assemble a dedicated team Over communicate Don’t assume Be authentic Know your obstacles Create a team charter Believe in your team Dole out credit Keep your team engaged Stay calm
  10. 10. Henke, by Example Asked to turn around Overture, responsible for ½ of Yahoo’s revenue stream Legacy systems failing; two attempted rewrites had failed in last two years Created two teams: one to keep the legacy pig alive, one to build the new pig Came up with a narrative (code-named Panama) that built a metaphor for what we were attempting to do, comparing and contrasting our project with the construction of the Panama Canal: Create the vision and build the plan Keep the workforce alive/Build the team Come up with an engineering solution that would work Invest in the infrastructure necessary to do it Constantly re-enforce the vision and the current status and the next milestone When push comes to shove, DIG
  11. 11. Appendix A: Some leadership developmentsuggestions Communication: All-hands, targeted meetings, skip-level meetings, brown- bags, re-enforcement and cascading of messaging (e.g., leadership, leverage, results, vision/mission) Circulate amongst the troops; management by walking around, open door policy, ad-hoc smoke breaks Mentoring: formal 1-1, executive coaches Training: LinkedIn University, Leadership Forum, every meeting is a training session, Professor Flynn training, Public Speaking training, Toastmasters, second in command represent us, Technology Boot Camp, Sales Curriculum (very extensive) Sharing: numerous memos from personal experience (e.g., Deep Nishar’s Product Principles) Cross-functional helpers: presentations, invitations to meetings, solicitations Books: see Bibliography
  12. 12. Bibliography The Startup of You (Reid Hoffman) The Four Agreements (Don Miguel Ruiz) The Goal (Goldratt and Cox) Six Thinking Hats (Edward de Bono) Lincoln on Leadership, Executive Strategies for Tough Times, (Donald T. Phillips) The Art of War (Sun-Tzu) The Mythical Man-Month ((Fred Brooks) Leadership and Self-Deception: Getting out of the box (Arbinger Institute) 10 Secrets of Successful Leaders (Kara Ohngren) http://www.entrepreneur.com/article/220518 The Path Between the Seas - The Creation of the Panama Canal, 1870-1914 (David McCullough)
  13. 13. QA

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