Alliances

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David Folmar

A short presentation I gave on building alliance, or better yet how I managed not to.

Leadership & Management

+
HOW TO NOT WIN FRIENDS AND
GET THINGS DONE
Alliances make failures my story

+
I first came in for 3 months temp
 My ideas was
RESULTS
VS.
RELATIONSHIPS

+
EXPECTED A SHORT
TURNAROUND
 DID NOT know what
peoples normal work
load was
 DID NOT Take time to
know their duties
 Made them feel
unappreciated and
burdened

+
What I thought the workflow should
be like
ME

+
ME
What the workflow was
Should I go over their Head?

+
Still after year one project stalled
& “PIN PUT IN IT”

+
Found New Allies Outside
Command Structure

+
People Started Talking and Taking
Notice

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Case Number 39 Andy Grove of Intel: Entrepreneur Turned Executive Andy Grove, one of the three founders of Intel Corporation, was asked three questions by Peter F. Drucker in a 1986 interview. The three questions appear below along with Dr. Grove’s responses. QUESTION 1 If there were one thing to tell a young man or woman who starts out with their own new business and wants to build it, what is the one absolutely essential thing you would tell them? If I had one shot at getting something into a person’s mind or heart in this situation, it would be the concept of submerging their own self and putting it behind the interests of the enterprise. They should not put themselves ahead of the enterprise. And I can’t say that emphatically enough. Whatever problems I have seen all come from people wanting to succeed personally, wanting to be right personally, wanting to win an argument personally, wanting an organization change to propel them ahead personally, without considering what impact that desire or that change has on the organization. Particularly when you are in the small boat with a number of other people—close proximity and pressures are high and tension is high. Getting into the people’s mind that you won’t get there any faster by positioning yourself at the bow of the boat; you’ll only get there faster if you row faster and move the boat forward. If you can get this into the founding people’s hearts and minds, you have won automatically the majority of the battles that will come up. The only thing that matters is the enterprise. You cannot succeed if the enterprise does not succeed. And if the enterprise succeeds, there will be enough success to go around and you’ll get your share. So, my admonishment to any person in that situation is, Don’t put your ego ahead of the enterprise, because you will lose. What is right matters, not who is right. QUESTION 2 What did you have to learn to do and what did you have to learn not to do at the beginning, when the three of you sat down and began to build the company and the business? And then how did this change once the company was successful and very large? The job [initially] was very simple conceptually. You needed to do a certain number of things today, a certain number of things tomorrow, and a certain number of things by the end of the month. And unlike in a company like Intel today, where we are very preoccupied with the process of how to do things, we knew what to do and somebody went and did it. This lack of interest in the process of how you are doing things started to give way to more thought to the [formal] process maybe about three years into the life of the company. For the first three years, there was no game plan; people just did things that they were naturally attracted to, and very rarely did they collide. We only hired people with very specific skills; there was no training involved. We were concerned with people right from the very beginning of the company. The nature of the con ...

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Write 150-300 words about what you think about the interview. This interview with Roman Stanek, chief executive of GoodData in San Francisco, was conducted and condensed by Adam Bryant. Q. You’ve started more than five companies. Did you have the entrepreneurial itch when you were a kid? A. It’s funny, because the likelihood of me sitting here today and talking about these companies was exactly zero when I was a kid. I lived in Communist Czechoslovakia, and when I was 15, I was sent to vocational school to study accounting. When I was 18, I decided to study computer science, but we didn’t have access to any computers. So it was more science than computers. The first time I saw a computer or had access to a PC was when I was almost 25. Q. Tell me about your leadership style. A. A big part of my leadership approach is about confidence, and confidence comes from understanding. If you have a deep understanding of the industry you’re in, and of the problem you are solving, and you are ahead of everybody else in your space, then you can give your team the confidence to trust you. So if people are questioning what you’re doing, and the task looks impossible, you have to give them the confidence that we have a vision, and we understand the space better than anybody else. The second thing is the importance of communication skills. Having a vision and having confidence doesn’t mean anything unless you’re able to communicate it to your team, investors and customers. The ability to communicate well didn’t come easily for me. I always assumed that everybody would see things the same way I see them, and now I understand it takes a lot of time to get people aligned. Q. What about the culture you’re trying to foster? A. The No. 1 thing for us is openness. It’s about trust — people can trust me, and I can trust people. So we have open calendars, for example, and certain rituals. Most Thursdays, I get in front of everybody to answer questions. Leading up to that, people will put questions online and then vote on the most interesting ones. Q. And the open calendars? A. Anyone at the company can see my calendar. Sometimes I’m surprised by how many people ask me what a particular meeting is for. You can never underestimate how curious people are about the C.E.O. Photo Roman Stanek, chief executive of GoodData, a business analytics company, says, “I don’t like my managers essentially talking to their people without being able to express their opinion and position what they’re discussing.” Credit Earl Wilson/The New York Times Q. What else have you learned about culture? A. You can never be out of your role as a C.E.O. You always have to be careful about how you carry yourself and how you act with people because, again, it’s about confidence. For me, any start-up is one big, giant mood swing — every bit of news is extremely bad or extremely good and that’s what makes it so difficult for some people to work in that kind of environment. That’s why t.

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Alliances

1. + HOW TO NOT WIN FRIENDS AND GET THINGS DONE Alliances make failures my story

2. + I first came in for 3 months temp  My ideas was RESULTS VS. RELATIONSHIPS

3. + CAME IN HOT

4. + EXPECTED A SHORT TURNAROUND  DID NOT know what peoples normal work load was  DID NOT Take time to know their duties  Made them feel unappreciated and burdened

5. + Made Enemies

6. + What I thought the workflow should be like ME

7. + Found Myself Blocked

8. + What the workflow was ME

9. + ME What the workflow was Should I go over their Head?

10. + ME Decide to Follow Chain of Command

11. + ME Decide to Follow Chain of Command

12. + ME Decide to Follow Chain of Command

13. + ME Decide to Follow Chain of Command

14. + REAL Chain of Command ME

15. + Decided to be Strategic

16. + I tried to GATHER some ALLIES ME

17. + Still after year one project stalled & “PIN PUT IN IT”

18. + Found New Allies Outside Command Structure

19. + We got things Done

20. + People Started Talking and Taking Notice

21. + Suddenly I had Alliances

22. + DOWNSIDE A Lot of Work for Results

Alliances

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