Colin Powell on Leadership. 4 star General (ret) Colin Powell shares his insights to leadership, that enabled him to become the chairman of the Joint Chief of Staff and first African American Secretary of State.
In Leadership and Self-Deception, The Arbinger Institute explains how individuals can become more effective leaders by increasing self-awareness and holding themselves accountable. The authors believe that self-deception is the most common and most destructive element in many organizations. When people fail to treat others as people and instead regard them as objects, they fail to treat them with respect. People justify this behavior by creating a distorted view of reality, or a “box,” in which they can blame others. While people are “in the box,” they focus more on protecting their own self-justifications than on achieving results or encouraging others. People get “out of the box” by acknowledging their role in creating conflicts, and being “out of the box” leads to stronger leadership and improved relationships.
A bunch of leadership quotes I using during leadership training. Run it as a slideshow in Powerpoint or using Powerpoint Viewer. (Thanks to www.wordle.net for the front slide graphic.)
...Geoff
(www.performancepeople.com.au)
In Leadership and Self-Deception, The Arbinger Institute explains how individuals can become more effective leaders by increasing self-awareness and holding themselves accountable. The authors believe that self-deception is the most common and most destructive element in many organizations. When people fail to treat others as people and instead regard them as objects, they fail to treat them with respect. People justify this behavior by creating a distorted view of reality, or a “box,” in which they can blame others. While people are “in the box,” they focus more on protecting their own self-justifications than on achieving results or encouraging others. People get “out of the box” by acknowledging their role in creating conflicts, and being “out of the box” leads to stronger leadership and improved relationships.
A bunch of leadership quotes I using during leadership training. Run it as a slideshow in Powerpoint or using Powerpoint Viewer. (Thanks to www.wordle.net for the front slide graphic.)
...Geoff
(www.performancepeople.com.au)
Nepotism in the workplace can kill your self-confidence. Join our personality development classes to improve your personality skills, visit - https://bit.ly/2O2qwsd
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
Invited to a World Cup party but don't know anything about soccer? Don't look like an idiot. Use these 4 phrases to sound like you know what you're talking about.
Great book about leadership and management by the captain of a nuclear submarine, L. David Marquet. Modern, interesting, classic, tangible, and demonstrated effectiveness. Very interactive with applicable questions to your people and your organizations.
Briana Coleman's fun, fact-filled presentation that can help your organization run well--whether you have chimps, dolphins or ants leading your group! Learn the three animal styles that can help you adapt your leadership style to the situation.
A collection of quotes from a retired American business executive, author and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%, Jack Welch.
Established in 1998, New York Business Partners is a privately owned direct sales and marketing company in New York, Manhattan. New York Business Partners is responsible for developing management teams to lead our clients into new markets, cities and countries. These managers will be trained from the entry level up to understand all aspects of running a business. Our mission at NYBP is to bridge the gap between the product and the consumer with our professional trained team. Visit our site at www.newyorkbusinesspartners.com http://www.youtube.com/user/TheNybp
Nepotism in the workplace can kill your self-confidence. Join our personality development classes to improve your personality skills, visit - https://bit.ly/2O2qwsd
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
Invited to a World Cup party but don't know anything about soccer? Don't look like an idiot. Use these 4 phrases to sound like you know what you're talking about.
Great book about leadership and management by the captain of a nuclear submarine, L. David Marquet. Modern, interesting, classic, tangible, and demonstrated effectiveness. Very interactive with applicable questions to your people and your organizations.
Briana Coleman's fun, fact-filled presentation that can help your organization run well--whether you have chimps, dolphins or ants leading your group! Learn the three animal styles that can help you adapt your leadership style to the situation.
A collection of quotes from a retired American business executive, author and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%, Jack Welch.
Established in 1998, New York Business Partners is a privately owned direct sales and marketing company in New York, Manhattan. New York Business Partners is responsible for developing management teams to lead our clients into new markets, cities and countries. These managers will be trained from the entry level up to understand all aspects of running a business. Our mission at NYBP is to bridge the gap between the product and the consumer with our professional trained team. Visit our site at www.newyorkbusinesspartners.com http://www.youtube.com/user/TheNybp
Engaging Davos: Updates from the World Economic Forum 2014MSL
Like no other event, the annual World Economic Forum in Davos provides us with a compelling reminder of how the language of public relations has well and truly penetrated the boardroom.
The importance of trust, the requirement for authenticity, the need to marry profit and purpose — these are all issues that effectively form core elements of the Davos agenda. This year, for example, it is income equality that appears set to concentrate the minds of the superelite, who have identified it as the most pressing threat to the global economy.
As WEF founder Klaus Schwab argued last week, uninclusive growth is not sustainable. The title of this year’s Forum, meanwhile, is “The Reshaping of the World: Consequences for Society, Politics and Business.” It is the kind of phrase that will ring true with public relations people, or at least those who are aware of the need to balance multiple stakeholder expectations, rather than focusing on profit to the detriment of all else.
So it is hardly surprising that Davos is now an increasingly necessary stop on the global treadmill for senior comms heads and global agency CEOs. A couple of years ago, we analysed this trend in some detail, asking whether Davos simply represents an exercise in spin—an attempt to deflect criticism and deter regulation during the one week of the year when business leaders profess to care about anything other than profit.
That kind of argument is not an uncommon one, but is sharply contested by the public relations people who make the Davos pilgrimage. If nothing else, the WEF affords them an opportunity to position their work as central to corporate behavior, rather than as another trivial marketing tactic. In that context, the Forum’s agenda is not the only draw; the opportunity to build relationships with business and political leaders can only help the industry’s efforts to build stronger boardroom credibility.
Presentation to the UN Social Media Group in Geneva about the use of visuals by participants at the World Economic Forum in Davos 22 - 25 January 2014.
New EAS Bridge App Enables Salesforce.com and SAP Business Bydesign Seamless Integration
Many customers are using Salesforce.com but they are looking to complement this with a cloud based ERP System. EAS provides a solution to seamlessly integrate Salesforce with SAP Business ByDesign.
Great Inspiring Leader - Sir Richard BransonSri Vikas. U
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China - Will It Redefine Our Digital Landscape? (SXSW Presentation)Freddie Laker
This is a audio recording of my presentation at SXSW 2012. It includes the questions and answers section at the end so the total running time is actually around 35 minutes excluding the Q&A. I had a blast presenting that day so I hope you enjoy the content as much as I enjoyed creating it.
PARTNER PRESENTATION: Transform into a Cloud First Business with Capgemini’s ...Amazon Web Services
In this presentation, learn how Capgemini and AWS work together to help enterprise customers migrate their SAP applications and workloads with Capgemini, reference architectures, customer scenarios and Capgemini’s managed services offerings.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Colin Powell on Leadership - Think Big!
1. “Colin Powell on Leadership”
Comments after each of Colin Powell's quotes were written by
Mr. Oren Harari, - a professor at the University of San Francisco.
A gift from the team @ BARAKA
2. Colin Powell
Anyone with an interest in world affairs and military matters would have heard of his
name. Colin Powell's stellar career, inspiring personal history and integrity have given him
worldwide enormous respect and admiration. His overcoming of the odds is a story we all
can learn from. This slide show was passed on to us over the internet by Dr. Rick M.
Avramis. We are pleased to share it with you.
The Man
Colin Powell is the first black secretary of state in U.S. history. Powell was born in New York City to
Jamaican immigrants and attended City College of New York as a cadet in the Reserve Officers Training
Corps. He served two tours of duty successfully in the Vietnam War from 1962-63 and once again from
1968-69 and then held important military and civilian positions before becoming national security adviser
to President Ronald Reagan in 1987. In 1989, Powell was promoted to the rank of four-star general and
was named chairman of the Joint Chiefs of Staff later that same year - the first black officer to hold the
nation's highest military post.
The invasion of Panama in 1989 and the Persian Gulf War in 1991 shot him to prominence and showed
his brilliance in military planning and execution. Powell retired from the military in September 1993.
Career Tips From Colin Powell
Colin Powell is a "problem solver", a man who knows how to make the system work with minimal
friction, someone who carries out the vision, not the one who imagines it. "Do it my way or else I walk -
that's not my style" Powell once said. He is not the general who says: "That's an order." "I don't think I've
ever done that in 35 years of service," Powell says. "If I have to, I assure you, I can fire people. But I
always find it much better to try to solve problems, not to create problems for your bosses.“
To climb the ladder of success, one must show the essential quality of stewardship, serving in a manner
that encourages confidence, trust and loyalty. Great leaders like Colin Powell have shown that they are
exemplary caretakers of the interests and the purposes they serve.
3. General Colin Powell
General Colin Powell
Chairman (Ret), Joint Chiefs of Staff
Chairman (Ret), Joint Chiefs of Staff
A Leadership Primer
A Leadership Primer
4. LESSON 1
LESSON 1
"Being responsible sometimes means pissing people off."
"Being responsible sometimes means pissing people off."
Good leadership involves responsibility to the welfare of the group, which
means that some people will get angry at your actions and decisions. It's
inevitable, if you're honorable. Trying to get everyone to like you is a sign
of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the
people who need to be confronted, and you'll avoid offering differential
rewards based on differential performance because some people might
get upset. Ironically, by procrastinating on the difficult choices, by trying
not to get anyone mad, and by treating everyone equally "nicely" regardless
of their contributions, you'll simply ensure that the only people you'll wind
up angering are the most creative and productive people in the organization.
5. LESSON 2
LESSON 2
"The day soldiers stop bringing you their problems is the
"The day soldiers stop bringing you their problems is the
day you have stopped leading them. They have either lost
day you have stopped leading them. They have either lost
confidence that you can help them or concluded that you
confidence that you can help them or concluded that you
do not care. Either case is a failure of leadership."
do not care. Either case is a failure of leadership."
If this were a litmus test, the majority of CEOs would fail. One, they build so
many barriers to upward communication that the very idea of someone lower
in the hierarchy looking up to the leader for help is ludicrous. Two, the
corporate culture they foster often defines asking for help as weakness or
failure, so people cover up their gaps, and the organization suffers accordingly.
Real leaders make themselves accessible and available. They show concern
for the efforts and challenges faced by underlings, even as they demand high
standards. Accordingly, they are more likely to create an environment where
problem analysis replaces blame.
6. LESSON 3
LESSON 3
"Don't be buffaloed by experts and elites. Experts often
"Don't be buffaloed by experts and elites. Experts often
possess more data than judgment. Elites can become so
possess more data than judgment. Elites can become so
inbred that they produce hemophiliacs who bleed to death
inbred that they produce hemophiliacs who bleed to death
as soon as they are nicked by the real world."
as soon as they are nicked by the real world."
Small companies and start-ups don't have the time for analytically detached
experts. They don't have the money to subsidize lofty elites, either. The
president answers the phone and drives the truck when necessary; everyone
on the payroll visibly produces and contributes to bottom-line results or they're
history. But as companies get bigger, they often forget who "brought them to
the dance": things like all-hands involvement, egalitarianism, informality,
market intimacy, daring, risk, speed, agility. Policies that emanate from
ivory towers often have an adverse impact on the people out in the field
who are fighting the wars or bringing in the revenues. Real leaders are
vigilant, and combative, in the face of these trends.
7. LESSON 4
LESSON 4
"Don't be afraid to challenge the pros,
"Don't be afraid to challenge the pros,
even in their own backyard."
even in their own backyard."
Learn from the pros, observe them, seek them out as mentors and partners.
But remember that even the pros may have leveled out in terms of their
learning and skills. Sometimes even the pros can become complacent and
lazy. Leadership does not emerge from blind obedience to anyone. Xerox's
Barry Rand was right on target when he warned his people that if you have
a yes-man working for you, one of you is redundant. Good leadership
encourages everyone's evolution.
8. LESSON 5
LESSON 5
"Never neglect details. When everyone's mind is dulled
"Never neglect details. When everyone's mind is dulled
or distracted the leader must be doubly vigilant."
or distracted the leader must be doubly vigilant."
Strategy equals execution. All the great ideas and visions in the world are
worthless if they can't be implemented rapidly and efficiently. Good leaders
delegate and empower others liberally, but they pay attention to details, every
day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley
and Tony La Russa). Bad ones, even those who fancy themselves as
progressive "visionaries," think they're somehow "above" operational details.
Paradoxically, good leaders understand something else: an obsessive routine
in carrying out the details begets conformity and complacency, which in turn
dulls everyone's mind. That is why even as they pay attention to details, they
continually encourage people to challenge the process. They implicitly
understand the sentiment of CEO leaders like Quad Graphic's Harry
Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all
independently asserted that the Job of a leader is not to be the chief organizer,
but the chief dis-organizer.
9. LESSON 6
LESSON 6
"You don't know what you can get away with until you try."
"You don't know what you can get away with until you try."
You know the expression, "it's easier to get forgiveness than permission." Well,
it's true. Good leaders don't wait for official blessing to try things out. They're
prudent, not reckless. But they also realize a fact of life in most organizations:
if you ask enough people for permission, you'll inevitably come up against
someone who believes his job is to say "no." So the moral is, don't ask. Less
effective middle managers endorsed the sentiment, "If I haven't explicitly been
told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly
been told 'no,' I can." There's a world of difference between these two points
of view.
10. LESSON 7
LESSON 7
"Keep looking below surface appearances.
"Keep looking below surface appearances.
Don't shrink from doing so (just) because you
Don't shrink from doing so (just) because you
might not like what you find."
might not like what you find."
"If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the
scared. It's an excuse for inaction, a call to non-arms. It's a mind-set that
assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear
and predictable fashion. Pure fantasy. In this sort of culture, you won't find
people who pro-actively take steps to solve problems as they emerge. Here's
a little tip: don't invest in these companies.
11. LESSON 8
LESSON 8
"Organization doesn't really accomplish anything. Plans
"Organization doesn't really accomplish anything. Plans
don't accomplish anything, either. Theories of management
don't accomplish anything, either. Theories of management
don't much matter. Endeavors succeed or fail because of
don't much matter. Endeavors succeed or fail because of
the people involved. Only by attracting the best people will
the people involved. Only by attracting the best people will
you accomplish great deeds."
you accomplish great deeds."
In a brain-based economy, your best assets are people. We've heard this
expression so often that it's become trite. But how many leaders really "walk
the talk" with this stuff? Too often, people are assumed to be empty chess
pieces to be moved around by grand viziers, which may explain why so many
top managers immerse their calendar time in deal making, restructuring and
the latest management fad. How many immerse themselves in the goal of
creating an environment where the best, the brightest, the most creative are
attracted, retained and, most importantly, unleashed?
12. LESSON 9
LESSON 9
"Organization charts and fancy titles count for next to nothing."
"Organization charts and fancy titles count for next to nothing."
Organization charts are frozen, anachronistic photos in a work place that ought
to be as dynamic as the external environment around you. If people really
followed organization charts, companies would collapse. In well-run
organizations, titles are also pretty meaningless. At best, they advertise
some authority, an official status conferring the ability to give orders and
induce obedience. But titles mean little in terms of real power, which is the
capacity to influence and inspire. Have you ever noticed that people will
personally commit to certain individuals who on paper (or on the organization
chart) possess little authority, but instead possess pizzazz, drive, expertise,
and genuine caring for teammates and products? On the flip side, non-leaders
in management may be formally anointed with all the perks and frills
associated with high positions, but they have little influence on others, apart
from their ability to extract minimal compliance to minimal standards.
13. LESSON 10
LESSON 10
"Never let your ego get so close to your position that
"Never let your ego get so close to your position that
when your position goes, your ego goes with it."
when your position goes, your ego goes with it."
Too often, change is stifled by people who cling to familiar turfs and job
descriptions. One reason that even large organizations wither is that
managers won't challenge old, comfortable ways of doing things. But
real leaders understand that, nowadays, every one of our jobs is becoming
obsolete. The proper response is to obsolete our activities before someone
else does. Effective leaders create a climate where people’s worth is
determined by their willingness to learn new skills and grab new
responsibilities, thus perpetually reinventing their jobs. The most
important question in performance evaluation becomes not, "How well
did you perform your job since the last time we met?" but, "How much
did you change it?"
14. LESSON 11
LESSON 11
"Fit no stereotypes. Don't chase the latest management
"Fit no stereotypes. Don't chase the latest management
fads. The situation dictates which approach best
fads. The situation dictates which approach best
accomplishes the team's mission."
accomplishes the team's mission."
Flitting from fad to fad creates team confusion, reduces the leader's credibility,
and drains organizational coffers. Blindly following a particular fad generates
rigidity in thought and action. Sometimes speed to market is more important
than total quality. Sometimes an unapologetic directive is more appropriate
than participatory discussion. Some situations require the leader to hover
closely; others require long, loose leashes. Leaders honor their core values,
but they are flexible in how they execute them. They understand that
management techniques are not magic mantras but simply tools to be
reached for at the right times.
15. LESSON 12
LESSON 12
"Perpetual optimism is a force multiplier."
"Perpetual optimism is a force multiplier."
The ripple effect of a leader's enthusiasm and optimism is awesome. So is the
impact of cynicism and pessimism. Leaders who whine and blame engender
those same behaviors among their colleagues. I am not talking about stoically
accepting organizational stupidity and performance incompetence with a "what,
me worry?" smile. I am talking about a gung-ho attitude that says "we can
change things here, we can achieve awesome goals, we can be the best."
Spare me the grim litany of the "realist," give me the unrealistic aspirations
of the optimist any day.
16. LESSON 13
LESSON 13
"Powell's Rules for Picking People:”
"Powell's Rules for Picking People:”
Look for intelligence and judgment, and most critically,
Look for intelligence and judgment, and most critically,
a capacity to anticipate, to see around corners. Also
a capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balanced
look for loyalty, integrity, a high energy drive, a balanced
ego, and the drive to get things done.
ego, and the drive to get things done.
How often do our recruitment and hiring processes tap into these attributes?
More often than not, we ignore them in favor of length of resume, degrees and
prior titles. A string of job descriptions a recruit held yesterday seem to be
more important than who one is today, what they can contribute tomorrow, or
how well their values mesh with those of the organization. You can train a
bright, willing novice in the fundamentals of your business fairly readily, but
it's a lot harder to train someone to have integrity, judgment, energy, balance,
and the drive to get things done. Good leaders stack the deck in their favor
right in the recruitment phase.
17. LESSON 14
LESSON 14
"Great leaders are almost always great simplifiers,
"Great leaders are almost always great simplifiers,
who can cut through argument, debate and doubt,
who can cut through argument, debate and doubt,
to offer a solution everybody can understand."
to offer a solution everybody can understand."
Effective leaders understand the KISS principle, Keep It Simple, Stupid. They
articulate vivid, over-arching goals and values, which they use to drive daily
behaviors and choices among competing alternatives. Their visions and
priorities are lean and compelling, not cluttered and buzzword-laden. Their
decisions are crisp and clear, not tentative and ambiguous. They convey an
unwavering firmness and consistency in their actions, aligned with the picture
of the future they paint. The result: clarity of purpose, credibility of leadership,
and integrity in organization.
18. LESSON 15
LESSON 15
Part I: "Use the formula P=40 to 70, in which P stands
Part I: "Use the formula P=40 to 70, in which P stands
for the probability of success and the numbers indicate
for the probability of success and the numbers indicate
the percentage of information acquired.”
the percentage of information acquired.”
Part II: "Once the information is in the 40 to 70 range,
Part II: "Once the information is in the 40 to 70 range,
go with your gut."
go with your gut."
Don't take action if you have only enough information to give you less than a
40 percent chance of being right, but don't wait until you have enough facts to
be 100 percent sure, because by then it is almost always too late. Today,
excessive delays in the name of information-gathering breeds "analysis
paralysis." Procrastination in the name of reducing risk actually increases risk.
19. LESSON 16
LESSON 16
"The commander in the field is always right and the
"The commander in the field is always right and the
rear echelon is wrong, unless proved otherwise."
rear echelon is wrong, unless proved otherwise."
Too often, the reverse defines corporate culture. This is one of the main
reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea
Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs
to a bare-bones minimum - how about fewer than 100 central corporate
staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion
Nucor and Virgin, respectively? Shift the power and the financial accountability
to the folks who are bringing in the beans, not the ones who are counting
or analyzing them.
20. LESSON 17
LESSON 17
"Have fun in your command. Don't always run at
"Have fun in your command. Don't always run at
a breakneck pace. Take leave when you've earned it:
a breakneck pace. Take leave when you've earned it:
Spend time with your families.
Spend time with your families.
Corollary: surround yourself with people who take their
Corollary: surround yourself with people who take their
work seriously, but not themselves, those who work
work seriously, but not themselves, those who work
hard and play hard."
hard and play hard."
Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would
agree: seek people who have some balance in their lives, who are fun to hang
out with, who like to laugh (at themselves, too) and who have some non-job
priorities which they approach with the same passion that they do their work.
Spare me the grim workaholic or the pompous pretentious "professional;”
I'll help them find jobs with my competitor.
21. LESSON 18
LESSON 18
"Command is lonely."
"Command is lonely."
Harry Truman was right. Whether you're a CEO or the temporary head of a
project team, the buck stops here. You can encourage participative
management and bottom-up employee involvement, but ultimately the
essence of leadership is the willingness to make the tough, unambiguous
choices that will have an impact on the fate of the organization. I've seen
too many non-leaders flinch from this responsibility. Even as you create
an informal, open, collaborative corporate culture, prepare to be lonely.
22. “
“Leadership is the art of accomplishing
Leadership is the art of accomplishing
more than the science of management
more than the science of management
says is possible.”
says is possible.”