Reversing & malware analysis training part 8 malware memory forensicsAbdulrahman Bassam
The document provides information about a reversing and malware analysis training program. It begins with disclaimers about the content being provided "as is" without warranty. It then acknowledges those who supported the training. It provides an overview of memory forensics and the tools used, specifically Volatility. It outlines the steps that would be taken in a memory forensic investigation of a machine suspected of malware infection, demonstrating the use of Volatility plugins to analyze process connections, identify process owners, find API hooks and embedded executables, dump artifacts, and confirm the malware.
This document provides information about computer hacking tools and skills. It discusses hacking tools like SQLI Helper, Dark Port Scanner, Sonic Bat virus creator, Brutus password cracker, and IP Tools. It also mentions Cain and Abel password recovery tool. The document outlines essential hacking skills like network packet sniffing, password hash cracking, rainbow tables, and cryptanalysis attacks. It emphasizes the wide IT knowledge required to become a skilled hacker, including fundamentals like networking, operating systems, and programming.
Defcamp 2013 - Does it pay to be a blackhat hackerDefCamp
The document discusses different types of hackers - white hat, grey hat, and black hat. A white hat hacker conducts ethical hacking and security testing, while a black hat hacker violates security for personal gain or maliciousness. The document uses a real Apache PHP vulnerability as an example to show how a black hat hacker could potentially exploit it at large scale to infect millions of servers and earn millions setting up a powerful botnet to perform DDoS attacks and other illicit activities for profit, though this scenario is more science fiction. While financially lucrative, being a black hat hacker risks legal consequences like jail time.
Dan Catalin Vasile - Defcamp2013 - Does it pay to be a blackhat hackerDan Vasile
This document summarizes a presentation about different types of hackers - white hat, grey hat, and black hat. White hats follow ethical practices like responsible disclosure. Grey hats sometimes act illegally but with good intentions. Black hats hack for personal gain or maliciousness. The document describes a real PHP vulnerability in Apache that allows remote code execution. It then discusses the potential financial gains but legal risks of different approaches like responsible disclosure, selling the exploit, or creating a large botnet to exploit it at scale for ongoing profits from criminal activities.
Rugged Software Using Rugged Driven DevelopmentJames Wickett
Security testing is often done at the cadence of auditors and not at the pace of the development team which hurts delivery time in agile teams. Rugged Driven Development (RDD) utilizes security and other stress testing methodologies during the development process to impact the end product so that you create software that is secure, reliable and resilient.
Using the Gauntlt open source framework to help implement RDD you will find it fun to live by the Gauntlt motto, “be mean to your code.” You will be equipped to deliver and release ruggedized software faster as well as span the communication gaps that exist between dev, ops and security teams. This talk will help you implement RDD your projects with plenty of real world examples.
At the end of the workshop, you should:
Be Rugged Driven Dev savvy and ready to ruggedize your next project with some new practices and tooling
Know how to use gauntlt and the security tools it hooks into
Take some of the pre-built gauntlt attacks and modify them to your own project
Write your own gauntlt attacks and put them in practice
Beginning Ethical Hacking with Kali Linux: Computational Techniques for Resol...TECHSAITHARUN
This document provides an overview and table of contents for the book "Beginning Ethical Hacking with Kali Linux" by Sanjib Sinha. The book covers topics like security trends, setting up a penetration testing lab with VirtualBox and Kali Linux, basic Linux commands, networking fundamentals, building a web server with Kali, exploring tools in Kali Linux, using Kali Linux and Python for penetration testing, information gathering techniques, SQL injection, and wireless attacks. It is intended to help readers learn computational techniques for resolving security issues and conducting ethical hacking using the Kali Linux platform.
Semper Fi - Leadership Lessons from the US Marine Corps go_oh
The US Marine Corps's leadership style is a unique blend of service ethos and time-tested concepts that support Marine leaders in peace and war. Their doctrine on leadership draws from the shared experiences of danger, violence, the adrenaline of combat, and the proximity to death in ever changing and uncertain environments.
While we developers usually operate from the safety of an office space, learning how to effectively lead ourselves and others can dramatically improve personal growth and team performance.
This talk will share key concepts of the USMC's leadership philosophy and their guiding values and principles. In this session, you will learn how to apply these to your daily work, regardless of whether you are a Junior Developer or a seasoned Team Lead.
Reversing & malware analysis training part 8 malware memory forensicsAbdulrahman Bassam
The document provides information about a reversing and malware analysis training program. It begins with disclaimers about the content being provided "as is" without warranty. It then acknowledges those who supported the training. It provides an overview of memory forensics and the tools used, specifically Volatility. It outlines the steps that would be taken in a memory forensic investigation of a machine suspected of malware infection, demonstrating the use of Volatility plugins to analyze process connections, identify process owners, find API hooks and embedded executables, dump artifacts, and confirm the malware.
This document provides information about computer hacking tools and skills. It discusses hacking tools like SQLI Helper, Dark Port Scanner, Sonic Bat virus creator, Brutus password cracker, and IP Tools. It also mentions Cain and Abel password recovery tool. The document outlines essential hacking skills like network packet sniffing, password hash cracking, rainbow tables, and cryptanalysis attacks. It emphasizes the wide IT knowledge required to become a skilled hacker, including fundamentals like networking, operating systems, and programming.
Defcamp 2013 - Does it pay to be a blackhat hackerDefCamp
The document discusses different types of hackers - white hat, grey hat, and black hat. A white hat hacker conducts ethical hacking and security testing, while a black hat hacker violates security for personal gain or maliciousness. The document uses a real Apache PHP vulnerability as an example to show how a black hat hacker could potentially exploit it at large scale to infect millions of servers and earn millions setting up a powerful botnet to perform DDoS attacks and other illicit activities for profit, though this scenario is more science fiction. While financially lucrative, being a black hat hacker risks legal consequences like jail time.
Dan Catalin Vasile - Defcamp2013 - Does it pay to be a blackhat hackerDan Vasile
This document summarizes a presentation about different types of hackers - white hat, grey hat, and black hat. White hats follow ethical practices like responsible disclosure. Grey hats sometimes act illegally but with good intentions. Black hats hack for personal gain or maliciousness. The document describes a real PHP vulnerability in Apache that allows remote code execution. It then discusses the potential financial gains but legal risks of different approaches like responsible disclosure, selling the exploit, or creating a large botnet to exploit it at scale for ongoing profits from criminal activities.
Rugged Software Using Rugged Driven DevelopmentJames Wickett
Security testing is often done at the cadence of auditors and not at the pace of the development team which hurts delivery time in agile teams. Rugged Driven Development (RDD) utilizes security and other stress testing methodologies during the development process to impact the end product so that you create software that is secure, reliable and resilient.
Using the Gauntlt open source framework to help implement RDD you will find it fun to live by the Gauntlt motto, “be mean to your code.” You will be equipped to deliver and release ruggedized software faster as well as span the communication gaps that exist between dev, ops and security teams. This talk will help you implement RDD your projects with plenty of real world examples.
At the end of the workshop, you should:
Be Rugged Driven Dev savvy and ready to ruggedize your next project with some new practices and tooling
Know how to use gauntlt and the security tools it hooks into
Take some of the pre-built gauntlt attacks and modify them to your own project
Write your own gauntlt attacks and put them in practice
Beginning Ethical Hacking with Kali Linux: Computational Techniques for Resol...TECHSAITHARUN
This document provides an overview and table of contents for the book "Beginning Ethical Hacking with Kali Linux" by Sanjib Sinha. The book covers topics like security trends, setting up a penetration testing lab with VirtualBox and Kali Linux, basic Linux commands, networking fundamentals, building a web server with Kali, exploring tools in Kali Linux, using Kali Linux and Python for penetration testing, information gathering techniques, SQL injection, and wireless attacks. It is intended to help readers learn computational techniques for resolving security issues and conducting ethical hacking using the Kali Linux platform.
Semper Fi - Leadership Lessons from the US Marine Corps go_oh
The US Marine Corps's leadership style is a unique blend of service ethos and time-tested concepts that support Marine leaders in peace and war. Their doctrine on leadership draws from the shared experiences of danger, violence, the adrenaline of combat, and the proximity to death in ever changing and uncertain environments.
While we developers usually operate from the safety of an office space, learning how to effectively lead ourselves and others can dramatically improve personal growth and team performance.
This talk will share key concepts of the USMC's leadership philosophy and their guiding values and principles. In this session, you will learn how to apply these to your daily work, regardless of whether you are a Junior Developer or a seasoned Team Lead.
This document provides an overview of hackers and hacker culture. It defines different types of hackers such as white hats, grey hats, and black hats. It discusses what motivates hackers and the rules or ethic of the hacker community, which includes rejecting hierarchies, mistrusting authority, promoting decentralization, sharing information, and serving their community. The document aims to give a broad understanding of hackers, their motivations, and culture.
Public facing web sites are constantly under attack and keeping websites protected is an arms race, yet security rarely gets a look-in at specification and budget allocation stages of delivering a web site - or at best is an afterthought. Yet everyone has an expectation of security and QOS that implies it is central to every project.
Security considerations should pervade all stages of a project from initial specification, throughout development and testing and on to ongoing hosting and maintenance.
In this session I will cover:
* Common threats to web security with real world case studies of compromised sites,
* Simple approaches to mitigating common threats/vulnerabilities,
* Defence in depth – an overview of the various components of web security,
* Drupal specific measures that standard penetration testing often does not account for.
* An overview of how to benefit from:
* Security monitoring and log analysis
* Intrusion Detection Systems & Firewalls
* Security headers and Content Security Policies (CSP).
Comments: https://joind.in/talk/8bbea
Advanced Physical Access for Dummies HID Global EditionMichael Klein
This document discusses advanced physical access control technologies and best practices. It provides an overview of key card technologies and how smart cards offer enhanced security. It also discusses best practices for managing physical access control systems, including monitoring for violations and anomalies. The document is authored by Peter H. Gregory and published by HID Global and John Wiley & Sons.
The document discusses various scams and vulnerabilities related to cryptocurrency and web3 technologies. It begins by introducing Zoltan Balazs and his work researching vulnerabilities. It then describes several types of scams, including rug pulls, giveaway scams, advance fee fraud, and hardware wallet scams. Best practices are suggested, such as being wary of unsolicited messages, verifying sources of apps/dapps, and using strong passwords and hardware wallets to protect funds. The overall message is that web3 and cryptocurrency technologies have enabled numerous scams that have impacted many users.
Ethical hacking involves legally accessing a computer system to test security and find vulnerabilities. An ethical hacker obtains permission, works on a live test, and does not disrupt systems or steal data. The document outlines the process of ethical hacking including preparation, footprinting, vulnerability identification, exploitation, gaining access, privilege escalation, and covering tracks. It provides examples of techniques and tools used at each stage to thoroughly test security without causing harm. The goal is to improve security by identifying weaknesses from an attacker's perspective.
The document discusses RSA threat detection techniques for detecting the "Backoff" point of sale malware. It identifies three variants of Backoff malware (versions 1.4, 1.55, and 1.56) and describes their capabilities. It then shows how RSA tools like Security Analytics and ECAT are designed to detect infections from this malware to help expedite response times and reduce exposure. Detection methods discussed include identifying malicious processes, services, and tools used by the malware as well as detecting malware files, lateral movement, and data exfiltration techniques.
The document discusses how information security practitioners are overburdened due to the increasing complexity of technologies and rate of change. It proposes forming "Infosec Trust Groups" where organizations in the same sector or region can share resources and intelligence to help specialize skills, increase efficiency, and reduce costs. Working together in these groups could help address issues like staff shortages and help turn raw intelligence into more actionable threat analysis.
This document discusses data security and compliance risks for organizations. It notes that unstructured data is growing rapidly for most companies and poses challenges for securing that data. It highlights some high-profile data breaches and estimates that over half of small and mid-sized businesses have experienced breaches. It argues that storage devices need to enhance data governance capabilities to help organizations track user activity, access, and sensitive data in order to address compliance regulations and better secure their information. Enhancing data governance at the storage layer can help organizations identify sensitive content and access patterns.
[CB19] Cyber Threat Landscape in Japan – Revealing Threat in the Shadow by C...CODE BLUE
For the past few years, Asia Pacific and Japan have continued to be a regular target of cyber threat actors. From 2018 to 2019, we have observed several threats targeting Japan involving cyber espionage and underground activities. Some of the adversaries and campaigns are revealed in OSINT, however, some are still lurking in shadow.
In this talk, we will reveal the TTP's (tactics, techniques and procedures) of espionage threat actors interested in Japanese electronics, chemical and 5G equipment manufacturing companies. One campaign leverages a malware attributed to APT41, a prolific Chinese cyber threat group that carries out state-sponsored espionage activity in parallel with financially motivated operations. Beside the Chinese actors, we have also observed a group which historically focused on the EMEA region shift to showing interest in Japan. In addition, we will also disclose details of underground activity involving a target in the Japanese financial industry.
This document provides an overview of network security and explains how advanced evasion techniques (AETs) can bypass traditional security solutions. It discusses how cybercriminals view the internet as having many vulnerable targets and how typical network attacks work. It also describes how patching systems to fix bugs can introduce new vulnerabilities during the window when systems are unpatched. Finally, it notes that layered security approaches commonly used may not be sufficient to prevent AETs from penetrating protected networks.
This document discusses emerging security threats in an increasingly connected world. It outlines how technologies in homes, vehicles, and workplaces are becoming more connected and integrated with networked devices and services. This brings new conveniences but also creates new security vulnerabilities and potential threats. Examples discussed include ransomware targeting smart home appliances, hacking in-vehicle infotainment systems to endanger drivers, and exploiting wireless docking stations to perform DMA attacks at offices. The presenters recommend practicing good security hygiene like keeping systems patched and monitoring for indicators of compromise, as well as designing new connected devices with security compromises in mind from the start.
This document is a summary of a webinar on cyber security and digital safety. It discusses various types of hackers, defines cyber crimes, and covers topics like social media security, mental health and cyber security, and how to protect websites from hacking. It provides scopes in the cyber security field and lists some dedicated cyber security companies in Nepal. The webinar aims to educate normal users on filing the cyber space safely.
Analytic essay on the topic of victimless” social problems.docxmilissaccm
Analytic essay on the topic of “victimless” social problems
Who defines when lifestyle choices become social problems? When does an individual lifestyle choice or group affiliation cross the “line” and become defined as problematic for others or for society? What would we need to do if, tomorrow, we decided that going out in public without a hat should be recognized as a significant social problem? What steps would we take?
The usual assignment rules apply: about one page, standard margins and fonts, and please link or cite any use of outside materials.
.
analytical paper of 1500 to 2000 wordsUsing the core value of pe.docxmilissaccm
analytical paper of 1500 to 2000 words
Using the core value of
personal development
as a jumping off point,
the *decision* you are asked to make for this written assignment is this: Decide how a major
character in
Epic of Gilgamesh
transformed himself or herself from the beginning of the
narrative to the end. You may explain this transformation with the language of the Hero’s journey,
(e.g., departure phase, initiation phase, return phase), or you may use another technique such as
identifying three or more character traits that improved throughout the course of the narrative.
Conversely, you may approach the idea of personal development as a negative slide downward, if
that is something you see. For example, you might note three or more ways that a character
“developed” or devolved, on a personal level, into a much more negative and less functional being as
s/he progressed throughout his or her journey. However, once your decision is made—it will be in the
form of a thesis statement.
Structure of Thesis:
In
nationality
name of author (birth/date year)
’s
genre
_
title of text
_ (
date of publication
),
name of character
exemplifies/disregards the core value of personal development in the
following three ways:
way/place/event 1
,
way/place/event 2
, and
way/place/event 3
.
Sample Thesis:
In Canadian Jackie Rich’s (1901-84) novella,
It Happened Suddenly, One Autumn
(1956), Angelica,
the protagonist, demonstrates the SLU Core Value of
personal development
in three key ways. The
first was when she was presented the challenge of helping her old neighbor carry his packages up
the stairs of their flat; sarcasm is her default reaction, but she keeps her remarks to herself about
his statue of Ganesh. Angelica’s second sign of restraint—evidence of growth—is when she eats
the rotten-smelling kimchi prepared by her brother’s fiancée at their house. Finally, she reports her
boyfriend Curtis, the disgruntled postman who steals magazines from the tenants who are away on
vacation, thus showing that some new stage of emotional maturity had taken place in the character
since the beginning of the narrative
Personal Development
Saint Leo University stresses the development of every person’s mind, spirit, and body for a balanced life. All members of the Saint Leo University community must demonstrate their commitment to personal development to help strengthen the character of our community.
You will need to begin your essay, somewhere after the thesis statement, with an exact
definition of the SLU Core Value you will be using in your essay. (Also what it means to you)
Your will be responsible for explaining, with CITED quoted passages and CITED paraphrased examples from the text, (at least) three ways in which one of the SLU Core Values is
exemplified, or, violated/disregarded, by one of the primary characters. Each item of support listed in
roadmap/blue print section of your thesis statement, must be represented as the opening topic
s.
Analyze at least two published public health interventions used to a.docxmilissaccm
Analyze at least two published public health interventions used to address the issue, describing both the interventions and the theoretical basis of each. In other words, what were the intervention strategies used to address this problem and what was the rationale (the thinking behind the strategy, why the strategy works) for those actions, according to your resource?
B. Explain how the selected interventions reflect primary, secondary, and/or tertiary intervention strategies for public health prevention.
C. Explain how the interventions address and/or mitigate the social determinants of the issue (health and healthcare disparities associated with each). Remember that social determinants are the conditions in which people are born, grow, live, work, and age.
no word count due eastern time by 1130 pm 07/17/16 use worksheet attached
.
Analyze the ASP model and other outsourcing models as they apply to .docxmilissaccm
Analyze the ASP model and other outsourcing models as they apply to Champion to understand outsourcing as an option. Provide the potential success or downfall of each, including partial outsourcing, single-application ASP support, or network systems outsourcing.
Compare a centralized-versus-distributed-server model as an in-house implementation to cut costs. Determine the viability of both as they apply to Champion in order to understand keeping IS/IT functions in-house. Provide the pros and cons of each as they pertain to various business support systems.
.
Analytical Essay Instruction Relate the actions or situations of .docxmilissaccm
Analytical Essay Instruction: Relate the actions or situations of
three stories (choose from story list)
to your own experiences. Explain how the stories are relevant to your situation. focus on their impact on you with regard to your personal beliefs and values. the essay should have a clear central thesis, be well organized, quote from the text or texts, and present a compelling argument.
I'm a non-native speaker, I'm an Asian, so I need a writer must have or know Asian culture and some experiences.
Story list:
Kate Chopin: The Story of an Hour
Alice Walker: Everyday Use
Eudora Welty: A Worn Path
Shirley Jackson: The Lottery
John Cheever: The Swimmer
Raymond Carver: Cathedral
Toni Cade Bambara: The Lesson
Tillie Olsen: I Stand Here Ironing
Annie Dillard: Living like Weasels
Chinua Achebe: Marriage is a Private Affair
Sherman Alexie: The lone Ranger and Tonto Fistfight in Heaven
.
Analyze the macroeconomic factors that led to the 2007–2009 recess.docxmilissaccm
Analyze the macroeconomic factors that led to the 2007–2009 recession.
How were GDP, inflation, and unemployment affected during the recession, and how does the model show this?
What monetary policies and fiscal policies were implemented during the recession?
How did the recession affect U.S. trade relations and the U.S. dollar exchange rate?
.
Analyze the importance and impact of the Great Famine during the Mid.docxmilissaccm
Analyze the importance and impact of the Great Famine during the Middle Ages. Did the previous famines that were experienced in those times affected the outcome of the Great Famine? Does the Great Famine marked a series of future epidemics in the Middle Ages? How the famine affected the lives of the citizens of the Middle Ages, especially regarding the economic, societal, and health aspects.
****
Please use at least one primary or secondary source.
300 ~500 words
.
Analyze the characteristics of wireless LANs and assess the security.docxmilissaccm
Analyze the characteristics of wireless LANs and assess the security concerns of this technology in organizations such as universities or hospitals. Identify additional areas of concern for organizations that implement a wireless LAN. Then, explain whether the implementation of a WAN would solve these problems. Explain your rationale.
Rank the following IEEE 802.11 standard addresses in order of importance with the first one being the most important. Justify the reason for your chosen order.
Association
Re-association
Disassociation
Authentication
.
More Related Content
Similar to ContentsPrologueChapter1HackingtheLeadershipGa
This document provides an overview of hackers and hacker culture. It defines different types of hackers such as white hats, grey hats, and black hats. It discusses what motivates hackers and the rules or ethic of the hacker community, which includes rejecting hierarchies, mistrusting authority, promoting decentralization, sharing information, and serving their community. The document aims to give a broad understanding of hackers, their motivations, and culture.
Public facing web sites are constantly under attack and keeping websites protected is an arms race, yet security rarely gets a look-in at specification and budget allocation stages of delivering a web site - or at best is an afterthought. Yet everyone has an expectation of security and QOS that implies it is central to every project.
Security considerations should pervade all stages of a project from initial specification, throughout development and testing and on to ongoing hosting and maintenance.
In this session I will cover:
* Common threats to web security with real world case studies of compromised sites,
* Simple approaches to mitigating common threats/vulnerabilities,
* Defence in depth – an overview of the various components of web security,
* Drupal specific measures that standard penetration testing often does not account for.
* An overview of how to benefit from:
* Security monitoring and log analysis
* Intrusion Detection Systems & Firewalls
* Security headers and Content Security Policies (CSP).
Comments: https://joind.in/talk/8bbea
Advanced Physical Access for Dummies HID Global EditionMichael Klein
This document discusses advanced physical access control technologies and best practices. It provides an overview of key card technologies and how smart cards offer enhanced security. It also discusses best practices for managing physical access control systems, including monitoring for violations and anomalies. The document is authored by Peter H. Gregory and published by HID Global and John Wiley & Sons.
The document discusses various scams and vulnerabilities related to cryptocurrency and web3 technologies. It begins by introducing Zoltan Balazs and his work researching vulnerabilities. It then describes several types of scams, including rug pulls, giveaway scams, advance fee fraud, and hardware wallet scams. Best practices are suggested, such as being wary of unsolicited messages, verifying sources of apps/dapps, and using strong passwords and hardware wallets to protect funds. The overall message is that web3 and cryptocurrency technologies have enabled numerous scams that have impacted many users.
Ethical hacking involves legally accessing a computer system to test security and find vulnerabilities. An ethical hacker obtains permission, works on a live test, and does not disrupt systems or steal data. The document outlines the process of ethical hacking including preparation, footprinting, vulnerability identification, exploitation, gaining access, privilege escalation, and covering tracks. It provides examples of techniques and tools used at each stage to thoroughly test security without causing harm. The goal is to improve security by identifying weaknesses from an attacker's perspective.
The document discusses RSA threat detection techniques for detecting the "Backoff" point of sale malware. It identifies three variants of Backoff malware (versions 1.4, 1.55, and 1.56) and describes their capabilities. It then shows how RSA tools like Security Analytics and ECAT are designed to detect infections from this malware to help expedite response times and reduce exposure. Detection methods discussed include identifying malicious processes, services, and tools used by the malware as well as detecting malware files, lateral movement, and data exfiltration techniques.
The document discusses how information security practitioners are overburdened due to the increasing complexity of technologies and rate of change. It proposes forming "Infosec Trust Groups" where organizations in the same sector or region can share resources and intelligence to help specialize skills, increase efficiency, and reduce costs. Working together in these groups could help address issues like staff shortages and help turn raw intelligence into more actionable threat analysis.
This document discusses data security and compliance risks for organizations. It notes that unstructured data is growing rapidly for most companies and poses challenges for securing that data. It highlights some high-profile data breaches and estimates that over half of small and mid-sized businesses have experienced breaches. It argues that storage devices need to enhance data governance capabilities to help organizations track user activity, access, and sensitive data in order to address compliance regulations and better secure their information. Enhancing data governance at the storage layer can help organizations identify sensitive content and access patterns.
[CB19] Cyber Threat Landscape in Japan – Revealing Threat in the Shadow by C...CODE BLUE
For the past few years, Asia Pacific and Japan have continued to be a regular target of cyber threat actors. From 2018 to 2019, we have observed several threats targeting Japan involving cyber espionage and underground activities. Some of the adversaries and campaigns are revealed in OSINT, however, some are still lurking in shadow.
In this talk, we will reveal the TTP's (tactics, techniques and procedures) of espionage threat actors interested in Japanese electronics, chemical and 5G equipment manufacturing companies. One campaign leverages a malware attributed to APT41, a prolific Chinese cyber threat group that carries out state-sponsored espionage activity in parallel with financially motivated operations. Beside the Chinese actors, we have also observed a group which historically focused on the EMEA region shift to showing interest in Japan. In addition, we will also disclose details of underground activity involving a target in the Japanese financial industry.
This document provides an overview of network security and explains how advanced evasion techniques (AETs) can bypass traditional security solutions. It discusses how cybercriminals view the internet as having many vulnerable targets and how typical network attacks work. It also describes how patching systems to fix bugs can introduce new vulnerabilities during the window when systems are unpatched. Finally, it notes that layered security approaches commonly used may not be sufficient to prevent AETs from penetrating protected networks.
This document discusses emerging security threats in an increasingly connected world. It outlines how technologies in homes, vehicles, and workplaces are becoming more connected and integrated with networked devices and services. This brings new conveniences but also creates new security vulnerabilities and potential threats. Examples discussed include ransomware targeting smart home appliances, hacking in-vehicle infotainment systems to endanger drivers, and exploiting wireless docking stations to perform DMA attacks at offices. The presenters recommend practicing good security hygiene like keeping systems patched and monitoring for indicators of compromise, as well as designing new connected devices with security compromises in mind from the start.
This document is a summary of a webinar on cyber security and digital safety. It discusses various types of hackers, defines cyber crimes, and covers topics like social media security, mental health and cyber security, and how to protect websites from hacking. It provides scopes in the cyber security field and lists some dedicated cyber security companies in Nepal. The webinar aims to educate normal users on filing the cyber space safely.
Similar to ContentsPrologueChapter1HackingtheLeadershipGa (14)
Analytic essay on the topic of victimless” social problems.docxmilissaccm
Analytic essay on the topic of “victimless” social problems
Who defines when lifestyle choices become social problems? When does an individual lifestyle choice or group affiliation cross the “line” and become defined as problematic for others or for society? What would we need to do if, tomorrow, we decided that going out in public without a hat should be recognized as a significant social problem? What steps would we take?
The usual assignment rules apply: about one page, standard margins and fonts, and please link or cite any use of outside materials.
.
analytical paper of 1500 to 2000 wordsUsing the core value of pe.docxmilissaccm
analytical paper of 1500 to 2000 words
Using the core value of
personal development
as a jumping off point,
the *decision* you are asked to make for this written assignment is this: Decide how a major
character in
Epic of Gilgamesh
transformed himself or herself from the beginning of the
narrative to the end. You may explain this transformation with the language of the Hero’s journey,
(e.g., departure phase, initiation phase, return phase), or you may use another technique such as
identifying three or more character traits that improved throughout the course of the narrative.
Conversely, you may approach the idea of personal development as a negative slide downward, if
that is something you see. For example, you might note three or more ways that a character
“developed” or devolved, on a personal level, into a much more negative and less functional being as
s/he progressed throughout his or her journey. However, once your decision is made—it will be in the
form of a thesis statement.
Structure of Thesis:
In
nationality
name of author (birth/date year)
’s
genre
_
title of text
_ (
date of publication
),
name of character
exemplifies/disregards the core value of personal development in the
following three ways:
way/place/event 1
,
way/place/event 2
, and
way/place/event 3
.
Sample Thesis:
In Canadian Jackie Rich’s (1901-84) novella,
It Happened Suddenly, One Autumn
(1956), Angelica,
the protagonist, demonstrates the SLU Core Value of
personal development
in three key ways. The
first was when she was presented the challenge of helping her old neighbor carry his packages up
the stairs of their flat; sarcasm is her default reaction, but she keeps her remarks to herself about
his statue of Ganesh. Angelica’s second sign of restraint—evidence of growth—is when she eats
the rotten-smelling kimchi prepared by her brother’s fiancée at their house. Finally, she reports her
boyfriend Curtis, the disgruntled postman who steals magazines from the tenants who are away on
vacation, thus showing that some new stage of emotional maturity had taken place in the character
since the beginning of the narrative
Personal Development
Saint Leo University stresses the development of every person’s mind, spirit, and body for a balanced life. All members of the Saint Leo University community must demonstrate their commitment to personal development to help strengthen the character of our community.
You will need to begin your essay, somewhere after the thesis statement, with an exact
definition of the SLU Core Value you will be using in your essay. (Also what it means to you)
Your will be responsible for explaining, with CITED quoted passages and CITED paraphrased examples from the text, (at least) three ways in which one of the SLU Core Values is
exemplified, or, violated/disregarded, by one of the primary characters. Each item of support listed in
roadmap/blue print section of your thesis statement, must be represented as the opening topic
s.
Analyze at least two published public health interventions used to a.docxmilissaccm
Analyze at least two published public health interventions used to address the issue, describing both the interventions and the theoretical basis of each. In other words, what were the intervention strategies used to address this problem and what was the rationale (the thinking behind the strategy, why the strategy works) for those actions, according to your resource?
B. Explain how the selected interventions reflect primary, secondary, and/or tertiary intervention strategies for public health prevention.
C. Explain how the interventions address and/or mitigate the social determinants of the issue (health and healthcare disparities associated with each). Remember that social determinants are the conditions in which people are born, grow, live, work, and age.
no word count due eastern time by 1130 pm 07/17/16 use worksheet attached
.
Analyze the ASP model and other outsourcing models as they apply to .docxmilissaccm
Analyze the ASP model and other outsourcing models as they apply to Champion to understand outsourcing as an option. Provide the potential success or downfall of each, including partial outsourcing, single-application ASP support, or network systems outsourcing.
Compare a centralized-versus-distributed-server model as an in-house implementation to cut costs. Determine the viability of both as they apply to Champion in order to understand keeping IS/IT functions in-house. Provide the pros and cons of each as they pertain to various business support systems.
.
Analytical Essay Instruction Relate the actions or situations of .docxmilissaccm
Analytical Essay Instruction: Relate the actions or situations of
three stories (choose from story list)
to your own experiences. Explain how the stories are relevant to your situation. focus on their impact on you with regard to your personal beliefs and values. the essay should have a clear central thesis, be well organized, quote from the text or texts, and present a compelling argument.
I'm a non-native speaker, I'm an Asian, so I need a writer must have or know Asian culture and some experiences.
Story list:
Kate Chopin: The Story of an Hour
Alice Walker: Everyday Use
Eudora Welty: A Worn Path
Shirley Jackson: The Lottery
John Cheever: The Swimmer
Raymond Carver: Cathedral
Toni Cade Bambara: The Lesson
Tillie Olsen: I Stand Here Ironing
Annie Dillard: Living like Weasels
Chinua Achebe: Marriage is a Private Affair
Sherman Alexie: The lone Ranger and Tonto Fistfight in Heaven
.
Analyze the macroeconomic factors that led to the 2007–2009 recess.docxmilissaccm
Analyze the macroeconomic factors that led to the 2007–2009 recession.
How were GDP, inflation, and unemployment affected during the recession, and how does the model show this?
What monetary policies and fiscal policies were implemented during the recession?
How did the recession affect U.S. trade relations and the U.S. dollar exchange rate?
.
Analyze the importance and impact of the Great Famine during the Mid.docxmilissaccm
Analyze the importance and impact of the Great Famine during the Middle Ages. Did the previous famines that were experienced in those times affected the outcome of the Great Famine? Does the Great Famine marked a series of future epidemics in the Middle Ages? How the famine affected the lives of the citizens of the Middle Ages, especially regarding the economic, societal, and health aspects.
****
Please use at least one primary or secondary source.
300 ~500 words
.
Analyze the characteristics of wireless LANs and assess the security.docxmilissaccm
Analyze the characteristics of wireless LANs and assess the security concerns of this technology in organizations such as universities or hospitals. Identify additional areas of concern for organizations that implement a wireless LAN. Then, explain whether the implementation of a WAN would solve these problems. Explain your rationale.
Rank the following IEEE 802.11 standard addresses in order of importance with the first one being the most important. Justify the reason for your chosen order.
Association
Re-association
Disassociation
Authentication
.
Analysis of Public Relations TacticsBackgroundA mark of a p.docxmilissaccm
Analysis of Public Relations Tactics
Background:
A mark of a professional is being able to analyze and evaluate information using objective criteria rather than making haphazard and capricious judgments. The purpose of this assignment is to apply objective evaluation criteria to organizational Web sites.
Assignment:
select two Web sites maintained by for-profit or nonprofit organizations (not by individuals).
One selection should be an example of a Web site you consider effective; the other, ineffective.
Using first the effective Web site and then the ineffective one, identify and/or discuss
each of the following:
Part 1:
Sponsoring organization, specific Web URL, and intended or likely key public(s) or audience(s).
Part 2.
Reliability of the information, including whether the site has a unique domain name associated with the organization and the stability or prestige of the Web site publisher.
Part 3:
Validity of the information, in terms of accuracy or honesty, expertise or authority of the information provider, documentation of sources, objectivity and freedom from bias on the part of the information provider, currency and lack of obsolescence of the information, and comprehensiveness of coverage.
Part 4:
User friendliness, including accessibility of the site, loading time, ease of navigation within the site, and internal logic within the site.
Part 5:
Effectiveness of the written content of the Web site.
Part 6:
The effectiveness of the visual content of the Web site.
Part 7:
Any ethical issues or questions this Web site raises in your mind.
Part 8:
The main competitors of the sponsoring organization, and the type of Web sites used by these competitors.
Part 9:
Personal evaluation, including a discussion of your likes and dislikes about the site, as well as your constructive criticism for improving the site and your recommendation for other users.The effectiveness of the visual (nonverbal) content of the ad.
Part 10:
What you have learned from this assignment.
Clearly label each part with boldface type or an underline. Attach a copy of the Web site home pages to your assignment. Present each analysis separately (that is, Effective Web site, Parts 1-10; followed by Ineffective Web site, Parts 1-10).
.
Analyze the development and formation of the United States Governmen.docxmilissaccm
Analyze the development and formation of the United States Government by answering the following questions in a well-developed five page essay:
Discuss American political culture.
What is the definition of political culture? How does it differ from political ideology?
What are the core American values political culture is based upon in the United States?
Discuss the development of the United States Constitution during the Constitutional Convention.
What issues were agreed upon?
What issues were disagreed upon?
What were the compromises?
Discuss how the Constitution is amended.
What are the various paths to passing a Constitutional Amendment?
What impact, if any do the courts have?
Discuss how ideas of freedom, liberty, and equality were incorporated throughout the Constitution.
What is limited government?
Why was the notion of limited government so important?
****Assignments should be five double-spaced pages using 12-point font and completed in essay format and must be submitted by 5pm eastern time on Sunday 10/2. NO plegiraism professor will check and give no credit to a plegarized paper and I will dispute for refund if this happens*****
.
Analyze the following scenario There are multifaceted ethical.docxmilissaccm
Analyze the following scenario:
There are multifaceted ethical issues relating to international investments. One aspect relates to human rights. Most Latin American governments have constitutions that mandate health care as a human right, yet some of these countries provide poor health care for the majority of their population.
During the 1980s, the general populace of these countries deteriorated, even though several Latin American countries developed strategies to reposition medical personnel and services to rural areas. Throughout this time, many international donors provided assistance; however, they did so with imposed conditions. An example of this constrained assistance was the World Bank, which imposed restrictions that included privatization of health care, as well as required limitations on universal access.
Did the World Bank and other international donors act responsibly and ethically in constraining their humanitarian assistance? Who has the responsibility for the health care of the Latin American people? Is it a reasonable and socially responsible practice to offer international assistance in exchange for an opportunity to shape a country's political and/or social system? Why or why not?
300-400 words in APA standard format including cited references
.
Analysis of cultural impact of song music.50Defines symboli.docxmilissaccm
Analysis of cultural impact of song/ music.
50
Defines symbolism, and the symbolic nature of the song chosen.
30
Demonstrates knowledge of some of the social and political issues present in American and, if relevant, international culture that were going on at the time of the song's release.
20
Total
100%

Write an essay about the cultural impact of popular music on society, and how it reflects the social issues of its time of production.
Select a popular song from the era of your choice (1950's - 2000's), and discuss its cultural impact.
Analyze the meaning of the lyrics, and discuss how this song represents an element of popular culture/ American society.
The main focus of your essay should be regarding symbolism, and the symbolic nature of the song you have chosen.
Give some background into the musician or musical group you have chosen.
Then, discuss some of the social and political issues present in American and, if relevant, international culture that were going on at the time of the song's release.
This paper should be 2 pages, in APA style,
.
Analyze the issues associated with the discussion in Documents and .docxmilissaccm
Analyze the issues associated with the discussion in "Documents and Debate: On Whose Side? God, Slavery, And The Civil War" by F. Douglas and G. Armstrong -
Religion in American History: A Reader,
Butler & Stout.
Which author's arguments do you favor? Upon what basis?
What is your response to the opposing author's arguments?
.
Analyze the importance of internal and external sustainability audit.docxmilissaccm
Analyze the importance of internal and external sustainability audits in corporate sustainability. When should organizations catch their errors? Identify a well-known organization (or a not so well-known one) that has been “caught” in an audit nightmare. What might the corporation have done to avoid a catastrophe? Was the blunder a recoverable one? Give feedback to two other students’ posts
.
Analyze Chico's FAS Inc 2010
Annual Report
( see attached)
write an overview of the company's functional strategies using the Three Functional Concerns model (
the product, the people, and the support processes)
due saturday 7am cst
2-3 pages APA format with references
in text citations
checked for plagurism
.
Analysis and Application Legal Rights Afforded to the AccusedThe .docxmilissaccm
Analysis and Application: Legal Rights Afforded to the Accused
The following case study presents issues related to the legal rights afforded the accused and the reasons those rights are provided to all individuals under our system of criminal justice.
Case Study:
John Doe is an individual who left his country in an effort to make a better life. However, he does not have legal status in America and was recently arrested for shoplifting merchandise, which was valued over $1,000. At the time of his arrest, John voluntarily began to make incriminating statements to the arresting officers. At the police station, detectives conducted an interview of John asking him about the theft. John Doe has had no prior arrests, is 35 years old, and most of John Doe’s family still resides in his home country. Due to the amount of money involved, the crime is deemed a felony and John was arrested and placed in the county jail in Toms River, NJ. He is going to face the judge in the Ocean County Superior Court; however, he has no money for bail.
Please discuss the following questions, explaining your answers in detail by analyzing the facts presented and other factors you consider relevant; defining and explaining key legal terms and principles; and citing legal authority (your text and other legal authority) to support your conclusions in a 2–3 page paper (excluding the title page and reference page).
Since John was in custody, what are the procedural steps the police were required to take once John began to incriminate himself?
What procedural steps must the officers perform following John’s arrest and interview at the police station?
The court could choose either a preliminary hearing or a grand jury proceeding to establish probable cause for the felony charges in this case. Compare and contrast the two procedures.
Identify what issues the judge would take into consideration when setting bond for John.
Explain what an arraignment is and what occurs during an arraignment.
.
An outbreak of salmonellosis occurred after a department luncheon,.docxmilissaccm
An outbreak of salmonellosis occurred after a department luncheon, which was attended by 485 faculty/staff. Assume everyone ate the same food items. Sixty-five people had fever and diarrhea, 5 of these people were severely affected. Subsequent laboratory tests on all who attended the luncheon revealed an additional 72 cases. The attack rate of salmonellosis was
.
Analysis of 4 chapter. Chapter 4,5,6 and 10. per each chapter mini.docxmilissaccm
Analysis of 4 chapter.
Chapter 4,5,6 and 10. per each chapter minimun 2 pages .
Analysis
1.
Relationships, trends, patterns
2.
Roles of people, places, objects, situations
3.
Consequences or results of events, decisions and processes
4.
Causes and their effects
5.
Advantages and disadvantages/ gains and losses
6.
Strengths and weaknesses
.
Analysis 5 sources about social network. Writing An Outline .docxmilissaccm
Analysis 5 sources about social network.
Writing An "Outline" prepare for the Annotated bibliography compare and contrast ( 4.5 pages ) 12pt , come up with
5 sources MLA works cited.
BEFORE STARTING, please read the
outline
sample. Writing style is similar to the sample:
Summary
Evaluate ( what was the goal? who is the intended audience? was it biased/ unbiased? )
Plan for paper ( Be specific to your essay
.
Analysis and Application Procedures in a Criminal TrialThe follow.docxmilissaccm
Analysis and Application: Procedures in a Criminal Trial
The following case study presents issues related to procedures in a criminal trial and the roles of the major participants.
Case Study:
Jones, Walsh, and Bert have been arrested on suspicion of rape and criminal assault of a 14-year-old girl. As the police investigation unfolds they locate and obtain the statement of Bland, who provides them additional information about Jones. The evidence the police uncover reveals that there have been three separate assault and rapes of juveniles over a 3-day period.
The prosecutor in the case files charges against Jones, Walsh, and Bert for their acts. Bert hires an attorney to defend him. Bert tells his defense attorney that he did not commit any of the rapes and that he was only present one time with Jones and all he did was hit one of the girls. Bert explains that he can prove this because at the times the other rapes are alleged to have occurred, he was with Mook. Mook is currently out of the country on a mountain climbing trip and will not return for 2 months.
Shortly after the prosecutor files charges in the case, Bland contacts the prosecutor’s office and provides a written statement to the prosecutor that Walsh was not present during any of the rapes.
In a 2 page paper (excluding the title page and reference page), discuss the following questions, explaining your answers in detail by analyzing the facts presented and other factors you consider relevant; defining and explaining key legal terms and principles; and citing legal authority (your text and other legal authority) to support your conclusions.
How should the court rule on Bert’s motion for severance in the case?
What should the prosecutor do following the statement Bland after charges had been filed against Walsh?
How should the court rule on Bert’s motion to continue regarding Mook?
.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
4. Index
MorePraiseforMikeMyatt’sHacking
Leadership
“Great leaders are awareof gaps andblind spots in their
organizations, teams,
andlives.LearnthesecretsofgreatleaderswhenyoureadMikeMyatt’
sHacking
Leadership!”
—MarshallGoldsmith,2million-
sellingauthoroftheNewYorkTimesbestsellers,
MOJOandWhatGotYouHereWon’tGetYouThere
“Hacking Leadership is a thought-provoking, status-quo-
shattering jolt of
leadershipwisdomthatcanpropelanyoneinthedirectionoftheirfullle
adership
potential.AtatimewhenscoresofpeoplearecontentsettlingforWhatI
s,Mike
challengesustoaskourselves,WhatIf?Insteadofsimplywritinganot
herbook
onleadership,he’spennedapowerfullypersuasivenarrativethatremi
ndsusthe
only limits to our leadership are those we impose on ourselves.
Hacking
Leadershipisamustreadforeveryone!”
—
BrigadierGeneralJohnE.Michel,CommandingGeneralNATOAirT
raining
Command-
Afghanistan,andauthorof(NoMore)MediocreMe:HowSayingNoto
5. theStatusQuoWillPropelYouFromOrdinarytoExtraordinary
“HackingLeadershipmeritsaplaceonevery twenty-firstcentury
leader ’sshort
list ofmust-read books.Written from the heart and themind of
the renowned
leadershipexpertMikeMyatt,thisremarkablemanualforactionwilli
nspireyou
tothegreatestleadershipcontributioninyourworkandlife.”
—
JamesStrock,author,ServetoLead,TheodoreRooseveltonLeadersh
ip,Reagan
onLeadership,formerGeorgeH.W.Bushappointeeaschieflawenfor
cement
officerfortheU.S.EPA
“Mike’sinsightsarelogical,entertainingandwelloutlined.Deepexp
eriencewith
amyriadof
leadersenableshimtounderstandthelandscape,andhispassionate
pursuitofinnovationletshimcrackitopen.HackingLeadershipisafre
shtakeon
whatitmeanstobeaneffectiveleaderandtakeaction.”
—ThomasX.Geisel,CEO,SunBancorp,Inc.
“EveryleaderIknow,includingmyself,hasleadershipgaps,andallof
usneeda
resource and framework for not only identifying the gaps, but
also a practical
roadmap to help close those gaps.Hacking Leadership is an
essential tool for
every leader to have in their toolbox forworking on their own
leadership and
8. included ine-booksor inprint-on-demand. If thisbook refers
tomedia suchasa
CDorDVDthat isnot included in
theversionyoupurchased,youmaydownload
this material at http://booksupport.wiley.com. For more
information about Wiley
products,visitwww.wiley.com.
LibraryofCongressCataloging-in-PublicationData:
http://iStockphoto.com/ROMAOSLO
http://www.copyright.com
http://www.wiley.com/go/permissions
http://booksupport.wiley.com
http://www.wiley.com
ISBN978-1-118-81741-4(Hardcover)
ISBN978-1-118-81737-7(ePDF)
ISBN978-1-118-81735-3(ePub)
Tomyfamily—theyinspiremetobebetter.
Tomyfriends—theychallengemetodobetter.
Tomyclients—theyrequiremetothinkbetter.
Tomyco-workers—theymotivatemetoleadbetter.
Prologue
Inmyofficehangsaplaquegiventomeasagift.Itoriginallyread,ItIsW
hatItIs.
Afterafewweeksofreadingthatphraseseveraltimesaday,whatIonce
regarded
asaharmlesssayingbegantochallengemythinkingandpokeatmycon
9. victions.It
becamecleartomethisseeminglyinnocentphraseembodiedmuchof
what’swrong
withleadershiptoday.SoIdidwhatanygoodleaderwoulddo—
Itookaction.
I rummaged through my desk drawer and found my whittling
knife. I then
proceeded to carve the following inscriptionbeneath theoriginal
statement:Until
YouDecideToChangeIt.Whatonceservedasa
statementofdefeatnowreadsas
instructiveencouragement;thetextnolongerlullspeoplewhoreaditi
ntoastateof
complacency—itnowpropelsthemforward.
Thissimplepieceofwallart(priortomymodification)issadlyreprese
ntativeof
manywhoholdpositionsof
leadership.Burdenedbycommonpractice,busyness,
andanaversiontochange,manyleaderstodaysufferfromanacutecase
ofmental
numbness.Theyhavefallenpreytotheslowseductionofthestatusquo.
Astimehas
passed,theyhavesuccumbedtoacceptingwhatisinsteadofpursuingw
hatif.They
makesafechoicesinsteadofsmartchoices —
theyhaveforgottenwhatit is tobea
leader.
There is no shortage of debate surrounding leadership when i t
comes to
philosophy,style,definitionaldistinctions,nuances,complextheory
,andsoandso
forth.Thatsaid,Ibelievemostreasonablepeoplewouldagreeleadersh
ipisnothing
10. if not personal. Leadership can represent a pursuit, discipline,
practice, passion,
calling,skill,competency,obligation,duty,compulsion,orevenanob
session.I’ve
knownthosewhohaveworshipedatthealtarofleadershipasareligion,
andabitof
reflectionwillrevealmorethanafewleadershiprevolutionsdottingth
ehistorical
timeline.Mygoal forHackingLeadership is to challengeyour
thinking andyour
perceptionswith regard to the state of leadership. So,my
question is this;what’s
nextforleadership?
InmyfirstbookLeadershipMatters(2007),Imadethefollowingstate
ment:
Whetherthroughmaliceornaiveté,thosewhotrivializethevalueoflea
dership
place us all at risk. Poor leadership cripples businesses, ruins
economies,
destroysfamilies,loseswars,andcanbringthedemiseofnations—
Leadership
Matters.
On an individual basis, a person’s perceived leadership ability,
or lack thereof,
willinlargepartdeterminetheirstationinlife;theschoolsthey’readm
ittedto,the
jobs they hold, the family life they create, the influence they
acquire, and the
financialsecuritytheyachieve.Onacollectivebasis,thequalityoflea
dershiphasa
rippleeffect(positiveornegative)thatcanimpactgenerations.Leade
rship,goodor
11. bad,isacontagion.
Nothingimpactsourworldlikeleadership,andsadly,thepracticeofle
adershipis
broken.We live in a societywhere the pace of change has never
been faster and
moredramatic,yetourleadershippracticeshaveremainedpainfullyst
agnant.Using
eighteenth, nineteenth, or twentieth-century leadership practices
in the twenty-first
century simply doesn’twork. It’s time for a fresh perspective—
it’s time to begin
HackingLeadership.
Coreleadershipprincipleshaveremainedlargelythesamesincetheda
wnoftime.
Theproblemwith today’s leaders is they don’t understand how to
integrate time-
tested principles with evolving leadership practices built for
twenty-first century
success. The world in which you attempt to implement
previously successful
strategies and tactics has changed and is ever changing.
Organizations, their
employees, and the various constituencies they serve are far
different today from
whattheywerecenturies,decades,orevenafewyearsago.
Here’s the thing—these core leadership principles need not be
abandoned, but
outdated and ill conceived practices must be hacked in order to
reestablish
leadershipequilibrium.HackingLeadershipputsthepracticeofleade
rshipundera
transformativelensforthepurposesimplifyingthecomplex,whileno
tthrowingthe
12. babyoutwiththebathwater.
It’s importantfor leaders
toembracethepracticeofchangeasitappliestotheir
owntradecraft.I’vespentmuchofmyadultlifecommittedtothebelief
andpractice
there isalways roomfor innovation,development,and
improvement.Asmuchas
some don’twant to hear it, this applies to leadership
aswell.When leaders hold
themselvestoahigherstandardofrigor,discipline,accountability,an
dtransparency
everyonewins.
I’veoftensaidtherigidityofaclosedmindisthefirststepinlimitingop
portunity.
So letme ask you this question:Whenwas the last time you
changed something
about you? Not someone or something else, but your thinking,
your philosophy,
your vision, your approach, your attitude, or your
development.Most leaders are
quite skilledat embracingchange—exceptwhen the focusof the
change initiative
happens tobeon them.Showmeaperson thatnever changes
theirmind, and I’ll
showyoua static thinkerwhohas sentenced theirmind
toaprisonofmediocrity
andwastedpotential.
Smart leaders challenge everything—especially conventional
thought, best
practices, and dominant logic. When I refer to dominant logic,
I’m referencing
13. existing behaviors/practices, which lock organizations into a
pattern of once-
productivethinkingthatnolongeris(falsetruthsheldasreal).Anythin
ginbusiness
can be improved, everything can be reimagined, andmany things
can flat-out be
eliminated.Thetrickisknowingwhatitemstofocuson—
whichitemstohack.
Iwanttopausehereandsetthetonemovingforwardbygivingyoumyde
finition
ofhacking:
hacking[hak-ing]—
presentparticipleofhack(verb)todiscoveranalternate
path, clever and skillful tricks, shortcuts
andworkarounds,breaking thecode,
deciphering complexity, influencing outcomes, acquiring
access, creating
innovativecustomizationstoexisting/outdatedmethodologies.
Everyone has blind spots, and leadership gaps exist in every
organization. The
purposeofthisbookistoequipleadersateverylevelwithanactionable
framework
toidentifyblindspotsandcloseleadershipgaps.HackingLeadership
offersafresh
perspectivethatwillmakeiteasyforleaderstocreatearoad maptoiden
tify,refine,
develop,andachievetheirtrueleadershippotential.
Hackersare innovative
thinkerswhoacquireanddistributeknowledge, tips,and
tricks for solving complex problems—they reinvent strategies,
protocols, and
practices to create more effective solutions to both existing
14. problems and new
challenges.Theyadopt themind-setof
innovatingaroundbestpractices inpursuit
ofnextpractices.
Mostofusarealltoofamiliarwiththestatement“youdon’tknowwhaty
oudon’t
know”—there’sneverbeenamoredangerouscop-
outforleadersthanrationalizing
ignorance.The factof thematter is thebest
leadersarepoignantlyawareofwhat
theydon’tknow,andexhaustalleffortstoclosethoseknowledgegaps.
In many respects, leadership is nothing more than identifying
personal, team,
organizational, and market blind spots and then dealing with
them in the most
effective fashion.Therefore it’s critically important for leaders
tounderstand that
most blind spots exist in the form of gaps—positional gaps,
philosophical gaps,
strategicgaps,operationalgaps,expectationgaps,knowledgegaps,a
ndsoon.Gaps
existineveryorganization:Theissueiswhetheryourecognizethem,a
ndifso,how
youchoosetodealwiththem.
Many leaders choose to be ignorant of gaps and pretend they
don’t exist. The
problem is that when leaders fall into a gap, it often resembles a
crevasse from
which there is no escape. Smart leaders proactively seek out
gaps in an effort to
bridge, close, fill, jump, or navigate around whatever chasm
they happen to be
facing.Thebetteryoubecomeatturninggapsintoopportunities(hacki
15. ngthegaps),
thebetterleaderyou’llbecome.
I’vehadtheprivilegeofworkingwiththousandsofleadersaroundtheg
lobe.I’m
honoredtocountamongmyclientsmanypastandpresentchairmenand
CEOsof
some of the world’s leading organizations. What these men and
women have
consistentlytaughtmeisthatholdingapositionofleadershipisnotthes
amething
asbeingagoodleader;understandingthebasictenantsofleadershipis
notthesame
thingasbeingabletosuccessfullyapplythem,andthatleadershipisn’t
adestination
it’sajourney.
Whilemanythingscancauseleaderstostumble,I’vefoundthereare11
specific
leadershipgaps,whichifnotproperlyidentified,understood,andaddr
essedcanbe
fatal.Ineachofthe11chaptersthatfollow,Iaddressaparticulartopicb
yframingit
withinthecontextofaleadershipgap.Ithengoontoofferaseriesofhac
kstohelp
youreframeyourthinkingsothatyoucaneitheravoidoraltogethereli
minatethe
gap.
Finally, I want to share with you my opinions and biases about
most business
books,aswellasofferafewinsightsforhowyoucangetthemostoutofth
iswork.
Mostbusinessbooksarefulloffluff,a ndwhiletheymaybeentertainin
16. g,theyoften
servenorealpurposeotherthantotransfersomeofyourwealthtotheau
thor.Inthe
final analysis, a book is only as valuable to leaders as their
willingness to
discerningly pull the useful concepts off the pages and place
them into practice.
Books are little more than words on a page unless you choose to
make them
somethingmore.
Iwouldcertainlyencourageyoutochallengetheconceptsputforthint
hisbook.
More importantly, Iwould encourage you to challenge your own
thinking.Don’t
justreadthebook;studythematerialandcommittobecomingabetterle
ader.The
dayyoustophackingleadershipisthedayyoushouldstopleading.Goo
dluckand
goodhacking....
Chapter1
HackingtheLeadershipGap
The plausibility of impossibility only becomes a probability in
the absence of
leadership.
Overview—TheCommoditizationof
Leadership
Whether you believe leadership has evolved or devolved over
17. time, there is no
disputing the practice of leadership has become a contentious
topic steeped in
ethereal, ambiguous rhetoric. Everyone seems to have an
opinion of what
constitutesgoodleadership,butifgoodleadershipissoeasytodefinea
ndidentify,
whythendoesitseemsohardtocomeby?
Societyhasessentiallycommoditizedleadershipresultinginaleaders
hipbubble
of sorts. Because leadership has become the latest version of an
entitlement
program,toomanyunqualifiedleadershavebeenallowedtoenterther
anks.
Thisisnotjustabusinessproblem—
it’sagloballeadershipproblem.Themedia
islitteredwithdailyexamplesofthoseplacedinpositionsofleadershi
pwhofailed
to lead. Leaders are often selected, promoted, and retained on
entirely thewrong
basis.When leadership isperceivedas littlemore thana
titlegrantingaccess toa
platform for personal gain, rather than a privilege resulting in
an opportunity to
serve,we’llcontinuetofindourselvesinacrisisofleadership.
ThoseofyoufamiliarwithmyworkknowI’madyedinthewoolleaders
hipguy.
. . . Ibelieveall thingsbeginandendwith leadership. In fact, Ihold
this thesis so
dear, I’ve said for years “businesses don’t fail, projects don’t
fail, and products
don’tfail—leadersfail.”
Withprincipled,effectiveleadership,allthingsarepossible.It’sonly
18. whenoptics
become more important than ethics, when profit becomes more
important than
purpose, when process becomes more important than people,
and when politics
becomes more important than doing the right thing, that
individuals and
organizationslosetheirdirection.Sadly,thisiswheremuchoftheworl
dfindsitself
today.Thegoodnews isbyhackingcurrent leadership
frameworksanddynamics
wecanfindourwaybacktotruenorth.
The best leaders understand leadership is the key to unlocking
and realizing
limitlesspotential.Iwantyoutothinkaboutleadershiplikethis —
theonlyboarders
to leadershipare thosewhichareself-imposed.Theonly
limitsonyourpersonal,
team,ororganizationalleadershiparetheo nesyousubmitto.
So,youhaveachoice—
youcanlimityourworldview,oryoucanexpandit—you
canembracethestatusquo,oryoucanshatterit—
youcanfollowbestpractices,or
youcan lead innovationaround themto identifynextpractices.Real
leadersdon’t
limitthemselves,butmoreimportantlytheyrefusetolimitthosetheyl
ead.
AlltrulygreatleadersI’vehadtheopportunitytoworkwithhavehadon
ethingin
common—they have a clear understanding of their strengths and
19. weaknesses.
They’ve learned to check their ego, enhance their level of self-
awareness, and
understandhowothersperceivethem.Theyareclearthinkerswhound
erstandtheir
roleandarepreparedtoactaccordingly.
Thisisafoundationalchapter —
onethatsetsthetoneyoucanbuilduponchapter
bychapterasyoumoveforward.Therefore, thebalanceof
thischapterwilloffer
some insights into how you can hack away at the self-
rationalizations and
justificationskeepingyoufromreachingyourleadershippotential.
TheLeadershipGapDefined
Those who become what they do not understand will not like the
outcome. It’s
imperative you define yourself on both an aspirational and
practical level as a
leaderinordertoleadwell.Leadershipisn’tjustaroleoratitle—
it’sachoice.The
best leaders choose to be better, they choose to be different —
they choose to lead
well.Theseminalquestionyoumustaskyourselfasaleaderiswhyshou
ldanyone
beledbyyou?
Thinkabout it like this—asidefromhavinga
job,howarepeoplebetteroff for
being led by you? In order to consistently receive the right
answer to the
aforementionedquestion,aleadermustfirstgainanunderstandingoft
hefollowing
20. threecriticalleadershipgaps:
1.TheDevelopmentGap:Thisreferstothegapbetweenhowyouassess
your
current leadership ability and your true potential as a leader. An
accurate
understandingofthisgapindicateswhetheryouseeleadershipasadest
ination
or as a continuum. It will determine whether you grow and
develop your
leadershipskills,orwhetheryouwillfollowthepathofleastresistance
andrest
uponyourlaurels.Keepthisinmind—
itisimpossibleforaleaderwhoisnot
growinganddevelopingtoleadagrowinganddevelopingenterprise.
2.TheInfluenceGap:While influencecanbegenerated
inalldirections, for
purposes of this discussion I’m referring to the gap between
your self-
assessment and the assessment of your leadership ability by
your peers.Your
understanding of this gap, and willingness to do something
about it, will
determine your ability to build a cohesive team. Leaders who
don’t have the
trustandrespectoftheirteamwon’tbeabletogeneratetheinfluencene
cessary
toperformattheexpectedlevels.
3. The Reality Gap: This refers to the difference between how
you view
yourselfandhowthoseyouleadfeelaboutyou.Aleaderwholosesthefa
ithand
confidenceoftheirworkforcewon’tbeabletoattractandretaintalent,
willhave
acultureonlifesupport,andsubparperformancethatensuresonlyonet
hing—
21. alimitedshelflife.
Let’s stop right here anddo a quickgut check. Iwant you to rate
yourself as a
leaderonascalefrom1to10,with1representingtheworst in
leadershipand10
beingthebest
inleadership.Idon’twantyoutorateyourleadershippotential,but
ratherhowyouarecurrentlyperformingasaleader.Thisisarisk-
freeevaluation,
asnobodywillseeyourscorebutyou;dothisnowandwritethenumberh
ere____.
Here’swhatweknowtobetruebasedupontheempiricalevidenceglea
nedfrom
conducting thousands of interviews with senior executives.
Regardless of your
position/title,youlikelyratedyourselfbetweena6andan8.AmIright?
Thereality
is regardless of how transparent you tried to be, 90+ percent of
all people in
leadership positions won’t rate themselves below a 6. Similarly,
90+ percent of
peopleinleadershippositionswon’tratethemselveshigherthanan8.
While
thisfirstsetofdatamightnotshockyou,here’ssomethingelseweknow
about leadership self-evaluations—leaders consistently overrate
themselves. How
dowe know this? Becausewe have also surveyed thousands of
subordinates and
peers,aswellasthosewhomtheleadersreportto.Thisnextsetofdatawi
llshock
22. you.
Whenweaskthosewhoworkforandwithyoutorateyouonthesamescal
ewith
which you conducted your self-assessment, they rate you on
average 200 basis
pointslowerthanyourateyourself—
that’sright,twofullpercentagepointslower.
So, if you rated yourself an 8 your co-workers likely rate you a
6. If you rated
yourselfa6,thentheylikelyratedyoua4.Howdoesthatmakeyoufeel?
The difference between your self-assessment score and how
others rate you is
what I refer toas the leadershipgap.Whether the leadershipgap
isperceptionor
realitydoesn’treallymatter —
it’snonethelessthegapallleadersmustlearntohack.
Put yourself in the shoes of those who rated you—how
impassioned and
motivatedwouldyoube toawakeneachmorning togo towork fora
leaderwho
ratessomewherebetweena4and6?
Where leadership always runs amok iswhen hubris overshadows
humility, and
self-
servingmotivestaketheplaceofservicebeyondself.Leadershipisnot
about
thepowerandtheaccoladesbestowedupontheleader;it’saboutthebet
termentof
thosewhomtheleaderserves.Atitsessence,leadershipisaboutpeople
.Atitscore,
leadership is about improving the status quo, inspiring positive
change, and
23. challengingconventionalthinking.
As long as positional and philosophical arguments are more
important than
forwardprogress, as longasbeing right is
esteemedabovebeingvulnerable and
opentonewthought,aslongasegoiselevatedaboveempathyandcomp
assion,as
long as rhetoric holdsmore value than performance, and as long
as we tolerate
these things as acceptable behavior we will all suffer at the
hands of poor
leadership.
I thinkmostofusunderstandat ahigh level that companies live
anddieby the
qualityoftheirleadership—
buthowmanyofyoureallyinternalizethisdeepdown
atapersonallevel?Ifyou’rereadytodigdeepandgetseriousaboutl ead
ership,the
firstthingtounderstandishowcontrollimitsyourabilitytolead.
HackingtheControlGap
ThemostcommonmistakeIseeleadersmakeistoattempttoleadthroug
hcontrol.
Ascounterintuitiveasitmightseem,inordertogaininfluenceyoumus
tsurrender
control.The reality isyou’ll rarelyencounter thewords leadership
and surrender
usedtogetherincomplementaryfashion.Societyhaslabeledsurrende
rasasignof
leadership weakness, when in fact it can be among the greatest
of leadership
strengths.Leaderswhofail to learnhowtohack thecontrolgapfail to
24. leadup to
theirpotential.
Letmebe clear, I’mnot encouraging giving in or giving up—I am
suggesting
you learn theever so subtleartof lettinggo.Leaders
simplyoperateat theirbest
when they understand their ability to influence is much more
fruitful than their
ability to control. Here’s the thing—the purpose of leadership is
not to shine the
spotlightonyourself,buttounlockthepotentialofotherssotheycanint
urnshine
thespotlightoncountlessmore.Controlisaboutpower—
notleadership.Surrender
allows leaders to stop impeding themselves and focus on adding
value to those
whomtheyserve.
Ifyou’restillnotconvincedtheartof leadershipis learningthat
thefocuspoint
shouldbeonsurrendernotcontrol,considerthis:Controlrestrictspote
ntial,limits
initiative, and inhibits talent. Surrender fosters collaboration,
encourages
innovation, and enables possibility. Controlling leaders create
bottlenecks rather
thanincreasethroughput.Theysignalalackoftrustandconfidencean
doftencome
across as insensitive if not arrogant. When you experience weak
teams, micro-
management, frequent turf wars, high stress, operational strain,
and a culture of
fear,youareexperiencingwhatcontrolhastooffer —
notveryattractiveisit?
Surrender allows the savvy leader to serve, but control demands
25. that the
egocentric leaderbeserved.Surrenderallows leadership
toscaleandacultureof
leadershiptobeestablished.Surrenderprefersloosecollaborativenet
workstorigid
hierarchical structures allowing information to be more readily
shared and
distributed. Leaders who understand surrender think community,
ecosystem, and
culture—
notorgchart.Surrenderiswhatnotonlyallowsthedotstobeconnected,
butit’swhatallowsthedotstobemultiplied.Controllingleadersopera
teinaworld
of addition and subtraction, while the calculus of a leader who
understands
surrenderisbuiltonexponentialmultiplication.
I have found those who embrace control are simply attempting
to consolidate
power, while those who practice surrender are facilitating the
distribution of
authority.Whenwhatyouseekistobuildintoothersmore thanglorifyi
ngself,you
have developed a level of leadershipmaturity that values
surrender over control.
Surrenderisthemind-
setthatcreatesthedesireforleaderstogivecreditratherthan
take it, to prefer hearing over being heard, to dialogue instead
ofmonologue, to
have anopenmindover a closedmind, to valueunlearning asmuch
as learning.
Controlmessagesselfishness,whilesurrenderconveysselflessness
26. —whichismore
importanttoyou?
Keep this inmind—we all surrender, but not all surrender is
honorable. Some
surrendertotheirego,tothewrongpriorities,ortootherdistractivehab
its.Others
surrender to the positive realization that they are not the center
of the universe—
they surrender to something beyond themselves in order to
accomplishmore for
others.Bottomline—
whatyoudoordon’tsurrendertowilldefineyou.Assuming
yousurrendertotherightthings,surrenderisnotasignofleadershipwe
akness,but
isperhapstheultimatesignofleadershipconfidence.I’llleaveyouwit
hthisquote
from William Booth: “The greatness of a man’s power is the
measure of his
surrender.”
Onceyourecognizewhereyoustandwith regard to the
leadershipgapandyou
getpastlimitingcontrolissues,it’stimetoidentifyyourblindspots.Th
isrequires
deepintrospectionandaheightenedsenseofself-awareness.
TheAwarenessGap—Findingthe
BlindSpots
LeaderBeware—
ignorantbliss,nomatterhowenjoyable,isstillignorant.Ifyou’re
in a positionof leadership anddon’t feel youhave anyblind spots,
you’re either
verynaïveorveryarrogant.Allleadershaveblindspots—
27. thequestioniswhatare
theydoingabout them?The reality ismost leaders invest somuch
timeassessing
theculturalandfunctionaldynamicsoftheirorganizationsthattheyof
tenforgetthe
importanceofcriticallyassessingthemselves—bigmistake.
I’ve never understood leaders who make heavy investments in
personal and
professional development early in their careers, who then go on
to make only
minimal investments in learningonce theyhavereached theC-
suite.Learningand
developmentarelifelongendeavors.
The learning journey doesn’t come to an end just because you
reach a certain
station in life—orat least it shouldn’t. It has
consistentlybeenmyexperience that
leaderswhoarenotgrowingsimplycannotleadgrowingorganization
s.Moreover,
leaderswhofailtocontinuedevelopingwillalwaysbereplacedbythos
ewhodo.A
leaderwhofailstounderstandthevalueofself-
awarenessfailstounderstandtheir
truepotentialasaleader.
The further up the ladder leaders climb, themore theymust be on
top of their
gameas theyhave thebroadest sphereof influence, the
largestability to impacta
business,andtheyalsonowhavethemostatrisk.It isat
thisplaceleadersshould
maketheheaviestinvestmentinrefiningtheirgame,becauseincrease
dperformance
willpaythebiggestdividends.LetmebeasclearasIcan—
28. themoreresponsibility
leaders have, the bigger their obligation to be on the forward
edge of learning,
growth,anddevelopment.
TheancientGreekphilosopherSocrateshadafewguidingprinciplest
hattoday’s
leaderswoulddowelltoadopt:Socratessaid,“KnowThyself”and“An
unexamined
life is not worth living.” Those leaders who actively pursue
gaining a better
understandingof themselveswillnotonly reduce
theirnumberofblindspots,but
they’llalsofinddevelopingasenseofawarenessisthekeytoincreasin
gemotional
intelligence. The better you know yourself, themore effective
you’ll be, and the
betteryou’llrelatetoothers.
Tobuildonthehackscoveredthusfar,itwillbeimportanttoevolveyou
rcritical
thinking.Thisisbestdonethroughtherefininglensofextremeclarity.
TheKeytoClarity—WhiteSpace
Here’ssomethingyoumaynotwanttohear,butyoushoulddefinitelyta
ketoheart;
if you’re having difficulty ordering your world, it’s nobody’s
fault but yours. I
don’tcarehowbusyyouare,butIdocareaboutwhatyouaccomplish—
theformer
doesn’t always lead to the latter. Busy leaders are a dime a
dozen, but highly
productiveleadersarenotsocommon.Oneoftheeasiestthingsforlead
erstodois
29. to bite off more than they can chew. All successful leaders are
accomplished at
hackingtheirscheduletocreatemoretimeforclearthought.
Fact:Bright,talentedexecutiveswithabiastoactionwilloftentakeon
morethan
theyshould.Theseleadersdon’tunderstandthevalueofwhitesp ace.T
herealityis
maximizing resultsandcreatingacertaintyofexecution isall about
focus, focus,
andmorefocus.Here’sthething—
it’sdifficulttofocusinthemiddleofchaos.One
of the hardest things for leaders to do is to learn to createwhite
space. The best
leaders are thosewhounderstand themost productive things often
happenduring
intentionalperiodsofisolationusedforself-
reflection,introspection,andtherigor
ofcriticalthought.
See if you can think of anyone you know who resembles the
following
description. I recently had the chance toworkwith a leaderwho
is as bright and
talentedastheycome.Thatsaid,hehadconfusedbeingbusywithbeing
productive.
Hewasinback-to-back-to-
backmeetingsfromthetimehearrivedattheofficeuntil
after5:00P.M.Hedidn’thaveanytimetothinkmuchlessdohisownw or
k.Infact,
theworkingandthinkingalltookplaceafterhearrivedathomeintheev
ening.This
leaderwasworking70-
hourweeks,fallingbehind,sufferingfromfatigue,andwas
becomingatrisk.
Everyone in the companywanted a piece of this leader, but
30. theywere in effect
sucking the leader dry. The leader was complicit to their own
demise by not
understanding the importance of maintaining adequate white
space, as well as
maintaining a personal life. If you’re honest, more than a few
people in your
organizationlikelyfitthisprofile —itmayevenbeyou.
While themindofa leadermaybemostcomfortablebeingoriented
toward the
future,he/shecanonlyactinthehereandnow.Theknowledgeandskill
srequired
tobuildmasterycanonlybeacquiredwhenwefocusonwhatwe’recurr
entlydoing.
Thisisthedefinitionofpresence,anditisonlywhenweoperateinthepr
esentthat
realcreativity,growth,andinnovationoccur.
Theproblemwithbeingpresent ismany leaders confuse
thiswithhaving todo
everything themselves. Have you ever interacted with someone
who deals with
silencebyjumpinginandfillingtheconversationalvoid?Thissamethi
ngoccurs
withexecutiveswhoattempt to filleveryopensloton
thecalendarwithactivity—
thisisahugemistake.
All good leaders have matured to understand they can be fully
engaged and
present andyet still be alone.Smart leadersdon’t fill their
31. calendarswithuseless
activities.Theystrategicallyplanforwhitespaceallowingthemtofoc
usonhighest
and best use endeavors. Leading doesn’t always mean doing. In
fact, most often
timesitmeanspullingbackandcreatingwhitespacesothatotherscanl
ead.Thisis
trueleadershipthatcanbescaled.
Is your rubber band stretched so tight it’s about to snap?
Efficiency and
productivity are not foundworking at or even near capacity.
Rather entering the
productivity zone is foundworking at about 60percent to
70percent of capacity.
Operatinginexcessofthatthresholdwillcauseincreasedstress,lacko
fattentionto
detail,anderrantdecisionmaking.
Theold“whatifIonlyhad‘X’numberofhourstoworkinaweek,whatw
ouldI
focuson?”exerciseisagoodone.Infact,ifyou’rereadingthistext,just
stopright
nowandbenchmarkyour activity againstyour reflective thoughts:
Iswhatyou’re
doing,inalignmentwithyourtruepriorities,orhaveyoubeensuckedd
ownintothe
weeds?
It is important for executives to learn to apply focused leverage
to a limited
number of highest and best use activities rather than to
continually shift gears
betweenmultipleinitiatives.Resistthetemptationtojustadvanceabr
oadnumberof
disparateinitiatives,andalternativelyfocusyoureffortsonthecompl
32. etionofafew
highimpactobjectives.
Thesimplerealityisthatifyoucontinuetoaddnewresponsibilitiestoa
nalready
full plate, all of your obligations will suffer as a result. Face
current challenges
head-on bykeepingyourheaddown and applying focused leverage
to the task at
hand. Leaders who operate without margins usually hit the wall
they are most
desperatetoavoid.
Have you noticed how some leaders are frenzied, stressed, and
always playing
from behind, while others are eerily clam and always appear to
be a few steps
ahead? It’sbeenmyexperience that leaderswho fall into the
lattercategorymake
great use of their thought life,while those in the former category
seem to forgo
their alone time in lieu of being busy. Savvy leaders cravewhite
space, whereas
unseasonedleadersfeeluncomfortablewithopentime.
One thing that can be a difficult lesson to learn is that not all
engagement is
necessary or productive. Leadership and engagement go hand in
hand, but only
when engagement happens by design rather than by
default.Don’t getmewrong,
goodthingscanhappenwithspontaneousengagement,butifyou’reen
gagingwith
33. others without intent and purpose, it likely serves as a
distraction for all parties.
Don’t
interferewithyourteamjustbecauseyoudon’tunderstandhowtousey
our
timewisely.Ifyoudo,you’llbecomeanannoyanceknownfornotrespe
ctingothers
—thisisnotleadership.
Ihavefoundthebestleadersareharderonthemselvesthananyoneelsec
ouldever
be.Infact,thisissomuchthecasethatthebestleadersconstantlyself-
assessandare
relentlessinchallengingthemselves.Theyrelishtheirsolitudebecau
seitgivesthem
the ability tobe alonewith their thoughts, to challenge their
logic, to refine their
theories,andtotesttheboundariesoftheirintellect.It’sduringtheseq
uietmoments
thatleaderswillingtobehonestwiththemselveswillexaminetheirow
nflawsand
frailties.Theyareforeverinsearchofnewwaysofdealingwitholdprob
lems.
Thebeautyofleveragingwhitespaceisithelpsyouavoidfallingintoth
ealltoo
commonleadershiprut.It’snowtimetofocusonhackingthestatusquo
.
HackingtheStatusQuo
Leaderswhoarebored, in a rut,orotherwise find
themselvesanesthetizedby the
routinehaveahugeproblem—theyarenot leading.Leadership is a
game for the
34. mentally agile, not the brain dead. Sound harsh? It’smeant
to.Whilemost of the
world has succumbed to a static life imprisoned by the
limitations of their own
mind, real leaders are always looking beyond what is, thinking
about the
possibilitiesofwhatif,andactingtoensurewhat’snext.
Why then do so many leaders complain about being in a rut?
They get
comfortableplaying thingssafely, theyreston their laurels,
theystop investing in
personalgrowthanddevelopment,andtheysettle,theyquitandstay—
theybecomea
leaderintitleonly.
Atonetimeoranotherweallexperiencethesignsofboredom.Here’sth
ething—
boredomisastateofmind.Thedifferencebetweenrealleaders,andlea
dersintitle
only, is what they do when the creative juices begin to dwindle.
Feigned leaders
acceptthestatusquo,andrealleadersseethesignsofboredomasthepre
cursorto
neededchange.
Formostpeople,thesimpletruthisexcusescomeeasierthansolutions
—butwho
said leadership was easy? Leadership is about acclimation and
reacclimation,
improvisingandadapting,learningandunlearning—
leadershipisaboutchange.
My observations and experiences over the years have ledme to a
very simple
conclusion:Ihaveyet
35. toseeanyoneimprovetheirstatusbymaintainingthestatus
quo.Ifyou’regoingtogetcomfortablewithanythingasaleader,Iwoul
dsuggestit
bechange.Changeisa leader
’sbestfriend,andtheonethingthatwillpropelyou
forward.
Don’tmakeexcuses—makechanges.Sayingyoudon’thave
timefor“X” is just
codefor“X”isn’timportanttome.Sayingyoudon’thavetheresources
neededfor
changeisjustanadmissionyou’renotveryresourceful.Leadershipha
slittletodo
with resources, but everything to do with resourcefulness. If
you’re stuck in a
leadershiprut,usethefollowingfivehackstohelpyoufindyourpathba
cktoreal
leadership:
1. Go Break Something: Need to reinvigorate a stale mind or a
less than
thrivingenterprise?Trychanging thecorporate
landscapebyshiftingexisting
rolesandresponsibilities,orbybringinginfreshtalentfromtheoutsid
e.Ifyou
wanttodriveinnovation,leadchange,andcreategrowth,stirthepot—
gobreak
something.Slaughterafewsacredcows,challengeconventionalwisd
om,break
a paradigm, and inject a little chaos into your static
environment. Old isn’t
necessarilywrong,butlikewise,it’snotnecessarilyrighteither.Overl
ayanew
36. business model on top of the existing one, and look for ways to
create new
advantages andmakeneeded improvements.Reengineer abest
practice into a
next practice. Ask yourself this question: Is the most tenured
person in a
particular position, the best person for the position? If not,
make a change.
Don’tbebored;justimplementalittlecreativedestruction.
2. Recharge Your Brain: A stagnant thought life is not a sign of
healthy
leadership.Abrainislikeanyotherenergysource —
itneedstobenourishedin
order to evolve. Whether you stimulate your brain through basic
learning
activities like reading, taking classes, or participating in
workshops or
seminars,orby justgiving it somewellneeded rest, the important
thing is to
makeaconcertedeffortinthisregard.Someofmybestthinkingcomes
whenI
remove myself from the routine of the office and go for a run.
Vacations,
sabbaticals,andserviceprojectsarealsoquiteusefulforcreatingnewt
hinking
paradigms.I’mabigproponentofattemptingtocarveoutnewneuralpa
thways
bysubjectingthebraintonewandcreativewaysofthinking.Afewofth
ethings
I’mdoingthisyearincludegoingcold-
turkeyontelevision(afamilyproject),
playingonegameofchesseachday,andstudyinganewlanguage.Chan
ge-up
your routineanddo thingsdifferentlyandmoreproductively—
you’llbeglad
youdid.
37. 3.GetSomeHelp:Leadinginisolationisdangerous.Thebestleaderss
urround
themselveswithwise counsel, andmake a habit of seeking out
sound advice.
Start close to home—ask your family for their candid opinion of
your
shortcomings,andthenlisten.Thosewholoveyouthemostwillalsogi
veyou
the respectof candor. In addition to seekingguidance fromyour
family, seek
out professional advice and counsel by joining a peer group,
hiring a coach,
creating an advisory board, or finding a new mentor. There are
abundant
resourcesavailabletoleadersresourcefulenoughtoseekthemout.Do
n’tallow
yourself tobeheldhostagebyyourpride, ego, arrogance,or
ignorance—go
getsomehelp.
4. Have a Vigorous Debate: Few things kindle the creative fires
like a
challengingdebate.Byseekingoutdissentingviewsanddifferingopi
nions,you
openyourmindtonewideasandperspectives.Adevelopedmindisther
esultof
achallengedmind.Smartleaderstaketheirbusinesslogicandwillingl
ysubject
ittobrutalassault.Indoingso,theyoftenfindwhattheybelievedtobecl
oseto
perfectwasinfactflawed.Gofindthesmartestpeopleyoucan,andaskt
hemto
pokeholes inyour theories andbeliefs.There isvalue
inbothvalidation and
invalidation. Don’t be afraid of being proven wrong—be afraid
of thinking
you’rerightwhenyou’renot.
38. 5.FireYourself:Inthefinalanalysis,ifyoucan’torwon’tfixyourself,
oryou
can’torwon’tallowyourself tobedevelopedbyothers, then it’s
timetopass
thebaton.Bothyou andyourorganizationdeservemore than just a
leader in
title,andifyoucannotperformasleader,thenfindsomeonewhocan.W
hether
you transition to a co-CEO role, entrepreneur in residence,
chairman of the
board, consultant, take a sabbatical, or you just resign your
position, all
concerned parties will be better off by making a move that is
likely long
overdue.
Nowthatyou’reaware,refreshed,haveclarityofthought,andhaveaba
ndonedthe
statusquo,it’stimetogetprepared.
HackingthePreparationGap
Do you ever find yourself in over your head? If not, I would
suggest you don’t
spend enough time in the water. Creating white space has a dual
advantage for
leaders—
itnotonlykeepsthemoutofarut,butitalsohelpsthemavoidgettingin
overtheirheads.
Thetruthisallleadersfindthemselvesswimminginroughconditionsf
romtime
39. to time. And trust me—it will happen to you. The difference
between those who
drownandthosewhobecomestrongerswimmersislittlemorethanaco
mbination
ofattitudeandpreparation.
ItwasT.S.Eliotwhosaid,“Ifyouaren’tinoveryourhead,howdoyoukn
owhow
tallyouare?”WithallduerespecttoMr.Eliot,it’sonethingtopushpast
comfort
zones and test your capabilities, but it’s quite another thing to
survive doing so.
Here’s the thing—good leaders take risks, but great leaders are
prepared for the
riskstheytake.
Being in over your head can lead to career-defining moments
(good or bad).
Whenleaderspushpersonal,team,ororganizationboundariesoneoft
wothingsis
likely tohappen:They’ll either exceed all expectationsor fall
short of them.The
difference between success and failure isn’t found in risk taking
alone, but in the
planningandexecutionsurroundingthetakingof therisk.There’s
truth in theold
militarysayingthat“priorproperplanningpreventspoorperformanc
e.”
IrememberatimeIwentsurfinginthefrigidwatersofthePacificNorth
westwith
my son-in-law. It was the first time I’d climbed on a surfboard
in more than 30
years.Icrammedmyselfintothewetsuit(notaprettysight)andpaddle
douttothe
waves.Thetruthis,myson-in-
40. lawsurfed,andIspenttwohourstryingnottodrown.
Hewasprepared,experienced,andinshape.Hechallengedhimself,an
dIwasjustin
overmyhead—
literallyandfiguratively.Hehadagreattime,andIjusthadatime
ofit.
Mysurfingexperiencewasagreat reminder that all thepositive
thinking in the
worldwon’tovercomecertainpracticalrealities.Idon’tregretsurfing
thatday,but
Idoregretnotbeingpreparedfor it.While Isurvived theexperience,
itwaspure
luck.Noteveryonewhotakesriskswithouttheproperpreparationisso
lucky.I’m
notsuggestingleadersshouldn’ttakerisks,butsimplythattherisksbe
prudentones.
Thebiggerissueforleadersisnotthepersonalrisktheytake,buttherisk
sthey
subjectothersto.Whileleadershavearesponsibilitytothosetheylead
nottotake
unnecessary risks, they likewisehaveanabsoluteobligation
toseekoutand incur
necessary risk. Many leaders take risks, but great leaders
inculcate the planned
execution of necessary risk as a cultural imperative.When
calculated risk taking
becomes encouraged at all levels of the enterprise it’s an
indicator of sound
leadershipandahealthyculture.
Mymessagehereissimplythis:Ratherthanfeartheroughwaters,taket
hetime
41. andeffort toprepareyourteamfor
them.Thenandonlythen,goinsearchof the
bigwaves.
Perhaps the most powerful thing about creating white space is
that it presents
opportunities forothers tostep inandraise the levelof
theircontributions.When
leaders step back and resist the temptation to do everything
themselves, their
organization is strengthened. When leaders become comfortable
being without
alwaysdoing,collaborationflourishes,andproductivityisenhanced.
Whetherwhite
spacemakesyoumoreproductiveonanindividualbasis,oryouleverag
ethewhite
spacetocreateoperationaldepthandscale,you’rebetteroffwithwhite
spacethan
withoutit.
EarlierinthischapterIencouragedleaderstogobrea ksomething—
togoupend
the status quo. I want to share a brief story about a client,
whowhile somemay
thoughtmighthavebeen inoverhishead initially,proved
tobeanabsolutegame
changerasaleader.
My client had just accepted a position as President of McGraw -
Hill Higher
Education. He stepped into a company too comfortable with the
status quo, even
though the industry was in transition. An old economy industry
attempting to
competeinadigitalera.Heimmediatelyrecognizedtheneedforchang
43. OneofthefirstthingsIasknewaclientiswhodotheywanttobewhenthe
ygrow
up? The next question is usuallywhat do they stand for? These
are two difficult
questions to answer, but ones all great leaders can addresswith
great clarity and
specificity.
I’vealwayssaiditdoesn’ttakemuchtalenttodrawacrowd,butitrequir
esgreat
skill and ability to lead an engaged, passionate, and committed
community of
productivemen andwomen. People can be rallied aroundmany
things, but none
morepowerfulthanpurpose.Allgreatleadersunderstandthispremise
notonlywith
regard to their own journey, but alsowith regard to the
organizations and teams
theylead.
Iwantyou to takeamomentandexaminehowyou identify leaders. .
. . Is itby
performance only, or by a broader measure? I have always
believed the gold
standardofleadership,themeasurementofleadershipgreatnessifyou
will,isbased
onaleader
’sabilitytoaligntalentandoutcomeswithpurpose.Itisatthenexusof
thesethreeareaswherelegendsarebornandhistoryismade.
One of my favorite modern day legends in the making is
ElonMusk. He is a
purpose-
drivenleaderfocusedonchangingtheworldthroughdisruptive,scala
ble,
businesses that combine technology and energy efficiency. If
44. you’re not familiar
with Elon, he used the success of his first venture (PayPal) to
form three other
businesses:TeslaMotors,SpaceX,andSolarCity.Hislatestidea,whi
chherefersto
asHyperloop,wouldallowtravelbetweenmajorcitiesatthespeedofso
und—and
allforlessthanthecostofatypicalplaneticket.
Onlyinhisearlyforties,ForbesranksMusk#527ontheirlistofbilliona
ires,#66
ontheir
listofPowerfulPeople,and#190ontheForbes400.Whatmakeshimso
specialishe’snotjustanotherinventor/entrepreneur—
he’sapurpose-drivenleader
who thinks far beyond his self-interest. He has the ability to
rally people around
theirbelief inhisability to transformvision intoreality.Listen
toElon talkabout
whathedoes,andyou’llrarelyhearthewords“I”or“me”asheisclearly
focused
onalargerpurpose—improvingthelivesofothers.
SimilarlytoElonMusk,anynation,army,businessenterprise(forprof
itornot),
orpolitical or social cause, it’s thepurpose-driven leaderswho
stand apart.They
areabletorallypeoplearoundsomethingbigger,bolder,andmoreimp
actfulthan
themselves. It is these purpose-driven leaders who have learned
to hack into the
heartsandmindsofthosetheylead.
Evenabriefreviewofsomeofhistory’sgreatmilitaryleadersdemonst
ratesthe
45. power of purpose. Think about it like this, how many of those
you lead would
willingly risk their lives for your cause?Even a cursory
examinationofmilitary
leaders likeWilliam theConqueror,Cyrus
theGreat,UlyssesS.Grant,RobertE.
Lee, Georgy Zhukov, George Marshall, Douglas MacArthur, and
Norman
Schwarzkopfwillrevealeachwerefuele dbyaclearsenseofpurpose.
Whetheror
not you agree with their purpose is not the issue; the fact they
were able to use
purposetoleavelegaciesthatsurvivedlongpasttheircommandiswhat
Iwantyou
tothinkabout.
Thinkforamomentofthegreatreformers....Ifnotforanunyieldingcon
viction
to a greater purpose by the likes of Martin Luther, John Calvin,
William
Wilberforce, Abraham Lincoln, Frederick Douglass, Susan B.
Anthony, Martin
LutherKing,NelsonMandela,AungSanSuuKyi,andsoon,theworld
mighttoday
belackingmanyofourpersonalandreligiousfreedoms.
Ifnotforthestrengthofpurposethatpropelledthefoundersandframer
stogive
birthtoanation,theUnitedStatesofAmericamightnotexist.Thisgrea
texperiment
in democracy required 56 purpose-driven men like George
Washington, John
Adams, Thomas Jefferson, Benjamin Rush, Benjamin Franklin,
and others, to
subordinate personal arguments and beliefs to a higher purpose.
46. Following is an
excerptfromtheDeclarationofIndependence:
When in theCourseofhumanevents, itbecomesnecessary
foronepeople to
dissolve the political bands which have connected them with
another, and to
assumeamongthepowersof theearth,
theseparateandequalstationtowhich
the Laws of Nature and of Nature’s God entitle them, a decent
respect to the
opinionsofmankind requires that they shoulddeclare
thecauseswhich impel
themtotheseparation.
Weholdthesetruthstobeself-
evident,thatallmenarecreatedequal,thatthey
areendowedbytheirCreatorwithcertainunalienableRights,thatamo
ngthese
are Life, Liberty and the pursuit of Happiness.—That to secure
these rights,
Governments are instituted amongMen, deriving their just
powers from the
consent of the governed,—Thatwhenever anyFormofGovernment
becomes
destructiveoftheseends,itistheRightofthePeopletoalterortoabolis
hit,and
to institute new Government, laying its foundation on such
principles and
organizingitspowersinsuchform,astothemshallseemmostlikelytoe
ffect
theirSafetyandHappiness.
Areyoubeginningtosee
thepowerofpurpose?Ifyoubelievemypremisethat
47. purpose-
drivenleadershavefueledthegreatestaccomplishmentsinworldhist
ory,
thenwhywouldanyonebelieveforamoment
thatabusinessshouldoperateapart
fromorwithoutpurpose?The reality is thatmanyorganizations in
today’sworld
havedevolvedtothepointwherethereisnoclearpurpose,andtherefor
e, thereis
existsnorealleadership.
FollowingintheFootstepsofGreatness
—TheMovementHack
The secret sauce to purpose is found in a leader ’s ability to
scale personal and
professionalpurposeintoacauseembracedandevangelizedbyothers.
Justaswith
thehistoricalexamplespreviouslycited,everysooftenatimearrives
wheresociety
reaches a crossroads—where the situation and/or circumstances
so obviously
demandchangethatapopulistmandate—amovementtakesplace.
Iwouldsubmitwefindourselvesatjustsuchacrossroadstoday.Weare
inacrisis
ofleadership,andourworldissufferinggreatlyatthehandsofpeoplew
hoconfuse
theirdesireforanegoboost,theirquestforpower,andtheirthirstforgr
eedwith
leadership.It’stimetosayenoughisenough—
it’stimeforaleadershipmovement.
Movements are nothing new. Some movements have been
evolutionary, while
49. Wemust
focus onwhat’swrongwith leadership and fix it. I’d ask you to
become a better
leaderandawaken thosearoundyou to thedireneedwehave
foramovementof
leadership.
So, what’s your cause—your greater purpose—your opportunity
to create a
movement? Pursue these things. Rally people around this new -
found shared
purpose, and go change theworld.Not everyone can be the next
ElonMusk, but
anyonecanmakeadifference.
Purposeissocriticaltosuccessfulleadershipthatentirebookshavebe
enwritten
onthetopic.Infact,oneofmyfavoritesisLeadwithPurpose(AMACO
M,2011)by
JohnBaldoni.JohnchairsourleadershipdevelopmentpracticeatN2g
rowth,andis
theconsummatepurpose-drivenleader.Hispurposeisclear—
tohelpdevelopbetter
leaders.Thispurposeguideshiswriting,teaching,speaking,andcoac
hing.Itgives
himgreatpassion,clarityofthought,aframeworkformakingdecision
s,andhelps
himpursuetherightopportunities.Thisispurpose-drivenleadership.
Eventhoughtherearemanygreatworkspublishedonpurpose,Icannot
imagine
tryingtoaddressleadershipwithoutdevotingatleastoneentirechapte
50. rtothetopic.
Purpose is the foundational cornerstone for great leadership. It’s
whatmakes the
difference between failure and success. Likewise, it must be
understood when
purpose is viewed as little more than an afterthought,
individuals, teams, and
organizationsplacethemselvesattheriskofservingtwoverydangero
usmasters—
egoandgreed.
Thetextthatfollowsismyshortmanifestoonpurpose.I’llbreakitdow
nintotwo
categories:personalandorganizationalpurpose.
IndividualPurpose—Hackingthe
PurposeContinuum
IndividualpurposeisfoundbyconnectingkeypointsacrosswhatIrefe
rtoasThe
PurposeContinuum(seeFigure2.1).
Figure2.1ThePurposeContinuum
ThePurposeContinuum(TPC)isdesignedtoillustratethatinorderfor
leadersto
maximizethethreeareasonthefarrightofthespectrum,theymustfirst
alignand
integrateallofareasthatprecedethemontheleftofthecontinuum.
A business process framework I createdmore than 20 years ago
underpins the
basisofTPC.Muchlikeanalgebraicformula,thereisacorrectorderof
operation
for leadership as well. Even though the following sequence is
51. more than two
decadesold,it’sasrelevanttodayasitwasthen:
Values should underpin Vision, which dictates Mission, which
determines
Strategy,whichsurfacesGoalsthatframeObjectives,whichinturndri
vesthe
TacticsthattellanorganizationwhatResources,InfrastructureandPr
ocesses
areneededtosupportacertaintyofexecution.
—MikeMyatt
The best leaders understand the critical importance of
transforming personal
valuesintoagreatersenseofpurpose.Itisonlyatthepointwhereleader
sbecome
committed topurpose that they’reable tosurrender it,and
letpurposeguide their
approachtoleadership.It’softenthisrevelationthattransformsleade
rsintitleonly
intopassionatepurpose-drivenleaders.
Leadershipmeansmany things tomanypeople.Andnotall formsof
leadership
arecreatedequal.Leadershipcan
representapursuit,discipline,practice,passion,
skill,competency,obligation,orduty.Leadershipdrivenbyanyofthe
seconstructs
canbeeffective,butwhereleadershipreallygetsinterestingiswhenitc
ombinesall
ofthesetraitstobecomepurpose-
driven.Showmealeaderwithoutpurpose,andI’ll
showyoualeaderdestinedtofallshortoftheirpotential.
Ifyou’rechasingapositionandnot ahigherpurpose,youmaywant to
rethink
52. your approach. If you value self-interest above service beyond
self, you simply
don’tunderstandtheconceptofleadership.Realleadershipmeansyou
carefirstand
foremost about something beyond yourself. It means your focus
is on leading
otherstoabetterplace—
evenifitmeansyoutakeabackseat,orendupwithnoseat
atall.Poweroftencomeswithleadership,butit’snotwhatdrivesrealle
aders.The
bestleadersaredrivenbypurpose.
Ineedtopausehereforamomentanddrawanimportantdistinction;the
reexistsa
gap between success and significance —that gap is purpose.
Leaders can achieve
success without having purpose, but they’ll find it extremely
difficult to achieve
significance.Purpose leverages success into significance.This is
farmore than a
debateonsemantics.
Myhopeincallingoutthisdistinctionistohaveyouadjustyourthinkin
gwhenit
comestothedefinitionofsuccess.Myclientstendtobeverysuccessful
individuals
prior to findingme.My goal is to simply help them leverage their
success into
becomingmoresignificant leadersover
thecourseofourdealings.Thereality is
that far toomany people either confuse successwith significance,
or they are so
focusedonsuccessthattheyareactuallyblindtothemeaningofsignifi
53. cance.The
simpletruthofthematteriswiththeproperfocusyoucanhaveyourcake
andeatit,
too.
Takealookaround,andyou’llseemostpeopleusetheirknowledge,res
ources,
and experience to acquire things in an attempt to satisfy their
personal desires,
whichintheirmindsconstitutesuccess.Contrastthiswiththeleaders
whousetheir
knowledge, resources, and experience to serve and benefit
others, which by my
standardsconstitutessignificance.
Justassuccessmustbedefinedbefore itcanbe
achieved, so must significance.While both require sacrifice,
success comes at a
greatpriceandisoftenbaseduponthecompromiseofvalues.Significa
nce,onthe
other hand, is purpose-driven by personal values and is a gift
that cannot be
purchased.
Seeifthisexampleresonateswithyou.Contrastapolitician(oftensucc
essfuland
rarely significant)with a statesman (usually both). It has been
said a politician is
concerned with winning the election and a statesman is
concerned about future
generations. The politician makes promises and is motivated by
pride, ego,
notoriety,andpersonalsuccess.Thestatesmankeepscommitments,is
motivatedby
serviceaboveandbeyondself,andbymakingalastingdifference.
Typicalpoliticians spew tired rhetoricwhile lining theirpockets,
andhave little
54. hopeofbecomingsignificant.Thetruestatesmanisabreathoffreshair
whoseonly
pursuit is to make a positive difference in the lives of others.
The politician in
pursuitofhisgoalwillliveininfamyorinsignificance.Bycontrast,the
statesman
inpursuitofthebestinterestsofotherswillbecomebothsuccessfuland
significant.
Sure,forthose“whogetit”successandsignificanceareoneandthesam
e,butfor
mostprofessionalssuccessbeginsandendswiththeachievementofac
ertainlistof
personal goals with little regard to the impact on others. These
people confuse
success with significance, and regardless of their wealth and
professional
accomplishments,theywon’taccomplishthetruegreatnessthatonlyc
omesthrough
making significant contributions to something other than one’s
self. I don’t care
howyourresumereads,whatyournetworthis,orwhatyourW-
2shows...whatI
careaboutisyourmotivation,andwhatyoudowithwhatyouhave.
You’ll find it difficult to think of any great leader, or any great
organization,
wherepurposewasmisunderstoodor lacking.Purpose iswhat
thebestemployees
are seeking when looking for an organization to work for. Those
same talented
employeesare looking for their leaders tohaveaclear
55. senseofpurposeguiding
their thinking and their actions. A shared purpose is what fuels
leaders, attracts
talent,andcreatesasustainablecultureofleadership.Aunifiedpurpos
ecanendure
allthings.
Purposeisoneofthefewthingsallgreatleadershaveincommon.Greatl
eaders
have a clearly defined purpose, while average leaders just show
up for work.
Purposefuelspassion,whichcreatesfocusand,inturnfuelshighperfo
rmance.Itis
these characteristics that afford great leaders a competitive
advantage over those
whodon’tunderstandthedynamicsofthislinkage.
To put it bluntly, leading without purpose is nothing short of an
exercise in
frivolity.Ifyouwanttounderstandpurpose,beginbylearningthepow
erofpursuit.
HackingthePursuitGap
One of the most often overlooked aspects of leadership is the
need for pursuit.
Knowthis—
youwillfinditdifficult,ifnotimpossibletorecognizeyourpersonal,
professional,ororganizationalpurposeunlessyoupursueit.
Atitsessence,leadershipispursuit—
pursuitofexcellence,ofelegance,oftruth,
of what’s next, of what if, of change, of value, of results, of
relationships, of
service,ofknowledge,andofsomethingbiggerthanyourself—
56. pursuitofpurpose.
Here’sthething—
pursuitleadstoattainment.Whatyoupursuewilldeterminethe
paths you travel, the people you associate with, the character
you develop, and,
ultimately,whatyoudoordon’tachieve.Havingamind-
setfocusedonpursuitisso
criticaltoleadershipthatlackingthisonequalitycansentenceyoutom
ediocrityor
even obsolescence. The manner, method, and motivation behind
any pursuit are
what set trulygreat leaders apart from themasses. Ifyouwant
tobecomeagreat
leader,becomeagreatpursuer.
Afailuretoembracepursuitistocedeopportunitytoothers.Thinkabo
utpursuit
intheseterms:
Aleader ’sfailuretopursueclarityleavesthemamidstthefog.
Theirfailuretopursuecreativityrelegatesthemtotheroutineandmun
dane.
Theirfailuretopursuetalentsentencesthemtoaworldofisolation.
Theirfailuretopursuechangeapprovesapathy.
Theirfailuretopursuewisdomanddiscernmentsubjectsthemtodistra
ction
andfolly.
Theirfailuretopursuecharacterleavesaquestionmarkontheirintegri
ty.
Theirfailuretopursuepurposewillkeepthemfromtheirdestiny.
LetmeputthisassimplyasIcan—
youcannotattainwhatyoudonotpursue.
Smart leaders understand it’s not just enough to pursue, but
pursuit must be
57. intentional, focused,consistent,aggressive,andunyielding—
itmusthavepurpose.
You must pursue the right things, for the right reasons, and at
the right times.
Perhapsmostofall,thebestformsofpursuitenlistothersinthechase.P
ursuitinits
purestformishighlycollaborative,veryinclusive,andeasilytransfer
able.Pursuit
operatesatgreateststrengthwhenitleveragesvelocityandscale.
I also want to caution you against trivial pursuits—don’t
confuse pursuit with
simple goal setting. Outcomes are clearly important, but as a
leader, it’s what
happensaftertheoutcomethatyouneedtopursue.Pursuediscovery,se
ekdissenting
opinions, developyour ability, unlearnby
embracinghowmuchyoudon’t know,
and find the kind of vision that truly does see around corners.
Don’t use your
pursuits to shiftparadigms,pursuebreaking
them.Knowingwhatnot topursue is
justasimportantasknowingwhattopursue.
It’simportanttokeepinmindthatnothingtellstheworldmoreaboutlea
dersthan
what orwhom they pursue, orwhy they pursue it. Thatwhich you
pursue is that
whichyouvalue.Ifyourmessagetoyourorganizationisthatyouvaluet
alent,but
youdon’ttreatpeoplewellanddon’tspendtimedevelopingsaidtalent,
thenIwould
suggestyouvalue rhetoricmore than talent.Put
59. handedlypropel
leaders to new heights of success.History is litteredwith
accounts ofmarginally
talented individualswhohaverisen
togreatnessbaseduponlittlemore thanbeing
passionate about the pursuit of their objective. Passion creates a
refuse to lose
mentality,whichcanenabletheaveragepersontomoveoutsidecomfo
rtzones,take
ongreaterrisk,gotheextramile,andachievephenomenalresults.
Howeverit’simportanttonotethesametraitcapableofpropellingyout
othetop
canalsosendyouovertheedge.Passionisno taptitude,norisitcompete
ncy,and
neitherisittotallyunique.Theonlydifferencebetweenirrationalexub
erance,folly,
or impulsivity and passion is clear sense of purpose. These are
nuances lost on
many.
You see, passionwithout perspective and/or reason can actuall y
serve todistort
one’sperceptionof
reality.Thesedistortedperceptionscanquicklyplacea leader
onaveryslipperyslopeblurringthelinesbetweenfactandfiction—
verydangerous
territoryforanyleader.Haveyoueverknownpeoplewhowantedsome
thingtobe
truesobadlythattheystar tedtoadoptpositionsandmanufacturecircu
mstancesto
supporttheirownfalsereality?Justbecauseyoucanconvinceyourself
(orothers)
thatyourpositioniscorrect,doesn’tnecessarilymeanthatitis.
Just as there exists a very fine line between brilliance and
60. insanity, there also
exists a fine line between passion and many negative traits such
as narrow-
mindedness,narcissism,fanaticism,delusion,andevenparanoia.For
instance,there
isabigdifferencebetweenleaderswhoarepassionateabouttheirbusin
essandones
whoareemotionallyoverinvestedintheirbusiness.Passionbalanced
byperspective
and reason can reveal purpose, but passion absent those filters
can just as easily
impedepurpose.Believingyourownsmokeisoftendifferentthanbein
ggrounded
inreality.
Healthypassion for one’s business actually brings focus and
clarity of thought,
which serve to accelerate growth and create sustainable success.
However, being
emotionally overinvested in one’s business can lead to irrational
decisioning,
pridefulorego-
drivenactions,theuseofflawedbusinesslogic,andpoorexecution.
Thesearetheregrettableandcompletelyavoidableprecursorstounne
cessaryloss
and/orfailure.
Itisnotatalluncommonforentrepreneursandexecutivestobetooclos
etothe
forest to see the trees. Passionate professionals thinking clearly
will seek
independent counsel andadvice tocontinuallygut-checkand
61. refine their thinking.
Emotionally overinvested professionals will either avoid
counsel or surround
themselveswithlegionsofyes-men.
Effective leadership teams have a balance of left-brain and
right-brain thinkers
that come from a variety of backgrounds in order to draw from
the broadest
possiblearrayofexperienceswhenformulatingpositionsandoptions
.Emotionally
overinvested professionals tend to surround themselveswith
very small teams of
like-minded individuals from similar backgrounds who tend to
reinforce each
others’thinkinginsteadofchallengingit.
FindingOrganizationalPurposeBegins
withHackingWhy
Attempting
todefineorganizationalpurposewithoutaskingandansweringwhy is
liketryingtostartyourenginewithoutplaci ngthekeyintheignition—
itjustwon’t
work.
OneofmyfavoritebooksinrecentyearshasbeenSimonSinek’sStartw
ithWhy
(Penguin, 2009).While the book is a fast, simple read, it focuses
on all the right
issues.Moreover,Simoncitesbothhistoricalandcurrentreferencess
upportinghis
beliefastotherelevanceofformulatingpurposebystartingwithwhy.S
imonandI
agreeonthispoint.
62. Ihavealwayssaid,smartleadersfocusonthewhy,alignthewhowithth
ewhy,and
thenallowthewhotodeterminetheappropriatecourseofactionwithre
gardtowhat
andhow—say that fast five times.Allkiddingaside, read this last
statementa few
timesandletitsinkin.
Don’tbeinthebusinessofbusiness—
beinthebusinessofleadership.Atitscore,
leadership is the business of defining and articulating vision
(why), and then
aligningpeople(who)withsaidvision—
thesearethetwokeystrategicelementsof
leadership (leadership + purpose + people = culture). The
tactical elements of
leadership (what and how) are best accomplished only after the
why is clearly
understood, and thewho is soundly in place. A business that
pursues a purpose-
drivencultureof leadershipwillsimplyoutperformabusiness that
focusessolely
onprofit.
Many organizations attract people with compensation—the great
organizations
attractpeoplewithaclearlyarticulatedandcompellingpurpose.Exam
inethemost
successful brands in the market, and you’ll find shared values
and a common
purpose—they possess a clear understanding of why. Look at
any of the it
companies—ifyouwonderwhatmakes
themdifferent,wondernomore.Theyall
understandwhytheyexist.Theyunderstandtheirpurpose.
63. HackingtheProfitGap
Inrecentdecadeswhenpeoplethoughtofpurpose-
drivenorganizationstheirminds
would naturally gravitate toward the nonprofits. Lofty ideals
and thoughts of
making the world a better place were items of interest in social
or academic
endeavors,butbusinesswasallaboutprofit.Thefunnythingis,timesh
avechanged
andit’scatchingmanyfor-profitbusinessesbysurprise.
Manyorganizations talk about a higher purpose—it’s listed on
theirwebsite, in
their vision statement, and from time to time they’ll even check
the CSR
(community social responsibility) box. Sadly, these steps are a
far cry from
seamlessly integrating a higher purpose into their strategy and
day-to-day
operations.
Let’sconductabrieftest—Ichallengeyoutoname10for-
profitbusinesseswhose
higher purpose is the foundation for their culture, the basis for
their talent
managementplatform, theunderpinning for theirbusinessmodel,
and thecoreof
theirbrandpromise.I’veaskedcountlessexecutivestotakethistestan
dbythetime
they get to the fifth or sixth company they’re beginning to
really stretch the
intellectualhonestyoftheexercise.
AtcompanieslikeMethod,Kashi,SouthwestAirlines,Zappos,Costc
64. o,Patagonia,
andWholeFoods,employeesknowwhytheygotoworkeachday,andit
’snotjust
for a paycheck.They showup forwork each day to be part of
somethingwith a
biggerpurpose.Makenomistake—
purposeistheultimatecompetitiveadvantage.
Therealityisthatmostbusinessesandmanyleaderssufferfromhaving
apurpose
gap—the bigger picture is simplymissing from the leadership
equation inmany
organizations.There’s far toomuchemphasisonshort-
termfinancialmetricsand
notnearlyenoughemphasisondoingwellbydoinggood.
Whatmanyleadersfailtounderstandisthatpurposedrivesprofit,butr
arelydoes
profit createpurpose.Moreover, purposecandriveprofit andalign
interestswith
morecohesion,velocity,andscalethananyotheralternativesubstitut
e.
Theinterestingthingaboutpurposeisthatwhileitmaybeelusive,it’sn
evertoo
latetodiscoveritortoredefineit.Letmeofferanexample.I’vehadthep
leasureof
working closely with a Fortune 100 health care company going
through a CEO
succession over the past two years. The outgoingCEOwas
extremely successful
withhisvision,andasaresult,thecompanywasamongthemosthighlyr
egardedin
theindustry.However,theincomingchiefexecutivewassteppinginto
anindustryin
65. transition.
WithquestionsloomingabouttheimpactoftheAffordableCareAct,th
esystems
stressofarapidlyagingpopulation,thecomplexityofcoordinatingser
vicesovera
continuum of care, the uncertainty of government
reimbursements, an ever-
changingpublicpolicylandscape,andawholehostofotherissues,itw
asclearto
thesuccessorCEOthatchangeswouldneedtobemadetothebusinessm
odel, the
culture,andthebrand.
He recognized the need to align stakeholders around a clearly
defined set of
values and apurpose thatwouldguidehisorganization through the
roughwaters
ahead. Countless hours were spent on definition, creation, and
refinement of the
thingsthatmatter.ItwasoflittleconsequencetotheincomingCEOho
wsuccessful
thecompanywasinthepast,hisfocuswasonwhatneededtobedonetos
ecurethe
bestoutcomeforitsmembersandassociatesgoingforward.
Values were defined, vision was recast, strategy was refreshed,
and the
organizationalpurposewasclear.Thesechangesattractednewtalent,
reinvigorated
existingtalent,improvedtheculture,andfocusedthebusiness.Those
ofusinvolved
intheprocesswerewatchinganaircraftcarrierbegintoturnonadimeu
66. nderthe
leadershipofafocused,passionate,purpose-drivenchiefexecutive.
Here’sthething—
nothingwasbrokenatthisorganization.Infact,manyobservers
both insideandoutside thecompanywouldhave said itwasbest in
class. It takes
great courage to bring change to an organization at the top of its
game. The
leadershiplessonherewasthatinlessthantwoshortyearsbestbecame
evenbetter.
When leaders align values, vision, culture, and talent they
create purpose. The
company’snameisHumanaandtheCEOisBruceBroussard.
WhatBruceintuitivelyunderstood,whichmanyCEOsdonot,isthatth
eonlyway
totrulymaintainadvantageisbycontinuingtocreateit.Howmanyonc
ecategory
dominantcompanieshavefallenfromthetopoftheirgamebecausethe
ychoseto
playdefenseratherthantoplayoffensebycontinuingtoinnovate?Too
many—the
followinglistcontains justafewexamplesofcompanies
thathaveeitherdeclared
bankruptcy,beenbroken-
up,spun,sold,orhavejustfallenintomediocrity:
AmericanMotorsCorp.
ArthurAndersen
Beatrice
Blockbuster
Borders
CompUSA
Dell
DeLorean
68. amongthem.WhileInotedthisbefore,itbearsrepeating:Alessonlost
onmanyis
profit doesn’t drive purpose, but purpose certainly drives
profit—great leaders
understandthis;averageleadersdonot.
Don’t getmewrong, I’mnot opposed to leaderswho profit, or
businesses that
makeaprofit.Thatsaid,leadersdrivenonlybyprofitwillfindthatwhil
etheymay
besuccessfulforaseason,they’lleventuallycometorealizeapureprof
itagendais
not sustainable.Great leadersmake the transition from profit to
purpose and are
handsomelyrewardedfordoingso.
Whenpurposeisdisconnectedfromprofit,decisionsgapsandblindsp
otsbecome
theruleandnottheexception.Howeverwhenleadersawakentothefact
thatpurpose
and profit are notmutually exclusive interests, butmutually
synergistic catalysts,
wonderfulopportunitiesforhackingthepurposegapbecomeplentiful
.
Perhapsthegreatestbenefit
toaclearlydefinedpurposeisithelpsframearoad
mapfromthepresenttothefuture.InthenextchapterI’lladdressthemo
stcommon
misperceptionsaboutwhatliesahead,andhowtohackyourwaytoabet
terfuture.
Chapter3
69. HackingtheFutureGap
Greatleadersdon’tmovetowardthefuture,theybringthefuturetothe
m—they
pullthefutureforward.
InChapter2 Iprovidedyouwithseveralexamplesofcompanies
thatatonepoint
had very bright futures only to let them slip away. The
leadership of those
organizations simply didn’t understand how to navigate from
the present to the
future. I decided to begin this chapter by examining a case
studyof twodifferent
retailersandhowtheirviewofthefutureisshapingthedestinyoftheirr
espective
organizations.
This isoneofmyfavoritecasestudies —
it’saDavidandGoliathstoryofsorts.
WhatImostenjoyaboutthiscasestudyisthatthestoryisstillbeingwritt
en.Inother
words, it isn’t over yet. The other thing I like about this
example is there isn’t a
winnerorloser.Bothcompaniesarehighlysuccessfulusingdifferenta
pproaches.It
servestoillustratethatit’snotthebusinessmodelthatmatters,butthec
ommitment
ofleadershiptopursueaclearlyarticulated,andwell-
alignedvisionforthefuture.
The following case study compares the world’s largest retailer
(Walmart) with
Wegmans,afamily-ownedregionalsupermarketchain.
You’re likely familiarwith thestoryofmyGoliath—at the timeof
thiswriting,
70. Walmart employsmore than 2million associates inmore than 27
countrieswith
fiscal year 2013 revenues ofmore than $460 billion
dollars.Almost 250million
consumers visit their stores on aweekly basis. The size and
scale ofWalmart is
nothingshortofmind-boggling.
YoumaynotbeasfamiliarwithmyDavid(unlessyouliveinoneoftheir
market
areas)—
Wegmansdoesmorethan$6billioninannualrevenue,andemploysmo
re
than40,000peopleacrossitsmorethan80storesinNewYork,Pennsyl
vania,New
Jersey,Virginia,Maryland,andMassachusetts.Asmind-
numbingasWalmart’ssize
is,soaretheratingsofbothemployeeandcustomersatisfactionatWeg
mans.
Let’s begin the examinationby looking atwhat
eachorganizationbelieves.The
followingstatementislistedonWegmanswebsiteas“WhatWeBeliev
e”:
AtWegmans,webelievethatgoodpeople,workingtowardacommong
oal,can
accomplishanythingtheysetouttodo.
In this spirit,we set our goal to be the very best at serving the
needs of our
customers.Everyactionwetakeshouldbemadewiththisinmind.
Wealsobelievethatwecanachieveourgoalonlyifwefulfilltheneedso
four
own people. To our customers and our people we pledge
72. Bothmodelswork,botharesustainable,bothattractgoodtalent,bo tha
ttractloyal
consumers,andbotharedrivenbyapurpose-
alignedvisionforthefuture.Youcan
pickcompaniesinanysectorthatexhibitthesetraits.It’stheorganizati
onsthatfail
in these areas that fall off the radar screen into mediocrity,
obscurity, and
irrelevance.WalmartandWegmansseetheirfutureclearly—doyou?
HowtoSeearoundCorners—Hacking
theVisionGap
Here’s the thing—life is just plain easierwhen you can
seewhat’s ahead of you.
Some leaders clearly have poor vision—their most polished skill
seems to be
runningintobrickwalls.Otherleaderssimplypossessadequatevision
—theyavoid
theobviousspeedbumps,butfailtostandoutfromthecrowd.Thenther
earethose
leaderswhopossess legendaryvision—the rare fewwhocan see
aroundcorners.
Whatyoumaynotrealizeisthateveryonecanlearntoseearoundcor ner
s,andit’s
notashardasyouthink—
ifyouunderstandhowtohackthefuturegap,thatis.
To better illustrate the value of hacking leadership, I’ll use the
analogy of a
magician’strick.Amagicshowisnotrealmagic,butmerelyanelabora
teillusion.
Magicianssimplyknowsomethi ngyoudon’t—howthe
trickworks.Thispremise
73. holds true with visionary business leaders as well—they’ve
learned the tricks of
theirtrade(thehacks)thatothershaveyettomaster.Greatleaderscanc
onnectdots
thatseemdisconnectedtoothers.Letmebeclear;goodleadershipisn’t
aformof
hocus-
pocus,it’ssimplysomethingtobelearned.Myquestionisthis:Willyo
udo
whatittakestolearnyourcraft?
My goal for this chapter is to provide you with a different
perspective on the
future. I not onlywant you to changehowyouview the future, but
Iwant you to
understandyoucanchangethefutureinwaysyoumightnotrealize.Yo
urleadership
caneithershapeaverybrightfuture,oryourlackofleadershipcanevisc
eratethe
potentialforabrightfuture—youhaveachoice.
Iwant to startbysharingmy thoughtsonhowweshoulddefine the
future.You
see,there’samisconceptionaboutthefuture —
thatit’ssomedistant,ethereal,far-off
event.It’snot . . . ithappensin
justafractionofasecond.Andwhat’sparticularly
interesting is the future is constantly refreshing itself—second
after second, after
second.Aslongasyou’restillverticalandbreathingthefutureisgoing
tohappen
—thequestioniswhatareyougoingtodoaboutit?
Areyougoingtobringapurposeddesignelementtothefuture,orareyo
ujust
goingtoletitunfold?Iwantyoutoviewthefutureasyourplayground —
74. something
that can be hacked—something you can influence with your
thinking and your
actions.
ToHacktheFutureYouMustHave
ClearPerspectiveonthePast
When I think of someonewhopossessed a clear understanding of
the path to the
future,Ithinkoftheindividualwhoenvisionedplacingamanonthemo
on.Itwas
PresidentJohnF.Kennedy,whosaid:
For timeand theworlddonotstandstill.Change is the lawof
life.And those
wholookonlytothepastorthepresentarecertaintomissthefuture.
What President Kennedy knew more than five decades ago, and
Michelangelo
knew several centuries ago, is that innovation, growth, and
development cannot
occurbypretendingwelive inaworld thathas
longsincepassedusby.Allgreat
leadersareforwardthinkingandleaning.Leadinginthetwenty-
firstcenturyaffords
nosafehavenforeighteenth-,nineteenth-,andtwentieth-
centurythinkers.
Therealityisthatold,static,and/orinstitutionalizedthinkingwillgat
ethepaceof
forwardprogressfasterthanjustaboutanything.Ifyouwanttoexpose
yourselfas
anout-of-
touch,datedleader,keeptryingtoaddresstoday’sissuesandopportun
ities
75. withyesterday’sthinking.
Let’s get right to it—history is useful for many things, but the
experience and
wisdomacquiredfromdaysgonebyshouldbeaspringboardtothefutur
e,notan
excusefor living in thepast.Smart
leaderssimplydon’twastepreciousresources
onrefininginitiatives—
theyinvestinreimaginationefforts.Leaderswouldbewell
servedtoapplyreimaginationtoallaspectsoftheirbusiness,butpartic
ularlywith
regardtoconstantlyreimagininghowtheylead.
Examine any study on the rate of change, and you’ll find we’re
living in an
unprecedentedtime.Therateofchangeisclearlyoutpacingmostleade
rs’abilityto
learnandunlearn.Manyleadersstruggletoremaincurrent,muchlessf
indawayto
move ahead of the curve.Here’s the thing—if leaders are stuck
in the past, their
organizationswillbeforcedtotravelaver yroughroadtothefuture.
ToHacktheFutureYouMust
UnderstandHowtoNavigatethe
Present
Smartleadersdon’tallowthemselvesorthosetheyleadtogetboggedd
owninthe
present at the expense of the future. The best leaders understand
the present is
nothingmorethanaplatformfortheenvisioningof,andpositioningfor
,thefuture.
Leadersmustbecomecomfortablelivinginthepresentwhilebeingabl
77. should be your
recognitionthatthegapbetweenthepresentandthefutureisonlyaslar
georsmall
as the quality, commitment and character of your
leadership.Awin in one realm
withoutacorrespondingwinintheotherwillproduce nothingmoretha
napyrrhic
victory.
HackingtheNewNormal
There’snoshortageofrecentcommentaryonhowthe“newnormal”isi
mpacting
business.Here’s the thing—mostof it flatmisses themark.
Itdoesn’t takeagreat
dealofinsightfulnesstorecognizebusinessesarenavigatingnew leve
lsoftechnical
complexity, economicuncertainty, political acrimony, and
consumer cautiousness.
Thatsaid,thenewnormalisn’ttobefeared;itshouldbeembraced.Thos
eleaders
derailed by economic challenges simply failed to successfully
hack their way
throughthestorm.
Thebestleadersaren’tseekingasafeharborintheordinary.They’rese
ekingto
navigate past the status quo into the realm of the extraordinary.
Smart leaders
recognizeeconomicslow-
downsarenotalldoomandgloom.Infact,thesmartest
executivesunderstandthatswimmingupstreamagainsttheconventio
nalwisdomof
therisk-
aversecanactuallycreatesignificantopportunitiesforgrowth.This
78. is the
lenssmartleadersusetoviewthenewnormal.
Business leaders who blame the economy for poor business
performance are
simplyredirectingblamefortheirbadleadershiponatargetofconveni
ence.Ifan
economic downturn ruins a business, then it wasn’t much of a
business to begin
with. Severe business downturns or failures are a result of poor
leadership—not
economicconditions.Abadeconomydoesn’tcausegoodleadershipto
becomebad,
itsimplyrevealspoorleadershipthatisnolongerabletohidebehindfro
thymarket
conditions,whichsoconvenientlymaskedtheirshortcomings.
Therearehundredsofstudies that showbusinesses that
focusongrowthduring
badeconomictimesdobetterthancompetitorswholosetheirfocusand
attemptto
waititoutonthesidelines.Leadershipisnotaspectatorsport—
itdoesn’tlenditself
well toapassive,orworseyet, regressiveposture.Don’tfallpreyto
tryingtodo
more with less, develop the ability to secure the talent and
resources needed to
create a strategic advantage. Using a lack of resources as an
excuse is just an
indicatorthatyou’renotveryresourceful.
Greatleadersnotonlyembracethenewnormal,theylooktoconstantly
recreate
thenextversionofit.Succumbingtocomfortzonesandstatusquothink
ingsimply
creates barriers to innovation and change. The new normal
79. affords leaders the
opportunity to reexamine everything, abandon outdated
thinking, and challenge
dominant logic. By perpetually creating the next new normal,
your business can
remaininaconstantstateofreinvention.
This book is my plea for you to consider breaking the existing
leadership
paradigms within your organization. Not that you need it, but
you have my
permissiontofindafewsacredcowsandleadthemtoslaughter.Exami
newhatyou
measure and why you measure it. Look at how decisions are
made and who is
allowedtomakethem.Injectyouthwherenonepresentlyexists.Repla
cetheoffice
squatters (those who have mentally quit, but failed to physically
leave). Stop
rewardingstaticthinkingbyembracingdissentingopinio nanddiversi
tyofthought.
Useyourcreativityandleadershipabilitytoleveragethenextversiono
fthenew
normal to be disruptive, create competitive advantage where
none previously
existed, acquirebetter talent, becomemore
engagedandcollaborative, and rebuff
apathyandmediocrityateverylevel.
What’sthenextnewnormallooklikeforyourorganization?Iwouldsu
ggestyou
createthenewnormalbydesign.Thisisbestaccomplishedbylearningt
81. cess—they
require the adoption of a cultural mind-set. Leaders who protect
the status quo
through controlmust surrender to change in order to secure the
future for their
organization.
Don’tbetheleaderwhorewardsherdmentality,andme-
toothinking.Don’tbethe
leaderwhoencouragespeoplenottofailornottotakerisks.Betheleade
rwhoboth
modelsandgivespermissiontodotheexactoppositeoftheaforementi
oned—bea
leaderwholeads.
IfyoutakenothingelsefromthissectionIhopeyoudon’tmissthepowe
rofthis
statement:The best view of the future is found through the lens
of the people. To
understandthefuture,onemusttruly,deeply,andrichlyunderstandpe
ople.People
arethekeytothefuture.It’sthepeoplewhomaketoday’sdecisions(go
odandbad)
thatpavethepathintothefuture.Ifyouwanttopredictthefuture,youm
ustbecome
verygoodatunderstandingandengagingpeopleof
influence.Sure,goaheadand
study business, but if you don’t master the study of people, all
the business
knowledge in theworldwon’t help. Following are three hacks to
help you better
understandthepeople.
1.TheMotivationHack
You’ll never understand people until you know what motivates
them. To
82. predict the future, you must be able to reasonably predict the
actions of
people,soyoumustunderstandtheirmotivations.Motivationoftentel
ls the
tale of a person’s credibility, influence, and effectiveness. One
of the first
things I like to understandwhenworkingwith leaders iswhat
drives them.
Theirmotivations speak towho they are,what they value, how
theywork,
andwhytheydowhattheydo.
2.HackingtheRhetoric
There’sareasonfortheoldaxiom“talkischeap”—
it’strue.Moreimportant
thanwhatpeoplesay iswhat theydo. Ifyoureallywant
tounderstandwhat
leaders believe at their core, observe the decisions they make
(or don’t
make),therelationshipstheyvalue(ordon’tvalue),thecouragetheydi
splay
(orfailtodisplay),andthechallengestheyaccept(orwalkawayfrom).
To
listenisgood,towatchisimportant,buttounderstandisessential.Ther
eis
no reason to be surprised by people’s behavior, unless you’ve
failed to
observeit.
3.TheObservationHack
Fewthingswillhelpgaininsightintothefutureofacareer,project,prod
uct,
orcompany like takingaclose look into
83. thecharacterandcommitmentof
thepeopledrivingthem.Lookintoanyleadershipfailure,anduponeve
nthe
most cursory examination, you’ll find indications of failure
were
everywhere well in advance of the event itself. The signs of
success and
failurearealwaysclearlyvisibletothosewholook.Visionaryleaderss
eethe
realityofasituation,event,orcircumstance.Theyrefrainfromthecom
mon
delusion of seeing what they choose to see, and they base their
actions/decisionsonarealisticinterpretationofthesigns.Theonlywa
yyou
should ever be surprised by someone’s character is if you have
failed to
recognizeitforwhatitis.
HackingGenerationalComplexity
No rational discussion about the future can be held without
talking about cross-
generationalleadership.Leaders’biggeststruggleisnottheroutineof
thefamiliar,
butthejourneyoftheunknown.It’sgettingfromwheretheyaretowher
etheywant
to be strategically, tactically, organizationally,
developmentally, and, most
importantly,relationallythatmatters.It’sbeensaidthatthebestwayto
impactyour
futureistochangeyourpresentcircumstances.Andquitefrankly,Ican
’tthinkofa
betterplacetoignitethatchangethanbyhelpingyoutogainabetterund
erstanding
of how to connect with what IS the future—the younger
84. generation—the next
generationofleaders.
Letmebeasclearas Ican—therearestill far toomany
leaderswhobelieve in
havingsomeoneearntheirstripesandpaytheirdues—
pleasedon’tdothis,don’tbe
this person. It’s not productive—it doesn’t work. Don’t focus on
restricting
development,Focusonunlockingpassionandpotential.Don’tseekto
beaffirmed
by the tenured—seek to be challenged by thosewho offer
something new. Don’t
catertothepast,butfocusonthefuture.I’mgoingtoencourageyoutodr
awaline
inthesandandaskyoutoabsolutelyrefusetoallowyourorganizationt
oreekof
thestalescentofstatusquo.
I’m going to ask you to stop complaining about the younger
generation, and
insteadbecomeveryintentionalandveryfluentinyourunderstanding
ofthem.By
all means, mentor and develop them, but it’s time to make a
paradigm shift in
traditionalthinkingandforleaderstochecktheiregos.Learningisnots
olelyatop-
downinitiative.WhatIwantyoutounderstandisthatthenextgeneratio
nhasjustas
muchtoofferyou,andjustasmuchtoteachyou.
Here’s the thing; cross-generational corporate experiments
aren’t working too
well. Put another way, most leaders haven’t figured out how to
deal with the
challengesof integratingdifferentgenerationsand their
85. respectivebelief systems.
We’reallexperiencingthesamecollisionofgenerationswithinthewo
rkforce,and
while someare reaping thebenefitsof turning friction
intoopportunity,most are
not. This is because many leaders have generations competing
with one another
ratherthanlearningfromeachother.
Let’stakeacloserlookatthesegenerations—
Boomers(thosebornbetween1946
and1964)representahugesegmentofourpopulation,andtheMillenni
alsorGenY
(thosebornafter1981) representaneven larger segmentwith
theirnumbersnow
eclipsingthoseoftheboomers.Theproblemisthis:Fortheboomers,75
isthenew
65.Boomersarehealthier,livinglonger,identifythemselveswithcar
eers,andthey
eitherdon’twanttoorcan’taffordtoretireintothisdowneconomy.So,
atthesame
time Boomers aren’t leaving the work force, the huge wave of
Millennials is
enteringtheworkforce.Thismeansthatifyoudon’talreadyhave50-
and60-year-
oldsworkingside-by-sidewitha20-something—
youwillinthefuture.
Asaleaderyoumustlearntobuildbridgesleadingfromoldhabitsandc
omfort
zones to the more fertile grounds of disruptive innovation. The
best way to
accomplish that is toalign thecreativeenergyof
86. theyoungergeneration,and the
experience of your more seasoned workers with your
organizational values and
vision.
WhatIwanttocommunicateisthatyoucanrun,butyoucannothide —
sooneror
later, knowingly or unknowingly, directly or indirectly,
willingly or unwillingly,
every leadermust dealwith the changing demographic shifts in
theworkforce. It
impacts culture, performance, brand, innovation, leadership
development,
succession,andeventhesustainabilityofyourenterprise.Asaleadery
oumustget
thisrightorfail.
MostofyouunderstandwhatI’msharingatatheoreticallevel—
you’vealllooked
at thenumbers,andyou’veallstudied the trends.Thatsaid,
ifyou’rehonest,very
few of you likely embrace these trends. And most of all, you
probably don’t
leveragethemonaday-to-
daypracticallevel,muchlessatastrategiclevel.
LetmegiveyouanexampleofsomethingthatIobserveregularly—
thesadreality
isthatwhenIassessanewclient’sleadershipteam,it’stheexception,n
ottherule,
thatyouthhasa seatat the table.And the realkicker is
it’snotbecause theydon’t
haveyoungtalent,theysimplydon’tknowhowtoengagetheiryounger
talent.
These otherwise savvy leaders don’t speak the same language,
and they’re
87. frustrated.Thisoftenresultsinadisengaged,outoftouch,havealways
doneitthat
way leadership team.Andwhen it comes time for succession,
theseorganizations
endupgoingoutside thecompanytoreplace theold—
oldperson,withanewold
person.Notonlyaremostcompaniesbuildinginleadershipobsolesce
nce,butthey
have no real idea of how to correct the problem, and they’re
certainly not
leveragingthecompletelyunderutilizedGenX’rsandGenY’rsfallin
gthroughthe
cracksoftheircompany.
Here’smybottomlineontheissueofage:Ifyoudon’thaveyouthrepres
entedin
yourseniormanagementandleadershipteams,getsome.Oncetheyha
veaseatat
thetable,youalsoneedtogivethemavoice.Nowcomesthereallyhardp
art...you
thenhavetobewillingtolisten.
Youwon’t ever engage youngerworkers, and you certainlywon’t
unlock their
creativity,passion,intelligence,andcommitmentifyoudon’trespect
them.Dismiss
them,patronizethem,orotherwisemarginalizethem,andthey’llwalk
outthedoor.
Showthemyoucareaboutthem,thatyoucareabouttherightthings—
youknowthe
small things likevalues,ethics,and transparency—and they’llbe
the fuel the runs
88. yourengineintothefuture.Failingtoembracethisisthesamethingasc
hoosingto
restrictyouraccesstoopportunity.
Insummary, learnyourbusiness,andbecomevery
intentionalaboutdeveloping
skills that will allow you to understand people—particularly
people of influence
(youngandold).Youcannoteffectively lead
thoseyoudon’tknow,havefailed to
understand,andhavechosennottoserve.
Theoutcomeofaleader
’sattemptsatgrowinganorganization,developingtalent,
andcreatingchangewillberootedinhisorhercommitmenttofocusonc
hanging
themselves. I’ve often said it is impossible to create corporate
growth without
leadership growth or, put another way, you cannot scale an
organizationwithout
scalableleadership.Becomeabetterleaderandyouwillnotonlybeabl
etobetter
predictthefuture,youwillhavethepowertochangeit.
Chapter4
HackingtheMediocrityGap
Leadershipexiststodisruptmediocrity.
Question:Whyismediocritysoprevalent?Answer:Itrequiresnocour
age.Thebest
leaders exhibit the strength of character to move past the
ordinary, usual, and
customary,inordertoresideintherealmoftheextraordinary.Theyrec