The document discusses various laws, principles, and hypotheses related to business leadership. It notes that true leadership is rare, with 80% of businesses lacking it according to Gillespie's Hypothesis. It then reviews additional concepts like the Dilbert Principle, Clarke's Laws, Brooks' Law, Amara's Law, and more - establishing that leadership is complex with both benefits and failures arising from new technologies and organizational structures.

2. Gillespie’s Hypothesis of
Business Leadership
•There is a difference between management
and leadership
•Your business is NOT an exception.
•80% of all businesses lack true leadership.
•Gillespie’s Corollary: The 80% figure is
probably low but it fits into the Pareto
Principle.

3. Leadership is…
• Perceived that everyone knows it when they
see it.
• Few have experienced it.
• Fewer understand it.
• Even less understand the economics.
• Blah, blah, blah

4. Moving ON
• What do others say
about Leadership?

5. Dilbert Principle
• Coined by Scott Adams as a variation of the
Peter Principle.
• The most ineffective workers are
systematically moved to the place where
they can do the least damage: management.

6. Clarke’s 3 Laws
Formulated by Arthur C. Clarke
• First Law:
• When a distinguished but elderly scientist
states that something is possible, he is
almost certainly right.
• When he states that something is
impossible, he is very probably wrong.

7. Clarke’s 3 Laws
• Second Law:
• The only way of discovering the limits of
the possible is to venture a little way past
them into the impossible.

8. Clarke’s 3 Laws
• Third Law:
• Any sufficiently advanced technology is
indistinguishable from magic.

9. Brooks’ Law
• Named after Fred Brooks author of “The
Mythical Man-Month [Project Management
publication]
• Adding manpower to a late software project
makes it later.

10. Amara’s Law
• Proposed by Roy Amara
• We tend to overestimate the effect of
technology in the short run and
underestimate the effect in the long run.

11. Edward’s Law
• You cannot apply a technological solution
to a sociological problem.

12. Finagle’s Law
• Generalized version of Murphy’s law
• Fully named “Finagle’s Law of Dynamic
Negatives”
• “anything that can go wrong, will”
• There is no Finagle!

13. Hanlon’s Razor
• Corollary of Finagle’s Law
• “Never attribute to malice that which can be
adequately explained by stupidity.”

14. Duffy’s Law
• “Most people are wrong about
most things most of the time.

15. Hlade’s Law
• If you have a difficult task, give it
to a lazy person; they will find an
easier way to do it.

16. Murphy’s Law
“the classic”
• Ascribed to Edward A. Murphy, Jr.
• “if anything can go wrong, it will”
• Less common version: “if it can happen, it
will happen”.

17. Peter Principle
• Coined by Laurence J. Peter (1919-1990)
• “In a hierarchy, every employee tends to
rise to his level of incompetence”.
• Also see Dilbert Principle

18. Pareto Principle
• Named after Vilfredo Pareto
• Framed by Joseph M. Juran
• States that for many phenomena 80% of
consequences stem from 20% of the causes.

19. Rothbard’s Law
• “Everyone specializes in his
own area of weakness”.

20. Reilly’s Law
• Law of Retail Gravitation:
• “People generally patronize the largest mall
in the area”.
• Location-Location-Location

21. Sturgeon’s Law
• Derived from science fiction author
Theodore Sturgeon (1918-1985)
• “Ninety percent of everything is crud”.

22. Sutton’s Law
• Named after Willie Sutton – bank robber.
• Often cited in medical school to new
doctors.
• “Go where the money is”.

23. Law of Unintended
Consequences
• First developed by Robert K. Merton in 1936
• “The actions of people (especially government)
always have effects that are unanticipated or
unintended”.
• This law is largely ignored by politicians and
popular opinion.

24. Parkinson’s Law
• Coined by C. Northcote Parkinson (1909-
1990)
• “Work expands so as to fill the time
available for its completion”.

25. A successful man is one who can lay a firm foundation with the bricks
others have thrown at him.
David Brinkley

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