Leadership - Just Do It

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<ul><li><p>8/14/2019 Leadership - Just Do It</p><p> 1/52</p><p> Man age mentve rsus (??? ?)Leadersh ip</p><p>Tom Peters/0 7.21.06</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 2/52</p><p> RIGHT</p><p>THINGS.THINGSRIGHT.</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 3/52</p><p> Not !Leadership isdoing the right</p><p>things.Management is</p><p>doing thingsright. WB et al.</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 4/52</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 5/52</p><p>The Twain SH ALL Meet !Leader sh ip :Invite</p><p>Associates/Colleagues/Talenttojoin a GaspworthyAdventure inEXCELLENCEwhich will provide</p><p>matchless Personal and ProfessionalGrowth and be ofDramatically</p><p>Different Service</p><p>to selected Clients</p><p>Mana gement:Do it!</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 6/52</p><p>LEA DERSH IP (Eternal!):Invigorate a sizeable # ofpeople to Aspire to Excellence</p><p>in pursuit of a Common(Noble) Goal that revolves</p><p>around service-of-exceptional-value to Clients</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 7/52</p><p>Execution is</p><p>the job of thebusiness</p><p>leader.Larry Boss idy &amp; Ram Charan/Executi o n: T he Dis cipline of Getting T h ings Done</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 8/52</p><p>DRUCKER S GREA TCONTRIB UTI ON: management per se as a/the</p><p>principal determinant ofinstitutional effectiveness</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 9/52</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 10/52</p><p>Never forgetim p lem ent ati on boys.In our work its what Icall the mi ssi n g 98</p><p>percent of the clientpuzzle.Al M cDonald, f ormer Managing</p><p>Director, McK insey &amp; Co.</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 11/52</p><p>Leadershi p v.ManagementIn [President Bushs] belief thatAmerica needed to respond</p><p>resolutely to the dangers ofterrorism, tyranny and</p><p>proliferation, he was mainly</p><p>right. His chief failures stemfrom incompetent execution.</p><p>T he E cono m ist/ 05.1 3 .200 6 </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 12/52</p><p>This is so simple it sounds stupid, but it isamazing how few oil people really</p><p>understand that you only</p><p>find oil if you</p><p>drill wells. You may</p><p>think youre finding it when youre drawingmaps and</p><p>studying logs, but you have to drill.</p><p>Source: The Hunters, by John Masters, Canadian O &amp; G wildcatter</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 13/52</p><p>You only</p><p>find oil ifyoudrill wells.</p><p>Source: The Hunters, by John Masters, Canadian O &amp; G wildcatter </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 14/52</p><p>We have astrategic</p><p>plan. Its</p><p>called doingthings. Her b Kelleher</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 15/52</p><p>Duct T ape Rul es!Andrew Higgins, who built landing craft</p><p>in WWII, refused to hire graduates ofengineering schools. He believed that</p><p>they only teach you what you cant do inengineering school. He started off with20 employees, and by the middle of the</p><p>war had 30,000 working for him. He</p><p>turned out 20,000 landing craft. D.D.Eisenhower told me, Andrew Higginswon the war for us. He did it without</p><p>engineers. Stephen Ambrose/Fast Company </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 16/52</p><p>A man approached JP Morgan, held up an envelope, and said, Sir,in my hand I hold a guaranteed formula for success, which I will</p><p>gladly sell you for $25,000.</p><p>Sir, JP Morgan replied, I do not know what is in the envelope,however if you show me, and I like it, I give you my word as a</p><p>gentleman that I will pay you what you ask.</p><p>The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper.</p><p>He gave it one look, a mere glance, then handed the piece of paperback to the gent.</p><p>And paid him theagreed-upon $25,000 </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 17/52</p><p> 1. Every morning, write alist of the things thatneed to be done thatday.</p><p>2.Do them. Source: Hugh MacLeod/tompeters.com/NPR</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 18/52</p><p>Excell ence1982: The Bedrock EightBasics</p><p>1. A Bi as for A cti on2. Close to the Customer3. Au tonom y andEntr epreneurshi p4. Producti vi ty ThroughPeopl e5. Hands On, Val ue- Driven6. Sti ck to the Kni tti ng7. Simpl e Form, Lean St af f8. Simul taneous Loose- Tig ht</p><p>Propert ies </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 19/52</p><p>Man age mentan dLeadersh ip</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 20/52</p><p>Pee Cee Eee-squared X-</p><p>squared/PCEEXX:PeopleCust omersEnthu sias mEnergyeXecuti oneXc ellence</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 21/52</p><p>Excell ence1982: The Bedrock EightBasics</p><p>1. A Bi as for Acti on2. Clos e to the Customer3. Au tonom y andEntr epreneurshi p4. Pr oducti vi ty Th roughPeo ple5. Hands On, Val ue- Driven6. Sti ck to the Kni tti ng7. Simpl e Form, Lean St af f8. Simul taneous Loose- Tig ht</p><p>Propert ies </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 22/52</p><p>Grantfr om the se min al biography b y:Jean Edwar d Smit h</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 23/52</p><p>A generation of American officers had been schooled to believe theart of generalship required rigid adherence to certain textbook</p><p>theorems./page 151 The nature of Grants greatness has been ariddle to many observers. did not hedge his bets disregarded</p><p>explicit instructions nothing to fall back on violating everymaxim held dear by the military profession new dimension: abilityto learn from the battlefield finished near the bottom of his [WestPoint] class in tactics carried the fight to the enemy maintainthe momentum of the attack military greatness is the ability to</p><p>recognize and respond to opportunities presented./152-3 Granthad an aversion to digging in./153 Grant had an intangible</p><p>advantage. He knew what he wanted./153 Grants seven-mile dashchanged the course of the war./157 The one who attacks first willbe victorious./158 dogged/159 unconditional surrender/162</p><p>simplicity and determination/166 quickness of mind that allowedhim to make on the spot adjustments [his] battles were notelegant set-piece operations/166 [other Union general] preferredpreparation to execution became a friend of detail sufferedfrom the slows /170 Message to Halleck from McClellan: Do</p><p>not hesitate to arrest him [following great victory]/172 learnedhow to withstand attacks from the rear [Army politics]/179</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 24/52</p><p>He never credited the enemy with the capacity to take theoffensive./185 tenacity [like Wellington]/187 I havent despairedof whipping them yet [at avery low point]/195 Both sides seemeddefeated and whoever assumed the offensive was sure to win./200</p><p> inchoate bond [between Grant and soldiers]/201 The geniusof Grants command style lay in its simplicity. Grant never burdenedhis division commanders with excessive detail. no elaborate staff</p><p>conferences, no written orders prescribing deployment. Grantrecognized the battlefield was in flux. By not specifying movements</p><p>in detail, he left his subordinate commanders free to exploitwhatever opportunities developed./202 If anyone other than</p><p>Grant had been in command, the Union army certainly would haveretreated./204 Lincoln (urged to fire Grant): I cant spare this</p><p>man; he fights./205 Grant turned defeat into Union victory./206</p><p>moved on intuition, which he often could not explain orjustify./208 instinctive recognition that victory lay in relentlesslyhounding a defeated army into surrender./213 Nathan BedfordForrest, successful Confederate commander: amenable to no</p><p>known rules of procedure, was a law unto himself for all militaryacts, and was constantly doing the unexpected at all times</p><p>and places./213 </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 25/52</p><p>The commanding general would be in the field/228 Lincoln:What I want, and what the people want, is generals who will fight</p><p>battles and win victories. Grant has done this and I propose tostand by him./231 retains his hold upon the affections of hismen/232 Grants moral couragehis willingness to choose a path</p><p>frrom which there could be no returnset him apart from mostcommanders were [Grant and Lee] were uniquely willing to takefull responsibility for their actions./233 modest honest </p><p>nothing could perturb never faltered /233 plan wasbreathtakingly simple but fraught with peril/235 demonstrating</p><p>the flexibility that had become his hallmark/238 But like any WestPoint trained general, he had difficulty comprehending what Grant</p><p>was up to /240 recognized the value of momentum throw off</p><p>balance blitzkreig traveling light headquarters in thesaddle/243 acted as quartermaster/243 [rushed away so that hecouldnt receive Hallecks order] like Lord Nelson telescope</p><p>to his blind eye pressing ahead on his own/245 focus on theenemys weakness rather than his own/250</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 26/52</p><p>"The art of war is simpleenough. Find out whereyour enemy is. Get at him</p><p>as soon as you can. Strikeat him as hard as you canand as often as you can,</p><p>and keep moving on."Gr ant,cour tesy Richard C au ley at tompeter s.c om(original source unkno wn)</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 27/52</p><p>The art of war does not</p><p>require complicatedmaneuvers; the simplest arethe best, and common sense</p><p>is fundamental.From whichone might wonder how it is</p><p>generals make blunders; it is</p><p>because they try to beclever.Napoleon on Simplicity, from</p><p>Napoleon on Project Managementby Jerry Manas.</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 28/52</p><p>Above all the troops appreciated Grants unassuming manner. Mostgenerals went about attended by a retinue of immaculately tailoredstaff officers. Grant usually rode alone, except for an orderly or two</p><p>to carry messages if the need arose. Another soldier said the</p><p>soldiers looked on Grant as a friendly partner, not an arbitrarycommander. Instead of cheering as he rode by, they would greethim as they would sddress one of their neighbors at home. Good</p><p>morning, General, Pleasant day, General There was nononsense, no sentiment; only a plain businessman of the republic,there for the one single purpose of getting that command over theriver in the shortest time possible. [Grant: 5-feet 8-inches with aslouch]/232 After the victory at Chattanooga: The [Union senior]officers rode past the Confederates smugly without any sign of</p><p>recognition except by one. When General Grant reached the line ofragged, filthy, bloody, despairing prisoners strung out on each side</p><p>of the bridge, he lifted his hat and held it over his head until hepassed the last man of that living funeral cortege. He was the onlyofficer in that whole train who recognized us as being on the face of</p><p>the earth./281 Grant was unhappy about going into winterquarters. He saw no reason to keep the army idle, and the pause</p><p>would give the rebels time to reorganize./282 </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 29/52</p><p>The [Union senior] officers rode past theConfederates smugly without any sign</p><p>of recognition except by one. WhenGeneral Grant reached the line ofragged, filthy, bloody, despairing</p><p>prisoners strung out on each side of</p><p>the bridge, he lifted his hat and held itover his head until he passed the lastman of that living funeral cortege. He</p><p>was the only officer in that whole train</p><p>who recognized us as being on theface of the earth.*</p><p>*quote within a quote from diary of a Confederate soldier</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 30/52</p><p>From LEE KENNETTs SHERMAN: Grant tended to be a simplelistener when these two strategies [for taking Vicksburg] were</p><p>being discussed. His own preference may have been impelled asmuch by natural inclination as by any arguments he heard. He</p><p>wrote afterward: One of my superstitions had always been when Istarted to go anywhere or to do anything, not to turn back, or stop,</p><p>until the thing intended was accomplished./ 202</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 31/52 </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 32/52</p><p>CWVA t o MBW A: Inthese days of telegraph</p><p>and steam I can</p><p>command while travelingand visiting about.U.S. Grant</p><p>Managing by wanderingaroundHP circa 1980</p><p>Source: Ulysses S. Grant, by Geoffrey Perret</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 33/52</p><p>TPs take: Intuition takes precedence (listen attentively but acton intuition) Move today &gt; perfect plan tomorrow [subsequentPatton line] Great advantage: When moving, you know whatyoure up to and youre moving [the one sitting still is, thence,</p><p>always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient.Decide. Act. Disorient enemy] Action! ... Keep moving! </p><p>Engage! Offense! [weakness-strength: cant even imagine enemycounter-attacking; little conception of defense] Momentum! .Keep em off balance Adjust Adapt Opportunism! </p><p>Constantly revise in accordance with conditions and opportunitiesin the field [life = excellence at Plan B] Doggedness </p><p>Relentless!! [trait shaped in early childhhood] Never retreat Simplicity! Wide latitude for division commanders minimumwritten orders, conferences, etc keep his own council HQ is</p><p>Grant &amp; his horse no retinue! commune with soldiers/exudequiet confidence/Approachable decent Self-accountability! Evade orders (or ignore) Share harm &amp; hardship total victory/</p><p>demand unconditional surrenderGs first claim to fame [Nelson:other Admirals avoid loss, friend and foe as in Grants case vs</p><p>Nelsons seek victory] [Life 101: politics between the Generals:E.g., Grant &amp; Halleck]</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 34/52</p><p>Insubordinate (when it comes to</p><p>delays)/NAction-oriented/Offense/</p><p>Total victory/N</p><p>Relentless</p><p>Troop Commander par Excellence/N</p><p>Leeway to Commanders/N</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 35/52</p><p>Bossidy</p><p>E xecut ion : The Discipline ofGetting Things Done Larry Bossidy &amp; Ram</p><p>Charan </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 36/52</p><p>I saw that leaders placed too</p><p>much emphasis on what somecall high-level strategy, onintellectualizing and</p><p>philosophizing, and not enoughon implementation. Peoplewould agree on a project or</p><p>initiative, and then nothingwould come of it.Larry Bossidy &amp; Ram</p><p>Charan/Execution: The Discipline of Getting Things Done</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 37/52</p><p>Execution is a</p><p>systematic process ofrigorously discussing</p><p>hows and whats,tenaciously following</p><p>through, and ensuringaccountability.Larry Bossidy &amp; RamCharan/ Execution: The Discipline of Getting Things Done</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 38/52</p><p>Execution is</p><p>the job of thebusiness</p><p>leader.Larry Boss idy &amp; Ram Charan/Executi o n: T he Dis cipline of Getting T h ings Done</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 39/52</p><p>(Leaders</p><p>do people.</p><p>Period.TP</p><p>) </p><p>The Leaders Seven Essential</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 40/52</p><p> The Leader s Seven EssentialBehaviors</p><p>*Know your people and yourbusiness*Insist on realism</p><p>*Set clear goals and priorities*Follow through*Reward the doers*Expand peoples capabilities*Know yourself</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 41/52</p><p>Action8/VPM R+ /Peters onBossidy*Knowledge/External Focus(Competitors/Customers)</p><p>*Realism/Truth-telling</p><p>*Vision *Proje cts (Must add up to Vision)*Mileston es*Commitment/Energy*Rap idRe vi ew*Consequences (+/-) </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 42/52</p><p>Realismis t he</p><p>hear t ofexecutio n.</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 43/52</p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 44/52</p><p>Relentless!</p><p>*</p><p>*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GEexecs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner,</p><p>Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, </p></li><li><p>8/14/2019 Leadership - Just Do It</p><p> 45/52</p><p>This [adolescent] incident [of getting from point A topoint B] is notable not only because it underlines</p><p>Grants fearless horsemanship and h...</p></li></ul>