By treating everyone equally "nicely"
regardless of their contributions, you'll simply ensure that the only people
you'll wind up angering are the most
creative and productive
in the organization.
make themselves accessible and available.
Experts often possess more data than judgment. Policies
that emanate from ivory towers often have an adverse impact on the people
out in the field who are fighting the wars or bringing in the revenues.
Real leadersare vigilant – and combative – in the face of these
Don't be afraid to
challenge the pros, even in their own backyard. If you have a yes-man
working for you, one of you is redundant.
Never neglect details. When everyone's mind is dulled or distracted
must be doubly vigilant. Good leaders
others liberally, but they pay attention to details, every day.
The job of the leader is not to be the chief organizer, but the chief
You don't know what you can get away with until you
don't wait for official blessing to try out. If you
ask enough people for permission, you inevitably come up against someone who
believes his job is to say "no". So, the moral is, don't ask.
Keep looking below surface appearances. Don't shrink from doing so just
because you might not like what you find.
Organization doesn't really accomplish anything. Plans don't accomplish
anything, either. Theories of management don't much matter. Endeavors
succeed or fail because of the people involved. Only by attracting the best
will you accomplish great deeds.
Organization charts and fancy titles count for next to nothing. In well-run
organizations, titles are also pretty meaningless. But titles mean little in
terms of real power, which is the capacity to
The most important question in
becomes not "How well did you perform your job
since the last time we met?" but "How much did you change it?"
Leaders honor their
core values, but they are
flexible in how they execute them.
is a force of multiplier. Leaders who whine and blame
engender those same behaviors among their colleagues.
You can train a bright, willing novice in the fundamentals of your business
fairly readily, but it's a lot harder to train someone to have
and the drive to get things done. Good leaders stack the deck in
their favor right in the recruitment phase.
are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a
solution everybody can understand. The result? Clarity of purpose,
credibility of leadership, and integrity of
Once the information is in the 40 to 70 range, go with
your gut. Don't wait until you have enough facts to be 100% sure,
because by then it is almost always too late.
Shift the power and the financial accountability to the folks who are
bringing in the beans, not the ones who are counting or analyzing them.
Surround yourself with people who take their work seriously, but not
themselves, those who
work hard and
Command is lonely. You can encourage participate management and
bottom-up employee involvement but ultimately, the essence of
is the willingness to make the
tough, unambiguous choices
that will have an impact of the fate of the