Women-owned Biz U.S. employees > F500 employees worldwide Source: Martha Barletta, Marketing to Women
424 per day
Source: Martha Barletta/TrendSight Group/0517.11
Not a “theory of leadership” by any means. Just a few ideas to ponder—and, I hope in some cases, implement.
“I’m always stopping by our stores— at least 25 a week. I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can.” —Howard Schultz Source: Fortune, “Secrets of Greatness”
Managing By Wandering Around
When Bob Waterman and I wrote In Search of Excellence in 1982, business was mostly “by the numbers”—and the Americans were struggling (to put it mildly) against hands on, tactile stuff … like superior Japanese auto quality. Then, at Hewlett Packard, we were introduced to the famed “HP Way,” the centerpiece of which was in-touch management. HP had a term for this … MBWA. (Managing By Wandering Around.) Bob and I fell in immediate love. Not only was the idea per se important and effective and cool, but it symbolized everything we were coming to cherish—enterprises where bosses-leaders were in immediate touch with and emotionally attached to workers, customers, the product. The idea is as arguably more important in 2012 than it was in 1982.
The MBWA idea—in touch management—was the signature of In Search of Excellence.
“A body can pretend to care, but they can’t pretend to be there.” — Texas Bix Bender
Requires no explanation.
3K/5M Source: Mark McCormack
3,000 miles for a 5-minute face-to -face meeting
Glib But TRUE
“Decisions are made by those who show up.”
“Rather than proudly announce that your ‘door is always open,’ get out of your office and knock on your employees’ doors instead.” —Jason Fried, founder, 37signals
“Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters. Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as 50 percent—unscheduled. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.”
—Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught—
And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)
“IT’S ALWAYS SHOWTIME.” —
“IT’S ALWAYS SHOWTIME.” —David D’Alessandro, Career Warfare
“You must be the change you wish to see in the world.” Gandhi
“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge
“The leader must have infectious optimism. … The final test of a leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence?”—Field Marshall Bernard Montgomery
“A leader is a dealer in hope.” —Napoleon
I believe these quotes speak for themselves.
“A man without a smiling face must not open a shop.”—Chinese Proverb
As good as it gets.
(And applicable in any situation imaginable.)
BE EXPLICIT! HIRE FOR IT! PROMOTE FOR IT!
Put these attributes per se—e.g., enthusiasm, use that word—in your leader-promotion specs.
“Make it fun to work at your agency. … Encourage exuberance. Get rid of sad dogs who spread doom.” —David Ogilvy
Monday Morning —
Monday/Tomorrow/Courtesy NFL: “Script” your first 5-10 “plays.” (I.e., carefully launch the day/week in a purposeful fashion.)
4, 8, 12
“The 4 most important words in any organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
ARE … “WHAT DO YOU THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com