book review 047

5/27/2018 Book Review 047

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Chief Executive

Boards

International


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Leaders:Strategies for Taking Charge

by

Warren Bennis and Burt Nanus


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I. Six Important Considerations

Concerning LeadershipA. Leadership is about character

1. Most leaders who are derailed are derailed by

lack of good judgment or poor character and notby poor technical knowledge, poor people skillsor poor track record


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Concerning LeadershipB. Leaders must be instrumental in creating a social

architecture capable of generating intellectual

capital1. Organizations, especially today, are about

ideas, innovation, imagination, creativity intellectual capital

2. Leaders need to create structure that releasesbrain power


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Concerning LeadershipC. Leaders have a strong determination to achieve a

goal or realize a vision

1. The purpose has to communicate meaningandrelevanceto the followers or else it is

meaningless

D. The capacity to generate and sustain trustis the

central ingredient in leadership1. Trust is hard to gain and easy to lose


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Concerning LeadershipE. Leaders have an uncanny way of enrolling people

in their vision through their optimism

1. They believe they can change the world

2. Leaders are dealers in hope: Confucius


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Concerning LeadershipF. Leaders have a bias towards actionthat results in

success

1. Leaders translate vision and purpose into reality

2. You miss one hundred percent of the shots youdont take. Wayne Gretzky


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II. The Context of Leadership Today

A. Commitment1. The challenge of commitment

a. Fewer than 1 out of every 4 job holders say

they are working at full potentialb. One half say they do not put effort into their

job over and above what is required to holdtheir job

c. 75 percent say they could be significantly

more effective than they ared. 6 out of 10 Americans say they do not

work as hard as they used to2. Leaders have failed to inspire workers through

empowerment


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II. The Context of Leadership Today

B. Complexity

1. The problems of organizations are increasingly

complex

C. Credibility

1. The credibility of leaders is being challenged

more and more

a. Impeach someone bumper sticker

b. Dont vote. It will only encourage them.


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III. New Paradigms Are ArisingA. 10 mega trends according to John Naisbitt


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From To

Industrial society


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From To

Industrial society Information society


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From To


Forced technology


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From To


Forced technology High tech/High touch


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From To


Forced technology High tech/High touchNational economy


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From To


Forced technology High tech/High touchNational economy Global economy


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From To



Short term


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From To



Short term Long term


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From To




Centralization


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From To




Centralization Decentralization


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From To





Institutional help


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From To





Institutional help Self-help


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From To






Representative democracy


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From To






Representative democracy Participatory democracy


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From To







Hierarchies


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From To







Hierarchies Networking


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From To








North


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From To



National economy Global economy






North South


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From To









North South

Either/or


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From To









North South

Either/or Multiple options


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IV. Management vs. LeadershipA. Management

1. To bring about

2. To accomplish

3. To have charge of or responsibility for4. To conduct

B. Leadership

1. Influencing

2. Guiding in direction, course, action, opinionC. Managers are people who do things right --

Leaders are people who do the right thing


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V. Wall Street Journal Ad by

United Technologies Corporation

A. People dont want to be managed,

they want to be led

B. Whoever heard of a world manager?

World leader, yes

C. If you want to manage someone, manage yourself


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VI. Study of 90 Successful Leadersin Private and Government Sectors

A. A wide variety of leaders

1. Some right-brained and some left brained

2. Some tall, some short

3. Some fat, some thin4. Some articulate, some inarticulate

5. Some assertive, some retiring

6. Some dressed for success, some dressed for

failure

7. Some participative, some autocratic

a. One said he believed in participative fascism

VII Fo r Areas of Competenc That


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VII. Four Areas of Competency ThatAll Those Leaders Who Were

Studied ExhibitedA. Strategy I: Attention through vision

1. All 90 leaders who were interviewed had a

highly focused agendaa. They had a clear vision and were able tocommunicate that vision

b. They could convince their followers that thegoal and vision were attainable

2. Leadership is a transaction -- a transactionbetween leaders and followers

a. Neither could exist without the other

VII Four Areas of Competency That


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Studied ExhibitedB. Strategy II: Meaning through communication

1. The management of meaning, mastery of

communication, is inseparable from effectiveleadership

2. Leaders communicate know why rather thanknow how

C. Strategy III: Trust through positioning1. Trust implies accountability, predictability and

reliability

2. Leaders are relentless in their quest of their vision



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Studied Exhibited3. Leaders are persistent -- Calvin Coolidge said:

Nothing in the world can take the place of

persistence Talent will not; nothing is more common thanunsuccessful men with great talent

Genius will not; unrewarded genius is almosta proverb

Education will not; the world is full ofeducated derelicts

Persistence, determination alone areomnipotent



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Studied Exhibited

4. Positioning is the set of actions necessary to

implement the vision of the leader



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Studied ExhibitedD. Strategy IV: The deployment of self

through positive self-regard

1. Recognizing strengths and compensating forweaknessesis the first step in achievingpositive self-regard

a. Leaders usually know what they are good at

from an early age2. The second element in positive self-regard is

the nurturing of skills with discipline



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Studied Exhibited

3. The third element in positive self-regard is the

fit between personal strengths andorganizational requirements

a. Leaders know when there is no fit


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VIII. Leaders Have EmotionalWisdom

1. The ability to accept people as they are,not as you would like them to be

2. The capacity to approach relationshipsand problems in terms of the presentrather than the past

3. The ability to treat those who are closeto you with the same courteousattention that you extend to strangersand casual acquaintances


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VIII. Leaders Have EmotionalWisdom

4. The ability to trust others, even if the riskseems great

5. The ability to do without constantapproval and recognition from others


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IX. Leaders Dont Fear Failure

A. They use synonyms such as mistake, glitch,false start, setback and error

1. Leaders welcome mistakes as learning

opportunities2. Whenever I make a bum decision, I just

go out and make another one.

B. The only time Karl Wallenda feared falling

from the high wire, he fell to his death1. His goal that day was not to walk the

wire, but rather to not fall


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IX. Leaders Dont Fear Failure

C. When Tom Watson, the founder of IBM,was asked if he was going to fire anexecutive who had just lost $10 million on a

project, he said: You cant be serious.Weve just spent $10 million educating him.


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X. Empowerment

A. Empowerment does not involve releasing power

B. Empowerment gives followers an opportunity todevelop

C. Empowerment gives followers a sense of familyand community

D. Empowerment creates a culture of fun


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XI. Focusing Attention: GainingAttention

A. Vision cannot be established in an organization byedict, or by the exercise of power or coercion

1. It is more an act of persuasion

B. Leaders often communicate vision by usingmetaphors

1. A chicken in every pot

2. Reach out and touch someone


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XI. Focusing Attention: GainingAttention

C. Leaders communicate their vision by consistentlyacting on it and personifying it

D. Followers must feel they see the vision


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Organizational Alignment

Cost

Quality Service

Wal-Mart


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Cost

Quality Service

Target


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Cost

Quality Service

K-Mart


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Question

How effectively and consistently is myorganization aligned with my vision?

ORHow could I be more effective and

consistent at defining, articulating and

communicating my vision to myorganization?


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XII. Four Strategies Leaders Use toPosition Their Organization

A. Reactive

1. Leaders wait for change and react afterthe fact

B. Change the internal environment1. Leaders develop effective forecasting

procedures to anticipate change andthen proact rather than react

a. The toy industry uses orders received fromJanuary to March as forecasts of Christmassales.


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C. Change the external environment

1. Leaders anticipating change act upon theenvironment itself to make the changecongenial to their needs.

a. This can be done through advertising,publicity, lobbying efforts, etc.

XII F St t i L d U t


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D. Establish a new linkage between the external andinternal environments

1. This can be done by establishing new linkages

through vertical integration, mergers andacquisitions, or innovative systems design

XIII P l Q liti N d d f


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XIII. Personal Qualities Needed forLeaders

A. When the 90 leaders interviewed were asked whatpersonal qualities were needed to be a leader theynever mentioned charisma, dressing for success ortime management.They mentioned :

1. persistence and self-knowledge

2. a willingness to take risks and accept losses

3. commitment, consistency, challenge4. a desire to learn


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XIV. Myths of Leadership

A. Leadership is a rare skill

1. Everyone has some leadership skills

B. Leaders are born, not made

1. Although it is not easy to learn to be aleader, the skills are learnable

C. Leaders are charismatic

1. Of the 90 leaders studied, few were

charismatic


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D. Leadership exists only at the top of an organization

1. More and more large organizations are creatingsmall, relatively autonomous units that require

leaders


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Question

Who are my subordinate leaders?

AND

How effectively do they lead?


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E. The leader controls, directs, prods, manipulates

1. Leadership is not so much the exercise of poweritself as the empowerment of others

2. Leaders teach followers how good they area. Pulling vs. Pushing

b. Inspiring vs. Ordering

c. Creating achievable, challenging & inspiring

expectationsd. Rewarding progress

e. Enabling people to use their own initiative andexperiences


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Organizational Movement

Friction

Push

Friction

Increase Pull and reduce Friction by:

Inspiring

Rewarding

Enabling

Pull OR


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Organizational Movement

Friction

Push

Friction

Increase Pull and reduce Friction by:

Inspiring

Rewarding

Enabling

Pull OR

Move insmaller pieces


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Question

How can I increase Pull

ORreduce Friction

in my organization?


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XV. Likely Model of Twenty-

First-Century LeadershipFrom

Few leaders, mainly at thetop; many managers


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First-Century LeadershipFrom To


Leaders at every level,fewer managers


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Leading by Goal-setting;e.g., near-term profits, ROI


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Leading by visioncreating new directions forlong-term business growth


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Downsizing, benchmarkingfor low cost, high quality


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Downsizing, benchmarkingfor low cost, high quality

Also creating domains ofuniqueness, distinctivecompetencies


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Reactive/adaptive tochange


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Anticipative/futures-creative


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Designer of hierarchicalorganizations


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Designer of flatter,distributed, more collegialorganizations; leader as

social architect


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social architectDirecting and supervisingindividuals


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social architectDirecting and supervisingindividuals

Empowering and inspiringindividuals, but alsofacilitating teamwork


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Information held by fewdecision makers


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Information shared withmany, both internally andwith outside partners


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Leader as boss, controllingprocesses and behaviors


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Leader as boss, controllingprocesses and behaviors

Leader as coach, creatinglearning organizations


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Leader as stabilizer,balancing conflictingdemands and maintainingthe culture


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Leader as stabilizer,balancing conflicting

demands and maintainingthe culture

Leader as change agent,creating agenda for

change, balancing risksand evolving the cultureand the technology base


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Leader responsible for

developing good managers


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Leader responsible for

developing good managers

Leader also responsible for

developing future leaders,serving as leader ofleaders


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Question

How effectively (and how quickly) are

we moving toward a 21st-Centurymodel of leadership?


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Leaders:

Strategies for Taking Chargeby

Warren Bennis and Burt Nanus

book review 047

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