Lessons from Leaders Session 14

The Way General Managers Lead Strategy Approach Expertise Approach Human Asset Approach Box Approach Change Approach

Strategy Approach Devote 80% of their time on matters external Customers, competitors, market trends, technology Value employees to whom they can delegate day to day operations; analytical and planning skills Focus primary on current business situation and the advantageous future market position

Expertise Approach Selecting and disseminating within the firm an area of expertise that will be a source of competitive advantage Cultivation and continual improvement of talent and expertise Hire experts Prefer people who have flexible minds, lack biases, demonstrate a willingness to be immersed in their expertise

Human Asset Approach Primary focus is on the firm’s values, behaviors, and attitudes; growth and development of people Spend most of their time in personnel related activities Value long term employees who consistently exhibit the “company way” behaviors

Box Approach Primary focus is on developing a best of breed management control system Focus on exceptions to policies and standards Emphasis is on prescriptive policies and procedures to align behavior Place a high value on a consistent experience for customers and employees Often promote from within to reward many years on the “corporate team”

Change Approach Primary role is to create an environment of continual reinvention Emphasis is put on the process rather than destination point Little emphasis on control systems 75% of their time on speeches, meetings and other forms of communicating to motivate the firm’s employees Seniority matters little; prefer go-getters

Famous Leaders Henry Ford Golda Meir John D. Rockefeller Mao Zedong Thomas Edison Hilter Alfred P. Sloan Franklin D. Roosevelt Andy Grove John F. Kennedy Bill Gates Ronald Regan Steve Jobs MahamtmaGhandi CarlyFiorina Martin Luther King Larry Ellison Gorbachev

Common Attributes Relentess and ruthless in their pursuit of victory Personalities Strong desire to change the “Established Order” See and create the “Big Picture” Audacity to push through massive transformations Charmers Risk Takers Skillful Orators

Weaknesses Unrealistic dreamers Tendency towards grandiosity and distrust Unpredictability-in the extreme-parnoia Isolated and distached Lack of self-knowledge and a restraining anchor Over-estimation of self worth Need affirmation and prefer adulation Insecure and overly shrill-Ross Perot

Other Weaknesses Tend to list for only the information they seek Don’t learn well from others-lack empathy Not particularly comfortable with their emotions or others Extremely sensitive to criticisms or sights Cannot tolerate dissent, prefer-yes people Do not listen when feel threatened Can be verbally abusive

Former Oracle Executive “The difference between God and Larry is that God does not believe he is Larry” Former Oracle Executive

Intense Desire to Compete Enjoy winning What is a “winning strategy”? Dislike losing Comfortable keeping score Impatient

Freud Narcissists Obessives On Stage