2. eBay BACKGROUND  Organization

3. Background of the Company  Organization  Employees

4. Employee Tasks  Tech Project Management Project Management Quality Assurance Quality Assurance Software Engineers Software Engineers Architecture Architecture User Experience User Experience  Legal, Marketing, Sales, HR, Finance, Product Management….

5. Margaret (Meg) WHITMAN President & CEO  Background

6. Prior To eBay  Hasbro Inc’s Preschool Division General Manager General Manager  Florist Transworld Delivery President & CEO President & CEO  Stride Rite Corporation President of Stride Rite Division President of Stride Rite Division  Walt Disney Company SR. VP Marketing SR. VP Marketing  Bain & Company VP VP  Procter & Gamble VP Brand Management VP Brand Management

7. Accomplishments  The Wall Street Journal  Time  Fortune  Business Week

8. Margaret (Meg) WHITMAN President & CEO  Traits

9. Traits  Strong communicator  Promote a vision  Make others feel important  Admits mistakes  Criticize others only in private  Stay close to the action and is involve  Celebrate success  Make trust a priority

10. Traits Continue  Her Smile

11. Margaret (Meg) WHITMAN President & CEO  Skills

12. Skills  Steering and influencing relationships to generate financial return  Conversing not commanding  Asking questions as oppose providing answers  Building continual consensus and earning trust through transparency  Experimenting and failing  Make sure board of director are full participants

13. Skills (Continued)  Collaborative network  Connecting employees and customers in two- way communication  She realizes she can’t control eBay’s community  Trust community  Don’t assume you know more than the marketplace  Demonstrate leadership through learning by listening and understanding  Strong believer in maintaining boundaries

14. Quiz (Pass / Fail)

15. Quiz  What happens when you try to steal an eBay customer?

16. Quiz  What happens when you steal an EBay customer?  Hint:

17. Quiz  What happens when you steal an EBay customer?  Hint: If you try to take a little bite, away from eBay…

18. Quiz  What happens when you steal an EBay customer?  Hint: If you try to take a little bite away from eBay…  You might get a big bite back from the big bad dog, in the form of a…

19. A Meg-A-Bite -- What?

20. Leadership Behaviors Observed In Meg Whitman

21. Research Sources  Numerous Internet Sites  Wall Street Journal  Time Magazine  Forbes  News Week  Business Week  Fortune Magazine  U.S. News & World Report  Some Trade Journals  But, Absolutely No Scholarly Journals

22. Observed Behavior Patterns

23. Behavior Pattern  Participative

24. Behavior Pattern  Participative (Dominant Behavior Pattern)

25. Behavior Patterns  Participative (Dominant Behavior Pattern)  Charismatic

26. Behavior Patterns  Participative (Original & Dominant Behavior Pattern)  Charismatic (At Different Times)

27. Behavior Patterns  Participative (Original & Dominant Behavior Pattern)  Charismatic (At Different Times)  Boundary Spanning

28. Behavior Patterns  Participative (Original & Dominant Behavior Pattern)  Charismatic (At Different Times)  Boundary Spanning (Some Newer Trends)

29. Participative Leadership (The model from a textbook) 1. Draws out and listens to followers

30. Actual Behavior Observed She actively seeks to gather meaningful input from others:

31. Actual Behavior Observed She actively seeks to gather meaningful input from others: Customers

32. Actual Behavior Observed She actively seeks to gather meaningful input from others: CustomersEmployee

33. Participative Leadership (A model from a textbook) 2. Holding meetings to share decisions, problems and to gather input.

34. Actual Behavior Observed She hosts a group of 20 “best” customers, monthly, to visit the headquarters in San Jose, California.

35. Actual Behavior Observed She hosts a group of 20 “best” customers, monthly, to visit the headquarters in San Jose, California. Other Employees Listen to what customers want. Other Employees Listen to what customers want. Meg listens to employee input AND customers Meg listens to employee input AND customers

36. Participative Leadership (The model from a textbook) 3. Giving serious consideration to followers’ input

37. Actual Behavior Observed  She will make changes based upon the input she gets from meetings…

38. Participative Leadership (The model from a textbook) 4. Reaching consensus with followers and other leaders as equals.

39. Actual Behaviors Observed  Carolina mentioned this in her “Traits”  She is transparent and approachable..

40. Actual Behaviors Observed  Carolina mentioned this in her “Traits”  She is transparent and approachable,  Prefers to collaborate,

41. Actual Behaviors Observed  Carolina mentioned this in her “Traits”  She is transparent and approachable,  Prefers to collaborate,  Not condescending.

42. Actual Behaviors Observed  Carolina mentioned this in her “Traits”  She is transparent and approachable,  Prefers to Collaborate  Not condescending,  Treats her followers as equals.

43. Participative Leadership 5. Delegating decisions to capable followers

44. Actual Behavior Observed  We found that she trusts her people, and they love her for it.

45. Charismatic Leadership (Most but not all behaviors)

46. Charismatic Leadership 1. Advocates moral mission and vision

47. Charismatic Leadership 1. Advocates moral mission and vision 2. Uses inspirational rhetoric

48. Charismatic Leadership 1. Advocates moral mission and vision 2. Uses inspirational rhetoric 3. Build’s own image in followers’ eyes

49. Charismatic Leadership 1. Advocates moral mission and vision 2. Uses inspirational rhetoric 3. Build’s own image in followers’ eyes 4. Role model behaviors for followers with high expectations and confidence

50. Charismatic Leadership 1. Advocates moral mission and vision 2. Uses inspirational rhetoric 3. Build’s own image in followers’ eyes 4. Role model behaviors for followers with high expectations and confidence 5. Takes risks to achieve mission

51. Charismatic Leadership 1. Advocates moral mission and vision 2. Uses inspirational rhetoric 3. Build’s own image in followers’ eyes 4. Role model behaviors for followers with high expectations and confidence 5. Takes risks to achieve mission 6. Uses frame alignment to guide follower behaviors

52. Actual Behaviors Observed  Employees are clearly influenced and affected in a very positive way.

53. Actual Behaviors Observed  Employees are clearly influenced and affected in a very positive way.  Frequent Motivational Rallies

54. Actual Behaviors Observed  Employees are clearly influenced and affected in a very positive way.  Frequent Motivational Rallies  Dynamic and inspirational public-speaking abilities to motivate and encourage employee.

55. Actual Behaviors Observed  Employees are clearly influenced and affected in a very positive way.  Frequent Motivational Rallies  Dynamic and inspirational public-speaking abilities to motivate and encourage employee.  Paints a big picture vision for her employees and customers

56. Actual Behaviors Observed  Employees are clearly influenced and affected in a very positive way. Frequent Motivational Rallies  Dynamic and inspirational public-speaking abilities to motivate and encourage employee.  Paints a big picture vision for her employees and customers

57. Boundary Spanning Leadership (Only Some of the Behavior Patterns)

58. Boundary Spanning Leadership (Textbook Model) 1. Define and manipulate unit boundaries 2. Resolve stalemates and conflicts 3. Sensitize unit members to environmental issues 4. Obtain, filter, store, and disseminate information 5. Develop and maintain networks 6. Negotiate for resources and distribution of output

59. Boundary Spanning  Behavior:  Contact with a vast network of domestic and international human relationships

60. Neutralizers Enhancers Replacements +

61. Neutralizers  Defined:  In general, a neutralizer is a situational factor that decreases a leader’s effectiveness or influence on followers..

62. Neutralizers  Meg has had to deal with several -

63. Neutralizers  Meg has had to deal with several –  For example,

64. Neutralizers  Meg has had to deal with several –  For example,  The presence of fraudulent activities, mainly on the part of sellers.

65. Neutralizers  Meg has had to deal with several –  For example,  The presence of fraudulent activities, mainly on the part of sellers.  Because “Trust” is so vital in this type of business, the lack of trust can bring eBay to it’s knees, and can neutralize Meg’s effectiveness.

66. Leadership Enhancers

67. Enhancers Defined: In general, an enhancer is a situational factor or a follower characteristic that increases leadership effectiveness, or influence on followers.

68. Enhancers Centralized Location of Main Operations

69. Enhancer: “Centralized Operations” Allows Meg and her team of managers to have continuous personal interaction.

70. Enhancer: “Centralized Operations” Allows Meg and her team of managers to have continuous personal interaction. Closes the gap of spatial distance between leader and followers (employees).

71. Enhancers Centralized Location of Main Operations Cohesive Work Groups

72. Enhancer: “Cohesive Work Teams” Clear job descriptions There is little like ambiguity in the organization.

73. Enhancers Centralized Location of Main Operations Cohesive Work groups Customer Recognition Programs

74. Enhancers “Customer Recognition Program” PayPal Point (For Customers) is a major driver of recognition of “best” customers. Employees in turn, drive the company priorities based upon this company-wide reward system.

75. Enhancers “Non-Union” This may be more of the lack of a neutralizer.

76. Leadership Replacements

77. Replacements  Defined:  In general, a leadership replacement is a group of factors or follower characteristics, providing additional benefits to a leader, by substituting for specific behaviors, work tasks, and other missing leader behaviors.

78. The Operation of a Free Market A Situational Factor That is an Example Of A Leadership behavior

79. Replacements A “Free” Global Market  The market itself is self lead (aka autonomous)

80. Replacements A “Free” Global Market  The market itself is self lead (aka autonomous)  The market is going to operate by itself whether there is a leader or not..

81. Replacements A “Free” Global Market  The market itself is self lead (aka autonomous)  The market is going to operate by itself whether there is a leader or not..  The eBay structure facilitates Buyers and Sellers to come together, and can be then given leadership.

82. Replacements A “Free” Global Market  The market itself is self lead (aka autonomous)  The market is going to operate by itself whether there is a leader or not..  The eBay structure facilitates Buyers and Sellers to come together, and can be then given leadership.  Leader makes what is already good, better.

83. Ways To Improve Effectiveness

84. Hard to Find Dirt On Someone So Clean  She does not need to change her leadership behavior's).  The only thing that she might want to improve is her boundary spanning

85. Rather Change Her Strategies  Her Focus and Company objectives  Long Range Goals

86. Her Global Focus May Be too Big of a Focus

87. Other Ways She Can Improve  Short term profitability vs. long term customer satisfaction  Focusing on becoming the best globally  Competition among other auction sites Loss of customers to competition Loss of customers to competition Customer satisfaction has declined Customer satisfaction has declined

88. Analysis Why is she effective?

89. Reasons for Effective Leadership  Identification: closely related to followers’ personal identification with the leader.

90. Reasons for Effective Leadership  Identification: closely related to followers’ personal identification with the leader.  Social Identification: closely related to followers’ personal identification with the leader.

91. Reasons for Effective Leadership  Identification: closely related to followers’ personal identification with the leader.  Social Identification: closely related to followers’ personal identification with the leader.  Internalization: Followers adapt to leader’s ideals and goals

92. Reasons for Effective Leadership  Identification: closely related to followers’ personal identification with the leader. Communicates to her followers Communicates to her followers Values her followers opinions and suggestions Values her followers opinions and suggestions Actively listens to her employees Actively listens to her employees  Social Identification: It means that followers define themselves in a group or organization. Airport situation Airport situation Office cubicle with an open door policy Office cubicle with an open door policy  Internalization: Followers adapt to leader’s ideals and goals Fraud protection and password retrieval on the website. Fraud protection and password retrieval on the website.

93. Leadership Attitudes  Meg Whiteman says she can’t control eBay’s community of buyers and sellers, because they don’t report to her.  They don’t have to show up to work.

94. Leadership Attitudes  Meg Whiteman says she can’t control eBay’s community of buyers and sellers, because they don’t report to her they don’t have to show up to work.  People are basically “good” so trust them. Was originally formulated by Pierre Omidyar, the former software engineer who founded eBay

95. Leadership Attitudes  Meg Whiteman says she can’t control eBay’s community of buyers and sellers, because they don’t report to her they don’t have to show up to work.  People are basically “good” so trust them. Was originally formulated by Pierre Omidyar, the former software engineer who founded eBay  “Don’t assume you know more that the marketplace, or community-- because you don’t”

96. PayPal Conference Meg’s Charismatic Style of arousing the sellers

97. How Effective Would She Be In Other Organizations?

98. Her Success  Education

99. Her Success  Education  Experience

100. Her Success  Education  Experience  Employee Support  Employee Support

101. Her Success  Education  Experience  Employee Support  Employee Support  Customer Support

102. Past Successes  Procter and Gamble

103. Past Successes  Procter and Gamble  Bain & Co

104. Past Successes  Procter and Gamble  Bain & Co  Walt Disney

105. Past Successes  Procter and Gamble  Bain & Co  Walt Disney  Stride Rite Shoes

106. Past Successes  Procter and Gamble  Bain & Co  Walt Disney  Stride Rite Shoes  Florists’ Transworld Delivery

107. Past Successes  Procter and Gamble  Bain & Co  Walt Disney  Stride Rite Shoes  Florists’ Transworld Delivery  Hasbro

108. Past Successes  Procter and Gamble  Bain & Co  Walt Disney  Stride Rite Shoes  Florists’ Transworld Delivery  Hasbro  eBay

109. Where She Might Be Ineffective  Lawyer

110. Where She Might Be Ineffective  Lawyer   Teacher

111. Where She Might Be Ineffective  Lawyer   Teacher   Military

112. Summary What have we learned from Meg Whitman? Meg Whitman?

113. Meg-A-Byte Or is it a Meg-a-bite?

114. Summary  Meg Whitman:  Bosses by not bossing.

115. Summary  Meg Whitman:  Bosses by not bossing.  Manages by not managing.

116. Summary  Meg Whitman:  Bosses by not bossing.  Manages by not managing.  Leads by not leading.

117. Guidelines ======___________

118. Guidelines 1. Be transparent with your people (be real) and gain their trust.

119. Guidelines  1. Be transparent with your people (be real) and gain their trust. 2. Be flexible and willing to change your approach if the situation changes.

120. Guidelines 1. Be transparent with your people (be real) and gain their trust. 2. Be flexible and willing to change your approach if the situation changes. 3. Know your customer and know your competition.

121. For Further Research +

122. Go to this website: http://www.stupidvideos.com/ video/song_dance/Ebay_2/