Post on 01-Jan-2016
Contemporary Leadership Text Review
Presented by:
Marsha H. Ershaghi Don Gladney Jon Mannion James Liggins
how
“This is a HOW book, not a how-to book.
What’s the difference between how-to and HOW? Everything.”
HOW is a New Lens
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The Source of Why, What, How We Do What We Do
Coerce
Motivate
Inspire
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Ingrained Habits & Behaviors of Power & Influence
Land Capital Information
Command & ControlDivide & Conquer
Quid Pro QuoArt of the Deal
Amassing PowerWinner-Take-All
Zero-sum
Connect & Collaborate
Communicate & Inspire
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Anyone Can Start a Wave… As Long As They Get Their HOWs Right
•Vision•Passion•Focus•Inspire•Communicate•Transparent•Bigger than Individual•Enlist Others•Celebrate•Becomes Self-Sustaining
Even Opposing Teams and Fans Get Swept Up in a Wave
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3G WWAN
“Wireless Fabric”
IP CoreSmart Phone
Next Generation PC
Wireless Broadband
Multimedia Broadcasting
M-commerce
Enterprise
Consumer
SMB
Teen/Youth
Vertical Markets
Vertical-specific: Telematics; RFID
Sensor Networks (RFID)
Fiber to the Premises
Network computers
Machines
e-Learning e-Health
Location-based
Home NetworkHDTV
System on Chip (SOC)
Robots
Tomorrow
WLAN
Consumer
Business
Limited Public WiFi
2.5 G WWAN
PDA
Content
Gaming
Simple Apps
Connectivity
Photos
Data-capable Phone
Camera Phone
DSLCable
Audio
Today
Voice
Phone
One-Size
Fits All
WiredPC
*Schematic represented here is a modified version of a slide created by The Yankee Group
We Have Been Connected Globally Faster than We Have Developed Frameworks for Our Relationships
Yesterday
Users Applications
NetworksDevices
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Hyper-Connected = Hyper-Transparency
• ‘Cellphone Paparazzi’
• ‘YouTube Filmmakers’
• ‘Blogger Journalists’
• The Accusation is the Penalty
• Easy to be a Dis-Honorable Accuser
• A Digital Footprint - Information (Email) is forever
• Can’t Manage the Communication
• People Can See Deep Inside an Individual – or Company
Total Users on MySpace = 11th Largest Country in World
how
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When The Market Defines You, Earning Reputation is Critical
• Can’t hunker down & fight transparency
• Need to “earn” reputation over time
• Consistency in behavior matters
• HOW we live our lives???
“Resume For Life”
“If you lose dollars for the firm, I will be understanding. If you lose reputation for the firm, I will be ruthless.”
- Warren Buffett
e.g.: Michael Vick could lose over $100 million in salary and endorsements after pleading guilty to federal dogfighting charges.
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In A World Where Nothing Stays Hidden, You Have to Have Nothing to Hide
"Sunlight is said to be the best of disinfectants.” -- Louis Brandeis, United States Supreme Court
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Can No Longer Differentiate Based on WHAT
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The “Hows” of Business
“There’s no secret to the what; the secret is in how. They can know our model, but they cannot do it. They can’t copy our hows.”
-Jack Welch, Former CEO-General Electric
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The End of the “Just Do It” Era “Do it Right”
Tom Cruise as Jerry MaguireSony Pictures
“The Things We Think, But Do
Not Say”
Out-SmartOut-ManeuverOut-AccessOut-NegotiateOut-HustleOut-SellOut-MarketOut-NetworkOut-InnovateOut-Produce
Out-Perform
Jeremy Piven as Ari GoldHBO’s EntourageLeverage Management
“!@#$%&”
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A new word for Webster's 2010 edition?
OUT-BEHAVE: [out-bi-heyv] "verb: to conduct one's business
by exhibiting values and principles that differentiate and win in the marketplace"
Winning with HOW – “Out-Behave” the Competition
Where there is great variation – there is great opportunity for differentiation
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We Want Trust – But We Create Rules
The Problems with Rules:• External• Ambivalence towards rules• Are Reactive• Over and Under-Inclusive• Tax on the System• Typically are Prohibitions• Require Enforcement• Speak to Boundaries & Floors
but Create Inadvertent Ceilings• Must Obey Exactly• Breed Over Reliance
Rule of Law vs. Rules of Law
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A Critical Distinction: “Can” vs. “Should”
“There is a difference between that which you have a right to do and that which is right to do.”
- Potter StewartUnited States Supreme Court
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“Can –vs.- Should” – Were the HOWs Right?
“Business leaders wondered how HP could have been involved in activity the California attorney general calls ‘colossally stupid’…"
Source: Newsweek
“… I think its on the edge, but above board…”
Anthony Gentilucci
Former Global Security Manager
“… I shouldn’t have asked…”Kevin Hunsaker
Former Senior Counsel & Ethics Officer
E-Mail Exchanges
“It appears, therefore, that the process was well done and within legal limits.”
E-Mail from Larry Sonsini to
Thomas Perkins
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Companies Have a Character
• Culture Fills the Spaces in Between People
• Operating System of HOWs• Based on Shared Values • Culture Can’t Be Copied
“The Way Things Really Happen Around Here”
Federal Sentencing Guidelines“… undertake an appropriate assessment of corporate efforts to create an organizational culture that encourages a commitment to ethical conduct...”
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Significance – Not Just SuccessJohnson & Johnson Credo
When we operate according to these principles,
The stockholders should realize a fair return.
The bricklayer
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Time
Ach
ieve
men
t
Evolving Behavior & Culture is a Journey
©2006 LRN Corporation
Transaction Focused Manage Reputation
Avoid ExposureCoerce-Motivate
Can Out-Perform
Success
Relationship FocusedEarn Reputation
Active TransparencyInspireShould
Out-BehaveSignificance
B
A
C
how
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Taking a TRIP : A Formula for Success
Trust – Risk – Innovation – Progress
T.R.I.P. is a formula for thriving in the hyper connected, hyper transparent world of 21st century business.
• What does TRUST do?– Trust fills the brain with powerful chemicals that
strengthen interpersonal bonds by reducing fear. – Stimulates upward spiral of cooperation & value– Trust fuels waves that bring people and organizations
together
Trust Enables Risk Taking Risk can lead to Innovation Innovation breeds Progress
Join the conversation at www.howsmatter.com
We hope that this journey helps you explain to others why, in today’s world, how we accomplish goals matters just as much, if not more,
than accomplishing the goal itself.