Case Three

 

The words of an Effective Leader

 

Leadership is about managing the constant of change. The market and the world shaping your market are never going to stand still - especially in the New Economy. One technical breakthrough or blockbuster deal could render your strategy irrelevant overnight. Leaders have no choice but to be fluid, to learn to deal with the ambiguity, to be able to change their business model. That is why it is so important to have an overarching vision and values to steer by.

 

But, given a clear vision and strong values, how do we help move an organization forward? I have discovered few great ideas on my own; friends, colleagues, and mentors have taught me most of what I know. However, I have led large-scale change efforts in three organizations, and have found that several principles hold.

 

Start with the Answers

 

The boss does not have all the answers - no one does. When a team is floundering, you need somebody to step up and say, "I've got an answer." It doesn't even have to be the right answer. If you bring everybody into the process, you may discover quickly that it's not the right answer what's important is to spark action, debate, and a sense of urgency.

 

Set Bold Goals

 

A bold goal gets everyone's attention, and it provides a simple measure of success for everyone in the company. Last year, for instance, we set a goal to extend our network to 40 percent of homes and 45 percent of businesses by the end of 2000. This is not about setting goals so high that people simply give their best or burn out trying. Most systems can quickly realize 20 percent or even 40 percent gains in efficiency once you target a problem. That's been my experience every place I've worked.

 

Supply Resources

 

One of the things leaders can provide that others probably cannot is a commitment of the organization's time, money, people, or training. My job is to allocate resources, and to do that effectively I have to listen, recognize, and celebrate success.

 

Coach the Team

 

I understand the value of a team. When a team clicks it becomes far more than the sum of its parts; the opposite is also true. Great coaches, and effective leaders, understand everybody's strength and everybody's weakness. They know how to play to those strengths. Your job as a leader is to lift the game of the others on the team. I hold leaders accountable for that.

 

Know the Business and How You Make a Difference

 

A lot of people don't understand the business they're in or the value proposition they offer. As a business leader you have to be sure that everybody understands how you make money (or, in the public or nonprofit sector, how you get cost-effective results). You have to break down the top line results so that people throughout the enterprise understand how they contribute. People have to be able to go home every day and know if they made a difference.

 

Understand the Human Connection

 

Never forget or forsake the people who are affected by your decisions, and who in turn affect your ability to implement decisions. You cannot be sentimental in shaping the right strategy for the future. Nor can you bully, badger, or fail to respect people. I've never seen transformational efforts succeed when leaders showed no concern for others. There is a humane way to deal with people even when you have to deliver tough news.

 

Never Compromise on Performance

 

If you had a problem employee, you moved that employee into another department. It was demoralizing for the high performers, degrading to the poor performers, and toxic to any change effort. Yet most poor performers know they're poor performers. If you've been honest in your assessments of them and treated them fairly and respectfully, they can usually accept the fact that they have not made the grade.