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8/14/2019 Leadership - Just Do It
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Man age mentve rsus (??? ?)Leadersh ip
Tom Peters/0 7.21.06
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RIGHT
THINGS.THINGSRIGHT.
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Not !Leadership isdoing the right
things.Management is
doing thingsright. WB et al.
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The Twain SH ALL Meet !Leader sh ip :Invite
Associates/Colleagues/Talenttojoin a GaspworthyAdventure inEXCELLENCEwhich will provide
matchless Personal and ProfessionalGrowth and be ofDramatically
Different Service
to selected Clients
Mana gement:Do it!
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LEA DERSH IP (Eternal!):Invigorate a sizeable # ofpeople to Aspire to Excellence
in pursuit of a Common(Noble) Goal that revolves
around service-of-exceptional-value to Clients
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Execution is
the job of thebusiness
leader.Larry Boss idy & Ram Charan/Executi o n: T he Dis cipline of Getting T h ings Done
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DRUCKER S GREA TCONTRIB UTI ON: management per se as a/the
principal determinant ofinstitutional effectiveness
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Never forgetim p lem ent ati on boys.In our work its what Icall the mi ssi n g 98
percent of the clientpuzzle.Al M cDonald, f ormer Managing
Director, McK insey & Co.
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Leadershi p v.ManagementIn [President Bushs] belief thatAmerica needed to respond
resolutely to the dangers ofterrorism, tyranny and
proliferation, he was mainly
right. His chief failures stemfrom incompetent execution.
T he E cono m ist/ 05.1 3 .200 6
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This is so simple it sounds stupid, but it isamazing how few oil people really
understand that you only
find oil if you
drill wells. You may
think youre finding it when youre drawingmaps and
studying logs, but you have to drill.
Source: The Hunters, by John Masters, Canadian O & G wildcatter
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You only
find oil ifyoudrill wells.
Source: The Hunters, by John Masters, Canadian O & G wildcatter
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We have astrategic
plan. Its
called doingthings. Her b Kelleher
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Duct T ape Rul es!Andrew Higgins, who built landing craft
in WWII, refused to hire graduates ofengineering schools. He believed that
they only teach you what you cant do inengineering school. He started off with20 employees, and by the middle of the
war had 30,000 working for him. He
turned out 20,000 landing craft. D.D.Eisenhower told me, Andrew Higginswon the war for us. He did it without
engineers. Stephen Ambrose/Fast Company
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A man approached JP Morgan, held up an envelope, and said, Sir,in my hand I hold a guaranteed formula for success, which I will
gladly sell you for $25,000.
Sir, JP Morgan replied, I do not know what is in the envelope,however if you show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.
The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper.
He gave it one look, a mere glance, then handed the piece of paperback to the gent.
And paid him theagreed-upon $25,000
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1. Every morning, write alist of the things thatneed to be done thatday.
2.Do them. Source: Hugh MacLeod/tompeters.com/NPR
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Excell ence1982: The Bedrock EightBasics
1. A Bi as for A cti on2. Close to the Customer3. Au tonom y andEntr epreneurshi p4. Producti vi ty ThroughPeopl e5. Hands On, Val ue- Driven6. Sti ck to the Kni tti ng7. Simpl e Form, Lean St af f8. Simul taneous Loose- Tig ht
Propert ies
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Man age mentan dLeadersh ip
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Pee Cee Eee-squared X-
squared/PCEEXX:PeopleCust omersEnthu sias mEnergyeXecuti oneXc ellence
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Excell ence1982: The Bedrock EightBasics
1. A Bi as for Acti on2. Clos e to the Customer3. Au tonom y andEntr epreneurshi p4. Pr oducti vi ty Th roughPeo ple5. Hands On, Val ue- Driven6. Sti ck to the Kni tti ng7. Simpl e Form, Lean St af f8. Simul taneous Loose- Tig ht
Propert ies
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Grantfr om the se min al biography b y:Jean Edwar d Smit h
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A generation of American officers had been schooled to believe theart of generalship required rigid adherence to certain textbook
theorems./page 151 The nature of Grants greatness has been ariddle to many observers. did not hedge his bets disregarded
explicit instructions nothing to fall back on violating everymaxim held dear by the military profession new dimension: abilityto learn from the battlefield finished near the bottom of his [WestPoint] class in tactics carried the fight to the enemy maintainthe momentum of the attack military greatness is the ability to
recognize and respond to opportunities presented./152-3 Granthad an aversion to digging in./153 Grant had an intangible
advantage. He knew what he wanted./153 Grants seven-mile dashchanged the course of the war./157 The one who attacks first willbe victorious./158 dogged/159 unconditional surrender/162
simplicity and determination/166 quickness of mind that allowedhim to make on the spot adjustments [his] battles were notelegant set-piece operations/166 [other Union general] preferredpreparation to execution became a friend of detail sufferedfrom the slows /170 Message to Halleck from McClellan: Do
not hesitate to arrest him [following great victory]/172 learnedhow to withstand attacks from the rear [Army politics]/179
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He never credited the enemy with the capacity to take theoffensive./185 tenacity [like Wellington]/187 I havent despairedof whipping them yet [at avery low point]/195 Both sides seemeddefeated and whoever assumed the offensive was sure to win./200
inchoate bond [between Grant and soldiers]/201 The geniusof Grants command style lay in its simplicity. Grant never burdenedhis division commanders with excessive detail. no elaborate staff
conferences, no written orders prescribing deployment. Grantrecognized the battlefield was in flux. By not specifying movements
in detail, he left his subordinate commanders free to exploitwhatever opportunities developed./202 If anyone other than
Grant had been in command, the Union army certainly would haveretreated./204 Lincoln (urged to fire Grant): I cant spare this
man; he fights./205 Grant turned defeat into Union victory./206
moved on intuition, which he often could not explain orjustify./208 instinctive recognition that victory lay in relentlesslyhounding a defeated army into surrender./213 Nathan BedfordForrest, successful Confederate commander: amenable to no
known rules of procedure, was a law unto himself for all militaryacts, and was constantly doing the unexpected at all times
and places./213
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The commanding general would be in the field/228 Lincoln:What I want, and what the people want, is generals who will fight
battles and win victories. Grant has done this and I propose tostand by him./231 retains his hold upon the affections of hismen/232 Grants moral couragehis willingness to choose a path
frrom which there could be no returnset him apart from mostcommanders were [Grant and Lee] were uniquely willing to takefull responsibility for their actions./233 modest honest
nothing could perturb never faltered /233 plan wasbreathtakingly simple but fraught with peril/235 demonstrating
the flexibility that had become his hallmark/238 But like any WestPoint trained general, he had difficulty comprehending what Grant
was up to /240 recognized the value of momentum throw off
balance blitzkreig traveling light headquarters in thesaddle/243 acted as quartermaster/243 [rushed away so that hecouldnt receive Hallecks order] like Lord Nelson telescope
to his blind eye pressing ahead on his own/245 focus on theenemys weakness rather than his own/250
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"The art of war is simpleenough. Find out whereyour enemy is. Get at him
as soon as you can. Strikeat him as hard as you canand as often as you can,
and keep moving on."Gr ant,cour tesy Richard C au ley at tompeter s.c om(original source unkno wn)
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The art of war does not
require complicatedmaneuvers; the simplest arethe best, and common sense
is fundamental.From whichone might wonder how it is
generals make blunders; it is
because they try to beclever.Napoleon on Simplicity, from
Napoleon on Project Managementby Jerry Manas.
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Above all the troops appreciated Grants unassuming manner. Mostgenerals went about attended by a retinue of immaculately tailoredstaff officers. Grant usually rode alone, except for an orderly or two
to carry messages if the need arose. Another soldier said the
soldiers looked on Grant as a friendly partner, not an arbitrarycommander. Instead of cheering as he rode by, they would greethim as they would sddress one of their neighbors at home. Good
morning, General, Pleasant day, General There was nononsense, no sentiment; only a plain businessman of the republic,there for the one single purpose of getting that command over theriver in the shortest time possible. [Grant: 5-feet 8-inches with aslouch]/232 After the victory at Chattanooga: The [Union senior]officers rode past the Confederates smugly without any sign of
recognition except by one. When General Grant reached the line ofragged, filthy, bloody, despairing prisoners strung out on each side
of the bridge, he lifted his hat and held it over his head until hepassed the last man of that living funeral cortege. He was the onlyofficer in that whole train who recognized us as being on the face of
the earth./281 Grant was unhappy about going into winterquarters. He saw no reason to keep the army idle, and the pause
would give the rebels time to reorganize./282
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The [Union senior] officers rode past theConfederates smugly without any sign
of recognition except by one. WhenGeneral Grant reached the line ofragged, filthy, bloody, despairing
prisoners strung out on each side of
the bridge, he lifted his hat and held itover his head until he passed the lastman of that living funeral cortege. He
was the only officer in that whole train
who recognized us as being on theface of the earth.*
*quote within a quote from diary of a Confederate soldier
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From LEE KENNETTs SHERMAN: Grant tended to be a simplelistener when these two strategies [for taking Vicksburg] were
being discussed. His own preference may have been impelled asmuch by natural inclination as by any arguments he heard. He
wrote afterward: One of my superstitions had always been when Istarted to go anywhere or to do anything, not to turn back, or stop,
until the thing intended was accomplished./ 202
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CWVA t o MBW A: Inthese days of telegraph
and steam I can
command while travelingand visiting about.U.S. Grant
Managing by wanderingaroundHP circa 1980
Source: Ulysses S. Grant, by Geoffrey Perret
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TPs take: Intuition takes precedence (listen attentively but acton intuition) Move today > perfect plan tomorrow [subsequentPatton line] Great advantage: When moving, you know whatyoure up to and youre moving [the one sitting still is, thence,
always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient.Decide. Act. Disorient enemy] Action! ... Keep moving!
Engage! Offense! [weakness-strength: cant even imagine enemycounter-attacking; little conception of defense] Momentum! .Keep em off balance Adjust Adapt Opportunism!
Constantly revise in accordance with conditions and opportunitiesin the field [life = excellence at Plan B] Doggedness
Relentless!! [trait shaped in early childhhood] Never retreat Simplicity! Wide latitude for division commanders minimumwritten orders, conferences, etc keep his own council HQ is
Grant & his horse no retinue! commune with soldiers/exudequiet confidence/Approachable decent Self-accountability! Evade orders (or ignore) Share harm & hardship total victory/
demand unconditional surrenderGs first claim to fame [Nelson:other Admirals avoid loss, friend and foe as in Grants case vs
Nelsons seek victory] [Life 101: politics between the Generals:E.g., Grant & Halleck]
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Insubordinate (when it comes to
delays)/NAction-oriented/Offense/
Total victory/N
Relentless
Troop Commander par Excellence/N
Leeway to Commanders/N
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Bossidy
E xecut ion : The Discipline ofGetting Things Done Larry Bossidy & Ram
Charan
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I saw that leaders placed too
much emphasis on what somecall high-level strategy, onintellectualizing and
philosophizing, and not enoughon implementation. Peoplewould agree on a project or
initiative, and then nothingwould come of it.Larry Bossidy & Ram
Charan/Execution: The Discipline of Getting Things Done
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Execution is a
systematic process ofrigorously discussing
hows and whats,tenaciously following
through, and ensuringaccountability.Larry Bossidy & RamCharan/ Execution: The Discipline of Getting Things Done
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Execution is
the job of thebusiness
leader.Larry Boss idy & Ram Charan/Executi o n: T he Dis cipline of Getting T h ings Done
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(Leaders
do people.
Period.TP
)
The Leaders Seven Essential
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The Leader s Seven EssentialBehaviors
*Know your people and yourbusiness*Insist on realism
*Set clear goals and priorities*Follow through*Reward the doers*Expand peoples capabilities*Know yourself
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Action8/VPM R+ /Peters onBossidy*Knowledge/External Focus(Competitors/Customers)
*Realism/Truth-telling
*Vision *Proje cts (Must add up to Vision)*Mileston es*Commitment/Energy*Rap idRe vi ew*Consequences (+/-)
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Realismis t he
hear t ofexecutio n.
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Relentless!
*
*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GEexecs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner,
Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan,
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This [adolescent] incident [of getting from point A topoint B] is notable not only because it underlines
Grants fearless horsemanship and his determination,but also it is the first known example of a very
important peculiarity of his character: Grant had an
extreme, almost phobic dislike of turningback and retracing his steps. If he set out forsomewhere, he would getthere somehow, whatever thedifficulties that lay in his way. This idiosyncrasy would
turn out to be one the factors that made him such aformidable general. Grant would always, always pressonturning back was not an option for him. Michael
Korda, Ulysses Grant
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The person who is a little lessconceptual but is absolutely determined
to succeed will usually find the rightpeople and get them together to achieveobjectives. Im not knocking educationor looking for dumb people. But if you
have to choose between someone with astaggering IQ and an elite education
whos gliding along, and someone with alower IQ but who is absolutely
determined to succeed, youll always dobetter with the second person.
Larry Bossidy (Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done)
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Duct T ape Rul es!Andrew Higgins, who built landing craftin WWII, refused to hire graduates of
engineering schools. He believed thatthey only teach you what you cant do in
engineering school. He started off with20 employees, and by the middle of the
war had 30,000 working for him. Heturned out 20,000 landing craft. D.D.Eisenhower told me, Andrew Higginswon the war for us. He did it without
engineers. Stephen Ambrose/Fast Company
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We have astrategic
plan. Its
called doingthings. Herb Kelleher
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A man approached JP Morgan, held up an envelope, and said, Sir,in my hand I hold a guaranteed formula for success, which I will
gladly sell you for $25,000.Sir, JP Morgan replied, I do not know what is in the envelope,
however if you show me, and I like it, I give you my word as agentleman that I will pay you what you ask.
The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper.He gave it one look, a mere glance, then handed the piece of paper
back to the gent.
And paid him theagreed-upon $25,000
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1. Every morning, write alist of the things thatneed to be done thatday.
2.Do them.