Leadership - Just Do It

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


51/52

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.

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Leadership - Just Do It