Meet me at powells

Added: Vicenta Bence - Date: 20.02.2022 14:02 - Views: 30650 - Clicks: 6312

I have little interest in celebrities. If I were the rule rather than the exception, Hard Copy and People would go out of business fast. So, earlier this year, when General Colin Powell made the transformation from a human being to phenomenon, and when his nation-wide book-ing tour became a happening to frenzied masses—well, I paid little attention. I didn't buy the book, either. Then I found myself on the same speaking platform as Powell. Charitably speaking, I was the opening act in front of 1, bankers who were there to see the main show. I stuck around to see it, too, and frankly, I was impressed.

Powell was witty, erudite, insightful, articulate and self-deprecating.

Meet me at powells

All commendable virtues. So I decided to buy the book. Am I glad I did! My American Journey is a marvelous work, and it provided an unexpected payoff. As I read it, I started to underline noteworthy phrases and sentences and soon realized that what I was underlining were gems of wisdom regarding effective leadership. In fact, when I was finished, I was ready to toss out every leadership book in my library. I'd like to share with you a compendium of advice from the general. With the exception of the occasional paraphrase to keep grammatical consistency which will be notedI present Powell's words verbatim in bold—18 priceless lessons, to be exact.

After each quotation from General Powell, I attach my own civilian commentary which I hope you will find useful. Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable if you're honourable. Trying to get everyone to like you is a of mediocrity: You'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset.

Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive Meet me at powells in the organization. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership. If this were a litmus test, the majority of CEOs would fail.

Meet me at powells

One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. Real leaders make themselves accessible and available.

They show concern for the efforts and challenges faced by underlings—even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.

Small companies and start-ups don't have the time for analytically detached experts. They don't have the money to subsidize lofty elite, either. The president answers the phone and drives the truck when necessary; everyone on the payroll visibly produces and contributes to bottom-line or they're history.

But as companies get bigger, they often forget who "brung them to the dance": things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues. Real leaders are vigilant—and combative—in the face of these trends. Learn from Meet me at powells pros, observe them, seek them out as mentors and partners.

Meet me at powells

But remember that Meet me at powells the pros may have leveled out in terms of their learning and skills. Sometimes even the pros can become complacent and lazy. Leadership does not emerge from blind obedience to anyone. Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyone's evolution. When everyone's mind is dulled or distracted the leader must be doubly vigilant.

Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day. Bad ones—even those who fancy themselves as progressive "visionaries"—think they're somehow "above" operational details. Paradoxically, good leaders understand something else: An obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind. That is why even as they pay attention to details, they continually encourage people to challenge the process.

You know the expression "it's easier to get forgiveness than permission? Good leaders don't wait for official blessing to try things out. They're prudent, not reckless. But they also realize a fact of life in most organizations: If you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no. I'm serious. In my own research with colleague Linda Mukai, we found that less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed "If I haven't explicitly been told 'no,' I can.

Don't shrink from doing so just because you might not like what you find. It's an excuse for inaction, a call to non-arms. It's a mindset that assumes or hopes that today's realities will continue tomorrow in a tidy, linear and predictable fashion. Pure fantasy. In this sort of culture, you won't find people who proactively take steps to solve problems as they emerge.

Here's a little tip: Don't invest in these companies. Plans don't accomplish anything, either.

Meet me at powells

Theories of management don't much matter. Endeavours succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds. In a brain-based economy, your best assets are people. We've heard this expression so often that it's become trite. But how many leaders really "walk the talk" with this stuff? Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal-making, restructuring and the latest management fad.

How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and-most importantly-unleashed? Organization charts are frozen, anachronistic photos in a workplace that ought to be as dynamic as the external environment around you.

If people really followed organization charts, companies would collapse. In well-run organizations, titles are also pretty meaningless.

Meet me at powells

At best, they advertise some authority—an official status conferring the ability to give orders and induce obedience. But titles mean little in terms of real power, which is the capacity to influence and inspire. Have you ever noticed that people will personally commit to certain individuals who on paper or on the org chart possess little authority—but instead possess pizzazz, drive, expertise and genuine caring for team-mates Meet me at powells products? On the flip side, non-leaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal compliance to minimal standards.

Too often, change is stifled by people who cling to familiar turfs and job descriptions. One reason that even large organizations wither is that managers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becoming obsolete. The proper response is to obsolete our activities before someone else does. Effective leaders create a climate where people's worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs.

The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met? Don't chase the latest management f. The situation dictates which approach best accomplishes the team's mission.

Meet me at powells

Flitting from fad to fad creates team confusion, reduces the leader's credibility and drains organizational coffers. Blindly following a particular fad generates rigidity in thought and action.

Meet me at powells

Sometimes speed to market is more important than total quality.

Meet me at powells

email: [email protected] - phone:(246) 545-8881 x 5126

Quotations from Chairman Powell