"l(ccl) )'orr highightcl h.

rndl l l'his l)oo( is l)1-ilDt-rjch in wisdonl, invilirg jn slylc and logicl ilstlrrcture lf is inlncnscl),, plctaaly nd inrnc rlrtcy hclpful. I'll crit nry biascs grct adnjr tioD ltr: Caylc llcdrc, rugc rcsp(cr kr-Pctcr Drud(cr nd it watr I-icnclshir u,ith thc publishcr, Intr:r' Varsily l) css. Ol any r-ecent bool< on leaclclship, anc thcro arc rran,, I wanl

this onc dosc

r\,f

hnd."
l_hc

JorrN D. rcK,r, clai-nllr,

(in(J)' 11.1
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arr. conliclcnt lhal ),ou will sharc nry rcn you havc comrlctccl rcacling 1hc.511(ryi8pl Qn tll('

"l

ar so rhankiul fb Cai'c llecbe.

gratitrcc lr

li r

Ii\c Lader. D this wsc, rclcal

D rDsigrtful bool<, Ilcctc sevcs as

1r'ustworthy guj(lc for hclpiug us undelslnd the lrlerirl8 lrd cxcctatiolls of lc:rdcrship. lcaclcls wi) gaitt a g|caler apprecitjoD Ibr thc wok of lcaclels

wcl as lhc l(q,lspects ol cifcctive orglnizations. I lcarnccl much l-onr this booh a!)d rearlily comrnencl t to ot]crs."
rd cclelihil) tcrrs,
s

I)^vrD S. f)ocKlRy, presi(lcl1t, lJnion Uliversity

"'l_hjs lr'vclous booi on lcadclship is a rrocluct ol D. llcd)c's cclivc rhinl(ig ancl eseaLch, as well as his cffcctive usc o[ lca(lership conccpls

froli. other prolssiol thirkers. -hc bottorn ljDc s this lool< is lillccl with drallcnging new ideas presenlc(l with glcat clajty Whclhcr yo are.jusl b(:gjrninjl yoLu crecr, rc plolssionl coaching top cxcctliv(s or havc allr:ady ar:hievec[ r sigifictDl eaclcrsh\) pojjitior, yott rvil bcrrr:lit fiom rcaclirgtris insightful bool<. l'hcte is nuch 1r al ol us to lca rt lloul led-

crshp'-hoscwilillgtolool(critjc,llyilolhcDrilrorolthisool<u,ill
qcst jorbly l)ccollc mo-c c'flective lcadct s."

Ln-

'Wrr.l-r^M -I'.

[sn[y, rctie.l chir

^rc]

Cl,O, Sl)r'iDt

"llis js nor iust aDotbcl book on

I

ea<clshiP.
l

Il is writtclr by ln

eflectivc

icde who has achicvccl mcaninglirl

esults iD t he o tniz^tions he ha,< lcd.

le shres wi{h us lessons ancl pr'ncpes 1c ls learled l or the ilcLlloring

rcldtiLrnships rc had with Pctcr Drckcr nr othcr imporLaut thoht ecl-

lt w^s Dr-nckcr who lcminclccl us tht a leader hs oly one cloicc to lnake to lcad 01 )islcaal. Gaylc lccbc has chosert ro lcd. lc^cl l(l lcarl from lis wisdd 1'(l cxpcricrrcc."
crs.

C. WLLt^M Itort-^nr),

clrjrur11 cDlcljtrs, Scrvi(cMstel

..Thisbookis[orallirrclivitluals,orgiltlizatitlt.ts'sclrcltllsantlllttsincsses' and init ancl nonpro[it I)uring this tiure when leacle rshil in political
rrof

tlevelols thc iurclustrial arenas has cleterioratecl, Bcebe's book shorvs arlcl 'lhc 'pyramicl' oI coupotance o[ tlaintaitling clear convictions as wc lcad cliscern wlrere Lo it easy makes clitions for clevelorit-tg strong leaclership arc rttt in icleas Complex going ancl how one is starting antl where orle is

unclerstanclabletertrrs:.Dccisionsarechoicesbctrvcetraltertratecoursesof actioll."'
LESLTE

THE

Rlo,rv-Tntln,

lresicle

nt ancl CEO' Pacific Air lnclustries

SHAPING OF

Lvery

book who serves in leaclership or aspires to neecls to read this bcing withotlt insrires peclantic' . . This book instructs without being leclership that tls retnitlds clichcl ancl challeng,es without beirrg arrogant. lt
pe rsot-t

AN EFFECTIVE
LEADER
Eight Formative principles of Leadership

isnotonlyanart;itisapracticetobenurturecl'ctlltivatedancllroneclovera

ir sttch helpll lifetinre. Because the book frames the leaclership experience aucl exrericnce of born insight for ancl formative ways, sotneone aspiring wisdorn'" rigorous thinking will fincl a reservoir oI valuable Trust Dn. Srllvr Moonu, exectttive director ancl CEO' The M J' Murclock

Gayle D. Beebe
Foreword

fy Steve Forbes

MP Books
^n l)os ncrs Cror,e, illinos
inrplnt of lntcrvarsity prcss

lrlcrVdrs.y l'rcss l'.O. lJo.r i400, I)rr'rcrs (irovr, IL605l5-l,426

\!'01 Ll t\/irle Wr'lt rr,vlr'. i t'f r e\\.( (,rl l:- nrcil: cnrail(rlivrrcss.(0trr

This booh is clecliccttccl to m1, Juther, Rchard H. Beebe (1928-19f, who is olways present, though no longer here;
c'td t-o

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/rdD lnlcrV(rsil y l', css.

the members oJ the executive. teatns

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),1

hlcrl4rsl-y Chrsliril I'cliorvshp/1/5'o,

wth whom I have

se

rved:

Imi!oilcs, collc;es rtrtrl srhools crDrpus rt o/ rrrsing r thL Li nilcd Sl(lcs ofzllrcricrr, nd r renllcl rrovrDrcnl oJ llrc Inttrniliotrtrl ll llorvshp o/ [vcnclicol 5t rclcnl s. For r/or Drrt ior uhout Io<al ancl rcior(l d( I ril icr, n'ritr l'rDlic ll.ldl ors D.pf., lnl(rvarsil)'(.Irsidn l'ilorvsfiir/l/5r\, (r,100 5lrurler lr1., I'.(). llo.r 7lJ9-5, ,\tison, tVI 5.1707-7895. or visl thc lVClj rvrsile dl <rvrvrr'.ixl.r r'(uslt,.orll>.
hullrcds
(),/

Sp r

ing Arb or U niv e r sity

Westmont College
Rich Pointer

Betty Overton-Adhins

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Matt Osborne
DougJones
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Chrs Call
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Kim Hayworth Jay Memsur

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tgneen Rli":

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CONTENTS
Foreword by Steve
Preface:

Forbes.

I
13 19

"l

Thinh He Said Hi.s Name Is

lntroclnction

Pete,r" . Eight Principles oJ Effective Leuclership

Principle

1:

The Necessity o[ Character:

The Founclation oJ EJJective Leadership

...

25

Principle 2:
The Importance o[ Cornpetence Threshold Competencies
and the
Esse

ntials

oJ EJJective

Leadership

45

Principle 5:
The Advantage o[ Team Chemistry: The Role oJ the
CEO and the Top Management Team in Creating

a Climate of EJJectiveness and

Success

64

Principle 4:
The Interplay of Culture and Context.:
The Dynamic Relationship oJ Organizational Culture ancl Envronmental Context

81

Principle 5:
The Strength of Compatibility and Coherence:
Dscovering the Right

Fit

104

Principle 6:
Leading with Convictions: MahingLife's Greatest

Impact

I23

Principle

7:

Maintaining Our Connections: Fccing Our Greatest

Leadership Challenge

t43

Principle 8:
Making an Ultimate Contribution:
D is cov
e

FOREWORD
P

r ng LiJe's G reutesL

ur

p o se

t56

Finis:
When Our Time Is Up:
Mahing Sure Our L{e Has Mattered
165

Acknowledgments.

t68

We live in an era when, as never before, the true source o[ wealth and capital for an economy is not physical but metaphysical. The human rnind's inventiveness and spirit o[ innovation enables us to move forward and achieve an ever higher standard of living. The so-called information age began with the microchip. In days of

Appendix

1:

An Overview of Top Management Work

in the Twentieth Century

..

17t

Appendix 2:
Robert Wuthnow's Eight Spheres of Society
Notes

t76 t79

old, people thought wealth meant large tracts of land and massive armies. But what is a microchip? Silicon, which is sand. There is no shortage o[ sand in this world. Look around the world and you quickly see that the economies that move ahead impressively don't do it by depending on natural
resources. They do it by allowing individuals to develop their entrepreneurial instincts. There is no shortage in the world of people scrambling to get ahead. But the challenge is to create the institu-

Annotated and General Bibliography

...

20i

tions that foster a free market environment, which enables these energies to create countless new businesses that innovate ancl
grow. We must recognize there is a moral foundation to commerce: you succeed by meeting the needs and wants o[ other people. Even i[ you think you're in it lor yourself, you don't succeecl unless you meet the desires of your customers. l[ you're not willing

l0

THE SHAPING OF AN EFFECTIVE LEADER

Irrt

rvorzl

It

to tkc risks, you'rc not going to get irheacl. Miscrs-tcoltkt wlto simrly cllrtch what they have in a sclfish way lr Hltcnezer Scroogc-clo not go out and founcl the Walnrarts, thc Microsofts ancl tlre Googles of the worlcl. They sinrply live a narrow ancl corrst rictccl cxistcllcc. This leads to the importance ol'leaclership ancl the moral firnnclaticlns it must crcatc. Wc thinl< of cconomics as.jr"rst altclut nttterial things, but if'we clon't have a strong se nse o[ what is right and wror-rg, conlnlerce ultimately comes to a halt-at least, progress comcs to a halt. We neecl an environrnent where people can take risks, which nleans the mle of law, where people have a sense of' right and wrorrg. lf tliey clon't, the system doesn't worl<. It's based on trust. We neecl a strong rnoral loundation as we reach out into the world. Wc've had periods ol great spurts of globalizatiou before, particlllarly f'rom the er-rcl o[ the Napoleonic Wars to the First Worlcl War. But from that catastrophe and the subsequenl Grcat Depression came the rise ol totalitarian icleologies: Corrlnnnism, Fascism and Nazism. We defeated Nazism ancl Fascisrn with the Second World War. We thought we linally clcfatecl the last of these-Cclm11i51-ith the encl ol' the Cold War. But now we're facing anothe r kincl o[ fanaticism in the world. lf'you look at the icleologics o[ those exLremists today, you l'incl a lethal mix o[ Marxisrn, Nietzsche-lihe nihilisrn ancl Fascism. Withor"rt the kind of rrroral lounclation and values that lie at tl-re he art o[great leaclership, the world will utimately destroy itself, ancl civilization will go into a new clark age. Gayle Beebe's book is valuable prccisely because it discusses how effective ancl moral leaders clevelop. Leaders in all spheres of society sel the rnoral lone lor their organizations. Thus the book begins by establishing the irlportance o[ a moral founclation for all of life-and especially for the leaclers who influence onr lives. Then, drawing upon one of civilization's trr"rly great geniuses,

Gzrylc wonclcrfully applics the insights o[ Pctcr Drttcker, his [or-

mcr professor ancl the father of modern rnarage r]crlt thcories. Drucker's genius arose [mtn a combinatiott oI intctrse curiosity,
nroral rrinciples ancl a l<een perceptiveness o[ the perfections ancl inrpe rlections oI human nature. During his long and clistinguishe cl life, he ne ve r wcnt stale ir-rtellectually, which is why business.iour-

nalists, cxccutivcs, cntrcprcncllrs, leaclers ol nonprolit institutions, students ancl the occasional wise politician eagerly sought his thor,rghts right up to the time he clied. Drucker possessecl a profouncl unclerstar-rcling of econotlics. Her was cleeply influenced by a fllow Austriau, .Joseph Schurnpeter. Schumpeter coinecl the term "creati\e clestrttctiot-t," a trademarl< phrase that brought a wry smile to Druckcr's face . It unclerscored the encluring ir.nportance o[ leaders acting like e ntreprenettrs it-t orcler [o create new value f'or their companies. Drtt.^ke r re peateclly emphasizecl the necessity o[ carving oltt time to think, clete nnining not only what to clo but also what to stop doing. Drucker r,rrgecl leaclers to stay focusecl on two or three of the most itlportant things ancl clelegate the rest to others. He was the f irst to recognize the ernergence of workers whose tnost irllportant asset is the l<nclwleclge they carrry in their heacls. Dmcl<er wrote thirty-nine books ancl published hundreds ol article s ancl interviews. His work made a major impact on urodern organizations throughout the second half ol the twentieth ceutury. This lcgacy will continue to influence evel'y new generation of leaders, as it shoulcl. Gayle Beebe's effort to capture the essence o[ this impact is a wclnclerful contribution to the chorus o[ voices that recognize Drucker as the most fornative ancl far-ranging thinker n the rnoclern history o[ managetne l1t. My this contribution enclure, ancl may you enjoy the reacl.
Steve Forbes

PREFACE
"l Think
He Said His Name Is Pel,er"

It was a little past eight on a Monday night. After enjoying a sirnple dinner with my wife, Pam, I had settled into the bacl< bedroom ol

our modest apartment for a long night of homework. Now the phone was ringing. As Pam answered the call I could hear her struggling to understand the voice on the other end. Another telemarheter,l thought to myself. After a brieI exchange on the phone, the door to our back beclroom swung open and, with a puzzlecl look on her face, Pam saicl, "There's someone on the phone for you; I think he said his name is Peter." My n-rind began to race. Could thisbe Dr. Drucher? I wondered. Even though he hacl encouraged us to write hirn questions at the end of class, I didn't believe he would call me on the phone to follow up. As t picked up the receiver and offered a sirnple greeting, I heard a familiar voice with a thick Viennese accent reply, "Good evening, this is Peter Drucker." Peter-he always insisted we call him Peter-had called in response to my question and was now inviting rne to.ioin hirn lor lunch to cliscuss it further. The following Friday we net at Griswald's Restaurant in Claremont, California, and began a series of encounters that would become the most

l4

THE SHAPING OF AN EFFECTIVE LEADER

l)ti'/rtr

r'

l5

lorrnativc inf'luencc on ry philosophy ol'lcacle rshir. That first encolutcr at Griswalcl's rcrlaitrs so r'rern<lraltle becruse it rcflectecl Drucl<er's keen intercst in his str.tclents. Wc tall<ecl about his [riurclship with "Dicl<" (H. Richarcl) Nicbuhr, his translation of Kicrkcgaard and his love o[ St. Bonave nture. When I sharecl with him what I was reading in rny Ph.D. program, he teasecl nre about stuclying thc "rnoclern hcrctics." Ultirnatcl),, hc talked to me about giving bacl<, about rhe responsibility we all carry to make a contribution. I arn foreve r grateft.rl. As a result, this book is bcth a tribr-rte to Peter Drucker ancl an opportunity to consider together why leaclers matter anci how each of us can clevelop a level of effectivencss that ensures orlr sLrccess. For rnost ol us, our early forays into leaclership rcsponsibilities happe n without a lot of forethought. In my case, prior to stuclying with Drucker, I hacl no real se nse ol how to unclerstancl ancl execute my own resllonsibilities as a leacler. In 1985, when I acceprecl my lirst rnajor leaclership position, I strugglecl to understand my work. There were few clelined expectations. Nobocly tolcl me how to approach my job or h<tw to manage rnyself in fulfilling these re sponsibilities. There were no instructions on when to go to bccl, how to mangc nry tinrc or whorn I shoulcl hire . Despitc attencling one o[ the [inest gracluate schools in the entire collntry, I hacl not taken a single class in how to rLln an organization, build a br"rdget or clevelop a strategic plan. Yet, as I clicl my work, these were the very skills that were expectecl of rle . It was then that I began to reacl ancl study the principlcs of lcadcrship. During these early years I was given a copy ol The Et'fective Executve, Drucker's timeless classic on the nature o[ leaclership.l I was mesmerized by the way Drucker provided a cornpre he nsive view ol the work ol an executive. My experience with this book trigge rcd an interest in stuclying with him, and ove r tirne I realizecl why he earned the title "the lather o[ modern rnnagement."

ln lc)90, Prm ancl I movccl from a beclroonl c:onnrtttritl, of.Portlancl, Oregon, to Southern California so that I could pursue a dual clegree (a Ph.D. in the rhilosopl-ry o[ religior-r ancl an MBA in stra-

tegic

rnanage

nrent) at Clarcrnont Gracluate

Ur-rive

rsity (CGU), the

grdLate school

ol the fivc Clarernont collcges (Pomona, Clarc-

monl McKenna, Harvey Mucld, Scripps ancl Pitzer). Oflcring the only program ol its type in the countr1,, CGU allows a rnotivatecl student to pursLre a Ph.D. by clay ncl an MBA by night.2 As a result, I of'ten founcl myselI studying Hegel, Husserl or Aquinas in the morning ar-rd analyzing spreaclsl-reets, discussing case studies or consiclering econornic policies by night. [;our o[ my classes were with Drucker, always cluring the sarne three-hour blocl< on Monclays, always without breaks.I To encounter Peter Drucker tl-rrough a class, a conversatioll or a bool< was to be clrawn into the great questions every leader must answer. Drucker rarely proviclecl rotc answers to a particular situation.'l His greart contribution was teaching his students ancl associates how to think by asking them tirneless questions to guicle their unclerstanding. As a result, Drucker's questiorls clominate n-ry mincl every tir-ne I rnake a decision. What is the role of politics in building an executive tearn? How can I structure rny tir1le into "blocks" so as to consoliclate my collcentrat-ion ancl be more effective? Why clo the people I hire immediately share my philosophy of'leaclcrship and vision lor the clrganizatior-r while the executives I inherit always take more tirne? Although as a leacler I need to spend most o[ my time at the strategic level, when shoulcl I reach down into the operational levcl, thus hor.ring my awareness of l.row the priorities oI the organization are being carriecl out? Ultimate ly, what tnakes for an cffcclive cxccutivc? Another great lesson I learnecl lrorn Druckcr was the clifle rcnce between activity ancl resrlts. He hacl an uncanny ability to poitrt out how frecluently we misl-al<e activity [or results, never stopping

I f'r

THE SHAPING OF AN EFFECTIVE LEADER

rt latL'

t7

to asl< if'tl-rc activitics wc are pursllirlg are going to gcnerate the reslllts we desire. As a rcsnlt, he rerrains one of the most insightful ancl rrclvocative writcrs on leadership precisely bccause he (restiorls a leacler's ntrlral biases, thereby keeping tl're Ibcus on the right challenges in order to achicve the right results. By the time I linishecl stuclying at Clarunont-, ury carccr ir.r higlrer eclucation was well unclcrway ancl tny gcneral framework for thinking through leaclership was taking shape. To my great .joy, I have loved every urinute of it. What the clual degree, ancl especially the MBA, did lor me is immeasurable. lt acceleratecl my opportunities in a field that traditionally has been skeptical of business practices but that recently has corne to recognize and rely on them. Part of what I enioy in Drucker's philosophy o[ leadership is that his approach honors the indiviclual leader while insisting that the ultimate nleasurernent of a leader's success is the contribution he or she makes to the broader purposes o[ an
organization.

On November l, 2005, I was wall<irg clown Scvcnth Avcnue in

micltown Manhattar-r wher.r I learnccl of his death. As I nearecl the ESPN Zone, its giant rrcon sign annourtced, "l'cter Drucl<er, the father of moclern management, is cleacl at the age of 95." He was just a week shy ol his ninety-sixth birthday. We l<new he was beginning to fail physically, br,rt his intellectual capacity l-racl sccmccl unclirnmcd. Just as his li[e had bcgun at the strt o[ thc twcntieth centlrry, it ended as we were entering an era he hacl anticipated and in many respects helped to define. During tle twentieth century he gave t"he wclrlcl a new unclerstancling o[ the work ol leadership and the essential role it must play in rnanaging the complexity of'organizations that define the twenty-first century. He also gave us the gift of his lile . What a ce nrury, what a life!

Beyond

all the lectures,

case studies and conversations, one

clorninant. memory rises: watching one of the greatest business minds o[ all time rove across vast arrays ol human knowledge,

gleaning insights, providing explanations and producing a synthesis that was always ahead o[ its t-ir.ne. Seeing Drucl<er's rnincl work rernains one of the nost enjoyable and enriching experiences of rny entire life. And in seeing his rnind work, I learr- ed the unique work of leade rship as well. ln adclition to learning how to lead, I was touched by his life. I
noticed his respectful treatment o[ the support sta[[-of Elizabeth, the faculty secretary whom he treated graciously, and ol.Jose, the

janitor who cleaned Albrecht Auditoriurn, whorn he always greeted by name. Of all the pror.nincnt people I have known, Drucker always seemecl to have time for the comrnon persor.

de4laoullreating everyone with integrity, care and respect,

such treatment modeled cleepenecl the irnpact o[ his worcls.

ry{_gggrt
seeir-rg

INTRODUCTION
Eight Principles o[ Effective Leaclership

Leaclers matter. The lortunes of every clrganization, whether great or small, rise and fall based on the effectiveness of its leadership.

Whether you are the heacl o[a large company, or a mid-level manager responsible for a single division, or even a single employee in a start-up company, what you do as a leade r fundamentally shapes the clestiny o[ your organization. How the n clo we become e[[ective leaclers? My philosophy of effective leaclership developed over rime. Ir
began as

acceptec early opportuniries to hold clifferent leader-

ship positions. lt expandecl when I wenr to study with peter Drucker. As I progressecl in my work and was offerecl increasing
levels oI responsibility, I reached out to key mentors who providecl guidance and supporL. Eventually, I recognized the contribution

high-quality academic programs coulcl play in my own clevelopment. Ultimately, this constellation of great academics, key mentors ancl multiple leadership experiences refined rny sense of what rnade a dilference and what clidn't matter at all. This transformed
my unclerstanding.

I am now in my twellth

year as a college presiclent. My first

20 scvcn

THE SHAPING OF AN EFFECTIVE LEADER

Itilroduction

2t

ye ars as a prcsiclcr]t were spe nt at Spring Arbor tJniversity in Michigan. During that tirne, we nearly doublecl thc enrolment (2,400 to over 4,000 students), added fifeen new acaclernic programs and built eleven new buildings whilc renovatir.rg fif'teen others. For the past live years I have been presiclent o[Westlnont College in Santa Barbara, California, a nationally ranked liberal arts college with a specific locus on high-cluality unclergr:rcluatc eclucation. Prior to becoming a presiclent, I held various micl-leve I leaclership positions in other nonprofits as well as be ing a clcan, clirector ancl department chair at a large ur-rive rsity for e ight years. Toclay, as presiclent of Westrnont College , my prirnary responsibility is to leacl ancl rnanage an organization that emrlclys a vast array of highly talentecl people, while serving the eclucational needs of our stuclents. How then can I le acl effectively ancl achieve desirable re
sr"r

/'\
CONNECTIONS

coNVrcTtoNS
COMPATIEILITY

CULTURE

CHEMISTRY

coMPETENcE

CHARACTER

Its?

liigure 0.1. The eight principles of effcctivc lcadcrshir

The goal of this book is to identi[y and articulate the eight prin-

ciples of elfective leadership. In rnany respects Drucker's life and work exernplified these principles, ancl rny goal is to clemonstrate

built on the character o[ each individLral

ar-rd

the range of skills

how their successful development and implementatior-r can make such an irnportant clifference in leadership. The e ight principles of eff'ective leadership are illustratecl in ligure 0.1. This cliagrarn is both descriptive ancl prescriptive. It iclentifies the way leaclership clevelops and prescribes the way each of us can rnake a difference through our leadership. As we progress in our developr.nent, each rank of the pyramicl is built on whal went before. In other words, character is the [oundation of all leadership responsibilities for all our life Tlren, lrreshold competencie.s, built on our character, cletermine enduring e[[ectiveness. I place thresholcl competencies second because a moral leacler can only be effective i[ he or she has the cornpet-ency to manage all the other levels o[ the organizatiotr. Next, edm chernisLry is absolutely essential. The capacity of any
.

and abilities he or she brings to each task. Likewise, the organiTational culture of the company is built on the relationships ancl priorities that are establishecl wirh all members o[ the organization. Those who produce the organizational culture are also responsible for interlacing with the broader envi-

rontnental context. As the culture clevelops, moreover, each individual must cleterrnine lhe level of comp(ltibility between his or ]rer personal goals and values, and the goals and values of the organization. Likewise, the convicf ion.s we develop about what should be done and how it shoulcl be accomplishecl are built on the five previous
levels of clevelopment.

managenent team ancl its ability to functior-r effective ly

will

be

Then, remaining cottnecterl to our work associates even when we rnake hard decisions is only possible if we maintain persclnal integrity, dis:lay conpetence, create team chemistry, clevelop a great culture, retain a level of compatibility that lnotivates, ancl

t2
clisplay a levcl of'cortvictitltr

THE SHAPNG OF AN EFFECTIVE LEADER

lntroductiot

23

cotlrtrlittnct.tt that crcatc both a clcpenclability ancl preclictability that people trust. Finally, n'raking an ultimute ctnilributitnt that will otttlivc us is only possiblc when thcsc sevcn llrcvious staflcs are succcssfr-rlly f'ull'illecl. If any one of'these stages collapses, the e[[cctiveness o[ our lerclership will retreat to this level, ancl we will neecl to start
rucl

trncc

with

spccif

Drucl<er's teaching,

ic cxamplcs froll rcal lif. Altcr consiclcring I amplily c'ach prir.rciplc by consiclering thc

way

I learned it,

inclr.rcling the ongoing ir.rflucrce oI one or two

l(ey tncntors ()tl lr) own li[e ancl lcaclcrship. An addecl elcmcnt is

all ovcr again. h'r the case ola rrtoral feriling, it is virtually irnlossible to ever
re

cover completely.

My unclerstancling o[ how cffective leaclers clevelop and why tl'rey matter began initially when I wrs attencling a worl<shop being lecl by a man who hacl rttinecl one organization ancl was in the process of ruining anclther. He was extolling the singular itnportance o[ character whcn I realizec that without threshold conlpetencies even the most well rneaning individual call clo real harm. As I was listening, I began to or-rtline the progressive principles o[
rship development and bcgan to realize how e[[ective leaders clevelop and tnal<e an important cli[[erence thrclugh their work.
Ie acle

the identification and application oI thc eight cleadly viccs ancl the e ight life-giving virtues to each leve I oI the pyranicl in orclcr to illustrate how our chtractcr is tcsterd and clevclopccl as wc rssurne new and highe r leve ls o[ responsibility ()ver time. Finally, each chapter conclucles with a consideration of how the particular prir-rciple neccls to be developed ll,rrther in our currenr leacle rsl-rip responsibilities in order to accor.nplish e[[ectiveness ancl ellsurc success. Ultirrrately, it is my hope tl-rat this book will help you understan(l how leaders develop ancl why their ongoing clevelopment is so important. Above all, this work is both an invitation to understand and clevelop as a leader ancl an encollragelnent to engage in the rich ar.rcl noble privilege o[ provicling leadership f'or ar-r organi,

During this tilne I also realizecl that our understancling of leadership cloes not colre to us all at once . It tal<es time. In ottr instant-orientecl culture we olten want to short-circuit the thinking, reflecting ancl acting that rnark our progressive cleve lolme nt as leaders. Unclerstanding how leaders develop ancl why they matter recluires discernment, wisdotn and insight. Because effective leadership is botl-r an art and a science, there is rnore thau one right way to leacl. The way we understancl ancl apply these principles will be basecl on our own gifts, abilities ancl judgment. Still, it is incumbenl that we learn how to cotnbine an unclerstanding ancl developmer-rt o[ these eigl-rt principles with their application in the specific contexts we face
.

zation at whatever level you lnay serve.

In orcler to understancl how each principle clevelops, I begin evcry chapter with a story illustratir-rg how the specilic principle
carne to light in the midst o[ leacle rship. Then, I consicler Drttcke r's extensive treatment o[ this principle aucl clemot.tstrate its irnpor-

Principle I

THE NECESSITY OF CHARACTER

The Foundation oI Effective Leadership

Tht.final prooJ oJ the

sirrce

rity

rnd

.se

riou.sne.ss of

rnanagtlncnt is

urrr.ornpromi.sing elrpha.sis on ittt?grity

rf

chcnacter. For if is

<:huract:r through which Ieadcrslp is excrcsetl;

it is

chcn'acte

r tfiat se ts the exunple ctnd is nilaletl. Chu'ctcter is nof

thing one can.fool people about.

sonrc-

Peter Drucker

/,\
CONNECTIONS

coNVtcTtoNS
COMPATIBILITY

CULTURE

CHEMISTRY

COMPETENCE

\ \

CHARACTER

)6
,,lt alIconre
s

THE SHAPTNG OF AN EFFECTIVE LEADER

Tltc Nt'r'rrssil1, of C.hararttt

27

clown t0 cthics," rcpliecl thc firrmcr CIO of a rntrltibillion cktllar investtnent cornl r'ry. We were golfing at'fhe Qttarry

in La Quinra, Calilornia, ancl I hacl just askecl him what he thought was the secret o[ succcss in lit and business. our mincls l'rad driftecl to the case o[ Bernie Ebbe rs at WorldColn, then to Ken Lay rt Enron ancl linally to Bernie Maclolf ancl others. The list seeme cl enclless as we consiclerccl one uncthical leaclcr rlte r auother whose corrupt practices hacl lecl their companies into bankrr-rptcy As we nearecl the end ol onr rottncl, he turnecl ancl askecl"'What are you cloin to teach ethics to the next generatioll of'students?" Twerrty-five hunclrecl years ago, Plato (427-347 tt.c'.) ponderecl the samc que stion. "Can you tell rne, SocraLes, is virtr-re sollething rhal can be raught? c)r dces ir corne by rractice? or is it neither
teaching nur practice that gives it to a man but natural aptitucle or sonething else?"r Throughout this long ancl provocative clialogue, Plato eventttally conclucles that virtue is only cleveloped in people

hirnsclf'ancl his circnurstutccs, ancl in thc uriclst rlf'his ar.rgcr l:rsh oLrt at those arouncl hir.n. ln one telling sccrne he contpletcly clcstroyecl his otportunity whcn he blew up at his boarcl o[clirectors ancl saicl clcrogatory ancl clcstructive things about ther.r-r tl'rat flrevcr undermir-red their ability to trust him. Shortly thereaftcr, he was fired lrom his tosition and never worked again in this line oI worl<. It wasn't a clcadly vicc that clicl him in, br-rt the inallility to
exercise elnot-ional intelligence.

During this episode, I couldn't help bur think abour how each ofus has an area ofvulnerability that olten prevents us lrom realizing our full potential. Many o[ us struggle in specific areas that ke ep us lrom being all that we coulcl be . Learning llow ro identify rnd overcorre our nost self-destructive tendencies plays an indispensable role in our encluring success.
On Character
Character is built orl our unclerstanding of'ethics. In Weste rn society there are at least seven major streams of ethical theory t,hat

who cornmit their entire lives to realizillg it. As Plato notes, through education, discipline, natural aptitr'rde ancl harcl work we cliscover the bene fits o[ the virttlous life and o[ cornmitting our lives to a wisdom tradition that can guide us' We also realize that the pllrposes behincl every effort at eclucation must include moral purposes. ln discovering these moral purposes we realize that every generation must receive guidance if its
mernbers are to discover lhe ultimate destiny oI their lives and the ultimate contributions they can make as leaders.

still inform us: virtue ethics, deontological ethics, utilitarian ethics, contractual ethics, communitarian ethics, fe minist ethics ancl
rr.lst-rnodern ethics. Ethical theories encompass and express wis-

dom traclitions. Wisdom traditions, il1 turn, often evoke longings and guiding principles that tie our inclividual lives into purposes greater than ourselves. Our capacity to build a foundation based

I have seen so many great leaders ruin an opportunity because oI a moral failing. Solne tirnes it has bee n the ruinous vices of comrnitting rnoral indiscretions, embezzling molley or practicir-lg corrupt politics. More clften than not, however, it has been the lesser evils that simply undermine people's conficlence in these leaclers'
work.

I was a dean, I was working with a tnan who hacl an inability to control his temper. He woulcl get angry with
Years ago when

on character will determine the extenL to which we can achieve long-term, sustainable sLrccess. Although these seven dorninant streams still inform us, more recent attention has shifted to developmental psychology and especially the stages of'rnoral development. A guiding resource in this development is Lawrence Kohlberg's landrnark study Theorie.s oJ Moral Reasoning.z ldentifying and outlining the six prirnary stages o[ moral developrnent, Kohlberg n.racle the astonishing claim that 80 percer-rt. of all Americans live at either a stage three

2
leve I (acquiesccllcc to

THE SHAPING OF AN EFFECTIVE LEADER

'l-hr Nc<cs.sily ol Chnactcr

29

cultural uortns) or a stage four level (obeclitheir ence t0 law arrd orcler) of. moral reasotritrg, deper.rdirrg on vision of the ruoral lif'e. he Peter Drucker, too, worl<ecl frorn a uroral vision' using what ,,mirror test." This lest asks a quite basic question: whom calls the rnornckl you want to see in tl-re mirror when yott wal<e ul in the

lievecl grcat lcaclers unclerstclclcl their pcople, but this uncle rstancl-

ing was not so that they coulcl eliminate everyone who dicln't mcasure up. This understancling helped a leader focus cn an incliviclual's

ing-arnorallyuprightarrdrespectedpersor-rorarrirrdividtraldcvoid o[
a soul?

Throughouthislorrgarrdclistinguisheclcareer,Druckerbotlr
He articulated and assur-red the necessity of character formation. "business ethics"often emphasizecl that there is no such thing as a person is either ethical or unethical, regardless of the situation'

He insisted, lnoreover, that bedrock integ,rity was absolutely necessary'for effective leadershiP. I continue to be struck by tliis ernphasis' Througl-rout my leaderby the ship I have often seeu young, promising executives derailed most pernicious character flaws. These events have had little to dtl with these executives'col.npetence and everything to do with their

strengths, not their weaknesses, ancl lecl to Drucker's participation and interest in thc StrcngthsFinclcr rnovemen,l-.5 Drucker's prirnary focus include d the responsibility of developing those people unclera lcaclcr's care. Noting that e\ery one olus comes to a position o[ leaclership with gifts and limitations, Drucker ernphasizecl that our basic integrity and character are clisplayecl in our willingness to develop other people. In his own fitting way Drucker summed up the imprtrtance of integrity and character by noting, "The manager who lacks character-no matter how likeable, helpful, or amiable, no matter how competent or brilliant-is a rlenace and should be judged unlit to be a rnanager
ancl a gentlernan."6

Though it rnay sound extreme, Drucker's point is this: why put up with jerl<s? Life is too short and our work too harcl to endure pcorle who arc rncrcly out to ruin us.
Ultirnately, Drucker believed
t.he

lack o[ character. Drucker amplifies the itnportance o[ integrity by r-roting that the greatest test of our integril'y and character is the way we treat a other people .lnManagemnt' Drucker writes, "They may forgive

moral tone for the entire organi-

rnan a great cleal: incompetence, igt'rorance, insecurity' or bad goes rnanners. But they will not forgive his lack of integrity'"3 He on to emphasize that a person's lack o[ integrity is so serious thal if it is cliscoverecl, it shoulcl immediately disqualify him or her
from any position of leadershiP.a

Drucker also expresses concern that a uranager's attention of those neecls to be focused on lhe strengths, not the weaknesses' heorsheisresponsible[or'Herepeatedlyemphasizestheinrporirtance o[ making our strengt.hs doninant and our weaknesses the of relevant-. He believecl this was the unique responsibility beleader ancl reflectecl the nature of the leader's character. He

zation starts at- the top. He believed, and I think he is right, that the behavior o[ senior executives fundamentally sets the tone lor an organization.T He arnplilies this by noting that our people decisions must demonstrate that we will be unwavering in insisting that leaders at all levels of the organization rnust have basic integrity that can be trustecl. It is sirnply too crucial and cannot be acquired later. This is also why moral failings are so catastrophic: they underrnine the very trust that is at the heart oileadership.s Drucker's point is that organizations rely on the character o[ the people who run them. Our strategy clecisions, our people clecisions and even our resource decisions have to be made by people who are honest and operate witl-r integrity. Otherwise , the consequences are disastrous. They aren't always irnmediate, but eventu-

ally, over time, organizations that lack integrity fall apart. The

30

THE SHAPING OF AN EFFECTIVE LEADER

1-hc Ncccssit.y oJ

(.haructrr

3l

irnplosions t[ worlclcom, [nron ancl Macloff' lllvestlllenl. Sccr-rrities clid not harpen irnmecliately. Tl-reir cleccit[ul fbr a long time, brt inevitably, when the econol"ly irnplodecl, the
st

rategies workecl

men behincl theur wcre exposed fbr their f'raucl.

Why Character Counts and How Character Develops But why worry about our character? The fbnnation of our characrer creates preclictabiliry ro our leadership. Predictability, depenclability ancl consistency: these three qualities ensure that our leader-

ship is reliable ancl n-rotivates people to place their conficlence iu us. Our effectiveness as leaders is built on trust. Though more rhan 75 percent of Americans surveyecl by the Gallup Poll adrnittecl they woulcl lie, cheat or steal if they thought they could get away with it, the leader is on constant display and cannot escape
the spotliglrt ol lublic scl'tttiny. our goal for the first principle o[ effective leadership is to identily ancl illustrate lhe natural and deliberate processes oIcharacter

formation. character formation establishes the foundation lor the path lor colosf,great leaclershil succcss. whcn absenl, it charts beI sal leaclersl-rip failure. Because our character is fonned by our on our actions ancl corrective behav\ ti"fr, actions, sel[-rcflection I io., u, a result o[ this self-reflectitln, we must recognize the way I I there beliefs. acriolls and reflections both shape ancl reflect our
I

sclf'-reflection ancl self-corrcction is tal<e n lror the famous scene in Shakespe are's Hamlel whcre Hamlet reenacts the rnurcler of his father in orcler to "catch the conscience of the King." What this pssage so roignantly clemonstrates is that the capacity for selfreflection ancl sell-correction can keep us from the path of selfclestruction. Otherwise, left tcl our own devices, we will fall intcl patterns governccl by sell-interest that collte to rnlc us. Often, our owr-r moral awal<ening results from our confrontation with the fact that we are completely out of sync with our deeply held convicticlns. When we recognize this, the next step is to realize how to get back on course: by elevating our deepest convictions and pursuing our principles from a new perspective. So often leaclers have to go [hrough a rnoral reorientation in which they come to see their present reality in a completely new light. Parables, or stories meant to teach a moral lesson, prompt us to reilect on our life by seeing our life in motion. Through encountering a very basic, common reality they invite us to take an entirely new look at life.
Once we recognize that we are out of sync ancl neecl to improve

[:haractcr, One of the great challenges facing a new leader is developing the capacity for moral sel[-re[lection. So often what clistinguishes great leaclers from also-rans is whether or not we can develop a capacity to self-correct. Leaders get off track. We overreact' We walk into situations and clo not respond as we should. This in ancl of itself is usually not a problem' lt becomes a problem when we cannot recover frorn our mistakes. The first step to recovering from our mistakes is to recognize we rnade them' One o[ the great examples o[ how to develop the capacity for

our performance, we can engage in the sort of development that inspires people to follow us. lnclividuals want to know that rhey can rely on us. lf they trust the way we lead, and it is successful, then they will also be interested in the way we recover froln mistakes. Together, our strategies lor success ancl our recovery from failures will give people the confidence to trusr us, and subsequently we will have the moral authority to lead well. Realistically, however, it is very difficult if not impossible to lead well and recover nobly without the helr of others. The input of older, wiser individuals who can guicle our development is often needed. Two indivicluals who have played a key role in my own character forrnation are Richard Foster and Diogenes Alen. I first met Foster in 1977 when he was teaching at the university I attenclecl arrcl was in the midst ol writing Celebration oJ Dscipline.

\2

THE SHAPNG OF AN EFFECTTVE LEADER

l-hc Ncrcssiy ol

(.haructcr

))

Abclut once

rl.ronth he woulcl clistributc chapters to several stlt-

clents, asl<ing us to re acl ancl respond to his work' This carly introcluction to his writing electrifiecl me. lt createcl a cleep clesire ttl clcvotc my life to this inner dimension whe re ottr character clevelops ancl ottr motives for actir-rg are formecl. In aclclition, Foster was willing to meet with us one-on-one and ask tts questions abor"rt ollr own clcvelopurent that nobocly else was willing to asl<' To this day, I still enjoy the opportunity to be with hirn as he conducts a Socratic inventory of my inner sel[. Five years later I enrolled at Princeton Theological Seminary, where I pursued a master's of clivinity clegree (I982-1985). Shortly aft-er arriving, one o[ my favorite mentors died, and I was at a loss to understancl the nature ol life, especially the challenge of evil and suffering in our world. In the miclst of this tragecly, I met Diogenes Allen, Stuart Professor of Pl-rilosophy ancl a former Rhodes Scholar, who hacljust published a book on su[[ering. Our initial meeting revealecl his remarkable gifts, abilities ancl sensitivities. Allen took my concerns seriously. He clirected rne to key texts that influenced my unclerstar.rcling of the problern of evil and suffering. He invited me to take part in his philosophy class the following spring, when he planned to discuss these Lopics further. Most irnportantly, he spent tirne with n-re, helping me ttnclerstand the nature of evil and suffering, and the impclrtance of recleeming our sulfering so as not to become e rnbitterecl. During my final year at Princeton I wrote lly lllaster's tl-esis with Allen. The topic was moral philosophy and, specifically, the work of lris Murcloch. A key piece o[ Ms. Murdoch's philosophy is "visionary ethics," the belief that people berave elccording to the vision of life they are pursuing. As helpful as following rules aucl cornmands may have been in the past, Murdoch's ernphasis on a vision of life and the way this can move tts frour an egocentric outlook to a reality-centered outlook has forever shapecl me. By investing substantial time in me, Foster ancl Allcn playecl an

in nty intcllcctual aucl rn<lral clevcloltrnent. In thcy hclpccl rne rect.rgr.rizc thc nllc that our thor-rghts, l)articular, habits ancl clispositions play in shaping our character. They also introcltrcccl urc to l<e1, thinl<e rs who clcctcnecl my unclerst-;rncling. Two, in particular, are especially irupclrtatrt: Frik Eriksor.r ancl
inclisrensaltlc rolc Evagrius of Pontus.

Erik Erikson, Evagrius and Our Development as Leaders I likc to I<now the "wl-ry" of'sornething be[ore I'rn willing to do the
"how." In other worcls, I want to know why character lormrtion is important be[ore I arn interested in how it happens. When I arrived at Princetclr.l in l982, I hacl becorrre convincecl that integrity
be Iievecl that choosing to be ethical and true to my word was the existential choice that macle the rest of life meaningful. Oncc lhis was resolved, I was then interestecl in how we becorne rnoral and how character is formecl. Dr,rring this sarne period of time I was introclucecl to thc writings of Erik Erikson, one oI the foremost cleveloprnental psychologists o[ the twentie{.h century, ancl to the work clf Evagrius of' Pontus (345-399), the originerl sourcc ol the "eight cleadly thoughts." Together, these two inclivicluals helped me unclerstancl the clepths o[ our charactcr ancl this hiclden dimer.rsion of f ife. As I reacl Childhoocl ancl Society, Erikson's classic on rhe psychosocial cleveloprnent oI humans, I began to unclerstancl the orclcr rncl pattern o[ our own growth ar.rd clevcloprne nt.') At thc core of Eril<son's thought is his iclentification ancl treatrnent o[ cight inclividual stages oI clevelopment tlat require resolution ol a cor-npeting comrnitment (trust vcrsus tistrllst, for example) in a social colltext. During this same periocl, Allen introduced me to Evagrius o[ Porltlls's cight clcaclly thoughts and their disorienting effect ou our charact-e r. The unique contribution of'Evagrins was his ability to Iook into the life ol a leader ancl cliscern what woulcl causc his or

is the founclation of life' I

\4 hcr
cleurise

THE SHAPING OF AN EFFECTIVE LEADER

flrc Nr'r r'ssity ol (.huruLttr

l5
4. Vfiltlnt'ss: tltc

. ol' cclual impoll.ancc, hclwevcr, was his "villingr.rcss lil'cancl ability ro iclcntily all(l illustl'te how wc can clcvelop giving virtues that counteract Ihese cleaclly tl-roltghts allcl ctlntribute to ()Llr sLlccess. Together, Eril<son's icleas ancl Allen's ttsc o[ Evagrius cleuolrstratc that at each stagc o[ our clevcloplrent we lace a chirllcngc
r"rlly lllltttt'c tl-rat is lulicluc allcl rust lre resolvecl for us ttl sr-rcccssf our clevelThe same is true o[ our cleve lopnrent as leaders: .iust as opme

4. ;\ngcr: '.l llc rnost ficrtc passiorr is anger, ' Fvagrirrs

abilit;'to

4.

( ttlttrrt

tritrtailt ottr t'nrol ionl alltl

l,ritcs. "In

lrct,

it

is a

boiling rrcl stilrirrg trr of'

$,r'ath irgirinst 0nc rVh0 has

intcllcctual balance t hrorrglr srl[-restrriDt

givcn injtrr'1'or ol'l'nsc. lt

Iea(ls to rrcocctrral ior.r \\,il l I lc onc l,il h s,llotn s'e

alr irgr)/ Il rtrirrs otrr

hcalth-lxrl
nrental."1

h rh,sical ancl 5. llurnility,: lhc bilitl'to srr our gilts arrl altilitics accuratcl'in or<lcr to have ln accurtc r.icl,oI thc gi[ts antl ahilitics ol othels. . Ficlclity,: hr'ing thc capacity to honor:rnd rcstcct othcrs lty 5. (-onrl;atibilitl'

nt as httutans has a s:ecific challenge at each stage' so otlr each stage. clevelopment as leaclers faces a unicltte cl-rallenge zrt [o continue This specific challenge lrust be resolvecl if we are to grclw.Consiclertablel.l,wlriclriclentiliestlreviceancltlrevirtttc that corresponcl to cach level oI the leacle rship pyrarr-ricl'
l'able

5. I)rith: having an unu,arranterl anrl cxaggerilcd sclrsc ol our ou'n gi[ts

rncl

rbilitics.

(>.

I:ight Viccs antl Virtues of the Lcaderslrip Pyranlid Light t-ifc-Giving Virtttcs Eight Deadly Viccs

l.l.

Lust: having an cgoccrrlric belicl that others cxist strictly to satis[)'0ul' unbritllcrl tlesilcs.
7.

. (.onvictions

cultivatinl an attituile of intcgritl,, carc ancl rcsl)cct.

7. Pcrscvcrrncc: lraving a
7. Cornections

Pvramid l-evcl

lnrli[[crenct': bclieving

L (luttortl': an itrsrrtialllc dcsire to constrlle or hoartl bccausc u'e lcar the re wtlu'l bc cnottgli-firotl, tlrirll< or
evct carcer 0l)l)ortttllities.

l.

Tcnrpcr:rttce: a rccogtrition

l.

Charactcr

tlrt wc clll cxcrcise rcstrilt

in thc slrort rtttr [lccattst thcrc rv ill alrval,s bc cttottgh-lirocl, clrinl< rutl cven :rtltlit iollal circcr opportunities.
2. Cottcntltcntl Cclellating 2. (-ontltctcttcc

holv rve rc cut'rctrt ly invesling our lil <loes not natter or havc an1' t'nrlttt ing virltrc. i. Mclanchol;': bclicving, trat both oul crlrrerl statc atrr our cntilc t'xiste nct'rlo

caracity to cn<lure
ci rcun.rstrnccs

dillicult

lvit hout any

Itore ol ruick resolution

bccatrsc o[ a contmilnrcnt lo

contrilutc to tlrc grcalcr goocl.

8. Pcrsrcctive: thc ability to rccognizc t lt ouI contribtrtiorr ltits llr:tllr'rt'<l itntl rr'ltasc trttt ifc rvolk l() llc il('xl g('t('l]rti()tl u,ith corrliclcnce it will bc acl<nou,lrtlgc<l lbr its con(ribution. tl. (-ontrilrution

2. Lnvy: rcscrlting, thc gifts rnrl abilitics of othcrs. (ln Erikson's schcme
, c1vY and

nler are rcvcrsccl.)

thc gilts ancl abilitics uf utlt"r, bccattse wc irc c{)ntelt with our owr gils antl abilitics
3. Gcnerosity: thc cirPacitl' ttr

tol

n rt

t e

r.

l.

bottntllcss glarsping, typicallY for

Gre ecl: a

3. Chenristry
I

sclf-lirnit in trrdcr to helr those

who irre less lrrttttrate llratr oursclvcs. It inclutlcs having thc callacitl' to hcll othcrs as rvclI as the capacitY to lotice tle
needs of tlrose arottutl tts

rnonc) o' famc, withottt rcsrcct ftlr othcrs.

Iivaglius of Por t us,

1'h

c l'rrrl ilrrs f-. C haptcr.s on l,ra.yt, r, t ra ns. .loh n Eu<lcs

lantbcrgt:r (l(alamazoo, Mich.: Cistcrciirn, I98l), p. Itl.

Harnessing these eight cleaclly thoughts requires the cultivrtion o[ the corresponcling life-giving virtues. At each stage our character

will

cevelop appropriately iI we work tl.rrough each challcnge successfully. ln turn, onr successlul resolution at each leve I will estab-

lish a lounclation o[ trust that tnakes our leaclershir effctive.

3(r

THE SHAPING OF AN EFFECTIVE LEADER

1'ltt' Nr'r r'ssif

1,

ol (hurattcr

)t

l)rucl<er. cmthasizecl the itnltttrtancc of charactcr atlcl trltst,

r.rclting:

of'clishcrrte r.rirrg cxtericnccs Irom orlr past that s;rbot:rgc

ficle

ollr con-

nce in the goodness o[ othe rs.

y'rhc ti nal rcrluirc.rcrrr ol cflccrivc lcaclcrsir is t. ca'' lrust. I I tu,.ur, a lcaclcr, it is nor lcccssaly to likc hinl' Nor is it I | '',...rrury to agrcc with hirrl. Trust is the collvictit)l tlat llc I l.na.r. nrcans what ltc says. Elfectivc lcaclcrshir-antl again I I this is vcly olcl wisclorn-is tlot basccl on bcing clcvcr; it is I

Thc virtue of'tenrperance ltrings brlancc bacl< to onr lif. 'l'cmperance helrs us [incl our conlidence in appropriatc lcvcls of'con-

\Uur.a rrirrrarily

orr bcing

consistcnt.r('

We express this consistcllcy, lll()reovcr, when we rcslond ef lectively to the leaclership challenge that colles at each levcl of the pyramicl. This challenge rnust bc resolvecl for us to leacl well. Although the whole chart pertains to lle formation o[ character, we encoltllter a unique moral challeng,e at each stage o[ our
lcaclc rslt ir.

tribution ancl hard work. We are able to exercise self-restrair-rt at work because we learn to trust that our coutributior matters. By clcvelclping this virtuc, wc lcarn to rcly on othcrs. Tcnrtcrancc is basecl on a capacity to trust that lif will turn or-rt okay. It alscl represents an ability to see the cyclical natrlre of life: that every clownturn eve ntually has an uptllrn iI we pe rsevere with hope.ll Ten Essential Qualities That Reflect Our Character nt ol character lormation is developir.rs bench-

Thus, on the first level, where the primary locus is the developme nt o[ our character, the vice is gluttony ancl thc corresponcling virtlre is tentperance. Gluttony is the insatiable clesire to control ancl to cortsulne by satisfying Our ferrs anc clesires through gorging. We not only want to collsufile contituotlsly, we want to ensure that we can clo so. As a result, gluttony leads to a col.llplete clisorientation frorn the moral life . Although associatecl llrirnarily with fclocl, gluttony refers tC) any number ol'llchaviors that reflect a loss of conficle nce and lrllst in tl're future ancl an unbridlecl neecl
tcr

@hese

measurements of progress are captured in the following ten cualities. The extent to which we ex-

press these clualities lunclarnentally reflects the healtl-r ancl vitality of our character ancl the level to which 'we are like ly to achieve

long-term slrccess. A leader with well-lbrmed character

l. leads lrorn a foundation

o[ integrity.

2. clisplays wisclom and judgme nt. 3. l"ras the ability to absorb and undo rhc cvil o[ others. 4. worl<s

with

uncle rstancling and respect.

cortrol.

But how cloes this pertain to otlr leadership? As leaders, we often fear a decline in effectiveness, tlle loss o[ a leaclership pclsirion or inaclequacy. This cleadly thought is manilestecl in colnpulsive ttverwork. We begin to feel that no alnount o[ effort will be cnough, ancl our compulsicln causes an inability to l-rust: an inability to tlust our pcrsonal capacities, the pe ople responsible for our welfare and eveu the people we are responsible to lead. This abse nce of lrust is often conpouncled by the rettlrn of tneurories

5. works for the greater goocl.

6. is temperate in all utatters.

7. balances a conficlence

in his or her own ability with humility.

8. is calm, loyal, pruclent ancl discerning.

9. hires well, communicates clearly ancl trnsl-s.
10. balances a corce

rl lor the welfare of employe cs with the

neecl

to achicve positive results.l2

Iu

THE SHAPING OF AN EFFECTIVE LEADER

'f-lrr'

Nt'r'r'ssity ol Chururttr

lc)

lrirst, tlrc elfc'ctivc lcaclcr k:crtls J'rom u .fotrndaliotr oJ ntegriL.y. we bstcr clclincs ir-rtcgrity as "liclelitl' l-<l I.noral principlcs' hottcstl" sonnclncss, contpleteness." fhis lneans bcing trr-rc to Our lvorcl rncl
avoicl i ng [alsc aptcaranccs.

One o[ the lnost ilrportanL realities lelclers lace is that their livcs are always on clisllay. Pcople clo trtlt intencl to bc itrtrusivc' but they oftcn rre . As pr"rblic ligurcs wc c11 eithcr rcscut itrtrttsitlu or embrace it, since it ttever g,oes away. Once we've embracecl this
reality, we Llrlclcrstand that e\erythillg, we clo has to bc abovebcarcl
ancl beyclucl rcrroach.

Tlrc elfectivc leacler also di.srlrrys lvi.slonl cmcl .iuclgnttrll about the lasic facets ol running a successf'ul business. This inspires the lrust ancl conficlcr-rcc o[ ottr board, our work associates atrcl ottr clie r-rts. The higher we go in a corporatioll, lhe more titne we spe ncl accomplishing ()ur worl( lllrough other peorle . Technical colnpetence gets us the job, but relational cornpel-ence hes tts advance All ol'us are hirecl lbr our abilities, but we advance in our positions
.

ability is l1()t latural to Itunrrns; rathcr, rr:flcction ancl clisciplir-re cclLrip a leacler to clisccrll the rcal prclblenr ancl l.row bcst to resl.loncl. fhc el'fctivc lcrclcr also worh.s tuith unckrslancling crncl restctI lclr eacl.r l'ne mber o[ thc orlarnizrtirn. This virtue cnnot be rnanufac'tr"rrecl; instcacl, it arises lrclr.n a frnclanrental clistosition of integlity. One of thc nlrin nranif'cstations oI ir.rtcgriry is thc willingness ancl ability to identify, cleve lop ancl celebrate the gilts ol'those who work frrr you. To achieve thc levcl of cuality we neecl in our organizationJ we must be comn-rittecl to gaining our etnltloyees' gooclwill by giving them the opporruniry to clevelop their capacities to the fr-rllest. Often, it reclr"rires a level of cclnficlerrce in our own gifts ancl abilities in orcler to clevelop the gilts ancl abilities o[
Such

those we leacl. mphasis cln rnaking our strengths effe ctive and our wea<nesses irrelevant hacl a greaL ef'fect on Marcus Br.rckingham, the author o[ two classics on worl<place satislaction. In both Firsf,
Drucl<er's
e

be

canse of oltr attitudes, behaviors ancl ctlncluct.

several settings where thc cliflcrence in technical collpetetlce between certaill indiviclr-rals was very slim, but the cliffcrcnce ir.r relational courpetellce was largc. In
hrve worked

in

Ilreah All lhe RLrle.s rncl Now, Discover Yott' Strength.s, Buckingham cmphasizes the irnportance of iclentifying and develolting the uniclne gifts and abilities of everyone in our organizations. It clovc-

every case thc person with higher levcls of relational compete nce was given ,. ore responsibilities ancl wider inf'luence lhan thosc without it. Ecltrally importanl-, the cffcctive leacler has Lhc crbility to absorb cmcl tmclt the evil o.f others. This requires maturity and is a real test ol our character. Every organizatiou l have ever scrved had ungraciotts associates aucl customers. Being able to makc a gracious response to an ungracious person is a hallmarl< ol character forr- ratiot.t. Over titne , an organizatiolr can develop dysfunctional interpersonal clynamics. Eclually clillicult, the leader also bears the brunt of attacl(s that occur between employees or are targetecl at the orgar-ization. Both tasl<s require skill and insight.

tails beantifully withJim Collins's ernphasis it-t Good to Great ctn getting the right peoplc on the bus and then getting them into the right seats. To amplify this point, consicler this legenclary story of Sarn
Walton ancl his e arly days worlcing forJ. C. Penney. Sam was nearly fired becar.rse he wrs unable to fill out sales reports in a timely,
accurate manner. Ever-r though his sales exceedecl every other pe r-

son by a wide margin, this one weakness nearly cost him his job.

Fortunately, a high-ranking supervisor intervenecl, recognizing that accuracy in reporting was secondary to rcsults, and thus
hclped the company avoicl a historic rnistake I woncler, though, iI this cxperience o[ be ing treated disrespectfully ultirnately causecl Walton to leave the comperny. So often, neg.

40
tivc interacticln ou a pe

THE SHAPNG OP AN EFFECTVE LEADER

'i'hc Ncrc.ssil.y

o.l

(.hutttcIcr

+t

rsistcllt

brsis

with tlne's clirect sttlcrvisor is

a kcy reason people choose to llursLle a trt:w tosition elsewhe re.

criscs Lrtor.r thr: c:ontterny This is oltcn cliflicult to accomplish, but is so csscntial. Becausc cvcr1, [q6lst' has clttortunineccssr')/

OI cotrrse, the el'fctive lcacler also worlc.s lor the greater gttoel, ar important corollary to thc previous e mrhasis or-r deve loping those who worl< in our orlanizations. Leaclers today are temptecl Lo nsc the ir cLtrrent positions to prol'note thelnselves. Ctlnverse ly, those who worl< lbr tl.re greater goocl are uot lloLivated by selfpromotion; instead, they look out for the interests o[ the organization. One notable example is taken lrorn the life of'Red Poling, the retirecl chair ancl CEO of Forcl Motor Cornpany, ancl the [eatured mentor of chapter four. Soon after Poling [irst joinecl our university boarcl oI trustees in Michigan, he was speaking at a business forntn aucl was asl<ed by one of clur students what "tnoves" he had macle to achieve sttch a prestigious position. His answer was classic: he responclecl that it had never been his goal to become CEO at Ford. In fact, he had initially retirecl frorn Ford when the board ol clirectors askecl him to run the company. t{is point in this illustration was to help the stndent urclerstancl that when we work [or the greater good o[ or"rr rurganization, the results speak for themselves and lead naturally to a promotion. This is a beautiful example of Drucker's principle that we do not plan a career, we manage it. Ancl by rnanaging our career, we take responsibility for our own development. It is important for Lls to recognize that our most satisfying work will cornprise effcrrts that serve purposes greater than ourselves. This is work for the greater goocl. Yet most ol the messages ottr cultrre sencls toclay are sel[-centerecl ancl self-focused. Hopefully, through character lonlralioll, wc cat recover alr ability to sublimate our own interests for the greater good ancl strive for results that benefit our compatly.
Tlre eflective leader also is lemperate n all ntatters. A leaclcr who clernclnstrates tnocleration

resporlse to renegacle er-nployees, cloes not overreact or

in all things, inclucling moderation in bring un-

goocl ancl ill, ne ce ssary restraints rtust l)e cstablishcd.'l'hcse lrccessary rcstraints i-rcludc policics, gLriclelincs ancl strategic plans that clefine reality and help channel the priorities ancl clecisiotrs o[ the organiz;rtion. Tetnterancc also inclrcles a spirit clI tolerttiun thert keets Ieaclers [r'on.r rctaliating. Those who retaliate olten gain a reputal.iorl for acting with conternpt ar.rcl disregarcl for people uncler their care At one tirne or another, we've all probably workecl lor a brtss who actecl like an "arnbusl-r predator," always waiting for the perect moment [o launch a surprise attack. I've hacl that experier.rce. In one particular exan-rple, l1o matter how ol'ten we kepl this person inforrnccl ol'our worl<, he or she woulcl call surprise rleetirlgs ancl go on the attack. [n clne o[ my ruost mernorable experience s, I was nearly two hours f'ot'n our oflice when I was asl<ecl to return in orcler to handlc a personnel matter that was not serious. This was not a crisis situation ancl there was no reason to mahe this demand other thar-r to e xert control over a suborclinate . This experience dicll.r't cause tte to move on, but it dicl inlhrence my decision when a new ollportunity arose. This is why it is so import-ant that the e ffective leader is temperate when rcsponding to ernployees. Temperance and mercy guide thc effective leader to consicler an associate's particular behavior in the broader persl)ective o[ his or her overall performancc rather than immediately reacting with a rash response. Though an organizatiol-r obviously cannot endure a tyrant, a sloth or an insubordinate, a leader who pauses long enough to clcterrnine whether an indivicual's behavior is an alterration or a normative pattern will be able to leacl effectively. Maintaining our composure in all circunrstatccs is critical. Tlrerr, the effective leacler tnust, bdlltce confelence in his tr I'ter ability wth humility. It't Gottcl to Greut, Collins notes rhar rhc mosr
tie
.

s to clo both

4),

THE SHAPING OF AN EFFECTIVE LEADER

'/-ht'

N'r'r'ssil y

ol (,hurtr< tt t'

43

c[f-cctive leaclcrs hrvc low ego ncccls ancl f incl thcir grr:atcst satis-

rcss as wcl as
l-rerlps
age

faction in lczrcling thcil orgar.rizatior] to successf'ul rc:sults. Bcir.rg conficlcnt ir.r our ability but hulnble ilr our arproaclr rccluircs tl'rat wc lcarn to cclcbrrLc thc gilts o[ thosc arouncl us ancl to rccognizc that onr fortlrncs coulcl cl'range at r-ry time. ln this rcgarcl, Dmckc-r clften commcnLecl or.r Avis, thc rcntal car col1pr'ry with thc slttgan "Wc t11, harclcr." What arrcalccl to Drucl<e r was the ir l<nowleclge that they wcre nol nutnbcr one , ancl as a result they hacl to worl( harcler and snlarter in orcler to l<eep their cnstol.ners. 'lhe following lesson always locusecl on the neccssity oI assun-ring our c()r.r]petitior.l is srirter, fster ancl better capitalizccl than we are. Drucl<er also notccl that the f irst ancl main way corlrpanies gct into trcluble is by bclievirlg thcy have sr-rrpassed any potential lrture problems. Another critical ingreclient is the need for the e [[cctive le acle r to be calm, loyal, trudent and discerning. An excitable Icader often lacks prorcr rcstraint. Eventually, rssociatcs lose conficlence in a leadcr who carnot control his or hcr ernotior.ls, l<nowing at any llolncnt the1, e,1. become the targets ol'an ltnprovol<ed attacl<. ln aclclition, effective lcrders hirc wcll, coutututtit-ule clcarly untl
Lrusl Lhc pcoplt: lhet
l<

thc clcepcr rnoti\/c pattcrns 0f our collcagucs. lt us recog.izc tlat evcry e'rrloycc is ur-ricue, arcl .ur rna.,

rnent style r-rcecls to ccollnt for the se clif'l'crences. Onc ol n'ry cxpcrie nces cll this principlc occurrccl when I was a clean. As part of my rcstclnsibilitics I supcrvisecl a high-pcrfbrm-

ing incliviclual who clicl nor function c[f'cctively u,ithin convcrltional work hoLrrs. Initially, I lvrs conccrned about what it woulcl mean for this ir-rcliviclual to come ancl go at clif'frent hours ancl whethcr it woulcl .jcoparclizc our elfctivcrlcss as a tealll. Ovcr timc, howeve r, I came to rcalize that this persor ws thc highest pcrlorrning incliviclual in his area even thongh he frllowecl a cliflcrcnt rhythrrr ilr his life rncl worl<. This insight was a resr"rlt ol several coll\ersatiotls in which we were able ttl establish a relationsl-rip ctf'trust. This mutual trust, itr turn, hclpecl rne Lrnclerstand this incliviclual's worl< patterns and shifecl r.ny frcus frour how he workecl [. what rcsults he achievecl. This shilt i. frrcns
helpec me rvoicl n-rirl<ing a costly rnistal<e.
.feu c of emplo.yt:es

Finally, tlre cflective leaclcr bcilcmces tt concern.[or rhe ovc,rcill welwith the neecl Io ctchieye tositivc I c.suls. lt is irnpcra-

u<hieve rcsulls. Woll< associatcs clo not

trust a micronranager. Micromanagernent is a clirect result o[ a lack o[ trust, either in the pcople we have hirecl or in our ability to cclmmunicate a cornpelling missicln ancl vision for our organization. Such cor.nn.nnication incluclcs cle f ining thc nrcasurerne nts of
performance and the tactics ancl strategies needecl [o achieve clesired results. Trust is built on exrerience ar.rcl perception. Over Lime, rcrcertion becomes almost more clol-ninant tlcl experience. A questionable activity is arcceptccl as legitimatc when a person has earned the right to rcccivc "thc be ncfit of the cloubt." Whcn t-rust- croclcs, howevcr, thc same activity ntrclerrnincs our conf iclencc in onr associates. Prr-rdence rncl discernrrent help us unclerstand our busi-

tivc that we meet the basic obligations of our cornperr-ry. A cotllpany cnrlot stay in busincss without nlcetirlg tl're nceds ancl clemancls cll its br.rsiness. As Druckcr often e'rphasizecl, the lirst respo'sibility olbusiness is to rncct the cclst of capital in orcler to stry in business.
Yet the cotnpanics tht lltove from gctocl to great are carrable o[ long-

teml sustainablc snccess bccruse they balance the necessity of

;rchieving long-tenl1 resuhs wit.h care oI their pcclple. As I havc attentptecl to cle monstr"ate, characte r forr.nation is progressive and is never finished. As we go through li[e, and our leaclcrsl.rip rcsponsibilities increrse, our character will be testccl at new ancl higher levels ol inr.ensity. To maintain consistency ancl grow
irr cllective ncss rcquires that wc cstablish a f ounclation of inregrity

tht uever wanes. -fhis fou'clation is establishccl by er-rgaging in

thc clisciplincs ol the nrorrl lifc that can sustair-r us.lr

THE SHAPING OF AN EFFECTIVE LEADER

.rroughout tl.ris chattcr I havc attcr.t.lttccl to iclcrltif'y thc br"tilcling blocks of charactcr. Wc havc consiclcrccl thc cleaclly thoughts that sl.rort circttit oltr cffcctivencss ancl the lifc-giving virtucs th;rt sustrin us. We havc also cot.tsiclcrecl Il.re urnictrc cualitics ancl cliscillines that the ellctive leaclcr must clevelop.-fhcsc clualitics and clisciplincs rrc ltoth illclictors oI our lnatttritl, trt.t, all illvelltory ()f -Il-rc clcvt:ltlltuetrt ttl' thcsc cualitics ancl clisciplincs is clur ncccl. cssential to our leaclersl-riP.

-I

Principle

THE IMPORTANCE OF COMPETENCE

Threshold Cornretencies and the Essentials of Eflfective Le acle rship

Of'conrsc, to leacl wcll wc tcccl to cxcctltc c()rc c()lllpctcucics tl.rat clcvelop ovcr tiu1e. Our characte r lortls thc ltlltnclatioll o[ ollr lcaclcrship, but the thresholcl cornpcte trcics that arc br"tilt upon our
charactcr cletcrtrriue oLlr success.
If is ortt:

An tJJcttit,t: l'lclt'r'is n()f (),t(, rvho

rvho ftr:s thr'

lrr's fhirr.gs r

irlrl;

rigltt lling.s. . . . lvo

1,

n.rutrugcriul unit othtr thuu

lop mtdsctlt:rit is rlcsigrrcd./ttr ont sttci.[ic najor tash. l'lrc rnc t:xtettiotr is for ntanrrgorrcnt. Itsjob is nrullidinror.siolal.
Th'rc is n(,

lop-tnilldgunort fdsl, thcrc

u't

onl, t1-,r',r,,rr,tcnol

lcsl.s.

Peter Drucker

CONNECTIONS

coNVtctoNs
COMPATIBILITY

.,LTURE

CHEMISTRY COMPETENCE
CHARACTER

\ \

THE SHAPING OF AN EFFECTIVE LEADER

I'ht

Inrtor t cut t L' o.l (.onpc

c nc

47

"C)ur goal frr your c'clucatitlt.t," bcgnn I)ruckcr, "is to tttrn yott lrctrn stecialists illto gcr.re ralists." Thc context lor this re urark was his lirst lecture to or Management ol lteople at Wtlrk class in thc

with placticc ancl attlication. My own echlcrtional b:rcl<grounc[ is in thc trrclit"iolr clf thc licral arts. What I hrve founcl so helpful in Drucl<er's atrrclach is l.ris e rncernccl

"For examtle ," he continued, "we want yotl to tal(( engugh accoLultil-tg not so tllat you will becolne n accotlntant, but so lhat you will recogllizc when yotr are bciltg en-rbezzlecl." Then, with a rwi-rklc in his eye , he addecl, "uut iI they'rc really goocl yor-t won't be able to tell r-rntil ir.'s too late anyway." Flis goal for ottr

Iall of

lc)c)O.

phasis that

all

l<nowlcdge mllst

llc ltrnught to bcar

or-r

onr

chrl-

lenges. Because wc live ancl work in con.rplex sil.uations, we cannot l<nclw aheacl ol time all clf the i.forrnatior-l rrcl resourccs we will

nced to nswcr thcsc challcngcs. Thcrcfr)l-c, wc ncccl to clcvclop a strong founclation in the liberal arts ancl tlren commit ourselves to

ecfulcation was quite straightforward: terch tts hclw to recognizc rhe grancl patterns al-cl overarching thernes into which all the cliscrete particulars o[ business could [it. This [irst class was rny introcluction to his philosclrhy ol r-nan-

agelrelt, which in turn was my introcuction to his philosophy of echtcation for the effective leacler. I hacl been learning the roles ancl responsibilities of leaclership, but the next two-and-a-half years woulcl give me the fralnework to unclerstrnd this wgrk morc
con-rple te ly.

lifelong lcarning so tlrat we call cor-rtinr-rally expancl our repertoire in orcler to generate new ancl innovativc solutions to ortr probleurs. Drucl<er believecl that rnanagers r.llust be capable oI clrawing on all the l<nowleclge o[ rhe acadernic clisciplincs, thor,rgh rhey also lulusl locLls this knowleclge on ef'fectiveness and on results.l Drucker's nlanagerre nt philosophy offers highly compelling argurllents for the valuc of'a liberal alts eclncation in the training of'
sclciety's leaclers.

., we all ncecl rrcntors, aucl we nee(l thet.n for onr cutire ives. / t.,.l. Druckcr elltcred rny life when I was ripe lor the learning. I I h^u. oftcn ror-rg[r what a rctnarl<ablc gi[t it was to stucly with Iirn I u, t was cnrering aclult responsibilities ol leaclership. To this clay, I otL.r-r [i'cl ryse lI i* situal-ions where a point he rnacle or a passage I I tne the right I ol his massive corllus comes back to tne ancl gives \\ irrsight to aclclrcss a srccilic challcngc. One o[ the grcat challenges for leacle rs is learning how tcl recognize patten-rs and connections. In [act, Drucl<er belicvecl this is one ol the great challenges in turr.ring a specialist into a ge ncralist. Drucl<er emphasized the importance ol a libcral arts eclttcation, which he believccl was the best training lor learning how to syllthesize ciscrete pieces of in[<lrmation into a meaningful whole. He ar-nplifiecl his philosophy by olten stating that tnarlag,ernent is wlrat traclition used to call a "liberal arl": liberul becattse it cleals with all the funclan-rentals of l<rrowleclge, trf becanse it is con-

Drucl<er always stressed that lcaclers are made, nol born.2 The\ clevelopment ol'top manage ment cornpetencies require s an ability I botl-r to iclenti[y ancl execnte key management functions anc to
clcve

lop o[ the leacler whose growth is of such viral inrerest to the I organizatior-r. Ol l<ey importance is cleveloping a habit of effectivc[ is, the capacity to ger the right rhings done on a consis-rl

lffi:|;

Elsewhere, Drucl<er clelinecl the top n]anagelllet function: cnsuring that cvery l<ey activity ancl every l<ey rclation is coverecl. In other words, the plans fbr worl< nlust inclucle assigning sorlleonc to do it. Top management tasks are those that are perforr.'ecl by the f'ew i'cliviclr.rals in e'ery orga'ization who are obligatecl to see the business as a whole.4 They are resllonsihle lor establishing the purpose ancl lnission of the orgauization. Thcy are accountablc lor ensurir.rg that worl< is procluctive ancl the worl<er is e[[ective. Ultimately, thcy are tasl<cc with seein1 that social impacts a.d social responsibilities are lulfillecl in such a

4t'l

THE SHAPTNG OF AN EFFECTIVE LEADER

'l

ltr

rn pLt r I ut

<

t'

o.l

( on

pt' I c tr t t'

4L)

way that thcy clrhancc rrthcr thau hrrllr socicty'' ln his owr.r trrclcrnark way Drucl<e r sulntttarizcs tllc ittrlortancc of'the e f [e ctive leacler by noting,

( fl. r.ise oI exccutive leadership hrs transflrr.nccl thc social I n,.,.1 ".onornic labric o[ the cleve loped worlcl. Thc [u'clamc'I t^l tosk ol trtattagetrlcnt is ti'r t.tlal<c pcople capable ol' joint | r.rLrr,ttnttcc tht'ough col.1t-'-'ol1 goals' cotlllllon values' the [ .ight strucLurc ancl the trainir.rg ancl clevclollrent tley neecl I r., pcrflrrn atrcl rcspottcl ttl changc."
I

Drucl<cr was not only ahead of his tirne, but he also delined his "manera. I-lis recogniticln that the centcr ol lnodern society is the lorm the agecl institution" hclpecl give rise to the corloral-ions that ccnter of our t.r.rrtclern economy.T His lurther en-rphalsis that e[[ective leaclership is basecl o11 a very few essential principlcs helred a whole g,eneration l-ranscencl the rnechanistic horror o[ the mocle rll lactory t"o realize leadership is abcl-rt humatr beings'

Throughclttt ltis writing rncl tcaching, carccr, Drucl<cr cove rccl this anriliar territory multirlc tirncs. ln thc troccss, hc iclcntiliecl ancl thcn ernrpliliccl tl-rc kcy cor.npct-cncics that constitute the cfl'cctive leaclcr. Beginning with Tftr E[Jcctive f;.xccutivt, Drucl<er iclentifics eigl-rt key qualitics o[ the e ffective letdcr.e Later, while writing Mtut agc me nl ; Taslcs, Rcspon.s ibilit ies, P rctcLices, Drucker ampl i f iecl this original list by accenting two ke1, tasl<s appliccl to fivc basic olleratiors.r(tAncl still later, he would expancl this list agaitr when he of'ferecl twelve clistinct practiccs that constittrte the resltonsibilities ol top mzrnagerrcnt.rr These writings, o[ conrse, fit into thc broacler context of the rise of'executive leadership in the twe ntie th
f

century.2

)---<' ffi"'lristoryarrtlculture.[treflcctsacoInltrittrrcIrl.[o a'rl sllarccl values lhat arc cotrstitutccl 6y "sirrrrlc, ffi;]1r
each o[ its tnembcrs to grow ancl clevelop as neecls ancl opportttni-

As Drucl<cr trotcs. lcaclcrship clcals with thc integratiorl oI pet> itr an olganizarle in a c()ltnol.t vcnturc ancl is dccply ctnbcclclcc[

ln clear, uni[ying objectives basccl on a clcar t'l-lissiot-t ar-rd vision."8 rhis way the effective leacler guides thc organization and helps
ties chauge. Eflective leaclership also requires regular ancl effctive comlnllnication. l]ecause people have di[[ere nt s<ills ancl abilities ancl are is asl<ecl to clo a varicty of clifferent tasks, cffective comnlunical-iolr
necessary

The Tasks of Leadership That Lead to Effectiveness First ancl frrernost is the contrast betwee n e ffectiveness ancl elficiency. Drucker insistecl we recognize that being mired in greatcr efficiencies oftcrr trcvcrts an organization lrom thinl<ing through whethcr it shoulcl be doing the work at all. As a resulr, great lcaclers tnlrsI balance a commitment to efficiency with a relentlcss pursuit oI e[[ective ness. In rry own experience, we have to clo both. Tl-re top rangerncrlt teanl ancl lhe CEC) rnust ensrlre both e flicie ncy ancl e ffectiveness as thcy weigh the irnpact of both short--te rm rcsults and Iong-terrn cffectiveness on the cotnpany. Drucker is relentless on the neecl for ellectiveness. He oftcn rel-rearsecl l-ris rnultiple lists with a precision that cut through our fr"rzzy thinking. "The maltager's real worl( is a perpetual focus ou cffcctivencss. This is accornplishecl in the five followir-rg ways":

if inclivicluals are [o understand how thcir contribrtion fits into thc greater whole. Accottntability, in l-urn, can only be built on sharecl comr.nuuication that ellsures personal rcsptlnsibiliry. uhinlarely,
e

ff'ectivc leaclership is basecl on developing guicling

. . .

by cleveloping a plan o[ action

by cleterrnining a methocl o[ analysis by cultivating

ar.r

unclersl"ancling o[ the tools he or she needs

paracligtns ancl clcpenclable principlcs'

50

THE SHAPING OF AN EPFECTIVE LEADER

Tlu' ltttporluu't ol (.onpcttntr

. .

lty mal<ing clccisiotrs

by comuritting to a cottrsc o[ actic1.t, ancl allocatirlg rcsollrce s so

-l'hcse nol "how Io do" lools, buL "whuL f o rltr" f ools. t(x)ls w<lulcl hclt us thinl( about whal shculcl bc clonc rther than only how to clcr

that thc grctest opportutlities can ltc rcalizecllr Bclieving thc purrose of an e flcctive leacler is the saure across all inclustries, Drucl<er insists that we learn to asl< the [ollowing qucstior.s in thc salre seqtlence itl orclcr to grasp lhe natttrc rtrcl corll-e xt of our wrlrl<.
Firs, rvhct is hc c.sl?-I'his is basecl ot.t erclclressing the qucstion,

bettcr what is alreacly being clone. O[ course, his fvclrite tclol is thc rrovocativc clucstion or Ihe poigr.r;rnt obscrvaticn. Accclrcling to Drucl<er, the three primary arers wherc we neecl to think tlrrouglr what to clo incluclc ()ur rlssurllpf iuls c)oLt[ thc extcrnal envirllurrcrrl, tur conunitnu:nts rt:gtu'ding ou,. <'t:ntrcil ntssion, tmcl our
pcrJormunce
oJ

core contpetcncie-s.17 Since the purpose o[ an orgarni-

zation is to get ur-rconlnlol.r results frorn comtlon inclivicluals, it is

irrrperative that we learn tcl tt'tctxintize sf rcngth.s ctncl neutralizc weulncssc.s by frcusing on opportlll-rities ancl pcople ratler than proble lns ancl politics.l8
Drucl<cr prlrslles this line o[ thought more slte cifically by stating, "What makes executivcs e[[cctive is that they all lollow the same e ight practices."lq These practices coulcl be separated into three distinct areas o[ thought. "'fhc first two practices," Drucker's Eight Practices Drttcl<er begins, "give l. Asl< what ee(ls to be clone
.

"What is our bnsiness, and is this what it shoulcl be?" Whe n we ask this clucstiotr it raise s a sccotrcl, equally ilnptlrtatlL questicrr.r, Whctl are we cloingturrcntly |hul clocs ttctl contribute lo this rsh? Wc arc ofte u tcrnptecl tit asl< how can we cltl sornething bettcr when we shoulcl be asking whether it shoulcl be clone at all. To answer this clnestirtn zrclequately we have to establish clcar objectives and goals basecl ol1 oLtr tnissiolr ancl t'ision. Once we identily thc atrswcr to the secitnd questiol, wc cal-l
face a trircl: Whut cu't we
clt

to elntinate

cu'ry ctcLivity Lhat tlocs

ttttt

the /til/ilhnent o.f our cor( f ds,??r't This helps to estabc<'tntribute lish the appropriate priorities that leacl to oLlr tleasurable results.

to

they neecl; the next lour help

them the l<nowledge
ecrge

2. I:ocus not on what yotr like to clo but

ou what is right for tl.ris .rgauizati.n.

3. Dcvelop-a bias lrr rctiou atrcl clcvclop

We llren neecl to cleJine and self-control

s

nteusur(tnenls o.[ terJormattce, inclucling

te

the clcvelormcnt of the nretrics tl-rat lead to

rsoual

re

spotlsibility

te'r crtn'ert this l<nowli.ro effective actio*;

well as an auclit that measures ob.iectivcs and gclals against rcsttlts. ln this fashion we develop lhe capacity to identif'y ancl cliscontinlre activitics that are no longer serving thcir clesired purpose or intent.l5 Tlris wlrole approach is basecl on a theory of wttrlt cmcl worlters Ihtt| vsltte their clistitttt ttnttributittt r(' Itl wh'tt seenecl highly controvcrsial rt the tirlre, bttt now seeu-ts timely ancl rclevaut, Drucl<er sLlggestecl curbs ol.t cxcclltive pay so as to reflect thc [rue coltribution top managctncut tnakes to wcalth creation in any given
clrganizaticlu.

etlstlrc 5. c.'r'runicate thc apr*lpriatc arnollrlt that the wl-role organiza- 9[ inforrnatio at thr'appr.rpriate levcl ol transparcllcy. tion [e cls responsible ancl . Maintain a frcus on opportunitics ancl accountable"2o-in other
ancl the last two
worcls, tllerc arc ntcasurc-

i): :::i:::::li:oj::,,,",,,

innovations rathcr thrn pr<lblerns.

rnrl

ments of' accountabilitv ,

that ensure results'

T Coordinate

rttn lroductive

:rtlcl

These

cllecuvc ncctill{s.
g. Builcl an e ffctivc tcam.

eight practices, the keys

to orlr sLlccess, can be ap-

plied in any situation ancl

lerd

us into the type of'reflective thought

Drucl<er continuecl by ertrphasizing that what we neatl toclay urc

so eviclcnt in Drucl<er's work.

52

THE SHAPING OF AN EFFECTIVE LEADER

Th

Intxt r I utt t' o.[ (. otn pt' t t

53

[irst practice begins with a clucstioll: wht[ rlccrl.s to bc clont? clo to The que stion is not What clo I want to clo? br.rt What nrr-rsl- we achieve results? The capacity to answer this qr-restitln will cleter-

.Ihc

;rctivity cncls r-rr hn,ing tlle resr-rlt I anticipatc, but answcring this question consistently has helpecl tcl relir-re my Llsc ol tirne ancl tcl
mrintain rny locus.

ucI clone.

-O,-,.

of Drucker's frvclrite exalnples was Presiclent Il.rry T'uman. I-lis respect for fruman was basecl on a nuurbcr of factors, inclucling his belief rhar Truman was one oI the bcsrpreparecl clomestic policy presiclents in the l-ristory o[ our colltltry. unf'ortunately, Trulnan clicln't inherit a country mired in clotrrestic turmoil; he inheritecl a colll-trt y on tl.c brink of an internatiollal crisis. As a result, Trutlan began spencling long hours every Saturclay with foreign policy experts in orcler to develop his capacities to he rnake cliscerning.iuclgrnents on foreign a[[airs, an area in which was inirially ill-preparecl to leacl wl-ren he assumed office. This preparatior-r provecl invaluable when the Korean crisis escalatecl into war ancl he hacl to lead a weary natiot"t back into combat' (in TI-ris illustration lics at the he art 0l Drucker's [irst cluestion

Drucker's second qucstiorl tcsts the capacity of the effectivc leacler to sublirnate his or her owl cgo neecls in orcler to serve the greater goocl o[ the organzation. Hr: asl<s, Whct i.s right Jor this entartrist:? Tl.ris can only be establishecl by cletenuining the spccif ic purpose ancl r.nission of our organiz:rtion, inclucling iclentifying our strengths ancl neutralizing our weaknesses. Over tirne, organizations develop a DNA that makes the rn exceptionally goocl at some things but not suitecl for everything. ln 2007, my fan-rily movecl from Spring Arbor to Westmont. During the interview process I was asl<ecl il I was going to introduce the sarne types clf graduate ancl undergraduate programs at Westrnorlt that hacl worked so eflectively at Spring Arbor. Clearly, the question was born from the concern that I rnight shift Westlnont's core competency to sor.nething that dicln't really fit its purpose and mission. Yet, this specific cluestion rnaskecl a larger question we sl-roulcl

will three parts): Are we cloing the things that need to be clone that rcfr-rnclan.rentally aclvance our organization? Are we cloing those comtivities that only we can clo ancl that will acld vahe to our
pany? What clo we neecl to stop doing so that we can attencl to the

items Ihat

will rnatter most for our organization's [uture? Asthepresiclento[analiorralliberalartscollege,itiscasyfor rne to get clrawn into activities ancl experiences that will uot advatlce ollr college. They are goocl activitics ancl t some level even meaningful, br-rt my entire calenclar can get overrun with iterns that have little to clo with the two or three core acl-ivities that I

o[ neecl tt'l be cloing to funclamentally aclvance ottr college' Because

Drucker,s eu-rphasis on the lirst practice, I olten fincl rnyself stopping to ask, How will this activity funclamentally aclvance Westrnont College? I clon't aways g,et the answer right, and not every

all carry: What are the opportunities for innovation that we can pnrsue at an institution? ln my owrl evaluation of Westmont, I had concluclecl not only that the gracllrate ancl unclergracluate programs we hacl clevelopecl at Spring Arbor clid not fit Westmont, but alscr that West.mont clicl not have the culture or the internal resources to pursue these strategies effectively. What is true olWesttnont is that we have trelnenclclus strengths in other areas, and we neecl to leverage these strengths rather than try to replicate strategies basecl on the strengths o[ another institution. Third, the efJeclive leader clevelops crcton pluns. Drr,rcker ernphasized that leaclers must have a bias for action without throwing him- or hersell at every problem or opportunity. Effective leaclers neecl to make plans and follow them, first by cleterrnining the clesirecl outcomes ancl then by evaluating these stated outcomes

54

THE 5HAPING OF AN EFFECTIVE LEADER

'l-|rc

Inrpor t anr

r ol (.omtctr

ttt

55

aginst Ical rcsLtltS. Wc alstt ncccl to cllsLlrc

ef

tlttt cot.ntnitlllcllI

t()

iug with tl.ris rroccss, Drucl<r:r's tcnrrlalc for clfctivc clccisionnral(ing i nclucles six csscnt ial charac:teristics.2
I

fcrivetrcss by tnanzrgill{ otlr tilnc in rclatiolrship to thcsc c(iol.l plans. Sncccssf r-rl timc managctnent can only lre acl-rievecl whcn we

1'hc [cmptation, hclwever, is tcl mal<c clccisions

rncl

thcn urovc

lirst csrablish a clerr seI o[ plaus ancl tlct tic our goals clilcctly tcr I hcir accorrrpl ish nlcrlt. ln orclcr to ensure that all the t.nembcrS o[ ollr cxcclttivc telll re On the salt.lc page erch year, wc start with ll cxcctttivc tcl.ll rctreat in the sutnrner. Thc goal ol'the retrea[ is twclfrlcl: lirst, to introclucc alcl cliscuss my goals for the Llpcolllil'lg ycar' and, scconcl, to coorclirlate thc goals o[each vice presiclctlt with our ovcrarching gloals as atl orgnizatitln. Because we are on an academic calenclar for progranlning ancl a liscal year lor [inance s, our fiscl ye ar off icially begins onJuly I. C)ttr progralll year, howcver, cloesn't strt Llntil mid-Auggst. As a resttlt, I zrlways take my vacatioll i11 July anc ask my vice presiclents to cotllplete their vacations by Augr,rst 1. This gives us ten to twelve clays bacl< in the ollice to finish clevclopillg our plans be fore we engagc iu our two-clay re treat. At thc rctreat each vice presiclent presents l-ris or her goells, zrncl the n we intcgrate the specific worl< of'ech arca of the college into a neaningful whole. Lter, at our fall borrcl mectillg' we presellt ollr goals to the boarcl of'trstees' planing conllllittee , inviting lheir interaction ancl feeclbacl<. ln this wy we clcvelop both l strotlg sense o[ corporate cOrrmitrnent ancl a signif icant level ol' personal accountability. In aclclition, this [all rneeting provi(les a blueprint for the Llpcomitlg year and a proce ss lor mal<ing lhe essential clecisiot-ls we

on, assurnir.rg clthcrs will carry thcr"n out with thc saurc ltnrclcn of conccnl that we hclcl when wc rnacle thc clccision. ln rcality, the
aclagc tlrat we
me ntccl.22

rrust "insrcct what wc cxl)cct" [a1,5 11r" gror-rncl rtrlcs for bcing surc ottr clccisiolls rc succcss[r-rll1, in.rltlc-

will

lace

Fourth, an efJective.

lec'cle

r mllzes

cfJective clecisilns. Decisions are

choices between alternative collrses of actittn. Such choices are selclom lnacle with complete clarity or conficleuce. More ofteu than nclt lhc circulnstarces arc alrl]iguoLls, ancl we nrake decisious that we

We hu,e to aprly the samc rigor we Lrse in general clecision rnaking to thc spccil'ic challenge o[ hiring clccision.s. Thc pcoplc decisions we rnal<e lnnclrmentrl11, .1.,.r't.t.r'nc Ihc tra.jcctory ancl long-tenn eflectiveness ancl succcss of clur clrganization. This is wl-ry these clecisiot.rs are srl crucial. In orcler to ensure oLlr sllccess wc need to be systerlatic ir1 our approach. Think through the assignment. Cclnsicler several potertially qLralificcl reoplc. Narrow the lielcl to two or tht'cc [inal cancliclates. Discuss the I'inal cancliclate or cancliclates with people whc have worl<ecl with them clirectly. Detcrminc cluring the interview il the person of'fcred the arpoinl-rnent is willing to accept. It is the [unclamental rcspotrsibility of'the effctive leader to ensure the cuality ancl training of the people hired because the strcrlgth aucl capacity of the organization relies ol-l it. With fw exceptions, orgaruizations rarely risc above their talent level.2l Of conrse , there is also an issue o[ Lming cmtl execution.2a Does thc clccision, whcthcr prograln or persorlnel, neecl to be uraclc imrnecliatcly, before the encl of the day, orbefore the end of the weel<? Or is lhere an imprecise cleaclline that lies in the l'uture? Irinally, who will clo the worl(? Unless a clecision is lollowecl by the assignurent- ol' responsiltilty, the decision will not bc fulfi I lecl.

believc to be "directionally correct." Becattse dccisions clictate direction, we neecl to think through the clecision-mal(ing process, ancl once we have rnacle r decisicln, ensule that it is carriecl out. In l(ccp-

Drucl<er's point is that unlcss a plan locuscs thc spccific activities that comprisc our work, it is just a plzrn and is not ft)cusecl on resttlts. The rcforc, cvcry clecision must have the nar.ue of' the pe r-

THE SHAPING OF AN EFFECTIVE LEADER

I-hc

InporIurtl

o/ (-onrrcf crrcr'

57

sot accoLltltrltlc fbr its imtlcmclltatioll, thc cltlacllinc lor wl-rcn it nlust l)c [inishecl, thc list of'people who arc influencccl by thc clccision ancl there lbre have (cl l<now rbottt it, rnd thc pcople whtl havc

hc wtrs cstcciall),intcrcstccl in what his lathetr's lricrrcl Joseph Schu m peter hacl termecl "crert ive clest ruct ion," t he pract icq,rl4irf

rct,

lo rcsponsibility to sce it fulfilled but ltust l(llow thc clccision

l-ras bceu macle, stlch as the board o[ clircctors ancl tltl.rer relevant con st it trc nc ics.25

, cirntinlJing certain rctivities in orcler to start new ones. To articLl-

latc ancl cmbrace this practice is to embracc a cliscipline o[ itrnovaticln throughout the organization. To crerte this culture of ilrnovrtior.t ancl entrcprener-rrsl.rip, howcver, thc cf'fcctivc lcaclcr

Filtlr, thc cJjcttivt: lti:,tkr lrtlttrs tc.spottsiblity Jor conrnrurticttlng the approtri(ttc utnoLutl oJ informcrtit),l dt I'hc uppropriat( levcl oJ transpar(n(,y. To be ef'fctive we llced to conllllllllicate llotl.r our
plans o[ action and the iuforuration we neecl itr order to l.nal<e e[f'ective decisiclns. In this wav we cstablish thal coururttnication is

shtluld be coturttnicatecl G6ntext) for the grcatest levcl o[ eflectiveness. As a rcsult, we -t.t-rust learn to communicate the right inlormation at the right time, in the right way, for the right reason. Different organizatiorts have clif'f'erent colnlnunical-ion neecls and expectations. Sotnc wanl a great cleal of detail while others only want high-levcl infort.tlation. Determiniug the 1lace, style ancl contelt o[ our commttnication is as important as cle ten.nining the leve I o[ comurunication f'or cach o[ our varitlLts cor-rstituelrcies. At Westmont, within our stratcgic planning process, we work to determine wht neecls to be coururunicatecl and at what level ol transparency. Having the conversation has enhaucecl ottr uuclerstancling rnd cxecution clI appropriatc lcvels of comtnut-ticatioll. Sixtlr, efectve leaders Jo<:trs ott oppttrtunities ancl innovcttotts rather thcm <m problems. Problem solving is necessary ancl must be clone in order [o prevent clarnage, however, ottr ftlcuts tnust be tln opportunities ancl innovatious where we procluce rcsults that extencl the reach aucl inf'luence of our orgallization. A l<cy to being orportunity-focused is to have ottr best people worl<ing oll ollr
biggest opl)ortunil ics. To capture opportur-rities, Drucker itrsistccl on innovltion. ln

;;;"-*;;;,;.", lnunicatccl (inforration) acl how it .'.

must clo the following. First, exhibit a rclentless cclnrmitment to inuovate ancl expancl, continually scanning thc inclustry fbr new trencls ancl oprortunities. seconcl, utilize souncl [inar-rcia rrinciples in order to tlan cash flow ancl capital neecls in such a way that what is a cash cow toclay can fee cl the stars of tomorrow.2 Third, builcl a top rnanager.tlellt tean't for the new venture long belore the new ventrlre actually neecls one and lor-rg before it can actually afforcl one. Finally, the effective leader must cletemrine what role he
rlr she shoulcl assurne within the new vellture that
greatest likelihood o[
success.2T

will

leac to thc

Seventh, cm efJective leaeler rwts productive meetings by determining in advance what the pLo'pose of each meeting wiII be . 'lhe

values of tl-re organization are reflectecl in the agencla clf each r.neeting. Meetings also reflect the level clf conlmunication ancl

input necessary lor clecisions to be fully integratecl throughourt

the organization. One ol the greatest totics o[ complaint in any organization is the role and valne o[ meetings, and the cornplaints aren't always about having too rnany meetings. I have been in sorne organizations where inclivicluals complained that they clicn't rneet of'ten enouglr. As a result, it is important to recognize that rneetings have a variety oI purposes, inclucling social, personal and organizational prlrposes that go beyoncl the business of the agenda. Thus, when we tneet as an executive tearn for Westmont ColIege, wc always inclucle area upclates ancl points o[ personal concerrr. This rolrtillc reflects the priority we place on teople in our
organizatior-r ancl gives each of the vice presidents the opportr"rnity

5il

THE SHAPING OF AN EFFECTIVE LEADER

h{

,}l)()r frtt{

r),f

()t}tl){ l{ ,t( {'

5c)

to prcsc'lt infrrntation not clircctly tiecl ttl a clccisiorl. fhcn, to hclp us kecp the tncctitrgs troclttctivc, wc clctcrtrliuc start titlle ancl a [inish time frr erch iten'r, as wcll as clctcl'tllining before wc start whether each itetn on the trgcrtcla is rn inflrnlation itel, a cliscussion ite m or atr action item. By thinking thrtlugh the age ncla bclore thc mcctir.rg cvcr bcg,it-ts, wc arc ablc to stly oll track rvith
oLrr cLion plar-rs for the year aucl tnal<c aclittsttrtctrts whetl ucces-

kc1r, 11 coul'sc, is to bc sut'c lo f ill cach rolc with highly (.()llll)etcr.tt, rvcll-pcrfornr i ng peorlc. Ihc onc rcality wc havc to ccept is that the vicc rresiclcnts we

inherit oftcn tal<c klngcr to unclcrstand ancl et.ultracc our vision

ancl rrioritics thalt the ones wc hire. This clistillction is not alwys the casc, ltut so oftcn thc vice presidorts wc it-rhcrit arc mrl<ing contributions thrt lvc tcncl to unclcrvaluc. Thcrc arc r nLrnllter
ol'reasor.rs lbr this tcnclcncy, but tl-rc urost obvior-rs is onr nturl orientation tcl stalf our clircct reports with pcople whose pcrftr-

sary. Figurc 2.1 is

rn exat.r-rple

clf'httw we orgauize ottr agenclas'

'l'itle of Nleeting
\ttcnclccs:

ltancc catacity we alrcacly l<now ancl respecL. Of' course , a tenclency that can ruin teams and unclerurine elfectivcness is if'the
vice presiderlts we inherit I'ecl a sltol<en or unspokcn responsibility to preserve the pirst ancl becomc resistant. or obstructiot-tist in

lrrvitetl grrcsts (if

an1')

Tinlc

lrpic/ltcrn

l,crson

Rcspotrsiblc

Inlrnntion/l)iscussittlt/Actiott

liigure 2.1. -Iypical Wcstmont Collcgc agcn<la

thc lorwarcl thrnst of a new acltninistration. We have to pay atte rtion to both possibilities ancl make sure the tearl is focusecl on effectiveness and success. Ol'corrse, these clynamics arc true of' tearrs at all leve ls of the organizzrtion. Everyone in the organization neecls to [e e I that he or
slrc has opportut.ritie s to grow ancl clcveop. This inclucles growing ancl developing beyoncl crlrrent assignme nts. Thesc eight practices wel'e later amplifiecl by Drucke r's iclea that

I havc also cliscovered that maintaining a rolling tally o[ actioll items rernincls me what has been accotnplishecl allcl what still nec(ls ()rlr atte ntion. Eightlr, dn eJlcctivc leacler builcls an eft'ective team, throtrgh whidt the broocler godls ct,"rd objeclives nf the organizatiott ilt achicvecl. There are a variety ol philosophies on hclw to build a tean-every inclustry has its own pace ancl expectation. In lasrpacecl inclustries, it is critical that the leacler establishe s his or l-rer team quicl<ly ancl then bcgins work imnlecliately. This often leads to high turnover when le acle rship changes.8 My indr-rstry, highe r edttcation, carries both an cxpectation and a priority of stability. As a result, I believe it is importar-rt to blencl t-op nanager-ent teams, combining an it.rflux o[ trustecl ancl cffective collcagucs frclur previous organizations with high-performing senior lnanagers that are inheritecl. This stratcgy has proven highly ellective each tilne I have corne to a uew assignment. The

thc effective

le

acler must integrate every inclividnal ir.rto the grearcr

in parttrership with his or her executive tearn, is rcsronsible for seeing tl-rat this integrative wrtrl< occurs rncl rnust n"ral<c it a rrirlrity sincc il- tcvcr r)ccurs automatically.z') Equally important to balancing the competing cotnmitments ancl personalities within an organizaticln is the neecl to harntonize the demancls o[ irnmecliate chalenges with long-range needs a plans.rt)Thc ellective leacler thetr rnust set obiectives in eisht a!eas (marl<eting, innovation, hurnan resources, financial re
whole . The CEO,

THE SHAPTNG OF AN EFFECTIVE LEADER

l-h t' I tntLt r t an

tc of (rtnrclotrc

6l

bcnchmarl<s ancl urcasttrcs. Wc rre alstl rcs'l<lt.tsiblc flr cultivatir.rg the sLrengtl.rs o[ ortr worl( associates allcl clevcloping tlltr eolle.il

This is ,,angettent by objectives" (MBO).12 Ultillltely, we neccl to recggnize the brcaclt of'our wclrk atlcl re spotlsibility.rr Wc urust seek to Lrnclerstancl our work ancl be open t() refining it as uew
circumstances reqttire such acliustrllents.l'1

who will yiclcl the largest rcsults. Wc oltcn bclicvc lhat wc neecl to treat evcryone cclually. While this is truc in tcrms o[ [airness, this often clisrupts ollr evcrl greatcr ncccl to l)ay attention to the lew reople who with 2 rcrccnt nlorc tinlc alrcl resources wculcl yield 20 pcrcent ntore rcsults. Consicler: Who are these individuals in the
organizal-ion, ancl what

arl I cloir.rg

Lo

rnotivate thern?

Striving for Effectiveness

As a result, we neecl to remer.nber that a l<ey cluty o[ the elfective leader is to strive lor the best possible ecqnomic results from the resources currer.rtly available.i5 Evcrything else flows from creatir"rg f inancial r-nargins. Thus, a chiel component ol' a CEO's work is to clirect the re sources ancl e[[orts oI the br.rsiness toward opporLunities that are rnissionally sensitive ancl econol]lically sound. Un-

fortunately, in almost all organizations thc resources of time, attention and money are spel-t on problens ratl-re r than oppclrtr.rnities. How can we thitlk through our worl< in order to turn this tenclency around? Because we often conluse eflectiveness ancl efficier-rcy, one of our greatest challenges is that alrnost all o[ our activity is cousumecl by trying to do things more elficictrtly rather tl-ran sLtlpping to ask whether or not they should be clone at all. To reverse this tenclency, Drucker devisecl five probing questions focusecl on results rather than,iust activities.16

Likcwise, thc cff'e ctivc leacler ulust insert thc aytpropriatc evel o[ cost controls in orcler to exert a significant inlpact on overall results. In this way we are able to alkrcatc the necessary resources Lo those activities that provicle thc greatest ottoltur.rities for sllccess.lT Unlortunately, r.r.rost organizatiorls operate with little regarcl fbr these principles and clf'ten operate in direct opposition to the rn. In orcler to clevelop our capacity to ask tlie right questions ancl exercise the right cliscline in each o[ these areas, we neecl to follow three key steps. First, we ne ecl to analyze our situatiotr in order ltt ascertain tl-re facts, inclucling what our current costs are and what our future opportunities will cost. Next, we need [o evaluate what potcntial contribr.rtions could bc uladc by cliffcrcnt activitics.
i'rnalf y, wc ncccl ,o ,f .,"
are and whether or nol the results.justily our current priorities.

to help us get

To answer these questions sufficierltly we first have to cletermine how we can focus the greatest amount of ottr efforts on the smallest nulrrber ol proclucts, service s aucl custotners that stancl to procluce the greatest results. We tnust stop ancl consider where our
greatest opportunities lie . What are the products or services, atrcl who are the customers whose even l.llore signi[icant participation

would lead to better results? The same holcls true f'or motivating our sta[[. The effective leacler neecls to focus his or her yeatest efforts on the su-rallest nutnber

fhen thc effective leacler needs to evaluate his or he r allocation ol all rcsourccs, inclucling hgran rqsourccs, ancl cletcrnrinc. whcthcr tllev arc achievins what thcv honccl thev would. This rrrocess is straightforwarcl. Bcgin with evaluating how resources are currently allocated to product or program lines, staff support activities ancl existing cost centers. Tl-ren consider how resources should be allocated in the futurc. Finally, cletemrine what sters will be necessary to get from where we are curre ntly invcsting our rcsources to where we ucecl to invest ollr resollrces. One of the tools I havc clcvclopcd to hclp mc do this is a sir-nrle tnatrix to evaluate our pcrsoltncl ancl progralll budgets. I have each vice presiclent categorize his or her people ancl prorarns it.r

()

THE SHAPTNG OF AN EFFECTIVE LEADER

'l lrt I nrxtr I at<

o.l Conrpc t r n<

6l

oe oI two catcgorics. Thc twt) (:atcf]orics flr inclivicluals tlr lrogralns rc "lront counter" rxl "bacl( rootn"; itr tlther wor(Is, does thc persotr or progratr illLeract dircctly with ottr highcst prioritics is ttl rtr cloes it scrvc a sLll)rort l'olc tllat is utrscclr?'l'he secclnd stcl
hrve

the vice prcsicle uts categ,orize their people allcl progralns into orc of ftiur qttaclrants (see fig. 2.2)'
l. Noncsscntial bttt elfcctivt:
4. Noticsscntial antl itrcffcctivc

l. Lsscntial antl cllctivt:

2. Fsscntial btrt ineflcctive

|igurc 2.2. l:our quadrants of pcoplc :rud rrogrirtns

wc fc'cl inaclccpratc about clur own gilts ancl abilitics ancl ltc'gin to resent the gif ts ancl abilities ol others. Envy is rroti\,tccl by [cars about lcrsirrg our place. What i.f sonlr.one clsc firs better gil'ts tlnn I tlo? Will I still be able to crcconrplish n'ty owtl drtunts und ambiLiotts? Envy ultitnately prcvents us from acccpting orlr own gilts ancl abilitics ancl from assuming a legitirnate role in the social netu'orl<s ancl organizations whcrc \\c can fincl the grctest meaning. fhc strongest ol the clcaclly thoughts, envy has the capacity to rnin us by not allowing us to embrace others. The clcepe r ancl even morc clestructive side o[ envlr is the clesire
[o prevcnt another person lrorn expressing his or her ifts ancl abilities altogether, This goes beyoncl just wanting lo possess allother's

This process helps guicle our decision lnaking, Of'cottrse' our goal is to keep the people ancl prograllls in qlladrant one' ancl [o take tl-re resources in quaclrant three ancl apply them to the opportunities in quaclrant two. Any persoll or any prograln placecl in
quaclrant four makcs the decision to cliscontinue the person or

gilt or ability: it inclucles wanting to deny the rerson the exercise ancl expression cll his or her own gi[t. At its rnost extren]c, envy
reflects the clesire tcl sabotage or clestroy arother person.
The corresponcling virtue that breaks lhe powe r oI e nvy is hap-

progralr obvious. The final Step iS the rrrost cliflicult: deciding whiclr prodllcts, costs ancl activities have to be curtailccl or cliscarcled altogether' Tris step nleans cleploying Schut.npeter's principle tlI creative clestrLlction. The areas that fail to bring opportttnities ancl reslllts toclay will stylrie the organization tomorrow'tB These core competellcies form a lens through wliich eflective leaclers see their work and fulfill their responsibilities' These responsibilitics are lleve r carriecl oll our own. Even e [[e ctive leaclers contilually work with a management team whose coordinal-ioll ancl cooperation play a critical role in the long-term effctiveness o[ the colllpally' Learning how to build a lllanagelnanagen.ent teant ancl learning how to work e ffectively within a lnellt tealn are essential behaviors for our success'

piness or blessechress. Happincss (ble sseclncss) is the inl-e rnal crpacity to celebrate the gifts ancl abilities of othe rs. It is born o[ a

recognition ancl acceptance that we have gifts too. lt also recognizes that gifts ancl abilities cliffer and that everyone nceds to [ir-rcl his or her rightful place in the forward thrust of'the orgar.rization. Happiness arises from a celebration o[ nutual cclntribution, the

with gifts ancl abilitics tliat cliffer from our own.

The Quest for Character: Envy Versus Happiness The character cltallenge at this level is envy' Envy awakens whet.l

Iht t\dt'utrIugt'ol 'lt'utrr (-hr'nlisf

r.r,

65

PrinciPle 3

THE ADVANTAGE OF TEAM CHEMISTRY

-feam iu The Role of tl-re CEO and the Top Mauagcment Success Crcating a Clirratc o[ Effectiveness and
()ri('r11(lrl'

a l)art ol vari()us llrlll[irst as a nricl-lcvcl llrt1U]c:r atlcl thcll firr thc past twcl\/c ycrs as a collcgc ancl urivcrsity prcsiclent. My first cxpcricllc:e with a mLrltif Lulctional tcaur f'clt like ltcing on trck tcam in which each clicl his or l.rer own woll<, rclclccl ur tl.rc totrl scorc rL thc cncl of'thc clay, allcl th(:n c:onrL'inecl scorcs, u,l-rich clcf ir.rccl otrr c:ontribution. Althclugh u,c coorclinrtccl our u,rtrk ancl tlar.rnccl buclgets ancl rrograms coopcrative ly, thc rcsults in onc arca wcrc not necessal'ily coorclinatccl with thc rcsults in any otrerr are a. Tlre n, in lc)c)2,I cnte rccl highcr c(hlctiou. For the lirst six ye arrs I '"vas a micl-level nlngcr with rcsltonsibilities for l<ey progralrs

[]rlr thc l)ast twcnt),-six ycars I havc bccn

Ulcrlcrt telrs,

-lrr

ntatra.gcttltrrlt tvtrll is lvolhJirr t'crlttitr: rt

tt tcttm tallrcr t|ran for

ancl

[ull teaching

Thc basic srct ifiraltrrtrs

Cl:() lo assigrr rcsporrsibilif ics

ry' thcsc

loacl as a trofssor.

hacl weel<ly contact- witl-r

lo c l()lr-rrldrl{l,qolltllf lclnl bscd ort

fhl.fif

rtspon'sibililics rvilh

rrf thc tnortbt'r's' llrt: rct'srrrtclif i ts, tltruli.fitutiotts, nnrl tt'tttpct.lrllc'lls

Peter Drucker

COMMITMENT

.o*"r.r,o*,
coNVlcTloNS

COMPATIBILITY

.,LTURE
CHEMISTRY

rny clcan, r1onthly contact with our provost atncl regular contact with our rrcsiclent. The r-rniversity was cxteriencing a n.ra.jor gr()wtll srurt, ancl it was an cxciting tinrc ttl ltc a lall ol'crrtrclrcneurial ventures tl-rat were achieving inrltressive reslllts.l l)uring that time I becar-ne a clean, which f'urtl.rer acceleratecl my own clevcltlpntcnt as a lcaclcr. Our university pre sicle nt was an ablc rcln.rinistrtor ancl an caclemic entrcprer]eur. Hc hacl con-rrlclccl his Ph.D. at Notrc Dante Univcrsity in South Bencl, Incliana, ancl combinecl strong cot-t1r.nitment to acaclcuric qLrality with market sensitivities that wcre lrowth-orientecl. He set the coLrrse ar-rd clirection firr the ur.tivcrsity, which continues to llourish fbllowing strategies ancl plans erstablishecl cluring his prcsidency. f)uring the eight ycars I was with him, hc mentorecl me ancl proviclecl ir-rsight into his thinking ancl clecisiotr tuaking as a lerclcr. lt wts cnormclusly hclpf'ul ancl o-rcnecl my rnincl to thc possibility o[ trovicling cxecutive leacler,
ship rnysel[.

coPEIENcE

What I hrvc lerrnccl thror.rgh thcse expcricnccs is that a goocl teatl always or,rtpcrfrrrns a grollp of'str<lng but inclcpcr.rclcnt inclivicluals. ln othcr wolcls. the wholc is trulv urcatcr tllarr Ihc surn o[ thc part,s. I also came to realize the intportance of teatrs at cve ry

THE SHAPING OF AN EFFECTIV LEADER

T'lrt' r\rlvari lrtgr'

l-c um

(- ht,rrr isf r.y

67

chair, ottr llarlcvcl oIthc orgauizatiorr. wl]en I was a clcpartl]1cllt

ticulrr sc:hool
it1g, t a

within thc univcrsit)' wrs rcsponsillle [tlr lerltlrm-

thc r-rnivcrsil-y' lcvcl tlrat e nhancccl ratlcr tl.rrn clitnir-rishccl clirecLioll ol the ultivcrWe reliccl on sellior t1nag,etllent to set thc sity,br-rtexecutillgthatclirectitlninotlrprticulrreaclcpenclecl
orl ollr capircity atl opertiug tcatrl'2 tcalll that My larger poillt: a lcaclcr has to br-rilcl arr cxcctltivc rlrtl thc clenrancls facing' the organizirs

rncl rlLrst inf lucltcc .rs s lcaclr:r's. Ncvcrthelcss, thc trir.rcitlcs rcrnerinccl thc srl1c cvcl't thor_rgh rny seconcl tcanr facccl r1 cntircl) difl'crcnt scrics of issucs. Still, an el'fct'tivc lcarlcr lrcccls to havc thc lrcccloln to clcvclop thc tcant that he or shc is lnost corf iclcnt will Iirlfill rhc rnission ol'tl.rc irr-

will

rcflccts both the rrioritics

rion.Muchcllthewclrktlfauexecrtti\/ctclllwillbeconvntiollal' t-ttliclttc to each but e\ery leaclcrship position inclucles challenges Sittlatiolltlratreqttircinntlvrtitlt-larrclwillsptlrtheleaclert()congenerate sLtcccss'l figr-rre thc team it.l the way rnost lil<cly to

Arbor' I foln br-rilcling my [irst exectltivc teanl whilc at Spril-lg circut]-rsLances the cusecl on immecliate challengcs. ln its financial nlanagt:r' Its acauniversity necclecl a highly collpetent financial a lorward programs, althottg,h solicl, were not exhibiting
clcuric

thrrst tlrat

like Spring Arbor neeclecl arlcl clcscrvccl' Much was a clirect rcsult o[ the politicrl turrrroil within thc organizatiotl senior execlltivcs who o[ relinquishiug tt'lcl t'nuch pclwcr tcl a fcr'v bounclary of the ir job specil'ications' Thc e xceecle cl the scolle ancl ncc ancl clear result was a political culturc that stymiecl conficle presiclency the exprogress towarcl set goals' By year three o[ nly in wl.rat woulcl beecutive teatr was establishecl ancl we engagecl positive effect on come a five-year rttn with a signilicant ancl Spring Arbor Unive rsitY' Westtnont' I have Later, whe n br-rilcling ollr executive lea at Arbor bttt also some lacecl sirnlar challenges to those of Spring
a scho<'rl

stitutiolr. Nccessary constituencies have to be consultecl along the u,r),, tncl il'r somc cascs these constitllcllcics lnust pla1, a fultclarnental role ir"l thc sclcction process (e.g., rhc I'aculty's rolc in hiring a provost). but the prcsidcnt has to have cttnficlence in the tean tlt is asscrnblecl to clo the work. In aclclition, the tearn members must be indivicluals of high calacit1, arrrl cornnlitrrrcnt. Duc to highly rlcrnancling wor.l< sclrcclrulcs, thcsc nrcnlllcrs ntust Dcr[ornl wilhout nccdirrs dailv guidnl:. This tearn clynanric is only possible if lve maintain a leam cultnrc basecl on the four following guiclelines ancl cxtectatior-rs: bacl news first, [ull cliscklsnre, no surrrises, ancl be loy'al to the '*,ork ol'the tearll or lcave . This last responsibility is not a call to blincl lo1,ly, but a recognition that robnst clisagreement nlllst happen behir-rcl closecl cloors. We nrusr have tearn discipline to clcfcnd one anothe r ancl to defencl the clccisicns we mrl<e together. ll we clon't, when the teanl's decisions enter the public arena ancl arer orenly clucstionecl, we will unclcrmine the trust al'rcl conficlence wc neecl in one anothcr. This trust inclucles that o[ the chicl execul.ive. ln fact, one o[ thc nost destructive pattcrns that ctn clevclop in an execLltivc tcanr is when the scr-rior cxccutive inrplics

realclilf.erelrces.Forinstance'Westmont'scultr.rreisveryclifferare tnuch lnore than ent th11 Spring Arbor's' Ancl the cli[[ere nces alnrosL cvery level' concosmctic ones. Iu fact, contrasts exist cln betweetl stuclcnt trasts between sense of mission ancl purpose' interfaccs with profiles, evcn lletwcen t"he way each institttticln

that although particular decisiot.rs were rnacle, he or she didn't agree witl'r therrr. In both institt-rticlns lhe clevelopmurt o[ the executive team has been like playing a ganle o[ che ss in which dif'lrcnt picces :rre being
tnove cl on the boarcl as othcr ticces are removecl altogethe r. As such,

executive leaclcrship rcquires thinl<ing several ntovcs ahead in anticipation clf'other challe nges. In each ir.rstitutionrl setting the neec

tlrelocalcomnrunity.Suclrcultttralarrclinstitutionaldiffcrences

to blend continuir-rg lnembers with new rnembers has been a

l<ey

THE SHAPTNG OF AN EFFECTVE LEADER

'Iht

Advuntugt, o.l lt.arn (-ht'rrrislr y

69

ingrcclicnt l<t achicvinl cfl.cctivcncss

s tt4111.

wc lrcccl an ablc

anrrlc, that no

rne

mbcr

forwarcl) balr.r.rix clf rltttsiclcrs (who catl herll t.tlovc the tlrgatlizatiou ancccl by ir-rsiclcrs (who can l)reser\c sctlsc of institutional conti\\,c call trust. wc trcccl tt hirc cotlctct.tt nuitll. wc rrcccl
tcotle

shc clocs rlot carry

will lnrkc r clccision in rn arcr whcrc hc or. prir'ary responsibility. IIc arrplificcl thc i'rpor-

tance ol the tcarn l-raving a leacler/coach. Drucl<er rlso stressecl thc inrrortnnce of' systcnratic ancl intensive cor.r-lnlLlnication inlorlg a
e

peol)lc who can work fr<lm gcncral guiclclincs and tlot bttrclcn tts with a netccl for constant supcrvisiotl ()r c()rrcctiol.r throtrglrout Ihc cla1 . tJltinratclr', s'c ncccl a tctt'n u'ho can cltl llrc u'ork' Thc purpose in sharing these scenarios is that in each situation

tealr's rne rlbers. ultimatcly, tcam rlrcnrbe rs r.lcccl to know cach othr's [unctions ancl l)otential contribr:tions. l)rucl<cr's one clrawbacl<

the cluality of thc cxccutive tearn fulrclatnentrlly cleterminecl thc capacity of'these two istitutions. lu lact, in lloth assignrllents thc opportunity to shape the executivc teat11 has enabled lne to adclrcss urniquc challenge s in highly e [[e ctil'e ways'

in this arena is his cleer'rh:rsis ol thc firr rl)l)ort, culpath) rcl 'cccl intcrrcrsonal rclations alrong the mcmbcrs. still, l-rc clic,l unclerscore thc importance ol nlutual unclerstancling ol'others'.jobs ancl cornnrcln unclerstancling of' the cssential tasl<s.('

Top Management Teams Pcter Drucke r'S treal-ment of top llallgellle nt tcl-llS is ecouollical, [o say the lcast, but wl1at he hacl to say w:s o[ the utl]-lost illportatlce. lle recogtrized tl-reir signi[icance as well s thc reliance ()[ e ntire cor.npanies on the success or lailure ol se nior leadership. .'Top rrlanagenlent work is work flr tcn.l rathcr than ftlr onc

tr" rr. ffironsility

the
pe

cvcry -tasl<s. He also insistccl that

rop-taltagcttttllt

signecl to

soII-

assigntnent flr it. This assignment

@tre[Iectanunclcrstarrclirrgo[the[itwith

rsonalities, B]lication:, and ternperaments o[ the me mbers o[ rhe ream. Ultimately, to embraFffiS-nsibilities fr-rlly tcarl rcquircs rlat wc sto' ()pcratirlg al otlcr lcv;;;.*'.ffi.
els
clf'

one ol'rny all-time frvorite leaclers ancl certainly .ne of nry favorite university presiclcnts is f)r. stcvc samplc, presiclent cmeritus of' thc Uni'ersit1, . t,ru,,-tcr' Califor'ia. I Dr. Santple shortly aftcr I bcca'rc presiclent ol spring Arbor'ret i' 2000. I was serving o' a boarcl with Dallas willarcl, a autlor ancl a great philosopher who teaches at usc. During'otecl .ne .l'o*r breal<s wil"Ycu know, i[ you ever gct a charce to mect ,ry larcl sricl to 'c, prcsiclent, he's about the best I've ever seen." This strucl< lne as high praise co'ring frorn willrrd, botrr because ol his .w' pcrsonal staturc ancl also becanse you alrnosl nevcr hear a faculty me mber speak this way about his or her presicle nt! Here is what surprisccl ancl pleasecl r.re. when I was preparir-rg lo corle to souther'calilornia i'the winteror2001,I callecl Dr. sa'rple's of'fice to se e iI I could get eve' tcn rninutes with him. His assistant tool< the call, ancl wc had a llicc conversation. I tocl her of'rny frienclship with Dallas willard, wh.m she k'ew, ancl whcn I askccl lur an app.ir.rt'-re.rt with Sa'rple, she sharccl sorethir]g that stnr.lnecl r.c: hc wor.rlcl bc happy to l.nect with me, but hc rlr.nosr. r.cvcr

the institution.j

Druckcr wctt ot1 to cmphasizc that thc toll-llanagcmclt team has to set thc pace for cf'f'cctive tless throLlghtlut thc clltire org,allization. This emthasis mcltivatecl hit.l-r to refine the work of'top lnangenlcnt furthcr. He incorprtratccl gr-riding polices, insistitlg, lor ex-

o[ the fi.cst presidc'ts ir-r the history of higher cclucrtion was availablc for a convcrsrtion with a yourg rresiclert. c)ur initial
conversatior-l was by phonc, but
ues to this clay.
ir,

gcts sl(ed. I cclulcl harclly belicve my goocl I'ortune one ;

startccl

zr

frie ndship that cor.rtin-

70

THE SHAPING OF AN EFFECTIVE LEADER

Advuttugt ol Ttant Cftorri.sf ry

7l

steve sample is a rcurarkablc leacler. He cor-nbines a brilliant intellect with a cleft touch in human relations. Trainecl as an elec-

trical engineer, he clestroys every stereotype o[ the intrtlverted joy to be nercl unable to win a clate. He is cl-rarming, lunny and a with. I leave every encounrer with sample feeling cllanged ancl
inspirecl.

I have never worked for Sarnple, but he has allowed ne to see hirn in action on clifferent occasions, and these occasions have
probeen impressive. He outlined his approach to leadership in a
vocarive volume rirled The contraran's Guide to Leadershp.i Despire his advice ro reacl only books that are at least four hundred years old, his book is well worth the effort ancl rewards even a casual reading. Of all the topics his book engages, his treatment o[ how to hire' build and motivate a team is the most compelling' It begins with "Work lor those who work lor you'" The premhis hasic orincinle. rr_ ise is clear: once you have settled on your team, do everything you
can to make them succeed because your success as a leader will be fundamentally tied to their successes as your "chief lieutenants."s Of course, to have a great leadership team requires that we hire

clicits an 8l percent total caracity. If he or she, in turn, hires a persoll who [unctions at 8l percent capacity, that combination will result in a person who has 66 percent total capacity. And if this thircl-level ernployee hires a persotl whcl functions at 66 percent o[ his or her capacity, that combination will result in a person o[ 43 percent capacity. Sample's point is quite obvious: hiring people of lower capacity, even 90 percent versus 99 percent, quickly lowers the overall capacity of the organization. ,qs a rezult, SaUp r must hire t

ing positions not to obsess about crafting a perfectjob description. In every case, Sample advises, great people are more important than great job descriptions.
Sample is also attentive to the dynamic interplay between those

great individuals into every senior-level position. This is where Sample deploys his 99 percent rule.e ln sum' the 99 percent rule abilsrates thar if leaders hire a person who has 99 percent of their at a functions who ity and working capacity, they will get a person 98 percent capacity. If they, in turn' hire a person who is functioning at 98 percent of his or her capacity, then at the next level clown
leaders

who report directly to Lls as well as the importance of good working relationships. I think Sarnple is absolutely right. Recent books leaturing warring officers (e.g., the depiction of Lincoln's cabinet in Team o/ Rivals) suggest an approach to executive interaction that is difficult to sustain and often undesirable. Even rhough a bestselling book like Team oJ Rivals may profile and even applaud executive contention, such success should not distract us from the unique circumstances o[ the team (the Civil War) and its unique tirneline (Lincoln's team was together less than four years). A team fueled by rivalry may be a great model for crisis management, but it is hard to find evidence that such teams are sustainable over
time. But how do we get the senior executives on our leadership team to like each other? Those who report to us behave much better when they have unfettered access to the chief executive. They also
behave better when their annual evaluations are conducted by the

will

get a 96 percent person. And

if this third person hires

a fourth person who functions at 96 percent of his or her capacity'

that combination will result in a 92 percent person' Sample's point is that we can be four levels deep in the organization and still have

solid A-grade performances at all levels'

By contrast, if a leader begins by hiring a person who is only 90 percent of him- or herself' then the leader will get a person who

h'

chief executive rather than farmed out to a consulting firm with no ongoing relationship and no ongoing contact with the culture

'Ihr'z\rlvrtrttrt.qc

72

THE SHAPING OF AN EFFECTIVE LEADER

ol llunr

(.hcnistI y

7\

iilcl llcc(ls ()l tl{j orgatization. t)clcgaLirrg thcsc l<c1'r'cslonsillilitics tt s()ll.tcolc clsc ltrcccls clistrltst, allcl clistrttst evcntr'tall1'clcstr-o1,s il tc111. lly schccluling Unf'ctte rccl access to tts occLlrs itr two ways lirsl'

rleclicatt'cl

lo tlrc u,cllirrc ol its rcrlrle . 'l llis valrrcs-ltasccl oricnta,

. lt

clcnlollst rtcs an

reg,ttlarol]e-()n-oncllcctingsweallowpreclictalrle,structureclitto thcm, terrction to occur. Seconcl, we hrvc to Icllltitl \ailablc .l-he availu'c arc tllcre tl.rtlr'rght ol l<rlou'ing zrnytitnc, atrywhcre. of' ablc rvill rltntlst ccrtainly give tlttr excctltivc tcanl tlc lcace miucl to clo thcir u'orli elfcctivcl)'' convcyccl Samplc also irsists that lust as gtltlcl tlc\\/s llltlst be take perclircctll', so tllttst llacl uews. In other worcls, we should [iring ancl sonal resl'rttnsibility frr hirirlg, cvaluating, promotin ollr clirect reports. This requires rcgular atlcl annttrl interaction ious tt'l rcgarcling thei r achievet.nents, shortcour i ngs allcl colltribut
help a pcrson the organization. Ultimately' it w<lrl<s bcst il we cn after who ueccls to leave otlr tell clo so cll his or he r own rccorcl

inlrcrent valuc ancl rcsl]cct fl'incliviclual uilts rncl clif'fcrcnc:cs that st'cltgtltcns rltc t'.1',:lliztliort. U worl< in tl.rcir areas of'grettcst strcngth anrl thcrclty cliscover [ul-

hearing our evaluatiou. direct t'inally, cvery leaclcr knows that thcl'livc rncl clie bl'their tlr-lr. cloitrq rcp()rtS. As Sarrrple notes, chtl<lsilrg tlrcse lleollle arrcl tlu'p M everyrhing in ottr pn*.. ,olGt"*t

frcccG tt

.'rl thc orgauizlitltl'r')

Building Great Teams and Fostering Teamwork Thercslltlrrsibilityoftlreleacleristolruilclarre[[cctivccXecLtl.ive

ta,o*.

,t.or"gi.iil--i.,,-, oI tl-organizrtion.,ln building a grear

xecutive

tittmcnt tt,t', In 2002, thc Gallr"rt Organization coltcluctccl an cxtcr.rsivc st-ucly oll the Toyotzr Mol.clr Cortoration altcl its legenclary comuritmcnt to br,rilcling great tcatrs. Tlrc cliscovcrics thtt \\,crc c\cntualll, frr, rnulatccl into thc StrcngthsFinclcr trogrant incluclccl r conulrittcnI t() obtainirrg ancl inrrle rne nting iclcas f rrlnr all the ir irsstciatcs.ll thc cultivatior.r ol r culturc of rcsrcct lrv crcating an cxl)cctatiorl th1t rl.roti\,tecl workcrs sl.ronlcl of'fr lncaningf.ul contributior.ls, ancl a foctrs on iclcntif f ing irncl utilizing cach r.nclltcr's uniquc rcrsonal strcngths ftr thc grcte r goocl of' thc conrltany.l2 Through tl-ris program Toyota cleveloped a scrics of' l80-pairecl statemcrlts that hclltecl incliviclrrls unclerstancl wlrerc they coulcl be most c[[ectivc. This tttol cncouragccl incliviclurls rncl tcrms to lrcus on builcling thcir strcrrgths rathcr thatr trying to rninirtrizc thcir wcal<ncsses. foyota's [ocr-rs that lecl to StrcngthsFinclcr hclpecl crerte a cultLrre that reinforcecl anothcr significant valne : nsing the collective clecision-nral<ing skills o[ the tcar.n nrcnrbers rrther than rrait.rtainiug a hierarchicrl cornmancl-rncl-control aturostherc, which is typic:rl o[ manulacturing. This valuc clcouragccl a le arning cnvrronmcnt that c tt sl-rcnfthere cl nroralc. It cclntriltutecl to alt ovcrall se nsc o[ achiervcre motivatecl the teant as a wholc. Eventuallv. this led tcl thc clcvcltlrrrrcrrt ola "grcat raragcrs" l)r()gru, a l<cy tool in t[evgleDinp ancl distlibutinc this nhilosonhv tlrrouuhout lllc conrnanv. [.Jltinratcly, thc rcal tcst wts that this crtr.nuritr.ncnt iurltrclvecl quality
ancl cxrarrrlccl rrodtrct iv ity. ----

ffi.r

his or her co'rmir-rnent to of the rnaximizing the strengths ol' othcrs for the greater goocl value Organization. ln this w1y thc leaclcr crcal.cs an instittttionrl .t
systctt tht Suiclcs the cntirc organizatiot-t'
clemonstrttcs

ilrr-t"s

Byclevelopir.rglSreatexectrtivetcrtl,tlrccffectivcleacleralstl orgar-rization tha[ is t comrnitnlent t0 r valttcs-basecl

71

THE SHAPING OF AN EFFECTIVE LEADER

l ltc z\rlvarrfrrgc o.l It'trnr (.hr'rrristr.y

75

-l'hc

rvtlrl< incluclc thc ncccssitl, Of' urrrlcrstrncling thc st rcllgths of tnl' sizc of.nr1' associ1tcs. thc irtrtort:rncc rlf clctcrrrtining thc right colrles tcaut in orclcr to acctlnrtlisl'r ur;'u,orl(, i'ulcl thc slrcngth tltat f'ntnr clcvcloting a l)rticillativc st,vlc tlf c[ccisitltt nral<ing. ('tllcltlatr A cclrttllary to Strcr-rgthsl;inclcr is thc worl< of' Dallicl , ar(l csl)cciall),his ftctrs on "lr.orl<ingu ith cnrolitlr.ral irltclligcncc."l -l'his ial larrclnlarl< strrcly iclcrltilics lllit tccll llcrsorlal tncl lwclvc sot in crurlitics thrt trrrl<e pcrsoll clfctiv(:' Ilc is espcciall)'hclplul his neral philosophy as wt:ll as its specific apllicatiotl to thc clcvclopl'tlcllt ol collaborrtiou, tcat.ns ancl gror'rl lQ'l{ (rolcnltn's rvork originatccl aS hc n,ts tr)'illg to clctcrnlit.lc rvhl' thc peoplc u,ith thc lrighest tQ sclclonl ilcr'cr achicvc thc grcatcst
sLlcce ss.

rrincitlcs f tottl

tIis sttrcll'tllar I hrrvt'llttttcl

trttlsl cllt'ctire

rloy'ccs, wc helr crcatc tlc sort olinlrrnal r('tw()rl(s that lvt'necr lor clfc'ctivcncss ancl sLrcc'css. It also gives us lhc ol)l)ortLruitl, 11, clcvclillr f'icnclshirs at worl( that nlal<c our .job urcaninglul ancl crr.jol'xlll. ln bLrilclir-rg a rcscrvoir of goocllr,ill, lvc clcvclop thc capacity tcl collaborate ancl coopcrte with otl.rcrs while achieving,

tlrc shalcrl goals of lhe organizati<lrr.

Through the yczrrs his multirlc

stLlclie s iu'rcl proiccts have

,Achic'ing thc sharccl goals ol thc rlrg;r'izati.u rcclr-rircs a lc'cl ol trust ancl sr:-lport that is only possiblc whcn rncaningfr-rl rclationsl.ri'rs rc prcscnt. rl.rcsc re lationships, in turn, allow a coorcrativc spirit to clcve lop that rrcvcnts szrbotage ancl nlakcs clfcctivcr.rcss possiblc. Ahhough the irnporrance o[ rclationrl ccuity in organizations is sontctirnes clolvnplal,ca, ,tt.-t-.- is no cloultt that tocla,'s worl<ers wnt to fincl ureanir-rg ancl purpclse thror,rgh thcir lvorl<, incucling mcaning erncl purposc through thcir rclationshirs
at worl<.

iclcnti[iecl t]vent]'-f
pct,cncc, hc ltlaccs

i"c
se If
I

.'

rirrr-r levclJirnrl l'ivc sl.ccil'ic catcg,ol'ics..lf]cvcl

t)trcrJtStt'"i9l-

-rrvarencss, scll-rcguIa[itln atlcl urotir'rtiou.

t;-1,'r"

I *.t, r*'
t

ia

$il\.

Tltcrr. withilr ca('l ('atcg()r)'lrc lists tlrcc ()r lotlr sl)cclll('

ti.i, lrc pl accs c rr l){!}Lilld-soclSl

clualitics.

rrorc tharl catl bc rlsorbccl casily or quicl<ly, ltut I havc been workirl4with his rllrtcrirl frr tcn years lcatlancl lravc loullcl it tcl bc cxtrctnely ef'f'cctive at hclpir-rgalcrt crs to wht rhey both shclttlcl ancl shoulcl tlot be cloing' llis worl< rewarcls a crrel'ul reacling sincc his rcsearch hcllls lcirclcrs unclcrstancl ancl tursr.rc the ncccssar)' clualitics Il-rat prtlclucc
Gole r11an's

list

inclucle s

such ller-ril'rg is accFlirecl whcn tllc teaul cxcml)lilies clualities of rcspcct, helplulltess ar.rcl coopcration.'lhcre has to bc a lcvcl of co'f iclenct: i'each othcr's abilities a'cl a level of respccr. tht trrsce nds cliflfre ncc. Ancl concern lor rll rne r.rrbcrs of thc tcam has to bc clemonstrtecl. Dcuronstrating conc:ern cntails coulrnunict ing opcnly ancl r.rtilizing arrropriatc evcls of' conf r-ontrti<lr.l when tcanr mcrrbers rlrrkc nlistal<cs; it rlstr cntails rnaintair.ring tl.rc clvcrall commitrncnt of' the tcun to group
erccor.utIishmcnt.

r:l'lectivcuc:ss.l5 (,olcnrrlr's worl< illustratcs

'fhis comnlitment is oftcn rcirrlorcccl by what wc lrouclr ancl ccc'bratc as a tern. Thc arclage that whrr a culture horrors, it proclucc.s is true lor rlrganizations. celebrations hy the team shoulcl
whilc f'rarn i ng thesc contributions by cclcbrating thc achicvements of't.he whole . Eurrhzrsizing tcam vcrsus ir-rcliviclr.ral arcconrplishnlcnts (lcnronstrtcs Illat wc
value the tcanr. In this wa\,, a rcwrrcl structure shoulcl rciurrrcc thc of thc te:am a'c[ hclr strc.,ffi 'alues ptlrpose that is nccclcc throughoul thc organizzrtion.
rccogn i ze i ncl iviclurI cont ribut ions

thc illll)ortallcc of ttnclcrstarrcling hor,l,ttur irtcliviclrrrl qualitics clctcrlllillc ottr lcvcl clf'clfcctivcness in a ltroaclcr social cttrrtcxt. ln balancing our llcrsotlal ancl social of cFrirlitics, wc cotllc to rcalize thc way thc goals zurcl olljcc:tivcs owl.l thc tcant becot'ne cclual[y itlltlrtaut to the achievc'lnctlt of'tlttr goals ancl objcctivcs. Ry ltuilcling tcrsclnal boncls with othcr cui-

76

THE SHAPING OF AN EFFECTIVE LEADER

'l'hc Atlvucrgr oJ Ttum Chenristr-y

77

Managing an Executive Team and Leading an Organization ln managing my executive team I begin with key input from

advance the rnission o[ our institttion?

.
each

vice presiclent ancl then worl< towarcl a colnlrroll commitment clistillecl in an executive team covenant. Both at Spring Arbor and westmont we have usecl the following guidelines at the start of each year to focus oltr interaction.

What contribution lrom me do you require in order to make your own contribution to our institution more meaningful ancl
effective?

Prepare an annual plan for what you intend to achieve in the upcoming year. Think through your most significant assignrnents. How are these rellected in your personal goals ancl our corporate goals as an instittttion?
As you reflect on this past year, prepare a brief review, one to two pages, o[ how you feel you did relative to your annual plan'

Of course, each leader shoulcl rnake this list unique to his or her .personality and organizarion. The key is to go rhrough-ihi pline of the exercise. This exercise establishes a way for an execu-

tivetror to cliscuss thcir joint work

is instrumentul

as a lcarn. This scts the staqe

for one-on-one conversations with each uf

. . . .

Prepare a brief statement of your ongoing personal philosophy o[ leadership and how it has grown or changed since last year'

Then, every executive team retreat encls with a review"n.rr. of our executive team covenant and our willingness to abide together by its public commitrnents.l6 Here is the latest iteration of our executive team covenant, written collaboratively and then reviewed
each year:

in

-y ut." pr"tid"U,

which

What plans do you have for continuing education and professional development this Year? What are the areas we need to work on together both for the success oI the institution and for your personal contribution to this success?
please offer your thoughts on how our team is functioning at

We, the execuLive team of Westmont College, commit to the following as a means for creating and rnaintaining strong

relationships within rhe team, and for achieving rhe strategic goals o[ the college.
no surprises, and bad news first. To establish a loundation o[ rrust, we agree to be vulnerable within the group, to be open ancl genuine regarding our mistakes and weaknesses, with the knowledge tlar the group will be protect ive of the informarion thar has been shared and o[ the person that has shared it. We agree to give each other the benefit of the doubt in circumstances where issues have been raised about another rnember's area oI responsibility, allowing that rnember an opportunity to review the situation and respond to the group.

l. Full disclosure,

the executive-team level and your perspective on the distribution of workload and responsibilities.

. what ideas or experiences woud you like to see us incorporate .

into our executive-team leadership retreats in the [uture? What are your thoughts on our competitors? Who are they, where are they eclipsing us, where are we eclipsing them' and what information clo you feel we need to discuss that would
help us face our competitive mix better?

. what are key projects

that you believe would fundamentally

2. We agree to avoid veiled discussions and guarded cornments, and instead, we will engage in genuine ancl clirect

7rJ

THE SHAPING OF AN EFFECTTVE LEADER

'lht Adt,unlugt'ol liutn (-licrrrislr.l,

7t)

filr aclvanc:convcrstioll rcg,lrclilg thc stratcgics ancl tactics

ing Wt'slttlont Collcge
.

t. I:jlcanr lllclllltt:rs will

r,r,oll<

to crcatc an :tr.tosl)hcl.c ol'

ol)cnncss rncl ir.rtclr:st about cacll ttthcr's tersonal lifc ancl lamily.

Excctttivc Tcrt.u J. ljirst ancl llrirnary lcslorlsillility is tcl tllc llltt oncc thc (E-'l-crnr): rvc lvill u'oicl [cigrccl agrcclnctrt' cotntnit pubtcattr has cotlle [o 11 grcclnelrt, wc will each urrclc-sttplicl)' atlcl lrivatcll'to thc clccisiotl that has bccu it to all ottLsiclc thc teau attlcl worl<it.lg tirclessly tcr
ror:ti,rg

ctior-r

What is the tr-rrtosc of thc co\/clttnl rncl our rcgular intcrwith it? It's crcatir.rg ancl nraintaining tl.rc iclcals by q,hich

wc agrcc to livc s At cxccutivc tcrnr. Wc clo not aways livc ult to [lrc c<lvcnant, but our cor.nuriturcnt to it cstablishcs llrc franrcwork

celebrrtc stlcachievc the goals. Wt: shtlr-rlcl rccognizc atlcl ottr area lncl ccsscs to t-tlritllaitr higl-r moralc bilth lvithin

withir tl're [:-t-cam.

4. We cor.nnrit to accottlrtabiit;'

within thc

tcl'n' arc ol)cn

llr l<cering us on tracl( cvcn whcn wc clrif't I'rorl our iclcals. tJltinratcl;,, tllc chcnristl'y oI thc cxccLrtivc tcanr [iltcrs out irlt() tlte cllirc olgirrriza,i,rtr. irrg glt'irl lt'arlr clrr:nristrv is sccolrclarv to ltlol<ing orrtwarcl, *,hc

abottt

l.listl<cs, rncl

arc

willing Icl receivc

clLtestions

frolr

l".n-,t.,trchievcrcsultsintlrctlrgani,otiu'-'ffi
lat't' ol orgatt izat iorral cttlt rrrt' wit lr cnv i rorr nlclrtal ('()ntcxt rclr i tls trs thrl ()ur lost illl)()rtart c'ontliltLrtion is thc ()tc \ve ,rfr-J*l yoncl thc walls oI our rlrganizrtiorr. To clcvclolt an cncluritrg, tosi-

tltlrertcatrrtrlcmllcrsrcgzrrclirrgattituclcsclrrctic.lt.tstlratr.r.ray ttl thc goocl tll thc leatn ancl its coln-

bc couute rlroclttctive
r.nitme nts.

5. We cclmmit [o l<rlow what

ach othcr is worl<ing on so tht ancl so thrt rcsults oI our collectivc goals will be tncrsurec
e

ti'er, ltlocluctivc organizational cr.rlturc is obligator-y; to cnsllrc that this culturc interfaces effcctivcly with onr envirr>nrnr:r.rtal context is r.rot only obligatory but also ncccssary. The Quest for Character: Greed Versus Generosity -l'hc clralat tcr challcnge rrr rlris lcvcl is grcccl. !*!:!g:::gl munit1,. Grcccl ersscntially las r.ro linrit. Greccl is bouncllcss in its glitsrirrg frr nrrlnc,rr'[anrc. Evcrl!]y, it lcarls to a lrrt.l< of rcsret.t lor thc needs ancl ambitions ol othcrs becrusc oLrr owr-r ncccls ancl. arnbitions ovcrrLlr all normal bouncaries ancl expectations. lt is particularll' corrosivc on teurs, ancl whcn preseniin seni,rr" c*ccutives, greccl cnn clcstroy, whole organizations. lt is macle r-nanifcst by n exccssivc ncecl ltrr acclaiDr, attcntion or con]l)crstitrrr. li ,il.ti

irrclir,iclr-ralgoalsarrcltl-roscolclttrvrritlttsclivisiorrswillbc 'fhis Ina)' it-tvolve sacrif iccs in sccouclary itr cot.tlllarisorl' irrcliviclualrreasIortlreoverrllgirocloftlrecollcg,c. [o crcte (.1. Iu ctttr interrctions, E--'eaur tncnlbers will worl< aucl respect E-Tcam uremur elrviroulnent of irtcgrity, care bcrswillworl<toiclerrtifyanclovcrcol.tlecti()nsitrctlnsistt:trt gellLlinely witl'r our Ljlealn covenatlt. Wc will quicl<ly ancl somcthing inapologizc to one auothcr wheu we say or clo tcaln' a1llrolriate or potcntiall)' clal48'i11g ttl thc
7. legarcling ottr lllectilgs, rll rncmbcrs

wil take an rctivc

that the rolc ilr making theu cotrlpclling ancl will cnsttre resolvecl; thc tablc to bc r11osl- itllportant issllcs al'e ptlt ou

cvicl thought_ |csstlcssaretwitr''o'ffitrcrclrive.ltsr.,.,tis a boundlcss c'r:rviug that cxccecls all catacit1, firr sarislar.ti<ln. (urcrosit;'. or thc othcr halrcl, ltuilits conrrlrLrrritr,. Gt'nerosity

tlrentlrclncetil-l],slvillcnclwitrslccil.icrcsolltlionsatlcl
cals to actiotl whct.tcvcr approlriatc'

@llccattscwcarcf.reef.rtlnrclollrillatiotr

BO

THE SHAPING OF AN EFFECTIVE LEADER

[rv nroncv or firnre. (it'rtt't'ositv is rrrirrlifi'stccl irl tlttt'c'ottlitlcllt'c tIIlr() a rcf'lection tht scthat tht:r'c *ill "l*oyr-l^'o,nugh. nior nrrrnrrgcnlr'rrt te rrricFllncll ancl ce lcbratc tlle corltribttti.lll gllthcrs anrl t'onlpcnsirtc thcrrr [rill], I.asctl orr tltc lcitirrratc r"tlucof'their contrilntions..Within gencrosity is the catacity to sclllimit bccause we clcl not f'car loss o[ acccss to resources or ol]portunitics. Gcncrositv also civcs us thc abilitv to hrncllc thc vicissitdes o[ lilc-thc ulrs rncl downs that cotlc l-o each onc o[ us-irl ways that havc a positivc atxfenclurinll otttcol.uc. -

Principle 4

THE INTERPLAY OF CULTURE AND CONTEXT

The Dynamic

lationshil ol.Organizational Culture and Environtnental Context

Re

/rrcrtasirrgly, rrs th: ics of .fttrm undsnrrll-forvrr li/i,rii.s.solvc,

our hnowrcdgt:Jtcrstcl socitt.y thrtarcns to rerttnta rofrcss. /f lrcrrls colurrunif ic.s-sr/rcr'<,s whtrt trr: ittclivicluul ctut rt.c,ntt: (r
tlrrough thcir ccnt ribuLiott tutd u(.(.cpt(ut(( of responsbility.

nlasr,,t

Peter Drucker

COMMITMENT

aorrraflor,

\
\

coNVtCTtoNs
COMPATIBILITY

CULTURE

cHEMrsrRy l

/ '

COMPETENCE

CHARACIER

8)

THE SHAPING OF AN EFFECTIVE LEADER

lrr' lnf ,

llln

ol ( .ulturt (lt(l (.{,,t{

\l

8l

"'l-llcsc f light attcnclrlrts clicln't glow ttl) il thc Stltrtll, stl it ttr;r1' be tough." I wts ()u t trnscolltitlcntal f light froln l-tls Alrgclcs to
Atlrnta whctt rtr ctrttloyee of Dclta Airlines nraclc tlris colll1clt. Dclta hacl rccently accuirecl anothcr national rirlinc, allcl llc was oI the tcant rcstor.rsible filr thc iutegratitlll ol the trvo colnl)atatrt

thc grcat courranics lnrrn rlso-rans is thc c()rl)ortc culturc ol

e

ach comrany. Accorcling to Collins rncl l)<lrras, a hcaltht, ('orl)()-

largcst remaining challcngc was blenclirrg the l'light attcnclrtrl-s fronr thc lcqrtirecl c()111pIl)/ irlto thc cltltttrc o[ tlrc cttrrcnt contpany. Af'tcr hc sunttlrarizccl his pcrstlnne I cherllengcs, I hacl asl<ccl hint ir-r.iesl, "Can yot-r r.ual<c Ihenr nicc?" llis seritlt"ts
r.ries. Tl-rc

arrswcr srol<c volttttrcs.

(-ultures sh:rrc pettplc. What wc \'ltlc, u'e llrtlclrtcc' Wc rrc all ly or exhaustivcll', but troclucts ttf rlur e rtr,ironlncttt. Not cxclltsive prcclictably. Wc distla1' traits tht clircctll' rcllcct thc contcxt \\'e
r'crc raisccl itr. I [irst ltecrme intcrestecl in thc corporate clllturcs ol'ctlmparlics whcn I was stuclying cultural althropology in gracluatc sclool. 'l-he toltics wc werc strrclying illustlatccl hclw cltltttrcs shapccl inclivichals ancl familiers, ancl also indicatccl the long-tcrm cflect thesc

culturcrs hacl cllr socie ties

zrncl

clrganizatiolls.

culturc has filur l<cy ingrcclicnts: a f'rvcntlv hclcl crlrc iclcolof "fricnclll"'inckrctrinati()n, a tiglttncss ol lit bctwccn thc incliviclual rncl thr: contpall\,, rncl thc cultivation of'a spirit of'"rositivc" clitisnr. in which a pcrson colncs to sct'hint- or hcrsclI as a s-lccial l)crson lvorl<ing at a s'rccial rlacc.] Over thc past twcrlty-six 1's I have worl<ecl lrr f ive dif'll'rcnt organizaticlr.rs. Eacl.r has [racl elcntcnts oI the sc frur charactcristics in its culturc, br-rt with a uniclue twist. Each ol thcsc five organizations has a core icleology, a proce ss clI lrienclly incloctrinatiorl, ancl rn insistencc orr a tightt.rcss of'fit betwccrt thc incliviclual utcl thc organization. In lact, cvcry tine there wrs a bacl f it, tl"rose i'cliviclrals sclf-se lectecl out. what I har,e lo..cl csre t'iallf intcrcsting, hower,cr. is that crch of'thc [ivc organizalions clid not ncccssarily cxhibit scrsc oIpositi,r,c clitisrn so rnuch as cxhibiting a serlsc that it cxistccl to clo sometlring unicuc that r-ro onc clse was cloing. This sense clf'"tositive pltrposc" has becr clceply rnotivating.
rtc

()g\,. a l)roccss

In thc carly part o[ thc twenticth ccllttll'y Luclwig Wittgcnstein c:omtarccl thc cultrlrc o[ a ccllmnnit, 1s "a big rlrgauization tl.rat assigns cvery persol-r a place Ltl worl< in thc spirit oI the whole."l clif'forcl Gecrtz, who followecl a gencration latcr, ermplifiecl wittgenstein by tlotit-g that a culturc f'orurs tlre "contcxt withir which socirl cvents, bchaviors, il.lstitutions, alrcl lrocesses can bc ulrclerstoocl. It forms the wcbs ol'mealning in which we [incl our siguif icance."2 fhcsc webs cll mcanir.rg, in turn, hell 'fhey clirect us. Thcy reinflrcel ccrLain rus unclcrstrncl ottr lil'c. bchaviors whilc eraclicatir.rg otl'rcr behaviors. Tlicy hcp Lrs rnke scnsc oIclur lif rtrcl ottrworlcl. The srlrlc is trttc clIthe cultttrc oI
corlrpalics.
lr-r

The Development of Organizational Culture Morc rcccntly, scholzrrs in various ficlcls, inclucling organiztrtional psychology, social psycl'rology, ncurutscience atrcl cornmunical-ion theory, have turne cl to analyzirlg the role ancl inIh,re nce of organizational cultr.rrc.a Thc range clf intcrest is so ltrclrcl ancl corlplex that it cannol be summarizecl e asily. Nevcrtheless, vlrious thrcacs etlcrgc that help Lrs weave togetler a tapestry of
rneaning to guiclc us.
Synrbols, rituals, language-use ancl storie s shape orgar.rizationrl culturc.-' Bool<s such as ln Scsrch o.[ Exct:llt:nce, C<trporctte Ctilttu'es
ancl Tftc Chuructcr
<J

Orgcutiztttion.s,(' hclp us ulrclcrstancl l-row orgar-

Bull o

I_l.st,

Jirn collins

arnd Jcrrlr Porras c()r1Parc cightcern

gl.cat cot1lpnics

with eightecu average oucs. What clistirlgnishes

nizational cultures guicle thcir cornpanics. Ultimatcly, ttrganizaticlnal clrlturcs help us unclcrslrnd how to makc our conlribution

r-

SHAPNG OF AN EFFECTIVE LEADER

hc Inttrtlu.y ol (.ulturr rlrrrl (.onf cxl

f5

t() tlc (()tttl)itti('s uc

\tr\'c l() s('l \'('

Of coursc, tlrcrr: arc rnr-rltiple aptrclzrchcs to thc stucly oI tlrgzrnizationl cLllture. I general, t"tlost approaches llclog t9 onc of

thrcc lroacl pcrspcctives: tracLical, itltcrlrctivc, or critical

post rno(le r n.8

ancl

which is csPccially rcveali.g ol thc clrallc.l+ we f acc. 'l'hc csse rcc oI l-ivcrnrorc's worl<, bast:cl on morc trarr twcnty ycars on rcsearcl.r spar-rning twcnty-f ive countrics, is thc iclcntification o[ flr.rr clorninant trails that opcratc in cl1'nanric tensioI.r wit[r onc anothcr (sec
table 4.1). Hc surnrnarizes his [incli.gs
Lt:crcling w iLh Cull urctl Intellise nt (.t

i'a rece'tly releasecl

book,

Orgar.rizatitttlal cttltLtrcs hclp us [tnclcrstan(l who wc arc'" u'hcrc \\,c cI1 contribute and n,hat \\,e cn clo.t() Tl.rcy nranilcst tl.rc clbcll' se rvecl behaviors, thc evolving norms, ancl the clornitrrut valttes thc organization.lll have come to belicve tlrat the CEO ancl the op rnanagel1 ltt- tealn play a key rcllc in shapitrg tl-re contplly by embedcling ncl tratlsllliLting their orgzrnizational ('ttltttrc irr thc [ollowing six ways:

l'able 4.1. Iiorlr l)oninant I'raits of (-ulttrral lntclligcncc

f)ynarnic ol' (-ulrural Inrelligcnce ((-e) t. (.(l Dlive

Dcscrirtiorr of D rrarrric of Ce L-f-hc let,cl of rnotivati<tn wc l)()ssess ro

cultltrc ol

tl-re

unrlrrstanrl, rcstcct arrtl rvorlt crosst ultrrrall,. Our lcvcl ol' noti\'tiorr n,ill rellcct thc lil<clihoorl of our
cflect il'cness nd strcccss. 2.

. . .

The priorities they set -lhe bcnchurarks they tneasttrc

The responsc they t.nake both to olportunity and crisis (inclucling organizational crisis due to a stagntt culture)

(-(l I(norvleclgc

ability ro gain a unrlerstunrling iuxl arprcciatiotr lirr crosscuIturaI cliffcrenccs. I [ou, rlo rcorle learn? Horv rlo pcoplc livc? How rlo thcir attiturlcs, thotrghts arcl bclraviors tlif lcr lrorrr orr
2.
rlrv n?

'l'hc

. Their clirect and indirect role modeling of aprropriate bchavior . lheir philosophy o[ rcwarcl ancl cot.upeusation . The ways lhey re crLlit, select, prot1]ote, rctire aucl transition (or
rllow to be transil-ionecl) t-nerl-rbers clf the organization

l.

(.Q Strarcgy

3. 'l'hc ability ro use borh analytic arrcl synthctic conlllclcncics it ot.(lcr to

asscss thc clynitnrics of your cur.r.etrt

situation arrl c()lstt ucl a rrreaningful

rcsllorsc. 4. (-() Action

unclerstancling organizaticlnal culture is alsO essenl-ial when working crosscnlturally. The average college gracluate toclay will have anywhere frotr fourtcen l-o niueteen dillercnt .iobs ch,rring their aclult workir-rg life , with at least o1e major assignurent otttside the Unirecl States. With the rise o[ global colnmerce ancl thc cxplclsion o[ intcrest in ontsourcing ancl off-shoring, the ability ttl work el['ectively i the global ecollolry has becoure irnpe rative. To equip worl< associates for this reality, we have to lrain them to be ellcctive crosscLrlttlrally.
|2

4. l hc abiliry to sscss a siturlion arrtl a(lal)t l)l)ropriatcly.

One o[ rhc linest examplcs o[ a CEO taking responsibiliry for

embeclcling ancl transmitting an organizational culture tht transcencls cultural bounclarie s is the life ancl leaclership of Harolcl A.

of Forcl Motor Cornpany when it was onc ol the largest transnational cornpzrnies in the
world.

"Recl" Poling, f'ormer chair ancl CEO

Thc reality ol crosscttlturrl work and commtlnication is capturecl bcautifully in Davicl Livermore's gror.rnclbrcal<ing stucly,

Harold A. "Red" Poling I first rrct Rccl Poling in 2002. Mike FIelmcr, a boarcl rrember

rt

f6

THE SHAPTNG OF AN EFFECTIVE LEADER

'l

lrt Inltt

plu.' ol

(,ulturr

rlrl

(lrtr'.rt

87

Sltling Arllor Utrivcl-sit)' allcl ir lotrgtitrlc lrit:rlcl ol' Polillg's' introin lc)c)4 clucccl us. Poling hacl rctirccl f'tlu l:tlrcl Moltlr C-tlrlar.ry liIc acltrlt crltirc altcr strrtiug at [:orcl in l95l arlcl working his (chairwithin Ihis ctnc col]l)ally. Rcctttsc of l-ris rarll< 1t ICtiIcll1cllt a nran ancl cEo), Poling was givcr] au olficc ilr l)errbortr cross rutzrjor thorttughlarc (M-39) frorlr thc ilrtcrurtitlt.tll hcaclcluartcrs' Hc invitccl nc to nlcct him once r rlollth [orlttnc:h at Ihc f)carlltlrn titz-carlton, whicl] ws connectccl t() his ollicc bttilcling by an tll thc rrnclcrgKrur-rcl tunlrcl. These rl()rthly scssions wcre sollle richest lloments of' my owll lerclershir clcvelo-rt.uctrt rucl a rcn.rarl<able tour tlI orgar-rizat iorlal

I'l:()Pt.t.

l\'oltle.tr'l()l ll( ( ()Il)t\ \ il()\l i[l)(Jttt r\\el I'l ()l'l I \Rl I lll ( tttctllle ol)lccU\'(s. lroPcs;rr<l a5l)niti()[\t)f 0[t pc()l)lrilnciust ll,ll:r\l \\'l: \\()Ul l) I il(l: |() Btr I ll:/\ I trl).
lrrt rrrl ll,1,llt
rrt

h ((lrrr I (ln(tt

(lr'liu(le(1. te(ltrc\t((l ()r

r\l)r(

te(1.

\\llrl rr rirr sllrir lrrr r tlt,t hlt(r trf \(t\. ttt tegrttl to otrr pt.oPlc . ln telullctllitlrr
hrvc rbrrc so.

nttrst licr'r tltrs l rrrirrrl rrr rrerr lhrng rvr tlo

^\IgI\t lislet \\'itlt

tcll otrr
rr',rrlc

t ()l)(

ttirrrl Llill( \r

(rIl Iir(l l\ (lr)\( (1, t \\,]ricl cs(,wc slt()ltlrl .,,

l:l
(cnrrlot,ec inrrrlvcnrctrt) arrcl I'l\4 (Prrticila

cltlture' poling at Forcl he caurc tttlclcr thc tutcralrl<s the rsccncli:cl As lagc erncl glliclncc of Ecl Buncly, a fortner vicc chair ancl the goc[latrer ol corportc carccrs at Forcl. Buncly irlsistccl that Polirlg articulate his philosophy ttl rnanagellent rr-rcl that he cltl so iu one
one-Pagc mani[estt'r'ra rage. Iiigttre 4.2 is Poling's of' lcadership? llr onc singlephilosophy Why clo I share Poling's bc a stacecl pgc we hr,e a golcl r-nine of infornlation ou how to

\\t

slrorrlrl tol convrv tlrr.irurrcssiorr that

thr riglrt rn<l tlrc rcsrorrsillilitr.ol rualgcrs l() tntnge.

\\t'shorrlcl rrot rlr [arrrritcs o be rcrtcivcrl to bc . llcl lor us

li!e trrlrrlgcrrrctil- tolltrilrrlliolt llroltoiliotiIc to rtsXrrrsillilitl.) rrc sultstiltrtiorrs

so rloirrg.

lor

. .

llrtl lrr crrrrlot'cc

llacl lrr tlrc orgarrizrtion

\\rc sltoulcl sul)l)()n r)ur reorle ryhcrr thcl,clcsr.rr.e it

We slroukl rraisc irr rLrblic arrcl

critiqur in rr\,tlc.
tc.rlc at all It'r'ls-rcrLrrr'( r(.errr] rr

grcat

ln 2003, Poling agrcccl to join lhc boarcl oI trustce s of spring Arbor ur-riversity. I was prcsiclcrlt of'the univcrsity at tlt tiure. As wc wcrc trcparing tO wclcoure ltoling tcl thc boarcl, we: of' createcl r fOurl-ccn-ltrinutc DVI) f-orn illtcrvicws with a group several inclivicluals who hacl cithcr wclrkecl with Poling at Forc or
le

!5s!!"'"a
8r()u)L

[tlr conlcr

t'itlt.ttr

aclcr.

knew l-rirn from his conlurunity servicc aucl corpclrarte boarcl worl< throughor.rt Michigarn.l't The intcrvicwecs' stolics arc Pl'icclcss llcl illustrate how clceply a leacler crn be lovecl ancl respccted wl'rer.r
they Icacl rvell.r(' Whrt these tcstilntlnials teach tts is the way in which Poling prcclictble ' createtcl r culturc that was consistent, clepenclable ancl This, in turn, proclrtcecl thc sort of'environlrent rt Ftlrcl thrt ctlntributecl ttl its growth ancl sllccess. Thc iltmoslhcre Poling
hscrcate cl, rnorcover, Proclucccl a glorious pe riocl ir-r thc toclern tory of Fttrcl Motor Company' This lact rcve als thal cvcn huge

tradiliollbttytt.\\/clrlttstltavetltcobjcctivcolrrrrrlucingtlre bcstrrralit1,r,ciclrsitlrc lrrrirrg thc rvorltl l<rorv ir.'\vc crrr lertl irr stlling in (.crtri scllrcurs of rlc nlarkct bttl (11lol \\'ll( arvl'lrtttr (ttr lrl(lilionl btrer as uc are strir,ing lrrr csrluest
rYorltl rrl

Pl()t)t x.r' l'ortl's srrcrrgrh in rrorlrrcr is "r'lrLc lrr rrrorrc'.'wc ncetl ro rrotlrrr.c rncl scll rvrt te crsrrcI rvanrs. wc rrc llrsi.all'a higlr-rrrlrrrttc rr'rl.ccr a.cl lrr*t'srra.g rPPerl l. tlle

lcirclcr ir tct ltttologr,, l>ur be crrc[ul not to llc so fr alretl tr u.r, tl. (!r h\'c scrvicc carrbilit. \\c shoulcl t,xplorc niclres ill rhc mrrl<cl rvherc rvc r.ruld Ilrr,,,
srlcs. \\'c shottltl be
tl t'rclusivc posiliot rtr bc thc PR()t11
S

lirst rntrtrrlrcturcs ilt tll

scgntct.

\\/t nrc in llrtsitlcss lo ltl{c

l

rrhilitl to lrtllicie thc u'orl<ing ctltttlitiotts rntl rcrnrurcrtion

ivl()S

a rers()rblc rctun or il\,cstnent llr our sirarcllolrlcrs. ll is cltLciarl' rcsr.rrsibi l it y. rr' rnaliirrg r rersrnrhlc rrr rl r). \\'r rss.rc job sc< rr rit , irnrl t hc
\\,c \\,ilnt Ior orrr etrtrlg1.ccs.

I lllll'()lt

r\N

I
n(

( (rt\i\l( I'igure
4.

(-ON I Rllltt I t()NS ()1. I ()t' Mr\N\(it:vlLN \' l)r.ncnralrltr- I'rerlrr ;rlriliru

l. Ic(l I'oling's trranilcrncnl philosoph,

uu

THE SHAPING OF AN EFFECTVE LEADER

hr lntrrtlu, ol (.ult

c uttd

(.o(t,xt

fl9
cf-

(-liL) cotlPlllits (400,000 lllus crrrlltl1'ccs clttritll I'olirlg's tinlc as Ilc)90-l994]) can builcl grcat culturcs that Illaximize thc gif ts ancl

allroaclr

irl tht'riglrt sitttation so that \\,e can rna.rinrizc rhe

firrts ancl t.ontributitln <lf our cnrplgl,51

abilities

of' yor-rr tco1tlc.

ln aclclititl', Drltcl<er ws rot only comllrtablc with shapi.g

thc orgatlizational cr-rlturcs oI Anrcrica's cilnrpanies, bul hc rlscl was ccuerlly acle pt at helpir-rg liurorezrns rncl Asians. I-' e spccially cll.joyccl his itrvolvclnr:t'rt with thc.Japzrncsc. Ir.r lrct, ris lover ancl resl)cct lor thcJatancsc was lcgcnclar,. Dr.uckcr was particLrlarly iutercstccl in the ir practiccs ol'"continuous training" ancl "liftirc etnrloynrent," which gavc ir.rclivicluals arrcl conununitie s thc stability they to builcl a grcat rlatioll as lvcil as a ,,goclrt11er sys'ecclccl tetn" tllat cnsttrecl evcry et.uployec nlentor who coulcl guicle his or he r carccr. -rhcse i'tcrkrcl<i'g pri'ciple s rccluirecl the e'rploycc to strivc corrtinuously to inlprovc in serving thc evolving neecls o[ his or l-re r r:ompany. l') The goclrther sysr-ern reirlorcccl thesc two valttes by leveraging the irthcrcnt cultural respect fbr oe's clclers with thc ctttt.tt.t.titure nt [o rlcntor ancl oversee tl-re wclrl< of a new
ernployce.

Culture and Context 'l-hc:sc conrr.ne nts altout Poling rrc inslructivc. They rcllcct his ctturntiture tlt Io lcaclcrshilt princilllcs that arc eltrclttritrg' Thcl' zrlstl illustrrtc Poling's closc alignn.rent witl'r princilllcs Pcte r Drucl<cr ttltetn e r.nphasizecl. Fclr cxatrtpler, Drtrckcr is larticular"l)' rninclf'ul pl thc ncccl to crcatc thc right ctllttlrc tIat can ttlakc the wtlrkcl' ol thc l<ey rroclr.rcrivc rncl thc work tl.(rf itable . llis clevclopnrcnt (MBC) his ctlre rcllectccl couccpt o[ raagercnt by oltiectivcs
bclieI trat the organizational culture hrcl to bc shapecl ll1, t.t-t't.t'*.tnent clire cl-i\/es that tucvc lhc goas ancl tlb.jectivcs o[ work bcyond the lcrsonalities ancl politics that so ol'tc'u ctlcttt.tlber org:rnizatiol.rs.lT Manage me nt by obje ctivcs ll1l(es e acll manager capablc of

culttlrc gov.joint contribLltion to thc cotnpauy. An orgzrtrizrtioal crnecl by MBC) makes incliviclual colttribLrtion rossilllc ancl colle ctivc goal achievcurcnt feasiblc. A corolary to nlttagelllcnt by tlllicctives is Douglas McGrcgor's gftrunclbreal<ing stucly on human motivation ancl wtlrk. Thc architcct of'thc Theory X ancl lheor"y Y exltlanatiolrs lor nol-i\tioll ancl
worl<, McGregor establishccl thc basic laradigm for cxplaining why sgmc t'rlnagers elicve ct1poyees cnioy ancl thrive at worl<

ultirn,tely, Drucker's icleal work cnvironmerrt is onc i. which rhe workcr is ablc to takc rcslo.sibiriry frr his or rrer -fal<ing rcspo'sibirity flr o'c's w.rl< c.nsists of thrce .iob. rrirlary practices: co'tril)uti.g proclucti'c rv'rk, rccciving rcal tirne and continuous leeclback, ancl clisplal,irrg:r comr.nitrncnt t0 contiuutlus learning.20
This type .f co'tributio. cloesn't happen naturally or evcn cciclentally. rI haprcns i'te'ticl'ally r'c[ is the rcsult of a srro.g orgatlizatiotral culture whe re good manageulent provicles clear clirection. Ir rcqr.rires a levcl ol'stability ancl sccurity thar alkrws a'

while others clo uot.l8 Drucl<er tlte u touctecl on McGl'cgor's work in class. Ile was ntt a blincl clvocatc of McGregor's findings aucl cven acl<nowleclgccl sore oI the study's shortcouriugs. Whrt Drr-rcl<er fluncl courpclling, howevcr, is thc iclca thit c\cr)' tllnagcr tnttst ulrclcrstancl hrtw his or hcr sttborcliratcs wtlrk: what tlotir,tcs thctl1, u,hat cliscor.rr:rgcs thcm ancl what clrivcs thcul ttl pursLtc cxtraorclinary rcsttlts. Wc ncccl to sLtrcly'oltr enllloyccs
ls

to strivc to mal<e his or her bcst contribution ancl to have the opportunity to develop. Becausc r c()npany is a co"nu.ity, it oflers opportunitics filr
er.nplclyce

wcll. Do wc know thc right

lcaclership re sponsibility, recogniti.. rncl lear'i'g.2r This tyrc oI orga'izatio.al culture rcquircs that wc grow a'cl charnge .22
To clcvelop a strong culture,
re

adcrship.clbs srroulcr proviclc

rur

e0

THE SHAPING OF AN EFFECTIVE LEADER

ht lttlct

tlut, ol

(.ulltrt

(lr(l (.(),ttr'.\t

9t
11.t. rrct.rl

llcstclrrlltl,cesu.itlrtlreirllr.iglrtcSt()[)l)()l.tLtlitics'l)rttcl<CrwaS is sct lll' 11.tt clttalitl' tlI c.onVir.rcccl that lhc trie (:tory ofir ctltnllittry

:ttc(''vvc ttcccl trt unclcrstiutcl or l<c1, lctiyilics.2'l,lrsl . lncasrrrablt' re srrlts. what Dtust wc ac:r'ortrtlislr t()

tr.cscr\,( tlc ()f-

tlrctolllll:lagclllclt(call.Hcwascsllcciallyllrirrc[[.r'tlol.htllv talctlt attcl harcl it is ttl hirc, clcvclop atlcl rctaitr t()P lll11]cnrcnt awiy L)cholv cas1, il is tcl clertntltivatc ancl clrivc that s:ltnc lalcllt trtltrlcrclcrto too snrall, llrtlttrtlritrg )/otlr t()l) talctrt signing
.icllls

(irr shilt rolcs ancl rcltrsing t() t'ccotlIigttrc "wic[ou'-ttlal<ct." .iolls tlf rt lcast Drucl<ct''s lt:rtniuol<lg1', itllls lhat clt:stro1' tlc clrecl's ttvoc()lll)ctcllttllallagcrsinrrow)rrcSylltl)tolllatictllaclccler cliviclc witlrin a cttlturc. r cttltttrc tJhimatcly, l)rttcl<cr's collccrt rvas aln'a1's ttl clcvclol tlclt tncltt that pr.oclr.rccs rcsults. "Mclralc irl atr orgirnizlti<ltl cltlels

urcl allorv it tcl l'krurisll? Scconcl, n,lrat surpor.t rtiyi, lics rlrrrsr bc cxt't'rrr.cl that in thcnrsclvcs clo not rroclur.c rcstrlts but nlrl<c rcsults -l.ssiblc? what hr,gicnc ancl lrouscl<eerirrg acti'itics nr.rst l)c f rrlf illccl so as n()t to clcril olrr (.orc btrsincss? l:inally, u'hat rcrflrnrirlrcc clo ryc rrcccl f ronl toll riragclcnl il \\,c

ganizalion

as ar-t

olganizatiorr arc to bc suc'ccssf'trl?

liolrn nevcr ol)(.rtcs irrrlcpcnclcrrtl),of f unction. -fllcsc trvo clc_ nrcnts ol)cratc in clynanric ccluilibriunr.-l-his is to sa\,, thc strur.turc o[ otrr organizatior that crctcs ancl rcllccts our culturc is
clircctlv irrllucrrcecl b1, our clcsirccl rcsults. Trsl<-filcr-rsccl organizations ncccl a culttrrc that fbctrscs or the bcst cxccution.f corc
Rcsults-focusccl organ izat ions ncccl a culturc t hat allows the gr(atcsr- f'ercckl'l r.cl thc clcarcst rccou'talility. Hightouch, high-tcch-focusecl organizations ne ecl a systcr.ns strllcture
[ur.rcr ions.2('

l()l r:tltl[ot.nttttcc.',2} As is lcople gct alorrg' Tlre tcst lcrftlrnrancc, l,vc saicl carlicr,

I oltcr-r fih Druckcl'

t-tnclcrcstitnrtccl

thc it]1lor-

hrncl, hc wante taucc o[ goocl wrlrl<ing rcl;rrionshils. c)n thc othcr

cl

tobcsttrctlratclttrlrinrirryatrccorrsistclntlocusisonresttlts,t-tot that art- lllcallt to builcl trorale' iust gcrting along or on activitics Hc bclicvccl thrt a rvcll-runnit.tg, wcll-structtlrccl orgatrizzttion grcatcst llcl clinrinatccl orgattizatiouirl clt'slttnctitltr rncl gavc lltc
nrost ctttlsistcrrt lil<clihoocl tll. sttcccss'

with e nough flcxibility to

mcctings possible.27
I-lre

mal<e f'ccluer-rt, spontr1eous, r-rnplannccl

tlf atr tlrgzruHe amtliliccl tl.ris point by noting thrt thi: strtlcttlre
thc izatiou fltnclaurentrlly shapcs its cultltrc ancl that Sctting strttctltrc' strulctllrc right is l<cy.ra-[<t clctcrtrritrc thc irrlrtlpriatc scvcn key e lctnct.lts mttst bc srtisliccl'

t:ach of thcse rlrgnrizatio'al clcsigns is that thcy c:onstitutc the cultnrc ol' the organization anc[ pftrviclc tlre frrmcworl< [or our wurl<.'l'hc olrjcc'tivc ir.r f incling thc arrrtlpritc orgr]izrtional stnl('turc is not f incling thc pcrlcct onc but instcacl li ncli.g the orrc bcst s.itccl tcl tasl<.28 As a rcsult, tl.rt: bcst organizrtional clcsigr-r alwzrys bcgins with a clear unclcrstancl-

poi't with

^cc.nrrlish.ur

l. Clarity ol lurPosc
2. Lconomies clf scalc 3. I)ircction tll stratcgY 4. Unclcrstancling of tlnc's wtlrl< 5. Cle ar gr-riclelincs fclr clccisiot'l n'raking . StabilitY ancl aclaPtabilitY
7. Capacity for lcrpctuation alrcl sclf-renewal

Arrcstalllislreclstructtrrcprtlviclesthcctrlttrrc-slrapirrggtricl-

ing of'the kcy activitics that arc'ecclccl i'orcrcr to rr.ocluct: thc clcsirec rcsults. An appropritc structurc (culturc) is the onc bcst sr-ritc:cl to rnaximizc tl-rc rcrfor'nlancc of our pct-rrlc. lrr rhis lvay, thc culturc of'thc organizati.n hclrs clctcrnlinc thc lc'cl of'succcss of t her organizirl ion.l') cr.rlturc is shapccl in rnany ways. rt rcceivcs its initial ancl flrrrrativc impr.rlse from thc fbunclcr ancl f irst lcaclerrship gcncration of thc conrra.y. It evolvcs ovcr ti'le through the irfrucr.r.c, t(llure ar.rcl lcvels of succcrss ol kcy errnployccs. ()rganizational c:ulturc

r))

THE SHAPING OF AN EFFECTIVE LEADER

lrc l nl t r pl

tr, ry'

(r

lt

rl.r' artrl (.onl

r'.xt

thcr.r cor.ltinLrcs

csllccialll' l,t tt''" cEO, thc top rllanagetlcnt tcnt, thc boarcl ol'clirectors ancl kc1' opinion lcadcrs within thc ctlurlatly. C)rganizartionrl cultttrc is alstl s[apcd rncl inllucncccl b1' the

Io ltc

s[.ratccl ancl itlf'lltcncccl,

zation, \\'c ntust tlso set tcxt in lvhich it cxists.li

tr

nrlr rsl lurrl t hr

ironlllcntal r'olr

Gathering Information from the Environmental Context

ancl behave as oner cf'thc great nristal<cs companics oftcn nral<c is to berlicvc that, i[, context clocsn't rnatter. This is whcn a cor]rprr1)

irlclicnvinlr-trncntal contcxt irt which it cxists. Organizations, lil<c -lhcy havc social imparcts ancl rc viclnals, cxisl. il-t cotnmnnities. inllucncecl by snrronr.rcling social llrolllcnrs.() I)ruckcr alwilys cyc on thc l<cpL ctr.rc eyc on the Orgarnizationrl cr.rlturc rncl rlrother
env i rouurelrtl context.

ol)crtcs on thc brsis of what it rrcfcrs ancl hou,it bclicvcs a socictl, shoulcl hurction, rather tlran how thc socictl, actually opcratcs. A criticrl comp()l.rcnt of unclcrstrncling organizational culturc ancl

In c)89, he releasecl 1-he New Rerlitics, a book devotecl to iclentifying ancl exege tir-rg the clynatnics cll organizational cltltrtre ancl

cnvirclnl.ncntal cor-rtcxt

is founcl in Robert wuthnow's

lrncLnarl<

]l cnvironmental cotte xt rln ar global scalc. This is Peter rt his t.nost Lrscinating. He clemol.lstrates in successive chalters why social ancl political lan<lscapes change , how twcutieth-ccntury civiliza-

stucly corlr?runilic.s of Discotu'se . Here, wuthnow identif ies thc cight rrimary srheres that shapc every socie ty ancl culture (sec tablc 4.2). ro Thesc srheres

frr'r a "cor.'runil.y of cliscclurser" a gercral ter.'

ir-r

hc

tion hacl given ut oll Ile political r.novelnent tll salvrtion by society, the failure ol'governnrent to cleliver oI their prouises for social aclvancelr-ctlt, lhe ir-rability tlf European socialism ancl Soviet communisrn tcl solve society's persistellt sclcial problet.rs' atld htlw Thc new crs emergccl without any regarcl for histtlrical tirne lines. book also contaits his [arottsly accurate preclictioll Ihat tl-rc Soviet union wzrs neatring its collapse. He anticipatecl and ider-rtif iecl trany positive clevcloltments, including the movc to "recirrocity" ancl agrecurents of' lnlltual benefit as the social cttrrency o[ the ncw worlcl orclcr.rz Ilc iclentifiecl eclucation as the fulrdarncntal value in the ew orcler ald tre oue rost ablc to provicle access to "knowle clgc society." ]l any numbe r o[ jobs nclw associatecl with the This, in turn, has allowecl for the etller!]encc o[ the single-fbcrs' lnulti-institutional society. But rnost ir.nprcssive is Peter's detrroustratecl ability to assess rcancl crlmmnnicate the realities oI the world arottud him, His atrnrrkable insights clemonstrate both tl-re itnporterncc o[ patying t-clll-io t1- one's etlvironrnelrtal coutext ancl the benclits ol doing so. l[ we cver want to truly undcrstalrcl thc culture tlf'our organira

which corlmnnities originate, char.rgc ancl exreriencc rencwal. Anything tht peoplc use to conrmunicatc verbal, written ancl no'vcrbal cor.'r.uu'icati.n, as well as -i'clucling rcflcction oll past cxte ricnces-is considerccl ,,cliscourse."

coinecl to clescribc tlrc way

Wuthnow's cight prinrary spheres clernonst-rate the l<ey clelnerts that st[lctlrre a socicty ancl illustratc the various elcmcrts that must bc coorclinatecl [or a socicty to [unction well.]7 By integrating thcsc diflerent sphercs into a mcaningf'ul wholc, Wuth_ now olfcrs insight into why countries ancl civilizatior-rs clif'fer scl clramatically throughout h istory. Why is Wuthnow's worl< iruportant? IJecallse the context in which an urganization fur.rctions will lunclarnentally sharc the organization itself. one cxample of the impact o[ this is lbuncl in the unique challcnges wc lace in the environn'rcr.rt arouncl westmont Collcge . Our cclllegc is locatcd in Saltta Barltara, California. Technically, it is in the unincor-poratecl arca of Montecito. When I interact with presiclerts lror.rl other institutions, they:rlways have goocl aclvice as to how we should procced witlr our builcling llans. But their aclvicc:rlwarys lits how thcy wtlulcl builcl ir tlreir'cigl-rborhood, .ot how we rc allowecl to builcl in our ncighb<lrrroocl.

c)4

THE SHAPING OF AN EFFECTIVE LEADER

'l

hc Itrttrplu., ol

()rlttrc

rlrl (.orrf

r'.r

95

lalllc

'1.2. Wttthrrorv's

light I'rirrrary

Sphe rr:s

l:ight l'rimary Srltt'res l. Social Srltttc

I)c[init iorts
(.onst rttctc(l l))' I \\'o llri lill )'
I

rt ltlrs: lc cnvirolnrcnttl trontlitiotrs atltl I ltc i nsl ilul i()nal st ructures, lrintaril'
f

gOt,crrt Ittt'n t;rl.

I;or cxar'tlc,'vvhct I was tt Stri'g Arltor LJ'ivcrsity ilt Michi_ gar, a carlll)us nrastcr plan was a straightlorlvrcl l)roccss tlt of'tcn incluclccl a bcncf icial partncrship betrvccr tlc (ounty ar(l the ulri'crsit),. (.onvcrscly, in thc colltcxt ol santa IJarbara gcner_ ally ancl Montccito sprci lically, n()ngrowrh atr it uclcs pcrsistertly
af'lcct the collcgc. onc serior.rs rcsult is a carl)us nlastcr llln proccss that woLrl(l typically tal<c six to tlvclvc n()rths h:rs orclccl u.r tal<ing scvcn years. Morcover, cvcry builcling approvccl lor con-

2. Iiconotttic Srlrerc

lnclttdcs ir rcvierv ol tltc rttlcluctiort c^l)acitics rvithilr thc socict;'antl thc u,a' itt lvhich I lc socicly insti(ttl ionirlizcs tlccisiotrs :tbottl lhcsc caracitits. It lso inclurlts tle eslal)lishtlcnt oI a centr:rl brrlt, tht: regLtl:ttiott tlIthc l<cy clcttrettts ol t.conontic policf irntl thc g()\,crnrurce of thc monc' sttppll'.

3. I'olitical Srhctt

Concrrnccl u'ith thc ttlitssit'c lcsllollsibility rrl intt'gtatirrg ittttl Ittititttaittillg rt (li\crsc |l()l)ulilli0l Ilr()ttgl ill)l)f(l)l lillc instiLLltio!s Ihat stll)l)ort antl lcilrlorcc

scll-govtntirttcc antl bring stlliIit)' ttr

s(lcict )'.

4. Rcligious Sphcrc

['ocrrscs ot lo\\' t'clig,i()ll is

ilstittltion'

alizril u'ith 5. Dcviatrcc Srhcrc

Dcals

cultue.

u'ith ltorv thc cttllut'c clclines antl

rcsrorttls to tlcviatlce. [-lc $'i)'

tlev irtrcc is iclcnti l ictl, tcltlrcssetl atrtl

runishcrl rvill dcfinc thc broaclet socirl I()tct's rl work in socict)'. fi. (.ultural Sphcre
Irtcgr-tcs the ancl how thcsc

contrilltttions ol art, cultltral valttcs

erltrcal iotr, crtcrttittctl anc lcisrtrc

irrl ltrt rtt c t';tt lt sot it

tl.

Sot icl it's

coustuct thcir interl)rclivc fratl]cworl<s lrntl t ol lcct ivc t tlttr trtil lllt'tlls itt tttl itttt wa),s that rusl l)c ltntlcrsttltltl.
7.

lvlilitary antl Policc Srlrcrc

hc ntilitar,ancl rolicc slhcre tlt'irls

with thc role ol thc tolicc atrcl the military il strttcttllc alll rctivit)'ol'
cach socictl'.

struction hrs hacl to hrve a lettcr guarntceing that thc f inirncing is linccl Llp to corlpletc the proicct. Ancl to aclcl a'othcr rayer of corllplcxity, the wir.rclow ol opporturlity lor consrl.tlcting all thc builcli.gs ope's arl([ shuts withirl cigltecn to trrirty months o[ obtaining the first builcling penrir. clearly, builclirrg in Monrcciro is clillerent fro'r brrilclirlll allnost anywhere elsc. Thc overarching inrportancc of this insight for lcaclers is thrt wc havc to lerrn our contcxls in orclcr to lcacl ollr organizations c[[cctivcly. -[wcl other notable cxatnplcs conte to lnincl: l'Llnerals in the Miclwest ancl approl)riatc business attire in the West. When wc f irst movccl to Miclriga', one of the lo.gcst se rving facr-rlty mer.'bers at Spring Arbor passe(l away. Llaving nevet. livccl in the Miclwe st, we clicln'r rcalize the significancc of ,,tl-rc vicwing,,' thc cLrstor-r ol'clisplaying Ihe clecease cl bocly at thc ftrncral home ancl visiting with thc farnily a few clays belore the rnemoriar servicc. To us, a viewing hacl always been restrictecl to the closest rncm_ bcrs of thc rcrson's flamily, so we sl<ippccl thc viewing ar]c[ attenclecl thc merncrial service, expecting to have a chance to express orlr condolences to the grieving larnily. But no ortortunity camc. As the servicc cnclecl, the farnily was whiskccl away for thc private burial at thc nearby ccrncrery. Thankfully, the family was very lorgivi'g ancl this ovcrsight clicln't cost r.rs creclibility
ir.r t he cor.nn"runity.

i. Lcgal Srht'rc

'Ihe lrgal srhcrc clcals rvith thc waf in rvlrith tlrt' jtrtlitial lrlrtl lcgirl iltstilttliolls of a socict' irrc coorditratctl ancl itrtcl ltct.

-[hc

contrast betwee n clrltllr<:s regarcli'g business attire is also

the

illur,inating. I-laving livecl on thc East coasr ancl then i.

THE SHAPNG OF AN EFFECTIVE LEADER

Iht' Ircrtlay ol (ltrlturc utd Conttrt

L)7

Miclwcst, the guiclelines were always tuclre ftlrtnal than ou the wesr coasr. This is a goocl thing in both clirections! ln the Miclwest, respect is coutnunicated in part by how yott dress' ln the West, re spect is comr.nunicatecl uruch more subtly. What can seell-t inappropriate [o a person from the Midwest is simply a casual culture dressing for comftlrt.

Integrating Organizational Culture and Environmental Context

How then can we develop an organizational culture that emboclies tuniversal icleals? Having workecl in several organizations and even outsicle the Unitecl States for a brie f time, I have discoverecl a set o[

tions thrt rcvcal thc most abont us: Whrt cun I gttotl at? What clo I cut't I plcmning lo tlo in the inune diatc Jutw'e? Whet are my long-tcrm hopes cmcl elreuns? Who mt the most irnportant teople in nty l.fc cmtl why? Effective lcacle rs also take n ctiv interest in those under tl-reir care . This cleve lops as a result o[ spe ncling time with the m wl-rile sccl<ing to unclerstand ancl ernpathize with them. It rcquircs that we not only enjoy our people but also that rve learn the en'rotional cnes that clillerer-rt indivicluals senc. This recognition rcturns Lls Lo Drucker's principle ol' fbcusing on atother persoll's strcngths rather than tal<ing up a critical spirit of juclgment on his or her
enjoy doing? Whctt weaknesses. Ultimately,

it requires that we be oten to mentoring

priorities that transcencl cultural boundaries' First ancl foremost is the recognition that at the heart of every great institlltion are its people, the prirnary resource that determines an organization's Success or failure. Developing a culture that can grow ancl sustain people is critical for the long-term success oI an organization.

tlrose who ncccl and desirc it.

This first priority is built on the equally powerful understanding that every one o[ us has gifts and abilities, ancl that it is our responsibiliry ro express these gifts ancl abilities for the greater goocl. our goal at westtnotlt is to rnaxirnize the enormous poten-

tial of our people. We want them to understancl how they are

wirecl and what they are best equipped to do' We want thern to experieuce the joy of being part of a courtnunity that provides the right balance o[ challenge and support. We want to find rneaning in our work by utilizing the principles of emol.ional intelligence. we also want to benefit from the tremenclous intellects of our eu-

tirc educational cornmunitY. As a result, to be effective, leaders need to know thernselves ancl their people. This knowledge requires both the development o[ self-awareness and rhe personal discipline o[ self-reflection.
Thror.rgh rhis cliscipline, we clevelop a capacity to answer the ques-

In adcliticln, effective leaders set the emotional tone for the urganization. Achieving this clcsirecl effcct reqr.rires self'-conrrol and self-regulation. lt also requires thal we learn how to be goocl listeners ancl even better observers. Learn how to anticipate what is happening in the lives of the people under your care. Figure out how to e ngage the other person's inl-erests. We need to convey the sense that t"he person we are speaking to is the ll-tost inlportant person to us in that moment. lr.r order to set the ctnotional tone, we mLrst also develop a capacity to rage onr intcrnal sf.ates, impulses ancl drives in a way that respects the employees ol our organization while channeling our energies in a way that maxitnizes our e ffective ness as a lcacle r. Closely alliecl with this priority for tone-setting is the need ro be consistent, clependable and predictable. Our enrployees neecl to know they can rely on us. They neecl the assurance that we will clo what we say and are true to orlr word. They neecl to know lhat thc rewards for their worl< will be consistent ancl base d on a clrive fbr
exceller-rce ancl success.

In addition, effective leaders know what succcss looks lil<e ar-rcl are motivated to achieve it. For the purpose of leacling a college,

c)

THE SHAPNG OF AN EFFECTTVE LEADER

Ihc Inrcrplul,

oJ

()rlttrc

rd (-rttf

cxl

99

stuclents the succcss is rbottt trl;rnaging rcsollrces ancl giving o[ managegreatest opportunity for transforl.natioll' This kincl the tlrganoI rnent requires that we coorclinate several colllpollents to a grcat ization eflectively, inclucling balancing the comt'uitt.llent whole the a robust stttclent li[e prclgram that clevelops faculty with resources person. This balance occLlrs wheu clur faculty have the financial ,-,...1, the quality o[ stuclenl's they clesire ancl the

This last ycar, have I h:rcl oprortunitics at work to lcarn ancl

grow?
Ef'f'ective leaclers also l<now their custourers and know their busi-

ness. Drucl<er's live l<ey questior-rs help guicle our unclerstanding.

tl'r.y resourcesofthecollegell-rataresufficierrttoprovicleattractive working conditions and fair compensatiotl' Tlrelevelo[alurnniengagelnentisalsoacriticallrenchrrrarkof institutional success. Their level o[ satisfaction ancl participation Other priis significant to lhe long-terrn influence of the college' still orities further removecl frorn the stuclents thetselves but financial qr,rite important to the life of the college inclucle sound generate a management, a strolg balance sheet, progral'ns that positive net return alrcl programs oI excellence'
supCotnmunicating expecLations ancl offering guidance and port also clistinguish effective leaclers' The Gallup Organization work']8 This concluctecl extensive research otl the best places to

. . . . .

Wha[ is our brsiness? Who is our custor-ner? What does our cllstolner value? What are the results we clesire What is our plan
fcrr
?

achieving these results?

These leading, questions not only provide guidance but also help

establish our strategy.

Eqr.rally important is a consistent focus on customer satislc-

rnaterialwasanalyzeclaridcritiqueclinFirsL,BreahAlltheRules. is the clemOne o[ the lnost interesting pieces of this entire sturcly expectaonstratioll that a willingness ancl ability to colnnttuicate employee tions was one o[ the rnost signilicant deterr-ninants o[ want and employees that satisfaction. What Gallup cliscoverecl is
expect to know the following:

. . .

What is expected 0[ me at work?

for In the last seven clays' have I receivecl recognition or praise doing good work? Is there sorneone at work who encourages my development?

.lnthelastsixnrontlrs,lrassomeotreatworl(talkecltorneabout
my progress?

tion and loyalty. When I was stuclying marl<eting, one o[ the most important statistics that stood out to me is that it is five times more expensive to get a new custolner than to retain an olc custolner. IBM discovered that for every one persoll who cornplains, twenty lrore are clissatisfiecl. Additionally, while those who are satisfiecl will tell eight to ten others, those who are dissatisfiecl will tell e ightee n to twenty othe rs. Focusing on cLlstorner satisfaction cultivates loyalty. Disney has a rernarl<able reputation lor customer satisfaction that elicits loyalty. So too does Nordstrom. Think about your favorite memories o[ cust-omer satisfaction, and think too aboul your worst- nrelnorics when you were totally lrustrated. What in the first instance makes you walt to return to those experiences? In contrast, what in the second instance rnakes you never want to revisit them? Effective le aders rnust also learn to trust and delegate-and we have to be able to Lrust in order to be able to clelegate . One ol my favorite stories in all literature is that o[ Moses' lather-inlaw Jethro helping Moses delegate his judicial responsibilities by establishing a lower coLlrt. The story is found in Exodus l8

()(l

THE SHAPING OF AN EFFECTIVE LEADER

I lrt' Irrltrplu.' ol

(.ulttrt

lll

(rlrtcrf

l0l

of thc

C)lcl Tcstautctrt ancl is

otlc cll l)r. Sarnllc's l'rvoritcs, which

hc uscs in his cxcctttivc lcaclership class at US(-. You trlal'l<t.ttlw thc story ancl rccall thc clilcrl'rrlra that Mtlscs facccl: he was listcning to nrinor (:()urt (scs cvct'y clay arlcl gctting wcal'y in thc

c[rivc to intltlovr. l-cy, sclf-au,are. Ihc1, 1 f lcxiblc withour bcing inclilfcrcnr. Ultinratcly, clfct:tivc lcaclcrs crcatc culture ol c[l'cctivcness arcl succcss. r Iow is this accornrlishecl? It r.ecuires that u,c rcc6gizc,
clevcloll atrcl
cle

l)roccss. Jctlrro intervcnccl , tclling Mtlscs to itlslrttct lleollc in thc law, to lrelp thetn bcctttue sell-rcliallt, alcl to traill Llp a u,hokr caclrc of pcoplc rvh<t cttttlcl acl.inclicatc thcsc ltlwe r cottrt proce eclir.rgs. It is a classic story oI cle legation, ancl it illLlstrates

tntltrstrate Ihe appropriatc attituclcs, behayi<lrs a.cl

c:cltrclltct. Tl"rc appropri1c attitucles inclnclc nrut-Lral re sl)cct, a positivc a.cl tr'sting posturc, ancr an c'rr.r,r,crirrg spirir that 'rrr<cs othe rs fl'el lrce to contribute. This, ir.l turn, lcacls t<l

bchaviors

tl.rrt

the
tl.rr,:

lvzr1,

that wc lttlst l)cLts otl gcttillg thc right wtllk clotre itr
wir1,.

right

reiu[orcc thcse attituclers as well as to concluct that rcflecrs p.sitivc, ottimistic roints of' vicw.

Dr:lcgation is rlso thc wav wc I'ulfill orlr rcspollsillilitl' ttl nlal<c thc strcngrhs oI otlrcrs cf'l'cctivc. Ljltinlatcll', wc havc to cle tcrtrtitrc u,hat can bc clclcgatecl arlcl what rvc havc to hancllc tlttrsclvcs. Thc

ln the [irral anarvsis, trrc cr.rarity orevcrl,organizational crture will risc ancl fall o. rhc quality.f'thc pe.plc wh. i'habit ir. Ir.r Ke r.r
Blancharcl's btlol< Wha/e Dont:! a bocll< that lool<s at human motivation thro'gh thc c1,5 o| trai.i'g I<irer wr-rares at Sca worlcl, Bla.chrrcl notcs that thc secrct to a hcarthy, virrrrnt

itetls

to be hanclled tersttnally incluclc con[iclential llattcrs, disciplinary actiolls, cerentonial rcsponsibilities, lcgal
thrt nec-cl

curturc is f._

matters ancl [inal accountability to otlr boarcl o[ clirccttlrs.

Thcsc prioritics also

he

lp us rcctlgnize that clfcctivc

lcacle rs

builcl clfcctive tcarns atrcl loster teat.l.llvtlrl<. Lcaclcrs arc rcspolsiblc lor tnaxit.uizing tltc strcngths o[ othcrs lor thc goocl ol'thc rtrganizaliotr. Tl.re1, mttst work to rclllovc thc olrstaclcs Ilat l)rcvcnt thcir ctupltll,(lc5 f'rtlrn cl<ling their bcst worl<. Lcaclcrs neccl -l-hey ncccl to the clrportnnity to clo what thcy clo bcst c\/el'y clay' ge ncratc asscts that eltsure thc long-tcnn filrar.cial viability ol the orgzrnizzrticln. Ultirtrately, tliey ncecl to crcate a values-basccl organization that will cotltitluc the rich cttltural traclititln a[tcr
Il"rey are gone
.

s.btle c''rrrrancl fror.' their trainer. Blancharcl's point i. high_ lightirrg this trai'ing is thc reuri'crer that we rcsroncr wcil to ^ll re i.fbrccn-re11t. In [act, wc responcl best to lositivc re in_ rositivc flrcctncnt, atrcl wc shoulcl clepoy it as our u.rost consistet lirrr
oI n'lotivation.

positivc outcol.t.tcs. I[ you havc ever visitecl Sea Worlcl, )/ou l<now whrt an awc_ i'spiring exrcrierce it is to sce the killer whalcs per[ornr f.r trrc crowcl. Thcse rrrassive beasts tllrll on a cli'rc t evcrl thc rost

cusing on rhe power o[ positive rclationships, highligliting people whe' lhery arc cloi'g trrc right thi'gs a.cr reclirecting ail crle rgy ro

(lrcat
ce

te

atns are a bytroch-rct of cff'cc't ive leacle rs. Tl'rcy nrc pcrson-

I.

collalrorate rltcrt:cl, custotlcr-locusccl aucl rcsults-ilt'ict-ltecl. that cr-tltr,rrc ir.rstitl-ttitlnrl an with thc clfcctive lcacler in nttrtttriug gathers l.r1ol'ncntlllll based cln visiou, strategy and crref'ully collceivecl clire ctions ancl ltlans. Great tcatns show a capacity flr intcrpcrsonal unclcrstncling. They exhibit high clegrees ol' ctlolcra-

-l'hcy

clerf.l articlc clocu'rcntecl that the qtralities which tencr to gct

people promotecl toclay (inrcgrity, graciousr.rcss, honcsty, being
prcclictable , etc.) arc very cliffe rent frorr the Machiave llian charrctcristics made poplrlar l'or so maly gcnerations. lt t.ntr1, seem clil_
crete or cven in.rrossiblc to sr-rstain,
e

the August 14, 2010, issue of' the w1il street.rournar a

w''-

licult to

tion. Tlrcy rroviclc orcu clrattncls ill coultrrttt.ticrtiol.l. They

l-ravc a

oI a grcat culturc is the

'clr"rring

but t6c achievement power of all great cornpar'ics. ol.

\-

r02

THE SHAPING OF AN EFFECTIVE LEADER

'lht

Inlcrplu.y ol Otlturt and C.outc.rl

t03

coLlrse, we lxust lccl compntible

with this cttlture lor us to work

well, ar-rcl it is this clynamic that is the most signilicant if wc are to naintailt our tnotivation ovcr titlle.

The Quest for Character: Anger Versus Mildness The character challenge at this level is alger' Anger is a disorienting etnotion: at titlcs it scctlrs appropriatc, but it often bec()mes abusive. Anger arises from a sense of violation-a violation of sclf, of agre cnlents, o[ principles' lt also arises when we feel a threat to our social status or a clesirc to control other people's lives. Evagrius clefines anger as "the rnost fierce passion." In fact, it is clefinecl as a boiling ancl stirring up oI wrath agelinst one who has given injury or offense' lt tends to leacl to a preoccllpation with the one we are angry with. lt ruins our health-both
physical ancl mental.
Anger can arise when the cultural norms that are lneant to regulate an organization are violated on a recurring basis' lt results frorn our own sense <lI violation. so often in business, indivicluals get into trouble when they ignore the cultural norms that allow everyone to make their contribtltion [o the whole' We need to pay attention t() what rnakes us feel anger, but we also neecl to reco8nize the cleeper clynamics at work in orcler to avoid blowing up' When we take time to excavate the motives behincl our anger, we

Thc grcatcst s()urcc of ancr in nost organizatiotrs is thc lacl< oI a preclictable, dcpcnclablc ancl c<lrsistcr.tt culture that carr guicle our intcractions and rcsolvc our unrnct expcctatiorls. ()nce we recognize such unclerlying realities, we as leaclers have the responsibility to address these recurring prclblems ancl move the organization beyoncl them.

begin to see the cleeper clynamics at play in our leadership and

organization. Milclness, on the other hand, is the caracity for self-restraint. The cultivation o[ milclness helps us recognize the deeper dynamics at play within us and around us, and to maintain our emotional and intellectual equilibrium despite our circumstances. Whether a principle has been violated or we simply feel a great

frustration with our situation or ourselves, we can responcl with milclness because we have conficlence that the principles of integrity, care and respect will prevail.

hr:

.Slrtrrgllr ol (.omputiltilit), rrrl (.lr'r'errr

t05

Principle 5

"Evcnttrally,, 1'ou ncccl to clcciclc lvlrcrc \'oLr wlrlt to r.n:rl<c;'our contribution. It isn't so nluch lvhat 1,ou clo or hrlr,),ou clo it, br-rt

THE STRENGTH OF COMPATIBILITY

AND COHERENCE
Discovering the Right Fit

fosf nrclills dr ntrf lrtotv ,hrlt lhcir'.slrtrrgflrs arc. tVh'n.yotr asll lhcrtt,

lhcl, fu rt.you rvilh ctbltnl stllr.e, ()r'f ltc,)'rtsPortd irl fcr.rrls o.f sub.ittL
hnowlttlgc, tvhich is the tvrottg lnsrvc,. . . .[inul tcqttit-e tttcttf o.f t.fJ'cctivc I<:atkrshit is tht (l ltradcrls llr.tittns uttl u lcutlcr's
trossctl 'I'fu

that 1,s work to llakc clilferencc in the livcs ol rcoplc." This insight from PeLer Drucker was the essencc o[ our conversatioll cluring thc lall of 1990. I hacl written hiur a brief note trying, to ligure out wl'rat t shoulcl clo with the rest of nry life, ancl he hacl invitccl nre to lunch rt a local restaurnt in orcler to tall<. I lovecl the conversation. He citecl past convcrsations he hacl enjoyecl with gre at thinke rs ancl chiclecl rnc in a [r.u.r way for studying "the Neo-Pagans," the moclcrnist philosophers ancl theologierns who hacl clone so much to unclerminc olrr conficler-rce in Gocl. He mentionecl his own translatiou oI kcy ninetce ltl-cetltury texts (Kierkegaarcl, etc.) as well as his great achniral-iol-r lor rneclieval theology (esp. Bonaventure).

beli{s

nrrrst bt: cotrgrttcttf

rr

ut lcnst tttttttatiltlt'

At the heart oI Drucker's leadership philosophy is the belief that we nrust unclerstand who we rre and how we are wired il we
are to urderstancl what we shoulcl do. We n-rust work to "know thyself," as the ancie nt Greeks espouse, and to use this sel[-knowleclge to maximize our streng,ths. Each incliviclual also needs to consicler what contribution he or she can nrake that no one else coulcl nakc. Tl'ren, upon understancling thc contribntions we are to make, we reccl to consiclcr the context in which we should
make them.

Peter Drucker

COMMITMENT

coNNEClroNs coNVtcTroNs

Answering these questions ancl others like them shoulcl clrive

us to identif y and develop the Llnique talents and abilities that lie within us. Among Drucl<er's many perspective-altering principles

COMPATIBILITY

CULTURE

cHEMrsrRY

(inclucling picking the best people, locusing on opportunities rather than rroblems ancl being customer-centerec rather than pro(lLlct-centerec[), Drucker's own preoccupation with icentifying ancl utilizing our strengths has been revolutionary.
Priclr to Drucker, a c[isproportionate arnount of prole ssional de-

COMPETENCE

CHARACTER

veloprnent focused on overcoming our

we

aknesscs. Druckcr shi[te

cl

the focus to rnaximizitlg our strengths and rninimizing our weak-

()(r

THE SHAPING OF AN EFFECTIVE LEADER

Tlr c .St

rtrrgt lr

o.l'

C.

om p at ib il it.y

tn d

(. ol v' r c

n <

t'

r07

ncsscs in orclcr to nrl(c thc grcatcst cottrillutioll -l<lssilllc. Ilolv then clo we iclenti[y ttltr strcn1ths? f)rucl<ct' recognizecl

olten inclined to be lieve we l<now wht we are gclocl at, wc re lrequently wrong.l lt is cliflicult ftrr tts ttl iclenti[y ancl utilize our strengths bccausc wc are so often bcing criticizecl for our weaknesses. When I was sttrclying with Drucker, he cxhortec us, as cmerging leaclers, to bc paticnt with our current bosses. For the rnost part, he mr-rsecl, we were goir-rg to be very frusl-ratecl because we were working f'or people who still l-rac a "commrnd ancl control" approach to their work. He was absolutely right. 'Always worl< fclr people who will foctts ou what you can contribute, not on what you did wrong," he woulcl emphasize. The key to finclir-rg our strengths lies in the simple yet clifficult exercise of the feeclback loop. Begin by writing clown what you expect to be the outcome o[ a decisiorl you are making. Then, at appropriate intervals, review the personal memo to see how close you were to the actual result. By comparing the results with our expectations, we begin to see patterns ernerge that demonstrate the best use o[ our gifts
that although we
rre

Drucl<er of'lrs a cle liberatc proccss of'rnswcring Iivc clucstions in ever increasing levels of spe cificity. frirst, what are your strcngths? Write thern clown. Always begin

with this optimistic belicl that we can l<now ourselvcs, rhat wc

can know we are giftecl ancl that we are all gif'tecl to do something uniclue that will make a lunclamental contribution ro the greater goocl. If we lail to clcvclop ancl rnaximizc our strcngths, orlr ncccssary contribution will be lost, rnd this will be a real loss to ollr organization and to <lur socicty.
Second, once we understand our strengths wc neecl to wclrk to

improve them. What can you do to increase your pe rformance and expancl your productivity? Do you set goals ancl pnrsue develop-

ment opportunities that you know to be congruent with your

greatest talents and abilities?

What are your strcngths? What can you do to increase

and abilities.

yonr Frankly, it is probably pcrf'ortnauce zrnd expand your overly optimistic to believe procl'ctivity? that we coulcl analyze ancl
3. Whe re cloes

your owl

arrogance unclerstancl ourselves sn[fi-

blin<l you to ways in which coulcl

4.

irnprovc?

you *'/(/u to

-.-.

What bacl l.rabits rlo you ncccl

::tJ;:,ii: ,'* :";:lizc that we tnust grasp the best expression of our .r if wc are to realizc strengths
the greatest fullillrne nt o[ ottr

overc.me?
5.

What arc you doirrg to foctts your srrengths?

on

contribution. What process is suited lor this pnrpose?

Third, following the identification and e laboration o[ your gi[ts as we ll as a plan to broaden their develclpment and impact, identify where your own arrogance blinds you to ways you could improve further. One way to break through ego-centrism and arrogance is to utilize an intake instrumen[ or process that incorporates a 3O-degree leedback loop, the process where people frorn all levels o[ the organization provicle feedbacl<. In my own experience, 360-degree feedback has hacl limited value. The process has been able to provicle an aclequate sense o[ how I am litting in, but has not been able to identi[y ancl elaborate on my greatest strengths or how best to maximize them. What I have founcl useful is a targeted 3O-clegree evaluation. l[ you are stuck using a 360-degree instrument, then make the evaluation beneficial by choosing the indivicluals who will evaluate you ancl conduct B0 to 85 percent of the evaluation in the open with the names of the evaluators ail-achecl to their feeclback. What I have found in this respect is thar the feeclbacl< is much rnore constructive ancl not given to generalities that sometimes

l0B

THE SHAPING OF AN EFFECTIVE LEADER

I'lrr'

-Sf

r.t'rr.rtlr

ol (.or:nputibilit), lrrl (.rrhr'rlrr

'

t09

conll)lctcly l11iss thc p()i11t. Allowing a l)orlitllr tll thc Iccclbacl< instrumcnt trt bc cttuliclentirl also lcrr.l-rits illtercstccl l)arties to rcgistcr conccrns without far of recrill1ilation or clisrtlptiotl t() their own leadcrship rcsponsibilitics.-l'his pcnllits thc overwhelrning port-ion o[ the evltlatiol] to foctts ol't u:rxiurizing strengths llcl the rcuraitring l5 to 20 l)(rent to celltr tln sta[fing arottucl wcakne sscs. Ftlurth. it cttrollary to overctlttlilg otlr irrogtl('c is it ttltrttlritme nt t() rcmovitrg bacl habits.2 Bacl habits re not thi: same thir.rg as wel(ne sscs. A weakness is sollle thing we canllot hclp. lt is the opposite o[ a strength or taletlt: to have a wckne ss is to aclnrit thrt we are unablc to perf6n.n certain luncLions. A bacl habit, on the otl-rer hancl, is the result of pclctr lllallllers. It results frorn lacl< of clisciplir-re, t1o[ lcl( o[ effort. Bacl r-nanne rs often ruin great oppor-

t'ttt"tt'ttttttit'tttc urcul uc(ontplishrrrt'rrf.s? Horv shrrlrl rvc rrnnorntcc lisrrsf r'r's? WJrrl i.s
f hc rno.sf t:.[l'cctivt: $tey Io ccmrnunitutr posivc nelvs, t1tgutivc rlclv.s or- inJorn'rul"ivc ncws? 'fhe way wc l)roccss informa-

tunities. They undennine oLrr strengths by violating tl're values ancl norms ol humau interactiot-t, and they olten contribLlte t() one ol the most significant carcer-limiting mistal<es, violating the norrns ancl valLles of an organization's culttlre. Fi[th, having iclcntifiecl rrcas o[ low capacity, spencl as little time as possible working in thesc areas wherc your contribtltioll will mrkc the least arnoLlnt o[ irnpact. such work will simply frurstrate yoll ancl styrnie the r-reecled contribution. Focus on streng,ths anc hire gre ar people in the areas 0[ yorlr organization's urost glaring weaknesse
s.

tion is oftcn thc bcsI way to prcsent inflrmatirn. Thc third catcgory, otrr valLtcs, is thc ultillratc test [or what wc shoulcl clo rncl whcrc we shoulcl cl<l it. Thc lisl< oImoving bctr.l,ccn org:rtrizatitttts is thrt we rcalll, clon't <nou, thc organizatiolt Lrntil wc re in it. As a rcsult, wc cll cncl ut in a new situation without the recuisitc valnes to sustairl us ilr the job. Of thc five cliffcrent organizations where I have wrrl<ed, two have cnclccl up having limitccl orportunities frr growth and clevelopn"rcrlt. Because lillong leirrning erncl continuous clevcloprnent arc vlues ol mir.lc these posititlns becar.ne lintiting laclors that motivatecl mc to pLlrsue new opporl"unities with clifferent organizatior-ts. The fourth categ,ory, whcrc wc bclong, dovetails beauti[ully with thc third. In [act, whcn we have answerecl thc first thrce priorities-what are your strcngths, how drt you perfortn ancl what are yonr valucs?-you have largcly answe re cl the
qucstior.rs of the f'ourth

prior-

Docs the ncw ollpol-tunit), I'it yollr

r,rlttes as rvcll as

ity, wherc you belong.

Havi ng changccl olgan iza-

your cu'rert
clo,

situation?
2

tions several tinres, I have hrcl an oprclrtnnity to think

thrclugh these rrioritics

ls it the right thing to right reason?

lrr thi:

After iclenti[ying our strengths ancl hiring to rernecly wcaknesses, we s leacle rs then need to figure out how we perform. one o[ thc most signilicant priorities is cletermining how we like to 'this is tiecl clirectly to how we learn ancl how receive inforrnation.
we remetnber. Once we have cletertnined how we learn, that is to say, how we receive ancl process infclrmation (by reading, listcning, talking, participating, se eing or a combitration c[ all five), we next neecl to
cle

morc

3' ls

it timely?
you havc a growinfl scnse you
clo ),ottr c16sest

than once anc cleterrnine

what worrkl bc thc bcst illvcstmellt of' my talents lor thc rcxt sesot.t of'1if. This process has never bcen an casy one. ln cvel'y case, I lclt sil.uatirlrrs tlrat wclc goitrg extrenlely well with long-

4- Do

shoulcl rlovc to the ncw -rositiot-r?

5.

Ilow

lriccls thi'l<

ancl lecl about the opporturit)'?

6.

Dtl y,ou lravc a glowirrq rassiorr frr thc ncr,r, 'rosition?

terr.nine hctw we transmit iforration. Whctt is the best wcty

Lo

l0

THE SHAPING OF AN EFFECTIVE LEADER

ht' 5f

ri'rrtlh ol (lnputiltility (t,t(l (.(,lt{,i',t(

{'

tcrtnhorizol]Silfrol-ltoll]1e.Stllrowclicllcltlc:icletolllovc[Oanew cl-rallcnge? Hcre are lny six cl-recltloints' as well as your First, cloes thc new opportunity fit your values currentsituaticln?Tlrerelrastobevaluealigrrr.rrentfbr.rr-reto[cel presicletrtial allpointrneuts lrst cngargecl in rny worl< On avcrage' is a lot of tllrnover' This inless than f ive years; as a rcsttlt' tl-rere availability ancl itrtcrstability leacls to lreclue nt qr-re ries regarcling movc beyoncl the flattery est in clif'ferent opl]ortllnities C)nce we we realize that mosL tllthat colnes from knowing we are wanted' test-that is' they fail portturities fail to meet this lirst thresholcl ir-r which we io align with life values as the kincl of organization woulcl want to invest ourr gi[ts' lor the right reasou? ln other Seconcl, is it the right thing to clo' a goocl l'it' ancl is the worcls, is the position yo" are consiclering Most irnportantly' cloes context yoLl are in at a transition point? respect? operate with stanclarcls oI integrity you

the organizatiol-l care ancl re spect? Wu, t" previotts leacler hancllecl with integrity' your predecessor is Ret'ueurber: the way the organization treatecl

thewayitwillcventtrallytreatyotr.Likeirrclivicluals'itisorrlya o[ organizations lratter of tille before the ingrained tenclencics

resnrface,
rncl

Tliircl, is it ancl the work yon

we see clceper re alitics come to light' to an end timely? Is the worl< yoLl are cloing cor.uing opare being invitecl to.ioin opening to a l-ew

iurportaut when conportutrity? This consicleration is especially l-o leave you ctlrsidering the long-term impact otl yotlr clecision recruitecl by Westrnont' I had re nt position. When I was first being Arbor' so I was not finishecl a maior capital campaign at Sprir-rg to its conclusion' By rnable to purslle Westuront's hiring process

lcavc Srring rbor whilc f rrcing t hc tossibility of'a rrotractccl lcgal situation whcn I hrcl not f'clr f-ee to lervc when the cettital cartrparign was still unclerway. What I have rccogr.rizccl is that abancloning a capital carrpaigrr )uts itl ctltirc l)rojcct t risl( ancl car.r even ckl harm to thc institntion [or scvcral years to come. Legal issucs, on the otl-rcr hancl, calr be re solvecl in a matter ol'wecl<s ancl bccor.nc nonissucs bcfcrrc thc lcrclcr cvcn lcavcs tolvn, whiclt h:r1tre necl to rre. The public part o[ the e tnployec issue started in miclJanuirry ancl was resolvecl by e arly March. Convcrsey, the completion ol the capital campaign rnay have been posttonecl inclcfinitcly hrd I not stayecl to see it to the end. lt is important to cliscern thc diffrence bctweeu circumstances tl]at are situatiotral ancl tcl'nporary ar.rd those that are sytnptonlatic ancl etrcluring. Fourth, clo you havc a growing sensc you shoulcl ntove tcl Ihe new position, or is there an equally strong pull ro stay pLlr? I have been approachecl on several occasions with new ottortunities when it- was obviolrs that the situation or lhe titning cliscourergecl a rove . In those times it was very clear I was to stay. Likcwise, hclwever, when it was titte to leave, it- was equally clear that tl-re tirnc hacl col.ne to go. Olten scr.lior executives lcrve too soon. fhe tace ol t]re job ancl the multiplc cot-tstitucncics that neecl our attcntioll causc us to krse rerspective. This loss causes us to unclerestimatc both the valtte of the work wc are cloing ancl the leve I of e flective ness we re achieving. ln thcse tin.res my lllelltors havc hclpccl rnc see that I am making a lasting conLribution and have kept me on tracl( even

when progress

see

urecl harcl to rnesure

tlretitrreWeslmonthaclpursueclotl-rercandiclatesanclthenrewith Spring Arbor's openecl the presiclential search, I was finishecl

was

er.nployee situation that capital campaign but was emllroilecl in an

ry cotnPlex. now whY As I reflect back on that time , I realize

ve

I felt free

to

Fifth, how clo yclur close st personal f'riencls thinl< and f'ee about the opportunity? Close lricncls who l<now our sl,rellgths and we aknesses helt us clcterminc whether a new oppol'tunity is son.rething wc shoulcl prlrsue . All of us need people who look ollt for us ancl have our best intcrests at he art. I have two such ir-rclivicluals in rny lile. Evcry tiurc I hrve made a vocational l.nove , I hrve cliscussecl it

l
THE SHAPING OF AN EFFECTTVE LEADER
7'lrr' .Strtrrgtlr o.l

(,ontpatibilit.v utttl (oln'rcnt

at lcngth with cach or-rc Ol'thcm. Without [ril, their scusc tll whclr to r1ove aucl when to stay put has bccr-r flawless' Sixth, clo you have a growing passiotr f or thc new losition? Tol

leaclership positions are exhattstirlg. So often llcoplc think thcy want ro be in tclp leaclership pctsitions until they are iu theur, atrcl thcn they wish they coulcl re tltrt-r to sirr.rllcr ives. For sollle reason thc only tarr of the job people notice is the tart that allcaIs ttl bc glamorous. this is prollably less thur 3 percent of'thcjob What is ofterr overlookecl is the treurenclor-rs tol it takes on lts personarlly
ancl on rtur fal.

are r-nakin1

ily cortorately. We havc to be convincecl that we the right move because when the challenges ctll-lle,

ancl they are Sllre t0 cotne , we have to be ctlnvincecl of'ottr cliscernmetlt or else the turbulence in the new situatiou r,ill haunt us.

O[ course, there are

Where

rr,

any other consicle rations tcl weigh:

r.l-lost?

will rny lamily flourish the

Where

have the grcatest opPorttlllit)/ to sperlcl ther right arnount of'timc with my family?

will I

. ln which situatirlrr will I have the opllortr.rnil-y to clo what I do

be

st the rost often?

. .

In which situation will rrry gifts be eurbraced ancl celcbrated?

First, Break AII the Rules In 2001, the Gallup C)rgernization releasccl the linclings fron-r the ir lanclmarl< stucly with the Toyclta corporation that resulted in thc clevelopment of StrengthsFincler, thc trograrl ar.rcl intakc instrument tllat iclentilies the live clominant themes ol'erlployee motivation ancl works to align talents ancl abilities with work restonsibilities. Unclcr the title Nory, Di.s:ovcr your Sfr.engtfi.s, Marcus Buckingharn ancl Dorald Clifton [ollowecl up ot-t their original stucly with a prof ile of how we could undcrstancl ancl apply our cliscove ry ol strengths to our worl< as emrloyees.l After we have iclentifiecl our personal talents, we ther need to iclcntily a place tcl work that will allow us to uraxirnize onr contribution through their clcliberate deployment. The goal is to lltove toward r-nore complete alignment oI con-rpatibility and coherence. When the Gallup Organizarion was firsr cleveloping this instrument, they were also working to determine which values and priorities are present- in orgzrnizations tl-rat ernphasize personal tale nt ancl contribntion. This first study, releasecl under the title Firsf, Breah All tfte Rulc.s, identilied rwelve quesrions thar derermine the best placcs to work. Here are thc questions that help make this clete nnination:

In which situation will I have tl-re greatest opportunity to pllrsue my vision lor the organizertion?
situat-ion will I experiencc the ll,reatest congrltitl' betweetl llly li[e values ancl the values and lturposes of the company? Tl'rese ancl many

l. Do I know what is expectecl of rne at worl<?

2. Do

I have the mterials and equiptnelt I

neecl

to do my work

. ln which

properly?

At work, do I have lhe opporrunity to clo whar I clo best every

day?

other qtlestions arise as we worl< our way to rnclerstancling where we call lrake ottr best contributions' Still, we olten ne ecl help rnclerstancling whar these ctlutributiotrs should be ancl where we shoulc mal<c thcm. Reccnt work tcl rnswer this questiotl has been ttuclertaken by the Gallup Organization ancl
snrnmarizccl in StrengthsFinder.

4. In the last seven clays l'ravc I received recognition or praise goocl work?
5. Does my supervisor or solneone
ers at"

ltrr-

worl< seem to care about rne

a person?

. Is there sorreone at worl< who encourages my developrnent?

lt4

THE SHAPTNG OF AN EFFECTTVE LEADER

l lrc .Strtn.qtlr o| (ontpatihilit.y a,r(l (-)rl(',1',t.{'

U5

7. At work, clo Iny olitriotrs sccl.tl to count?

S.Doesthenrissitlnolrrrycotnpatrytrrzrl<crrrclccllikerr.rywork
is irltortzrnt? work? 9. Arc tny coworl<e rs comtniLtecl to cloir-rg cluality
10. Do

lesolvccl that if'hc evcr hacl a chancc to rctLrrr trl a srnall eual<cr cornnrunity likc the one lre was raisecl in, he woulcl juurp at thc

hrvc a best frie ncl at worl<?

ll.lnthelastsixlnonthslravcltall<eclwitlrstltleoncalltltttt-try
progress?
12.

learn and This last year, have I hacl opportunities at work to

grow?

l-rr-rnclrecls oI cluesThese que stions we re selectecl frtltl: a list o[ people [e el l'altions precisely because they iclentifiecl wl-rat r-nade
ue cl

in lheir place of employrnent' critical it is The purpose of such analysis is to illustrate how thatwgiclenti[yarrclclevelopirrcliviclrraltalent.Tlrecler'elopment wclrk ancl mcltiol incliviclual talent is not enoltgh, however' I[ our lllust be combined vatiou are to be sustainable, talent development of the with aligning our life values with tl-re valttes ancl purposes organizationsweServe.llirstcametounclerstanclthistruthfrorlr the influence of two key tne ntclrs'
ancl neeclecl

Experiencing Compatibility and Coherence Through CommunitY I first learnecl the lesson o[ compatibility and fit fron-r Dr' Alvin the first mentor l-o Roberts. Not counting my father, Roberts was f irst rnet clttring make a profouncl ancl lasting impact on rne' We oregon, where the surnmer of 1979 when I worked in Medforcl,
Robertswasarrreclicalcloctor.Bythetirnelrel-urtredforaseconcl form of cancer frcltn slllllme r o[ work (i983), he hac contracl'ecl a 1986' which hc woulcl eventually clie on Easter morning' assignecl to lmmecliately lollowing Worlcl War lI' Roberts was this time' he postwar Tokyo to treat GIs stationecl there' During

opportunity. IIe hacl a wisdor--r ancl unclerstandir.rg oI li[e that rcmrins unparallelecl. lle was quict ancl sol't-spol<cn by tcmrcrament, bLrt absolutely clear ir-r what he valuecl ancl believecl. Our conversations rangecl f'rotn how to pick a li[c rlate-spiri_ tual contpatibility, inrcllccrual cornparibility and phl,sical attractivcrres.-,, how we should invol'e ourselves i' rlrganizations that woulcl outlive rs. His wisclotn and acl'ice centerecl oll the necessity of fincling points o[ compatibility that forrn rhe lbunclation of'huurur relationships ancl conmunities. we cliscussecl great literture, how to invest ir-r the stocl< r-narl<et, how to picl< employees, how to manage our tine , how to enoy lifelong friencls (Milo R.ss,Jay Allen et al.), how [o raise a family, a.cl the joys ancl li*rits o[ physical intimacy. we rall<ed rbour rhe .e cessiry tlf livi'g with flunclarnental respect for every huuran being. More than anything, Roberts wantecl me to nnclerstancl that if I was to find encluring happiness in life, I mllst know mysclf, what I value ancl what I believe, and then I must align nl),self with like-nrinclecl people. Robcrts arnplifiecl lhis value by errrphasizing how irnportant it was l-o attencl to the uniqueness clf every hurnan pcrsonalily. He usecl an analogy about a brick wall in which he stressecl tl'rat trying to movc one or two bricks (traits) could cause the entire per_ sonality to collapse. We cliscussed learning t-o notice what people neecl most, not what we think they neecl. And we cliscussecl the necessity of learning to respect people very diffrent than ourselves by considering lile lrom their perspectives. Roberts hacl arrended St. Louis University Medical School on an Army comlnission. Following his lour of cluty in postwar Tokyo, he returned to the United States and settled in southe'.1 Oregon. He had multiple offers ro pursue posrdocroral fellowships ancl even prestigious offers to practice medicine in other parts ol the counrry, but he settled in southern Oregon. FIc felr

I
ll
THE SHAPING OF AN EFFECTIVE LEADER

fh r' .St lr' rrgt h

o.l C o nt p ( t ib il

t),

rlr

(. oh

clor

crr

tt7

the lilc values hc cherishecl woulcl be reinlorcccl by this region's

people and priorities. lrroln rhis single clecision, Roberts woulcl start a [amily, builcl
a

rremiscr: an rlrganization's lercler lt'nlst bc very attentive Lo the l.riring process to ensure thc company is hiring lrr compertibility ancl

fit. l]ccl(ett vicws this "gare-keeping" role as critical to providing

stror.rg aligntnent betwecn newly hirccl crnployees and the values

thriving meclical practice, he lp grow a churcl-r ancl er.rgage in some unusual hnmanitarian work, including a ye ar-long stitlt in southern lran. Being in a less ptlpulated and stressful place permittecl hirn to pursue ancl erubrace the full cot.uple nrcnl o[ his life values. He olten reflected on what rnight have happenecl had he gone to a rore clemanding area where the competition ancl pace woulcl have clestroyecl the very opportunities that permittecl him to enoy a full life beyor-rd rnedicine. My point in highlighting Roberts is he
re

ancl priorities o[ the cornpany. The company's values are explicit:

flects the very essence of l-row compatibility rrrakes such a clifference in the ioy we cliscover in li[e. we have to l<now ourselves well enough and undersl,and ourseves deeply enou,h to enter into the kincl of humau communitie s that

will sustain

lts'

Experiencing ComPatibilitY and Coherence Through Work years larer, cluring my first presidency at Spring Arbor, this lesson was clriven horne again, this time in the personality oI Dr'
man thar Roberts John Beckett. Beckert is the kincl of rernarl<able was. Becketr, llow retired from his role as chairrnan ancl cEo of rhe Beckett corporation in the cleveland suburb of Elyria, ohio, is tlre autho r ol LovingMonday. This book tells the story ol Beckctt's pilgriruagc lrorn a bright and prolrrisirtg carecr as an engineer

in the aerospace inclustry to becorning

heacl

of the faniily

busine ss at the age of twenty-six following the tragic cleath o[ his father. One of Beckett's firsL ste ps was to gain alignment between

his personal values and priorities aucl those o[ his company' His wisclom is both timeless and tirnely. In the late I990s, he
was fearurecl on ABC's Workl New.s Tonightwitl-r PeterJennings. The focus o[ the broaclcasl was Becl<ett's expression of'a "faith at worl("

theme that captrlrecl national attention. Beckett prolnotes a basic

integrity, excellence ancl a prolouncl respect for the incliviclual. Becl<ett has obscrvccl that il tlle inLerview process there are always indicators o[ how instinctively an applicant aligns with these values. His clesire is that froln the first interview the company begins to know the basic temperament oleach potential etnployee.+ Beyoncl the incliviclual lies the employee's family. Here, Beckett has cralted sorne o[ the most remarkable family-frienclly approaches in any industry, inclucling policies that cleliberately accomrnoclate the distinct challenges facing new parents. Recognizing the strong ancl necessary ernotiorlal boncl that develops between a rnother and an infant, Beckett's colnpany allows the new mother to tal<e up to six rnonths'leave in order to help establish this bond. The mother can then worl< part time or even worl< a[ hor.ne up to three years t-o lurther the bonding process. Of course, the message became clear to all: the company respects not only the incliviclual but their family. Beyond our indiviclual needs and our family priorities lies our latent talent. Beckett's colnpany offers an educational assistance program that helps individuals pursLle the sort of eclucational preparation that can turn drearns into reality. This three-pronged locus on individual talent, farnily obligation and cor-rrinuous growth has engenclerecl a strong commitment by ernployees toward Beckett. Ye t the corporate locus isn't on lhe irnpressive ly low turnover rate. The locus is developing a culture that encourages compatibility and fit, and then hiring the best people who ernbrace these values. This focus clearly helps perpetuate thc company's values while sustainitrg conrmitrtcnt to the kincls of practices that assure long-tenn growth ancl vitality as a company.5

l8
Bccl<ctt

THE SHAPING OF AN EFFECTIVE LEADEN

l-lrr'

.Sl

rtngl lr o I

C.

o n tp u t

ih il i t.\, tu t Ll

C. o

h t' r c n

t-

il9

llaitltais his cottlrittlent to allowing thc gil'ts acl

abilities o[ his tcople [o cletcn]ir1e tl-rcir bcst lositions at thc coll-tpany. Iy cr-rgaging e mployecs in multiple inte rvicws ancl by utilizing cliagnostic tcsts, which help ruatch skills ancl talcnts to llositior.r rtpenings, Beckett fosters a high lil<clihoocl oI emplclyee

wile to urove Ihcrc. It is part of thc foll<lclrc of'our marriagc that the lirst ti're we'isitccl cnlpus i'.Ja'uary 2000, thc trees werc bare, the sl<y was gray, a.cl snow coverccl the grouncl. As I rcrne'tbcr, it was B clegrccs, with a r.nir-u-rs 5 wincl chill. In one tclling rlloment ol'the visit, Prm turnecl to me ancl saicl, "lsn't this greatl"
Ancl she was serious. But what wc also cliscoverccl cluring that first visit was a collegc conrurunitl,fillccl with lnutc(l ltclpes ancl [rustrated clreams.

corltpatibilit)' with his cotnpzrny while rnaximizing thcir Goclgiven abilitics. When we call wtlrk [ol' orgirrlizatiotrs whgsc cgrc vallles align so closely with our own, we exlcrience a lullilling coherence ancl cornpatibility witl-r otlr own life lr"rrposes' ln Gool to Grectt,Jittt Collins e mphasizes that we have to gel the right people on the bus in the right se ats and then builcl otlr straton e1y arouncl theln.(' LIe claims that il we havc the right people people urana4e the bus, the n the problem clI how to motivate arncl large ly clisappe ars. Obviously, if we have the wrong people on the bus, it cloesn't re ally tnatter iI we cliscove r tlie right clirection be cause we wolt't have tl.re horsepower to accomplish ottr vision. But how do we l<now i[ potential employees will be the right fit?
In 2009, Nat
Stoclclarcl ar-rd

However, frorn my pcrspective , whatever frustratior.rs were true ol Spring Arbor's preseltt, its future oflerecl tre rnenclous opportu-

nity. Eviclence of this opporr'niry ab.unclecl, begi.ni'g with the

tremenclous cluality .[ tl"re people ancl the collective sense o[ being cor.nrnittecl to somethir-rg greater than onrsclves. The overriding

cornuritment to the spring Arbor concept (the mission statement clf the university) gave us confidence to rno\e aheacl. Early on we clefinecl the vision for the university to become a top-tier, regional liberal arts university as definecl by U.S. News
anclWorlclReport. The goal seemecl preposterolls to many, but we were convincecl that we neeclecl an inspiring goal il we were [o

claire wycl<o[[released Thc RightLeacler:

cliscoverecl the im-

SelectingExecutives

Who Ft.7 ln t.heir wclrl<, thcy

portance o[ a leacler's values, beliels and personarl philclsophies ir-r shaping others'character ancl guicling lheir motivation. The specific instrurlent thcy clevelopecl strives to facilitate a match between the executives' valttes ancl the cttlture of the organizatiou'8

break out of our lethargy. In fact, almost every organization ancl civilization tends to clecline the minute it begins tcl lose its sense ol strugglc. My overarching vision f,or Spring Arbor becanlc anchored to key goals that wor.rld be articulatecl in gre ater clepth a'cr clarity over the next seven years.
We laced the need

My Own Experiences of Compatibility and Coherence SpringArborL)nittersity.InJr,rly 2000, Pam ancl I rnoved our family to Spring Arbor, Michigan, so I could assllllle the presidency at Spring Arbor University. We chose Spring Arbor becanse of the tremenclous cot-npatibility we felt with its mission ar.rd because tlI
nly strollg affection and respect for Dr. David McKeuna, whcl was serving as chairtuan of the boarcl tlf trustees' Spring Arbor University is a unique place My f irst prominent irnpression of Spring Arbor is rnarl<ed by the enthusiasur o[ my

o to strengthen both the reality ancl the perception of Spring

Arbor University
as a

top-tier university

. ' o

both our total stLldent populartion and the quality o[ tllis st urlcnt ltlpular ion
tcl incre ase

to develop arl olltstar.rdi'g cxecutive tealn that coulcl leacl thc university cluring this next phase o[ deve lopment
to clevelop ancl grow the core faculty

L_

I
0
THE SHAPING OF AN EFFECTIVE LEADER
'l-lr'

.Slrtn{th

o.l

(,onrputibilil,}, lnd (-'rrhcl,n t'

2t

. . .

to clc\elop aI(l cxPallcl otlr currictlltttll to builcl ctltt a robttst aclvancetrle nt

clf
f

siolr

ice

to clil.ninish our reliancc tln facilitie s tlwtrccl by othcr orgalrizations by expn(ling Our owrl callllllls with new strtlcttlrcs, re tovatil-rg, olcl strttctures ncl acquiring surrounding, property tlat r'vclulcl allclw this growth alrcl cleveloPlnent to occllr

cLtltltrc o'Spling Arbor. Thcsc cor.nutitlne t'ts cotltinLrc to ser\c thc unive rsity wcll, morc tl.ran fbr.rr ycars later. In 2004-2005, wc achicvecl tot-rier status for-thc [irst rit.nc il.t
rlrcl

. . . .

to shilt orlr technolog,y uses lrorn tactical to strategic, ancl to illtegrate te chnology into every lacet oI the tluiversity's work
to manage ollr financial resources be tter [o becotne in reality ancl percepLion urore divcrse in ethnicity, gencler and gcography at cvery level o[ the university
to tell ollr story better (Durirg my early montls at Spring Arbor,

wclulcl herr something reminiscent o[ what one marketing firm saicl to me clirectly: "I have goocl news ancl bad news, the goocl r.rews is that everyolle who l<nows yoLl loves you. The bad
news is that nobody l<nows you.")

Fially, we conll.niLtccl ottrselvcs to strllctllrecl boarcl clevelopme

nr following the guicling principle s o[ "best boarcl practices" as cle[inecl by the Association oI Governing Boards' The results were very satisfying. Everything that happened
began with the cleve lopment o[ a great boarcl of Iruste e s. The boarcl o[ trusl,ecs uncler the le aclership of Dr. Davicl McKenua, first, ancl

Les Dietzman, seconcl, clisplayecl the c<lnfidence and the willir-rg-

in care ful but st-rstained comtnitrnents These clecisions did not conle easily.
ness t() engage

l.o growth.

During the seven years o[ my presiclency we took calculatecl risl<s basecl on clata-clriven clecision making. we knew that iI we sLlcceeclecl, we were rnaking clecisions that woulcl [unclarnentally shape

ancl improve the luture tlf the university. ln al,. ost evcry case the calculatecl risks proyecl worthy. ln aclclition, the boarcl ttuclerwent a transformat-ion as it ernbraced best boarcl practices that

lit the mist

Spring,{rltor's history. This was the [irst linc ol cviclcnce thaI we hacl maclc signilicant progrcss in the ovcrall reality ancl quality oI thc unit,errsity. ln tlre next thrce years the univcrsity rrot onll,helcl this positior.r ltut also [unclanrcntally inrrrovecl its ranl<ing. During thc 2003-2004 academic )car, we wor.r sccond placc in a nationl conrpe tition for Best Placcs tcl work, a stucly basccl cln thc Gal lup O rganization's nationw icle stucly that srrrveyed [aith-basecl colleges ancl univcrsities. Of all the nLlmerolls accolaclcs we rcceivecl, tl.ris ol-rc was the rnost rrrcaningful bcczrr-rse it clocumenl-ccl the hcaclway tl-rat was being macle in turning the univcrsity it-tto an ttractive place not only to study but also to wrtrl<.!) Westntont College. Our rcturn to California-stccifically, to Westmont College-was filled with intrigue. The hiring process took several rnonths ar.rd involvccl multiplc intervicws ancl r sophisticatecl intal<e illstrutrett. I was givcr.r atr exhaustive evaluation that incluclecl ob.jectivc ancl subjective qncstions ancl critcria; arccclrcling to the cor.rsultant, the conclusion ol' the evaluation sholvecl a strong erlignrnent clI tly tersonal lil'c mission with the corporalc nrission ancl purpose o[Wcstmoltt College. This life ancl vocationzrl alignment has bcen stt iurport:u.rt lhcse past foLlr ycars. O[ all tlie posit ions I have ever helcl, thc rresiclency rr- westnront ras allowccl the expression o[ thc brorclest rangc of'rny gifts ancl abilities. Together, my wi[e Pam ancl I corltinue to experience a corlpatibility ancl cohere ncc o[ our lif'c valucs ancl our uniquc gifts that ntrltivates us. This conrpatibility ancl coherence, lrorcover, has givcn ns the strellflth to cncounter nunterous unextectcd challcnges tvithout being distractccl f'ron ()ur corc rcsponsibilities. Thcse challcngcs have incluclccl natural clisasters (a Calillrnia wilclfirc clcstroyccl onc million squarc fet o[ Ianclscape on cal]ll)us, burning eight

t22
ltttilclings
rncl

THE SHAPING OF AN EFFECTIVE LEADR

lifttrcr.r f ilcr-rltl' hon.res), thc worlcln'iclc ccotrtltllic' itn-

Principle 6

that colncs whcu ltlosirtn, ancl trcclictaltle ttrganizational strtss scnior exccutivcs transitiot.l. Itr cvery csc wc hayc beclr ablc ttr wcatller the st<trur ancl llrtlviclc ellctivc lcaclclshil llccrusc tl['thc strorlg sullport ol sct many key inclivicluals as well as thc strollfl 'l'his lcvcl <ll'rcralignmcnt ctl our valttcs with We stlll()l1t's vltlcs.
soral altcl itrganiz:rticlal arligr.rrct, trs u'cll as strotll orgirtrizatirtnal sulttt)rt, is critical flr long-terur, sttstiritlalllc sttcccss.

LEADING WITH CONVICTIONS

Mal<ing Life's Greatest Irnpact

The Quest for Character: Pride Versus Humility -l'hc chrrrcl.cr chitllcnge at this lcvcl is priclc. Priclc is r rcsttll ol a clisproltortir)llatc sctlsc oI tlur o\/11 c(]lltrillltticln, lllatlilcstccl itr au inorclinatc be licl' in our owtl itl1)ortllcc. Pricle is larticularllr clcstructivc at this lcvcl bccar-rsc it caLlses an inclividual to llelicve that his or her contribtttiotl as an incliviclual is ulorc iurlltlrtatlt than cornratibility with the ltroacler pLlrposes allcl ll]ission o[ the organization. Lil<e envy, pricle is thc inability to \/ltlc atld recognizc thc contributiots ol'others l.ccattsc it threatcr-rs the vicw wc
wr1t to holcl o[ otlrsclves.

soricl.yls nr().sl irllpoltrlnf nlission lnd

r'vr:r'yflrirr,g r'lsr'.

r.sl

as r.r,cll as thc.[ounclation lr

l/

lhc.y do not

lclitvt'this, thc u gturiTutiott rtill sr ftrsr'.firith

irr itsclf, stl.f-ton.liknct,, tricla, and thc tilit., 7 ptrfornt.

Peter Drucker

lluutilitl,, otr Ihc clthcr hrncl' is thc

rcsr-rlt of'sceing oursclvcs

COMMITMEN

our gi['ts ancl abilitics [it into ltrotcrl1,. t inv0lvcs rccog,nizitlg that a grcatcr wholc. It uuclerstancls thrt othcrs havc gif'ts altcl abilitics
as

ottr roles in thc greatcr PtlrPoses of an ttrganizrticln without feeling Ihrctellecl by thc cotll-ribtttions well. l{unrility rlktws
Lls t() see

coNNECrONS

coNvtclroNs
COMPATIBILITY

o[ others, lris Murclgch oncc dcf inccl te mtlral lifc as ctlming to l]erceive rcality accuratell,. Sl-re werrt tlrr to cef.irre tlrc chalenge tlItlrc trrorrl li[e as rhe challcge to ove rcoc the grayity o[our clull, lat' rcler.rtlcss
egt'1.

CULIURE

/ /

cHEMrsrRY

Humilitf is the anticlote lor an unbricllccl

cgo'

coMpErENcE
CHARACTER

r24

THE SHAPTNG OF AN EFFECTTVE LEADER

Leading with Conv ctons

125

ln the early 1980s, Peter Drucker began to turn his attention [o

i

o[ innovation and change while balancing competing forces to

propel an organization forward. I have been in organizations that understand the necessity o[ innovation and change. The reason I believe Drucker is right is

Irii

l,r

rlli ,'ll ll
I
I

the thircl sector: the nongovernmental, not-for-profit sphere of the nation economy, which had developed a growing influence in our emerging this and on our lives. Two key figures played a role in interest: Francis Hesselbein, then CEO of the Girl Scouts, and Bill

that his underlying assumptions are right: we do not exist in

pollard, chairman and cEo o[ serviceMaster. Drucker's interest in nonprofits was due in no small measure to the tremendous influence of these indivicluals and their organizations. He saw in
mothese organizations the effectiveness, efficiencies of scale and tivations of purpose that had gone missing from many of the forI

steady state but rather in a world of perpetual change. This recognition should give us a bias lor innovation and change. The organ-

i'

l,

ti

".li ;:l

r..l

profit and governmental organizations he had worked with' By the time I was studying with Drucker in 1990, he had already published his book on leading and managing the nonprofit for organization. At its heart was a reiteration of his sentiment that individuals to be morivated and working efficiently, strongly held convictions must motivate what organizations are doing' He also began to elevate the sense of responsibility that organizarions must carry for the betterment and social welfare of all society. while studying with Drucker, I first understood that society looks to businesses and organizations to solve all of its problems; society has not lost sight o[ rhe role of the individual, but none o[ us ever makes a contribution on our own. Individual contribution is always tied to the collective contribution made through organisocial innovation was even more zations and businesses. -Believing than scientifi.;tion, Drucker laid out six leading importanr i , : i convictiohs that shoutd- guloe us.

izations that embrace innovation and change will have the energy and the culture to adjust to a changing world; however, those that lack these qualities will suffer and decline. Recently, I received a copy of "Crafting a Culture of Character"

uild the management of change into its very structure.t Two competing forces catapult us forward' On the one hand, we need to pursue abandonment of evervthinF
rhat
ests. O n the other hattd, comDetencies. These countervailing forces orrncl orrr our core comfretencS, tior-, around ,i-rlt^.r"o.tsly create the disequitibrium leading to the next phase

from Bill Pollard. Pollard conrribured this article .o a Leader to Leader issue dedicated to honoring Drucker's one-hundredth birthday (November 19, 2009). Pollard's article identifies and amplifies the way in which Drucker helped him think through his work for ServiceMaster. In one telling example, pollard recounts the story of going toJapan on a business trip with Drucker only to have his Japanese counterparts fail to show up at an important meeting. In many respects Pollard undersrood exactly what it meant for his Asian counterparts to stand him up. pollard's initial reaction, as he recounts it, was to plan to skip a meeting with these Japanese associates the next day and just head home, but Drucker confronted Pollard and emphasized the need for him to take a humble approach in order to restore the relationships for the good of the company. Needless to say, the gesture had an incredibly positive effect and demonstrated both Drucker's courage and Pollard's wisdom in allowing him to make a response that led to a great recovery. The story is one of the most remarkable illustrations of how we can express our convictions while still maintaining our connections for the greater good of the company.2 Second, every organization must accept responsibility for its total impact, not just its economic impact. It is absolutely wrong to assess an organization's responsibility as strictly an economic

l2(r

THE SHAPING OF AN EFFECTIVE LEADER

l.r'arlirrg tlif h (-rrvicf irns

t27

or"re

. (-learly, ec<tr-tctn]ic perf)rrrallcc is its ['irst rcsponsibility, br-rt it is lvroug to assLlnrc or assert that prof it is its orlly rcsponsibility' rtrganizatiorl ssLlrcs lull rcslotrsibilitl' clnl1' wht'rr it

Tlrus.

rn

consiclcrs its total impzrct or.r its empklyccs, oll its cxtcrral cnl'irourltcnt. on its cttstotrlers ancl on whatcvcr clsc it touches' Sincc we lrave beconte a global commttuity, wc shtlulcl be actrtely eve ntually has wre that wh:rt happcns itr ttnc place rln the rlanct sunrlne r of' the an cffect ()n cvery othcr part of' thc plernet. Dttring
sta2010, British Petrolellrn's rupturecl oil platforrl ancl drilling inclustry tior-r off the Lor-risian coast offerecl a starl( rcurinde r that gallons o[ millions ancl has its eflcts. witl-r eleven workers cleacl

altl'can rro longcr bc sccurccl sinrpll,b1, Iocati<ln ancl a ral,chccl<. As a rr:sult, thc urost sr.rcccssf ul rlrganizations clcrnonstratc to thcir l<nrlrvlcclgc r,l'orke rs thttt thc1, will offer thcnr cxccttiorral o.rlortrrnitics to grow, to clcvclop ancl to tut thcir l<rrowleclgc to work. In many rcspccts Drucl<cr was a living ctuboclirrcl.rt of this conviction. laisccl in Vicnna, hc flecl to Lonclorr as llitler catlle to l)ower. FIe once .jol<ccl in class thal his gracluatc stuclics conclucle c[
when hc ancl his acaclenric aclviscr agrcccl thcy clicln't wut to sce crch otllcr n1, 11,rt".. Fror Lolcftl, l.re rigratccl to New Yorl< City rncl cventurlly to Scluthern Calilbrnia. In cvcr).crsc, his ability to aclart was a clircct result ol thc pclrtabilitl,ol his ollc cnorrrolls assct: his know.ledge
.

tll oil seeping into the marshes ancl low-lying coastal areas o[ Lotlisiana, Mississipri ancl Floricla, BP's total impact will be flt for
years to cotxe. 'Ihircl, becausc lnoclern society is colnposecl of spccialists' an

More reccntly, the clranratic cl-rangcs in higl-rcr eclncatictr.r, trint publicartion ancl tcxtbool< nranufacturing serve as striking rentinclers of'hclw portable ancl trrnsient l<nowlcclge has becorne. Online
eclucation is uow thc Istest growing aspect of'higher lsi6allowing peoplc to tal<e classes anyrillc, anywhere, taught by anybody. Forbcs rnagitzine, rhc flagship publication of' Forbes, lnc., has its knowlcdge staf'f-its scnirtr lcadcrsl-rip tcam-clispcrsccl

organizatiotr's mission lnust bc cr1'stal clerr. Thc organization must bc single-minclecl, lest its urenrbers becomc cclnlusccl. c)nly

a focusecl ancl cornmon mission will hold the organizatiotl tog,cther. witl.rout such a mission, the orgirnizatiou will stltlu lsc crcclibility as well as its ability,Lo attract the vcrl'rcople it nccds to pcrform. when I was interviewing at we stmont, I was askecl what I could frotr-t clo to assure the boarcl ol trustees that we woulcln't wander [ail ttl can group or our mission. ln rcality, no sitrglc indiviclual upholcl the mission statemcnt without this failure having a direct bcaring on the oranization itself' This responsibility applies to the every incliviclual at every level of the organization, inclucling exboarcl itsel[. The t.nissit'rn ol' an organization is pre scrvecl rncl it. uphold to tencled when wc all leel the weight o[ rcsponsibility Follrth, rlrganizations rnusl. cotte t() tcrrns with thc aclvent of
thc knowleclge worker. with the rise of a service cconoly ticcl to a technological inlrastrLlcture, wtlrl<crs at'e increasit-tgly portable loyBecause organizatious are alwarys in cotrpetition for peoplc'
.

nationally ancl internationally. The owner lives outsicle of' Mrnhattan, the publisher livcs cln the Werst Coast, ancl mirny o[ thc scnior editot's ancl writcrs livc arcluncl the worlcl. As I write this b<lol<, a WcstmonL cclllca1ue is publishing zrn online e-bool< on e lltrcl)releurship ancl innovrtiolr. No print copies will even be
rroclucecl.

Fifth, having an organization o[ knowlcclge wrtrkers flattcns thc orgilnization ancl rcquires it bc organizcd as a scrics oltcrrns. This clocs not remo\e the neecl or tlacc f'or rrranagertrent. .Just as cve ry tearn has a ctlaclr, cvcry organization tust bc rrranaccl. Pcollc
rnust be hclcl accountablc lbr thc organizatiot's total terfornrancr., its adhcrencc to its rrission ancl its ultinrate rcsults. Nevertheless,
the inrage o[ thc bh-rste ry boss storming arouncl the cortorate office
cler.nancling rcsuIts is becouring an outclatecl thenor.nenon.

I
l2
THE SHAPTNG OF AN EFFECTIVE LEADER I-r'trdirrg rvilh

(.lrvit {ions

2r)

'l-able

(r.

Firralll,,tolcrforttlitsnrissitltlanclf.Lrltillitspttrllrlse'tlrctlrgallizitiorl lras ttl le <lrgauizccl ancl rlratlagccl in a wy that sholvs is crucarc ancl rcspcct lbr the knowleclgc wtrkcr. This clynatrlic ''f'rce ag,e lts," alllc ttl movc cial. Knowlcclge rvorke rs havc beconre set of' bctwccn ancl among clrgatnizations basecl oll the ir uniclue lttot'is "Pl'ocluction" l<nowleclgc rntl skills' ln ttlclay's e cononly, ing from a lactory confir-recl by timc ancl place to a l<nowlcclgc worker available arouncl the clock lrour anywhere i-r the world.
s: This chang,c in proclrrction has re voltttiol.lizccl busincss practice it has reducccl multiple levcls of the organizational chart while also r.laking organizationrl Ieaclcrship and tllanagetncllt more
.

l.

l(cgan's (iovcrrrirrg l'rinciplcs

lyrc oI l-angtragc [ronr l ltc langttage of conrrlai rtt lo tlt. littttritge of t trnrruittlenl

I)cscription of Langnagc l. '[hc n]osl rlorniltirnt lornr ol

intcllction at s,t>r'h is contllairrirrg, ltLrt u,r rrcognize lhc nrorc rlceply hcld conrnitnrcnls bcncath t hc conttlaitrts.
2. Wc stop blarning orrr rroblcrrrs on

2. lrorn thc languagc ol blarnc to thc langtragc of rclsonaI rcsronsibiIit1'

cxlcrnal forccs ancl bcgirr to acccrl

(

rcrson:rl lcsronsibil it1, ir( utsl:t('cs-

lbl our

l. Fronr thc langtragc of Nclv Ycar's rcsolutitrns to the lanuagc of cornrct ing colll nlil nlcnts

L Wc start of f with tlre cnerg,antl intercst to chirngc sonrcthing, but aftcr a li*, rvccks or cvcn a r.onth,
conl)ct i ng cnrl rlitrcr'ts Iisc ur anrl

chirlle ng,ing,.
so Because this changc in procluction is relatively r-rew yet a create leader erch in-rportant for long-terln success' how can clinate ancl culture that maxiurizes the contribution o[ the I knowlcclge worker? Early in my career as a college presiclent' of Eclattenclecl a sunlner institute at Harvard Gradr.rate school ucation. At the institute, I first er-rcountcrcd Dr. Robert Kegan the ancl the icleas caJrturccl in his grounclbreaking work IJow
4. l:rom thc langtragc oI big assurrr;-

utrtlcrnriuc our ability to l)ctsevere rvith oul nrl cornrnitnlcnts.

4. We oftcn allorv ourselve s to be
t

tions tll;rt holcl us to thc languagc of' assurnrtions rvc lrod

5. l:rorn thc languagr: ol rrizt:s anrl rlaisirrg lo llrc langrr:rgc of orrgoirrg rcgarrl

rttlivittr'tl lr rvot l<irtg itsstrntrliorrs tlrat arc il-concrivcd or mistal(cn.

] priuWay Wc Teilh Ccut Changc thc Wcty Wc Wrrrh' His se vctr core ciplcs operatc as gr,ricling cotrvictions that can Ie acl r knowlcdgcbasccl orgzrnization.

5. Wc r.rlyt: lrrnr nraking gcncral antl grandiosc stalcnlcnts about ir rclso to rlakir.rg cornrnenls that arc rlircct. srct i[it' anrl ('Xl)r('ss otil arpret irtl ion lor conclctc r:ont rirntions.
(r.

(r. I:ronl thc litnguagc

ol rulcs ancl

rolicics to thc lirnguagc o[ rublic agrccrtcrl

Wc movc ru,t), f-om long and cxIcnsivc rolic1, nranuals to dcvcloring rublic agrcemcnts to rvhiclt cvcr'),onc irgrccs:rncl c\/e ryorc is he kl ccountablr.

Changing the WaY We Work

pushcs us Kegan's wclrk unlocks thc cssctlcc ol tlrgirnizatiols and

7. Itrom thr: langr,ragc ol corstruclivc

to learn to interact in ways that will be more conclucive to our

criticism to thc l:rnguzrgc of clcconstl.trctivc criticisrn

rcgativc

\l criticisnr is in sorrc scnst: rncl clcotivatig. ll)' cortast, to allow thc cvaluation rroccss to hnvc
7.

on the incrlotionl ancl profe ssional well-be ing' Flis work, base cl cr.rrtcgration of psychological tl-reories ancl lorrgituclilral sttrclies, phasizes thc neecl ttl changc the way wc work by reenginecring inthc way wc interact. Kegan's work strikes l]]e as remarkably
govsightful, accLrrare ancl lief'ul. le cliviclcs his principles, or (l-4) ancl three erning cot.tvictiot"ts, intcl four intcrnal languages social languages (5-7). Table 6.1 displays Keg,an's work'

inconrl)lctc clenrents, rve acknorvlerlgc onr imitcd anc ir.rcornplctc vicn, and rlkrw rrlclitional informrtior lo bc shrerl bclore u,e reirch otrr concltrsion.

The structnre of'I(egan's thor-rght is arrangecl tcl teach us how

tcr

r.nove lrom one way o[ interacting ancl behaving to another. Tl-rus,

we first rreecl tcl move froln the lcmguage of complainL

Lt>

thc lcnt-

30

THE SHAPTNG OF AN EFFECTIVE LEADER

Lcuding rvif h (.rlrvir't ions

ll

nlcnl. Whcn I lirst hcrrcl l(cgan llrcsclll his thcory, I was irnrnccliately cPtivatc(l by this principlc. Thc f irst princillc ws thc rcsr"rlt ol'a major lor-rgituclinal stucly in which lris rcscrrcl.t tcant hrcl clctcrnlinccl that thc most clol.l.til.trnt [ort.u of intcrrcticln at worl<, cvcn by thtlse who registcr as "tttost satisliecl," is cotltplaiuing. Ir.r frct, (r7 perccnt o[ ll illtcraction in t-l.rc worl<lllacc is
gLt(ry( ( (oiDif

ir.rg rroblcnl,

rot thc real rr<lblcur. Recognizing tlrc cxtcnt to

which wc of'tcn siclcstep pcrsonal rcsronsibilit) ws vcry ssbcr, ing. This excrcisc cansccl rnc to lilcr-rs new otl thc polvcr of'zrn <lrganizettionrl culturc ancl my rcsponsibilitics within it; I becanrc espccially interested in builcling organizational crrlturcs rhat woulcl brlancc r flcus cln rersonal responsibility with the neccl to
achicve results.

cor.uplzritr ing.

On Ihc sttrface lhis seetns a clcpressir.rg conclttsion, but l(egan claims that [rcncath thc langttage of cclnlplaining rcsicle t.utlre clccply l.relcl cttnvicticttts. At the stturtncr illstittttc hc lccl us througl-t an exercise to he lp us iclcntily oLlI tllost clcll.tlinanl. colnplaints al.cl what thcy revcal abollt olll' lorc clceply helcl cclnvictior.rs. Tl.ris intellectual ancl itrtrzrpet'sollal worl( helps uttveil the motivc bases t-hat govern us, ol'tcu withclut our ware lless. It alscl sets thc stage lor thc activities of tl.re other six lernguages. Without l-rezrting t-rc l'ull cxtelrt ol his the ory here, we cl acl<nowledge that this first stcp r"rnveils how pre se nting proble ms rrisc frotl norc cleerly hclc
be lie f's.

The scconcl principlc ol intcrnal languagc is to tnove f'rom lhc Icurgncrgt: of' blantr to llte langu age of personol r.e.srorr-sibility' This transition is wl-rere we stop blaming ollt' pl'oblenrs ou cxternal

begin to accept pcrsollal rcsporlsibility. Kcar-r strcsses that though wc oftcn be lieve our proble ms are beyoncl ottr coutrol, we may carry mttch greter tersonal rcslonsbility than wc first
forccs
rncl

realizc. ln lact, this seconcl conviction rellects the inherent humrn tenclency to tlaure cllhcrs ancl cxterual circumstancc-s rather thru ral<ing rcsponsibility for the chtliccs we have n.raclc. Achieving this seconcl languagc rcquires us to answer tltis clttestion: WhaI atrt I t'ttmmitttttnts J'rom bcing Jtilly realizecl? As Kegan lccl us through this sectiou o[ our excrcisc rt the iustitute, I began to realize all the ways lhat we ulrclermine the
doing
noL tloing; f hct rrtvctrf s

or

ny

\ery oLltcollre we desirc sirnply because we locns on the present-

Following a cliscussiou o[ tl-rc changcs aclvocatecl by the language ol personal responsibility, l(egan e xplainccl a reality I havc experiencecl all my life: moving lrom lhc lutgtruge o/ Nov Ycrrr's rc.s()lrl()rrs fo the lcutguage o.l' con'rpetirtg comntntents. This thircl principe clf internal lar-rgr"ragc captivatecl me irnlnecliately. Kegan expainecl what often happcr"rs to peoplc who mal<e New Year's resolutions: tl-rey start off' with the energy ancl conrrnitment for significant changes, but about month into the resolutions, thcy begin to walfle . This pattern et-erges not because people arelazy or r-rnprincirlecl brt rather because cotlrpeting commitrncnts rise Lrl) to sabotagc tlcir initiativc. I hacl never hearcl this scenario analyzecl so clcarly ancl snccir-rctly. Within an organization I ofteu witness an initially high level of'energy ancl engagerucnt [or a ncw triority, yet thrt inte nsity clirlinishes over timc. Kegan offe rs an astute explanertion. It is not that a leaclcr loses his or hcr colnmitment to a certain priority or a particr,rlar corlrse o[ action; rrther, an equally powerful, con.rpcting priority styrlries that leader. Ot-rce I embraced the concept o[ comlteting commitments, I began to experience Kegan's call to movc beyoncl a clynarlic ccuilibriur-n that creates immutrity to char-rge. My focus became striving lor a higher level oI accountrbility lty recognizing the rearlity of'comlletilrg cornmitme nl-s ancl the re curring tension that comes from embracing such a posturc. This thircl level ol ol'ganizational tunclerstanclirg continucs to gr-ricle me rncl plays a sigr.rilicarrt role in rny own uncle rstancling ol the clynamics of'an orgatrizatictr.r.

\2

THE SHAPING OF AN EFFECTIVE LEADER

Lcudin\! rviflt (.rlrvit tirlls

Kcgan's frurth principlc of inte rnrl langr"ragc is to nlovc l'ronl

nc\cr scc lroth f igurcs sinlrtltancousll,,

1rt-,,

otrr nrincls acl

thc lurgttttgc rr/'big

.srrrnrf ion.s tvc

rt.s.surntLions |hct| holcl u.s L<t :ht'lunguctgt: oJ uscor.rf'usccl mc, ancl I cvcn

cycs

osciIIrtc ltacl< ar.rcl forth aInrost itrstantancrlusly.

lutltl.luitially, this phrasing

thougl-rt l-rc had gotten thc conccrt bacl<warcl. lklwt:vcr, ovcr tiurc
ancl througl-r his cxrlanatory hclp, I havc cor.r.rc to rcalizc thc rowcr of' this frurth rrinciplc.

Kega''s [ourth pri'ciple w'rl<s sir.ilzrrly rcgarcli.g our pcrcrr)_ ticlns cf'an tlrganizar-ion. Moving fronr thc languagc cll'big assunrp_ tions that holcl us ro the language ol assunptions wer holcl he lps us

I(cgan hclrs us unclcrstancl that nranl' ol thc rssunrptions th1t contnrl us arc ill-placccl allcl unclefinecl. We olten aren't eve n aware of their influcnce, yct tlrey rlay an increclibll, rowcrful rolc in controlling orlr thoughts ancl behaviors. I(cgan's process asks us to excavate thc assttmptions we holcl so that wc crn rrnclcrstancl how to maintain our convictior-rs whilc pursuir.rg innclvation ancl
ch;rnge. Tl-ris proccss is crucial. Too many organizations stall or-rt because thcy stop looking fbr ways to prescrve their nrission while

scc rlrc css('r(('oI tlrc ttlrrrlarrl,whilc st'cirrg rcw ()pl)ortrrrritics. we nrust clevclop Ihc capacity [o lool< in both clirections witl-rclut beconr ing clistractccl or clisoricntccl.

After clctailing the hrur intcrnrl languages, Kcgan transitior.rs tcr cliscussing the organizational application oI thcse princirlcs along with iclenti[ying ar-rcl elaborating on tl]rec social languages. The first social lar.rguzrgc is to r.r'rove li'onl the lcmgtrctgt: o.[ trizes cutcl trctisirtg to the lurgtrctge of ongtittg rt,gcrrd. Thc problcn-r he re is our tenclcncy to re sort t() commnnication ancl rewarcl syste ms that rre indirect, nonspecifc ancl general.

pllrsuirlg new opportLlnities. Too of'ten the past both prevents Lls f'rom clreaming about the I'uture and paralyzes Lrs so that we are unrble to move ahead. Fclr examplc, consiclcr how your crlrrcllt assLullptiorls are prevcllting you fr(rm innovating in ways that woulcl f'unclamentally help your organizatiol; then cor-rsicler how you can botl-r preserve your cole nrission ancl extencl its rcacl.r and influence by embracing innovzrLion ancl changc. Such re llcction rncl ch:rngc is highly challcnging worl<: you rlust unclerstancl ancl r.raintain thc cssence of'your organization while seeing it in ncw wy. Many o[ us ere lamiliar with the two-f acecl figure frclm Gestalt psychology: an image that simultar.reously shows an olcl wonlan lclol<ing clown and a yollr-rg womrl lookir-rg over hcr own shoulc[er.'t The olcl woman has a scarf covering l-re r hcacl while thc yourll worran has a fcrther in hcr hat. lt is irnpossible to sec both ligures simultancously, but oncc wc see both ligr-rres, our mincl and eyes movc almost instantly between the two irrr:rges. lrr Gestalt psychology, tl-ris pl-renomeuon is callecl "f igurc ancl grouncl." We can

I' clisclrssing the first social language, Kega.r iclentilies a bel.ravior that plagues organizar-ions: refrri.g to a Persor s 'rost aw(som( or grutt or.l'tuttcrsti<: without stopping ro iclentify thc specific traits worthy of' snch apprcciatiun. Cor-rvcrsely, Keg:rn cmphasizcs that wc m.st clevelop clirect a.cl spcci['ic la'guage by locusing o' i'cliviclual behavi.rs ancl spcciic contributio's. By
clisciplining ourselves to nor-ice an indivichral's specific contribut ion, we he lp to create a cultnre of' ongoi'g regarcr. I' other worcls, rathcr than saying "Richard is awesorne,,, locns or.r saying ,,the
way Richarcl rnacle his commencerncrll aclclress was tilnely, articulate a'cl persuasivc." This la'guagc ol regarcl he lps us acrrieve lwo

things: First, Richarcl lecls apprcciatecl flr his contribution. seconcl, he l<r.rows why he is be ing appreciatecl ancl is able to re plicate
the behavior in the f'uture. Kegar's scc.ncl sncial languarge prir-rcirle is tcl l.ovc f'rorn f he lcutgtrctge o.l' rulcs cmcl pctlirit:s to flre lcnguctge of ptrblic ugret.ntcnt. Tl-re emrhasis is to crctc a culturc that builcls ancl rcinlorces organizzrt ional i ntegrity. c) rga
n
i

zatior.rs often becorne i n here ntly un-

\-

l4

THE SHAPING OF AN EFFECTIVE LEADER

tlirt rIih (-0rr,i Ii0l

t)

firir, inattcrrtivc anrl incllcctivc. l'ushing ltcoltlc into l)ul)li('allrccnlcnts ('rcatcs r ('ultrlrc of rcctluntabilitl, [11 caIls ns to norc nlattrrc behrviclr. r\s l(cgan trrinccl us rcgarclir-rg this languagc, hc crrrlthasizcrl
Itou, cortrr:rnies ancl organizations coulcl rrrow Ihc size ancl sco-rc

stLrclyig I(cga''s s)/srLr1r

iclcas at worl<.

sitrglc

f,rthcr, r lir'c t.iccl t. i.rllcrrc.r his l-hc'.sulrs havc bccr l)ositivc but ircor'rlrlc. N'
cvcr sul'f icicnt on its 1lwn: y.;, .go1jzrtio ll_rst

s,51'l'r is

of'thcir policy rnrnurls by cri:ating public

grcemcnts

with thc

witll thc hulrrn clcnre nt, which is unrrcclictablc. what has bcc'hclpltrl, h.wcver, is thc c.r'.r'itlllc't to r:rcati'g c:olllcorrtcncl nron languagc to guiclc intcractions. Such c<lnrnritnlcr-r( hclrs
clcctcr thinl<ir"rg about otrr iltcractior.r ancl its clfccts.

cxtcct;rtiot't lor cvcry cttrtlo1,t' to er scl[-gt)\/crnig. l(cga's cxrcctation tl-rat pcoplc can livc b),strlerncnts thcy agrcc 1() still in-

atc ll .r'ga'izational culturc that is c0nrfortable cngagirrg in

[Jltinratell', t lresc sc'c. laagtragcs clcuro'str'rte how <lur bchaviors havc clirect social cf'lct on our organizations. ln caclr cas( tllcsc rcrsonal rncl social langr.ragcs iclcntily ;rncl cxprcss c<lrlVictions that rroclLrcc thc nrost sr-rstainrblc organization rossiblc. \lthough l i.itially lcar'ccl to recog'izc thc irrrpa.ts .f' convictior.rs on organizartions lronr lrcter Dr.ucl<cr, rncl later hacl this pcrsrcctivc :rrnrliliccl by Iobcrt l(cga', I trltir'atcl1, sly conviction's f'ull-bocliccl cxprcssion in thc lil ancl lcaclcrshir ol' Dr. Drvicl l-. McKcnna.

c.r.c_

trigucs r.nc. IIis lllost rlcnlorrble illustratitu rclatcs to clinrinish, ing il r.rot cr.rtircly crzrclicating backbiting zrncl gossip in thc worl<placc. C)n thc surlrce this changc souncls inrpossible. Howcvcr, .rs Kcgan illustrated, your worl<rlacc cclulcl stot the sc bchar,iors itnltrecliatell, il every()11c agrcccl tcl tall< about somconc only iI hc or she was also in lhc roclm. Acconrplishing tl-ris rcsult rccuircs a public agrccrrcnt that cvcryclne upholcls whcr.r rr.r incliviclual or a grortp tries [o r(:\,erI tcl the nrtural te r-rclcncy ttt gossil'1. -t hc f inal social language is to r.novc f'rom tht lutgtrttgc oJ con-l-his sf rur:fivc cr.f icisnr to ffie languuge o.l deconstructve: o-il:i.sm. fascinating corlccllt takcs a f rcsh lool< at thc nrle ancl value ol'cvalurtior.rs. lt rlso rccprircs hutnility ol- thc part ol'thc oltscrvcr. I(egan's point is that all criticisnl, inclr-tcling collst.ructivc criticisnr, is ir.rhcrcntly clcmcltivatir.rg becausc Ihc convcrsation is onc wy. C)f'tcn, the target of'the criticisnr is nevcr allowecl to put his or hcr bel-ravior into context. What I havc founcl espcci:rlly hcltful about this lirst lirngr:age rrinciple is its recognition tl'rat oLlr pcrspective is ir.rcomtletc. Siniilarly, it lcacls to an cvalnation process that acl<nowlcclges wc clo not [ravc all thc infbrrrratiorr. Ingaging in clcconstructive criticisrn-rnrl<ing observations thal allow inltut front thc pcrsou or situation bering criticluccl-allows the person bcing cvah.ratccl to sharc l.ris or hcr tcrsltective ot cvctlts, thtrs olfcrinfl norc colllplcte picture. Sincc lcaming thc princigrlcs that rlal<e up thesc larrguagers ancl

Convictions at Work l)r. Davicl l-. Mcl(eu'a was prc:siclc't

rrcsiclcncics stannccl
r

.f thrcc irrstituti.'si

his

rotal of'thirty-rhr-cc )/cirs. ln 2000, whilc scrving as chairman o[ ther boarcl of'rrustecs at spring Arbor LJllihc hirecl nrc as the twenty-sc'cnth prcsi(l(:lrt, a l)osition l 'crsity, rvoulcl holcl [ro.r 2000 t. 2007. l)r-rri'g McKcr'i,r's thirty-thrcc ycars s a chicf'cxccLrtivc, hc lbrnlccl r scrics of gLricling c:or.rvictirxrs that now shate his writing and corrsr-rlting. At the hcart of'McKe''a's .o'ccpr- of'r:orryicrio, is thc r,r,.rl<.f'

[clwir Fricclr'ar, who bases his rcacrershir thcory o. ,,lhr'ily systc'rs thcrapy." In this cortcxt rhc iclcal lcaclcr is thc,.scfRrbbi

clif'leroltiatccl leraccr," oner wlro can uraintain an objcctivc scnse o[ what reccls to l.rappc' while 'rai'taini.g o'g.irg rclatio'ships with .[ tht: gmur. In 2005, Mcl(er.'a pLrblishecl his '.rcnlbels evolvirrg thoLrghrs o' lcaclcrship i' ris rro.r< Nt:ver. Blinh in ct Huil-

d_

L-_

ll

THE SHAPING OF AN EFFECTIVE LEADER

Lcuding ryill

(lrvir'l

ill.s

137

slo,.nl.'In [ris chartcl on lrow ttl clcal wit[r "toxic

ljricclnrtn's wrlrl< orr holcling convictit'rr-rs
rncl

1.rco1tlc," hc uscs

cl

i'

icl

ual ancl corr.ratc: rcsronsibi litics i n clyna

r

c'onncc:lions togcthcr

A bcauti[.] cxa'rlc of this

boarcl n.rcnrbcr at w(stn.ront all(l

cxtcnsivc ly.(' Althor-rgh ttsualll, trcatccl scltaratcly, thcsc two ltrincitlcs otcratc in clynamic tctsiot with cach otl.rcr. In orclcr to scrvc s a scll-

rrofssrlr who lel't to strt his own [riotcch

rracr-icc is .b forme r Stanlorcl Mcclical -school

ic tc'sior.r. Katcs, a (:urrcrt

l.rrs

lirnr. Kates

thc

cli[[crcntiatccl lcrclcr, an indiviclual nrust balancc strotlg scllrunclcrstancling ancl scll-cstccm r,vith thc ncrccssity ol cor.rlronting all issucs both ob.jectivcly ancl subjcctivell,. C)n tlrc onc hancl, if'a
lcrclcr bccornes too olr.lcctir,c, hc or shc

runcanny ability to havc a harcl c'onvcrstion witlrout losing a rcla-

u,ill ltcconrc isolatccl f'r<llll

thc ncccls of'thc pcoplc. ()n tl.rc otlrcr hrncl, bcconring too sr.rbjcctivc r.ncrr.rs that a lcacler will beconrc so in.rurcrsccl in thc intcrrcrsonal re latirlrrsl-rils that the issucs ,uvill rcrnlin unrcsolt,ccl. 'l'hus, a sell-clil'frclltiatccl lcacler is onc who has a l.rcrcl (intcllectr"ral capacity) l'rour which hc spe:rl<s u,ith conviction whilc having a heart (cmpathctic c:apacity) with wl-ricl'r hc stys connectecl to tcople.7 flcrc are the qualitics tltat chartcrcrizc thc sell-clifli'rcntiatccl
lcacle r.

tionship. Evc' whclr cxrrcssi'g str'o.g .ri'io's ab.ut whrt ucccls to bc clo.rc, hc cl.es s. with unusurl carm a.cl rrilfessi.nalisnr. Bccruse l(ates exhibits a hif{h clegrcc .f'self'-cliffrertiation, he is able to sct clircctio', corrcct'rissteps a.cl l<cep a crorll)a'y orl tracl< while still tre scrving the rclationshilt.
A seco'cl

pri'ciplc is that a sclf-cli|fre'tiatecl

lcaclcruev(:,-crsr.s

blctntc'nthen stcttingthc cttst:. This bchavior is quitc critical ancl rc-

latcs to

earlicr consicleration of'Rolcrt l(egan's worl<. Takirg rerso'al responsibility releascs the .rgzr'izatio' to holcl all worl<ers accolrntable. when an clrganizatior-r shils from blaure to responsibility, tliis shi[t allows all members oI the organization tcl locrrs on thcir c'ontril)rrlior. studies with Drucl<cr, we rcacl a casc sLrlcly on how Pr.sicle't Kcr.r.ccly ha'cllccl thi: Bay or Irigs firsco. whrt Drucl<cr wantecl us to leanr is that evcn though nrany oI the r-nissteps hacl

.ur

\ scll-cliffcrcrtiatccl
-the

lcrclcr ncv'r' lo.sr'.s connr' f iorrrl rclulion-

Duri'g .ry

shirs lvficrr nr(lhing c()n-

Self-Dif'ferc.tircd

l_cacler

yicf iorral dccisions. This

Nc'e r krscs co.'cctional rclati.'shi.rs first prirlcillc is a challcrlgC that Inost leaclrrS whe n nral<ing r:onvicti6al dccisi.ns

.
),:'casrs

bra'rc u,rrc'srarins
Ne'e L l)uts orl a gas

trrc
.r

ilJ]^i,J'::ll:,
thosc who afe llost sr-rcccssl'lt, howcvcr, "i;
Seelrs

cnvironnrcltt
clctrs a

'rask

i' a toxic

o Ncver

responsibility . .
Ncvc:t. clcla1,5
ne

triarrglc (involving thircl rart1,) in orclcl to cliflusc

to lic in

bcing

ablc to

sclf -rcgulette

.., confr6ntation

Maturc leaclers refuse whcrr to be clrrwn into tl-rc

-l-hey
clrama of'of'l'iccr poitics.

cded u,irh

Ncvcr hcsitatcs in clcaling

sabotcurs

rcsisl this urge ancl thus holcl thcir in-

nothing tcl clcl with thc presiclc't's owr.r bchavior, I(c'necly took lull responsibility for the clpcratio' a'cl its miserablc failure . I' cloing s. publicly, he refusecl to cast bl.rnc a'ywhe re else i' the chain o[ conrmancl. off-line , it was a cliffcrent story. But Kcnnccly's exerrnple shows the right way to ha'clle any'ra.irtr rrishap: take full responsibility in public, correcr all mishaps in privare In acldition, a sclf-cliffcrentiate(l leader never pLtts ur a gus mtrslt itt tt ILxic cttvirtntnenL This cr"rality is the kcy for a self-clil'[ercntiatecl leaclcr: re we going to conr-inue to put up witl-r clysfunction, or arc wc willing to rcldress ir- ancl rc'rovc it? A gas'rasl< is syr.rbolic ol'people willing t. holcl rheir roscs ancl hopc a proble'r will go awy. odclly cncluglr, thc m<lre a pr.blc' pcrson scr1ses wc won't deal with hirn ur hcr, the'rorc c'lbolcre'ccl the persor.r be.

Ilu

THE SHAPING OF AN EFFECTVE LEADER

[.crttf irrg rvilft (-orvicf ions

l3q

conlrS. Every rtrgatrization irt whicl-r I hlt,c Scrt,ecl has hacl its

ttlxic

persotlalities. Thel' ofte n havc 5sll-iLrstifyirg telclencies arlcl all 'Ihey are never worth the e xagg,eratccl sellse of thcir importanct:

c:onsistcnt Practiccs ws to shut rlown any bacl<stabbirrg llcflrc it gatherecl stcal]r. lf'some<tnc cast blamc ou sonlconc elsc fbr r rnis-

\,
n

ruin tl.rcy bring the compalry. In an earlier assignmenI I experiencecl this clat.nage lirsthancl bccausc o[ my own clclay in acl-il-t1. I l.racl ln employee who was toxic to Il-re orgat-rization, erncl I kept postpollillg the inel'itable' Finally, one of the senirtr membe rs o[ rny te arn took tle ttl lurrch ancl asl<ecl r.ne why I hacln't clealt with the problern. His franl<ness as well as his bh,rnt clocumenttion o[ tl-re tclll this clelay was taking on the tean-r helpecl me realize the nece ssity clf removing this toxic pe rsotl frot1] Our org,anization. When I eventually actecl, the irlitial reaction was predictably unpleasnt; however, alter only a few clays withont this incliviclual, it was amazing how mnch better everything worked. As leaclers, we hrve the reslltlnsibility to remove inclivicluals who are cot-nprolnising the work <lf others and ruining the atmosphere oI the cornpany' A sell-differentiated leader never crelLes a triangle (nvolving a thircl tcu'ty) in order to clit't'use responsiblity. A blame triangle deve lops when a person wants to pin his or her unclerperformance or mislortune on sotteone else. Years ago I worked with an inclividual who would create blame triangles repeateclly' He would start by asl<ing a question that shifted the focus lrom himselI to another member o[ the team; the question would always be a loaclecl one that macle it appear that this issue was going to be the rise or fall of the entire organization. Once we realizecl what was going on, we were able to keep the pattern from recurring, but it provecl clestructive for several months belore we conlrontecl it directly' In the first full-tirne.job I ever held, I hacl the privilege of working for a very progressive leacler namecl Jack Willcr-rts. Willcuts was neariug the encl of his career, but his wiscloln and scnse oI tirning were remarkable. He ir-rsisted on maintaining the highest levels o[ professionalism in our attitudes ancl concluct. one o[ his

hap, Willcuts's stanclarcl approach was to ask thc l)erson nral<ir.rg thc statcmcllt to col-nc with hirn to cliscnss this with thc tcrsor.r who hacl .just been accused. You woulcln't lrclieve how quicl<ly peoplc cuit blaming others once they rcalizecl they were gttirrg to havc to owrl thcir worcls in l'ont ol thc othe r incliviclual. By pr.acticing the principle that all conversations woulcl be hancllecl clirectly ancl

with the persoll namecl, Willcuts kept rhe organization f'ron clri[t,
into sel[-clestructive behavicr. Tl-ris lcssrur was reinforcecl when I worl<ecl br Dr. McKenna. I quickly learned that he was intolerrnt olblanle triangles. lt was t great life lesson, since every organization I have serr,ccl has hacl its
ir.rg

blanre triangles. lnclivicluals anc <trganizations thaI rcsort to blanre triangles ope rate in ways that allow individuals to avoicl responsi-

bility

ancl organizatiotrs to suff'er lnission clri[t.

A self-diflrentiated leacler never clelays tlirect conjron\aLi<n tttl^tan

needecl.

I lincl this principle to be the most clifficult. I woulcl be

rnorc inclined to relrame this conviction as u leacler never clelays confronting uL Lhe appropriate time . Kegan's emphasis on clccor.rstrllcLive criticisrn offers an iltportant corrective: before confront-

ing someone , we neecl to get all the facts. Even ther-r, we ncecl to arprclach the conversation with a sense o[ hurnility, recognizing
that we rnay not have all the inf<trmation ancl that the re are always two siclcs to a sLory. By balancing the conviction that we ulust

with the equally strong conviction lhat we do so decon, stmctively (taking an indirect, conversational atpproach), we cau maintain the integrity o[ our leacle rship while assuring ourse lvcs that we have the most reliable view olour circul.nstances. A sef-differentiatecl lcacler neyer hesitcttes in clealing with sabof eurs. A saboteur is harcl to spot initially, but l-ris or hcr ef'fct is
confront-

long-tenn ancl pernicior-rs. A saboteur sin-rply is someone who engages in sabotage. This [inal leacership quality is the most di[fi-

r40

THE SHAPING OF AN EFFECTIVE LEADER

l.r'rrlint tvif h (.rrltyir I ilts

r4t

(:Lrlt f)r nlc t() rcs()lvc cltticl(ly or casily.

n lac't, I'tlt trtll sttrc

coll-

l'ontrtion c\/cr cltsurcs thc clcsirccl rcsult. Stcvc Sanrrlc, rrcsiclcnt of llS(-, Ilas rn alllrtlaclt that I Iirlcl tlrc

Nt'xt. to urtclcrstulrl tlc t()tal inrritct ol ortr orgitrtizittion, u,e ncccl (o conlributc to thc llrnration of tlre c'ulturc ol tltc oranizatiorr: u,hat it is,'"r,hv it is ancl u'hcrc it is goirrg.'l'his curhasis <ln organizational culturc is critic'al to nral<ir.rg a long-tcrnr c'ontribrttion. C)rganizal.ior.rs clcvcklr shart:cl unclcrstantlir.rgs. As nolccl carlicr, thesc unclerstanclings constitute a cultnrr:. Tlrc c'ullurc of lhc orgrrnizatitltr gttirlcs nrirnv of thc illtcractions t hrt hirpror clr\'-toclal'. These interactions evolvc ovcr titne . Thcy can be changccl, but- r.rot insterntly or clramrticrlly: rathcr, wc shoulcl prlrsue he alth tl.rrough gcrltlc, sustrinccl e[[ort. Wl-rcr.r clysltrnction ctncrgcs, it is imrcrativc that it bc confrontecl, yct conlronting clys[unction:rl l)llcrns is also clangcrotrs sincc clysf'unctional l)attcrlls inllrrcncc who snrvivcs in an organization. T0 cl'range thcsc l)rtlcrns ancl rlovc tlcllr to hcrlth will threatcn thc influcncc of'thc vc11, rcoplc who rcly on tis clyslunction lor thcir scnsc oI cclntribution rncl
cont rol.

l)crsoll hc hs a lrolllcnl with ancl cxrrcss himscll'ttl lhc ltcrsolr itl tcrtns of'htlrv hc sccs the situatiorr. Hc thcn itlvilcs thc incliviclual ttl shlrc his clr hcr vicw of'things. If lhc Pcrsort is ttnclct'ntinirlg him tlr his "chicI
ros( rttractivc. lil<cs Lo sit clo\\'l u'ith
l

lle

lieutenants," San'rple has little rcgarcl aucl cvcl.t less paticnce witll l<ccping that incliviclllal on his tcrnl. If, howcver, that perstln has

a rl1orlent of insight ancl ultclcrstancls whrt ucw llchavitlr is rec-rirccl, Samrlc is willing tcl of'fcr the incliviclltrl a secoucl chancer. This aplroach scct't'ts thc nrost rcstttrttivc ancl c[[cctive. It allorvs ar.r inclividurl to sttbmit to corrcctitltt while kecling his or hcl jol-r intact. lt also allows a prcsicletrt thc latituclc necclcc to aclclress issucs without very cottl'rclutatiotr etrcling itl a clrarnal-ic, clisrulltivtl tclnrination ol it worl< itsstlt'ialc.

Finishing Well
McKcnnr also tauflht
n1

thc tiurclcss principles ol'lir-rishing wcll.

Watching sctrior cxccutivcs trtlsitioll lrtlviclcs an itrteresting stuclf i1 who hrs plctarccl ftlr tltcsc chilugcs ancl who retnritrs
unrrcparccl. McKctrtrr irlways crrrlhasizccl tht \'c Ilavc to prcparc arrivc, ancl wc clo it by [octtsil.rg on thc lor our cxit f'ronr thc clal'

[ollowing priorities. First, leaclcrs lnust l'ulf ill thcir rcstonsibilitl'to btrilcl ttlolr thc history oI an organization ancl contribtlte signif icrrtly tt'l its otlgoing story. Holcling this priority hclps leaclcl-s Prcparc to l"rausition by l<nowir-rg that they have maclc coutributicllrs that lratter. lt also rcnrincls [ts tlt evcry contrillution wc t.tlrl<e is built on tlc bacl<s of'thosc who hrvc g,onc bcfrrc tts. As Drttckcr so aptly notcs, the clef iuing urrl< olthc twelttictl.r century is thc risc oIthc tlrganizaticllr. Orgar-rizal.ions clc[inc tts, attcl in the proccss, they givc t-ts thc oPporturlitl' 1e trral<c a contribr-ltioll that will otttlivc tts.

"vc

()ncc wc trnclcrstancl thc ctrlturc ol'an tllgirnizatirlrr, wc carl bcgin to unclcrstancl thc corc bclicfs, ritcs ancl rituals that hclr rcgul:rtc institulional bchavior. It is essclrtial that wc gain a wclrl<ing l<nowleclgc of thesc unique bel-raviors as our ncgotiatiotr of thcsc critical ingreclicnts will influencc tl-rc whole organization. A[tcr grasrir1g thc irtcnritl cl1,t1ri.., wc I'nr.tst sscss whaI cot.ttribution thc rlrganization crn mal<c to its rcsrcctivc inclustrl,.Jf'fctive lcrclers seel< tcl nnclerstancl both the gencrerl concept of'organizational lif cyclc ancl tl-re specilic applications ol this concept ,,,,,t.. Finally, e ffcctivc lcaclcrs plan the ir cxits in such a u,ay that thcir clcrartulcs crst no slrrclow ovcr tleir succcssors. To ttse Frieclnrl's lcrm, "sel[-cliffcrcntirtccl lcrclcrs" cclcbratc the pcrson, losition ancl plonrisc ol thosc who lollow thcm. 'l-hcsc wcrc lcssons I lcarnccl lrom McKcnna, atrcl thcy cot.ttiuttc to guicle me. Ol colrrse, ther joy ol the.iob is builcling rclationships clay in ancl clay out, ycar in ancl )/cr out iu the sulle organizatiot't.

t+)
.l

THE SHAPING OF AN EFFECTIVE LEADER

lle cnrlLtring r'hirllorgc is thc lcs:ronsilrilitv lo r.clltrtitt t'tttoliorlally'tottrtcttccl u'hilc leacling itttcl tttrtttagittll it ('()llll)al\'Io l]('(cssarv rcslrlts.

Principle

The Quest for Character: Lust Versus Fidelity 'l'hc charactcr cl.rallcngc at tllis lcvcl is lltst. l-lrst is thc rcstrlt of' bcliel'ing thtt tlthcrs cxist strictlv t() satisl\'()Ltr o\\'t clcsircs: tttlbricllccl sextrrl clcsirc is l)ut ollc rtranifc'statitlll ttl tltis clcacllt' tlror.rght. Lust is lrasically our clltir( bcirtg rr-tn tlrltll<. Wc losc ottr
clpac ity' to nrai
trt ai tr

MAINTAINING OUR
CONNECTIONS
Facing Our Greatest Leaclcrship Challcngc

atrl' cottv ict iotrs l-ccltttsc wc :re cotlstttrlcc[ ll'

'l

tlur clrivc to satisl)' clcsircs Ihat hn'c rto cttcl. l-ust is placccl rt this lcvcl bccansc it clcals with thc incatacity tcl rolcl to ()Llr convictiotrs. Dcstitc the c:lttar cviclcl.lcc that thc c"lcst to satisf'y unbricllccl clcsircs crtr ruitt a (:arccr, this clcztclll, thought has lccl ttl thc clenlisc of tntlrc ir-rclivicluals thatt any tlther rncl rlso has lccl to rllorc worl<placc chtrttgcs tltatr atry clthcr. Ilcyor.rcl tl'rc inrpac:t ot.l u,rlrl<placc policics, lr.tst hts tl'rc greatcl ttf'ft'ct of' nnclcrnrining tlrc rrspcct al-rcl cttnf iclelcc wc ucccl frour our work associtcs i orclcr tcl lcacl r,vcll. Ultinratcly, lttst l"rrs to le rerstrainccl; igr.roring it will causc us to violttc alttrorriatc botttrclarics that rc ncccssrry to clo our r,vorl< wcll artcl lcacl cf'fcctivcly. I'iclclitr', ()n tl( tlthcr hancl. is thc c'arac it)' t() htlttttr atlcl rcs'rcct othcr irrcliviclLrals ancl tl.rc ct:rtttllritltrcllts wc t1lal(c ltl thctrt as nruclr as rvc clcsit'c to be honorccl aucl rcslcctccl tlttrselvcs. rc:!}:.ct, wt Whcn vve cxplcss t.rc c1r-ralitics ol'intcgrity, c$cl lhis lcvcl of cotrtcultLtTs tha crcatc luritmcnt- ir.rspircs other pcoplc to place conl'iclurcc attcl trttst iu us, zrncl to lcaru to clcpcncl orl us rs wc leacl ancl inl'lltcncc tle clcst i nics of' our rrlgittt izat ions.

ht' llsrvcl'lo fhc rrrcstiorr "\uhat is

.1o

rrrl brrsirr'ssl" is rcilhcr.

rll,r.l,s

sitttpk' rror obviorrs.

trisc lhr'qrtcsliorr

rtvcrrls r l'crvtrgr's rrrrrl

difii'rrr.r's ryilhir llrr' Iop-nunas(m(',t {,.oIl) itscll. Ior f his ft,s0n, if ilrusl

ltt

usfud,.[or it cnultlts th( Iop ntu,tLtg.r]of sr'()ltl, lo tvoll to.qclht'r.rrtt iscl,

lrccrrrrs' crrch nrcrnhr'r' is

rogrritlrl

ol

.luntlLntcntul difftrtncrs rvithin fhc

grout,

tnd, tlrcrr.l<trt,.lur rnolc

lil'ly to

rurlostrlrd rehat ntotiv(rf('s

his r rrllerr.gur:s antl v,hut r,lplairrs f ht'ir bclrrvior:

Peter Drucker

COMMITMENT

CONNECTIONS

coNvrcrroNs
COMPATIBILITY

CUTIURE CHEMISTRY
COMPETENCE

\ \

+.t

THE SHAPING OF AN EFFECTIVE

LEADER

,\'frrirrlttinirrg

Otil (.onncr liorts

+5

unrlcrstancl, but thcrc's IlothitfI altottt thls that li'cls vcr')' Iovir.rg." l rt:ccir,ccl this t'csp<lrrsc aItcr c:tlttrtt.ttttticttillS to a l<t:y associatc that t clicln't thitrl< hc: was a goocl f it frr his position, ancl I thrlr-r1lrt wc woulcl ucccl to tnal<c a changc. As rvc Iinishccl ottr c'tlt.l-

"l

ion, I hacl lskccl h i nr, "Dcspitc ;,1,, cl isattoi rrtnlcl1, :tt'c y()Lt ablc to unclcrstancl why I maclc this clccision, rncl cltt you lccl lil<c )'oLr'vc l)ccn trcrtccl r.vith lovc, intcgrity, carc itncl rcsllcct?" Thc resl)onse hc nlaclc has lingcrecl ilr rlry trrincl elvcr sincc. fhcrc is sinrply no wy to trallsil-iott sorlcoltt: itrttl atltlthct-lositi<ln or oLlt oI thc rlrgauizrtion altogcthcr rncl havt: that incliviclr-retl ccl goocl rbout thc nove. Morcovcr, thc other nrctrtltcrs of thc tcatn tal<c
vcrst
f

note clf our bchavior atrcl oltcu havc otre of tr,l,o rcstttnscs: Whtrtt

will it ha1tten to ntc? or lf '.s nboLrf f inte. Thc peoplc clccisirlns rvc tnakc havc thc grcatcsl itrl'ltte ttcc tn tlc tra.icctor'1'ancl rotcntial for sttcccss ol ottr orgatlizatitltl, llrtt horv crn \\'c sta)/ e motionally contrcctccl to otlr rssociatcs rvhilc holcling thc cclt.tvictiotts that rvill clrivc thc cotnlilt"t1'to lotrg-lcrtl, sr,rstainablc succcss? This is lhc esse nce of'cllcctivc lczrclership.

Drucker on Connections
Listenirrg tcl Pctcr Drltckcr cliscttss thc ittrltttrtalrcc ol''lctlllc ttl ilu organizatiotr is one of'thc tnost tt-tct'noraltc cxlterie nces ilf'tn1, 1tire career. In so t.nany rcspects, his httmatr-ccntcrccl aprroach to leaclcrsl"rip revolutionizecl thc liclcl. Ilow, tl'rcn, tlight wc brir-rg his thor.rghts to life tclclay? Thc starting poitrt is rcalizing that a htttrt:rtr-cclltcrccl alproach to lcaclcrship begins rvith the rigl.rt hurtrirtr rclrtiotts.l There are lour brsic rc'clttirctnettts. First, wtr have to ic[cnti[)' llrcl
conrnrunicttc thc contribtttion wc wlllt cach cr.nPloycc to tnrkc. l(nowlecgc worl<ers tnltst l<nclw rttcl ttuclerstallcl what is cxllcctccl

frl cxanrrlc, oI a hosrilal acllnirristritor'or art olchcslt'a contlur'tor. In thc cascr ol hospital aclllrirristrators, tlcy arc Icsrottsirlc rultirnatell, firr paticnt carc attcl for the rcstorati()l of'hcalth. All lunctions u,ithin tlrc hos.lital arc locusccl or that entl, ancl thcil' worl< is nlcallI to crlsurc thc coorclination of all thc c[isp:rratc, incliviclual rarts of l<nor.l,lcclgc into nrcllingl'trl whole that can contributc to thc recovcry of tllc hcalth of'tl.rc raticnl. Sirnilarly,, orchcstrr concluctors rc not responsiblc fclr rlaying cvcry ir-r-[he strun'rcrlt. y arc rcsponsible lor ensuritrg tlrat evcry itrstrullrcnt is playccl wcll. loth:rnalogics illustrrte thc essencc of cflcctivc lcaclcrship-rnaking .joint rcr[orutarrcc rossiblc lt), crrsurirrg thc surcrb contribution ol cach incliviclull ilccorclitrg to llis or hcr gilts. Thircl, wc hrve to hrvc a rlan frr scll-inrpr'o\cntcnt. lr-r a ctrlogy for l)rucker, Stcve [orbes, the CI-O oI Forbcs, Inc., clairnccl thrtt what maclc l)rucl<cr ttr.ticr-tc is that hc ncvcr grcrv slirlc intcllcctnalll'. What a tributc! Drucl<cr was ncarly ninctl,-5i when hc passccl rwy, ye t he neve r stol)l)ecl carnir.rg ancl growirrg. Fourth, :rncl cclutrlly' crucial, wc lrlust plan flr thc clcvclortncnt of othcrs. h-rc[ivicluals will clcvclop clcep ancl broacl cclr.unritmcnts to organizatirlns thal focus on thcir continu:rl growth ancl ilnprovcncnt. ln an ac ol thc l<,towlcclgc workcr, such pl;rnning is critical if incliviclLrals rc Lo rcrlrrin loyal to our tlrganizatiotr. A corollary ol committing ourselves to thc clcvck)pnlcnt ol'othcrs is thc rt:cogr.ritior.r tha[ wc rlust frcus ou the strcngths of'our work associates, nlal(il-rg their strengths cf'lcctive ancl their wcakncsscs irrclevurt.2 Whcn we fail to aclolt this arrnlach, we initiatc a rcriocl olstaguatiot't ancl clcclinc that will evetrtuall),thrcatt:t.t the very vitality of thc organizrtior-r. ln frct, thc lirst sign ol an

orgarrization's clcclinc is thc loss of its aprcal to cuirliliccl,

anrbit ious rcorlc.

rblc atrc[

oI tlrcnr.
Scconcl, u'c havc to tlloti\'te aucl orgiltrizc cach ilrcliviclr"ral's contribrrtion so thrt lrc or shc catt c:tlntriltutc to tllc u'holc. Thinl<,

Thc firllor.ving livc ctlmulitrne rtts rrotivatc incliviclnals to cl'tggc in procluctive contributiotr atrcl otrg<litrg clcvclorrne ttl.

l4

THE SHAPING OF AN EFFECTIVE LEADER

lrinlrinirr Our. (nn'r liors

t47

. l\ . . . .

clcar mission so that an ittcliviclual catr scc horv his or hcr contribution lits into tl.rc c:ollcctivc wholc
The carcf'ul rlircctuernt of'cach inclivicltrrl into a.iob that nlaxilul i zrs st l'crllt hs ancl tn i n i Iu izcs wcal<ncsscs

a.irgt:

*..

as a l)ftncr

uagi. t rlc l<'.u,rccrgc lv.r.l<c r. ratllcr than rn cnrrloycc irc two clualitics tlat rcf.lecr
rrra

t by .lr.icct

i'cs a rcl

Olrportunitics lor lc:rnring atrc[ inrrrclving that trral<cs Pcrl)ctua I clcvc lormc nt ross iblc ncl clcsi rrblc
r

High ckrnratrcls tl.rat rccr,tirc oLlr best cffort

Consisternt, preclictablc accotrr.rtability irr orclcr to rchicvc resttlts

Uron rcvicwing thcse livc principlcs, wc rrigl-rt easily ssLlrtlc that all incliviclurls shoulcl bc nranagccl thc samc way. Yct, thouglr thcsc livc rrinciplcs rrc csscntial, this clclcs n()t tncan that we rll shoulcl bc managccl thc srmc. Drawiug cln Dclttglas Mc(regor's worl< J-hc Llumut Sitk ol Entcrtrisc,] Drncl<er cenronstratcs that both he ancl McGrcgor initially g,ot it wrong. By contrast, Maslow got it right u'ith his enrrhasis that clilfcrent pcople have to be
nra nagecl
cl i f'f

cre nt ly.

The rolc of'thc cll-cctivc leaclcr is to give l<nowlcclgc workcrs tl-rc

guiclnnce thcy ncccl tcl tral<c lhc contribr-rtions thcy arc ltcing askccl to rnake. Once a leacer cstablishcs thc stanclrrds, valltcs, cxpccl-ccl re rlormancc zrncl rcquirec rcsults, worl<ers then ltnclerstancl clearly what contributions thcy will havc to mal<c. Yct thcy n.ray se lect the lashion in which to urrkc thcm. ln othe r worcls, thc ef'lctive leaclcr cloesn't worry about control of thc process; rather,
the effectivc leacer f ocuses primarily on re sttlts.a This focus informs thc way an cffective leadcr stzrys conucctccl to his or l.rcr l<nowlcclge wclrl<crs: by persuacliug tl-em, rathe r Ihan corrrmancling tl-rcm, to pcrfortn. Cotllr.titurcut to thc prir-rciple of' r1nagemcnt by olr.jcctivcs allows au organizatiotr tcl builcl true
tear.n ancl integrate incliviclual

clforts iuto

cotnrnou achievelle nt.

n i zat ion cont r ibutcs solrctl ir-rg cli ffcrcn t, but all llcmbers rrust contribute towarcl a cotntnon goal.

Each ure urbc r o[' t hc o rga

our conrnritnlcrt as a lcrclcr ttl hirc cor11)(tcnt pcorlc arrcl tlrcn turn tht:nl loosc to woll<. Thc corrnlitnlcr.rt to viewing incliviclr-ral l<'r.wlcclge workcrs as l)rt.crs is basccl rlot o' e r,<lti.r.rally lnclc' cxpcricncc but ralht:r on thc bclicf tllat tlris corlrnritmcnI cvol<cs thc bcst rcrf or'rarr:c [r'orlr all .ur r,r,.rl< ass.ciates. r]ccausc this 'l conrnritrncnt, four basic gr-riclelincs shrxrlcl clircct our rcrsor.rncl cle cisions.i lrirst, if rvc sclcct rc.rlc f.r.i.bs i. rvhich thcl'arc.'t g'ocl l'its, \c llust rcassigrr lhcur so that thc1,r'rn nral<c thc contrillutions thcl'arc bcst ablc t''ral<e . r hr'c bclicvecl this prir.rcirlc ,r1, .,,,-., lifc. but until I stucl iccl with nrucl<cr, I hacl ncvcr hearcl lyonc who was willing to lcacl this way. Ever),clthcrsituatirln in nry ex_ rcriencc hacl irrvolvccl blame bcing placccl cxclusivcly on the mal_ f'unctioning cnrploycc, n(\cr on the ir-rcf'fective boss. -scco.cl, cvcry l<'.wlcclgc w.rl<cr hrs trrc right to c()'rletcllt conrnrrncl. 'rhis guiclelinc rnaintains ruutuaI rcspect, whicI-r nrakcs ..i'i't pcrlrrllallcc rossiblc a'cl l<ccrs urorrlc high. 'rhis scco'cl princirlc l.nust bc conrbinccl with tllc f irst: thaI is, wc havc tcl have: thc right pcople irr the right r.sirio's ir orclcr to r'lfill our obligation to proviclc c()nlpcte nt cornmancl. still, clcsritc our bcst effrrts, wc cur cncl ur with problc'r ernrloyecs. Bc nlinclf ul tlf rrovicling colrllleterlt comnrancl, but whcn an inclividual or clcpartnlcnl un_ clerr'ri.cs thc cflcctive'css ol'a .orpctcllt leaclcr, wc havc rencgacle employce or clepartrne nt, not an inconrpctcnt nrarager. Thircl, wc all r,ust rccognizc that .ur pcollc clccisions f'r-r'clrnrentally clctcrnlinc t hc rcrllrnrzrncc caracity ol our organization. No rnattcr how rnuch wc lil<c sorlconc, if hc.r srrc cl.es rot r)ossess tllc co'rpetc'cics l.o perforrn we ll, hiring or rctai'i'g that pcrson wil harrlr thc organization ar.rcl ultinratcly c.nrp*rnrisr: our ef'ncrive ncss s a leacler. Many wcll-nrea.i.g bur u'cliffrentiatcd leaclcrs f incl rhis guiclcli'c p'obrcnratic: they lil<c i'clivicluals

THE SHAPING OF AN EFFECTIVE LEADER

,loirrf rrirrirrg

Olr (lln'r

Iils

t49
r<cy

or groul)s, but arc t:tnotiorrally cotrttcctccl to thctrt in ways tltat ctor.r't lcrcl to cffic:tivt: rt:sults. Separating ottrsclvcs cluotiotlly l'ronr oLtr rrcleretrc:e fbr an inclivich-ral or grour in orclcr ttt troviclc
cornl)ctcrlt commartcl i s clf
ra

I I
| I

of this rcscarch, shc icrcntiriccr thrc. l"aguc.''.our irics cach wirh rhre c kcy scl.s of stylcs.s

scts.r

cFrar_

rantr)ttrtt i ulportt]cc.

Finally, wc slrould only givc ucw assigt.ttuents with signif.icilr.rt risl<s to pcorlc wc knorv, reorlc r,c havc conf idelrcc in rtrcl whosc jr-rclgnrcnt \\'c trLtst. Tlrrottghout rl.t1'z.',t'..'t I hirvc hrcl lo mal<c many pcrsonncl clccisions. C)ftetr the solutitlt-t is obviotts. Howevcr, wren lacing how to lill a rositioll lhat has turnecl into a wiclorv nrrl<er (in Drtrcker''s tert'ns, clcating tw() or tnttre gttocl
have erlw:rys reachecl out to an ir.rcliviclttal I l<r.row, I have conficlencc in ancl I trust. My rationae: I l<now if'this incliviclual frils, the lailurc is a rcsult oI clccper issues within the

'(.oltllt't'livc leatlt'rslrir" t'tlrrtrilltrtcs l)y lrcllirrg us irrcgr.rtc ()ttl'l)ct's()llll stylc witlt tltc olgirrrizrtiorr;rl cultrrle rncl cvir.rrnlcntal context in snch a wy tl-rat thc-alignn,rent leacls to grcar resltlts. What I havc fruncl rarticularly comrclling in l-i>ra'Bluttrcu's wtlt'l< is how slrc clcr,rtes the hunarr climcnsion in leaclcrslrip: wc tllLlsl. tlnclcrstand both irrcliviclual ancl corrorate cont(xts itl orclcr to lcacl wcll. This r-rnclcrstar.rcling highlights tl-rc critical

people

in a row), I

clrganizatit'ln ancl not capacity issucs on his or her tart.

l)rucl<er lras ct.npl-rasizecl thrt clevcloping l-rlcnt is critically important fbr the enduring success of'any orgeruizertiou. Such cleveloprnent is only possible when senior lcaclership works to tunclcrsLand ancl guicle the emerging class o[ new knowlcclgc wrlrkers. Morc than any priclr gcncrtiolr, this grour f'ecls thc neccl lrr conrlection with le aders in tl.reir organiz:rtit'lt.ts ancl lbr those leaclcrs' provisiou oIopportuuities to l'incl tncaning through the ir worl<. An early pioneer in articnlating the theoretical base fbr this philosophy of' lcaclcrship is Jean Liprnan-Blur1lcrl, a professor of marlagenle lt ancl a llrmcr colle agr-rc of' Drttclccr's in thc Drucke r Center. Lipman-Blurnen has cleveloped zr theory ol' "connecLivc leaclcrship," barlancing the tensiolt bctween excellence in incliviclual contribution witl-r the necessity o[ excellcnce in exectltivc
leadership.

illportauce clf n.raintaining our ccltrvictions as leaclers whilc rai.taining our conllcctions with wclrl< associatcs. Lcaders oftol start otrl- with onc oI trvo birses: cithcr i'npclsing our will on organizatio's because wc ha'e with.ut a con_ 'ision l-tcctioll Lo rcality or capitulating our leaclership responsibility acl
erchieving r.rothing becanse we arc co-ortecl intcl the status cuo by

tlttr tlrgauizatitlns. Il.r the past [our years I have learccl tl-rc ccessity of' this c[r-ral locus lrom Robe rt J. Er.nrnons, retirccl chairman ancl cEo ol smart 6g Iinal, a.cl past profess'r of inter.rtio'al marl<etirrg at the Ulriversity of'southcrn Califbria. Illrgs cr.boclics the principlcs ol'"conncctive leaclcrship,', acl I havc lcarnecl so urttch fom him as wc have cliscussecl leaclcrship cffcctiveness in thc twenty-first centrlry.

Achieving Great Results While Valuing Our Work Associates I have hacl the privilege ol'inte ractir-rg with Enlmons on ir frecluct basis for the past fonr years. FIc is thc retirecl chair a'cl cEo of
Snrart 6 Fina, art intertrationrl chain oI warehouse retail outlcts, pattcrrlecl af'ter Costco ancl Walrnart but using a srnrller footrrint ancl locating in olcler, tlrore estaltlisl.rccl urban ce nte rs. Our topics of' corversatiorl rangc l'orn worlcl rflirs to poctry, leaclershir, thc role of'govcrnrnnt in society, thc nccessity of' morality ancl ruc tntlre. Eurtntlns is onc of'the nrost rositivc ancl optin.ristic incliviclu-

This model o[ leadership was clevclopecl over a twctlty-year pe-

riod ancl ref'lccts research she cotrclttcl-ccl with t.uore thatt thirtyninc thousancl pcore.6 To guide hcr rcscarch shc clcvclopecl thrce quantitative illstrunrents with Harolcl l-crvitt, hcr Star-rforcl col-

r
t50
tls I'r,c c\cr ncI
THE SHAPING OF AN EFFECTIVE LEADER
Nfu

tirtf rtirr irr.q ( )ru. (.onrr I iors

5l

yct hc disrlays tht: gritty toughnr:ss of a l)ctroit

t:hilclhoorl. I:nmrous is a living cxanrPlc of conncctivc lcaclcrshiP. llc .rorularizccl tlrc r.rotior.r of raising up a wholc gcrlcration of'"lvc" lcaclcrs; cnrrhasizing that rlnly gt'cat rllgauizrttitlrts lre lt(l
1t1,

I I |

"*.'"

.trtl strzttegl'arc tlc l<nowlcclgc u'orl<crs who carry it out. As I:'l_ ttt()ts ()tlcc wrolc, "rclationsl.rirs clrivc suc:ccss."') llclationshirs <lttr altility to connect lvith l<cy collstitltcuts, - il firct, clri,n,c all ",ltl otlrct' astccts ol thc organizaIion. tclationshits with custol]ters,
strlllicl's, st'rvitc ctlllsttltitnts alrrl cvcn (onll)ul),irssot.iAlcs rlt'lclrninc tllc lcvcl of su('cess an organization cnjo1,s.

lcaclcrs.

Whcn lre slrol<e in tly c:lass rc:crntl), l.rc br:garr by r.r<ltirtg rcctlll slccch hc hac Ircarcl b1' a protlitrct.tt rolilit'irrn ilr ottt'c()urtr')'. While ceunpaigning, this incliviclual frcusccl on bcir.rg r "wc" lcrclcr, but lrow, altcr two )/ears in officc, tlrc politician hacl bccotlc alurost single-minclccl in enrrhasizing "tttl,"'.,',tt.ttplisltnlcnts, wl-rat "l" hrvc clonc, ancl how these rolicies have affectecl "mc." ln coll-rst, grcat corurcctivc lcaclcrs erlwirys focus on the grcatcr gooc[ arlcl rlay thc kcy rolc in raisir.rg thc r,ision :rncl sights

As a Icsrtlt, httttran rcsoltrccs rcnlrin thc nrost irnportant r.crsotlrcc tlf cvery orgauizatiotr. In orclcr to mrximize ol]porturiti(s lor thc llttltrc, lroreo\/cr, cvcry rlrganizrtioll will have to caritalize

oll thc llroacl ancl clivcrse prlol clI trlent thrt constitutcs its w<lrl< [orce.'l-his broacl rool of'talent will bring with it ur.rictrc ch:r[lcnge s that t'attuttt bc ignrlrecl. For instancc, intcgrating incliviclu-

als frtltrt clivcrsc ltackgrouncls

e

will

recuirc clelibcratc, consistcnt

of'thcir ass<lciatcs. []rlrnlrlrrs also e rnphasizes that tolrorrow's lcaclcls will holcl p()wcr not becausc of'rosition bnt bercausc tlf'trlcnt ancl rcsrcct. [-eaclers re no longer givcn a blanl< checl< ol conf iclcncc ancl erprreciatior.r. The mutiple scanclals over thc past seve ral years have clcstnryec our conficlcncc in the horrt:sty ancl intcgrity that was the bec[rock of corporate Alnerica. As a rcsult clf'this nrora clcclinc, higl-rer scrlrtir-ry is incvitallc. In fact, Eurnrons argues that only thnrr.rgl.r this scrr,rtir.ry will wc bc ablc to rccovcr thc rcspect thrt is so critical frr cf'['cctivc lcacle rship. -l'his scrutiny will also irnpact loyalty. Fil'ty ycars ago a conlpany coulcl L()u11t ()u cn.rpkryee loyalty. With the cnrcrgencc of Ihc l<nclwleclge wor<er ancl the erosi()n of'liftime elrploymeut, employees no longer anticillate or ev(n rlan lo stay at or.re job frr an crtirc carccr. Ir-r fact, accorcling to Etnrttot.ts, enrploye es ale vicwecl as lacking ambitior-r if thcy clon't- movc on cvcry lcw ycars. Tltc goal, then, is to crcate thc surl- o[ cnlture, al-mclsphcrc rcl corlne:cterclncss thal rnal<cs cmployees want to stay long tcrm. At the l-reart cllemployee respect is a leacler's carpacity to gencratc vision arl(l cxecute sl,rategy. At thc heart- olcach leader's visiou

ffrtrt.

During his own tir.ne as a cEO, Emu-ror.rs clcvclopecr an in-rrotrsc trainitrg program titlecl "srnart Univcrsity." This training ilrstitutc allowccl all er-'ployees to progress ir.r workplace clevelclmellt as

training ancl ir.nprovelllcrt that [ntrnons ancl the cntirc St.ttart 6 I'iinal rranagcrncnt tenl to instill the organizationa culturc that carriecl thc company through ma.jor transitions within its inclustry.
rs

well

to

r.tnclcrgo continuous

uraclc the

u more cllicicnt in their work. It als<l allclwccl

Recently, when Emr.nons spol<e in class, he e rnrhasizecl that rrrc most effcctive leaclers alwerys begin arrcl encl with funclatncntal rc-

spect for their worl< assrciat.es. I-Ilrmility tcaches a leacler to respect the l<nowleclgc ancl expertise that every tnernbcr of' the organization brings to worl< every clay. a'cr maintaitl the type cll ccltrlrection tht allclws lcaclcrshil ancl ilrllue'ce to llow lreely within the organizatio'. such lezrclcrship ancl inilucnc:c, in tunr, provicle the ef fectivc leacler with the platlorm frorn which to cast vision ancl dcploy strtegy. As a rcsult, Erttntltrs ir.nplertre ntecl rnultirle strategie s to ensurc that thc cul-

This baseli'c ol respcct

'rakcs

it p.ssible to clcvelor

l-

152

THE SHAPING OF AN EFFECTTVE LEADER

lVlainf rrin irrg Or Crn rccf iorrs

t53

ture clI Smart 6s Final would be a welcorning place lor his work
associates. These strategies included the launch of an annual farnily picnic so that everyone could gather to experience the personal lives ancl

le

ar ancl anxiety of Emrnons's worl< associate s. A common mistake

farnilies of work associates. He launchecl programs that helpecl every member o[ the colnpany cliscover his or her role in the overall work o[ the company. His "I Make a Difference" carnpaign expressed the hurnan longing to make a contribution that will rnake a difference. Emmons leveraged human motivation, which catapults a company to remarkable results. His leadership was not without controversy. Confronting a union culture that discouraged cooperation between labor and management (e.g., challenging participation in company events based on union or nonunion status), Emmons worked to bridge these diflerences and improve relationships. Some o[ his gestures, like having the names of each driver placed on the sicle panels o[ his or her delivery truck, seemed small. However, the results spoke for themselves: productivity soared while maintenance costs plummeted. Emmons's key to success was com[tunicating the fundarnental values of integrity, care and respect. Emmons believes that people matter, and his work associates knew it. We have to communicate the value of people in ways that matter to them, not just ways that matter to us. Emmons believes our language use and worcl choice matter. He stopped referring to the workers as employees; instead, he began calling them cssociates. He also insisted that conversations tnaintain a civil tone. Again, these may seem like small gestures, but his attention to the ways that corporale language shapes institutional culture has been remarkable. This language sensitivity, in turn, helped engineer a transition at Smart 6c Final from employees seeing their contributions as an indiviclual matter to seeing their contributions as accornplishments of the team. Ultimately, the launch of Smart University helped lower the

for many companies when launching a change initiative is lorger ting about the anxiety this sets off within current associates. By launching Srnart University, Emmons clemonstrated that the company was commit"ted to every employee, including long-serving employees. This commitment to employee training signalecl that the cor.npany would give cvery associaLe lhc ottortunity to grow and develop in order to continue being a productive, contributing
member ol the team.

The results were staggering in terms o[ success. By the time Emmons retired, Smart University was offering eighty courses and teaching the principles o[ rnanagernenl across all levels of the company. It had also garnered the interest and support of others in the food industry-including TraclerJoe's, which outsourced its ernployee training to Smart 6 Final. This emphasis on corporate culture, rnoreover, dernonstrated the priority Emmons had placed on it. The desire to create a culture ol integrity, care and respect reflected Emmons's priority as an involved, connected leader. By being committed to helping individuals become al that they could be, Emmons ensurecl the long-term loyalty and success of his
company.
Today, we know that the way forward

will require

us to tnanage

in collaborative

environments. The outdatecl and timeworn approaches of command and control will not secure the level ol talent that is necessary for long-term, sustainable success. Knowledge worl<ers simply won't

put up with an atmos:here that

is

repressive of their contribution and reactive to their input.

Working in a college environment, I am surronnded by knowledge workers. What I have experienced in this environment is that everyone desires a culture of integrity, care and respect. They do not need to know eve rything, but they want appropriate levels of honesty and transparency so they rnay understand what is happening in all facets o[ the college. They also want to have appro-

154

THE SHAPING OF AN EFFECTIVE LEADER

N,lcinf (rin<

()ur' (-orurcl iors

155

wc priate levels o[ input without necc]ing tt clotrrinate' As a result' l ehave been able to develop a level o[ participatory mnagetnent stratcause our roles are unclerstood, our rnission is clear aud our egy is compelling.

Ultimately, we come to work each clay because we believe we are contributin1 to something that wil oltlive us' Nothing is tnore colnpelling than making an ultirnate cclntributioll to purposes [hat are greater than ourselves'10

Whcn we persevere , we discover a dcpth clI meanir.rg ancl pr-rrpose that is never obvious at first glance. Inclifference is a result of not seeing the deeper nreaning [o ()ur l)resent work. Diligence is the character trait that arises when our imrnediate work is tough ancl there is no clear encl to our challenges in sight, but we carry on believing that the outcome in the luture will be worth all the
prescnt difficulties we [ace.

In my own li[e

as a leader,

have gone through periods o[ in-

tense scrutiny ancl challenge. In every case, the sense oIthe greater

TheQuestforCharacter:IndifferenceVersusDiligence
h.rdifference ancl impatient discouragellent result from believing that the currenI investment o[ our lives does not matter' These negative attitudes rellect a perception that what we are currently cloing has no enduring value. Drucker recognizecl this dynarnic second and spoke about the neecl either to find new work or fincl a

good being accomplished by the organization kept me from quitting. In fact, ir-r every case, the rnission of the organization always
exceedecl the inconvenience of the tasl<. Ultirnately, facing hardships ancl challenges is part of leaclership; persevering through thern will shape us in ways so unique that we are forever changed, ancl our organization will be better ofl because we enclured.

volunteer career where we coulcl find meaning' As rnany o[ us enter rnidlife, we lnay experience being overlooked lor pronotions or perhaps experience other major setbacks in our career' Often' l-rigthese experiences mal<e us lose heart. ln fact, they can even ger major bouts o[ clepression. Or the trigger may not be a setback at all, but sirnply boredom frorn cltling the same thing over and that over, year in and year out. lt is in these challenging moments
that we can fincl our greatest,ioy by becorning engaged in activities

bring.ioy and happiness to others'

ln contrast, cliligence strengthetrs our resolve and helps us persevere through these tough titnes, knowing that our contribut'ions situmake a clifference. Every one of us either is facing or will face these ations and circumstances lhat test us' Our ability to endure leadership our keeps trials ancl corne through them in a way that intact will give tts even greater platforrns from which to influence is the clirection of organizatior-rs. Of course, our ability to endure the often tied to the level o[ conficlence and committnent we feel to
organization we are leacling.

Muhing An Llltinu(t Contril:tutittt

t57

Principle 8

MAKING AN ULTTMATE CONTRIBUTION

Discovering Life's Greatest Purpose

"Evcntually, you havc t. givc back.', These worcls still linger in rny n-rind. Pe ter Drucker statecr them as we were wrapping up our first lunch. His sense of making an Llrtimate co'tribution guiclecl him, and he hoped ir woulcl guicle me. Woody Allen once jokecl that he wantecl ro gain imrnortality not by his work but by not clying' oh' to be so lucky. since we ail face death, it is reft ro us ro deterrnine how we will livc ancl how we give our lives ancl our
leadership ro purposes that will ourlive us. In this way, we gain a sense o[ the immortality we crave by the contributions we make to

Jinal recui'ement of e[Jtctive leatlership is to ecu n f r.rst. fi.rs is th(l cotvirtiott thctt thc leadar meuts whut he say.s. Il i.s u bclicJ in sorne thing very
The

will continue long alter we are gone.

the lives of others and to the institutions and organizations that

olcl-Jushionctl mlled "ntcgrty."

A leacler's dctiotts

uttcl

u leacler's proJessed

belie[s must be congruent, or at lettst ctnnpatible. EJJective lcatlership is not based on being clever; it s ltctsecl printarily on being conssten.

It is through trust thst tue lift a person's vision to highcr sights and
ash ntcl rrswer; "WhaL
clo

you want to be remenilteredJor?"

Peter Drucker

ln Goocl to Greal,Jim collins writes that great leaclers sublimare their own ego in order to serve the greater goocl of their organiza_ tion. This orientation is the hallmark o[ their success. In pursuing this commitment, collins notes, leacers invest their life energies in purposes that will ourlive them. In orher worcrs, they make an ultimate contribution. ln Manctgement challenges for the 21st Century.r Drucker iclentifies the essence of making an ultimate contribution as the quest
for meaning. He also nores thar the great chalrenge to rnaking this ultimate contribution often strir<es belore we are reacry, and is the

CONNECTIONS

coNVtcTtoNs
COMPATIBILITY

hallmark o[a midlife crisis resulting from boreclom. Work, meaningful as it may be, can lose its appeal. Red poling once remarked that as he ended his career he grew less ancl less i'terestecl in the problems ancl more and more interestecl in the people. The demanding side of work can escalate until work no
longer provides the challenges thar captivate the mincls ancr irnag-

CULTURE

CHEMISfRY

COMPETENCE

inations of effective leaclers. Eventually, they begi' to look for something more. In this quest they seek opportuniries that will bring meaning. They have made rheir rnoney; now they wanr their lives to collnt, to make an impact, to really matter. Drucker advocated developing a seconcl interest long belore we
exhaust our [irst interest. This parailel career becomes not only our

CHARACTER

l5r

THE SHAPING OF AN EFFECTIVE LEADER

Muhing An Illtintutt Contrihution

I5c)

lilebloocl for rneaningful work ancl service opPortutlities in the [ulure, but also a sourcc o[ ,rcat support iI wc werc Ltl expcrieucc major setbacks ir"r the present. But how do we make this move? All of urs make tl'ris move when a trustecl llelltor shows tls thc

way. Long before Drucker expancled my tlnclerstanding of tl-ris principle, I first learnecl it lrotn my father, Richarcl Beebe' who olte n spol<e to tne about his own cr'rest ftlr nreatlit.lg.

tivator ol quality education. He sought to lrotivate in two prir.r.rary ways: by being physically present at all types of public evenrs in orcler [o offr his full ancl visible supporr lor the comrlete range of' the school districr's activities, ancl by building a srrong imagc for thc school district through positive rerorting that locused on each stnclent being given the opportunity to maxirnize his or her potential. More than nything, rny [ather cleruclnstrated a unique catacity

Developing a Second Interest While Living with Purpose My father clied on Septernber I2, 1989, from tnassive complications triggerecl by cardiac arrest. He was sixty. We were shockecl' He walked two to four rniles every clay' had grown up on a fann ancl hacl regular checkups. His owtr lather livecl to eighty-eight, his olclesr brotl-rer rurnecl ninety this year, and all of his siblings have livecl well into their eighties. The stress of'his job as a public
school superintenclent ancl earlier periocls of inactivity hacl tal<en

their toll. Now he was dead. I was thirty when it happened' I spoke witl, hirn once a week, hacl visitecl with him on the morning o[ his carcliac arresl and consiclerecl hirn to be my key mentor. Even now I find rnyself remembering conversations ancl comrnents he made more than twenty years ago. I hacl enjoyed growing up with him as my father, but I hacl especially enjoyed entering adulthood-a time when we were able ro share problems, seek advice and enjoy the friendship
that comes with maturitY.
Subsequent to his cleath, I was contacted by Dennis Hagen, who

to be ernotionally present with other people. He showed this capacity with his family as well as rhe people he workecl with and servecl. An effctive leader learns how to be emotionally present; my father often said, "Wherever you are, be there." He meant Lo convey that we should learn to live each tllotnel-t so that the people we are with feel the [ull irnpact of our prese nce. While providing quality educarion to a corrrnunity was his firsr priority, he also contriburecl to rhe quality of lile o[ rhe enrire community. Whether promoting area centennials or working with state governmerll- to improve the safety of nearby roads, he believecl he was responsible to rnake a positive contribution in all
areas of life.

with my father for a class ar the university o[ oregon. The internship liad focused on rhe responsibiliries and priorities o[ being a successful public school superintenclent. lt included different observations ol daily responsibilities. It also included long conversations abottt what motival-es a person to engage in this type of career.z
hacl completed an aclministrative internship

Essentially, he had a bias for action ancl believed that ]ris responsibility as an effective leacler was to look at what a situation required and do it. He hacl little regard for prirna donnas, for the individuals in an organization who believe the organization exists [o serve their ego needs. Instead, he locused on what each inclividual could clo to serve the greate r goocl. This focus could not be captured by a job description. No job description aclequately conveys the sense that some o[ the responsibilities of an effective leader are looking around and rhen getrillg involved in solving
problems that
she serves.

will

flundame

ntally irnprove the lives of rhose he or

My father believed his first responsibility was to be the chief rno-

My father also worked to create a positive atmosphere in all aspects of the organization, inclucling his interaction with the board ancl the general public. Throughout our conversations, he

r
160
THE SHAPING OF AN EFFECTTVE LEADER Mrrlrirrg An

Illtinttc (rnlr ibtrlion

how sitttatious oftcn puncLuatecl his remarks withillustrrtions tlf lnaLters in a pubturnecl into clisasters when peoplc settlecl private way not lic way. He felt that solving lrivate matters in a public too only causecl a specific situation to escalate' thereby taking entire orgamuch tirne with too little success, but also caused the prilianclling nization to lclse track o[ its mission. Conversely, by

to locus its llubvate rlatters privately, the school clistrict was able for all its lic energy ancl attention on provicling quality education students. years' My father worked in the same school district for thirty bosses great Prior to becot.ning superintenclent, he workecl for some

anclforSolnenot-so.Sreatbosses.Hisbasicorientationwastospeak say well when he coulcl ancl to not speal< at all when he couldn't
silence' something positive. You often had to listen for his on an Dad also enioyecl clrawing upon his early upbringing a farm durEastern Oregon farm. My granclparents hornesteaclcd years were ing the Great Depression. Many o[ my clad's formative farm wisclom spent working with ancl learning from anir-nals' This the value about guidecl him his entire li[e. He wonclerecl out loud e xact same of rattlesnakes, often musing that bull snakes clicl the horses ancl felt thing without cloing any harm to humans' He lovecl

Wl.ren cautioning rne about getting clrawn intcl no-win argunlerlts, he woulcl say, "lt's lil<e wrestling with a pig-you both get dirty ancl the pig loves it." When helping tne learn hclw to assess criticisrn, he woulcl suggest, "lI one lnan cals you a clonl<cy, you can ignore it, but if five clo, you'd better buy a sacldle." When teaching me how to keep rny balance despite what lil'e brir-rgs, he would state, "Never let success cornlpt you or failure cefine you." Wher-t encouraging me to clo my best and stay focused on my responsibilities, he would offer, "The only two things in life you can cor-rtrol are attitude and elfort." He believed an effective leader had to maintain his or her moral compass. His own moral instruction often came through indirect cornrnunication. More often than not, he would recall a story frotn his past or an incident we had observed together ancl then share his observations without preaching or puLting others down. Regarding the evils o[ garnbling, he would cite the misfortune of an elclerly marl we often saw when visiting my grandparents. Earlier in li[e he had lost his entire farm while gambling, thereby throwing a whole family onto the welfare of the cornrnunity. Regarding the need to honor my word and do what I said I would do, he would cite a careless neighbor who lived with "situational in-

a teenager his faan exhilarating freeclom when he rocle them As of Eastern Orvorite form o[ work was entering the box canyons

in so he could sell egon, capturing wilcl horses ancl breaking then-r

them to area ranchers' no hann From these ancl other experiences, he learned to clo
atrcl to sense the incliviclual

tegrity," which rny father defined as lollows: "He tneans we ll in the moment; he just can't sustain his commitments over tiure." He believecl every one of us has been given unique gifts ancl abilities ancl that, as an eclucator, it was his responsibility to maximize this potential. He loved to see other people succeed: he
never felt threatened by the success o[ others, ancl he taught us to celebrate their success as well.

spirit of every creatltre' He also learned readily' Many of a wisclom ancl orientation to life that he sharecl always picl<ing these sayings were not original with him: he was was his original up pieces of wisclotn along the way' What was in the right ultry to speak the right word at tl-re right rnomerlt authority This uncanny gift of cliscernrnent gave hirn a moral
way.

that brought influence; it also brought responsibility'

He also believecl we should be open to learning lrom anyone. List-en attentively. Show proper respect. Remember that insight coulcl come lrom any corner. His school district included conservative Christians and le[tover hippies. This creaLed an interestiug tension. One week he

162

THE SHAPING OF AN EFFECTIVE LEADER

vl uhi

ng

An

lt i nt at

Cont r ibut itnt

I (r

woulcl frave some parents llrotestil'rg the use o[ Cecher in l"he Ryc r Ltrel o! tht Fles. The next week hc woulcl hrve other parcnts
.

nce cl

to have oltortur.lities to give back.

1i

li
I

,l

]I

ll
lti rli

missing altogether while law enforcement officials raided their now clelunct pot [arn]s. Still, the context clefinecl the cor.rtribution. ln every case my father's emphasis was that the e[[ective leader worked fclr the greater good of the communit;,, and especially the greater goocl of thc students o[ thrt communitl'. This cornmitrne nL required him to love and serve the people in his path. Ultimately, he believed that we should always strive to do our best, we shoulcl always remember the people who invesl-ed in us, ancl we shoulcl
always give back.

r,ll, rl

was this sense both of duty and responsibility that drove him. Throughout his adult life he balanced his responsibilities at work with his keen interest in the college we hacl all ar

ln fact, it

in active participation in our local ancl regional church. These were his "seconcl" itrterests, where he lound so tnuch neaning and purpose. What I learned from tny lather is that my first responsibility, my first interest, is where I mal<e my living. Here, I have the opportunity to learn how to work and to bring a quality of leadership that is positive ancl restorative. My seconcl interest, lnoreover, allows the principles, priorities ancl lile lessons I have learned in my lirst interest to inform my other work. One o[ Drucker's great points in developing a second interest was the bufler it createcl between disappointment at work ancl the need we have as humans to make a positive coutribution that matters. In the last year of my father's shortenecl li[e, he retirecl from a major vounteer position that had brought great joy and meaning to him. A mere month bef'ore his passing, he gave his last public adclress as he was being honored for his work. Lost in the chaos that would ensue a month later was his thankfulness for being able [o make a contribution to an organization tl-rat hacl rnattered so much to hirn. ln his address, he sumrnarizecl that we all need to be part o[ something greater than ourselves, ancl we all
ter-rded and

I coulcl have learnecl these lessor.rs l'ronr rro,. mv rather. ing orie ntatio' that l-ras influencccl my e'tire li[e: he taught me to be open to the input o[ others. Like so rnany inclivicluuls i"r-, my life, inch"rdi'g those citecl throughout this book, when we nuu" u air_ position tcl learn lrorn anyone , life can be a grcat leacher. Life is filled with increclible i'clivicluals willi.g ro share the wisclom they have gained along the way. Be open to the influerrce of orhers. Be teachable. Live life with a spirit of integrity, care ancl respect. In this way, you will have the opportunity to make a contribution that will outlive you. As long as we are willing to lead, we neecl mentors. We never olttg,row onr need for the input of trustecl associates who can provicle perspective. One o[ the great joys of leading an organization is forming lriendships as we learn to lean on others. These trustecl aclvisers help us unclerstancl our circumstances and provide insight that strengthens our underst-ancling. To lead effectively, we need to seek out the cornpany of those who will inspire, e ncourage ancl holcl Lls accountable to our highest icleals.
was able ro learn rhern

r, r:::"l"llli1i);i.

The Quest for Character: Melancholy Versus Wisdom The final character challenge is melancholy. Melancholy is treacherous. It results from a sense lhat both our current contribution ancl our entire existence have not mattered. This deaclly thought
indicates a complete loss of conficlence that the worlcl will remember us or that our contribution t-o life will have any lingering effect

after we are gone. Ofter-r rnanifest in feeling that our desires have been thwarted, rnelancholy can emerge frorn unbridled anger that people no longer give us what we believe to be our proper dues. It often results il the deadly thought o[ envy remains unresolvecl. In my own line o[ work I often see melancholy in those who have never cleveloped an identity beyoncl their own work. The need for

t64

THE SHAPING OF AN EFFECTVE LEADER

the acclaim o[ others and the lear that their contributions will somehow be forgotten causes them to slump into depression or to
lash out in anger and Pride. Wisclom, on the other hancl, is the ability to recognize the role our lives play in the greater affairs o[ the world at the same time as we learn to let go. wisclom is finding contentment with our indiviclual contributions and recognizing that the roles we have played will affect the next generation as we release our leadership re-

Finis

WHEN OUR TIME IS UP

Making Sure Our Life Has Mattered

sponsibilities to those who follow us. lt is learning to enjoy our legacy without needing to tidy it up before we are gone'

Eventually, the clock runs out. Whether our time ends suddenly, as it did for my father, or it erodes over time, as it did for Peter Drucker, every one of us comes to the end. What then will be our contribution? Aristotle once observed that we cannot say whether a person has lived well or poorly until he or she is dead and we assess the entire breadth of his or her life experience. In order to inform the life investments we are currently making, then, we should reflect on what each o[ us wants our ultimate contribution
to be.

Robert Greenleaf once remarked, "The leadership crisis in America is without precedent." This observation was made more than twenty-five years ago, and the situation has only worsened. Sadl rnany today who once aspired to leadership have simply given up. Vast numbers of well-intentioned leaders have exhausted themselves yet have little to show for it. Others have undermined their contribution by believing multiple experiences would strengthen their leadership. Their penchant for moving on has allowed them to avoid facing the consequences of their decisions. It has also restricted their development.

\
r66
THE SHAPTNG OF AN EFFECTIVE LEADER

Whcn Our Time. Is L)p

I67

lnsteacl

o[ having twenty-five years o[

experience, they have

twenty-five one-year experiences. They have changecl responsibilities so ofren that they have liled to undergo the clevelopment that comes from facing mistakes. Still others have committed career-limiting mistakes: chasing after instant results, being careless in their people decisions or sirnply making moral compromises thar are the deaclly sin o[ their industry. The siren song of instant results is hard to ignore. In a
celebrity culture like ours, we expect the successful leader to make a big impact and to make it almost instantly. And then there is a leadership malaise that touches us all to one extent or another. I am relerring to how completely we have become accustomed to the normality o[ dysfunctional leadership' The constant media stream ol scandals and wrongdoing have calloused us to these human and organizational catastrophes, and the toll they exact on our society. This overall leadership dysfunction is so pervasive in our culture that it is nearly impossible for us to have a clear vision o[ the necessity and importance of effective leadership.

. . . . . o

the advantage of tealn chemistry the interplay of culture and context the strength o[ compatibility and coherence the guidance of convictions the significance of maintaining our connections the opportunity to make an nltirnate contribution

These principles do not operate separately from one another. In-

Longing for Effective Leaders And yet there is a greaL cadre of leaders in all walks of life who help us see the significance and importance of effective leadership. They have found that the pursuit of excellence and the capacity for leadership have allowed them to make contributions that will outlive them. All the individuals I have featured in this book entered into the various responsibilities o[ leadership so their lives would make a
clifference. I have described these various approaches as "the eight essential principles of effective leadership":

build on each other, and their effect is cumularive. ln the final analysis, do you have the longing to be a leader? The world desperately needs individuals willing ro pay the price, undergo the development process and put up with the inconvenience in order to provide eflective leadership. It doesn't really matter where you find yourself today. l[ you have a longing ro make a difference through your leadership, begin where you are and get underway. Strive to make progress every day. This longing and srriving will provide the motivation you need to improve. They will stimulate you to accept more and more responsibility. Ultimately, they will give you the opportunity to make a dilference through your li[e.
deecl, they

o .

the necessity of character the importance oI competence

Achnowledgments

169

ACKNOWTEDGMENTS

Every book is a community effort. These ideas were initially developed as I made several presentations on leadership and as I was to teaching clifferent classes on leadership. I am especially grateful
have presentecl these ideas to different sections of the EBl50: Seminar in Executive Leadership class at Westrnont College' I am indebtecl to each person featured in this book' Peter

Drucker is my main source, and I remain forever grateful that Roger Minthorne encouraged me to pursue the dual degree at clarernont- Graduate university so that I could study with Drucker. Each of the other individuals has played a key role in my life as well. So my thanks go out to Diogenes Allen, stuarL Professor of Philosophy at Princeton Theological Seminary (emeritus)' who have gave me so many of the intellectual and moral anchors that colleague lriend, sustained me; ro RichardJ. Foster, my long-tirne shape ancl coauthor, whose life and thought have clone so much to my own; to Steve Sample, who was so gracious and helpful as I a began my career as a college president and has always made place for me; to Harolcl A' "Red" Poling, who turned once-a-month lunches at the Ritz-carlton into a learning laboratory that will last so a lifetirne; to Alvin Roberts, who made a summer of Thursdays memorable and whose wisclom and guiclance are with me to this

day; to John Beckett, who taught rne rhe principles o[ hiring for rnission and the gift and grace o[ enduring friendship; to Dave McKenna, who, after my father died, became a spiritual and professional mentor unlike any other; to Robert Emmons, who always makes the circle bigger and has taughr me so much about living life with integrity, care and respect; and to the memory o[ my father, Richard H. Beebe. May we all be blessed to have a farher who loves his own and cares about the character and contribution of his children. I also want to thank Nancy Town, my executive assistant, who has provided able assistance throughout this entire project. Special thanks to Vince Nelson, Les Dietzman and Rick lfland, who read portions of the book in manuscript form and provided encouragement and support throughout rhe whole project. Rick Wallace, prolessor of organizational management at Spring Arbor University, and Dave Newton, professor of entrepreneurial finance at Westmont College, have been gracious in letting me co-teach with them as these ideas were taking shape. Sam Riggleman, athletic director and head baseball coach ar Spring Arbor, still has the napkin where I first charted our the pyramid. Special thanks to Deborah Dunn, professor of communication studies, Westmont College, who was especially helpful on chapter four. Bob Fryling, publisher, and Cindy Bunch, senior editor, at Intervarsity Press, have believed in this project from the beginning and I'm grateful. Cindy was unusually helpful as she provided remarkable guiclance as I worked my way to a final manuscript. Thanks, indeed. I especially want to acknowledge the wonderful contributions of Kirby lfland. Kirby was my research assistanr for this entire project. He is a recent graduate of Westmont College, a remarkably gifted young man, and already underway at Harvard Law School, preparing to make a difference as a lawyer. Kirby attended a semester of classes so he could hear the principles live and has read every draft of the manuscript. His contributions on every

170

THE SHAPING OF AN EFFECTIVE LEADER

front have made this project better' watched Finally, I want to thank rny farnily' My wife' Parn' has of our marthese icleas unfolcl throughout the twenty-two years as I was riecl life ancl has often been lhe conversation partner ,hinking through how best to approach this book' Our oldest critic' She too daughter, Anna, is a buclding author ancl an able altersuggestions, r"u.i th" enrire manuscripr and offered helpful

APPENDIX

An Overview of Top Management Work in the Twentieth Century

nativeworclchoicesanclbetterSentencestructures,allofwhich helpedtostrengthenthefinalprocluct'Ourseconddaughter'Elizand have abeth, ancl our son, Richard, have read various portions questions that helped me think through how I
askecl probing

coulcl present these icleas better' Ultimately' their love and encouragement that makes all

am thankful for I do in life richer'

fuller and more enjoYable. Writers and scholars in the first half o[ the twentieth century depicted the CEO as a larger-than-life persona taking charge o[ all activities ol the organization in order [o ensure adequate performance by Lhe company.I Later thinkers exrended the CEO's irnportance, placing particular stress on the role of the chief execuLive in spearheading strategic planning, refining and articulating institutional rnissions and goals, and balancing the needs and competencies of the organizations with the development and contribution of its people.2 Following World War II, a proliferation of books artempred to define the emerging role of leadership in the modern world. These elforts culminated in Henry Mintzberg's landmark study in which Mintzberg delined a set of ten managerial roles distributed arnorlg three broad categories: interpersonal (figurehead, leader and liaison), inlormational (monitor, disseminator and spokesperson), and decisional (entrepreneur, disturbance handler, resource allocator and negotiator).r

Many other studies either expand or condense Mintzberg's cat-

r72
egories,4 but

THE SHAPING OF AN EFFECTIVE LEADER

Appendix I

173

all pale in cot'uparison to Sydney Finlcelstein's Stratepublished in 2009'5 Finkel{ic feactership, the lanclmark study range of writing on stein's work is a tour cle force o[ the entire hundred years' He leaclership ancl management over the past one job of executive leadersummarizes the basic dimensions of the key insights ship into three broacl categories and provides both observaabout the nature of current leadership and provocaLive tions about necessary research for the future' from the Finkelstein, like Drucker, dismisses the naysayers of the CEO' For both 1960s and 1970s who questioned the validity overall success o[ the men, the CEO is not only important to the on whom the organization, he or she as CEO is the one person fortunesoftheorganizationriseorfall.Finkelsteinalsoernpharesources' estabsizes the role top executives play in allocating organization lishing ancl enforcing policies, and developing an highlight the that is alignecl strategically' All of these priorities for performance' role of the chief executive in being responsible hundred Finkelstein's reflections and consolidations of one captures the earyears of research are profouncl' Here, Finkelstein role iier insights o[ Isaac Ansoff who hacl emphasized the central Ultimately' of the CEO in establishing and executing strategy'(' the highlighting Finkelstein concludes this important section by help but act role of substance and symbols' Executives cannot the behavior of symbolically. Whether intentional or acciclental' behavior tp executives establishes the boundaries of corporate and the priorities or prelerences o[ the company'7 is that An interesting challenge of Finkelstein s study' however' of leaderwhile it provides the most comprehensive assessment little to lay out an ship over the past one hundred years, it does leader' Ths actual game plan for how to develop into an effective rare ability to is why Drucker is so important' Drucker has the to engage in a thought leach us how to think like an executive, how questions in process that helps us answer difficult and complex

order to deterr-ninc thc direction and clestiny ol'our organization. In this way Drucker helps us understand how to execut-e orlr chief responsibilities while ascertaining and applying our core
competencies.

Contemporary Sources on Top Management Teams lnterest in the study of top management teams has explodecl in
recent years. There are several reasons for this development. First,

top management teams represent diflerent areas within the organization that olten colnpete with one another [or scarce resources. This cornpetition can benefit the organization, but it can also be highly disruptive and keep an organization from achieving its ultimate goals by fragmenting its objectives. Seconcl, strategic decision making has become highly complex. This complexity is displayed in the srages, sequences and processes that a group o[ top managers undertake as they make decisions that shape the destiny of the company.s This interacrion reflects the distribution of power and the decision processes that will guide the organization as it sets its long-term course.

Third, it has become increasingly obvious rhat no single person can run an organization. Several writers noLe lhat understanding the rnakeup and disposition of a lop mangement team gives far
greater predictive accuracy than studying the CEO alone.e As a result, scholars have developed a keen interest in the composition, structure and interaction patterns o[ top rnanagemenl" teams.l0 The composition o[ the team is based on the values, beliefs, personalities, backgrounds and biases o[ each o[ the individual members. When old rnembers and new members are blended into a new team, these diverse backgrounds bring a richness o[ perspective that provides creative alternatives when rnaking a decision.ll The structure ol the team is defined by the roles each participant fills as well as the structure o[ responsibility that rnay already

t74

THE SHAPTNG OF AN EFFECTIVE LEADER

Apptndix I

t75

cxist. For example , in higher ech'rcation the provtlst or chief acaclenric officer is always assumecl to be the seconcl itr command. This inherent bias tilts all decision conversations in a certain
dircction,

be clisruptive, rtr it can be a tillte when the team coles toge ther as it works through these challenges successlully.

Finally, the nature ancl pattern of group interactiort is influthat enced most clirectly by the level o[ trust and mutual respect
are several each member of the tearn carries f<rr one atlothe r. There

Finally, it is essenrial thar the CEO play a leading role in the shaping, priority setting ancl clecision rnaking of'the team. Again, the past fifty years have been a periocl of immense interest and stucly, the result o[ which has been the conclusion that the CEO
plays a pivotal role in at least three key areas. Firsr, the CEO essentially determines how and whar rhe group will address by con-

writers who climinish the importance o[ trust and mut'ual respect' but I have found that people who do not like each other rarely trust each other, and people who clo not trust each other often for the clevelop political behaviors that become counterproductive deciorganization.l This recognition helps us see that strategic in a comsions are made by leaders who exist not in a vacuum but orplex web of social and political relationships both within the ganization and in the broader environtnental context' Within the environmental context three factors are especially important.Il First, the complexity o[ the environment directly inthe fluences the level o[ tolerance withirl the executive team and In higher degree to which a variety of solutions will be explored' volatile eclucation, for example, the current environment is highly

trolling the agenda. Second, if the CEO has a srrong vision for the organization ancl communicates this vision regularly ancl e[[ectively, the members o[ the tearn begin to frarne their plans within the larger landscape o[ this overarching vision. Finally, the extenr to which the CEO has charisma will have a direcr impacr on the level of effort and commitment that members of the team are willing to exert.ta
The capacity of the CEO is also highly imporranr. A CEO's capacity is established by at least three key areas: a broad educational background, a breadth of work experiences and a disposition to take input from a variety o[ sources.r5 The quality and capacity of the CEO also has a clirect bearing on the quality and capacity of lhe executive team. In addition, the chief executive, as the central member of the team, cletermines who will be on the team. The level of openness, the level o[ comfort with disagreenent and the level of tolerance of ideas and discussions that go beyond the CEO's own area of responsibility [undamentally shape the quality of [eam interaction and ultimately, the quality of strategic decisions. Conversely, iI the CEO is not open to a variety of ideas and inputs, and insreacl insists on a narrow range of focus and discussion, the level of engagement will climinish and the quality ancl range o[ decisions

is substanas clemographics shifr, srate and federal financial aid tially alterecl, and the entire country adjusts to the worldwide ecoon nomic meltdown. These external factors have a direct bearing

in our decision making and on the way we process information rnaking our decisions' bear. Second, the level of environmental instability has a direct
ing on the size, interdependence and capacity to reach consensus any of the top management team. This instability can come from our number oI areas, inclucling changes in the competitive mix of inclustry, regulatory changes imposed by governmental agencies' in the a crisis that affects the organization or a sudden change rnembership o[ the executive team due to departure or dismissal
can of one or more of its members. The inpact of this instability

will

be reduced as well.r6

Appendix 2

t77

APPENDIX 2
Robert Wuthnow's Eight Spheres of Society

Robert wuthnow's landmark study, communities of Discourse, identifies eight key spheres that shape and guide every society' The first sphere is the social setting, which is constituted by two prirnary factors: environmental conditions ancl institutional structures. Environmental conditions include the impact of population changes clue to birth, immigration or plague' as well as disruptions clue to war or econornic depression. Institutional lactors include what is embedded and displaced within society' A primary concern is the way the government works to institutionalize the public and private values oI the community' The seconcl sphere, economics, includes a review of the production capacities within the society, the selection processes by which
goocls ancl services are pursued or deniecl, ancl the way the society

institutionalizes these clecisions. Many of the mosL significant economic changes in world history are tied to rapid technological
change.

Aclclitional economic concerns inclucle the management of scarce natural resources, the coordination of distribution channels ancl the capability ro establish necessary plant capacities. Fi-

nally, economic concerns include the development of a central bank, the coordination of capital accumulation ard clistribution ancl the governance oI rnoney supply. The implosion o[ the worlclwide economy in 2008 clemonstrated how vulnerable we are to changes in the environmental context triggered by changes in the macroeconomic environment. The third sphere, the political dimensiott, is concernecl with rhe massive responsibility o[ integrating and mainraining a diverse population. Relevant documents from America's founding, including the Articles o[ Conlecleration, The Federalist Papers and rhe Bill ol Rights, show their authors considering the complex question of how to integrate immigrants into the fabric of American life.tAdditionally, the political sysrem must coordinate fair and equitable taxation, esrablish instirutions that support and reinforce selfgovernance, and answer and address issues concerned with the overall maintenance and stability of a society. The fourth sphere, the religious sphere, focuses on how religion is institutionalized within a cuhure, including whether religion is a part o[ society or whether it is ostracized or even forbidden. The involvement the state plays in the regulation o[ religion-along with whether its context is urban, suburban or rural-is also consiclered significant. Additionally, the different religious expressions found in the use of text and liturgy either reinforce or clash with the prevailing culture. These pracrices in turn legitimate or undermine the credibility of religion in each society. The fifth sphere is the way a culrure deJines and responds to deviance. Every social group suffers violation ol its governing norms. The way this deviance is perceived and punished will reflect broader social forces at work than simply the individual deviant act itself. Was the deviant act primarily a religious, moral, political, legal or economic violation? Each of these elements play a role in how defiance is defined and handled. The contributions o1 art, education, entertainment and leisure

t78 help
de

THE SHAPNG OF AN EFFECTIVE LEADER

termine ancl articulate the curltural values that urake ttP the (in an abrupt sixth sphere, The ways that cultural chernge occurs (as or graclual fashion) ancl how these clisruptions are perceivecl being progressive or repressive) are essential elet-ner-rts. Societies construct their interpretive frameworks and collective comt'nit-

NOTES
Prcfacc

iu ttnique ways. These frameworl<s that provicle meaning help societies when they are in the midst of upheaval ancl
rlents
change.

rl u,oukl l'inish rhc coursc rvorl< fbr rny lvill in rhc lall ol l99l ancl ha'e tlrc clt-grcc rostccl on.lanuary 17, lt)94. I hacl [inishcd tlre coulsc rvork fur nr1,ph.D. that rrc'ious sumnct'. but at Clrrenlont your

pcter Drrrcl<cr, 1' t fJt:t:tit,t'ixc.Lrivc (Sarr I:rancisco: I larrcr r low, l9).

particular concern is what role the military plays in the impleplays mentation of state policy, along with what role the rnilitary concerns beas economic e xpansion takes an incliviclual country's

Ol The seventh sphere is the rcle oJ the military ancl the police'

M^ is postctl af tcr 1,e1 succcssfully colrrlete your ctttnprchettsivc exanls. I s,olrlcl [inish rn'cornrrchclsive r:ts :rntl lra'e .ry MA posted in 1995 and thcn [inish ny (lisserrtiol1 ancl have rn), pl.D. postecl in
t997.

yond its national borclers. The eighth sphere is rl're way that the judicial ancl legal instiltparticular imtions oJ a society are coordin''ted and supervisecl. o[ portance are factors such as whether or not citizens enjoy autonthe omy from state control' the rationalization of forrnal law' and interpretation ancl application oI their constitution and defining
clocttments.

]Tlc four classcs rvert: Mragcrncnt ol l'corlc at work, Managcrnenr anrl society, -lhc Llfcctive Decision, ancl Managcnrenl tf Internarirrnal lusiness. pcter ali.vays taughl on Mon<lirl,aftcrnoons, fronr l-4 p.m., u,ithout breaks. All four clrsscs were in \lbrecht Audito iunr, the ticrerl, lrorscshoc,slrarcd room or cmpus csrecially
suitccl lor tlrc casc-stucl' aptroirch to leac:hing, rvhich hc rr.e[errctl. 'rFo'cx?ll)le, his claim that all collegc crpuses lvoukl becomc obsolete nlisscs thc

roirlt that college is bout ltloe than.just comllcting a curricultrrtr. Or his otrtlantlish clinls thal it (locsn't nrttcr if nrL'nbcrs ofan cxccutive tem fct along; they shortld only be <lcfined by thcir results. 1-his cnrrhasis nlisscs rhc point that wc have
ttl havc r certain lcvcl ol ing long-tcrrn results.
crmrraclerie to sustin arr

executivc tcam carable o[achicr-

Principlc l: 'lhc Nccessity of Character

lPlato, l'h Dialoucs: Menrr, (rrns. I. L. Allen (Ncw llavcn, Conn.: yile Universiry
Press, 1984).

)l-awrencc l(ohlbcrg, Tficolics oJ Nluul Rcrrsonirrg ((ambr.iclgc, Mrss.: Flarvard Univcrsity I'rcss, I 9t0).

ll'cter Drucl<cr, Mrrnrrgolrrrnl:

Row, 1973), p. 42.
{lbi(1.

1?rshs, Rcsponsilrilitcs, p,llai(:(,.s

(Ncw yorl<: Harte r r

tbid.
r'lbid., p. 402.
7rbid., p. 43.

8tbid., p. 4i6.
loPeter f)ncke r, l-he f.sscnf irl Drrchcr (Ncw York: HarterCollins, 2001), p. 27.

llThe chart is mcalt to rrovide an aclecuatc trcatmcnt of the viccs rnrl virrucs ancl thcir corrcsroncling application to each lcvcl of rhc ryranticl. l2lcncdict, Thc Rulr ol Sl. Borulict.-tlrese qualitics are thc rnoclilicarions of t]rc ones

lB0
St. Ilt:tictlicr itlcntifics

THE SHAPNG OF AN EFFECTIVE LEADER

Notcs

lilr choositrg it lcader'

or{nizatios

llDevclopiug thesc chrractcltualitics is esscntialsince u't: rc lot l)orn rvith thcsc 'Ihc folthat thc' tlevelol clualiries, \\c nlusr engzrge in spccific tliscirlitrcs itr orclcr rvhetr lracticetl lorving list of ten lifc-giving rlisciplincs arc st'lf-explnuatorl" arltl

spannccl this etirc centrry, rrovidir.rg scrninal guidancc to our unfolcling unrler_

anrl thc nccrl for cflt'ctivc lcarlcr.shir to guitlc thenr. I,ctcr,s li[torgatizxtions grcrv
zrncl

stalxling ol'lcatlcrshir'

^s acnlcnt anrl esrecially thc

l2Sec

tlc il)ortancc

C[o

.f se.i.r r'a-

becanle nrurc cvidenr, a nrultitudc oIstudies helpcd

uslrcrusilrttltlrestlrttll'trroralreflcctiorrtlratlcaclstoS'ro\\,tlrantlnlatrrrit},:(l)

all{l rcllecting. (2) Bc Recognize the neccl for rcgular times o[ uniutcrrttptecl thinkinS us becomc scllhelr that acti\,ities rvilting ro cngage in rrofssiorrirl clevelolnrcnt givcs tts thc u'hat us ancl rclulsts rvhat us, ll.lotivatcs awarc, ur(lelstantting what itrlrrlrarclevant ol intaltc (3) in rcgular Lngage zrccotllrlishmcnt ol grcatest sensc rcaclcr c:rtr rearcling atrt con[trences, remcnlbering thit the r'crlg'e

iun thruugh

bool<s tluring 'l thirtyconpletc twcnty-four boo<s a ycar alucl over scvet lrundrccl utrtlcrslatrd thc llecds us helrs that erIrathy lbr (4) capacity Cultivate a ycar carecr. is found in Max principle this of illustration beautiful ofothers. and aspirarions olrespcct for ttituclc l)epree's classic Lrtrlelship Is an Art. (5) Dcvelop a propcr thc rvay thc flr exatrirlc and t()llc the scts tlose ilt uthority ovcr us. This rcsrect the itrput ol' (6) to open Bccolne to utholit),. resltoncl rvill rcst o[ rlc orgnization in erpprorriatc lcvcls of etrgagc and conficletlces (7) holcl to I-earn l.iends. trustccl (8) Be honcsty ir(l trnsprcncy by bcing fiir antl tliscenring itr all circttnlstanccs. to by lczrrning nristakes (9) carccr-litniting Avoid [aithful ancl trLte to oLtr rvorcl. stzry on (10) llc tlisciplinctl:rutl organizations. ofour prctices valuc the norms rncl will gct you thcre " trck. "lI you clon't l<norv rvhere you're going, then an) path

tlefine anrl rclinc our utrrlcrstancling oI thcir unicluc wor<. appcnclix I [or a bricI ovcrvicrv. rrl)ruckcr, (-lcssir: I)r'uclro, p. 94. rJll)id., chap. 12. ltl)rucl<cr, Mdr(g,rol, chap. 14. rr'lbicl., chap. 16. Ijirst, huurans l.rave a fi),siological diutcnsion. l.he bocly is not a maclrinc, ancl work rust l)e orgnnizecl to rcsl)ect thc htnn bocly. Srcontl, hurnars
have a psycholrgi:rl<linre nsion. wc ncetl to considcr horv our occ..ptiorl scrvcs the psychological neecls ol cvcry hurnan, inclutling our social reetl,. Third, wc hayc ir socill dimcnsirrn. our cnrrloyrne nt neerls to rrovicle hraltlry social bonds and positivc comn.unit)' obligations. our rvork also provicles our prirnary ccess to societ) ancl cotnurunity. I( helps tlcct our Ircccls to bclong:rnd to leel that rvc are contriluting to sonrethit8 gretcr than oursclves. Fourth, our occuptiorl reflecrs rhe cononirclirnension irncl providcs thc finrncial resources to purchase the goods and scrviccs wc necd and dcsire . Aong with thc cconon.ric rlirncnsion is a porve r tlimensior both within each og,attizatiot arncl anrong organiztions altcl inclustrics. I:irrall1,, Peter belicvcs there is a nccd to distrihute twalth Jairll, within an organizatior.

Principle 2: Tlre hnrortance of Competencc fpcrer Druckcr, Thc [ssctial Drttcler (New York: tlirrperctlllins, 2001), chaP. l3' )[,ctcr L)rttckcr, Mrttlrtgctnt:nt: lrrshs, Icsponsibilif is, PIr(]licfs (New York: Harler & lht teaching ancl lccturing, Druckcr assumed the basic comrotreuts of llttsittess tanplogall at Clircl.ont is gcncttt werc beillg tnet. Tle corc crtrriculunl of thc MllA MBA leading in all rrograms tlc curricttluur with consistenl fairly {l)rucker, Mrtncgetnrnl, chap. 49'
5Drtrcker, Essrrtial Druclrr, chap. 2'
('pcre

Row, 1973), chaP. 33.

rBIbid., chap. j. leDrucl<er, FJJlcIivt: E-yccnlivc; also Druckcr, (-lnssic l}.ucho, chap. 9. 201)rucke r, F.ff c cti\t e Exccutiy{:.

'7tbid., chp. 2.

2fDruckcr, Clssic Dluchcr, char.

l. Also Druckcr, lssnial Drttt]tcr, chap. l7; Druckcr, Mono.gt:ment, char. 37. I,-irst, classify the problem. l)etennine iI it is a generic problem requiring rulc tr principlc to guicle our decision or an cxception to the mlc. A generic problcm occurs regularly and the organizarion neecls a policy to

thc r F. f)rucke r, classic D|uchcr: lssntial wisdom/r'onr Ptltt'Dtucher Jrt)m

P'tgcs

addrcss it on a consistetrt l)asis. An exceptiolt to thc rulc requircs ourattentiot and insigl.rt in or(ler to cotte up with a clecision trat is consistent with our goals and

oJ,,HarvartlBusinessRcview',(Boston:llarvartlBusincssRevicw,2006)'cha1l.l.l.Also l9tl9), clrap' 15. Perer Druckcr' The Ncw Realities (Nerv York: Har er 6l Row,
TDrucker, rlbid. qPetcr
lis.scn
t

ir

I Dt.tlr;hc r, cl.rar. 6'

Tha E[Jectivt Ext.ufive

F.

Druckcr,

(New York: I-larper

&

Row' l9)' A single

clrallterfrotrrtlrisorigirraltrealentisalstlitll)ruckcr'ClassicDrtrclct',clrap.9:
"What Make s an E[[cctivc ljxecutivc''' pp l t5-25' rttDruckcr, Mttttlg(:mull' chap. 3l nlbicl., chap. 50. io amplify a'd illustratc the importa'cc oI Petcr's writings, lct's [irst Aurong te twclltie {1. consicler lhe colltcxt n rr',ich hc tlicl his lnost profoutrcl worl< of larg'e-scale dcvelopmetrt oI the cxrlosion the ccntrty's grcat achievemcnts stands

olrjectives, but falls outsiclc thc gcncral guiclelines ol a srarecl policy. lf ar all possiblc the effcctive lcadcr wants to be involve<l in thc establishrnent o[ thc rulcs ancl principlcs that can guide decision making, not sintply bogged down in hanclling cxceptions to the rule. Seconcl, dcfinc the problcur. What is the issue and what must be rcsolvccl? What rc thc specifications thar tlre answer ll'tust satisfy? Thirtl, specify what the dccisiorr must accomplish ancl when thc ansrve' is needccl. Do wc nccd a dccision immecliatell,, in a wee k, by the cnd of thc month, or is it an inde fit.ritc tine horizon? Fourth, dcterminc what is thc "right" solution bcfore entertaining an, cornpromises. In other words, deternline the perfect solulion before cntertarining conrpmnriscs so that tle best altcrnatives to achicving the rlesirecl result can be
corsiclerecl. Fifth,

buikl into thc clccision the action to crry it out. Who will

clo it?

lIU2
THE SHAPING OF AN EFFECTIVE LEADER
Nrrl's

183

whcn rlOcs it ltccrl to bt: tlonc? llo$, rvill rvc l<tro$'rvc arc tttal<itlg cllectil'c hcatlrvitl' in soving rlre rroblcm (hc clccision is rel to adtlrcss? Finalll" build fi'cclllat:l< lilne rcsttlts' I0ops t() tcst trc valt(lity antl effectivcucss of tllr: tlccision irglitrst rcrl
)r

rvith thc job? (.rrr y.u livc witrr it? I.r'tcn jor<e thirt cvcr,..c lras 2 ;crcent of trreir lt:rsonalitv that is all outlicr, that Ieflccts tcntlencics or.tlisrositirr,, that rcrtlire
ottgoitrg rvtlrl<. What is this rerson's 2 l)crce rt, horv clocs it sh6,
c i

u'

ancl

u.clcr rvhat

l)r'uc[<c r, F.[ lr ctit, t: [-tcc tt I i vc, 1tp. | 22. -)).

rc tt nrst ances?

2tThis

ti li
ii
;

abunrlantly cleat to ltrc itr a cotrycrsrtiotl [c$' 1'c:rrs agtl lvith tlctct nrnecl that lhe cl:o/presiclcnt itrltl cvcry sets tle stanclaril lrr hiring dccisiorrs and that this stantlartl is filteretl lris stutli'ing a[tcr conclttsioll this rcacltetl Hc lcr,cl ol tht organiztiotl.

ltoint

wrs nrarlc

Dr.. Stevc Sanrrlc, rr.csicle nr of LJS(-. Sanrple hirs

sultst,rucnt

I:inalli', rvhcn clcciclir.rg on a finrlist, lvr nccrl to crsrr.r that thc pcrson to rvom intcutl to of[er thc aPl)oitttlett unclerstands thc job, is contrnittccl to [ullilling it at a lcYel o[ high rerlornrance an<l is prcparerl to acccpt thc ollcr. t this roint, I havc founrl that it is cssrntil to asl<, "1[you irrc offerctl this.job ancl the cletails of
rvc

olvn ltiritrg thlough thc 1'cals as u'ell as thrortgt thc ilt[lttclrcr: ol licy trcotltltllists
rvho hacl stuiliecl rvorkpl:rcc

hiling. Thc basic fortnttlir

is sutrllrlrrizctl

itl thc scctior

l,

on Saurl;lc itr chartcr thrce. 2rDrucker, classic I)r.Lrchcl, chat. 5. Also Drucl<cr, Ilsscnf ial l)t ttchr:t, chap. 9. First, rhink rhrougl.r thc irssignntctrt. What are thc noutlcgotiallc tualitics o[thc position colPetcncics llll'lst ancl rvhar are tlc variablcs? What claractcr traits tl(l thrcsholcl that rvill nla<e thc tenclcncies rvc havc in cvcry catrdi(lite, and rvlrat are rersotrality

It is inrptlrt:rnt to t lrigh-functionir.rg nn<l prefcrrccl uretnbcr of thc tcant? bchrviors rtrcl [or:rttittttles, [irc but ront:rt'tcncics, lrtr wc hire that mind in kccp
pcsor
corclttct. (lo nurnler of potrntially cuali[iccl peoplc. ()tlr opportrtit]' to l{' conlpany. ottr ol crtltttrc hiring by thc parr in be rcgulatccl this second srep will tf cuickly ficlcl rhe narrou' rve will control, wc alonc otc that is process hiring the vettinS this our hiring culturc rcruires broadcr blry-in through scarch ctmltitlec, of sevcral c:rncliclaters will tare (inle, but is a ncccssirry step in thc proccss. Dcpcncl-

corn:rcnsation ate sirtisfactor,, arc )/ou tretarccl to acccllt otrr olfcr?,' 2;clss rores, MGM'll5l:-l-hc [ffcctivc necision. Finally, to conrplctc our cosirlertion ol thc ccrltral rolc our teorlc rlecisions make in the log-terrrr effecti'eness anrl success of the organizatior, consirlcr Peter's four basic princ!,rles gf g,hat eyer), rcoplc <lecision rrust icludc. [irst, ifa nnrgcr puts a pcrson into:rjob anrl he orshe does not perforr], the nllgcr has lllaclc a mistakc. The ntatragcr is rcsponsible lrr the terforntance of thc

indivirlual. Scconcl, rhe solclier has a right to conpetent comrnancl. lr is thc dury of ranagers to ral(c sure that the responsible peorle in their organizations perftrrm. Thi*[, people decisions funcla.rc'tally dererrnine the performance capaciry of the

sccond, lo()l<

rt a

orgnization. wc rvill ncvcr rise higher than our brighrest talcnt. Ancl iina1y,, rhc onc "(lon't": clon't ive nerv reoltle nerv rn:rjor assigtnlents, for doing so onll'controunrls the risks. we give this sort o[assignnrcrt to sorncorlc whose behavior ancl habits n,e know ancl who has carncd trust and credibility rvithin our organization.

ingontlrcssiglrllcnt'llravelrireclViccprcsi(lclltsttsingllotlrnrctlrorls'Ourcur,.rtt ui.. rt'trsidetlt tll litlancc, for exaurplc' wirs hirccl rhrough a targcted aprroach

To dcterntinc thc timing o[ the clecision, considt:r thcse follotving principles: First, rvhat clcgrec ofconsitleration oI the fnture is in thc rlecision bcing macle toclay? Secontl, wlrat ilrpact rvill this clccision havc on other [unctions rvithin thc organization?-l'hircl, rvhat will be rlrc intpact ofthe rlecision on thc conduct, cthlcal values political bcliefs of the organization? Fourth, are clecisions recurrett or rarc? ln other worcls, are we mal<ing clecisions ovcr ancl over again because rve have faile<[ to rlefine the principlc, or arc we confining our clccisions to those arcrs where thc cntirc coursc clf thc organizatiol.r is set? ('-fhis allusion is basccl on rhe Boston Consulting Grour's markctir.rg nratrix that [catures "Problenr Childlen," "Stars," "Cash C-ows" and "Dogs" as the four quarlrants ir.rto rvhich evcry procluct in your portfolio nust be classified. The goa is to scc the problem childrer become stars, the stars becomc cash cows ancl the profits from thc cash cows redirected to thc problern children, giving them the rcsourccs to becomc stars lrefore the cash cows tlu't.t to dogs, thcreby bccoming a drag on
ancl social ancl

hellctl whilc thc acting provost lvas hirccl through a sctrch c<llntniltcc.-l'he culturc hirings (letcrminc thc terurs atncl process ol thcse thc twt Thir.cl, thc cffective lcacler nec<ls to narlo\ the ficld antl thinl< harcl alottt it or thrcc renraining cancliclatcs. This is a dilficult ster, ancl although I agrce that rvhere arcr is otre this Dccds t() be clone, it ofteuist.t't straig,ltforwar(l or casl'. lrl fact, I question Drttcker's advice Iecausc 1 top caldidate is ttsualll'resistat to bcing pcrforming at considerecl as rnrt of a rool. Ofte n, thc ttlr caucliclatcs in n search arc lezrvc, an([ if they to looking not arre assigrrlcl.lt.-lhcy cunent in tl.rcir level high a pursuc this have thc sense that thcy will.ieoparclize their currclt situatioll if thcy this slep in a to takc llcccssary lt is clo it ncw opporttllity tlel thcy siutry rvot.t't
w)

th,lt )rotccts tleir inlercsts whilc allou,ing tts to cvalttilte oulfinal crntliclrtcs against the stated hiring ollicctivcs.
Fourth,
as we consiclcr rhe

profits.
2TDruckcr, fissoil Drucler,chap.
2tlbid.

candidatcs, we cliscuss crch otrc with pe ople rvho have on tl.cir worl<erl with them and lrr theur, ancl who cau givc tts catitlicl fccclbatk sul)thcir beyond pcoplc fincl to neerl We also character. ancl abilitics, lcndcl.tcics observetl fronl a tlistaucc. l'his thel,havc rvhat us can tell who rcferences rlicd what thc fonrth stcp is both ncccssary anrl cli{f icult. This is wlre n wc bcgitr to rcilize

ll,

2'rDrtrcker, Managtnrnt, chap. 31, "-lhc Managcr and I-lis Work." Sce also chap, 2 ancl
cha1. 4. )'l'-ot exarnple, as a college presiclent I cxpcrience

tlis tensiot in our personnel poli-

p.rru,

*ill

bc like in rhc role . what is lhc pt't of thcir pcrsonalitl'that

will

clash

cies, our cotnrcrsltior cornrnitrncnts an<l otrr funclraising prioritics. In consiclcring

t84

THE SHAPING OF AN EFFECTIVE LEADER

Nrt's

185

our [untlraising prioritics, for cxanrrle, therc is colstlt tracleoff ilttltrg r:risiug monel'ftlr thc annttal ftttrtl (tuoney fr oPerirtiotrs, short-tcrl), raising nrottey lirr
btrilclings nd programs (capital anrl cnclownleut, micl-ternr), ancl raising tlelerrccl our gifts that rvill conre to tlre college rvhen a Pcrsorr psscs awy, rvlrich hclrs builtl set to rcsotlrccs of thc allocatiolr (long-terln). Balancing pcrmanent encklrvnlcrt clrallenge is a area itr each is donc rvork level of that the apProPriate rrl)rnckcr, M(ut(tgem, c hap. 8, "Thc Powe r ntl Purpose o[ Objcctivcs," ancl chap. 9,

..Stratcgics, objectives, Priorities, alld work Assignnrcnts." -l'hesc objccLives ntust clerive fronr the missioD ancl goals of thc brtsitress. Thcy rcflect the [unclanlenta strateg,y o[the organizatioD.'l'hey tust be capablc ofbeing tLlrne(l into opcrtional

ollectives. They mttst help us choose betrvecn altcrnatives' sincc the opportunities in evcry arca re endlcss but the rcsources are scarce. These obiectivcs are neeclecl enconcannot They business of the survival where perforrnaltce is crucial for the

passeverything:tlere[orc'thcymustencompasswhatisessentialandrvillfocus
the concnt'tion of the organizatiol.l ancl its resottrces approTo establish objectivcs in each area, Peter asks tht we determinc what re be accomto has what decicle to n neecl we the plan, we priate goals for each area. As plishecl ro rcach these gols nd objectives. Finally, we lave to inteS,rate the g,oals

right rcotle itt thc right l)laccs t() src tlat (llis Occurs. llis nrOsl original con(ribuae wits ttlttlourtcdly lris insis(cnce that il an indivitlrral is irrcffcctlvc ir their currclrt assill,r'unrrt, thc ntanagcr has la<le rr rnistrl<c. On thc surfrce this sccms to crcolrragc a lcvcl of clys[unction trat woulil lle debilitating. What Ihave conc to rcalizc, horvcvcr, is that Drucl<cr''s ntttch rrrorc prolirund l)oint \\,is tlat tc rlarllcr hacl nratle 11isttkc in thc hrring, in the <lefinition ofthcjolt, in thc training frr sr-rcct-ssful cxecution of the rvork, or iu tnisunclcrstanrling tlc ctti'c cttctprisc. I his was cntircly ncw wa) to consiclcr thc task o[ rnanagenrcnt. ^n Fifth, tlrc finrl corc opcrati()r of thc cflcctive leadcr is to tcvclor rcorlc. fhis reflccts Drucker's gleat priority and is it thc heirt oilris hurnan-ccrtclc(l approach to leaclcrship. ,{s notctl car[ier', once rve have tlecirlcrl to hirc a l)ersor, we rrust tl(e rcsponsibility lrr his or her cLtrrcnt contribution rs rvcll s long-term clcvclopnrcnt antl succcss. lt is in our nranagcnrent o[ reople at rvork that wc cncountcr thc glcatest rests ol our intcgritl' and inclecd, it is why intcgrity is so critical for eflectivc

tion in this

learlcrsh i r.
12Each

rvc sct olrjcctivcs, for exanrplc, thc clrallengc is to

of thcse core operltiors recuires cliffe rcnt cualities irncl cualificartions. Whe n strikc tlre prorcr balancc bctwcc.1

and objectives into the overall srrategies of the org,anization b)' comtnunicating, out. thcse goals ar.rcl objectives to rhe pcople who are rcsponsible for carrying ther responsible is leacler the effective that recognize is to The seconcl core opefation for organizing the rvorl< and activities of the organization, inclucling cleterrrlining how to nrake wofk productive ancl the workcr effective. This is especially challcnging ancl requires our stea([fast concentration. Anall'zig 1t. inlernal activities, deciIt sions ancl cxternrl relationships helps cstablish thc ordcr antl flow o[ the work.
helps dividc the work into nranageable units so that steacly prog,rcss can bc nad. the One of the significant challenges I face currently, for exatnple' is organizing capital tnajor into our cleeper llove work of otrr collegc advancenenl officc as we

alternativcs, which lequires analytical and synthcsizing ability,. Cotl'crsell', whcn rve organize our tas( an(l rcsl)onsibilities, this rcquires:rnalytical ability. But becirusc it dcals rvith hunrirn bcings, it also rcruircs capacity to un<lerstirncl arrd cnrpathize witl.r pcople and thcir rotivtions. Whcn rvc turn t() n'r()tiv:ting ancl conrruricating, rvc no longcr ncccl to analyzc as r.ruch as wc neccl to intcgratc and synthesize. Ultinratcly, eaclr resronsibility reqr-rires a different constelrtion of
abi I it ics.

l)r'ucl<cr, Mrtncrgcnrcnt, chap. 50. As a rcsult, hc rclinecl his unrlcrstancling by iclenti-

with canrpaign. As we plan ancl prepare' we are trying to reach a level ofspccificity inte rnal the many of urake ancl an.rbiguity will mininrize that responsibility each.job
oper^tions cpablc of assignment to volunteers and professional staff' Third, an effective leaclcr rlso sets appropriate bcuchmarks and measttres the suchis or her fielcl. cess of the specific organization against the leatling indicators in by objectives managcment of concept the invented for having known is Drucker

fying six core tasks as follows. First, thc c[[ectivc lcadcr must think througlr tl.rc rnissior ol thc busincss. This goes to thc leart o[tle (lucstiors Drucher tzrught us to use ir cvcry situation. What is your lltsiness? What shouk[ it be? Who is your customcr? What docs your custoncr considcr valuablc? What is your plan? Flou, rvill you neasure the successful execution o[ your rlan? Answcring thesc clucstions lertls to the sctting o[ ob.jectives, thc rlcvelopnrent of strtcgics and the nral<ing of
today's clccisions ftrr tonorrow's
Seconcl, the
re

sults.

(MBo).Asnoteclearlicr,MBoworksbyestablishingol|ectivesanclbenclrrrrarks
that determine individual contributions
nd mcrsurc

ovcrall sttccess. Thc uniquc

rolc oftlre CEO is to analyze, appraise ancl intcrpret indiviclual performancc in relationship to thc ovcrall neecls and goals of thc orgnization' Fourth, a corollary to our third corc opetatiol is Drucker's repeatecl elrrphasis

clfcctivc lcadcr has to sct standards, lead by cxanrplc arcl bc thc conscicncc o[ tle corpor'tion. This in turn rrises the whole climension o[ the hunran c()nporcrt in thc organization. Thc effective leacler rnust cstablish thc rriorities that cnsurc pcorlc lrircd into thc orgnizati()r1 arc clcvclopcd ancl rlacccl in arcrs u,hcle they can nrahe thcir gretcsl contributior, whclc thcir strcngths arc nlaximizcrl antl their wcakncsscs neutralize<l. The thircl task, clcvcloring, thc human colrporcrt in the organization, is both thc -l'lrcrc arc ny numhcr of rcrsons nrost conr;clling ancl thc nrost clifficult to fulfil. rvhy this is the case. I hnvc uever been in an organiztior that could on1'play to wht: persor' cloes best. lherc is rvork to rlo antl rvhert l)ressure contcs, nobocly bclicvcs hc orshc has cnough pcople to do thc work the rv:ry he orshc prelcrs to tlo

that the goal of senior n-ranlgenelt is to meke people procluctive by cultivating a thcir strengths ancl nentralizing thcir weakncsscs. lle catlle at this Priolity fronr caure dorvn it always but clreer, writing his sixty-year throughout angles of variety the to the samc basic fonnula of cletermining what results we walt rncl thcn ge ttillS

t it.

THE SHAPTNG OF AN EFFECTIVE LEADER

Nolcs

187

pcorlc also hrve ltersonalities rvhich havc vcry

(lifferclt ttrotivt rallertrs. r\tltl

\r,ht sotc reople consirlct'thcir strcngths art'actuall;'lhc sourcc antl cirttse ol stlttrc

of tlre lnost (lcstt'uctivc l)1ttel-t)s itl :rn organizatittn. Fourth, in tn;'i1ls1'y, higllcr etlttcatit)l, slnart people rvith the gi[t of arral'sis rvs alsg excel rt critical thinking surrourrl luc.'l'hc challengt u'ith this rairticular gift is that ir can rlcvclot into a critical sl)irit trt l)r'cvcnts tlrctrr frotn scParatilg wlrat tlrcy believe thc' see frotn lrorv thcy prc[cr to work Tlc rcsttlt is allnost ahvays
a nurbig stirit ol criticisnt that tarall'zes tl.rcir prodtrctivitl'whilc lirnitirlg their

!Vht is oltcl ovcrlool<ctl, horvevc', is lrou,inttort:tnt it is for a btrsincss ot.orgrizalion to rcllllin financially viabk:. We hr,c to bc conccrnccl u,ith profit nrargins, not rcctttsc rvc are grcctll, brtt bccirttsc u,c nccd financial rl:rrgins to rur orr ()rgarizttiots cll'ctivcly. OIrc ol Drucker's most [rc(lr.rcrt (prcstiots to us was, "Whrt is
car

thc first rriolity of brsincss?"'fhc rnswcr: to ncct tlc cost ol capital so tlt we sti)'in busir.rcss. It u'as a contrlcte1,ncrv w)/ to think bort thc rvorl< and (he

ovcrall r:ilct ivctrcss.

l-ifth, it is esselti that thc cllectivc learlc iclcntifics ancl initiates rcationshills

rvitI tltc

nrajor cxtcrnal constitLlcrcics rvhosc itrtcrcst atrcl sttlport is so critical ttl the succcss o[ thc orgirnization. This, in turn. gives rise lo the ncccssil.), of bcing confortablc ar llc contlcss cercrnonirl [utctions wc ttttst lrllill as tart ol thc socia lubriction ()f the organization. The inrrorlaucc ol cultir'lting a(l InaintaininB external rclationshirs atrcl participting fully in ccrelottial lutrctions is oftclr uIrrlcrestinratc<I. loth provitle thc dynanric intcrplay thltt l(ecps an orgllizitioll ill contact with the variotts pr-tblics they ll.lust sc'\c. Iinally, thc eflctive lcatlrr nlust engage in succcssion rlnnuitrg at t$'o levcls: lirst for thc routinc succcssiots that occur rs a trortnrl lart ol'tlrc bttsincss c)'clc, ard tlren for entcrgcncics tlt cottle from accicleuts or trlot'al [ailings. 'Icse six tasks are part of thc clistinct [unclons of tot nratragcurcrt ntl arc clcployccl across trveh,c esscntial c:rpacities: (l) a capacity to inal)'ze lloth illtcrnal strengtlrs ancl extcnal olll)ortutlitics, (2) a capacirl,to think throngh the worl< of leaclership in a disci;linctl, rarional Proccss, (3) a capacity to wcigh optiols and rlterltativcs l.ctwccn tlillercnr rlans ancl courscs ol rctioll, ('1) a capacitl'l rvtlrl< rvirlr rcoplc ttl hntolizc clissctlt, (5) a capacity to t.uakc cttick atrcl clccisive acrioD possible, ((l) a capaciry for bold ancl intuitivc couragc, (7) a capacity to entcrtain vaict)'ol abstrnct i{cas, conccllts, clcrtlatiolls and ligurcs in orrler to sec multiple ol:)tiors n anl,givcn circtmstrncc, (t) a capacity ttl u'orl< rvith peoplc, including an ability to rcrccivc thc basic rroti\,e l)attcrns in clilfcrcnt inclit'icluals, (9) a kcc a\arcncss o[ htman llaturc, (10) ir catacity for cmpatl.r1,, rwrrctre ss atrcl livel),intcrest in ancl rcsrect for teo1tlc, (ll) a capacity for lvorl<ing alonc tlr in tczrrns, dcpentling what thc task retluires, and (12) a carpacitl,lclr lulfilling social obligatiorrs n,here their shecL trcscncc brings tre honor and support oI the ctrtirc
org, r izat

clcsirccl results of cverl, orlaanizatio. ]il)r'ucl<cr, (-lssir Dlrrrlr r, chnp. 7. t'l'he livc l<cy que stions arc: (l) Ikrrv c:u wc gct thc eli'ctive lcr<le r.ro locrs on rcsults r:tthcr t[n ctivitics? (2) llorv cat wc gct the cffective leaclcr to consicler horv to itrflucnce both tlrc rrcscrrt artrl lhc luture ofthe organization? (l) Ilolv can rve gct thc cffcctivc lcrcler lo lrctts otr tl]e inportancc tl hurnan rclations ancl the rlevelopDrcrt oItlte lrunran potcntierl lvithin thc organizatiot as tle singlc rnost significant influencc o currcnt ancl luturc succcss? (.t) How ct we get thc eflectrvc lcadcr to conrrnunicatc clfcctivcly? (5) Horv cu we accotplish thcse tasks?

/Druckcr, Ijsslrial Dlur:lio, chap. 14. 8.1'hc follorving "Six D1,s[unctions of thc Olganization" is basecl on r.ny person:rl <tltservtiolr anrl cxpcrience. Somc organizations clevelor recurring rroblcms that prcvert tlcm lronl chicving cffectivetress rtrrl success. There arc at lcast six pr-inra11, dysftrnctions that contribute to this lralaise. I:irst ancl rost conlttol is the tenclency to multirly taaenent levcls rathcr than cleal with structurrtl trr rersonnel mistrkcs. One of the rnost consistcltt tnistal<es I h:rvc observcd is wlrcn rve have pcrson in a role that is not thc r.ighr fit. Rathcr than tlcal witlt their insu[[icient rerformancc, wc hirc arouncl the rerson in

cffolt 1o rror hinr ol her up. I lt\,c yct to scc this rvork. The sccotttl tlysfttnctittn is friling to arlclrcss rccurring or'anizationll problcms. When the samc rroblcm ke cps conritrg ut, rvc have a proltlem in onc ol tlrcc al.e as:
an

wc

hrvc thc rvrong rcorle worl<ing on the rcal problcm; wc have unclercatitalizcrl thc solutior.r or wc are rvorl<ing on thc right solution to tlc wrong troble nt. The thircl tlysfunction is rutting kcy pcople otr the wlotg problerns. Rcmcmbcr Druckcr's principlc that to buikl effectivenrss into the organization we have to rul

our bcst pcorlc on our biggcst opportunitics. Oltcn, u'e siphon olf our bcsl rcople antl assign tlen to problcrns tlral nobodl'clse can solve because we ire so pre()ccupictl with ckring thirrgs bcttcr tlat we clo not stop to sk whcthcr or nor this jol)
shoulcl bc donc at all.

iorl.

!llbicl. Ultimarell', Druckcr snlnrnarizt.rl tlcsc t\\,clvc bchrviors iltto four tl1'narmic tcperlrnctts. The effectivc lcaclcr necrls to bc a "thought llil, ll ctiol tlal], a betwcen thc l)eol)lc man, and lront lnalt." A lcadcr also nee(ls to movc efflrtlcssly rvill best detctnril.tcs what he or she tetperlctts, ccpcntling on the contcxt and lists Drucker's list or atry o[ is tot that this It organization. ol lle tec(ls scrvc tlc werc cvcr tneant to lre exhaustive. ln cvcry case they reflcctctl his latest thinl<ing to (late as lc l;otr cnlarrged the ratrgc o[ his unclctstrlrtling ancl llarrowcd the scole of
what
rnal<e s

foulth tlys[unction is schccluling t{)o many neclings attencled by too nt:rny rcorle. Mcetins neccl to havc a focus ancl a rurtose. When we invitc t pcrson t() attcnd Ineclinli it tccrls to be llecruse his or hcr contribution is nccccd ard this pcl'sol.l's rvorl< ot thc projcct is cssetrtial. Sornctimcs mcctings rloliferate becrusc
all. At otlcr tires, ncetings proli[erate bccausc thc organization has been unrlerpcrforming ancl neecls to 8ct to w()rk. -l-hc tifth clysfunction is rvhen pcople ire more conccrncd rvith a pclson's fcclings
rve arcn't sure horv to rlo bettcr what shoudn't bc cloltc at

'I'hc

fol an cflcctir,c

lertlcr.

tBu

THE SHAPTNG OF AN EFFECTIVE LEADER

Nof cs

IU9
Syrkrw

'Ihcrc is n cssclltial ncct[ to rttcntl than rvith tle orllllizlti()ll achicving its results througr our rvtlrk This to otr corc humnn asllirations trl lintl tncaning ancl p(trpose tlecisions beneccssiry minimizitrg or is l'unclamcntally tliflcrent th:rn avoitling in ortr cavalicr bc to licclse ntt is fccl.'[his rvill sor.neonc horv cajsc \\,e arc afraicl silttrvith an)' clcal to arproach or treatnenL o[ people in the orgatrizatiou lnstcatl' an(l hollcsty with conrbinetl rcspcct ation effcctively requircs the highest lcvel of
t

l\rbor culturc wlrilc also helring translatr thc Spring Arlror culturc to tlc.

rrnspitl'ctlcy alout the sittltio11 or ssis-l'hc sixth and final r)'s[unction is whcn we have too urany co<lrclitrators us to Petcr's bias lbr tants whose job is to sttpport others in thcirjob Tlis rcturns lle nchmarks for the nutnbcr of le an organizations. lt is essential thlt we clctcrmine oI tlrese llositiotrs incliprolifcrtion wtlrk tlur clo t. ,,,pr.rrit"ra,r,.r'el cssential through our work antl are rvasting ttre resourccs o[ the

.n,a.,"a ha'c not tl.rought

the petlple resronorganizatiotr. tt also inclicatcs renoleness or cliscngagetncnt oI Often' the making dccision ineffectivc sible for the rvork, which in turn leads to lvhat lbottt alnbiguity an eitlier inclicatcs perstlnnel overalruncltnce of supllort the n.isregarding clecision cffective thc to exccute inability an or be clone to nccrls

sion

rnd clirecti<ltt

o[ lhc organization'

allorverl rne to be e[[cctivc inrmcrliately bccausc wc wcre so cornlbrtablc rvorl<ing togethcr. Olen as a ncw cxccLrtive scttlcs in, hc or shc hrs to lcarn thc kcy indicators fror.n the ctlturc that cn hclp snrooth thc trnsitior. Having sornconr I kncrv ancl rclied on rvho wrs ablc to build a briclgc into a ncrv orgnizatiot ph,ccl a irlispensablc rolc in nry carly success. After securing Sydow's involvernent, I nrovcd to fill the vice prcsiclent of financc rolc. s I wrotc tlrc srccilications [rr the job and consiclere<l thc cornple xity o[rvhat rvc rvoulcl facc rs an irstitution. I l<nclv I nccclcd sonrcorrc rvho held both an lvllA rlegree ancl a CPA certilcation. Thele was quitc a bit ofpressurc to hirc someonc thc pcorle at Spring Arbor alrcatll,kneu,. The carxlicltes that were suggcstecl to rne \\'crc all strong, but thcy variecl in their preparation, ancl I rvas nol. surc the),woul(l bc ablc to [ill thc rolc successlully. Thrn I met Dor-rgJones. .lones Irad been the controlle r at lluntil.rgtol.r College in Intliana. Dr.rring the intcrvierv process, his l<ey rclercnces rentione(l both his charactcr and his compctcncc. He sharecl a lrackgrouncl sinrilar to that o[Spring Arbor, but he hatl a vstl),(liffcrent path ofpreparation thn any ol thc other cancliclrtcs. This contrasting backgroun<l courle d with a grcat cle al o[ compatibility gave him an outsidcr's pcrspectivc witlt an insicler's unclerstarncling: :r rvinning combination. ln ugust 2000, Joncs agreccl to.join the ten at Sprirg Arbor. When I acccrted the invitation to rnove to Westrlont Collegc in 2007, thc vice presicle nt of finance position t Westnont was open :rncl.Joncs agreed to come rvith mc for a scconcl run in a nerv rssignment. We have now rvorked togetler twelve years. When I rrrivcd at Spring rbor, the vice president clf aclvancement was ir thc midst of f inishing his Ph.D. in highcr c(hlction lcarlership. Ove r the rext eightee n months, he exrressccl strong intcrest in finishing his Ph.D., so cluring my second year I reassigncrl him to a di[[erent role ir.r oxle to give him the timc hc ncedccl to finish his doctoral work, which was his [irst love. Following cornlletion of his Ph.D., hc bccanrc provost ol'anothcr institntior. What I lcarnccl frorn this sitr.rrtior is leaclers oftel inherit people who are a gret fit for thc institution, but arc scrving in r role not alignctl with their first love. As I workecl through this situation I often thought ol'Druckcr's cnrrhasis that as we work to ensure the success ol tlose we

Principlc 3: The Advantagc of Tcam Chernistry tl workecl at Azttsa Pacific Universiry, Azusa, Calillrnia' flom 1992-2000'

]ln.Jtrlyof2000,Ibecanrcprcsidento[sprirrgArborUrriversityirrSpringArbor'
t'llcnigan.Tlriswaslny[irstopportulitytobtril<llnyowlexecutiveteanr'llcarnetl slrart people who much throttgh this process, inclucling the inlportance ol hiring
presiclents

o[ having' vice can work togcther effcctivcll'. I in.rmccliately rcalizetl tlc l.lcccssity n capacity ttr autl lligcnce inte with a strong work ethic, lrigh emotional

nd a grour with build ancl e xec.ttc l strategic vision. [Jltir.natcly, the capacity to ble a cltlol viptlrsttilg tcam high-ftrnctioning a into vastly di[[crelt backglounds a leircler. o[ rcsponsibility is the sion has l-rad an uneven Spring Arllor olferecl a rvonclerlttl clrallcnge Thc university rvith periotls of i.tcrmir.rglcd clc'clopnre.t ard hisiory with periods of great growth in tratrsition' ws alreacly teill the executivc I arrivccl, n whe significant challengc. .l.hc ()f linance an<l thc vice presidcnr o[acrclenrics had both lt'ft fbr vice
hacl arrivecl .iust orhcr institutions. The vicc presiclcut o[ cnrollnrent mala8enent his sccfinishing vas.ittst o[ advncenrent rhree months earlier, the vice rresiclent rresiclcnt

on<lycarl,arrclthevicelrcsiclctrtofstuclelrtlifehaclbecnattheinstittttionsincethc

carlyl990s..[.lrccxectttir,crssistanttothepresitlentlratlllecnmove<ltoan()tlcr rctiret'etrt lrr a short-tcrn.t ,la.rrtt.r.rant, a'cl thc ecting assistant hacl ctlt'e ottt of

rcqttiretl that I arssigntlcnt. Thc lransitions occurring within the executivc teanr roles. kcy move tuickly to fill thesc l hal'e hatl prcviotts sttcccss' I Becruse I enjoy worl<irlg with people with wrom my previotts ttniversity' began by hiring Brad Sytlow' nry cxcctltivc assisttlt fronr
Wchacl workecltogethcrftlrsixycars HekncwmyPatternsancl racc'antIerlioycd lc lo the Sprillg lrilrr as a rerson. As n eXecuti\,c ssiStant' Sytlow lrelped trnslatc

hire, rve must bc rvilling to move thcrn into positions that mtch tleir greatest strergths with our rost significurt neecls. Ofcoursc, this change reiuire<l that I hire a new vice rresiclent o[atlvrnccnrent ancl I rvoucl col..rc to f ill this position with someolre who hatl come out o[the f irrancial services inclustry. This vice rrcsidcnt colrbinc(l an unusurl ability rvith people with a tircless effort to attrct resources for the institutior. He is also a quick study,
ancl

our rvrlrk togcthcr initiatecl

season of funrlraising that helped trartslornr the

cf studcnt lif was the longest scrving member o[ the teanr. Lle was near the en<l o[ his cloctoral progranr, capablc but rcstlcss, ancl intcrcstccl in bccoming a rresideut hiurself. He left at thc end o[m1,

rhysical infrastructurc oI thc univt'rsity. Whcn I arrivecl at SpringArbor, the vice prcsident

190 )'crr to ltcconlc trcsirlcnt ol

THE SHAPING OF AN EFFECTIVE LEADER

N,lcs

rrcr'ts. rIc is a

9l

sr(.on(l

a collegc

in thc lvlitlwcst. llc is still in that

its-

sifltrntcrt, I r.cplaccd hint rvith his assistant vice rresitlcnt atrtl cvenlttall' rcllacetl rhat inrliviclurl rvitlr arothcr nrcrnbcr fronl tltc tltparttuetlt rvhtl is Irtlrv in hcr fifth tt attntltt o[ tlrc ttnivcrsily, harcl 1,car irs vicc lrcsiclcnt ol studcnt life. Shc was (lcpartncnt ycars ftrr scveral rvorkcrl in the Prcr,iously alltl ht:llccl lllcscrvc i scllse oI c()ntiuuirl'allld lllolllcntulr as wc $'orl<ccl on a varicty of grorvtr initiltivcs' lliring a vicr prcsiclent ol acaclcrnics \\,is tle ntost clcllcatc of thc ncw rositiotrs. 'lhis irlit,iclual is sn criticnl to thc intcrfacc with the etrtirc facult)', rvho in turr at'c s t:riricarl to the succcss 6l rhe institution. Wc \\,erc lortlttrrtc to lill this positiott

a rnastcrf ul.job of rnaking our teclrnologl, -csorccs st

rcrrarkallle cxanrpc .r grar.c r(l comr)ctcr.rcc. rcctl S'e arcr rras co'e

rhc

^ thc kincl ol pcrson tltt I can givc alrnost an),ssigrrlcnt to and lrr will invest the titne antl thc tcrt(it)'to ligltrc rnt hou, lo rlltc it s,oll<so th:rt wr can bes.ccessful. (-lill l-unclbc'g, a f.rnlcr boarcl rncnrbcr anrl :r'crcran.f rhc higrr ,".h iJ;;;;y, c..ti.ues to builcl rhc rcputirtion a.cl cxlentl tht- r.raclr ol rhr eollcgc rhr,,ugh hs rvorl< as exccr-tivc vicc rrcsiclenr. (-liff has hacl a lilckrng rt:larionship rvirh rl,, .ollttnr

rtr.a'cc.rc'r rcsronsirriritics .cc..rpa',ir,*

,,,,.llill;ill:;':,i']ffli':

rvith a frrrrne r tlilectol'of highcr edtlcltiol.l l)rogralns at the l(cllogg litlunclrtion itr
rccle ntic acltnitristrttor a(l playecl a tle nultil)lc Pr0Srams that werc startc(l key role in hcltingdeve lop antl iurplcmcnt I rvirs tlrcre. tlttring the sever )'cars

Batre Cre ck, Michigan. Shc is an outstr(ling

-l'hcvicerrcsitlento[cnrollmcnttatagcmcntwastheSlueoftlrctcnn

llcscrvecl

-,-'cncous bcnclit to rhc collcge. Nancy Tou'n, my cxccutivc assistrt, irtcrl)rcts Wcsttlrotrt cttltttrc to ntc while interl)reting trlc (o Westntont culture. Shc also clocs a rvonrlcrftrljob of maintaining rn,clfcctivcness as a prcsitent. 'rl'etcr Drucl<cr, Md,l(rgr'ilcilr: 74.shs, llcsponsil)ilirics, pr(cficcs (Neu, york: Harprr tt

lcge, ntoving hctc rvhctt hc rvas thrce, u,hcn his fathcr bccarnc a1 l)ro{cssor. IIe is a' antl has nirtainc(l a vast nctrvol< oI Wcstrnont-related pcorlc that is a trc-

the bar()tnctr for how clecisions werc u,orkitrg thcir u'iry through thc ttrganization or horv challcnges were bubbling up front tle grass roots. lle renraius itr that role ar Strir.rg r\rbor anil contitues to scr'\,c t re w prcsi(le tt wilh an ttnttsttrl levcl of

Rorv,

lt)7j),

itbid.

r.

(r18.

streng,tl irn<l ctltnletcucc. -[o this rcan at Srring Arbor, I ackled Reed She al.(l as vice yrresitletrt of itrformatiotr tecnology. t:ventually, u,e acldetl a vice presidetlt oI utrivcrsity conrlllttllicti()ns as rvell. Tlrese nerv hircs were bttlr ntatle in rcspolse ltl acutc ncccls that u'e lacccl at

olbid., p. 56(r. Tste vcn B. sanrrlc, Thc cltrr'ian'.s Guilc ro Lctukrshit (San Frzrncisco: Josscy-Bass,
2002). 8lbicl., chaps, 3-4. ')lbicl., p. 123.
bool< is worth our rttcr.tion. His spccilic trctlrent of exccutivc tcars is lbuud in ibid., pp. l2l-19. rrfulic Connclly,'All 1rgcthcr Now," GallupM(uurg(,tne nt.lout.nrrl 2, no. I (2000): l2-lt. r2lbicl.. p. 14.

rhc irstitutiot. In thc casc ofshearcl, hc hatl slent a nttmber o[1'es in the high tcch worltl and bronglrt a rangc oI g,i[ts atd a)ilitics th:rt is rnre [or an l.['pcrsou. lle too has founrl his r,ay to Westntont whcre hc is tlow our vicc prcsitlent of advatrccment arttl ClO. l\s a rcsult, the clevelopntcnt of our executivc tc^n et Wcsllllolt has bccn quitc diflcre nt. Rick Pointcr has conrc ['o withir tle histoly {rculty to servc as pror'osL irntl is rloing n outsttditg.joh in both progrtr rlt:velornrcnt ancl pcrsotrncl lanag,cntctt. Wc ecclccl somcorle tlre [culty inhercntly trttstccl, tvho wts calallle antl colt.tllctcrt hinrself, alcl who coul(l .ioin thc teant without bcing a tlisluptive cgtl. Rick has cxcclle(l otr ll tlrcc l'otlts. Jane Higa has c()ltinttc(l into lcr twcntyscco 1,s as vicc tresi<le11t of stu(lcnt li[e anrl is a soul'cc of great stability ancl colpctence. Jirne contbincs r keen LrncleLstanding of strrdent li[e progratns witlt a dcft hant in intcrpersolal dynamics an<l is a grcat contribtttor t() tlc tcm ln addi-

l"Tht'etltirc

rlDaniel (olcman, lVorJrirr rvih llnrofionl lrrlclligcnt:c (Ncw york: Brntanr llool<s
l99t).
r'rlbid., rp. 198-211. -l'hc chart rp. 27-2t.
rrc

ljlbirl.,

llcrc, in tlutlinc fornr,

o. thesc ragcs pro'irlcs a sr.mary of rhe e'rire bo.l<. (olcrnatt's leves. Ir his first levcl, pcrsorrrrl c()rrpefc,lcr',

tion, lanc is oltcn

on by otrcr instittltiolls to providc cottllscl atld aclvicc as thcy builcl effectivc stuclcnt lil'prog,Ianrs. Chris Call, traineil as a lawyet, hrs continuccl as vicc l)tesident ()[a([lninistration and plannilg. This rolc is built alouncl (-hris has beerr Cl.rris's ur.riquc breaclth of gifts ancl abilities, which arc consi(lcable. witl the conlmtlour w()rk enor.mousll,hclpf u[ to te on so l- atry lrr)nts, inclucling
crlle<l

Golcman iclcttifics thc lrllorving tu,clve rlualitics uncltr three spccil.ic catcgorics: (l) gell'-arvarcrcss: crotioral rwarcncss, accurAte self-arsscssrnent antl sclfconfitlencc. (2) Sclf-Regulation: sclf-control, trustworthincss, consciertiousncss. adartability rncl innovation. (3) Motivation: achicvcnle rt clrivc, comnritnrcnt, niliati'c rrcl ortimisrrr.'lhc seconcl level, social conrPclcncc, [octrscs ou thc er.gagclent ol tlle inclividtral rvith thc broaclcr worlcl rvhe rc rve achicvc rcsults. Hcrc, Gole-

thirrcen rualitics uncler two spccilic catcgories. (l) Lmpathy,: r.rndcrstard others, clcvclop othcrs, <levelop i strong servicc orienttion, lcvcragc di'clsity arcl dcvclop political wareness. (2) social skills: influencc by usc oflacmrn iclcnrifics

nit,, 1,,r. inleractioll with the lroarcl oI t'ustccs antl tht'gencral ovcrsight arcl ll. alragcncnt of fhe institution. DottgJotes, forlncr vict prcsitlent of financc at Sprillg Arllor, is in his filth ycr at wcstlnont as vicc presidcnt of finance rtrd cotrtinttes to oversce all buicing projccts, including lilorc tln $100 ntillion in capital inrxovc-

tics ol pcrsuasion, cornnrunictio11, nraragcrntnt ol conf licr, lcacler.slrir, ch:rngc catal'st, builcling llon<ls, collaboratior n(l coopcrtior., and terrn capabilirics. lr'scc Patricl( I-cncioni, l'hc Jrivc l).ys./rctions o.[ tr'l'cam (san Fr.ancisco: Josscy-llass,
2002). I lirst workcrl wirh this bool< ar spring rbor univcrsity. Thc book is a quick

t92

THE SHAPING OF AN EPFECTVE LEADER

Nof cs

93

rci(l at(l [catrlres this txclcisc ol dcvcloring a shrretl rvothitlg xgrcclclt lloll8 thc rncl1.cl s of thc tor llanage nrcnt te ll Princirle 4: The Inte rplay of Cultr'rre and Context
Luchvig Wirr!rrsrcir, Phikrsophical hrvcsiq.rlorrs (Oxfitltl: lackrvcll, 9(rB)' pp.

2cliflorrl Geertz, thc Intct.llt.1llllion of (ttwrs (Nc\v York: Basic Book, 1973),1'.223. (Ncrv York: ltarpcr(.ollins, 994), Jamcs C. Collins antl.Jcrr.y L l)orrzrs, Iluilt to Ldsl pr. ll5-39. {Eric M. Eiscnbcrg ancl Patricia Riley, "organizational culture," irr 1'llt Nelv llanlboohoJOrganiztionrrl Cornnlricrtions,ed.F.M.Jablinardl.l,.Putlllnr(Thottsancl

i2.

catiort st holar.loirnnc Mrrtilt has lottncl (lat nrosl of torlay's culluritl stutlies can 6c characrerizcrl irs highlighring one of r hc lollorving: ( I) inrcgration, rvhich frcuscs.' consistcncy antl clarit', (2) cli[[crentiation, rvlrich crnrhasizcs tli[fercnces ancl incorlsistcncics, or'(3) lragmentation, which clrau,s attcntiolr to lle anll)iluity that is an incvitablc rirrt ol rnocle rn lifc. Joanrrc Martin, (_ullrrt,s in Orgnrrialipns: Ih:c R'rslrcclivcs (Oxforcl: Oxlrrcl Univcrsity Prcss, 1992). 'rMartin, Crrlrrrrs in Or gani zelions. r(rAnrilai [:tzioni, T'hc.spirit rf Contnturritl,: liglrts, Rt:srorrsibilitir:s,
a

oaks, Calil.: Sagc, 2001), pp. 2c)l-319. I have beeu cspccially helpecl by the rvork arcl guidancc of Dr. fjeboIah Dunn, rrofessor of colunruuicalion sttt(lics at We str1tt Collegc. shc has introclucetl nc to several kcy themes ard 'cstlttrces that havc

A. Dccrz, f)cnrocr.rrr y iri rrn rlgc oJ Corpo_ tarc Colonizalion: l)cvelo;ntcnfs in C{),nnil.rcrion tttcl tlrc Politirs ol l:vt:ryduy LiJc (Albany: State Univcrsity ol'Nerv Yorl< Press, Ic)85). llDr. Dcborah Dunn, "organizational Culture," unpublishe cl le cturc ote s, wcstmont Collcgc, Santa llarbrra, Calil., 2009. r2ln thc latc l9rl0s I lerned tlc iml)ortancc of this le sson clirectly. During rhis rimc I
S.

tniur

Agtnda

(Nc*''ork: Crcxvn, 1993)l

tllc CoDtnruni-

greltly euhancccl nty orvtr ullderstanding,. 5lbicl., p. 293.

('ThomasJ. Peters and lolrert H. Watcrnran, ln Serur:lt dl:-tccllorcc (l9t2; rcprint' kcy Nerv York: HarpcrBusine ss, 2004). This is a lanclmark stucly that icle ntilicd e ight

l)art o[a tearn working on tlre dcvelorrncnt of graduate crtucation in Asia. ]rrvard thc cncl of our ncgotiations our trusldto askccl if hc coukl sreal< rvith mc
ws

(l) a bias for actiou' (2) stay close (4) rroductivitl' tl.rrough rco(3) and entreprelleurship, autorlomy custotncr, the to (7) ple, (5) hantls-on, r,alue -clriven, (6) sticl< to tlc lil.rittillg-rvhat yott l<now be st, au(tl) loose-tight sinrultaneous Propcrties-alowing sinrple form, lcan staff, ancl
rhenres of cverl contplly in pursttit o[ cxcellencc:

;rivatel1,. r\pparentl1,, in an e[[ort to tove thc agreerncnt alclng, one of the menrbcrs o[ thc other tcam hacl o[[erc<l nrc a "gift" in hopcs of securing nty cooperation. Ilealizing t his woul<l not bc acccptabc to a Wcstcrtcr, m, trartrslator sugge stcd rvc e staltlish ir strtclcnt scholarship [und as an alterrative that woulcl bcrcfit thc sru(lents who would cnroll in thc progranr. Befbre I coulcl cvcn run thc risl< oIcotnutitting a social antl cultural l:rux pas, ny trtnslltor, who understoocl exactly rvhat was trans-

lononry with cenrralizecl Valucs. othe ilt.tl)ortalrt worl<s includc lirrcncc E. Dcal I'i.fr: an< Allan A. l(cnnccly, Cotporate Culuts: Thc Ritt's od titrrls oJ Cortoratt ( 1982; re print, Cambridgc, Mrss.: Pcrscus, 20t10); ancl william tritlges, The chuttt'
tcr o.f Orguzations (Palo lto, Calif : Davies-Black, 1992)' TWarretr Bcnnis rcmintls us, "'l'hc only viable wa)' to tttdcrstautl organiziltions is to unclcrstand the ir cuhure" (Warrcn G. Be nnis, Orgnrtitrttirrnal l)cvclornlcnt: lls Na-

turc, Origins, attd Prospcct.s lReatling, Mass.: Aclclison-We slcy, 19(19])' 8-[his taxonOmy is developed in Eric M. Eiscr.rbcrg, l{. I-. (iootlall Jr., ancl Angcla Trctlre wey, Org(utiz(ttion(il Conntuniclion; Bclnrtcing Ctc(ttivity drld Corlst,lli,tf , 5ll ecl. (llosron: Bcclford/Sr. Mrrrin's, 2007). srutlies $'ithin thc ptdctical pcrspcctivc treat culturc as al organizttional leature that cn be n.rauagcd.-Ihey belicve thcy shoul seek to provirlc ntngcrs with pracrical aclvice for intrrovit.tg the cutttte of thcir org,anizations. Ilooks such as ln Snrth oJ Exccllencc ancl Btrill o Ldsl arc prine examrlcs oI research undcrtrkcn frotlt this pcrsPectivc' The inlcrpr.{tivc apltroach rtjects the iclea that cultttre crn bc uranagctl, clailring irste acl rat culturc arises frortr thc cornrnor be haviors ttf lhc memllcrs of arn organization. Stuclies from this pelspectivc, which traces its r()ots to the watcrshccl Alta Confcrcncc of 1981, [ocus on the synrbols, stories an(l <liscourscs that enlergc from c\cr)day organiziitional lifc Thc cr.ilical ancl postntodern grouping rcllccts thc rcccnt trencl tou'ard sttttlying lrovctctl inlrl rtt'totttt. c(}llllltttltirowc r.clationshirs rrr worl<placcs. Tal<ing tlis

riring crossculturally salvagccl the dcal ancl helpecl us sccure the relatirtnslrit. rrDavicl Livrrrnorc, I.crrding with (ultural lrtclligorcc (Ncw Yorl<: AM,A,COM, 2010). Ultinatcly, my own inte resr it learning "culrural intclligcr.rcc" ancl trying lo rlcvclor a capcity to worl< crossculturally is twolold. l:irst, evcry one ofus neecls to be ablc to worl( crosscultur:rlly tnd unclcrstancl thc clynarnics o[such an undertaking. IJu( u'e rlso ncecl to rccognizc tlat cvcty lirtte we clungc companics, rvc changc ctrltulcs. Wc may ltc in tlte stte coruttry, uc t'ny cvcn bc in tlrc srtne town, brtt a change ir orgtizttioltal culturc crn bc as disoricnting s tu\cl to i l)rcign cou rt Iy. r{Usccl by pcrmission of Harolcl A. "Red" Poling. lerl kc'rt corics ol his philosophy of' trallagclrcrt in his olf ice clesk.'lhis cop) tvs givcn to mc tluring onc of otrr meetings.

l51o view this vidco, plcasc go

vidco>.

to the websitc <www.westlnnt.cclu/cbl50/poling

rAllan Gilmour, vice chairm:rn (re tirccl), Irrd Motor (.onrany: "The rvortl lcadcr is greatly oventscrl in,4mcrica, but lccl Poling is a rcal lcrcler. Whar ntaltes Rccl so runi<ttc is hc listcns. IIc listcns to tlc l)eoplc around hirn. lle picks ut vicrvs lxlnt whcrcvcr lrc can: reircling, sturlying, things ofthis kind. Ilc has, ancl I knorv hc'll like
these u,ords, a rlistinction lrctrvccn participatioll ancl conscnsus. He wirlrts peotlc to participatc, to givc thcir vicws; thc pluses the rninuses, tros anrl cons, horvever 1,otr want lo dcscrilc tlat. But it's uot corsensus. Not all votes lrc equI. So hc gathcrs

l9+

THE SHAPING OF AN EFFECTIVE LEADER

Nof

r'.s

t95

thosc vicrvs. ancl tllcrt rvltcthcr hc's thc lloss rrr sorcottc clsc is thc boss, tlrll<cs thosc tlccisions. "Ncxt thing I'cl say is hc cloe sn't changc his nrind af lrr hc's nr:rtlc thc clccision. llc's cot.rsistent. lle brings srability tr) it otgatizttior. lc woulcl clescribc it in l)art as prcclictability bccausc thc l)rt hc's rcstonsible frr, thc rvholc thing, ttn<terstancls horv hc lool<s a( thinfls rtrd lrttw hc'll conlitlttc to <lo so. To acld to that, ;eople say theytl like ro fiud a substirurc for halcl rvork, but Irotre o[ us l]ts l)ccl ablc to [illrl ore yet. Vcry halil rvorkcr, r'cry cliligcnt, alrval's clitl his honrervorl<. Ancl you will [incl that rvhen hc cones to rncctit4s he is ;rcparccl l lc's t'cady lor lttsincss "

Willian Clay Forcl .1r., chairntan, lrrcl Motor Cotnrartly: "Wcll, I learnecl a Iot l.om Rcd. Our srylcs irc vcry clilferent, but a lot tlf thc things that lrc stoocl l'or arc hallrnarl<s ofgrcat lcadcrship. llcd wis vcr)'clear in s,ht he rvalltecl for thc organi'fhcre ws nc\cr any qucstion rvhat Rccl u'as clriving tou'rrtl. He ctlt.lntuniztion.
catccl it u,ell rnd he rvas very cot.sistcrt. I'he otlrer thing about Recl rvas hc lvas vcry cletail-oricntccl. Retl rvas vet , ttctarctl ltlr cvcry necling,, I<trcu' cvt11' sttl)icct, ?n(l Red, you bcttcr bc trcpacrl. Ancl t think thc final thirg was that Retl was vcr) tcanr-oricntetl He really clicln't care who got the crctlit; he just rvanted to urake sure that Forcl Motor Conrrany won. "t think Lhe biggest thing that lecl dicl flr lrortl was le kcpt tts on i colsistenl,

crcclit fr hirst:lf. Ilc \\,as ve'),(luicl( to <:rcrlit othcrs, antl il thc Forrl Motor (_onlrany rlitl s,cll he ncvcr-use<l thc tcrrn l. llc:rllvays rvoultl crcrlil evrr),orrc aroutrtl hinr. anrl rvoulcl bc thc lrst onc to stanrl forn'arrl. r\ncl I thought tlit \\'as \er) gracious bccrusc nost (-Eos that I'r,c run rcross crr't rvait to tal<c the crcrlit. Rc<l let thc nrrnbcrs spr:ak lrl the rnsclves." John Dcvinc, fornrervice chairtniru, (cncral Motors: "l'r,e hatl thcgo6cl ftrrtue t9 l<norv Recl ovcr thirty ycars s( I'r,e sccn hinr ur fmnt, rncl ckrsc. I've workerl ltr hinr. ['r'e rvorkecl for hinr here in rhc statcs, in Europe, litcrally arounrl tlre l,orlcl. whar stall(ls ()ttt rvith l.e tl in my nrincl is an absolutcl, clcar focus orr rvhe re hr's going. yrtu gct no (loubts, and no siclcwa,s paths tvith Rccll vcl.) cle.r focus, r,cry clcrr clireclioni:l strorg scnsc of rerscverance. r'hc auto business is a tough btrsincss, anrl you

rcally have this setrse that etery clay is tough antl 1,ou havr to gct through it_ Rcd clocs that extrenrely wcll. And then you ve ro rdcrstancl his roughncss. r\gain, this is r di[[icr.rlt busincss and his strcngrh of rurrosc, his clecisivt'ness, wcrc very irnl)ortant in this business ancl lecl continucs to shorv tlrat to this rlay.,' carlos Gutierrez, forrner chairrnan and (-EO, I(ellogg (-ompa.y: "whc' Iccl
srrrkc, cvcryone listcne<I. Hc alwal's sroke in a soft tonc. But I can rssure you no one forgot wlat he sairl. Anothe r imrort:rnt ingrcdicnt is he *,as ablc to focus on two or

i[ you rvcnt to a nrcctirg with

clear tath.'lbo oltcn in oul.past, arrd cvcn reccltt listot-), we change oltl'strategic (lirectiot.t; we change our rcit of e lntrasis. lcd ncvcr clitl that. He was consistcnt l.om thc day he tool< thc job.'l'hc whole orgatrizatiotl was aligned behind him lccausc the) knew cxacty wfiat he wanted encl how they fit into that vision. Attcl tlren he just drove ku lesults irnrl lre ner,er dcviatctl. Antl thelc wele lc\er any sttr;rises $,ith Icrl. You alu,ays knclv n'here hc was comil.tg f rom, yort alrvays kncw u'hat hc

cxpcctc(l front you, Ancl t think that really led this col..pny to glet success bcca.tsc a compuy this size crn't ltar,e too lllelly l)eSSi8cS, irud a crttnpany this size nce(ls to havc cotrsistcrcy irntl Recl ccrtaitly proviclccl tllat "Wistlom atrcl disciplinc bottr are tvorcls lhat ilnnlctliatcly leal) it.lto your hca( whcu ytu.r think of'Rer[ Poling. llc was a gre at teclcr. lcd woulcl spetrd as uruch tirc as ncccssry lo explait. soltcthing lo sotnebo(ly. He was Very Pticlt, an(l if you werc lew t0 thc job, or netv to a sul)jcct, hc clicln't hrvc unfair cxpcctatiors. Discipline, well (hat rcally is rhc hrllmall< oIRecl. llc's pcrhl)s tle ltlost disciplincil
l)crsolt I'vc

thlee big things. To.' nran) rangcrs zrnrl leaclcrs gct focuserl on tcn, lilcen, twent)' things. i\ncl things bcconre co.fusing, a'cl you rlorr't really kntx'whcrc to spcn(l yorrr tine . I clon'r think lecl cvcr l.racl that rroblcm. I think he always l<nc*,rvhat was inrportant, antl what he wntccl to focus on. wcll I think it's the serse that yoll can be a very rcspcctful, almost hunrble inclividr.ral. Ilut also be incrcclibll,tencious, touh u'hcn hc lras to be. Ancl thosc two things rlon't lrave ro colliclc, and thcy <[on'r hvc ro bc scl)arate. Ancl I watch Rcrl bling thern togcthcr into ore incrctlibh pcrsonality, arcl onc incrcclible lcadcr. Arrcl thar's probably thc one thing rhat I srill try trl e rlulltc." Dennis Archcr, forrner nr:ryor, city ol t)ctroit, zrncl presiilent ol the Anrerica llar z\ssociation; currently chainrn, t)ichinson an<l wright: "l{cd polin4 \\'s sonlcbody that I observecl krng bclolc I became ma,or of thc city of Detroit. His lcaclership style \\is onc in which, fronr my pcrspcctive as a larvyer, as pe rsoll rvho rercls

ot

eve r mct. He rlanned out cach cliry, he platrtrecl otlt e ach wce k, he llannecl each ntonth, nd ezrch year. Ancl thc lcason I know that is hc ouce showccl tne his calcn<lrr. lt was inc'cclible, scarc(l nre to dcath. I tl.rought, nry gooclucss tlris is what I havc to lool< forwar<l to. But he was very clisciplincd not or.r11, with hinlself,

thrcc or four parers evcry <lay, is sonleonc rvho is:rlways prcparecl, sonreonc who (lircction oI lrorcl Motor cornrirny, and tool< a lol o[cuiet rricle in the cars that werc bcing oclucecl, in the cLraliry o[the cars. Ancl I fclt that lc clen'ronstrated, fronr sonrcorre lvho rli<l n()t work with him,:r lot of paticncc, g'eat vision, but somconc u,ho was always vcry thotrghtlul antl very,
carccl dccrly about his crnployccs, about thc

but with thc crtirc orfl,luizatiorl, atd it rcally paid oll. "One of tlc grcatcst srtrpriscs to peorlc lvl.rcr.r thcy met Rcd was wltat a cot'll[)ssionate, nice nat hc is. Rcd was tottgr. Ancl lcd cxllcctcd resttlts, but Rcd was ncvcr unfair. z\ntl when you hrcw hirn ltersonalll,you l'calizcd he rvas r 1'c') wil'lr persor, \'cry compirssiontte, ancl carecl clccply about (hc connrunity in which he live(I. I think thc biggcst clcltert in all of that though is that Rcil nevcr sought any

vcry wcll-prerarctl." Ralph BabbJr., chairntar ancl CEO, Cor'crica llank: "He has tlcrcrminarior. I le is always vcry supportive, anrl hc enjoys what hc's cloing. Anrl as I listcn to the clcscrirtions ol thc things hc's <lone in business, thar'ery nruch tlcpicts what I hear. peoplc look up to him. lle brings rcs;ect n,hetr hc walks in, antl any,1lig lre's involvccl in,

in rn'opinion, has a high level ol irteflrity bccausc hc is involverl with it. [-lc lrcuscs on the tasl(, tlrinks it through, gathcrs thc infornration, anrl secks othcrs'counscl.

t96

THE SHAPING OF AN EFFECTIVE LEADER

Ntlcs

197

Ancl thcn forrnulatcs a strately. An<l thcrr orrt:e that stratcgy is frrmulatetl, thcrc is a g,ret irtensity to achievc thc ttltilnatc goal. And il you think about it, that's the

7Sec

hallnrirrk ofr busincss leader, as wcll as a lcacler in artry other coltext." Gloria Tachuk, ssistanl to Mr. Poling (retirccl): "l think cverybocll' felt conrfortable with hinr, working for hinr. Atrcl he was vcry approachablc. I think tlat was one oI thc characteristics I admirccl thc most was that hc rvas aprroachablc by everl' levcl of tle organization. nd in fact, early in the 80s when rvc wcrc at lNorth
Amcricrn Automotivel he set ur a focus grou:r of rvonle Ir to cliscttss the ir issucs and

aptcnrlix 2 for a rnorc cxtetsivc treatncnt. r'-l'his study is chroniclecl in the book by Marcus Buckinghanr First, Brruh All thc lulrs (Nerv york: Iirec prcss, 1999).

rn<l

curt

coffrnrn,

Principle 5: fhe Strength of Compatibility and Cohcrcnce lPctcr Drucker, l h fssentinl Drttcltr (New york: HarperCollins,
'lbi(1. lvf

2001 ),

chap

5.

-fhey wert so inrprcssctl lly tliart concerns. Ilc mct rvith thcrr ott a monthll'ltasis. becausc they said ovcr the 1'ears the secrettlies werc lookccl LlPon s clcrks. C)r the other hard, he saicl they'rc a very inporttrt part of the cotlran', evcry job is very inrportant in running, the cornpany, rvl.rcthcr yorlre the vice rresident on the twellth floor o[ thc rvorltl heatltuarters, or you're srveeping the building. He .iust treirtetl everylocly the samc. Ancl I think that's what I aclmirecl most abottt hirn. I still run iuto people lrom Ford today thart arc still there, rncl sotrtc rcccntly rctirccl. Ancl thel'
ahvays mention Mr. Poling anrl what a wonclcrfttl ranag,enett tcatn, ancl horv nrttch he tlid for the cotnpany. Ancl they'miss hinr."
rTPeter F. Drucke

arcus luckinghanr ancl Donalcl clifton, Norv, I)iscovl. your srr.cngths (Ncw york: Frec Prrss, 2001). See also uckingharn an<l coflnan, Irirs, r'crl All hc llulcs. This

lattcr book chronicles rhc cxtensive sturly of 85,000 cmployees sprcacl across 1,600 cornpanies in rvhich thcy determine<l the twclvc questions that clicit the cualitics [ thc best rlaccs to rvolk. This is rhe srudy behind rhc "Bcsr I'laces tc work,'rovcrt tlit has swept our nation. Strcngthsl'incler iclenrifics rhirtl,-f different talc.trs Ihat an incliviclual ntighr clisplay at work. Marcus tuckingharn clclincs a talent as "a rcuring patte. ol' tl.rought, Ieeling or bchavior that can be productively applicd." [:or ultinrate exprcssion and uscftrlness, talents are to bc conlbincrl wirh our accunrulatecl knowleclge au<l ortr lcarned skills. This intakc instrunrert is mcant to unlock rhe five clonlirrant themcs in ottr li[e so we can uncle rstar<l our talcnts ancl maximize our contribution. Evcryone o[ us has then. a,ohn D. tsecketr, L.ovitrgMonday (Downcrs Grove, lll.: InterVarsity press, l99t), p. 7.
me

r, Mondgctntt: Tcslrs, Resrottsibilitits, Pttu:tic(s (New York: Harper 34; Pctcr F. Drucker, Thc Esscntial l)ruchct (Nov York: llarperRorv, 1973), chap. A

Collins, 2001), chap. tl. lsDruckcr, Mutragenturt, chap. 19. Most managers, McGregor denlonstrertecl, operatc either fronr a Theory X, where they believe etnployccs arc lazy antl tlislike work' or a Theory Y, wherc thcy belicve ernployees have a psychological ncccl to work antl
clcrive great sat isfactior lronr achicvcmcnt tt([ resPonsibilit)'.

'lbid., p. 92.
Collins, Go<cl to Great (Ncw york: l{arpe rCollins, 2001). TNat Stoddard ancl Claire wyckoff, Thc Right Lectder: Sclcctittg Exc(:Lttives who Fit (Hoboken, N.j.:john Wiley, 2009). 8Tris fit is built on five key componc.ts: [irsr, the personal and social conrpctencies

tim

l')Druckcr, Mutt44r
2oll)id., chap. 2t. 2rlbicl.
22lbicl., chap.

nrc nt,

chap. 20.

]2.

rtbid., p. 455. rtbid., chap. 44.

25tbi(l., chp. 42. 26lbid., chap. ,15. 27lbid., chap. 47. 28lbirl., chap. 48. 2elbi(l., chap. 52.

a'<l e.ergy to bc fully ergagecl with thc work. Then, thc lcacler nrust havc bcdrock charactcr built o[ trustworthiness an<l reliabiliry. 'l'he fotrth clemcnt is a keen focus on the needs of the .rganization, i'clucling a careful asscssmcrt o[ the prescnting nee<s vcrsus the real neecls. Lrst comcs assessing thc fit of the organizational culture with the environmentl contcxt. This lattcr priority clispels sevcral notiors, including the ways corporatc cultures influcncc and are inl ltrcr.rccd by executivc lcaclcrs.
5.

i.g thc personality

'I hcsc cluster arouncl scll-awareness, errpathy, social exrertness, personurl influcnce and rnastery of purposc and vision. Thc scconcl elenrent is hav-

of the indiviclual.

0Druckcr, Es.sorirl Drutltr, char.

rPeter F. Druckcr, Thc Ncw Rcrlitis (Nerv Yorl<: Harper 6r Row, 1989). r2lbi([., clp. 9.

ttlbid., chap. 14; Classic Dlucle , chap. 10. raDrucke r, Miltdgemenl, chap. ll. ItlLrid., chaps. 7 and 4.
]{'Robert Wuthnow, Cornnrrrtilic.s ty'Disconrse (Carnbritlge, Mass.: Harvard University I'r'css, 1989).

')l have hrrl t\,o cxcc.ltive teams. Ar spring Arbor I built thc cxecutive te am virrually from scratclr. only Matt osbornc, r'ice rresirlent ol enrollment, who hacl bcen hirecl thc prcvious fall rernained from the team l inhcritecl. Two vice presirlcnts, Iraving bcen carclirlatcs for the position, resigned when I was choscn.'[wo others would

two were prornotcd fronr within. At wcstmont Srring A'bor who have blendecl in bcauriully with r he tearn that was allearly in rlace . wc have continuccl to innovare a are still one position away front conttlctcly scttling the teatn.
)ers rnd

lea'c <['ring ny first two

I brought two of

nry'icc prcsidcnts fror.

l9u

THE SHAPING OF AN EFFECTIVE LEADER

Nolcs

199
the

l'rinciplc : l.cadirtg rvith (-onvictions lperer F. l)ruckcr, (-lassic l)ruchcr': Ilsscnti4l Wisrlonr /r?nt P(t Dtu(|.(r Jrom thr
lltgr:s 0/,.Harvar.l lJrrsicss lryiclv" (Boston: HrrVrKl Btrsincss Rcvicw, 200(l), chap. lll Pcrcr L)l.trcl<er, Thc :s.srrrrial I)ruch:r'(New Yorl<: HarpcrCollins, 2001), chap.
15.

(ASSLT), for asscssitrg lhc Iit bctwcen n inrliviclual an<l irn organizatiorr achicving stl,lcs requircrl by cach urrirr-re situatiotr. 8l-ipman-Blunrcn's cualitics and sty'lcs
are:

rn<l

l.

Dir"cl qrtality: lircttscs prirnarily on thc

tasl<s

that inrlivicluls sct [or thcmscvcs.

2c.

william l'ollard,

"Craf ringa culture o[charactcr," Lcadct ttt l-catlcr 2010, no. Sl

(200):3t-42.

rlobcrt Kegan

ar.rd Lisa Laskorv l-ahey,

llotv lhc lt/a), Wt' Talh Can

(.'hrrrrgc thc Wrty Wt'

. . .
2.

lntrinsic stylc: rvhclc thc rtuc ol the

trsl<

itscll nr()tivalcs

us.

C-onpetitivc st)lc: causcs us to wAlt to outclo othcrs.

Porver style: clisplal'd lty,onr clcsire to tal(c chlgc,

cxcrt our will rlr rvorl<

WorJ (San Francisco: Josscy-Bass, 2001)

to conlront in]nrcdiale situations arrrl evcnts.

RclutiLnul cuality: reflccts
r

''lbicl., p. 137. jDrvi<l L. lvlcKcnna, Ncvcr.linl irt r l{rilsf 0r'rn (Crancl Iapicls: Ilake r, 2005). r'Edu,in l. Frieclrnan, Gtlrerzrlion to Generutiott: Fanril.,Ptoct:ss irt Cllrrrch arrd Synagogue (Ncrv York: (iuilforcl, 1985). TMcKcnnr, Ne vcr lllinh in r Hcil.stornl, pp. 99-100

orientatior towartl hclring others achicve thcir goals.

. . .

Collaborativc style: cxrressivc of an indiviclual's cnjoyntent o[ s,orking as part of a r.ncr.nlte r of tean or on.joint proje cts.

Contributing st1,le: rypi[ie<l by a pcr.son u,ho er.rjoys helping others conrplcte thcir chtsen
trsks.

Principle 7: Maintaining Our Conncctions rl'eter Dmckcr, Thc [ss(rtial Druchcr.(New York: Llarpe r(.ollins,200l)' pp 207-l' 2tbid., p. lo.
rDouglas McGrcgor, Thc Hrnrrl r sklt: ofEntrrpris
(

Vicarious style: rvhere a lcaclcr <lerivcs satisfaction [l.om scrving as a ruentor and ollering u,isclo.1.r in ordcr to hclp othcrs accomplish thcir goals.

J.

l90; rcPrint, New York: McGrrrv-

lnslr'rnrt'lrial tuality: rcflccts a tcnclencl, to treir eyery(hing and eyer,ore as instrurnent for achicving one's goals.

. . .

Hill, 00).
aDruckcr, L-sscnial Druclu, pp. 80-t5 ilbicl., pp. ll8-19. Prcss, !earr Lipnran-Blurnen, Connecivt Lcotkrshit (Nerv York: Oxforcl Univcrsity convcnof the old is a critiqtte Ir's work 1996). The stating point for l-ipmar.r-lllume tional rodel oI leaclcrship that lrcusccl on inclivitlualistic, cgo-clrivcn acconrrlishlncnt. lt dcpictcrl the leatlcr as bcing out in front, leacling the chargc, and the orgatrizatiot rising and [alling on thc leaclcr's every clccisiott. ln the ncw moclel, a lcattcr is much ntore enrbcdclccl in the organization, cornectecl both pcrsonally and tcchnologically, anrl clisplaying au authenlicitl', trnsprency atrcl accottntability that insrires conf icleuce. -[his new style of lcaclcrshir is rcflcctive o[ ottr human-centele( pproach. lt focuses both on tlc succcss anil clfectivcncss of the org,anization, rntl the seusc o[ resronsibiliry tlc orgalization must crry for its totrl inrpact. ln other words, lhe orgnizatiol.t is no longer simply focuscd on economic achievemeut. As a mcnbe r of a crnnrunity it is valuccl for its total inrpact-its cffect on thc cnvirotltnenti its utilization of the vasr array of tlent, inchr(ling, talent with ethtic and gcncler tliversitl';
ancl its irnpact on sociel.y.

Personirl style: rypilicd by a lea<ler who clrarvs upon thcir own irtcllccrual, motional and tcrsonal gilts in ttrdcr to accotl)lisl thcir go:rls.

Social stylc: allows an indit,irlul to nrarshal the gooclwill ol othcrs rlrr.ough thcit relrtioual capacit), in order to gcl thiltfls (tone.

ltntrustit.tgstylc: lcacls one to rlacc their lropes a.rl clrcln.rs on the ultimate

contribution tlc), calt tnal<e lo achicving goals arrd obicctives thrt

nrt'anirrgf rrI l() t ltc orguiztl ion.

re

Thc contribution o[cotrreclivc lcadership is to intcgt.te otrr personnl stylc, our organizational culture anrl our cnvironrnental context in such a way tlrat the alignmcnt of our achievin stylc rvith thc culture antl the contcxt lcads to great results.
')Robert J. Emurons, "-thc Challenge o[ l-eadership," AC llotntlut, May-June 2001.
r()Douglas McKcnna, PowerPoint slirles fronr a

lccturc clelivered to Microso[t ernploysessions

ccs anrl anrpli[ied through scvcral onc-or-onc cxecutivc-coaching

(200t-present). ln 2000, I was reunitecl with McKe nnr, who had l,ezrrs earlicr be e n nry unclergraduatc rsychology rrofcssor. Trrday, he is my executivc corch ancl has hacl a prolrund inrpact on my unclerstanding o[ how convictions ancl conectios u,ork together. Convictions rre our idcas ancl llelicfs. 1'l.rc, ()ur core values. Trey rcllect our calling and nrission in li [e. They influence t hc way wc see, r he vision we casr and t hc confidcncc we carr) in what can bc accontrlishecl tlrrough our lcatcrship.'l'hcy reflect the nonnegotiablc qualitics ofour value s1,stern. Thcy aso rcflect the way we will bc reurcmbelcd. Ultinratel),, they guidc us it.r ntaking tough tlecisions whcn confrontccl wirh clashing vaues ancl conrpctiltg conlil lents. Connections, on tlc other hand, reflcct the way we valuc othcr pcoplc. Showing

Ir this conte xt, Lipman-Blurncn aclvocalcs [or conrlccf iye lcaloship bccausc of its
cmphasis on making connccrions incli'r,iclually arncl oranizationally that {rtnclanentally acldlcss all challenges fcin society. T fhese instrunrcnts aIc the L-l-: Achicving Styles lnvcntory (\Sl), for asscssing, the inclivirlual; L-BL: organizarionirl Achieving Styles nvcntory (o.{sl), [oI assessing

organizational culturc; ancl Achieving Stylcs Situatiotral [:valuation Teclrniquc

200

THE SHAPING OF AN EFFECTIVE LEADER

Notcs

20r

rcsl)cct for anolhcr pcrsot's cotvictiots an(l point ol vicrv slrorvs:rn authcnticitl' and opcnness to othcrs thnt is i hallmark o[ an cllcctivc leacler. [t also Ieflects a mtrtrc l)ct-spcctive tlat rccognizcs rvc re\er ntake it on our owt. tt he lps us see thc prioriry o[ lenrning ancl listening to others, especially in a fasl-rion that allows us ttl be rcsponsivc rvithout cscalalir.g clifficult situatiols. Convictions ancl cttnncctions operate in rlynanric tcnsion witlr each othcr. Ctlnvictiors rellecr our rrinciplcs while contectiots rcflcct thc priority of other pcople. Whcn wc lose our balancc in one tlirectiot our convictions lead us to dollinte other pcotlc. ln the other clirection our cornectiors cause erabling, coclcpentlatrt l.ehavior. Ultimatcly learning to balarce convictiors an<l cotrnectiots allorvs tts ttl be principle-clrivcr rvhilc rnairtainit.tg the ittegrit)' ol our relationshirs. McKenna's articulation ar.rcl amplification tf thesc principles has guided llly owl
understrrncling ancl has helped ure rccognize the key role the lcader plays in the health ancl vitaliry of thc organization. He has also helpecl Ine urderstarncl the way that the
lcacler's cmotioltal statc sets tlc tone for thc dynanrics that tleveltll tlrroughout thc orgarization. lIrvc are ablc to mrintail a sensc of composurc while articulating our c6nvictions cleary, we will bc ablc to maintin the relatiotral connectiots that hellr the organizatior tntue itr its capacity antl cffcctiveness. Conversell', iIwc are alwal's recring, our negarive cnergy rvill stifle thc crcativity ancl effectiveness of oul'companl'. How we nintain our g,uiding principles without cpitttlatit.lg to our circ.I|lstanccs is so intportant. Being ablc to maittain o.lr connections withottt giving in to

focus. The tnrrlifol seeks alrcl receivcs broacl inrut tht provides an cxtcnsiyc ucler-

stancli.g of the orga.ization anrl the cnvironment in rvhich it opcratcs. The lisscrnindtor transrnits this information throughout the orgarization. -lhe sxrhespcr.

son transmits internal information externally, telling the outsicle workl thc appropriate level of information regarcling company strategies and plans. Finally, the rlecisioral roles of ent rpr" netn, tlisturbantc huncller, reso,rce tillocator and ngoti(rr0r help build briclge s betwe cn rhe internal work of tl.re organization and the external enviror.lnlent in which the organization mrst achieve results. The enfrrrrt:neur is able to see nerv possibilities ancl marshal the resourccs to Pursue then. The dislrrrbrnce hcnJlcr is able to hanclle disrurtions to tle product line as well as the external environnent. The lesorrcc allocator looks inwarcl ancl outward, ancl balances internal capacity with external opportunity. Finally, the negot(tor las to
balance compe ting cormitments to ensure that all cornpromises preserve the quality and integrity of the product while creating the circunrstances lor a win-win solution for all involved. aMorgan w. Mccall and cheryl A. segrist. rn pursuit oJ' the Manager's lob: BtIding on Mintzberg (Greensboro, N.C.: Center for Crearive Leadership, l9g0); Lance B. Kurke and Howartl E. Aldrich, "Mintzberg was Right! A Replicatio'and Extensicn of the

Tsui, 'A Role set Analysis of Managerial Reputation," organiTatiottcrl Behavior and Human PerJormance 34 (1984): 4-96: and John p Kotrer, The Generol Managers
(New York: Free Prcss, 1982). 5sydney Finkelstein, Donald c. Hambrick and Alberr A. cannellaJr., strategic Leaership: Theory utcl Research on Executives, Top Mtungement Teams, cnd Bonr ds (New York: oxford university Press, 2009). These three categories are exlerntil
cttcl

Nature of Managerial Work," Mandgement Scence 29, no. g (19g3): 975-g4; Anne

S.

dysfunctional patterns will cletenninc our long-tcrtn elfectiveness and succcss.

Principle 8: Making an Ultimatc Contribution rPctcr F. Drucker, Managulent Chalbnges Jor tht 2lst Curttuy (Ncw York: LlarrerCollins, 1999).
2Dennis Hagcn, a rcsearch paper pretnrecl for I'racticurr for Superintenclcnts, taught by Dr. I'hil Piele, School o[ Eduction, University o[ Orcgon, spring semcster 1987 -l'he papcr is availablc on request.

inter-

ndl dcivitis; sr'ategy lornnilation, implementatit)n and context creation; ancl suslc ancl symbols. Finkelstein emphasizes that top executives are the link between thc

Appendix I lHcnri Fayol, Gencral antl Indrrsrial Managemcrrt (l-onclon: ['itnran, 1949).
2Clrestc[ l. Barnarcl, Funciotts oJ the Lxecutive (Cambridge, Mass.: l-larvarcl University Press, 1938). Also Philip Selznick , Lcadership i, Adnrinisttalion: A Sociologicctl Intctprctdti(nt (New York: Flarper r llow, 1957). ]l{cnry Minrzberg, Thc Naturr o,f Mutugeriol Worl (Nerv York: l-larpcr & Row, 1973). The intcrpersonal roles offgurehead,lcqckr and liaison are typified by an extcrnal focus o[ tlre leader's activities. IbeJigureheatl is obligatecl to rerfornr a number o[ rout ine (hrties ofa legal or social naturc.'[he lcacler is responsiblc for the motival.iotr "[he acl activation ofsubor(lit.rites and for staffing, trainittg ancl associatcd duticsljdiso,t niutains nctworks oI otrtside contacts antl sources ol infornration that help to provicle an external pcrspcctive for the organizatiot.t. -lhc inforrnational rolcs of ntonitrrr, lis.scninttor ancl s2oltc.sperson havc an internal

internal world of the compa'y ancl the extetnal environment where the company must achieve results. The CEO conveys information abour the company to external audiences while carrying information from the outside world back to the company in orcler to incorporate this new information, new technologies, market trencls ancl recurring regulatory ftrrces (etc.) into the strategy o[ rhc company. Other key ac_ tivities of the top execurive include engagin gin sn ategy lorntilation, implementatiotr
cut.l contex creation. lsaac Ansoff, Strategic Management (1965; reprint, New york: palgrave MacMillan, 2007). I have found his arriculation of rhe role of the CEo to be imporrant in uncler-

standing my own work as a college rresicle nt. The opporrunity I have as a presiclent to shape the strategy o[my organization is enormous. Both through nry own clecisions and through tl.re authority distrilutecl to rny vice presidents and otlers, I help cletermine the rerformance capacity oI our organization.
I arn cleeply engaged, for example, in the stratcgic planning process without having to do all rhe work. lr is crirically imporranr rhar I participate fuly ancl that I lencl my full support to its clevelopment ancl execution. Nevcrtheless, it is a proccss that

202
clcarly has lo lrt'ou,nctl
rntl

THE SHAPING OF AN EFPECTIVE LEADER

enllrrrtcctl

b,tht cntirc collegc antl not

iLrst

llt'tltc

tol

rilrgrrert trarrr or b' nr;,sel[.

alr:r;'oI rolcs, rcsronsillilitics anrl I)r'a(liccs in ortlcr to acltitve

cornranics
t

I'inl<clsfein's liit tlrusl is to (lclonstratc tlal tol) rxccutivcs cttgagt'itt il rvitlc sttcccss {rr lltcir

hlough tl ft'ct ivc lcatlcrslrir.

lcf freypfilfi'r,Rrv'rirrOrgruri?rrtions(Irstutt: I'itnran, I9flI).Also,'fhomasI)antlriclc, lan lVlitrolf antl Willitn F. loycc, "Organizational S'rnbolisnr: A Tol)ic to I:xpantl ()r'girnizirtional r\nal1,sis," z\trtdt'ttt., o/ fultrtagctrtotl lcvit'lv'r, Ilo. I (l!)tlo): 77-t2. $l,inkclstcin, Ilantbricl< anrl (.nucll, -5lr1rl('gi( I.trrrlctsltip; lvfirrtzbtri, Nrtlttrt ry' Nfrnragt ritrl \\/rrrli. qS'clc;,Iil<clsctin, "Porver in lop IVlanagerttctt lens: I)irtrcltsitttrs, Mcrsttrclttr:llt, nrl Valiclalion," ulrarlt'nry o/ rllattagcrttorl.lournal )-> (lt)t-)2): 5t)5-tl. r')Finl<clstcin, Ilambricl< :ultl C;rnnclla, -511cgr Lcark'rship, p 123. rrlratrick I.cncioni, Tlc l;ivc l)1,s/rrrrrliorr.s o.f u'fctutt (Sirtr Fratrcisco:.lossey-llass, 2002). Lcncioni i<lcntilics tlrt'[ive tll,slunctiotrs tl[r tcm as () itbsctrcc oI trttst, (2) avoitlancc ol conflict. (l) lacl< ofconnlitnc1t, (4) avoitlncc of ccotttltabilitl'antl (5) itittcntiotr to rcsults. lle thetr courtcrs thcsc fivc rl;'slunctions $,ith ltr,c ftttlctiotrs of a healthy,tcnr: (l) trus( onc rttrothcr, (2) t:ngac itr orcn all<l dynanric tlialogr.rc, (l) conrnrit ( rlecisions anrl ltlans o actions, (a) hold orte utotltcr accorttttable ltr achicving results antl (5) fircus olt achicvcll.tcltt ol collectivc rcstrlls r2(-hrrlcs r\. t)'leilly lll, lichalcl C. Snytler ancl Joan N. Boothc. "Lxecrttivc Tt'irm l)cnrograrhy acl ()rganiztional Changc," in Otgnttizatiottal (-harrge arrd lcdcsigrl, ctl. Geolgc P. Hubt'r rntl Williarn IL (licl< (Nerv Yorl<: Oxforcl Unvcrsily Press,

ANNOTATED AND GENERAT BIBTIOGRAPHY

I)nrcl<er Tcxts
I)rtrcl<er, Pt:ter I--- lhc El'lt'ttit,t, fi-xccurivc. Nerv y.rl<: Flarrcr r\ Rorv, 196(r. rhc.i.b rf the lcatlcr is ro bc effccti'c; that is, t. gct thc right things cl.re.

their tinlc goes; tlcy [ocus on

Elfbctivt:ness cu. r(l nlust l)e lcarnecl. liffccrive cxecutives knorv r.vllcrc outwrcl contribut ion; thc1, l1,, u,,

strcngths; thcy co'ccntrate or tlc k'*, lllrior.areas *,hcrc surerior pcrf1.nrrcc willrroclr.rcc outstanclitg, rcsults; ancl thc,mal<c c[[cctivtclccisions. Drucl<cr cliscusscs cach of'thcse concel)ts ancl shon,s hclr,r, an executi\/c carr bccornc clfectivc by acconrpishing them.

l)rrrckcr' Pcter F. M,,tugt'rtre nt:

ftr.sfts, Resp,rrsibilitic.s, r)r.rrr:f i<r's. Ncrv yorl<:

l99l), pt). 147-75. rrFinl<clslcin, llambricl< nd Cannellit, .5111lcgi. I.crrrk:rship, pp. I39-41. rltbid., p. 126. ItDan [. D:rlton anrl Itlalenc lr. Kcsncr, "()rganizationl Pcll'onnrncc as an \ltcccclcnt ol lnsiclc/Outside Chicl Fxecutivc Succcssion: An [tupiricul\sscsstltettt," lr:rtdtttty o.l Managttnenl .loro nal 2u, no. 4 (l9t5): 749-(r2. r('Donaltl C. Harnbrick an<l I'hyllis Mason, "Uppcr Echelolts:'[hc ()rgauizaLiotl as a Rcllcctiorr of lts Top Managcrs," Atatlt:my oJ lvltur(rgrtrcnt Icvit'rv 9 (lc)t4); Katlrclinc I. l(lcin anrl Robe rt l. Ilouse, "On Fire: (.hrrisnratic l-catlcrshil ancl l-cvels of Anall'sis," l-eadelship Qucrtcrly 6 (lt)t)5); Prtricia Pi(clter atrcl Annc I). SnTith, "-l'ol Manrgcre nt'le anr Heteroge trcity: I'crsonality, ['owe r:rntl Prtlxies," Orgcnizrtlion -Sr:icttct 12, no. I (2001); lbtrt A. CanncllaJr. ancl l'inr R. Llolcoml, "r\ Mtrlti-t-evcl r\nal1'sis oI thc tJrrcr I:chclons Morlel," in Multi-l.r'vcl Issrc.s in Stralcgl,anl rVlclllorls, t'rl.

Ilar'rer Rou,, 1973. 'rhis is nr.cl<cr's largcst a.cl *.st courrrchcrnsi'e book. writte. i, r974 arrd urclatccl several tinles, it cov('rs tlle bcachl'ont irr tt nns of issucs a.cl challcngcs fo. exccuti'e lcaclcrsrip, sr^.'ir.rg se'e r.al hunrlrecl ragcs. r;or tha >urroses of-w'itirg tlis tcx(, r crcrccl ur rcorclcri'g the chartcrs acbool<, we

co'cling to the cight p'i'cirlcs of cf'fecrivc lcaclcrshir. srill, as l'c rcacl thc qnickly rcalize trc r.ior tlenrcs ancl o'e rrarrpir-rg corcc's that

I)r'ucl<cr cove rs: rlanagi'g ourscl'es, thc risc a.cl rolc .l'the I<rorvlcclge lvorl<cr, tlnclcrstall(liltg ottr orgauizational culturc rncl er,i16nrrtr

r\lfretl Darrsercau

Iirancis J. Yammarino, Rcst'arch in Muti-l-cvcl lssnes ((Jxfrrcl: Elscvier, 2005), pp. 197-237.
rncl

cornPally to success. '['hcrc are sevcral charters rhat clo [it 'ot easily u,ithin any, oI rlrc cighr rrinciples, bur rhel,sril arnpli[y l<ey, r.,.,.,., ,n^, Drucl<cr returlrerl to throughout his writing carccr. l)rtrcl<e r, l)e tr:r. Mrrna.q.,rr:rrf clldllcrret:s.fttr rht 2lst (.(,nrur.y. Nc*, yrr.l<: HarrcrColIirrs, It)t)9. Published in 1999, rhis l)rucker classic focuscs on thc challengcs cxecutivcs fr.t: in unclersta.cling their co.rtcxt at the sanle tine s they ar.e rc,

cortcxr, lllc .'r,craltlrinf{ crrnl)crcr(.ics wc rrcctl to llc cllccti*c arrrl tlrc .rcccssitl' that we perforrn ancl achie'c the results.cccssary to leacl onr

,Appcntlix 2 Scc, frr cxanrrlc, Tfic Federtlisf llqrcrs 0, rvhcrc Janles Mailison artictllalcs tlle grcat challcngcs faciug Americ:rtr tlctnocracl'as it sceks to iltelrate people frorn al u'alks ol lifc into r r1ttion govcrnetl lty the "rtrlc of law."

sro.siblc tr cralt

cohcrcnt strategy. At the hcart of this volrune is the

204

THE SHAPING OF AN EFFECTTVE LEADER

A tu t t I at t

d t d

G cn

t ral llilili o grtqth.y

205

reality that basic paratligrns lrr utrclcrstanclir-rg reality arc shiIting, antl

with this shi[t comes the ncccssity that leade rshir ancl tntrnage mertt shi[t as well. Sumr-narizing such broacl totics as strtegy, perfortnancc ancl
changc, Drucl<er elaboratcs on the challenges confronting the global society at the turn o[ the twe nty-[irst century. Noting sttch significant shil'ts

thcnrc that toclay's l<nowlcclge worl<cr r.rust lea'r to rnarrge him- nr hersell. It the. moves int. various ways wc unclersta.cl the cxtcrral cnviro.rnent, the role ancl rcspo.sibilities oilrusiness within it, ancl the work of
the seniol cxecuti\c, rvho rnust [unction clltctively. Marraging othcr
pe

u-

tle transition in inlbrnration technology [ror-r-r being tactical to being strategic, Drucl<er notes tlc way technology is shifting the entire laudscape o[ business. At the rise o[ the twenty-first centttry, Drucker anticipatecl that the lnte rnct would be the driving force of global cornrncrce
as

ple, making efiective decisions, e.gagi'g innovatio. ancl ma'agi.g for t:ffcctiveness, lour ol the key thc'res rrcsentecl here, recur in a varicty .[
places through.ut [-ris sixty-plus-year writing caree r, ancl repre sent solne of his [i.cst thinl<i'g t'r. the worl< ol ef'fectivc executives. The bool<'s closing chaprers highlight a variery of challe'ges rhar lie ar.reacl, whar tyrc oI

and that our interconnectivity would foster unprececlentecl opportunities for innovation and chang,e. The book conclucles with two key chapters on

two enduring themes: how to Iral<e the l<nowleclge worker prodttctive, and the necessity o[ learning to tnarage ourselves in thc new econollly, both Drucker classics.
Drucker, Peter. The New
Relics.

knowledge the exec.tive will neecl anc the shi[t [ro'r a society of individuaI and discrete busi.esses to new society clefinecl by huge, sprawling corporati.ns with multinational berre[its and irnpacts. l'his book is a

helplul introductior-r to

I<ey ther.'es ancl cncluring principles Iou'cl

througlrout Drucker's writings.

Gencral Bibliography of Other Drucker Texrs Drucker, Peter F. c<ttrcept of lhe corporatir. New york: Ncw Arnerica. Library, 1964.
The Esscntiul Drucher. New york: I-larperCollins, 2001 . lnnovcttott mrd Enlrepreneurship: practice and principles. New york:

New York: Harper t Row, 1989.

A book about understanding the context we [ind ottrselves in. The opening chapter deals with reading history and recognizing the dividc tht was crossed sontewhere between 1965 and 1973. Aln-rost every discipline now acknowleclges that this was a time o[ great turbttleuce ancl chang,e. The boolt contains a wonclerful extosition of tl-re challenges facing every rnajor country and econonry at the end o[ the twentieth-century. With chilling irony the bool<'s release chronicling Drucl<er's rrecliction o[ the dernise o[ the Soviet Union coincidecl alrnost precisely with its actual dernise. Of course, he was no prophet. Drucker's capacity to read the nracro- ancl tnicroeconomic factors irnpacting every econorny as well as balarrcing the econotnic indicators with a keel'r settse o[ hulnn nature
fostered his sense that the Soviet Union, as we had knowtr it, was dootnecl.

HarperCollins, 1985.
Managcme:nt
Ca.se.s. New york: Harrcr 6c Row, 1977. Managing.[or the Future:'I'he i900s ancl Beyond. New york: -l-rur'an

Talley Books/Plurne, 993. Managinglor R.sults: Er:onornic York: Harrer 6 Row, 1964.

la.sl.s

and Rsh-tshins I)ecisio,.s. New

The book concludes with several compelling observations about what lies ahead and the challenges and opportunities corning in virtually every sphere ofsociety (social, political, econouric, religious, cultual, legal and
eclucational).

Managing the Nonpr._fit Organizcttion: principles anl practir:c.s. Ncw York: HarpcrCollins, 1990. "On the CEO's Work." [xcerpts fronr a ,.Thought[ul Conversation,,, cleliverecl on ocrober 1,2004, hosted by tl.re peter F. nrucker Researcl.r Library and Arcl-rive. The clarcmont Grctchtate university Flarrac, spri'g 2005, tp.24-25. PosrCaptalist Soccfy. New york: Harpe rCollins, 1993. "The Culturc oI Cornpetence: Managing, Marketing, Motivating,

Drucker Anrhology
Drucl<er, Peter. Cls.sic Drucher: E.s.scntial WsdornJromPcLcrDrucheriromLhe Pages oJ "Harvarcl Busines.s Rrvicw." Bostou: Harvard Bttsiness Review, 2006.

and Missior-rs." Success, Septen-rber t989, p. 16.

Drucl<cr, Pcter F., with Joseph A. Maciarie llo . r'hc Dctily Drttche r. Ncw york: HarperCollins, 2004.

This anthology consists of fifteen chapters, all of which appeared separately in the Harvurtl Bu.sness Re vicw. 'lhe book begins with the encluring

20
()the r lclevalt -Ixts

THE SHAPING OF AN EFFECTIVE LEADER

Atttt<tt ctt c cl ctnd G r

tt <:

rul Iibliogruth.y

207

cliscussec[ incluclc

llerrrris, Warletr. Ott llccotring d I-(ud(r. Rcacling, Mass.: \clclisttn-Wcslel',

I

rights oI workcrs, roving

particil)ativc nlangcnctt, thc valuc of cliversit),, thc lcacle rshir, intimacy, triba storytclling, the in-

989.

-fhis

book Levolves arotrtrrl thc assttnrrtit)ns that

lerclers at'e uracle, ttot

tcrception ol entrory, rerfbrntance revicrvs, ltcing abanclonec[ to the strengths of othcrs, choosing leaclers, cornrnuuication, ecuit1', contribrttion anct more. Colrlsnrith, Michael. \Uhat Got
I'L'otlL' ccLtntt' l:vcrr

born, ancl that lcarlcrs arc al)le to cxplcss thetnsclves lully. Bennis strcsses thc importancc ol' [irst Inasteritrg thc colrtcxt, ultderstanclirtg the basics arnd knowing oncsclIancl tlc rvorld. Ile thctr cliscrusses thc lcaclcr's abilities to opcratc orr instinct, clcrloy hinr- ol ltersclf', irtrcl horv to l1ove tl-rrough clraos ancl get peoplc on his or hcr sicle. I-inally, he preseuts his thoughts on orgarrizatious atrcl
thc [utul e oI lercle lship. All
o[ the se topics

Ho Won't Gtt Yrru Thcrc: Florr, Srcrcs.frl York: I Iypcrion, 2007. Golclsrnith argues tht rrevions sncccss o[ten rrcvcnts reoplc fom
'or

lolc

-Sucrc.ss,/irl. Ne u,

achieving [urther sllccess because the goocl results o[ their past l]ehaviors cause ther1 to resist mnkir-rg the clrangcs recessary to achicvc [urthe
sr-tcccss.

arc aclclressccl with thc goal in rnincl ol fulll,exrressing onesel[. Ot'tt Minute Mcurager: Ilttv tL Blanclrard, Kcnneth, ancl Spcncer.Johnson. Givt Yottrscl.l cLnd Oth:r's tfu "Gift" of Gettittg Grcute r Rrsults irr Lcss Tint. I-a olla, Cal i f'.: Ilarrchard-Johnson, l9ll I Most managers arc saicl to lrc cither too results f'ocused or too people lb.f .

-l-wenty-one

'Iht

habits are cliscussecl, all lrut one of which are annoy-

ing interpersonal issues. Finally, Golclsntitl-r introduccs a process lor

changing thosc be haviors, whicl'r inclucles fecclback, arologizing, aclvertising, listening, thanl<ing, following ur zrnd practicing fccrl lorwartl.

cusecl.

-l'his

is the story oIa young tnatr, serrchit-tg f'or the midclle grottnd

Kotter,John. IrculingChcnrge. Boston: Harvarcl Busincss School Press, t996. Kotte r lists the eight r.nain reasons rvhy [irms fail and shows how [in-ns
can creatc successful change by avoiding thosc errors. Thc positive bchaviors in the eight-step process toward successful change are (l) establishing a sense o[ nrgency, (2) creating a guiding coalition, (3) rlcveloping a vision aucl strategy, (4) comnrunicatirll the change vision, (5) crpowering broad-basecl action, () generating short-tcrrn wins, (7) consoliclarir-rg gains ancl proclucing rnore chatrge, and (U) anchoring new approaches in the culture. Kotter also cliscusses tlre organization oI thc luturc ancl li[long learning. -[hcnt Maxwell, C. l'ht

betwcen thc two, who tneets the "one tninute nranaget"'aud leat'ns the concepts ol'onc urinute goal sctting, otte lninute praisings, aud one tnintute reprinrancls. Goal sctting is clone to t.nrl<e expectatiorts cleal'to both lanagers ancl emrlo1,ces; praisings rre usecl to loint new etnployees in the right direction; an(l rcprirrlcls are used to correct the behavior
those who are nlorc expcriencecl.
ol-

Collirrs,Jinr. Good to Grecu: Why Sontt'Compcutic.s 4rthr: tht Lcut . . . and Oth' e rs Don'1. Nerv Yolk: I larrcrCollins, 2001 . Presents the linclings of a five-ycar rcscarch rro.iect tht sought to ttl-lcover the universal clistinguishing charactcristics that cause a coltlpaty to go fronr goocl to great. I]lt:ven goocl-to-grcat cotnpatrics that underwent trnslonrtions ancl sustainecl grcatltess for at lcast [iftecn years are courpared to eleven direct-col-nparison ccltnpanies that did not utldergo translornrrtions. The resttlts indicate that tle goocl-to-grcat courpanies
sharcd characteristics snch as the presence oIa Level 5 leaclcr, a focus ot.t rvho bcfore whcf , an ability to confror-tt thc brutal facts, a "Lleclgchog Con-

2l lrre.futctblc Laws of Leudership: Fttll<tw .Jolrrr -fl.romas Prcple Will Follow You. Nashville : Nelson, 1998.

cnvl

This list o[the essenlial things.John C. Maxwell has learnccl about leadershir inclucles discnssions o[ [eadcrship ability, elfcctivencss, influence, claily processes, navigatior-r, rlanning, listcning, trust, respect, intuition, magnetism, connection, exccutivc tcatns, enlpowerment, raisir-rg up other le aclers, vision, r'ictory, ltoncntut, tlioritie s, sacrifce , timiug, growtl]
ancl legacy. Each oI thc laws prescntc(l cliscusses one o[ rhese topics ancl

ccpt," a culture ol'discirlirre, technology accclerators ancl tnore I)e Prce , Max. Lcadcrship s tm Art. New York: De ll, 989. Lcaclership is nruch nrore o[ an art thal a sct ol'things to clo. Dc Prcc
.

illustrates the law with

Sttt-t

se

vcral

re

al-lil

cxaurples or r-noclels.
centr,rry

-l'ztt.

'[his classic rnilitary trcatisc, written in China tluring the 6th

n.<.., cliscusses

TIle Art o/War. Trans. Lioncl Gilcs. l-onclou: Luzac, 1910.

prcscnts his thoughts on a'tf ul leadership, which he clcvelopccl cluring his tcnurc at Hr:rrnan Miler, in this series o[ icleas ancl storics. Topics

the laying oI plat-rs, waging war, the sheathecl sword, thc wcak ancl st rong points o[ an army, manenvering, variation o[ tactics, the

20t
r'nr)/

THE SHAPING OF AN EFFECTIVE LEADER

()n tllc nrarcll, clcaling r.r,ith cliflcrcnt t1,rcs ol tcrraitr, whcn rncl whcn not to fight, ttack l)y [irc, anc[ tlre use of srics. Althottgh oliginalll' r.vrittt:n as a guiclc [or military ge rre rals, this worl< is uorv f'reclucntl;,1ss1l by btrsincss narafers anc[ other leaclers to Ilral<e setrse ol contcmporar)'
c()npct it i\c situati()ns.

tsBN 978-0-8308-3820-2

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