SlideShare ist ein Scribd-Unternehmen logo
1 von 23
Copyright Mark Leslie
Leadership and Culture
Mark Leslie
mleslie@leslieventures.com
Copyright Mark Leslie
Values and Culture
 Values
 A statement of what is supposed to be important around here
 Sometimes an ideal or optimistic statement
 And, by implication, what is not important
 If it works, a guide to inform both tactical and strategic business
decisions
 Culture
 The character of the organization
 What everyone knows about how things get done and what is
important
 Pervasive in every nook and cranny of the work life
 “Values” is talking the talk
 “Culture” is walking the walk!!
Copyright Mark Leslie
The Buck Stops Here
 Culture flows from the top (CEO) down
 Decisions
 An expression of values
 Process
 How the organization works
 Character
 Personality
A new CEO = a new Culture
Copyright Mark Leslie
Proprietorship vs. Stewardship
 Fundamental issue of leadership style
 Proprietorship is about “ME”
…and what you can do for me today
 Stewardship is about “US”
…and what we can build together for the
future
Copyright Mark Leslie
When I want to know what
France thinks, I question
myself.
-- Charles DeGaulle, 1966
Copyright Mark Leslie
“A leader is best when people barely
know that he exists. When his work
is done, his aim fulfilled, they will all
say, ‘We did it ourselves.’”
--Lao-tzu
(sixth-century B.C. philosopher and founder of
Taoism)
Copyright Mark Leslie
Be Visible, Be Invisible
 Be Visible
 There is a large part of leadership which is public (and mostly obvious)
 MBWA
 Many and varied public meetings
 Be exceptionally accessible
 Be Invisible
 The real work of leadership is behind the scenes, OFTEN ALONE
 Leadership is creating an environment where:
 people can independently apply their intellect judgment and energy
 …to advance the vision and goals of the organization
 …and achieve a personal sense of accomplishment in their work
 It is NOT “management”, which is accomplishing complex tasks through
others.
Copyright Mark Leslie
“Glamorous” is the Opposite of
Leadership
 Don’t get confused -- It is not about “ME”
 A Leader must always think of others and put them
first
 You can be a comrade to your followers, but you can
never be one of them
 When you are doing the “glamorous things”, you are
just doing your job on this team
Warning of Danger:
GLAMOR IS SEDUCTIVE…
Copyright Mark Leslie
If You Are Loyal to One, You
Are Loyal to None
 A leader must be loyal to the mission
above all else
 A leader is responsible for the well being
of ALL of his people
 A leader is the keeper of fairness and
equity in the organization
Copyright Mark Leslie
The Further You Are from a Problem
the Less You Know About It
 Trust those on the front lines – the really
do know more than those “back home”.
 The first line manager knows less about
the specifics, and THE NEXT manager
knows even less.
 When you get to the top you don’t really
know anything about anything anymore!
 You trade situational knowledge for
judgment, experience and perspective
Copyright Mark Leslie
The Higher Up you Get, the Fewer
Decisions You Should Make
 Everyone “offers” you the decision
 What is the impact of the decision
 Have they thought about it?
 Are they, more or less, in the right quadrant?
 What is the downside?
 Allowing others to make decisions has real
meaning to them, and develops their
judgment and maturity
Copyright Mark Leslie
The More Power You Give Away, the
More You Have
 You empower individuals by giving them
 Knowledge;
 Authority; and,
 An acceptable margin of execution error
 “What I know that you don’t know makes
me more powerful than you.”
 A leader has the power to level this playing
field!!!
 And diminish politicization of the organization
 Empowered individuals will be loyal to the company and
loyal to the leadership
 A loyal empowered workforce is a force multiplier for the
Copyright Mark Leslie
Know Thyself
 We all want to know everything, and be best at
everything
 It is a hallmark of great leaders that they know their own
 Strengths (the easy part) and
 Weaknesses (the hard part)
 Likes
 Dislikes
 Augment your weaknesses with other peoples strengths
 If possible find others to do the things you don’t like
 Check to see if your self-assessment is shared by others
Copyright Mark Leslie
Trust and You Will Be Trusted
 The first level of trust is based on the “fair
play” that is visibly exercised
 Great leadership comes from a deep
sense of trust between the leader and the
led
 As a leader, you MUST take the first step,
you must trust first!
 You may occasionally get disappointed, but
the payoff is greater than the cost
Copyright Mark Leslie
Confront the Issues Directly,
But be Thoughtful, Gracious and Caring
 There are many tough things that you need to do
 Firing one of your executives who is a friend
 Negotiate hard deal
 Go after a competitor
 Reduce your work force
 But you can do all things with caring and grace
 Treat each and every person (and company) you
meet with dignity and respect
 And…, you never know when you will run into them
again…
Copyright Mark Leslie
The Truth, the Whole Truth, and
Nothing but the Truth…
 A key job of leaders is to “Fix Broken Stuff”
 If you do not know what is broken, you can’t fix it
 Everyone wants to tell you what they think you want
to hear…
 … in a way that will make them look good…
 You must find a way to convince people that you
need to know the truth…
…and you must always “Honor the
Messenger”
Copyright Mark Leslie
Listen to Everyone, but Trust
your Own Judgment
 Each business is complex and unique
 There are no formulas, fads and gurus with quick and easy
answers
 Be genuinely open, listen constructively and learn
 Hold your opinions in abeyance while you collect information –
this is counter intuitive to all we have learned. It is very hard to
do!
 At the end of the day, trust your own judgment
“If something does not seem to make sense…
…it most probably isn’t sensible”
Copyright Mark Leslie
There is Life after Death
 In the course of events there WILL BE black days
…days so black that all you will see is despair
 Everyone will be looking at you!
 Communicate candidly and directly
 Be calm and show them a little bit of light at the end of the tunnel, but
not false hope
 Focus on the things that you can do to make a difference
 Overcoming adversity together forges teamwork and trust
 Dark days are “leadership opportunities”
 When things are great, remind people that there will be dark days
again
Copyright Mark Leslie
Only Those Who Are Both Paranoid
and Courageous Will Survive
 You never know where and how the world
might change
 Great companies make transformational
changes
 You may have to put your whole company at
risk in order to save it
 You need the courage to stay the course
in spite of many who tell you otherwise
Copyright Mark Leslie
There is No Finish Line…
 Building a great company is like building a
cathedral
 those who start it hopefully will not see its
completion
 Each accomplishment is a prelude to the
next challenge
 The IPO is not a “harvest”, simply one
step on the long road
Copyright Mark Leslie
If you want a friend…
…Buy a dog
ROXIE
Copyright Mark Leslie
Values and Culture make it
worthwhile
 We spend more time “at work” than any other single
activity in our life
 Since the outcome of our efforts is not always
predictable, the quality of the daily experience is very
important
 Values and culture define the character of the company
 Values and culture permit us to do our work with
integrity, and to conduct business in a civilized and
honest environment
 Values and culture help the organization to recruit the
best, the brightest, and the principled
 Values and culture do NOT sap the competitive
capability
Copyright Mark Leslie
Leadership and Culture
Mark Leslie
mleslie@leslieventures.com

Weitere ähnliche Inhalte

Was ist angesagt?

A Trusting Workplace
A Trusting WorkplaceA Trusting Workplace
A Trusting WorkplaceJ Mark Walker
 
Foghound 20 ways to be effective rebel
Foghound 20 ways to be effective rebelFoghound 20 ways to be effective rebel
Foghound 20 ways to be effective rebelLois Kelly
 
The Second Little Book of Leadership
The Second Little Book of LeadershipThe Second Little Book of Leadership
The Second Little Book of LeadershipPhil Dourado
 
The 5 levels of leadership byJohn Maxwell
The 5 levels of leadership byJohn MaxwellThe 5 levels of leadership byJohn Maxwell
The 5 levels of leadership byJohn MaxwellSameer Mathur
 
Presentation on leadership principles
Presentation on leadership principlesPresentation on leadership principles
Presentation on leadership principlesniveditadash84
 
Corporate rebel ebook
Corporate rebel ebookCorporate rebel ebook
Corporate rebel ebookLois Kelly
 
Free your rebel thinkers
Free your rebel thinkersFree your rebel thinkers
Free your rebel thinkersLois Kelly
 
Are You a Leader? They Will Follow
Are You a Leader? They Will FollowAre You a Leader? They Will Follow
Are You a Leader? They Will FollowGSETA
 
360-Degree Leadership
360-Degree Leadership360-Degree Leadership
360-Degree LeadershipChuck Terrell
 
Presentation on 360 degree leadership
Presentation on 360 degree leadershipPresentation on 360 degree leadership
Presentation on 360 degree leadershipSumaiya Jabin
 
The 360º Leader (Section 1 of 6)
The 360º Leader (Section 1 of 6)The 360º Leader (Section 1 of 6)
The 360º Leader (Section 1 of 6)Greg Makowski
 
Leadership advice from silicon valley billionaires
Leadership advice from silicon valley billionairesLeadership advice from silicon valley billionaires
Leadership advice from silicon valley billionairesKim Cox
 
Y Combinator Startup Class #10 : Company Culture and Building a Team
Y Combinator Startup Class #10 : Company Culture and Building a TeamY Combinator Startup Class #10 : Company Culture and Building a Team
Y Combinator Startup Class #10 : Company Culture and Building a TeamFabien Grenet
 
Badass, Big-Hearted Change Agent: The Change Quest
Badass, Big-Hearted Change Agent: The Change QuestBadass, Big-Hearted Change Agent: The Change Quest
Badass, Big-Hearted Change Agent: The Change QuestLois Kelly
 
Design Your Life - The Craft of Being Alive - Preview Slides with Exercises
Design Your Life - The Craft of Being Alive - Preview Slides with ExercisesDesign Your Life - The Craft of Being Alive - Preview Slides with Exercises
Design Your Life - The Craft of Being Alive - Preview Slides with ExercisesExotic Wine Travel
 
Creativity & Risk Taking: Use Your Strengths, Break the Silence
Creativity & Risk Taking: Use Your Strengths, Break the SilenceCreativity & Risk Taking: Use Your Strengths, Break the Silence
Creativity & Risk Taking: Use Your Strengths, Break the SilenceLois Kelly
 
Leadershipandchangemagazine.com dare you be authentic
Leadershipandchangemagazine.com dare you be authenticLeadershipandchangemagazine.com dare you be authentic
Leadershipandchangemagazine.com dare you be authenticMarcella Bremer, inspirator
 

Was ist angesagt? (20)

A Trusting Workplace
A Trusting WorkplaceA Trusting Workplace
A Trusting Workplace
 
Foghound 20 ways to be effective rebel
Foghound 20 ways to be effective rebelFoghound 20 ways to be effective rebel
Foghound 20 ways to be effective rebel
 
The Second Little Book of Leadership
The Second Little Book of LeadershipThe Second Little Book of Leadership
The Second Little Book of Leadership
 
The 5 levels of leadership byJohn Maxwell
The 5 levels of leadership byJohn MaxwellThe 5 levels of leadership byJohn Maxwell
The 5 levels of leadership byJohn Maxwell
 
Presentation on leadership principles
Presentation on leadership principlesPresentation on leadership principles
Presentation on leadership principles
 
Corporate rebel ebook
Corporate rebel ebookCorporate rebel ebook
Corporate rebel ebook
 
Free your rebel thinkers
Free your rebel thinkersFree your rebel thinkers
Free your rebel thinkers
 
9 ways to develop personal power
9 ways to develop personal power9 ways to develop personal power
9 ways to develop personal power
 
Are You a Leader? They Will Follow
Are You a Leader? They Will FollowAre You a Leader? They Will Follow
Are You a Leader? They Will Follow
 
360-Degree Leadership
360-Degree Leadership360-Degree Leadership
360-Degree Leadership
 
Maslow’s Leaders
Maslow’s LeadersMaslow’s Leaders
Maslow’s Leaders
 
Presentation on 360 degree leadership
Presentation on 360 degree leadershipPresentation on 360 degree leadership
Presentation on 360 degree leadership
 
The 360º Leader (Section 1 of 6)
The 360º Leader (Section 1 of 6)The 360º Leader (Section 1 of 6)
The 360º Leader (Section 1 of 6)
 
Leadership advice from silicon valley billionaires
Leadership advice from silicon valley billionairesLeadership advice from silicon valley billionaires
Leadership advice from silicon valley billionaires
 
Y Combinator Startup Class #10 : Company Culture and Building a Team
Y Combinator Startup Class #10 : Company Culture and Building a TeamY Combinator Startup Class #10 : Company Culture and Building a Team
Y Combinator Startup Class #10 : Company Culture and Building a Team
 
Badass, Big-Hearted Change Agent: The Change Quest
Badass, Big-Hearted Change Agent: The Change QuestBadass, Big-Hearted Change Agent: The Change Quest
Badass, Big-Hearted Change Agent: The Change Quest
 
Design Your Life - The Craft of Being Alive - Preview Slides with Exercises
Design Your Life - The Craft of Being Alive - Preview Slides with ExercisesDesign Your Life - The Craft of Being Alive - Preview Slides with Exercises
Design Your Life - The Craft of Being Alive - Preview Slides with Exercises
 
Creativity & Risk Taking: Use Your Strengths, Break the Silence
Creativity & Risk Taking: Use Your Strengths, Break the SilenceCreativity & Risk Taking: Use Your Strengths, Break the Silence
Creativity & Risk Taking: Use Your Strengths, Break the Silence
 
Unite the Light Leadership
Unite the Light LeadershipUnite the Light Leadership
Unite the Light Leadership
 
Leadershipandchangemagazine.com dare you be authentic
Leadershipandchangemagazine.com dare you be authenticLeadershipandchangemagazine.com dare you be authentic
Leadershipandchangemagazine.com dare you be authentic
 

Andere mochten auch

Mark Leslie - Leadership and Veritas
Mark Leslie - Leadership and VeritasMark Leslie - Leadership and Veritas
Mark Leslie - Leadership and VeritasMark Leslie
 
1211 samsung oic
1211 samsung oic1211 samsung oic
1211 samsung oicMark Leslie
 
0110 business model02
0110 business model020110 business model02
0110 business model02Mark Leslie
 
070801 financial presentation
070801 financial presentation070801 financial presentation
070801 financial presentationMark Leslie
 
070801 the startup idea
070801 the startup idea070801 the startup idea
070801 the startup ideaMark Leslie
 
100622 idea v. opportunity
100622 idea v. opportunity100622 idea v. opportunity
100622 idea v. opportunityMark Leslie
 
V mware forecasting process.jl
V mware forecasting process.jlV mware forecasting process.jl
V mware forecasting process.jlMark Leslie
 
Stanford 80410 a
Stanford 80410 aStanford 80410 a
Stanford 80410 aMark Leslie
 
1208 nutanix sales meeting
1208 nutanix sales meeting1208 nutanix sales meeting
1208 nutanix sales meetingMark Leslie
 
Mark Leslie - Leadership and The Virtuous Cycle
Mark Leslie - Leadership and The Virtuous CycleMark Leslie - Leadership and The Virtuous Cycle
Mark Leslie - Leadership and The Virtuous CycleMark Leslie
 
The story of veritas 0804
The story of veritas 0804The story of veritas 0804
The story of veritas 0804Mark Leslie
 
070801 value chain and sales model
070801 value chain and sales model070801 value chain and sales model
070801 value chain and sales modelMark Leslie
 
Mark Leslie - Business Models
Mark Leslie - Business ModelsMark Leslie - Business Models
Mark Leslie - Business ModelsMark Leslie
 

Andere mochten auch (13)

Mark Leslie - Leadership and Veritas
Mark Leslie - Leadership and VeritasMark Leslie - Leadership and Veritas
Mark Leslie - Leadership and Veritas
 
1211 samsung oic
1211 samsung oic1211 samsung oic
1211 samsung oic
 
0110 business model02
0110 business model020110 business model02
0110 business model02
 
070801 financial presentation
070801 financial presentation070801 financial presentation
070801 financial presentation
 
070801 the startup idea
070801 the startup idea070801 the startup idea
070801 the startup idea
 
100622 idea v. opportunity
100622 idea v. opportunity100622 idea v. opportunity
100622 idea v. opportunity
 
V mware forecasting process.jl
V mware forecasting process.jlV mware forecasting process.jl
V mware forecasting process.jl
 
Stanford 80410 a
Stanford 80410 aStanford 80410 a
Stanford 80410 a
 
1208 nutanix sales meeting
1208 nutanix sales meeting1208 nutanix sales meeting
1208 nutanix sales meeting
 
Mark Leslie - Leadership and The Virtuous Cycle
Mark Leslie - Leadership and The Virtuous CycleMark Leslie - Leadership and The Virtuous Cycle
Mark Leslie - Leadership and The Virtuous Cycle
 
The story of veritas 0804
The story of veritas 0804The story of veritas 0804
The story of veritas 0804
 
070801 value chain and sales model
070801 value chain and sales model070801 value chain and sales model
070801 value chain and sales model
 
Mark Leslie - Business Models
Mark Leslie - Business ModelsMark Leslie - Business Models
Mark Leslie - Business Models
 

Ähnlich wie Leadership and culture.070201

Bringing out the best in people pdf
Bringing out the best in people pdfBringing out the best in people pdf
Bringing out the best in people pdfChris Fiala
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadershipValarie Naval
 
Leadership Training PowerPoint
Leadership Training PowerPointLeadership Training PowerPoint
Leadership Training PowerPointdonchering
 
Collin powell 171
Collin powell 171Collin powell 171
Collin powell 171chhap
 
Colin Powell On Leadership
Colin Powell On LeadershipColin Powell On Leadership
Colin Powell On Leadershipshubhodoy
 
Colin Powell on Leadership
Colin Powell on LeadershipColin Powell on Leadership
Colin Powell on LeadershipNavin Valrani
 
Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297Eric Brown
 
Leadership military style
Leadership military styleLeadership military style
Leadership military styleAtty Garfinkel
 
General Colin Powell Text
General Colin Powell TextGeneral Colin Powell Text
General Colin Powell TextJoan Boyer
 
Leadership
LeadershipLeadership
Leadershipmepperla
 
Colin Powell's Leadership Presentation
Colin Powell's Leadership PresentationColin Powell's Leadership Presentation
Colin Powell's Leadership Presentationguesta3e206
 
Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297MCPennyfather
 
Leadership military style
Leadership military styleLeadership military style
Leadership military styleAtty Garfinkel
 
Gen. Colin Powell
Gen. Colin PowellGen. Colin Powell
Gen. Colin PowellYugoLady
 
Powell On Leadership.Pps
Powell On Leadership.PpsPowell On Leadership.Pps
Powell On Leadership.PpsChris Hiltz
 
Leadership by Colin Powells
Leadership by Colin PowellsLeadership by Colin Powells
Leadership by Colin PowellsCarlos Hurtado
 
General Colin Powell On Leadership[1]
General Colin Powell On Leadership[1]General Colin Powell On Leadership[1]
General Colin Powell On Leadership[1]usha gowri
 
A Leadership Primer
A Leadership PrimerA Leadership Primer
A Leadership Primereohrnberger
 

Ähnlich wie Leadership and culture.070201 (20)

Bringing out the best in people pdf
Bringing out the best in people pdfBringing out the best in people pdf
Bringing out the best in people pdf
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadership
 
7 pillars servant leadership
7 pillars servant leadership7 pillars servant leadership
7 pillars servant leadership
 
Leadership Training PowerPoint
Leadership Training PowerPointLeadership Training PowerPoint
Leadership Training PowerPoint
 
Collin powell 171
Collin powell 171Collin powell 171
Collin powell 171
 
Colin Powell On Leadership
Colin Powell On LeadershipColin Powell On Leadership
Colin Powell On Leadership
 
Colin Powell on Leadership
Colin Powell on LeadershipColin Powell on Leadership
Colin Powell on Leadership
 
Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297
 
Leadership military style
Leadership military styleLeadership military style
Leadership military style
 
General Colin Powell Text
General Colin Powell TextGeneral Colin Powell Text
General Colin Powell Text
 
Leadership
LeadershipLeadership
Leadership
 
Colin Powell's Leadership Presentation
Colin Powell's Leadership PresentationColin Powell's Leadership Presentation
Colin Powell's Leadership Presentation
 
Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297Colin Powells Leadership Presentation297
Colin Powells Leadership Presentation297
 
Leadership military style
Leadership military styleLeadership military style
Leadership military style
 
Gen. Colin Powell
Gen. Colin PowellGen. Colin Powell
Gen. Colin Powell
 
Powell On Leadership.Pps
Powell On Leadership.PpsPowell On Leadership.Pps
Powell On Leadership.Pps
 
Leadership by Colin Powells
Leadership by Colin PowellsLeadership by Colin Powells
Leadership by Colin Powells
 
General Colin Powell On Leadership[1]
General Colin Powell On Leadership[1]General Colin Powell On Leadership[1]
General Colin Powell On Leadership[1]
 
A Leadership Primer
A Leadership PrimerA Leadership Primer
A Leadership Primer
 
Colin powel leadership in turbulent times
Colin powel   leadership in turbulent timesColin powel   leadership in turbulent times
Colin powel leadership in turbulent times
 

Kürzlich hochgeladen

Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Kürzlich hochgeladen (20)

Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 

Leadership and culture.070201

  • 1. Copyright Mark Leslie Leadership and Culture Mark Leslie mleslie@leslieventures.com
  • 2. Copyright Mark Leslie Values and Culture  Values  A statement of what is supposed to be important around here  Sometimes an ideal or optimistic statement  And, by implication, what is not important  If it works, a guide to inform both tactical and strategic business decisions  Culture  The character of the organization  What everyone knows about how things get done and what is important  Pervasive in every nook and cranny of the work life  “Values” is talking the talk  “Culture” is walking the walk!!
  • 3. Copyright Mark Leslie The Buck Stops Here  Culture flows from the top (CEO) down  Decisions  An expression of values  Process  How the organization works  Character  Personality A new CEO = a new Culture
  • 4. Copyright Mark Leslie Proprietorship vs. Stewardship  Fundamental issue of leadership style  Proprietorship is about “ME” …and what you can do for me today  Stewardship is about “US” …and what we can build together for the future
  • 5. Copyright Mark Leslie When I want to know what France thinks, I question myself. -- Charles DeGaulle, 1966
  • 6. Copyright Mark Leslie “A leader is best when people barely know that he exists. When his work is done, his aim fulfilled, they will all say, ‘We did it ourselves.’” --Lao-tzu (sixth-century B.C. philosopher and founder of Taoism)
  • 7. Copyright Mark Leslie Be Visible, Be Invisible  Be Visible  There is a large part of leadership which is public (and mostly obvious)  MBWA  Many and varied public meetings  Be exceptionally accessible  Be Invisible  The real work of leadership is behind the scenes, OFTEN ALONE  Leadership is creating an environment where:  people can independently apply their intellect judgment and energy  …to advance the vision and goals of the organization  …and achieve a personal sense of accomplishment in their work  It is NOT “management”, which is accomplishing complex tasks through others.
  • 8. Copyright Mark Leslie “Glamorous” is the Opposite of Leadership  Don’t get confused -- It is not about “ME”  A Leader must always think of others and put them first  You can be a comrade to your followers, but you can never be one of them  When you are doing the “glamorous things”, you are just doing your job on this team Warning of Danger: GLAMOR IS SEDUCTIVE…
  • 9. Copyright Mark Leslie If You Are Loyal to One, You Are Loyal to None  A leader must be loyal to the mission above all else  A leader is responsible for the well being of ALL of his people  A leader is the keeper of fairness and equity in the organization
  • 10. Copyright Mark Leslie The Further You Are from a Problem the Less You Know About It  Trust those on the front lines – the really do know more than those “back home”.  The first line manager knows less about the specifics, and THE NEXT manager knows even less.  When you get to the top you don’t really know anything about anything anymore!  You trade situational knowledge for judgment, experience and perspective
  • 11. Copyright Mark Leslie The Higher Up you Get, the Fewer Decisions You Should Make  Everyone “offers” you the decision  What is the impact of the decision  Have they thought about it?  Are they, more or less, in the right quadrant?  What is the downside?  Allowing others to make decisions has real meaning to them, and develops their judgment and maturity
  • 12. Copyright Mark Leslie The More Power You Give Away, the More You Have  You empower individuals by giving them  Knowledge;  Authority; and,  An acceptable margin of execution error  “What I know that you don’t know makes me more powerful than you.”  A leader has the power to level this playing field!!!  And diminish politicization of the organization  Empowered individuals will be loyal to the company and loyal to the leadership  A loyal empowered workforce is a force multiplier for the
  • 13. Copyright Mark Leslie Know Thyself  We all want to know everything, and be best at everything  It is a hallmark of great leaders that they know their own  Strengths (the easy part) and  Weaknesses (the hard part)  Likes  Dislikes  Augment your weaknesses with other peoples strengths  If possible find others to do the things you don’t like  Check to see if your self-assessment is shared by others
  • 14. Copyright Mark Leslie Trust and You Will Be Trusted  The first level of trust is based on the “fair play” that is visibly exercised  Great leadership comes from a deep sense of trust between the leader and the led  As a leader, you MUST take the first step, you must trust first!  You may occasionally get disappointed, but the payoff is greater than the cost
  • 15. Copyright Mark Leslie Confront the Issues Directly, But be Thoughtful, Gracious and Caring  There are many tough things that you need to do  Firing one of your executives who is a friend  Negotiate hard deal  Go after a competitor  Reduce your work force  But you can do all things with caring and grace  Treat each and every person (and company) you meet with dignity and respect  And…, you never know when you will run into them again…
  • 16. Copyright Mark Leslie The Truth, the Whole Truth, and Nothing but the Truth…  A key job of leaders is to “Fix Broken Stuff”  If you do not know what is broken, you can’t fix it  Everyone wants to tell you what they think you want to hear…  … in a way that will make them look good…  You must find a way to convince people that you need to know the truth… …and you must always “Honor the Messenger”
  • 17. Copyright Mark Leslie Listen to Everyone, but Trust your Own Judgment  Each business is complex and unique  There are no formulas, fads and gurus with quick and easy answers  Be genuinely open, listen constructively and learn  Hold your opinions in abeyance while you collect information – this is counter intuitive to all we have learned. It is very hard to do!  At the end of the day, trust your own judgment “If something does not seem to make sense… …it most probably isn’t sensible”
  • 18. Copyright Mark Leslie There is Life after Death  In the course of events there WILL BE black days …days so black that all you will see is despair  Everyone will be looking at you!  Communicate candidly and directly  Be calm and show them a little bit of light at the end of the tunnel, but not false hope  Focus on the things that you can do to make a difference  Overcoming adversity together forges teamwork and trust  Dark days are “leadership opportunities”  When things are great, remind people that there will be dark days again
  • 19. Copyright Mark Leslie Only Those Who Are Both Paranoid and Courageous Will Survive  You never know where and how the world might change  Great companies make transformational changes  You may have to put your whole company at risk in order to save it  You need the courage to stay the course in spite of many who tell you otherwise
  • 20. Copyright Mark Leslie There is No Finish Line…  Building a great company is like building a cathedral  those who start it hopefully will not see its completion  Each accomplishment is a prelude to the next challenge  The IPO is not a “harvest”, simply one step on the long road
  • 21. Copyright Mark Leslie If you want a friend… …Buy a dog ROXIE
  • 22. Copyright Mark Leslie Values and Culture make it worthwhile  We spend more time “at work” than any other single activity in our life  Since the outcome of our efforts is not always predictable, the quality of the daily experience is very important  Values and culture define the character of the company  Values and culture permit us to do our work with integrity, and to conduct business in a civilized and honest environment  Values and culture help the organization to recruit the best, the brightest, and the principled  Values and culture do NOT sap the competitive capability
  • 23. Copyright Mark Leslie Leadership and Culture Mark Leslie mleslie@leslieventures.com