GeneralColinPowellChairman(Ret),JointChiefsofStaffALeadershipPrimerGeneralColinPowell1LESSON1"Beingresponsiblesometimesmeanspissingpeopleoff."Goodleadershipinvolvesresponsibilitytothewelfareofthegroup,whichmeansthatsomepeoplewillgetangryatyouractionsanddecisions.It'sinevitable,ifyou'rehonorable.Tryingtogeteveryonetolikeyouisasignofmediocrity:you'llavoidthetoughdecisions,you'llavoidconfrontingthepeoplewhoneedtobeconfronted,andyou'llavoidofferingdifferentialrewardsbasedondifferentialperformancebecausesomepeoplemightgetupset.Ironically,byprocrastinatingonthedifficultchoices,bytryingnottogetanyonemad,andbytreatingeveryoneequally"nicely"regardlessoftheircontributions,you'llsimplyensurethattheonlypeopleyou'llwindupangeringarethemostcreativeandproductivepeopleintheorganization.LESSON1"Beingresponsiblesom2LESSON2"Thedaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem.Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare.Eithercaseisafailureofleadership."Ifthiswerealitmustest,themajorityofCEOswouldfail.One,theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsomeonelowerinthehierarchylookinguptotheleaderforhelpisludicrous.Two,thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure,sopeoplecoveruptheirgaps,andtheorganizationsuffersaccordingly.Realleadersmakethemselvesaccessibleandavailable.Theyshowconcernfortheeffortsandchallengesfacedbyunderlings,evenastheydemandhighstandards.Accordingly,theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame.LESSON2"Thedaysoldiersstop3LESSON3"Don'tbebuffaloedbyexpertsandelites.Expertsoftenpossessmoredatathanjudgment.Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld."Smallcompaniesandstart-upsdon'thavethetimeforanalyticallydetachedexperts.Theydon'thavethemoneytosubsidizeloftyelites,either.Thepresidentanswersthephoneanddrivesthetruckwhennecessary;everyoneonthepayrollvisiblyproducesandcontributestobottom-lineresultsorthey'rehistory.Butascompaniesgetbigger,theyoftenforgetwho"broughtthemtothedance":thingslikeall-handsinvolvement,egalitarianism,informality,marketintimacy,daring,risk,speed,agility.Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues.Realleadersarevigilant,andcombative,inthefaceofthesetrends.LESSON3"Don'tbebuffaloedby4LESSON4"Don'tbeafraidtochallengethepros,evenintheirownbackyard."Learnfromthepros,observethem,seekthemoutasmentorsandpartners.Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills.Sometimeseventheproscanbecomecomplacentandlazy.Leadershipdoesnotemergefromblindobediencetoanyone.Xerox'sBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes-manworkingforyou,oneofyouisredundant.Goodleadershipencourageseveryone'sevolution.LESSON4"Don'tbeafraidtoch5LESSON5"Neverneglectdetails.Wheneveryone'smindisdulledordistractedtheleadermustbedoublyvigilant."Strategyequalsexecution.Allthegreatideasandvisionsintheworldareworthlessiftheycan'tbeimplementedrapidlyandefficiently.Goodleadersdelegateandempowerothersliberally,buttheypayattentiontodetails,everyday.(ThinkaboutsupremeathleticcoacheslikeJimmyJohnson,PatRileyandTonyLaRussa).Badones,eventhosewhofancythemselvesasprogressive"visionaries,"thinkthey'resomehow"above"operationaldetails.Paradoxically,goodleadersunderstandsomethingelse:anobsessiveroutineincarryingoutthedetailsbegetsconformityandcomplacency,whichinturndullseveryone'smind.Thatiswhyevenastheypayattentiontodetails,theycontinuallyencouragepeopletochallengetheprocess.TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphic'sHarryQuadracchi,Oticon'sLarsKolindandthelateBillMcGowanofMCI,whoallindependentlyassertedthattheJobofaleaderisnottobethechieforganizer,butthechiefdis-organizer.LESSON5"Neverneglectdetails6LESSON6"Youdon'tknowwhatyoucangetawaywithuntilyoutry."Youknowtheexpression,"it'seasiertogetforgivenessthanpermission."Well,it'strue.Goodleadersdon'twaitforofficialblessingtotrythingsout.They'reprudent,notreckless.Buttheyalsorealizeafactoflifeinmostorganizations:ifyouaskenoughpeopleforpermission,you'llinevitablycomeupagainstsomeonewhobelieveshisjobistosay"no."Sothemoralis,don'task.Lesseffectivemiddlemanagersendorsedthesentiment,"IfIhaven'texplicitlybeentold'yes,'Ican'tdoit,"whereasthegoodonesbelieved,"IfIhaven'texplicitlybeentold'no,'Ican."There'saworldofdifferencebetweenthesetwopointsofview.LESSON6"Youdon'tknowwhaty7LESSON7"Keeplookingbelowsurfaceappearances.Don'tshrinkfromdoingso(just)becauseyoumightnotlikewhatyoufind.""Ifitain'tbroke,don'tfixit"isthesloganofthecomplacent,thearrogantorthescared.It'sanexcuseforinaction,acalltonon-arms.It'samind-setthatassumes(orhopes)thattoday'srealitieswillcontinuetomorrowinatidy,linearandpredictablefashion.Purefantasy.Inthissortofculture,youwon'tfindpeoplewhopro-activelytakestepstosolveproblemsastheyemerge.Here'salittletip:don'tinvestinthesecompanies.LESSON7"Keeplookingbelowsu8LESSON8"Organizationdoesn'treallyaccomplishanything.Plansdon'taccomplishanything,either.Theoriesofmanagementdon'tmuchmatter.Endeavorssucceedorfailbecauseofthepeopleinvolved.Onlybyattractingthebestpeoplewillyouaccomplishgreatdeeds."Inabrain-basedeconomy,yourbestassetsarepeople.We'veheardthisexpressionsooftenthatit'sbecometrite.Buthowmanyleadersreally"walkthetalk"withthisstuff?Toooften,peopleareassumedtobeemptychesspiecestobemovedaroundbygrandviziers,whichmayexplainwhysomanytopmanagersimmersetheircalendartimeindealmaking,restructuringandthelatestmanagementfad.Howmanyimmersethemselvesinthegoalofcreatinganenvironmentwherethebest,thebrightest,themostcreativeareattracted,retainedand,mostimportantly,unleashed?LESSON8"Organizationdoesn't9LESSON9"Organizationchartsandfancytitlescountfornexttonothing."Organizationchartsarefrozen,anachronisticphotosinaworkplacethatoughttobeasdynamicastheexternalenvironmentaroundyou.Ifpeoplereallyfollowedorganizationcharts,companieswouldcollapse.Inwell-runorganizations,titlesarealsoprettymeaningless.Atbest,theyadvertisesomeauthority,anofficialstatusconferringtheabilitytogiveordersandinduceobedience.Buttitlesmeanlittleintermsofrealpower,whichisthecapacitytoinfluenceandinspire.Haveyouevernoticedthatpeoplewillpersonallycommittocertainindividualswhoonpaper(orontheorganizationchart)possesslittleauthority,butinsteadpossesspizzazz,drive,expertise,andgenuinecaringforteammatesandproducts?Ontheflipside,non-leadersinmanagementmaybeformallyanointedwithalltheperksandfrillsassociatedwithhighpositions,buttheyhavelittleinfluenceonothers,apartfromtheirabilitytoextractminimalcompliancetominimalstandards.LESSON9"Organizationchartsa10LESSON10"Neverletyouregogetsoclosetoyourpositionthatwhenyourpositiongoes,youregogoeswithit."Toooften,changeisstifledbypeoplewhoclingtofamiliarturfsandjobdescriptions.Onereasonthatevenlargeorganizationswitheristhatmanagerswon'tchallengeold,comfortablewaysofdoingthings.Butrealleadersunderstandthat,nowadays,everyoneofourjobsisbecomingobsolete.Theproperresponseistoobsoleteouractivitiesbeforesomeoneelsedoes.Effectiveleaderscreateaclimatewherepeople’sworthisdeterminedbytheirwillingnesstolearnnewskillsandgrabnewresponsibilities,thusperpetuallyreinventingtheirjobs.Themostimportantquestioninperformanceevaluationbecomesnot,"Howwelldidyouperformyourjobsincethelasttimewemet?"but,"Howmuchdidyouchangeit?"LESSON10"Neverletyouregog11LESSON11"Fitnostereotypes.Don'tchasethelatestmanagementfads.Thesituationdictateswhichapproachbestaccomplishestheteam'smission."Flittingfromfadtofadcreatesteamconfusion,reducestheleader'scredibility,anddrainsorganizationalcoffers.Blindlyfollowingaparticularfadgeneratesrigidityinthoughtandaction.Sometimesspeedtomarketismoreimportantthantotalquality.Sometimesanunapologeticdirectiveismoreappropriatethanparticipatorydiscussion.Somesituationsrequiretheleadertohoverclosely;othersrequirelong,looseleashes.Leadershonortheircorevalues,buttheyareflexibleinhowtheyexecutethem.Theyunderstandthatmanagementtechniquesarenotmagicmantrasbutsimplytoolstobereachedforattherighttimes.LESSON11"Fitnostereotypes.12LESSON12"Perpetualoptimismisaforcemultiplier."Therippleeffectofaleader'senthusiasmandoptimismisawesome.Soistheimpactofcynicismandpessimism.Leaderswhowhineandblameengenderthosesamebehaviorsamongtheircolleagues.Iamnottalkingaboutstoicallyacceptingorganizationalstupidityandperformanceincompetencewitha"what,meworry?"smile.Iamtalkingaboutagung-hoattitudethatsays"wecanchangethingshere,wecanachieveawesomegoals,wecanbethebest."Sparemethegrimlitanyofthe"realist,"givemetheunrealisticaspirationsoftheoptimistanyday.LESSON12"Perpetualoptimismi13LESSON13"Powell'sRulesforPickingPeople:”Lookforintelligenceandjudgment,andmostcritically,acapacitytoanticipate,toseearoundcorners.Alsolookforloyalty,integrity,ahighenergydrive,abalancedego,andthedrivetogetthingsdone.Howoftendoourrecruitmentandhiringprocessestapintotheseattributes?Moreoftenthannot,weignoretheminfavoroflengthofresume,degreesandpriortitles.Astringofjobdescriptionsarecruitheldyesterdayseemtobemoreimportantthanwhooneistoday,whattheycancontributetomorrow,orhowwelltheirvaluesmeshwiththoseoftheorganization.Youcantrainabright,willingnoviceinthefundamentalsofyourbusinessfairlyreadily,butit'salothardertotrainsomeonetohaveintegrity,judgment,energy,balance,andthedrivetogetthingsdone.Goodleadersstackthedeckintheirfavorrightintherecruitmentphase.LESSON13"Powell'sRulesforP14LESSON14"Greatleadersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand."EffectiveleadersunderstandtheKISSprinciple,KeepItSimple,Stupid.Theyarticulatevivid,over-archinggoalsandvalues,whichtheyusetodrivedailybehaviorsandchoicesamongcompetingalternatives.Theirvisionsandprioritiesareleanandcompelling,notclutteredandbuzzword-laden.Theirdecisionsarecrispandclear,nottentativeandambiguous.Theyconveyanunwaveringfirmnessandconsistencyintheiractions,alignedwiththepictureofthefuturetheypaint.Theresult:clarityofpurpose,credibilityofleadership,andintegrityinorganization.LESSON14"Greatleadersareal15LESSON15PartI:"UsetheformulaP=40to70,inwhichPstandsfortheprobabilityofsuccessandthenumbersindicatethepercentageofinformationacquired.”PartII:"Oncetheinformationisinthe40to70range,gowithyourgut."Don'ttakeactionifyouhaveonlyenoughinformationtogiveyoulessthana40percentchanceofbeingright,butdon'twaituntilyouhaveenoughfactstobe100percentsure,becausebythenitisalmostalwaystoolate.Today,excessivedelaysinthenameofinformation-gatheringbreeds"analysisparalysis."Procrastinationinthenameofreducingriskactuallyincreasesrisk.LESSON15PartI:"Usetheform16LESSON16"Thecommanderinthefieldisalwaysrightandtherearecheloniswrong,unlessprovedotherwise."Toooften,thereversedefinescorporateculture.ThisisoneofthemainreasonswhyleaderslikeKenIversonofNucorSteel,PercyBarnevikofAseaBrownBoveri,andRichardBransonofVirginhavekepttheircorporatestaffstoabare-bonesminimum-howaboutfewerthan100centralcorporatestaffersforglobal$30billion-plusABB?Oraround25and3formulti-billionNucorandVirgin,respectively?Shiftthepowerandthefinancialaccountabilitytothefolkswhoarebringinginthebeans,nottheoneswhoarecountingoranalyzingthem.LESSON16"Thecommanderinthe17LESSON17"Havefuninyourcommand.Don'talwaysrunatabreakneckpace.Takeleavewhenyou'veearnedit:Spendtimewithyourfamilies.Corollary:surroundyourselfwithpeoplewhotaketheirworkseriously,butnotthemselves,thosewhoworkhardandplayhard."HerbKelleherofSouthwestAirandAnitaRoddickofTheBodyShopwouldagree:seekpeoplewhohavesomebalanceintheirlives,whoarefuntohangoutwith,wholiketolaugh(atthemselves,too)andwhohavesomenon-jobprioritieswhichtheyapproachwiththesamepassionthattheydotheirwork.Sparemethegrimworkaholicorthepompouspretentious"professional;”I'llhelpthemfindjobswithmycompetitor.LESSON17"Havefuninyourcom18LESSON18"Commandislonely."HarryTrumanwasright.Whetheryou'reaCEOorthetemporaryheadofaprojectteam,thebuckstopshere.Youcanencourageparticipativemanagementandbottom-upemployeeinvolvement,butultimatelytheessenceofleadershipisthewillingnesstomakethetough,unambiguouschoicesthatwillhaveanimpactonthefateoftheorganization.I'veseentoomanynon-leadersflinchfromthisresponsibility.Evenasyoucreateaninformal,open,collaborativecorporateculture,preparetobelonely.LESSON18"Commandislonely."H19“Leadershipistheartofaccomplishingmorethanthescienceofmanagementsaysispossible.”“Leadershipistheartofacco20演講完畢，謝謝觀看！演講完畢，謝謝觀看！21GeneralColinPowellChairman(Ret),JointChiefsofStaffALeadershipPrimerGeneralColinPowell22LESSON1"Beingresponsiblesometimesmeanspissingpeopleoff."Goodleadershipinvolvesresponsibilitytothewelfareofthegroup,whichmeansthatsomepeoplewillgetangryatyouractionsanddecisions.It'sinevitable,ifyou'rehonorable.Tryingtogeteveryonetolikeyouisasignofmediocrity:you'llavoidthetoughdecisions,you'llavoidconfrontingthepeoplewhoneedtobeconfronted,andyou'llavoidofferingdifferentialrewardsbasedondifferentialperformancebecausesomepeoplemightgetupset.Ironically,byprocrastinatingonthedifficultchoices,bytryingnottogetanyonemad,andbytreatingeveryoneequally"nicely"regardlessoftheircontributions,you'llsimplyensurethattheonlypeopleyou'llwindupangeringarethemostcreativeandproductivepeopleintheorganization.LESSON1"Beingresponsiblesom23LESSON2"Thedaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem.Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare.Eithercaseisafailureofleadership."Ifthiswerealitmustest,themajorityofCEOswouldfail.One,theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsomeonelowerinthehierarchylookinguptotheleaderforhelpisludicrous.Two,thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure,sopeoplecoveruptheirgaps,andtheorganizationsuffersaccordingly.Realleadersmakethemselvesaccessibleandavailable.Theyshowconcernfortheeffortsandchallengesfacedbyunderlings,evenastheydemandhighstandards.Accordingly,theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame.LESSON2"Thedaysoldiersstop24LESSON3"Don'tbebuffaloedbyexpertsandelites.Expertsoftenpossessmoredatathanjudgment.Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld."Smallcompaniesandstart-upsdon'thavethetimeforanalyticallydetachedexperts.Theydon'thavethemoneytosubsidizeloftyelites,either.Thepresidentanswersthephoneanddrivesthetruckwhennecessary;everyoneonthepayrollvisiblyproducesandcontributestobottom-lineresultsorthey'rehistory.Butascompaniesgetbigger,theyoftenforgetwho"broughtthemtothedance":thingslikeall-handsinvolvement,egalitarianism,informality,marketintimacy,daring,risk,speed,agility.Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues.Realleadersarevigilant,andcombative,inthefaceofthesetrends.LESSON3"Don'tbebuffaloedby25LESSON4"Don'tbeafraidtochallengethepros,evenintheirownbackyard."Learnfromthepros,observethem,seekthemoutasmentorsandpartners.Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills.Sometimeseventheproscanbecomecomplacentandlazy.Leadershipdoesnotemergefromblindobediencetoanyone.Xerox'sBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes-manworkingforyou,oneofyouisredundant.Goodleadershipencourageseveryone'sevolution.LESSON4"Don'tbeafraidtoch26LESSON5"Neverneglectdetails.Wheneveryone'smindisdulledordistractedtheleadermustbedoublyvigilant."Strategyequalsexecution.Allthegreatideasandvisionsintheworldareworthlessiftheycan'tbeimplementedrapidlyandefficiently.Goodleadersdelegateandempowerothersliberally,buttheypayattentiontodetails,everyday.(ThinkaboutsupremeathleticcoacheslikeJimmyJohnson,PatRileyandTonyLaRussa).Badones,eventhosewhofancythemselvesasprogressive"visionaries,"thinkthey'resomehow"above"operationaldetails.Paradoxically,goodleadersunderstandsomethingelse:anobsessiveroutineincarryingoutthedetailsbegetsconformityandcomplacency,whichinturndullseveryone'smind.Thatiswhyevenastheypayattentiontodetails,theycontinuallyencouragepeopletochallengetheprocess.TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphic'sHarryQuadracchi,Oticon'sLarsKolindandthelateBillMcGowanofMCI,whoallindependentlyassertedthattheJobofaleaderisnottobethechieforganizer,butthechiefdis-organizer.LESSON5"Neverneglectdetails27LESSON6"Youdon'tknowwhatyoucangetawaywithuntilyoutry."Youknowtheexpression,"it'seasiertogetforgivenessthanpermission."Well,it'strue.Goodleadersdon'twaitforofficialblessingtotrythingsout.They'reprudent,notreckless.Buttheyalsorealizeafactoflifeinmostorganizations:ifyouaskenoughpeopleforpermission,you'llinevitablycomeupagainstsomeonewhobelieveshisjobistosay"no."Sothemoralis,don'task.Lesseffectivemiddlemanagersendorsedthesentiment,"IfIhaven'texplicitlybeentold'yes,'Ican'tdoit,"whereasthegoodonesbelieved,"IfIhaven'texplicitlybeentold'no,'Ican."There'saworldofdifferencebetweenthesetwopointsofview.LESSON6"Youdon'tknowwhaty28LESSON7"Keeplookingbelowsurfaceappearances.Don'tshrinkfromdoingso(just)becauseyoumightnotlikewhatyoufind.""Ifitain'tbroke,don'tfixit"isthesloganofthecomplacent,thearrogantorthescared.It'sanexcuseforinaction,acalltonon-arms.It'samind-setthatassumes(orhopes)thattoday'srealitieswillcontinuetomorrowinatidy,linearandpredictablefashion.Purefantasy.Inthissortofculture,youwon'tfindpeoplewhopro-activelytakestepstosolveproblemsastheyemerge.Here'salittletip:don'tinvestinthesecompanies.LESSON7"Keeplookingbelowsu29LESSON8"Organizationdoesn'treallyaccomplishanything.Plansdon'taccomplishanything,either.Theoriesofmanagementdon'tmuchmatter.Endeavorssucceedorfailbecauseofthepeopleinvolved.Onlybyattractingthebestpeoplewillyouaccomplishgreatdeeds."Inabrain-basedeconomy,yourbestassetsarepeople.We'veheardthisexpressionsooftenthatit'sbecometrite.Buthowmanyleadersreally"walkthetalk"withthisstuff?Toooften,peopleareassumedtobeemptychesspiecestobemovedaroundbygrandviziers,whichmayexplainwhysomanytopmanagersimmersetheircalendartimeindealmaking,restructuringandthelatestmanagementfad.Howmanyimmersethemselvesinthegoalofcreatinganenvironmentwherethebest,thebrightest,themostcreativeareattracted,retainedand,mostimportantly,unleashed?LESSON8"Organizationdoesn't30LESSON9"Organizationchartsandfancytitlescountfornexttonothing."Organizationchartsarefrozen,anachronisticphotosinaworkplacethatoughttobeasdynamicastheexternalenvironmentaroundyou.Ifpeoplereallyfollowedorganizationcharts,companieswouldcollapse.Inwell-runorganizations,titlesarealsoprettymeaningless.Atbest,theyadvertisesomeauthority,anofficialstatusconferringtheabilitytogiveordersandinduceobedience.Buttitlesmeanlittleintermsofrealpower,whichisthecapacitytoinfluenceandinspire.Haveyouevernoticedthatpeoplewillpersonallycommittocertainindividualswhoonpaper(orontheorganizationchart)possesslittleauthority,butinsteadpossesspizzazz,drive,expertise,andgenuinecaringforteammatesandproducts?Ontheflipside,non-leadersinmanagementmaybeformallyanointedwithalltheperksandfrillsassociatedwithhighpositions,buttheyhavelittleinfluenceonothers,apartfromtheirabilitytoextractminimalcompliancetominimalstandards.LESSON9"Organizationchartsa31LESSON10"Neverletyouregogetsoclosetoyourpositionthatwhenyourpositiongoes,youregogoeswithit."Toooften,changeisstifledbypeoplewhoclingtofamiliarturfsandjobdescriptions.Onereasonthatevenlargeorganizationswitheristhatmanagerswon'tchallengeold,comfortablewaysofdoingthings.Butrealleadersunderstandthat,nowadays,everyoneofourjobsisbecomingobsolete.Theproperresponseistoobsoleteouractivitiesbeforesomeoneelsedoes.Effectiveleaderscreateaclimatewherepeople’sworthisdeterminedbytheirwillingnesstolearnnewskillsandgrabnewresponsibilities,thusperpetuallyreinventingtheirjobs.Themostimportantquestioninperformanceevaluationbecomesnot,"Howwelldidyouperformyourjobsincethelasttimewemet?"but,"Howmuchdidyouchangeit?"LESSON10"Neverletyouregog32LESSON11"Fitnostereotypes.Don'tchasethelatestmanagementfads.Thesituationdictateswhichapproachbestaccomplishestheteam'smission."Flittingfromfadtofadcreatesteamconfusion,reducestheleader'scredibility,anddrainsorganizationalcoffers.Blindlyfollowingaparticularfadgeneratesrigidityinthoughtandaction.Sometimesspeedtomarketismoreimportantthantotalquality.Sometimesanunapologeticdirectiveismoreappropriatethanparticipatorydiscussion.Somesituationsrequiretheleadertohoverclosely;othersrequirelong,looseleashes.Leadershonortheircorevalues,buttheyareflexibleinhowtheyexecutethem.Theyunderstandthatmanagementtechniquesarenotmagicmantrasbutsimplytoolstobereachedforattherighttimes.LESSON11"Fitnostereotypes.33LESSON12"Perpetualoptimismisaforcemultiplier."Therippleeffectofaleader'senthusiasmandoptimismisawesome.Soistheimpactofcynicismandpessimism.Leaderswhowhineandblameengenderthosesamebehaviorsamongtheircolleagues.Iamnottalkingaboutstoicallyacceptingorganizationalstupidityandperformanceincompetencewitha"what,meworry?"smile.Iamtalkingaboutagung-hoattitudethatsays"wecanchangethingshere,wecanachieveawesomegoals,wecanbethebest."Sparemethegrimlitanyofthe"realist,"givemetheunrealisticaspirationsoftheoptimistanyday.LESSON12"Perpetualoptimismi34LESSON13"Powell'sRulesforPickingPeople:”Lookforintelligenceandjudgment,andmostcritically,acapacitytoanticipate,toseearoundcorners.Alsolookforloyalty,integrity,ahighenergydrive,abalancedego,andthedrivetogetthingsdone.Howoftendoourrecruitmentandhiringprocessestapintotheseattributes?Moreoftenthannot,weignoretheminfavoroflengthofresume,degreesandpriortitles.Astringofjobdescriptionsarecruitheldyesterdayseemtobemoreimportantthanwhooneistoday,whattheycancontributetomorrow,orhowwelltheirvaluesmeshwiththoseoftheorganization.Youcantrainabright,willingnoviceinthefundamentalsofyourbusinessfairlyreadily,butit'salothardertotrainsomeonetohaveintegrity,judgment,energy,balance,andthedrivetogetthingsdone.Goodleadersstackthedeckintheirfavorrightintherecruitmentphase.LESSON13"Powell'sRulesforP35LESSON14"Greatleadersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand."EffectiveleadersunderstandtheKISSprinciple,KeepItSimple,Stupid.Theyarticulatevivid,over-archinggoalsandvalues,whichtheyusetodrivedailybehaviorsandchoicesamongcompetingalternatives.Theirvisionsandprioritiesareleanandcompelling,notclutteredandbuzzword-laden.Theirdecisionsarecrispandclear,nottentativeandambiguous.Theyconveyanunwaveringfirmnessandconsistencyintheiractions,alignedwi