24

LEAD LIKEPOWELL

RULES OF LEADERSHIP

AS ORIGINALLY CURATED BY OREN HARARI

COLIN POWELL'S 24

01

“I want to hear all the rough edges of all arguments. I don’t want to concur

things to death and coordinate things to death. I want to hear from you.”

Create a culture where all feel heard & are empowered to develop & propose solutions. Encourage noise with creative clashes and

diversity. Look for great ideas wherever they come from, at every level. Use tech to

encourage & speed up interaction & drive inclusion. And can the sycophants and then

hire for great ideas

ELICIT DIVERSE & EMPOWERED IDEAS

02

“Being responsible sometimes means pissing people off”

Leaders who care more about being liked than being effective are unlikely to confront those who need confronting

.

Be polite and civil because frightened people don’t step up, but be prepared to piss people off when it is right to do so.

Reward your best performers and get rid of non-performers. And encourage a thread of creative disruption

DON’T SEEK POPULARITY

03

“Why would you follow somebody around a corner? Or up the hill? Or into a dark

room? The reason is trust”

Influence & credibility rely on trust. Trust relies on competence, character, courage, loyalty, &

confidence.

Communicate often in the trenches & be seen.

Be a servant leader that helps people accomplish vision-aligned goals by giving them

tools and turning them loose

ESTABLISH TRUST

“You can issue all the memos & give all the speeches you want, but if people

don’t see you putting forth your best effort every day, they won’t either”

• Have integrity and display integrity• Practice empathy & selflessness• Use influence, not authority

WALK THE TALK

04

05

“Give me the right people and I don’t much care what organization you give me. Good things will

happen. Give me the wrong people and it doesn’t matter what you do with the

organization. Bad things will happen.”

Powell advises us to hire, place, & promote for intelligence & judgement, a capacity to anticipate,

loyalty, integrity, a high-energy drive, a balanced ego, and a drive to get things done

Hire for talent & values, not qualifications. promote those whose values align with the organization, and surround yourself with people as good or better than

you and who create synergy

GET THE RIGHT PEOPLE

06

You were given 2 ears and 1 mouth. Use them in that ratio

• Learn everywhere you can• Bring outsiders into the discussion when

you can• Use every means to encourage

communication• Find people you trust (and who won’t

‘manage’ you or filter) and give them a way to provide you with feedback

• Use symbols like round tables, a literally open office door or no dress code to encourage communication

LISTEN

07

“If you are going to achieve excellence in big things, you develop the habit in little

matters. Excellence is not an exception, it is a prevailing attitude”

• Don’t get too far from execution as you ascend the hierarchy – own the big picture, but remember that the big picture is delivered through thousands of daily details

• Avoid analysis paralysis – attending to the fine points is not a license to micro-manage, hide from a decision, or delay

• Invest in process and tech to facilitate timely & relevant data

OWN THE DETAIL

08

“Constantly look below the surface appearances and spin. Don’t shrink from doing so just because you might not like

what you find”

• Listen to your gut. Relentlessly dig and probe with a clear, unblinking eye until you‘re satisfied

• Continually pick at, and harass, the organizations routines. Shine a light into the dark, unquestioned places of convention

• Ask what are we doing, right or wrong, and how can it be improved

QUESTION

09

“Never let your ego get so close to your position that when your position goes,

your ego goes with it”

• Be careful of your habits• Be careful of conventional wisdom built

from what has worked in the past – be ready to change before the world surprises you with forced change

• What got you here, will likely not get you there. Be always ready to reinvent yourself and your career.

CHECK YOUR EGO

10

External change is endemic, proliferating, and accelerating. Therefore leaders must

rewire perceptions, connecting the dots in more productive and positive ways, using change as the driver for growth

• Ask ‘what if’ and ‘why not’ all the time• Learn new skills and encourage those

around you to as well• Revisit your mission/vision regularly

LET CHANGE LEAD GROWTH

11

“Everyone wants me to reorganize, but I’m not reorganizing until I’ve got these folks on my side

and believing in my leadership”

• Consensus does not mean, “let’s chew on this until we can all get happy with it” but it does mean aggressive inclusion in the decision-making process

• Ensure a personal commitment from every member of the team – everyone is expected and invited to participate

• Push, but be respectful of the limits of the organization. Change is continuous and iterative

• Seek consensus, but be prepared to move ahead decisively

SEEK CONSENSUS BUT DON’T LET IT RULE

12

“Fit no stereotypes. Don’t chase the latest management fads. The situation dictates which

approach best accomplishes the team’s mission”

Always be ready to change, beware of packaged solutions and frameworks, and

continually invest in and build your management tool box

AVOID ONE APPROACH

13

“We had to make sure that we took the new mission and drove it down to the last private.

Whoever came in and emptied the trash can at night had to understand the vision”

Whether it’s the realm of values, policies, performance standards, or appropriate conduct,

keep it simple. Define the rules of the game clearly and expect everyone to play by them.

Then, align daily activity with overarching objectives

SIMPLIFY

14

Effective leadership depends upon a thorough immersion in the here and now and the ability to shift

strategy and tactics as the situation warrants. One size never fits all.

Don’t fight the last war. Most leaders fall into the trap of returning to the familiar when things get rough

LEAD THE SITUATION

15

“You don’t know what you can get away with until you try”

Great managers seek forgiveness, not permission. By taking calculated, intelligent

risks, you are likely to accomplish more than by playing it safe. But, in order to encourage this behaviour, leaders must not punish failure an

honest, well-meaning, first-time mistake.

PUSH THE ENVELOPE

16

“Once we have looked at all the rough edges and we have made a decision as to what we are going to

do, then we are all going to move out in that decision and stick with it, with coherence and

consistency over time, unless it has been proven that we should move in a different direction”

Execution is key. Do not articulate a vision unless you are prepared to implement it with overwhelming

strength,. Stay cool under fire, think big, act fast, and go for the big win. Pick your battles so you can eat

what you bite off, but be willing to take advantage of opportunity as it arises.

CLOSE W/THE ENEMY

17

“Our ability to successfully perform our mission depends first and foremost on the quality of our

people. We’re all part of one quality family, working together as a family. No component

more important than any other.”

• Ignore hierarchy• Depend on people, not plans• Spend at least 50% of your time on people

PEOPLE ARE PARTNERS

18

“Every organization should tolerate rebels who tell the emperor he has no clothes”

• Tolerate rebels – encourage them to challenge you and your team

• Emphasize respect while disagreeing• Challenge the pros to get a better solution

CHALLENGE

19

“Plans don’t accomplish work. Goal charts on walls don’t accomplish work….it is people that

get things done”

• Respect authority, but don’t be cowed by it• Use org charts as a guideline, but be ready

to abandon them if the reality is different• Titles are just titles- they don’t translate to

wisdom

DON’T RELY ON ORG CHARTS & TITLES

20

“The people in the field are closest to the problem, closest to the situation, therefore, that

is where the real wisdom is”

• If your division is not decentralized, consider a deep, pervasive, structural, and cultural reorganization

• Use technology to help collect front-line information

• Decentralization is no excuse for being out of touch. Stay involved and supportive

TRUST THE ONE IN THE TRENCH

21

“Never let adverse facts stand in the way of a good decision. Never step on enthusiasm”

• Spread optimism around the organization• Don’t take counsel of your fears or

naysayers• Achieve!

MAKE OPTIMISM A PRIORITY

22

“I told the ambassadors to take seriously their role as the President’s personal

representatives. At the same time, I encouraged them to have great fun in their new assignment. Fortunately, the two are not mutually exclusive”

• Work hard and play hard• Create a fun environment for others• Minimize unnecessary stress

HAVE FUN IN YOUR COMMAND

23

“Never become so consumed by your career that nothing is left that belongs only to you and

your family. Don’t allow your profession to become the whole of your existence”

• Take leave when you’ve earned it• Don’t clock hours for hours’ sake• Don’t always run at a breakneck pace

STRIVE FOR BALANCE

24

“Sitting alone in the dark in the back seat of my car, I felt full of foreboding. I was going to be involved in conducting a war, one that I had

urged, one that was sure to spill blood. Had I been right? Had my advice been sound?”

• Accept responsibility• Lead by example• Know when to exit

PREPARE TO BE LONELY

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CREATIVE COMMONS ATTRIBUTIONS & REFERENCESTitle Slide: http://www.flickr.com/photos/mcconnellcenter/Ideas Matter Slide: http://www.flickr.com/photos/mnfiraq/

Popularity Contest, Trust, Walk, Talk, Pick People, Details, Listen Slide, Ego Change, Situation, Close, Simplify, Fun, Lonely, People as Partners, Trenches, Charts, Optimism, Balance, Consensus, and Pro

Slides: http://www.flickr.com/photos/defenceimages/Disorganizer Slide: https://www.flickr.com/photos/tobyjm/

Stereotypes Slide: https://www.flickr.com/photos/soldiersmediacenter/Push The Envelope Slide: http://www.flickr.com/photos/dwizzy/

http://en.wikipedia.org/wiki/Oren_Harari