a lone figure - a first follower

So how does a leader get the workforce to buy into their new vision? One speaker pointed to the YouTube video Leadership lessons from dancing guy, which shows a man dancing wildly on his own at a pop festival. Eventually, another man joins in and they dance eccentrically together. After a while, a couple more revelers join in and after a few minutes, there is a rush of people joining the dance.

The message is that a lone figure needs a first follower to join them in order to trigger a social movement. This is equally true in setting a new direction for a company. “What you need is someone who starts joining the lone nut – that’s when you get the flywheel effect and the movement gains momentum,” said the speaker.


Eva Eisenschimmel
"Inspiring leadership and the need for a creative, empowered workforce" The Guardian. 10/8/2015

never protect your past

Over the course of IBM’s ongoing evolution, Chairman and CEO Ginni Rometty has abided by the motto, “never protect your past.”

“That’s what reinvention is. This is why I’ve divested—even in my time—$8 billion of businesses of ours,” she said on stage at the Fortune Global Forum in November.

Claire Zillman

"IBM Is Blowing Up Its Annual Performance Review" Fortune. 2/1/2016

challenge your certainty

Our beliefs and assumptions are skewed by personal biases and not to be fully trusted. Often they haven't been tested or revised based upon new information. They reflect partial knowledge and are only partially wise. Resist acting instinctively on your beliefs and assumptions, and open your mind to the subject's potential complexity. Before registering your opinion, enter into a state of not knowing. Zen Buddhists call this the "beginner's mind." Robert Kegan and Lisa Laskow Lahey (Immunity to Change, Harvard Business School Publishing, 2009) would describe this as moving from the "self-authorizing mind" to the "self-transforming mind." 

Once you learn to distrust yourself, it's easier to trust others. The goal isn't to locate the most trustworthy or least fallible individual and hand all decision-making to this person; the goal is to share the load and get everyone to feel ownership in the organization's direction and operations. This doesn't mean that everyone should participate in every decision, but decision-making needs to be more evenly distributed. 

Gary B. Cohen

"Leadership: How to Ask the Right Questions" Bloomberg Business. 9/29/2009

you already have permission

Act: “You Already Have Permission”: This is a challenging guideline for many managers, because it means switching from direct control to a trust relationship with the members of the team. This allows entire teams to change and transform the product and the internal processes in a flexible way, to adapt to different goals and changing markets, and to be overall more innovative and competitive. Removing the worry of “I need to get authorization” from every aspect of the work can be challenging, but it rewards business and people’s health greatly.

This is embraced at multiple levels inside Automattic as a rule. While there is still a long term vision from the top, each person and team is left to decide what’s best for the work that has to be done. The goals of the organizations are collected and discussed, teams set their own roadmap, goals and milestones and individuals can start initiatives on their own...

What is important is to recognize that people will want to give feedback or add their own shape to the idea.

Rawn Shah

"5 Leadership Attitudes From Flat Organizations" Forbes. 11/5/2015

know thyself

Skills and experience might land you a leadership position with a large business organization, but they don’t make you a true leader.

Leadership comes from inside—and the greatest leaders first question themselves before they tackle the world around them.

Develop an inner clarity. Understand your bright and dark sides, your personal strengths and weakness. Self-comprehension is a fundamental precondition necessary for real leadership.

In the 6th century BC Thales, one of the Seven Sages of ancient Greece, is reported to have offered the famous instruction “know thyself.”  This idea of self-inquiry as a mandatory feature of a well-lived life rapidly attained proverbial status among the Greeks.  In fact, it was even deemed worthy of inscription on the wall of Apollo’s temple at Delphi.  Sayings based on great wisdom, such as this one, all have one thing in common, regardless of the time and place where they occur: they all share one thing in common: they are encouragements to engage in conduct which is demanding and out of the ordinary but offers prospects of great reward.  Thales’ teaching is a classic illustration of this point.

Panos Mourdoukoutas

"The First Golden Rule Of Leadership" Forbes. 9/5/2015