Secrets of Successful Business Leadership – Inspirational Leaders pt 1 | MeetTheBoss

Secrets of Successful Business Leadership – Inspirational Leaders pt 1 | MeetTheBoss

>>Adam Burns: Throughout history, our most
effective leaders, have one thing in common, a clear visionÖ yes, yes, yadda, yadda. But what about now, today, your world and
your business. Itís tough out there, new technologies, infotainment,
instant opinion. How do todayís executive class stay in front? WellÖ one thing hasnít changed.>>Herbert Hainer: You might remember we went to the stock market
in 1995 and then we had four or five good years, but then became a little bit too self-complacent,
a little bit too self-confident. We were not aggressive anymore. The processes were not harmonized anymore. Our lack of innovation was shining through. So my job was not to revolutionize the company
again ñ we had very good pillars for company ñ but my job was to make the whole trip much
faster and make out of a big tanker speedboats againÖ>>Adam Burns: Hainerís understanding of this
incredibly complex job ñ acquiring technologies and companies, divesting others, the sheer
scale of staff and materials ñ all boils down to (and gets filtered through) that vision
statement. Does this make us quicker? The result: three years after Hainer took
the helm, Adidas revenues hit Ä10.5 billion ñ within spitting distance of Nikeís Ä11.1
billion*. A vision is so powerful that it can create
leaders. Patrick Doyle was the marketing head at Dominoís
when he grasped a painful truth about the companyÖ>>Patrick Doyle: The 13 years Iíve been here,
we always knew that the consumer didnít give us as much credit for the quality of our pizza
as we thought we should get. So we always knew there was a perception problem.>>Adam Burns: Doyle had a vision for turning
that perception around and for a new, open communication style at Dominoís.>>Patrick Doyle: So we went out and we said,
ìIs there something we can do thatís dramatic to the pizza, that theyíll notice it, and
that theyíll give us credit for having made a dramatic change?î>>Adam Burns: The results are a dramatic increase
in dough ñ ho ho ñ Dominoís fourth-quarter profits 2009 rose to $23.6 million, more than
double 2008 figures. And franchisees across the US are reporting
store sales up 1.4 percent. So how do you establish your vision? How do you identify yourself as a leader,
and not a managerÖ>>Jens Erik Ebbesen: You always when you say
yes to a new position have a vision, otherwise you should not take it.>>Michael Lawrey: Well, the vision starts
off the bat what do your customers want? How are you going to be successful in business?>>Emily Nagle-Green: I did have a vision. I came to the leadership role with a plan. I joined the company as a result of an acquisition,
so I came in as a result of change in ownership. And I had a general plan, but I hadnít yet
figured out how that was all gonna work. Some people got enrolled in that opportunity
right away, and they said, great. I like the big general picture, I like the
general idea, and I like the opportunity to help steer the details. And other people sort of hung back and said,
well, I canít really commit to this until I understand chapter and verse how itís all
going to work. And that was a very telling indicator two
years later who was with us and who was not with us any longer.>>Jens Erik Ebbesen: What I do when I come
to a new department, what ñ I will walk around, try to find out howís the atmosphere, whatís
the culture, what are people talking about. And then I will start my vision by storytelling. So instead of saying I would like to do this
and this, I simply say wouldnít it be nice if ñ and then I tell a little story. And I repeat it over time, and then itís
not seen as a change. But suddenly I hear them speak my words, and
then I know itís time for changing.>>Michael Lawrey: People are so important,
because if you donít take them on the journey, and as they say, if you donít get the right
people on the buses, then youíre not gonna get there.>>Adam Burns: Ah, yes, people. In all their brilliant Ö intelligent Ö customer-centric
glory*. Like a vision needs conviction and clarity,
a leader needs followers. So how do our experts gather their teams around
them?>>Adan Pope: So we started with looking at
the market for how the service providers make money in mobile broadband, and then communicating
that back to inside of our development and product management organizations. I think if you bring the customerís voice
inside of the company, you carry a lot of weight. And then I think people in Telcordia and people
in any innovative company certainly listen to that.>>Emily Nagle-Green: Charm. Lots of charm. Communicate like crazy. Have lots of meetings, but not boring endless
meetings, but meetings to try and acknowledge hereís whatís known, hereís whatís not
known. Even when thereís no new information, the
fact that thereís no new information is reassuring to people who are worried and anxious.>>John Aalbers: We spend a lot of time sitting
in workshops, small groups. We go off-site for this. We turn our mobile phones off. You know, we do a lot of white-boarding. We put up straw men and then we attack them
and we pull things apart, and we do this in a very egoless way. And I think itís just an open dialogue, creating
an atmosphere where itís okay to say anything, and eventually you get people in the same
direction. I donít think weíve ever come out of these
sessions without people believing in what weíve agreed on.>>Adan Pope: Certainly, thereís a lot of
debate, you know. Weíre a highly-technical company. You donít just come to the table with I got
this great offer idea. Thereís a lot of debate, thereís a lot of
consideration, thereís a lot of opposing views. But having ñ being able to have that debate,
I think, is how you get people on board is they can own hey, you know, Iíve been heard,
Iíve changed, Iíve improved the value proposition that weíre talking about here. You may have missed a common blind spot that
may derail even the strongest leaders. Michael Lawrey said you donít just need people
on your journey, you needÖ>>Michael Lawrey: the right people Ö>>Adam Burns: John Aalbers explainsÖ>>John Aalbers: One of the worst mistakes
you can do as a CEO is to surround yourself with people that are just like you or think
like you. Youíve got to look at all 360 degrees of
peopleís skills, their biases, their backgrounds, and youíve gotta create these teams that
have the right complementary sets of those inputs.>>Adam Burns: In this instance, the right
people and the right mix will inevitably lead to conflict. Call it healthy debate if you want, resolving
that conflict is a key part of delivering on your visionÖ>>Adan Pope: First of all, you have to recognize
itís not personal. Thatís like number one [Laughter]. Itís not personal. People have opposing views, generally strong
views because theyíre well-educated in the market, they have experiences. In my role, I try to listen as much as I can
and try to weigh as much of the internal and external perspectives together. I canít make an argument based on my own
feelings. I have to make an argument based on here are
the facts that we see. You want to ñ if we want to discuss the facts,
then people can get behind that, and they can see their vision and their view impacting
our strategy, and it becomes their own. And thatís really, I think, the best approach.>>Michael Lawrey: Well, I think youíve really
gotta give people very clear measures, very clear ability to be able to achieve certain
things, certain targets, but also give them a bit of a stretch, because if you just meet
your targets every year, if you meet whatís given to you all the time, then youíre not
really being stretched. Youíre not allowing them to innovate. And I think by stretching people you actually
allow them to innovate, because they think, ìGee, this is hard to do. This is tough, so Iíve got to do something
different to what I normally do if Iím gonna get there at the end of the day.î>>Jens Erik Ebbesen: You also have to be aware
that one rotten apple in a basket can kill it all, and you have to be very aware of that,
so there are typically people that have to leave.>>Adam Burns: Good leaders, the best leaders,
have a clear vision. They coalesce people around that vision by
involving them in the details: the nuts and bolts of how we get there ñ the creation
of a strategy. They build teams with different skills and
create a forum where conflict is embraced. Then they use the voice of the customer, market
analysis and hard facts to remove the emotion from that conflict and tie people back to
the vision. Does it really work? Hereís a very candid Nick Ogden.>>Nick Ogden: Entrepreneurs will tell you
that it’s all planned out and all the rest of it. The reality is that a lot of it is luck. At WorldPay we grew the company from 1999
I think we had about 27 employees and by late 2001 we had 275. In setting up Voice Commerce Group, a number
of those individuals ñ the technicians ñ left in 2003 to join me and then moved to
Dubai to help set the business up. And then as the business has become more commercialized,
I’m now in the very fortunate position that 95 percent of our company worked for me previously
in WorldPay. Now we don’t pay well and I’m a dreadful boss,
so, you know, they must share the vision. We try and tell them where we’re going and
we try and involve them and they also tell us where they’re taking the company. And fortunately, it works.

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