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Philosophical Basis

The single most important discovery in Collins’ (Good to Great) research is that greatness is not a function of circumstance, but rather, greatness is a matter of conscious choice and discipline. Mary Parker Follett advised leasers to:

Focus on the few right strategies and decisions that would make the greatest difference. Drucker would say, “Doing the right thing, even if not executed perfectly, is far superior to perfectly executing the wrong thing.” Don’t wait for the perfect time to start on a better course. The preeminent leadership quality is the ability to organize all the forces there are in the enterprise and make them serve a common purpose. Leader and followers are both following the invisible leader—the common purpose. The best executives put this common purpose clearly before their group. While leadership depends on depth of conviction and the power coming therefrom, there must also be the ability to share that conviction with others, the ability to make purpose articulate. And then that common purpose becomes the leader. The job of the man higher up is not to make decisions for subordinates but, “to teach them how to handle their problems themselves, teach them how to make their own decisions. The best leader does not persuade men to follow his will. He shows them what is necessary for them to do in order to meet their responsibility, a responsibility which has been explicitly defined to them. Such a leader is not one who wishes to do people’s thinking for them, but one who trains them to think for themselves.

Mary Parker Follett, (Lectures, London School of Economics and Political Science 1933 in Classics of Management p. 331, American Management Association 1960)

In Winning (2005), Jack Welch wrote that, “Leaders upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.”

Not only is work one’s source of livelihood, it has become the access to social status, to community, and to individual achievement and satisfaction. We need organizations—not only for a paycheck, but to combine their expertise with other people’s complementary skills, insight, and relationships. We need colleagues. LBO is designed to unleash the creativity and productivity of knowledge workers, to create free markets for ideas and innovation, to build the organizational ability and flexibility to respond to change.

LBO gives promise to the future by drawing upon the potential of individuals to ensure that jobs are fulfilling and individuals contribute fully. It inspires leadership and unleashes creativity and productivity.

Management is about taking risks. Doing nothing is probably the biggest risk. One of the most important things a leader can do is asking what needs to be done, and then making sure that what needs to be done is understood by others.

Two reasons people in leadership positions fail: Doing what they want to do, rather than doing what needs to be done, and not adequately communicating the desired outcomes.

Creativity for innovation can be learned and practiced. But first, we have to open our hearts, open our minds, and open our doors to good ideas that can come from anywhere.

We have crafted a strategy that invigorates employees and promotes collaboration. It promotes a shared purpose and direction. By building on each individual’s potential, you are far more likely to succeed. Take advantage of your existing human talent and capability, in a manner which enhances society and transforms your company.

To extract the greatest contributions from your people, create a culture for them to put their hearts and minds into it and be able to respond to unexpected opportunities. It is essential to know their strengths, values, and passions.

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