Transparent leadership secrets - How IBM's Lou Gerstner taught an elephant to dance скачать в хорошем качестве

Transparent leadership secrets - How IBM's Lou Gerstner taught an elephant to dance

Here's a great example of how Lou Gerstner used transparent leadership to transform the fortunes of IBM and why every leader can learn so much from his actions and experiences. Lean in as my colleague and business psychologist Dr. Frank Hanegow and I discuss: ★ What it really takes to change mindsets and habits in any business, large or small ★ The secrets to creating a more open and agile work culture ★ A simple strategy that will help to inspire better decisions throughout your organization ★ And more To inquire about Frank and I speaking at your next meeting, event or conference, contact eobrien@thersc.ie for a meaningful conversation Partial Transcript of Video: How, as a leader, can you transform your team's impact - just by being more transparent in the way that you communicate? And we have a super example from very recent history. And I'm here with my colleague, Dr Frank Hagenow and I thought we would talk about a fellow called Lou Gerstner, who was the CEO of IBM back in the early nineties. And he had quite the problem because IBM was in a dreadful state. And he was brought in on April Fool's Day 1993! And what he found was a company that had lost its way – where their performance was stinking, the stock market didn't like them, they were trading at about $13 a share, and people were talking about having to break them up. And he said, "Well, boy, I need to really shake these folks up." So he started in and one of the first things that he found was that actually the culture there was really kicking them in the behind - where they had people who were acting in a personal capacity, they were looking internally in terms of how things ought to work within the company... …But what they weren't doing was focusing on the one thing that really mattered Frank – Which was the solutions that their customers needed. So he really needed to fix it. So, what he did was he said, "Well, first of all, we need to change how people are being rewarded", because he had a lovely phrase...and you’ll like this, Frank...He used to say that "People don't do what you expect, people will do what you inspect". Yes. I think that's perfectly right. He was exactly right. But anyway, the bottom line is he set about 'Right. Okay. So we need to change things.' And about six months down the line into his job, he sent out a letter, a memo, and one of his senior communications people came to him one day and said, "You know that letter you sent to Europe?" And he said "Yes, yes." "Yeah, well, the 200,000 people that we have there ...yeah, they didn't see that letter!" "Wait, What now? How does that work?" And the reply was, "Yeah, well, the guy who runs that for Europe, for Africa, and elsewhere...Yeah, he didn't think that was appropriate for his group at all". Lou said "Oh! So, maybe we should have a conversation." So he gets in touch with this fella and said, "Well, why didn't you send this out?" And he didn't really buy the excuse. But anyway, he said, "Look, you know, can we fix this?" But then he realized that he couldn't. So he fired this fellow, despite the fact that he was possibly one of their best performers - because that sent a message out to people: 'Look, I'm really serious about this...That we need to act cohesively as a team. We need to allow people to excel.’ And what's interesting about this is that it worked. Now it wasn't an overnight success. Now he thought, you know, "This is going to take me maybe five years to transform this thing." But within six years, the stock price which was down – way, way down and in the toilet really – it was down in the $13 range had gotten Frank...Would you believe this: to $135 to $137? What a transformation. Yes, really. But what's interesting, and maybe we can get into the psychology and what people can learn from this is that: He was all about transparent leadership, he was all about being human, he was all about connection, he was all about - If you like - releasing people to do that best work. But my question for you is: At the core of this, what was that you think that he did that caused people to react as they did to a different type of leadership? I think there are two things he did. And the one thing is, he came into this company and he doesn't continue with doing the same way they did before. And this is this is something which is quite often the problem, because people are behaving in the way they have behaved before. But this might have also caused the problem at the end. And so, stopping the things you have done before is one thing. Changing the perspective is the other. So coming from the self-centred perspective to the customer-centred perspective was, I think, the core thing here. 📌 We then transition to 'how habits are formed, why they are difficult to change, and how leaders can more easily inspire change' Photo Credit: IBM CEO Lou Gerstner ca 1995. Black and white photo by Kenneth C. Zirkel (https://bit.ly/2YduXop)