In his later years, Winston Churchill napped every afternoon, leaving
these instructions: “Wake me only in the event of a crisis. I define a
crisis to be the armed invasion of the British Isles.” The point: Leaders know the difference between a crisis and a routine setback. Do you?
When you occupy the dark-horse position, how can you beat the front-runner? Be quiet, consistent and stick to your message. That’s exactly how Woodrow Wilson won the 1918 Democratic presidential nomination.
Here’s a lesson from John F. Kennedy on how to press on through the din of detractors:
Marie Curie overcame gender bias, poor working conditions, scandal—
even a World War—to become one of the most important scientists of the
20th century. Here are a few lessons to take from her struggle:
We’ve all done it: One of your prime people has tentatively accepted another job, so you make a higher counteroffer. Recent research indicates that you might be wasting your time … and money. “Such initiatives rarely are successful,” says management consulting
firm Accenture. Prevent people from wanting to leave in the first place by applying these tactics:
School principal Lorraine Monroe had finished a half-hour performance evaluation when the employee stood, paused and said: “I just want to say that if you pass my classroom and see me staring
out the window and not teaching, don’t be upset. It’s just that my
husband stole my three children yesterday, and I don’t know where he
took them.” Monroe sat the woman back down. After a long pause to collect her thoughts, here’s what she said:
Sam Walton opened his first Wal-Mart store in Rogers, Ark., in 1962,
the same year that far bigger retailers started Kmart, Woolco and
Target. Arkansas was so far off the beaten path, though, that Walton didn’t
attract much attention. At least, not until he came from behind and
pulled up nose to nose with the big boys. With the benefit of hindsight, it’s interesting to note how simple Walton’s success formula was:
Sometimes, a leader’s duty is simply to ensure the institution’s
survival. In the case of Queen Elizabeth II, her duty is to preserve
the British monarchy, an institution more than 10 centuries old. Also known as CEO of “the Firm,” Elizabeth accepted her duty as most of the world’s monarchies were crumbling away.
The difference between organizations that grow and those that die is leadership. Take some tips from the pros on smart growth.
Leaders in innovation change the rules of the game, says Karl Ronn, a
vice president at Procter & Gamble. His company’s change in
mind-set led its product developers to try switching from
chemistry-based to physics-based cleaning products. So far, P&G has
used this new stance to hit one home run: the Swiffer. Once you’ve changed the rules, use these three important benchmarks to test your innovations: