Recently, someone that used to work
in my organization sent me this list.
It is from 1999, when I took the helm of
the HP OpenView software business,
which was about a one billion dollar
business at the time.
I used this list to introduce myself to my
organization, my peers, my management
and my partners.
I didn’t edit this for current-ness, or to make it sound smarter.
At the time, this was my Personal Leadership Strategy. This is what I said:
Patty’s Top 11
1. Teamwork
The team runs the business and we work together as a team to win.
I have an open and inclusive management style.
I believe in straightforward communications and no hidden agendas.
The team debates, then once a decision is made, the team supports the
decision, and we execute.
2. Do a few things well
I define well as 3 H’s – Happy Customers, High Quality, and High Impact in the marketplace.
To ensure success we must align across the organization and in all elements of the value chain. All parts of the organization must be focused and resourced consistently to deliver on those few things we choose to do well.
3. Simplify and Execute
Complex problems require simplified approaches–not equally complex
answers. If we simplify, we allow the entire organization to understand,
engage, and execute. Everyone must understand what needs to be done
and what’s at stake. Only if we simplify will we achieve this.
We must assume a long term view, but embrace a short term ability to execute.
4. Leadership, Ownership & Accountability
Clarity of ownership, & accountability are critical. We each need
to own our area and deliverables, take the initiative to overcome
obstacles, and follow through.
You can expect me to do what I commit to do and I expect the same from you.
Everyone needs to be a leader–not just managers.
No matter what the situation I believe that it is NEVER THE WRONG DECISION to be POSITIVE and to LEAD. I don’t mean you should bury problems, I mean you should address them head on, positively and by leading.
5. Communication
Open and clear communication across this organization is very important.
I am dedicated to create a consistent communication process so that
everyone in the organization has the information they need about the business.
6. People & Development
A successful business is created by successful, motivated people.
I am committed to development opportunities at all levels in the
organization.
7. Business & Financially Driven
We must all understand what drives the business from a financial
perspective. We must meet our committed financial plan.
We all must understand how what we do, and how we make investments
and tradeoffs impacts our growth and our profits.
8. External & Competitive Measurements
We will play to win and that means measuring ourselves against our
toughest competitors. We need to understand how they are investing
and what they are accomplishing, and make sure that we are poised
to be even more efficient and effective.
9. Process Improvement. To grow our successful software business we must manage our process to be predictable and repeatable. This is the most effective way to deliver on our commitments for promised features on promised schedules.
This builds credibility with our customers and throughout our business.
Software process improvement allows us to be more competitive by
delivering higher quality products, with the right functionality, into the market faster than our competition.
10. Customers Define Success
We must be willing to listen to our customers and understand what
they truly value, even when they want us to deliver things that are
not on our wish list.
11. Sense of humor
It is important to maintain a sense of humor in all that we do.
Business challenges are overcome more directly with a generous
attitude and a healthy sense of humor.
What is your Personal Leadership Strategy?
I talk a lot about the importance of having a Personal Leadership Strategy. We had a member webinar on Leading vs. Managing, where I brought this up specifically.
It’s important to stand for something. It is important to be able to set expectations for how you intend to lead, and how you will manage your team, your organization and your business.
Make a list like this for yourself. When you are presenting yourself in a new job or in an interview, it’s important to be able to talk about what you care about and stand for, and how you lead.
I’m am pleased to note, that other than some better wording, mine hasn’t changed much over the years.
Once you focus on what you really care about as a leader, you can be more consistently clear minded, and more effective in good and tough times.
Good luck,
