Page 68 - (DK) The Business Book

66 INTRODUCTION

rowth from a small start-up the most of their talent. In other Mintzberg noted that none of these
to a large multinational words, leadership is about creating roles is exclusive or privileged.
G company cannot be capacity in others. It is about Leading well often involves shifting
achieved without leaders who are imagining the future, determining seamlessly between leadership and
passionate about their business strategic direction, and aligning management, and knowing when,
and who are inspirational to their the organization and its people to contextually, each role is most
staff. Leading a business is, at its a particular vision. appropriate to adopt.
core, about harnessing the power Creating the organizational
of people. Leaders and managers capacity for continued success also
One popular business aphorism The very best leaders, as Steve means putting together teams and
claims that “there are no business Jobs said, “put a dent in the managing talent. An effective team
problems, only people problems.” universe.” These leaders are not is a powerful thing. Individuals
Managing people is not easy; every bound by convention; they are able perform better in teams; they are
organization is a collection of to think outside the box, embracing more productive and more
individuals, each with their own one-of-a-kind ideas that disrupt the innovative. Teams can also be self-
philosophies, vulnerabilities, status quo in their favor. In today’s managing; individuals support
drives, strengths, and weaknesses. hypercompetitive markets, the each other and strive not to let the
Effective leadership embraces leaders we celebrate do not only team down. Effective teams require
these differences and creates a outthink, outsmart, and outcompete less supervision and less direction
culture in which people can make their rivals, they disrupt entire than individuals, and performance
industries. They change the game. is guided by group norms, not by
Rarely, though, do leaders one individual’s expectations.
achieve greatness alone. Leaders It is not surprising, then, that
rely on managers. While leadership great organizations recognize the
is about vision, management is value of teams. Google, for example,
Good leadership consists about process, planning, budgeting, designs workstations so that staff
of showing average people structuring, and staffing—tasks can easily collaborate. “Hangout
how to do the work of that help an organization to keep spaces” are adorned with funky
superior people. doing what it does. In The furniture and supplied with food to
J. D. Rockefeller Manager’s Job (1975), Henry allow teams to work and socialize.
Mintzberg identified three broad Leaders at Google want employees
US industrialist (1839–1937)
management roles: informational to interact; they recognize that by
(managing by information); encouraging teamwork, employees
interpersonal (managing through enjoy greater job satisfaction and
people); and decisional (managing creativity, and as a result,
through action). Importantly, innovation rises. To the benefit of