Page 71 - (DK) The Business Book

LIGHTING THE FIRE 69

See also: The value of teams 70–71 ■ Gods of management 76–77 ■ Effective leadership 78–79 ■ Organizing teams and
talent 80–85 ■ Develop emotional intelligence 110–11 ■ Mintzberg’s management roles 112–13

budgeting, structure, and staffing; regarded leaders—such as Jack
tasks that help an organization to Welch of General Electric, Steve
keep doing what it does. Without Jobs of Apple, and Jill Abramson
management, no matter how well of The New York Times—have
led, an organization would been well documented.
disintegrate into disorganized Leaders have to be brave in
chaos. However, management the face of uncertainty, standing
is not leadership—it will not lead firmly behind their vision for the
the company in new directions. company. They need to hold staff
accountable when things do not
Decisive leadership go as planned, and make difficult
In 1990, John Kotter argued that decisions about who to hire or
leadership is about dealing with fire in order to develop an
change and developing a vision organizational culture capable
for the organization, often within of achieving their strategic vision.
turbulent times. Leaders then
communicate their vision to the The next generation
rest of the company, and motivate Truly great leaders know that they Jill Abramson was the first woman
staff—especially managers—to will not be around forever, and one of to become executive editor of The New
act in ways that will bring about their most important tasks is to hire, York Times. She found that unpopularity
came “with the territory,” as Times’
the required change. Leadership train, and nurture their successor.
chairman Arthur Sulzberger had warned.
is about setting the agenda and They lead well by making sure
empowering people to produce somebody is ready and waiting to
useful change. take over from them. Nine years It is common practice in many
“Leading well” does not always before his retirement, General companies to privilege leadership
mean making people happy; Electric CEO Jack Welch said, “from over management, but it is unwise.
likability and success rarely go now on, choosing my successor is Great organizations value both:
together. The direct, tough, and the most important decision I’ll leaders who can spot opportunities,
sometimes even rude leadership make. It occupies a considerable and managers who can make those
styles of some of the most highly amount of thought almost every day.” opportunities a reality. ■

Blending leadership and management

Inspirational leadership skills immediately. When he first took
are the hallmark of Portuguese over Chelsea Football Club in
Leadership is lifting a person’s soccer coach José Mourinho. London, England, he called a
His teams won two European team meeting and urged any
vision to high sights, raising
Cups and 14 trophies in eight naysayers to speak up, or stay
their performance to a higher
years, elevating him to sit silent from then on. He learned
standard, building a personality
alongside some of the greats his management skills from
beyond its normal limitations. of soccer management. Bobby Robson and Louis van
Peter Drucker Successful sports teams, Gaal, for whom he worked as
US management consultant like great organizations, are an assistant coach and translator
(1909–2005) a blend of good management at the Spanish soccer team FC
and good leadership, and Barcelona. Under their guidance
Mourinho achieves the rare he also learned how to study
feat of excelling in both. As opponents, form strategies, and
a leader, he makes his mark build strong, winning teams.