1. Make the decission to be a leader
2. Focus on influence and not control
3. Empower horizontal organizations
4. work on your trusted advisor skills
5. Dont wait for a perfect time, but just a good time
6. Create vaccums or questions and not imposing solutions
7. Ask questions with out answers
8. wonder "what if"

satya - Sunday, March 04, 2007 9:42:42 PM

The C suite problem

hamstrung by demands from investors and analysts for immediate results, they have little time left for leadership.

satya - Sunday, March 04, 2007 9:43:16 PM

Can the leadership come from the ranks below?

Can the leadership come from the ranks below?

satya - Sunday, March 04, 2007 9:45:31 PM

The central tenet of the role of a manager: it is all about risk

The central tenet of the role of a manager: it is all about risk

satya - Sunday, March 04, 2007 9:46:43 PM

Grow beyond "Service"and "Governance"

Grow beyond "Service"and "Governance"

satya - Sunday, March 04, 2007 9:47:19 PM

risk promotes growth

risk promotes growth

satya - Sunday, March 04, 2007 9:49:42 PM

Failure to lead, failure to take risks is a more likely recipe for failure in the long run

Failure to lead, failure to take risks is a more likely recipe for failure in the long run

satya - Sunday, March 04, 2007 9:50:04 PM

Every role in an organization is a leadership role

Every role in an organization is a leadership role

satya - Sunday, March 04, 2007 9:50:23 PM

risk is pervasive

risk is pervasive

satya - Sunday, March 04, 2007 9:50:40 PM

From CEO to the programmer, risk leads to growth

From CEO to the programmer, risk leads to growth

satya - Sunday, March 04, 2007 9:50:55 PM

Going beyong inherently implies risk

Going beyong inherently implies risk

satya - Sunday, March 04, 2007 9:53:16 PM

without waiting to be told to do so..

In every case of successful leadership from below that we have studied, the manager made a conscious decision to move beyond the service and governance roles, with out waiting to be told to do so.

satya - Sunday, March 04, 2007 9:54:51 PM

Not taking a risk...

A good manager who doesn't make waves is increasingly risky. Those who take risks are more likely to keep their jobs and to be promoted.

satya - Sunday, March 04, 2007 9:57:39 PM

Increasing reliance on provision of services and governance is an indicator to hire someone

If you are doing what you know how exactly to do, then you are not doing your job. That job needs to be passed on to someone else. You need to take a new path, a path that needs time to plan and envision.

You need to be thinking "what if", "why not", "let me see if this works", or "if this works better"

satya - Sunday, March 04, 2007 10:00:34 PM

doing with them..

The managers did their job with their colleagues - not to them or for them.

satya - Sunday, March 04, 2007 10:02:27 PM

Nature of Influence...

Getting people to act on their own to achieve the goals you have in mind is far more effective than having them only react to your direction

annonymous - Sunday, March 04, 2007 10:06:49 PM

Dont filter information for your peers or subordinates...

Expose others to your information, don't hoard it. If your customers are the source of insight into market pressures, don't keep that private as a secret source of insight and power , instead create situations where your internal partners can hear from the customers directly, Your customers will be far more credible with your internal partners than you can ever possibly be.

satya - Sunday, March 04, 2007 10:08:34 PM

Clear and simple

Keep things clear and simple. You know you can make any issue so compledx that only experts can manage it.

satya - Sunday, March 04, 2007 10:09:21 PM

Share focus

we are trying to drink the ocean with a tea spoon.

satya - Sunday, March 04, 2007 10:11:25 PM

focus group

view your colleagues as a focus group, not a barrier. Their concerns are not objections but feedback to test your theories. test your risks.

satya - Sunday, March 04, 2007 10:13:19 PM

The right to influence..

You have to earn the right to influence people. People have to want to talk with you, and value what they hear from you. This requires more than being seen as a technical expert. It requires being seen as a trusted adviser.

satya - Sunday, March 04, 2007 10:13:46 PM

Listen more than you talk

Listen more than you talk

satya - Sunday, March 04, 2007 10:14:17 PM

Ask questions

Ask questions

satya - Sunday, March 04, 2007 10:16:50 PM

A VPs conundrum

A new vp was told bluntly that at his level, the top managers should be looking to him for guidance, not the other way around.

satya - Sunday, March 04, 2007 10:18:58 PM

Vaccums and wish lists

Listen for these if you support and create these if you lead such a 'what keeps me up at night is'...

satya - Sunday, March 04, 2007 10:19:34 PM

Encourage questions without answers...

Encourage questions without answers...