Vous êtes sur la page 1sur 2

sexy is being smart generous thoughtful you can build your life with hard work that

others can live in


Long-term commitment to new learning and new philosophy is required of any
management that seeks transformation. The timid and the fainthearted, and the
people that expect quick results, are doomed to disappointment.
His choice to be a leader has proven to be his most important professional decision.
nd it could be yours too. !ut as "eming noted it takes deliberate work and is not a
quick transformation. #t is the choice to make the effort that makes a leader.
The choice can be made by anyone anywhere because leadership is not a title. #t is,
as he states in ground rule $, the ability to offer service and the willingness to take
action%especially on those things we already know we should be doing, but aren&t.
He continues with ground rules on earning respect, integrity, motivation, preventive
leadership, courage, leadership pitfalls, and some good commonsense.
'round (ule )* Leaders cannot function in a vacuum+ Leadership requires willing and
able followers.
'round (ule ,* Leaders don&t plan to be disrespected+ Leaders practice universal
principles than earn respect.
'round (ule -* Leaders don&t play loose with the truth+ Leaders lead from a position
of unquestioned honesty.
'round (ule .* Leaders don&t motivate followers+ Leaders search for the wants and
needs that motivate followers.
'round (ule /* Leaders can&t predict followers& behavior+ Leaders need to know why
people do what they do.
'round (ule 0* Leaders don&t overreact to problems+ Leaders prevent problems
before they materiali1e.
'round (ule 2* Leaders aren&t fearless+ Leaders face their fears courageously.
'round (ule 34* Leaders& wounds shouldn&t be self-inflicted+ Leaders flourish when
serious errors of 5udgment are avoided.
'round (ule 33* Leaders don&t always need to plow new ground+ Leaders can watch,
listen, and learn from the success of others.
6an Hooser on keeping your distance* 7ou can be a supervisor or manager without
getting close to your followers+ however, you cannot be a leader unless you get close
to your followers.
6an Hooser was given this advice on parenting* 87ou may not always be able to
predict what your child will do, or say, or think. !ut you&re the father+ your child must
always be able to predict with certainty what you will do, or say, or think. That way,
he can adapt and ad5ust his behavior to yours.8 He relates it to leadership* leader&s
consistency provides a predictive foundation from which followers can begin to think,
decide, and act. #f a leader does not establish that foundation, he or she%albeit
unintentionally%creates confusion, uncertainty, and potentially chaos in the followers&
minds.
Successful Companies:
3. !etter !efore 9heaper. 9ompeting on non-price value, not price. :hen it comes to
how you differentiate yourself from the competition, seek out a position based on
non-price value. "o not compete on price. ;rice-based competition can work, but
only rarely does it drive exceptional performance.
:hen the recession hit in $440, bercrombie < =itch >one of their exceptional
companies? was critici1ed for not cutting their prices as most other retailers did. nd
although their profitability suffered significantly in the short-term and full recovery
remains an uphill climb, they are not struggling to cure their customers of a 8discount
addiction.8 8Those competitors that coped with the recession with price discounts are
finding it difficult to increase their prices, having taught their customer that their T-
shirts do not have to cost @)4 after all.8
Af course, no company can afford to ignore its relative price position. That&s why the
rule is 8better before cheaper*8 being price competitive is far from irrelevant, but when
it comes to position in a market, exceptional performance is caused more often by
greater non-price value rather than by lower price.
$. (evenue !efore 9ost. Autperforming through higher revenue rather than lower
costs. :hen exceptional companies face a trade-off between increasing profitability
by increasing revenue or by decreasing cost, they systematically choose increasing
revenue even if that means incurring higher cost. "o not try to 8cut8 your way to
greatness. Bust like price-based competition, cost advantages can be effective, but
only infrequently. ;rofitability advantages driven by higher revenue, even when they
incur higher cost, prove to be more valuable than advantages driven by lower cost.
8To beat the odds,8 say the authors, 8you want to focus on creating value using better
before cheaper, and on capturing value with revenue before cost.8

Vous aimerez peut-être aussi