Frame

Theories

Trait Leadership
study existing leaders and their superlative qualities. Leadership Style
find a balance of task/people focus:
autocratic < democratic > laissez-faire Situational Leadership
adapt to the situation Transformational Leadership
don’t just react to problem, transform the issue

egs??

Trait Leadership
study existing leaders and their superlative qualities. Leadership Style
find a balance of task/people focus:
autocratic < democratic > laissez-faire Situational Leadership
adapt to the situation Transformational Leadership
don’t just react to problem, transform the issue

Creating culture

Primary mechanisms

 

Steve Jobs with the Apple iPad no logo

Steve Jobs and a caveat

Isaacson on Jobs

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Jobs insulted

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Attention

  • When Jobs noted the new Apple mini-Stores’ floors were smudge prone, he ordered all of the designers to return to the mini store “and spend the night on their hands and knees cleaning the white surface.”

Critical incidents

Allocation of resources

  • Apple R&D.

Role modeling

  • “He [Steve Jobs] has probably given me more help and more advice than just about anybody. When I get in trouble, and when I get lost in my own vision, I’ve been fortunate to go and see him and he’s been able to show me the future a couple times when I got lost in the forest for the trees.” – Marc Benioff of Salesforce (who let Jobs have the app store domain and trademark)

Rewards and status

This is brilliant.

This is shit.

Fire yourself.

  • “My job is to not be easy on people. My job is to make them better. My job is to … take these great people we have and to push them and make them even better…” – Steve Jobs

Recruit and excommunicate

  • Jobs tried to recruit “A players” expunge “B and C” players.

Secondary mechanisms

Org design

Jobs tried to maintain a startup mentality (e.g., no bloated R&D).

Systems and procedures

  • Apple’s “Worldwide Loyalty Team”

Rites and rituals

  • Jobs product announcements at MacWorld: “Oh, and one more thing”

Physical design

If a building doesn’t encourage [collaboration], you’ll lose a lot of innovation and the magic that’s sparked by serendipity. So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see.

 

Pixar

Pixar

 

Apple Campus 2

Apple Campus 2

Stories

Stories about Jobs temper and obsessions, his firing and eventual return, even his screwing over of Wozniak (over the Atari circuit board design) shaped Apple.

There’s even a web site all about Steve Jobs.com dedicated to those stories.

Organizational philosophy, creeds, and charters

It just works

Think different

Insanely great

Must every leader be like Steve Jobs?

Concluding questions?