Showing posts with label Bill George. Show all posts
Showing posts with label Bill George. Show all posts
The World Economic Forum, in Davos, Switzerland, hosts a dynamic, intelligent, and opinionated group of approximately 2,000 international business and political leaders, referred to, in some press accounts, as "rulers of the universe."

As we partake in the broader Davos Experience, we're talking to a large cross-section of participants - leaders of the world's most respected businesses to non-profit practioners at the world's most respected NGOs - for a unique take on this year's Forum. This is what we're hearing after just a couple days (most of this comes from off-the-record conversations with well-positioned Forum delegates, so we are unable to attribute most of it to specific individuals):

Problems and solutions. We spoke with an internationally renowned business leader and seasoned problem-solver, who provided some of his insight and perspective on this year’s Forum:
  • He bemoaned that too much focus at this year’s Forum is on problems and not enough is on solutions. He thinks the number and nature of agenda topics make sense, but the way they’re being discussed leaves something to be desired.
  • Continuing on the theme of solutions, he commented on the Goldman Sachs backlash that, as of late, has monopolized press coverage in the aftermath of the financial crisis. (That is, Goldman's profits are skyrocketting, and the company is on the verge of paying out huge bonuses. This, when many have claimed that their financial viability was salvaged by the government’s decision, in the eye of the financial storm, to pay Goldman 100 cents on the dollar for faulty AIG credit, as part of the AIG bailout). He said that Goldman’s is an emotional problem – it represents such a small piece of what’s going on and what needs to be solved in the broader financial crisis context – and as such needs an emotional solution, not a rational one. So we won’t be surprised if in the coming days, weeks, or months, Goldman responds, not with a numbers- or data-driven solution to address the public’s hostility and Congressional concern, but rather with a symbolic or feel-good solution, likely non-profit, or “common good,” in nature (which ironically won’t much touch their bottom line, but will address the hostility).
  • Of the tone at this year's Forum, this sought-after mind called it “somber.” Whereas last year, delegates were shell-shocked amidst the depths of the financial crisis, this year, delegates are keenly aware of the unprecedented nature of the recovery ahead and their responsibility in blazing a trail out of it.

Bill Clinton. Bill Clinton is to the World Economic Forum as Michael Jackson is to 80's pop music. So his presence is cause for great fervor, even among the Forum's elite class of participants.

  • One off-record-conversation he’s had this year was with a group of promising global talent that the Forum christens its “Young Global Leaders” (YGLs) – a young group of 200-300 promising thinkers, business managers, and political leaders, chosen annually by the World Economic Forum. Clinton spoke to the YGLs about current events including Afghanistan-Pakistan, US Healthcare, Haiti. When we asked one YGL whether the discussion was juicier than what we would read in the papers, this YGL responded, "It's Bill Clinton. He's not stupid. He knows everything he says is on the record.” But while Clinton didn’t vary much from what he’s said in the past, this YGL still thought it somewhat of a coup for him and about 50 other YGL's to get Clinton all to themselves for about an hour.
  • Bill Clinton is also spending a lot of his time raising funds for Haiti relief, most likely doing a lot of back-slapping and arm-twisting at his Clinton Global Initiative (CGI) party, during the Forum’s first night. “Nightcaps” as they’re officially called by the Forum, this nighttime party was one of the year’s most exclusive at Davos.

Refugee run. Outside the walls of the Forum’s main hall is something called the Refugee Run, a joint effort between UNHCR (The UN Refugee Agency) and Crossroads Foundation (a non-profit dedicated to raising awareness of (and support to combat) the plight of the world’s less fortunate through experiential learning) meant to provide Forum delegates with an intimate understanding of the global refugee problem. For one hour, it places delegates in the environment and mindset of what it’s like to be one of the world’s 42 million refugees – bare tents, crying women, warring gunshots, barking soldiers, dark silence, and frightening unpredictability. In only its second year at the Forum, the Refugee Run boasts delegate participation varying from Ban Ki-moon to Richard Branson. According to one of the Run’s organizers, it was Branson’s participation in last year’s Refugee Run that inspired him in May 2009 to finish Mia Farrow’s hunger strike (after Farrow's frail health prevented her from continuing) to protest Sudan's removal of several humanitarian agencies from Dafur, a region known to produce a large number of refugees living in terrifying conditions.

New leadership. We ran into Bill George on the streets of Davos. (He's fast becoming the de facto, resident expert on leadership for The Popped Kernel). In our ten minute walk through the crisp air and snowy sidewalks, he made clear his optimism for the new generation of leaders, slowly taking over key positions in business and politics internationally. He thinks this new group of leaders brings with it an unprecedented consciousness of and for the common good. Remember, this is the man who, in our interview with him in November 2009, told us that the financial crisis of '08-'09 was driven not by sub-prime mortgages, so much as by “sub-prime leadership.”

Banking regulation. Bankers and financiers are uneasy, if not outright worried, about the banking regulation that the Obama Administration proposed a few weeks ago.

  • The regulatory curbs aim to prevent the "too big to fail" mentality of the recent economic crisis that, in retrospect, incented big banks to take disproportionate risk, whereby if they're right, they reap huge rewards and if they're wrong, taxpayers pick up the tab. There's also an element of disentangling investment activities, whereby banks would not be able to run hedge funds, nor would they be able to trade on their own behalf.
  • Congressman Barney Frank, Chairman of the House Financial Services Committee, is omnipresent at the Forum (We saw him outside his hotel, inside the Newsweek luncheon, and of course, he's a power center inside the main hall). Congressman Frank is in a position to shape Obama's banking regulation in the House, and as such, participants are clamoring to hear what he has to say as well as influence his committee's ultimate direction on regulation. Of the influence that financiers and their lobbyists are trying to exert, he says, "I don't pay any attention to it. It has no effect on public policy. We have been glad to discuss things with them. They have information, but we have decided to go ahead with this (regulation)." (as quoted in the International Herald Tribune)
  • Larry Summers, Obama's chief economic adviser, is also at the Forum. In the Forum's main hall, he clarified and defended the Obama regulation with moderator Charlie Rose.

What has become clear, since Obama's announcement two weeks ago, is that there will be regulation - everyone has accepted that as fact (which is a feat in and of itself). What is less clear is what exactly the regulation should or will be.

China. Much hay has been made of the fact that China represents the largest delegation at this year's Forum.

  • People are starting to talk about the "China consensus" as opposed to the "Washington consensus" - the notion that what comes out of Bejing is more influential to world affairs than what comes out of D.C. Additionally, bets are being made on when exactly China's economy will over-take America's (2020 appears to be a safe bet).
  • Some Western delegates have been overheard calling China’s presence here "arrogant," not so much for its size as for its attitude. One delegate framed it relative to India’s presence and tone: “India is begging; China’s just being. China's here. They’re listening. But there’s an air that they can manage it all better. But that’s not necessarily true. And that concerns me.”
  • A seismic shift is happening both politically and economically as the Sleeping Giant awakens from slumber and rises to power. Its ascent is highly controversial in that the implications are far from certain. Where there is uncertainty, there is discomfort. And where there is discomfort, there is a desperate effort to control the situation to regain lost comfort.

This is partially what's happening at the 2010 World Economic Forum. From China to banking regulation, countries and companies, among the chaos of uncertainty, are sizing each other up, both partnering and undermining, at the whim of self-interest, to solve their problems and hopefully, at the same time, the world’s ills. In parallel, from Bill Clinton's fundraising to the Refugee Run's awareness building, the energy and effort behind humanitarian aid is strong and resilient. The question isn't so much about which forces will beat out the rest (financiers vs regulators, self-interest vs public good), but rather how these forces will work harmoniously together.

That is what the World Economic Forum is all about. For an organization that values thought over action, we might end up with more questions than answers by the end of the week, but those questions will hopefully be the right ones, which of course, is the first step to any effective solution.

(Originally posted by The Popped Kernel on Amazon.com)

In "7 Lessons for Leading in Crisis," Bill George not only leaves his readers eagerly anticipating their defining moment, but also provides them with an effective blueprint to seize it. That’s the value of the book – it’s proven and practical guidance for a leader amidst crisis. In effect, you’ve got to know what you’re passionate about, pursue it, and have integrity along the way. Only then will you have a chance as a leader to attain legendary success.

Bill cites many companies and leaders to support each of his lessons. With a focus on breadth of examples over depth, Bill’s convincing power is rounded out by his authority in the field. You’ll do well to heed the advice of a man who’s been CEO of the world’s largest medical technology company (Medtronic) and is now a Harvard Business School professor and internationally renowned expert on leadership.

The book is a quick read. It’s simple in language and structured in thought, if not a bit didactic in tone. It seems written for the executive on the go, who wants concepts now and will figure out the details later. It’s a non-intimidating, easy read that begs re-reading over time.

In the end, if you’re looking for Shakespeare, don’t read this book (though that likely wasn’t ever Bill’s intention). But if you’re looking for timeless leadership advice in practical form, from someone who’s been there, then get yourself a copy.

Bill’s 7 Lessons – more detail for each you can find in Jessica Lipnack’s book review – are:
1. Face reality, Starting with yourself
2. Don’t be Atlas; Get the world off your shoulders
3. Dig deep for the root cause
4. Get ready for the long haul
5. Never waste a good crisis
6. You’re in the spotlight: Follow True North
7. Go on the offense, Focus on winning now
We recently spoke with Bill George, widely known for his classic book on leadership, True North: Discover your Authentic Leadership. He's also a Harvard Business School Professor and the former, storied CEO of Medtronics, the world’s largest medical technology company (think pacemaker). You can see him at the World Economic Forum in late January as a panelist on leadership.

Bill is not your typical CEO or Business School Professor. He doesn’t shy away from ideas of vulnerability, self-reflection, or even counseling. In fact, he sees them as sources of power, not weakness.

Bill preaches about the importance of knowing who we are (awareness), being open about it (vulnerability), and sticking to it (commitment) in the choices we make in life and as a leader. It’s when we do these things that we’re strong enough to resist temptations of “short-termism” – that is, the temptation of immediate gratification over the more sustainable long view.

Take the recent economic meltdown. Bill believes it was caused, not by sub-prime mortgages, but by “sub-prime leadership.” Too many people got caught up in the short term, more concerned about keeping up with the corporate Joneses and meeting Wall Street expectations than with the long-term health of their own companies. Bill is convinced that “if you play Wall Street’s game, you will destroy your company.” Look at Citibank, AIG, and countless others.

That said, it’s difficult to not play the game. Does a leader really even have a choice? What can one leader do in the face of such powerful forces as competitive pressure, fiduciary responsibility, and Wall Street expectations?

Bill’s response is simple: “Just don’t play [the game]. Just say no.” Simply say “we are in the business of building long-term shareholder value” and go about doing it. That’s what he did at Medtronic. And the long-term health and strength of the company has benefited greatly. Not right away, but in the end, when it matters.

There’s a personal parable in all of this. In our career choices and lives in general, we’ve got to be strong enough to take the long view over the short one. We’ve got to know who we are, be honest about it, and make decisions from there, decisions that lead to sustainable personal growth, not dramatic falls.

Taken together, Bill’s philosophy is a virtuous assault on conventional wisdom, a wisdom – propagated by mainstream media and corporate culture – that tells us to “[try] to make a good impression and not show them who you really are.”

He is not naïve, however, about the difficulty of defying conventional wisdom. In fact, he says, “If you share your vulnerabilities and weaknesses, you figure you won’t get hired. And maybe you won’t. I think that’s the problem."

So how do we overcome this problem, the powerful forces against being who we are? Unfortunately, the answer isn’t clear. It’s a matter of personal choices and values. Bill admits that we can reach success if we play the short-term game or hide who we are. But the chances of it being sustainable are slim. It will likely lead to a fall, more precipitous and more probable than if we played it right.

Bill’s view on failure is similar to that of luminaries we’ve already spoken to – it’s more a blessing than a curse. The key is whether we learn from it or not. Bill believes, “early failures are one of the greatest learning tools you can have.” We try hard not to fail early in our lives and careers. But the earlier we fail, the earlier we learn and the more we avoid self-destructive behavior later on. Bill reminds us that “the greatest failure of all [is] the failure to take risks to be who you are.”

When we do fail, Bill implores us to not simply blame others and move on, but rather, look internally. Own it. Make the necessary changes. And then move on. Stronger.

Listen to our full interview with Bill to find out more about him, including:
- His personal epiphany
- His relationship to luck
- His view of social media
- His take on Bill Clinton and Sandy Weill




















Today marks our one month anniversary. In the spirit of what The Popped Kernel is all about, we wanted to offer you a quote. It's about passion, commitment, and possibilities. Attributed to Scottish mountain climber, W.H. Murray, it comes from Bill George's latest book, "7 Lessons for Leading in Crisis."

"Until one is committed there is always hesitancy,
The chance to draw back, always ineffectiveness...

The moment one definitely commits oneself, then providence moves too.

All sorts of things occur to help that never otherwise would have occurred...

Whatever you can do or dream you can, begin it.

Boldness has genius, power and magic in it!"



Bill George, former CEO of Medtronics, current Harvard professor and best-selling author of the game-changing leadership book True North: Discover Your Authentic Leadership, was the opening speaker at the World Business Forum. His style, while reserve, exudes experience and drips professorial. He shared a number of stories with the 4,000+-strong crowd here at the Forum, highlighting signs of authentic and lasting leadership – CEO accountability in the cases of Mattel and JetBlue, Bold decision-making at Goldman Sachs before the Great Recession. But what struck us most came at the end of his speech. It wasn’t about case studies of respected companies or the company boards on which he sits. He shared his personal story with an unusual, and much appreciated, amount of vulnerability.

Bill taught us a lesson about ego and how he overcame his to become a leading expert and thought-shaper on leadership. He told us about being “The Number Two” at Honeywell, in line to become CEO of one of the world’s largest and most respected companies. Bill had been at Honeywell for 10 years. He was trying to impress his colleagues and his board. He wanted them to choose him as the next CEO. But something didn’t feel right. He even wore cuff links (which he didn’t like). He would talk to his wife about it at home. A relatively small biotech company, Medtronics, approached him several times to run their company, but they were too small. He kept saying no. His ego wanted to run a large company.

Finally he met with Medtronics. He was surprised by his reaction. He felt at home and loved the mission of their work. He left Honeywell to lead Medtronics, taking the $1B company to $60B in market value in 10 years. Now, he’s on the board – or has been on the board – of several corporate stalwarts (Goldman Sachs, Exxon Mobil, Target, Novartis) and is an international powerhouse in the field of leadership.

It’s unclear whether Bill made the move to Medtronics because he wasn’t going to make CEO at Honeywell or because Medtronics just felt like a better fit for him. But we do know that he shared with us a piece of his personal story that not many CEOs would have shared. And more importantly, his story proves that when you leave that which doesn’t feel right for something that does, good things will happen. It all comes back to passion. Follow it... by definition, it’s right.