(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.

With Obama’s decision on Afghanistan imminent and Bill Clinton’s World Business Forum speech still resonant, we thought we’d do something of a thought experiment on leadership and decision-making.

What counsel might Clinton give President Obama on Afghanistan? Specifically, how would Clinton break down the current conundrum, and what advice on leadership and decision-making would he offer?

“Should we escalate in Afghanistan? I have three answers: Yes. No. Maybe.

Yes
September 11 has taught us that an unstable Afghanistan is a direct threat to the American people. That’s what makes this so different from Vietnam. Leaving the country will afford Al-Qaeda the same terrorist haven they enjoyed on September 10... and this time without as much resistance from a Northern Alliance.

No
Victory depends on commitment, and you don’t have it from the American people. Not even from your own Vice President. Americans want jobs, not increasing bloodshed abroad. Escalation without commitment will lead to another Vietnam.

Maybe
The Afghan people will support that group which cares for their children. Currently, they’re supporting the Taliban, but mostly out of fear. If we helped the Afghans build a sustainable country that was safer and more prosperous for their children, the Taliban wouldn’t have a chance.

The Afghan government is corrupt. We can build schools and train laborers, but buildings and skills will be gone or devalued once we leave, unless the Afghan government is there to support them. It’s unclear whether they have the will, or even the capability, to do that.

Pakistan is unstable; it’s also a crucial partner for success in Afghanistan. If they continue to assist the Afghan Taliban as a way to counterbalance India’s influence, or if a coup replaces the current regime with a much more hostile one, then we’ll have no chance of containing the Taliban along the porous Afghanistan-Pakistan border. Pakistan could be our biggest wild card. Their support is and will be paramount.

Leadership and Decision-making
The considerations are many, related, and complex. Regardless of what you decide, make sure you:
- Have a vision of where you want to go
- Lay out a strategy on how to get there
- Develop specific actions to implement the strategy
And underscore these things with an understanding of not just policy but also of people.

Some of the most difficult decisions I ever made as president were not necessarily the least popular – the unpopular decisions were sometimes easy because I knew what the right answer was – no, the difficult decisions were the ones for which I couldn’t know the right answer… those 10% of presidential decisions that can’t come from policy reports or staff recommendations, but rather must come from intuition. You have to listen and feel your way to the answer. If that happens, the best you can do is level with the people and say that if you’re not right you’ll change.

A great leader is a great decision-maker. You have one hell of a decision to make.”

1:53 PM

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What an experience to blog from the 2009 World Business Forum at Radio City Music Hall in New York City (see official Bloggers Hub in photo at right) to bring you insights from the world's foremost thought-shapers and opinion-makers. From Bill Clinton to Pat Lencioni, from George Lucas to T. Boone Pickens, there was no shortage of unique insight or rich perspective. From their powerful speeches and personal stories emerged four main themes.

1. Fail to succeed. Failure is a must-stop on the road to success. Several of this year's speakers failed at or quit something before finding their path and reaching the heights of their success.

• T. Boone Pickens quit his job at a petroleum company at 26 years old. He ultimately started his own, shaping not just the oil industry but the concept of "corporate raider."
• George Lucas was "up to no good" racing cars, before pioneering filmmaking magic.
• Bill George left a potential (and much coveted) CEO position at Honeywell to run a much smaller (and at the time, much less proven) company in Medtronics. He eventually became a storied corporate executive, Harvard Business professor, and renowned leadership expert.
• David Rubenstein quit his job as a lawyer in his late 20's without resistance from his bosses. He also failed in the Carter administration where he was responsible for fighting inflation and "got it down to 19%." All before starting one of the world's most successful and influential (if not controversial) private equity firms.
• Pat Lencioni felt like he failed at Bain & Company for not being a numbers guy. It's that experience which led him to pursue organizational management and become one of the world's leading experts of it.

Failing and quitting - two things we're taught at an early age to avoid - were not only good, but necessary for these industry titans to, in fact, become industry titans.

2. Be human. Aligning what we do to who we are is critical. How we work must better reflect who we are as human beings - more emotion and creativity, less reason and structure.

• Gary Hamel believes we're in the midst of a revolution in corporate management and leadership because corporations aren't human. They're not as adaptive or creative or engaging as we are, as people. They have to be to survive.
• Kevin Roberts thinks emotion is actually more important than reason, particularly with customers. Reason leads to conclusion, but emotion leads to action.
• George Lucas believes art - to be true art - is about emotional connection; It's about telling a story in a meaningful way. The same can be said of business, specifically the thing at its very core: persuasion. There's no such thing as persuasion if not for telling a story in a meaningful way.
• Pat Lencioni believes that the emotional intelligence of an organization is its true competitive advantage. So many companies focus too much on how "Smart" they are and much too little on how "Healthy" they are.

The challenge here is how: How do we become more human as professionals, as leaders? As Jim Estill put it - he's a blogging colleague from the Forum, former CEO, and current Board member of RIM (the maker of the Blackberry) - "Leadership is messy." We want to know it in rational terms but we can't because it's not. Realizing that is the first step.

3. Challenge short-termism. We all know that taking the long term view trumps the short-term one. In fact, this year's World Business Forum opened with a Hollywood-style short film containing sage advice from proven leaders about taking the long-term view. But how do we do it in today's 24/7 world? It boils down to one thing: Leadership. Specifically, three key ingredients: Courage, Faith, and Commitment.

Take the case of Bill George, whose remarks opened this year's World Business Forum. When he was CEO of Medtronics, he did not shy away from telling his investors that if they were looking for a quick buck, they could invest elsewhere.

• Courage. He had the courage to take the long-view, sacrificing potential short-term wins for long-term payout.
• Faith. He had the faith to believe that, in the end, long-termism would win.
• Commitment. He had the commitment to stick with it, even, when competitors with the short-term view might have appeared to be fairing better than his own company.

Ultimately, Bill's leadership paid off. In 10 years with Medtronics, he took the company's market value from $1B to $60B. It's no wonder his book, True North, about authentic leadership, is a critically acclaimed best-seller.

4. Do One Thing. In a more interconnected world, the little things we do have an even bigger impact. Several headliners at the Forum captured the spirit of this concept.

• Kevin Roberts started the "Do One Thing" (D.O.T.) campaign at Saatchi & Saatchi where he has challenged employees to commit to doing one thing to positively impact their environment.
• Jeffrey Sachs called for global scale cooperation for our global scale problems, particularly in finance. Because one thing that a banker in New York City does can collapse entire economies (see Iceland), oversight needs to be broadscale and shared.
• Bill Clinton spoke at length about "shared costs and shared benefits" in an increasingly interdependent world: "No matter how constrained we are, we all have a role to play." He drove the point home with a story about a young man in Haiti who secured excess sawdust and paper from community businesses to make cooking brickettes. In doing so, he was able to sell them at just 1 cent a piece, down from 5 cents a piece. This young man - in collaboration with others - reduced the cooking bill for many by 80%. In a country where the average income is about $1/day, that makes a huge difference.

In the fabric of this year's World Business Forum lie true success secrets... personally, professionally, and as a global community: Be human. Take the long view. Embrace failure. Do one thing.

If we can do that, we can change the world.

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.

It’s lunch time right now at the 6th Annual World Business Forum. Titans of industry are dining. Some internalizing the morning talks; others right back to the pre-Forum grind. There are a number of highlights from this morning’s session – which we’ll write about in forthcoming entries – but first, context.

The Forum opened with a bang. After the lights dimmed in the main hall of Radio City Music Hall, a booming Hollywood-style short dramatically shot up on screen. The film ranged from alarming to uplifting. It began with a stark image of space to a doomsday score. A slathering of headlines from one year ago filled the screen. The clippings morphed quickly into a large ball, a planet, then froze for an instant. The music too. Nothing. Then, just as dramatically, hope filled the auditorium with a charge of instrumentals and images of great leaders espousing the timeless values of leadership, decision-making, the long-term view. As the music crescendo-ed, so too did the wisdom and stature of the leaders. It ended simply and directly with a narrator's voice, “We want (you) to start growing again.”

The message at this year’s World Business Forum is clear: The storm is over. As we get up, dust ourselves off, and look around, there’s devastation. But there’s also opportunity… opportunity to learn, move on, and apply. The possibility that it may be harder to do than surviving the storm itself is real, but it does not minimize the magnitude or value of that opportunity. Perhaps it makes meeting the challenge that much sweeter.