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we spend billions on marketing and delegate that to too many people at the lowest levels. It s insanity. * This reminds me of a famous David Packard (of Hewlett-Packard) quote: Marketing is too important to be left to the marketing people. Many years ago, in a book called The Peter Principle, authors Peter and Hull made this observation:
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Most hierarchies are nowadays so cumbered with rules and traditions, and so bound in by public laws, that even high employees do not have to lead anyone anywhere, in the sense of pointing out the direction and setting the pace. They simply follow precedents, obey regulations, and move at the head of the crowd. Such employees lead only in the sense that the carved wooden figurehead leads the ship.
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Perhaps this pessimistic view of leadership skills has led to the explosion of hundreds of books dealing with leadership (most of them downright silly). There s advice on whom to emulate (Attila the Hun), what to achieve (inner peace), what to study (failure), what to strive for (charisma), whether to delegate (sometimes),
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* David Kiley, Bob Lutz, GM Salesman, BusinessWeek, August 3, 2009. Laurence J. Peter and Raymond Hull, The Peter Principle (New York: William Morrow, 1969), p. 68.
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whether to collaborate (maybe), America s secret leaders (women), the personal qualities of leadership (having integrity), how to achieve credibility (be credible), how to be an authentic leader (find the leader within), the nine natural laws of leadership (don t even ask). In fact, the last time I counted, there were 3,098 books in print with the word leader in the title. To us, how to be an effective leader isn t worth a whole book. Peter Drucker gets it into a few sentences. The foundation of effective leadership is thinking through the organization s mission, defining it and establishing it, clearly and visibly. The leader sets the goals, sets the priorities, and sets and maintains the standards. *
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First, how do you find the proper direction To become a great strategist, you have to put your mind in the mud of the marketplace. You have to find your inspiration down at the front, in the ebb and flow of the great marketing battles that are taking place in the mind of the prospect. Alfred P. Sloan built General Motors into the world s leading manufacturing entity in the 1930s. But he defied
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* Peter Drucker, More Doing than Dash, Wall Street Journal, January 6, 1988.
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the typical notion of a chairman because he liked to actually work with customers. Every so often, Sloan would disappear from Detroit headquarters and show up at a dealer s lot in another city. He would introduce himself and ask the dealer s permission to work as an assistant service manager, or as a salesman, for a few days. (Not surprisingly, the dealers always said yes.) The next week, Sloan would be back in Detroit, firing off memos on customer behavior and customer preferences on everything from dealers to auto styling. Peter Drucker, the high priest of management thinking, has argued that by working in the field regularly, Sloan spotted more trends and more important trends than customer research did and spotted them earlier. It s no secret that most of the world s greatest military strategists started at the bottom. And they maintained their edge by never losing touch with the realities of war. Karl von Clausewitz did not attend the best military schools and did not learn his profession from his superiors. Clausewitz learned his military strategy the best way and the hardest way by serving in the front lines at some of the bloodiest and most famous battles in military history. The unpretentious Sam Walton traveled to the front lines of every one of his Wal-Mart stores throughout his life. He even spent time on the loading docks in the middle of the night, talking with the crews.
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