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David Murphy Founder & Serial Thought Provoker wikibranding

Lessons in leadership from an accidental CEO.

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What is leadership?

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Vision?

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Inspiration?

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Communicating?

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Influence? Zealotry?

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Creating followers?

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“If we each hire people who are smaller than we are, we shall

become a company of dwarfs. But if we each hire people who

are bigger than we are, we shall become a company of giants.”

David Ogilvy

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Leaders create more leaders to achieve things that matter.

My leadership ethos.

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we > me

More simply stated…

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1. Define true north. 2. Be the Chief Talent Officer. 3. Forge clarity and alignment. 4. Lead change through actions (and communicate incessantly). 5. Be credible and authentic. 6. Show humility and empathy.  

Lessons in leadership.

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What is your true north?

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“Management is doing things right. Leadership is doing the right things.” Peter Drucker

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What you want employees to do: How they can do it better: Why their work has meaning:

Direction

Management

Leadership

Leading towards true north.

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I believe in the power of empathy. I believe in curiosity. I believe in collaboration. I believe in accountability.

My true north.

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“Become a $125 billion company by the year 2000.”

“Help people save money so they can live better.”

What is your company’s true north?

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“If your enterprise went away, who would care? What un-fillable hole would it leave? You have to answer that question otherwise someday you will go away.” Jim Collins

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“Ladies and gentlemen serving ladies and gentlemen.”

“To organize the world’s information and make it universally accessible and useful.”

“To make people happy.”

Why does your company exist?

“Opening the highways for all mankind.”

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Stories convey meaning. And meaning trumps information every time.

Be the chief storyteller

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Drawn from analysis of mythology across cultures and time:

“A hero ventures forth from the common world… confronts obstacles and adversaries… wins a decisive victory… and returns with the power to help his fellow man.”

The hero’s journey – a path towards true north.

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Chief talent officer.

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CFO asks CEO: “What happens if we invest in developing our people and then they leave us?” CEO: “What happens if we don’t and they stay?”

Peter Baeklund

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The main job of a CEO is developing talent. Jack Welch

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In a survey of FTSE 100 CEOs, 68% put talent as their number one priority. Strategy was the top priority for 9%. “The Secrets of CEOs”

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Anne Mulcahy, the CEO credited with turning around Xerox, personally reviewed the top 30 executive positions and ensured that at least two candidates for each position had been identified.

Developing talent.

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Ethical Empathetic Curious & Imaginative Clear Collaborative Adaptable Problem solver Results oriented

My talent scorecard.

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Diversity and inclusion is intrinsically linked to a company’s innovation strategy. Surrounding a problem with a range of perspectives and experience can accelerate fresh thinking.

The case for diverse leadership.

In a 2012 Forbes Study of 300 senior executives worldwide,

75% agree that workforce diversity

and inclusion helps drive innovation.

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Successful companies and leaders are moving away from traditional structures to be more flexible, collaborative and nurturing. In a survey of 64k people across 13 countries, 66% agreed the world would be a better place if men thought more like women. Selflessness Empathy Cooperation Communication Nurturing

Feminine leadership traits.

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The gender diversity challenge.

“Women can lead just as effectively as men.”

77% C-level women (strongly agree/agree)

50% C-level men (strongly agree/agree) “With equal qualifications, women have much more difficulty reaching top management.”

93% women (strongly agree/agree)

62% men (strongly agree/agree)

The 2013 McKinsey study on gender diversity in companies around the world demonstrates the need to continue breaking down the barriers that prevent women from assuming senior leadership roles.

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Be clear & forge alignment.

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Is everyone moving in the same direction?

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Set focused and consistent priorities. Seek alignment, not consensus. Drive line of sight goals deep into the organization. Provide resources to support the team. Instill accountability with clear metrics of success.

Clarity and alignment.

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Championed by CEO, Alan Mulally Rationalized product lines Sold non-core brands Eliminated geographic silos Instilled collaborative leadership “Profitable growth for all.”

What clarity looks like.

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Championed by CEO, Jeff Immelt Aggressive revenue targets Divisional contribution targets Doubling of R&D support External communications Executive bonus metrics

What clarity looks like.

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Be credible.

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Leadership has but one face.

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“The ultimate measure of an individual is not where they stand in moments of comfort, but where they stand during times of challenge and controversy.” Dr. Martin Luther King, Jr.

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Words and actions in sync – no hypocrisy. Honesty and candor. Perseverance. Consistency in good times and bad.

Traits of a credible leader.

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Lead change.

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Why? Why not?

The change agent’s mantra.

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Why = challenge the status quo. Why not = imagination and courage.

The change agent’s mantra.

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The 20th row principle.

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CEO inspires from on high.

He championed the business

strategy.

Her Division stands to gain more budget.

He sees an opportunity for a promotion.

Another new direction?

Sounds like more work and fewer

resources.

Are there cookies outside?

Not another lucite block!

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“What’s in it for me?” “What do you want me to do differently next week versus what I was doing last week?” “What will leadership do differently to support me?” Are you fully committed, or is this another in a series of “mission-critical” slogans?

What the 20th row wants to know.

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Make clear what needs to happen – and why. Align priorities, resources and rewards. Have zero tolerance for senior managers who are not on board. Lead by example – never stray from true north. Communicate incessantly. Then communicate even more.

Lead change.

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Flex different leadership styles. Pacesetter Empowering Supportive Coaching Authoritative Democratic

Goal: Clearly and quickly define the expected standard of excellence.

Mobilize team toward a common vision, but let them to define the path.

Create emotional bond and sense of organizational belonging.

Develop people for the future.

Fix an immediate problem.

Consensus through participation.

When to use: When team is motivated and skilled, and the leader needs quick results.

When team needs new vision (not explicit guidance) and energy.

In times of stress, when team needs to heal or rebuild trust.

To help people build lasting strengths that make them more successful.

In times of crisis, or to control a problem employee when all else has failed.

When team must buy into and have ownership of a decision or plan.

Behaviors: “Do as I do.” Keep words and actions in sync. Consistently communicate and reinforce. Celebrate those who embrace and succeed.

“Come with me.” Define a clear true north. Invite others to tailor and internalize. Hand reins over to others to lead.

“You matter.” Demonstrate unwavering support. Have their back. Be a loud and visible advocate.

“Try this.” Give consistent and helpful feedback. Make time to listen and help. Follow up and check in.

“Do this, now.” Take charge. Be clear and decisive. Show personal accountability.

“What do you think?” Be sincerely open to team’s ideas. Challenge to help refine, not refute. Support.

Source: “Leadership That Gets Results”, Daniel Goleman’s HBR study, 2000

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Show humility.

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Of 1,435 Fortune 500 companies surveyed by Jim Collins, only 11 achieved and sustained greatness–garnering stock returns 3X the market’s–for 15 years after a major transition period. All 11 had a Level 5 leader at the helm.

The business case for humility.

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Leader Hero in the call center.

Displays a genuine dedication to the WHY (bigger than the CEO). Candid, honest and authentic. Learns from mistakes. Hires people bigger than them. Offers praise – never seeks it. Embraces “we > me.”

The humble leader.

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JC Penny’s Ron Johnson did many things right. So why did he fail so spectacularly?

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Case study: The soft skills matter.

At the end of the day, Ron Johnson wasn’t an empathetic communicator to make himself a more sympathetic leader. Huffington Post

Johnson tried to make a conservative corporate culture jump too far, too fast without first energizing employees at all levels to truly believe. Business Insider

Johnson did a lot of the right things: He fired all the senior executives and brought in a new team. He took the sales staff off commission to create a culture of collaboration and teamwork. Focused on the customer experience by banning discounts and introducing “fair and square pricing.” He prioritized long-term innovation and ignored quarterly results. Wall Street Journal Market Watch

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Lose their feel for what’s going on in a market. Do not confront reality. Become insensitive to external constituencies. Don’t get things done or deliver on commitments. Tolerate poor performance among direct reports.

Ram Charan

Why leaders fail.

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1. Define true north. 2. Be the Chief Talent Officer. 3. Execute through clarity and alignment. 4. Lead change through actions (and communicate incessantly). 5. Be credible and authentic. 6. Show humility and empathy.  

Lessons in leadership.

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“Any Given Sunday”

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linkedin.com/wikimurph

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WikiBranding.net wikibranding

We > Me.

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Thank you.

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David has helped create successful marketing and branding strategies for some of world’s best-known companies, including Ford, Toyota, The Coca-Cola Company, Sony, Dell, P&G, Mattel, United Airlines, Hilton, Callaway Golf and Applied Materials. He is passionate about inspiring teams to embrace new marketing, media and digital innovations. He is President - USA of WPP's Team Detroit, the new model for the full-service advertising agency, giving marketers access to the breadth of WPP’s talent, ideas and tools. Team Detroit masters the intersection of business and almost everything imaginable – technology, digital media innovation, pop culture, design, big data, social trends – locally and globally. David’s career spans entrepreneurial start-ups, leadership roles at global agencies and client-side marketing management. He co-founded Barrie D'Rozario Murphy, subsequently named “Best Small Agency in the U.S.” by the American Association of Advertising Agencies. Before BD’M, David’s leadership experience included serving as President of Saatchi & Saatchi in Los Angeles, President/North American Managing Partner for Young & Rubicam in Irvine, and Worldwide Client Service Director at Ogilvy & Mather in New York. He also led marketing communications at Aetna Healthcare. David has earned numerous EFFIE awards from the American Marketing Association, as well as the “Anthony Bucci Award for Excellence in Communication Ethics” from Duquesne University. He serves on the Dean’s Advisory Board for the University of California Irvine's Merage School of Business and is a frequent lecturer at Chapman University’s Internet Communications Program. David was born in Pakistan, lived in Ireland, and has journeyed to more than 35 countries. He is a graduate of Duquesne University. His passions include mountain biking, running, scuba diving and any moment he can steal away on his boat, Murchu. David’s greatest accomplishment has been helping raise two wonderful young ladies.

David Murphy President – USA Team Detroit

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