Work is Love Made Visible
Page 1
“A collection of the greatest thinkers in business today, every chapter of this book will inspire you to be a better leader and a better person.”
— Chester Elton, bestselling author of The Carrot Principle,
All In and The Best Team Wins
“In our divided and distracted world, it can feel difficult to find our calling, make a positive impact on others, and contribute to a more collaborative world. Work is Love Made Visible should be required reading for every leader who wants do just that.”
— Tasha Eurich, New York Times bestselling author of Insight and
Bankable Leadership
“Frances Hesselbein exemplifies the notion of a life well lived. It’s impossible to imagine a finer tribute to her magnificent work and life than this inspiring and beautifully titled volume.”
— Sally Helgesen, coauthor of How Women Rise and author of
The Female Advantage
Cover design: Wiley
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Library of Congress Cataloging-in-Publication Data
Names: Hesselbein, Frances, editor. | Goldsmith, Marshall, editor. | McArthur, Sarah, editor.
Title: Work is love made visible : a collection of essays about the power of finding your purpose from the world’s greatest thought leaders / Frances Hesselbein, Marshall Goldsmith, Sarah McArthur, editors.
Description: Hoboken, New Jersey : John Wiley & Sons, Inc., [2019] | Includes index. |
Identifiers: LCCN 2018028401 (print) | LCCN 2018029391 (ebook) | ISBN 9781119513575 (Adobe PDF) | ISBN 9781119513643 (ePub) | ISBN 9781119513582 (hardcover)
Subjects: LCSH: Leadership.
Classification: LCC HD57.7 (ebook) | LCC HD57.7 .W668 2019 (print) | DDC 655.4/092--dc23
LC record available at https://lccn.loc.gov/2018028401
This book is dedicated to our friend and mentor Peter Drucker whose teachings and encouragement are the inspiration for this book.
Work is love made visible. And if you can’t work with love, but only with distaste, it is better that you should leave your work and sit at the gate of the temple and take alms of the people who work with joy.
—Kahlil Gibran
CONTENTS
Foreword
Preface Note
Acknowledgments
About the Editors
PART I. Leadership Is a Matter of How to Be, Not How to Do Chapter 1. My Journey with Peter Drucker Leadership Is a Matter of How to Be, not How to Do
A Call for Leaders of the Future
Chapter 2. The Evolution of Leadership – Yesterday, Today, and Tomorrow Common Characteristics of Leadership in the Past
The Leader of the Future
Note
Chapter 3. Leaders Who Become Organization Anthropologists Listen for Things That Seem Counterintuitive
Conclusion
Notes
Chapter 4. Waves Waves Within Waves Within the Wave
Catch the Wave Before It Catches You
Conclusion
Notes
Chapter 5. Being a Good Leader
Chapter 6. Scaling Your Impact as a Leader Action Steps
Summary
Notes
Chapter 7. In Search of Obsession Idea #1
Idea #2
PART II. To Serve Is to Live Chapter 8. A Call to Create Positive Change on a Global Scale Note
Chapter 9. Turning Defeat into Victory Note
Chapter 10. What I See from My Window Notes
Chapter 11. Loving Work Despite the Odds: Secrets from Sir Richard Branson and Nelson Mandela 1. Let Your Mission, Not Your Nightmare, Define You
2. Burn Your House Down
3. Nobody Does It Alone
4. Focus on What You’re For, not What You’re Against
5. You Don’t Have to Be Perfect to Make a Difference
Notes
Chapter 12. The New Work of Leaders: How Does Your Leadership Narrative Show Up? The Invitation
Firestorm or Gift?
Lessons Learned: What Has Become Clear
Notes
Chapter 13. Choose, Build, Live High Expectations! Identity
Note
Chapter 14. Respect, Courage, Honesty: True Leadership Traits Note
PART III. Defining Moments Chapter 15. The Power of Accepting Feedback Note
Chapter 16. Discovering Motifs An Evaluation – and a Surprise
The “How’m I Doin’?” Years
A Dreadful Year
Light at the End of the Tunnel?
“There Is Nothing So Practical as a Good Theory”
Note
Chapter 17. Is It Time to Leave Your Comfort Zone? So, What Did I Learn?
Chapter 18. Understanding in Moments: Catherine Carr
Chapter 19. Brother, Can You Paradigm? Paradigm’s Lost
Developing Your Strategic Eye
Help Wanted: Strategic Leaders
Notes
Chapter 20. Life Lessons from the Tennis Court 1. Success Is Built on Habits, not on Outcomes
2. To Fully Unlock Your Potential, Reflect on Actions and Emotions
3. Find the Intersection of Learning from Others and Trusting Yourself
Chapter 21. The Need for Conscious Choice Notes
PART IV. Be Ye an Opener of Doors Chapter 22. The Elegance and Simplicity of Coaching Start at the Beginning
Notes
Chapter 23. The G
ift of Belonging Why Belonging? Why Now?
Tribal Belonging Ignites Innovation at WD-40 Company
The Four Keys to Creating a Tribal Culture
Conclusion
Notes
Chapter 24. New Leader Development: Leadership Lessons from the Doerr Institute The Challenges We Face
The Time Value of Leader Development
Learning to Lead for the Future
Doerr Institute Method: Our Contrarian Approach
Investing in the Future
Notes
Chapter 25. The World’s Greatest Ophthalmologist 1. Where Are You?
2. Who Are You?
3. What Else Is There?
Chapter 26. Don’t Just Let Culture Happen What Is Corporate Culture?
Shape and Nurture Culture like a Garden
How Can You Get Started?
Notes
Chapter 27. The Space Between Intention and Action The Accidental Diminisher
Seeing into the Cracks
Consuming Less Space
Recalibrating Our Sight
Notes
PART V. Bright Future! Chapter 28. Be Positive! Note
Chapter 29. What Do People Do All Day? Solution to the Breakdown
Notes
Chapter 30. What If There Were No Problems, Only Projects?
Chapter 31. A Cheerleader at Heart Note
Chapter 32. Silver Linings Notes
Chapter 33. Are You Happy at Work? (And Why It Matters) Happiness Matters
How to Be Happy at Work
Notes
Index
End User License Agreement
List of Illustrations
Chapter 19 Figure 19.1 Strategic Lenses
Chapter 26 Figure 26.1 The Culture Map Garden
Figure 26.2 A Culture Map of Amazon
Foreword
When Frances Hesselbein, Marshall Goldsmith, and Sarah McArthur asked me to write the foreword for their edited compilation book, Work Is Love Made Visible, my answer to their request was a heartfelt and enthusiastic, “Yes!”
What an honor for me to be part of the latest creation from three of my heroes, whose work and leadership I admire and have benefited from so much.
I immediately read the book from start to finish and was deeply struck by its leadership messages and the way the book was organized. These leadership messages cause us to reflect on our purpose and our passions. It is about what matters so much to each of us that we want to share it with others. And the book is organized in such a way that each contributor’s reflections on Frances’s question, “What is it you see when you look out the window that is visible but not yet seen by others?” supports one of Frances’s five philosophies on leadership:
Leadership Is a Matter of How to Be, Not How to Do
To Serve Is to Live
Defining Moments
Be Ye an Opener of Doors
Bright Future!
Reading each contributor’s reflections inspired me to answer Frances’s question myself!
When I look out the window, what do I see that is visible but not yet seen by others? I see talented and motivated people working together for the greater good. I see three elements that are absolutely critical to the true success of any venture, company, product, or life: humility, love, and service. And I see the unique contribution of leaders to hold themselves and their leadership teams responsible and accountable for creating smart and healthy organizations that are delivering value for the greater good.
Reflecting on Frances’s question invited me to reflect about my own leadership journey and how it might serve to help you uncover and realize your own purpose as you study this book.
Alan’s Story
Growing up, we lived with very modest means. Even so, I was incredibly fortunate because my parents loved me and believed that I could make a significant difference and contribution to our world. To this end, they taught me the following lessons that I have carried with me throughout my life:
The purpose of life is to love and be loved, in that order.
To serve is to live.
Seek to understand before seeking to be understood.
It’s nice to be important, but more important to be nice.
By working together with others, you can make the most positive contribution to the most people.
Lifelong learning and continuous improvement.
Respect everyone, we are all creatures of God, and worthy to be loved.
Develop one integrated life to deliver your life’s work.
And, like all kids, I wanted to fit in. I wanted a pair of Levi jeans, some Weejuns penny loafers, and a car and college some day. So, with my parent’s teachings and encouragement, I decided my way forward was to serve and maybe I could earn those special jeans.
I started “work” with TV Guide and newspaper routes and then a lawn mowing business. I was a bagger, checker, and then night manager at the Dillons grocery store. I was a carpenter, ranch and farm hand. I played sports and was my college fraternity rush chairman and president. All the while I learned aerospace engineering at the University of Kansas and summer jobs at Beechcraft, Cessna, and Boeing.
Starting with my very first “work,” I became very aware of the power and advantages of “working together” with all the stakeholders associated with my service … my customers, parents, family, employers, employees, suppliers, communities, competitors, bankers, and investors.
I looked at each “work” as service and I loved serving! I loved asking my customers what they wanted and valued the appreciative smiles on their faces for my service. I loved learning and growing and exceeding their expectations! And I loved the satisfaction I felt when I meaningfully contributed to making people’s lives better. I loved working together with all the stakeholders to create value for everyone. And I continued to refine and improve my following working together principles and practices through my “work.”
People First
Everyone Is Included
Compelling Vision, Comprehensive Strategy, and Relentless Implementation
Clear Performance Goals
One Plan
Facts and Data … We Can’t Manage a Secret … The Data Sets Us Free
Everyone Knows Plan, Status, and Areas That Need Special Attention
Propose a Plan … Positive “Find-A-Way” Attitude
Respect, Listen, Help, and Appreciate Each Other
Emotional Resilience … Trust the Process
Have Fun … Enjoy the Journey and Each Other … and No Humor at Another’s Expense
As the scope of my service grew with the teams at Boeing and then later at Ford, I developed and continued to refine my following working together management system to implement my working together principles and practices for the product programs and businesses I supported and led.
Our Governance Process
Our Leadership Team
Our Working Together Principles and Practices
Our Creating Value Roadmap Process
Our Business Plan Review Process
Our Leadership’s Unique Responsibility and Contribution
My working together management system proved to be a very reliable process with clear expected behaviors to manage our organizations, to include all of our stakeholders, and to sustainably deliver value for the greater good in our rapidly changing world.
This, my life’s work, the working together principles, practices, and management system, is how I have made my love visible. It is a system that leaders can use to work together for the greater good. And it is this book based on Frances’s inspired question that has led me to take the next steps in my journey, to make my love visible yet again by sharing my working together principles, practices, and management system in this brief foreword.
I hope you will read this book and soak it all in! Take in everything that these wonderful thought leaders and contributors have to teach us. Then ask yourself Frances’s question, “What is it you see when you loo
k out the window that is visible but not yet seen by others?” Ponder, analyze, and reflect on your purpose. Explore and discover what is important to you and then do that at work and in your actions. When you do, you will find that your love is visible to you and to others, and you will be well on your way to being a leader who is helping us all work together for the greater good!
Thank you Frances, Marshall, and Sarah for inspiring each of us to discover and make our love visible!
Alan Mulally
Former CEO of Boeing and Ford
Preface
Most of us who will read this book have heard of Peter Drucker. Many of us even call him the “the founder of modern management.” In fact, shortly before Peter Drucker died in 2005, BusinessWeek magazine claimed him as “the man who invented management.” A renowned teacher, writer, and guru, Peter himself would say, “They call me guru because ‘charlatan’ is too hard to spell.”
It is with this matter-of-factness that Peter described his uncanny ability to describe the future of management, “I never predict. I just look out the window and see what’s visible – but not yet seen.”1 This description is just one of the gifts that he left us with and it is the central focus of this book.