What You Really Need to Lead Quotes

“getting people to follow your lead is an outdated notion and that today, leadership is more about empowering and serving others. They believe that a leader creates the conditions and environment that enable people to be innovative and take action.”
― Robert Steven Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.”
― Robert Steven Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

“Management is doing things right; leadership is doing the right things. —PETER DRUCKER”
― Robert S. Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

“Developing Conviction It sounds simple: “Think like an owner.” In fact, it is hard to do. It requires you to put yourself in the shoes of the decision maker. You may realize that you prefer not to be in those shoes. There’s too much pressure; there are too many considerations; there are too many constituencies. With all the complexity, constant change, and myriad of issues in the modern world, it may be easier to rationalize more narrow thinking: Dammit, it’s not my job! Yes, it is your job, if you want to be a leader. If it frustrates you, or makes you agonize, or even creates a heightened level of stress for you, then you need to get used to experiencing those feelings. The more you practice this, the better you’ll get at doing it. I would urge you to begin to believe and internalize the view that thinking like an owner is central to your effectiveness in your job. Thinking like an owner means getting to conviction. “Conviction” is meant to describe a threshold level beyond which you feel a high level of confidence about what you truly believe should be done. Many leaders spend their lives striving to get to conviction about what they would do in a particular situation. The reality is that, much of the time, they may not have a strong point of view. They keep gathering information, agonizing, and assessing until they reach a threshold level of confidence.”
― Robert Steven Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

“Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.”
― Robert Steven Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

“With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.”
― Robert Steven Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner