Abstract
Now that you have won that leadership position you wanted and received congratulations from friends and admirers, it’s time for a lesson in humility. As you revel in the luxury of the corporate CEO’s private jet, the foundation head’s limo, or the university president’s sumptuous office, you need to ask yourself two fundamental questions: Why should the people I am supposed to lead follow me? And what am I supposed to give this organization to help it succeed? If the only answers you can come up with to those two questions are “my charisma” or “my vision,” you are in trouble.
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Notes
- 1.
See, e.g., Robert H. Rosen with Paul Brown, Leading People: The Eight Proven Principles for Success in Business (New York: Penguin Books, 1996), p. 7.
- 2.
Carol J. Loomis, “Warren Buffett’s Wild Ride at Salomon: A Harrowing Bizarre Tale of Misdeeds and Mistakes that Pushed Salomon to the Brink and Produced the ‘Most Important Day’ in Warren Buffett’s Life,” Fortune, October 27, 1997, p. 114.
- 3.
Harvard Business School, Salomon Brothers (HBS case study, no. 9-305-019, rev. May 5, 2005).
- 4.
Harvard Business School, Salomon Brothers (HBS case study, no. 9-305-019, rev. May 5, 2005). See also Loomis, “Buffett’s Wild Ride.”
- 5.
Linda Grant, “Taming the Bond Buccaneers at Salomon Brothers,” Los Angeles Times Magazine, February 16, 1992, p. 22.
- 6.
Seth Faison, Jr., “Salomon’s Renovation Enters a New Phase,” The New York Times, February 11, 1992, p. D1.
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Salacuse, J.W. (2017). The Seven Tasks of Leadership. In: Real Leaders Negotiate!. Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-59115-9_4
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DOI: https://doi.org/10.1057/978-1-137-59115-9_4
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