Books

Start: Start by meeting across the org, not just meeting with the people you will report to, but building relationships with lateral stakeholders/partners as well. Key Questions to Ask As You Begin: - How has the org performed in the past? How do people in the org think it has performed? - How were goals set and what internal or external benchmarks were used? When Something Hasn’t Succeeded: - Why did something not succeed, what have been the relevant contributions of strategy, structure, systems, talent bases, culture. Strategy Questions: - What is the stated vision and strategy (at the function and org level) - Is the org really pursuing that strategy, why or why not? People: - Who is capable, who isn’t? - Who is trustworthy and who isn’t? - Who has influence and why? Processes: - What are the key processes and how are they performing? Land Mines: - What lurking surprises could detonate and push you off track? - What potentially damaging cultural or political missteps must you avoid? Early Wins: - Where can you achieve an early win?

Learning Plan: Defines what you want/need to learn quickly and how you will go about it. - The fundamental here is to listen and read a lot before making judgments or decisions. GE Leader Assimilation Process: Any time a manager enters a new role they are assigned a transition facilitator. The facilitator meets with the new manager then their direct reports. During the meeting with direct reports the facilitator collects questions such as “What would you like to know about your new leader” “What would you like him to know about the business situation” “What would you like him to know about the team” - These findings are then fed back (unattributed) to the new manager.

What I was struck most by while reading this book is how much wealth corrupts and protects, and the multitude of systems set up to protect wealth either through bankers or lawyers or lobbyists. The Sacklers should be in prison and the injustice of their escape is quietly infuriating. Second, the family is awful at running businesses. The book argues that they extracted dollars from the business strategically but from my perspective the second and third generation were so incompetent and so greedy they had to siphon off dollars because they didn't know how to build. Rather than take the blame for launching a horrendous drug and then going back to R&D to develop a pseudo antidote they elected to maximize near term prophets. They still would have been millionaires at this point even if they chose the harder route.

Recognize a big idea by asking yourself 5 questions 1. Did it make me gasp when I first saw it? 2. Do I wish I had thought of it myself? 3. Is it unique? 4. Does it fit the strategy to perfection? 5. Could it be used for 30 years?

St Augustine had this to say about pressure: To be under pressure is inescapable. Pressure takes place through all the world: war, siege, the worries of state. We all know men who grumble under these pressures, and complain. They are cowards. They lack splendor. But there is another sort of man who I sunder the same pressure, but does not complain. For it is the friction which polishes him. It is pressure which refines and makes him noble.

Tips: 1. Never allow two people to do a job which one could do. 2. Never summon people to your office; it frightens them. Instead, go to see them in their offices, unannounced. A boss who never wanders about his agency becomes an invisible hermit. 3. If you want to get action communicate verbally. If you want the voting to go your way at meetings, go to the meeting.

Tips for great print advertisement: - Copy has priority over illustration - The copy is set in serif type - Three columns of type, 35-45 characters wide - Every photograph has a caption - The copy starts with drop-initials - The type is set black on white

Notes: First, P&G is disciplines. Their guiding philosophy is to plan thoroughly, minimize risk, and stick to their proven principles. They never enter small categories unless they expect them to grow. They set out to dominate every category they enter. They would rather be right than first. All of their advertisements show a "moment of confirmation" i.e. when the product works for its intended purpose and is reinforced verbally.

"Unlike New York, however, which was a mythical place, Chicago was real. Everyone had an Uncle Charlie or Aunt Mabel living here, in Glen Ellyn, or somewhere. Whether people approved of Chicago or not, it was "family", rather like a son who had gone off and made good in an impressive but controversial way. So my little town had a proprietary feeling about Chicago, and when we rubes came flocking in from all quarters of the corn belt, we recognized each other and knew we were home. I guess what I'm getting at is that Chicago is the Midwest-the heart, soul, brains, and bowels of it. Its ad-making ranks are filled with folks who heads are stocked with prairie-town views and values. Now I don't intend to argue that Chicago is in any way a worthier city than, say, New York. But I am suggesting that our sod-busting delivery, our loose-limbed stand, and our wide-eyed perspective make it easier for us to create ads that talk turkey to the majority of Americans - that's all." - Leo Burnett

Franklin created what he described as the "Dojo" to bring together upwardly mobile tradesman who could support each other in business and Serve as sounding boards for ideas. For him it was very much an "iron sharpens iron" approach.

He liked to attribute ideas to other people since he found that attributing them elsewhere, and saying so, led to their adoption and enthusiasm far faster than anything that could be perceived as personal gain.

Washington was a member of the Sons of Cincinnatus, originally formed to support soldiers and their widows following the Revolutionary War. However, Washington was cautious of creating a new aristocratic class. He begged out of many events and constantly attempted to thread the needle between supporting their mission without endorsing the Sons of Cincinnatus as societies' new elite.

Washington created the American Mule and spent much of his time away from Mount Vernon thinking about his home. He wrote highly detailed letters back home almost daily, asking about almost inane details. Clearly, it stood out in his mind as a retreat from the world that he was never able to return to.