The will to lead – Marvin Bower 1997

“So each subordinate does what the boss wants – or even what each subordinate thinks the boss wants.” (Bower, 1997, p.2). “It’s because people want to “get ahead” (i.e. move up the hierarchy) so they can boss others.” (Bower, 1997, p.2).

“to become a professional firm instead of a commercial firm requires a real belief in professional standards and determination to follow them. “Commercial” means putting firm income ahead of client interests.” (Bower, 1997, p.16).

 “One of our values is that we have no firm hierarchy. (…) Hence the managing director cannot tell people what to do. So each managing director has to learn to lead.” (Bower, 1997, p.xiii). “I tried never to say anything that would be considered an order. And I found that it was increasingly easy to make suggestions, that is, to persuade people.” (Bower, 1997, p.17). “A constituent cannot be effective (…) if he or she lacks self confidence.” (Bower, 1997, p.49).“Among the direct consequences are an incapacity to summon energy in behalf of purposeful ffort, an unwillingness to take risks, and a fatal timidity when the moment of opportunity breaks.” (Bower, 1997, p.49). “When a company decides to convert from commanding to leading, I suggest that it, too, call its employees “associates” and treat them as Sam did. (…) “our relationship with the associates is a partnership in the truest sense.”” (Bower, 1997, p.61).

“The leader exists to serve those whom he nominally leads, those who supposedly follow him.” (Bower, 1997, p.29). “a person who sets attractive goals and has te abilities to attract followers.” (Bower, 1997, p.7). “the leader must be trusted and respected.” (Bower, 1997, p.7). “trust opens up two-way communication, making it possible for them to achieve their common goals.” (Bower, 1997, p.8). “When a company decides to run its business by leading its people rather than commanding them, constituents will feel free to exercise initiatives.” (Bower, 1997, p.8). “Instead, leaders and constituents work out decisions and take actions together.” (Bower, 1997, p.8).

“I think that perhaps 80% of my work depends on listening to someone.” (Bower, 1997, p.31).

“That not only involves paying close attention, but also asking brief, non-leading questions.” (Bower, 1997, p.32).“They listen to advisers, to customers, to inner voices, to enemies, to the wind. That’s how they get word before anyone else of unseen probles and opportunities.” (Bower, 1997, p.33).“Consider the great competitive advantage to a company of having an open-minded chief executive as a leader and other open-minded leaders positioned throughout the company, all ready to receive and consider ideas and put them to work if their judgements stamp them as useful.” (Bower, 1997, p.34). “I never leave his office without feeling good – not even when he turns me down on something or criticizes me.” (Bower, 1997, p.50).

 “people in a leadership company derive satisfaction from being involved in work which produces products or services that customers buy with increasing satisfaction. And, for everyone, simply belonging to a leadership company will be satisfying in itself.” (Bower, 1997, p.46).

“In a business that is run by a network of leaders, all company leaders – not only the chief executive and a few others – will take the top-management approach and view the business as a whole.” (Bower, 1997, p.55). “It is the function of each of these departments to serve the business as a whole to the end that as much profit as possible may be made.” (Bower, 1997, p.56).

“Many companies keep struggling for a motivating vision. They can’t all be as lucky as J&J. Some may take the form of an advertising slogan. IBM has recently begun using its this slogan: “Solutions for a small planet.” General Electric: “We bring good things to life.” Delta airlines: “You’ll love the way we fly.” United Parcel Service: “Moving at the speed of business.” (Bower, 1997, p.71).

 “But first, I’d like to talk about how a leadership team works. We are going to eliminate hierarchy, which means that we will all become peers. I will no be your boss. We can all disagree with one another, and each of you can disagree with me. If I can’t persuade you, and each of you can’t reach agreement, I will resolve the issue, because as a leader, I’m what they call ‘first among equals’. (…)

Here are two of my most important responsibilities:

First, to develop your self-confidence, so you will feel free to speak up. (,,,)

Next, to think about the company as a whole and to discuss it that way – not to talk just about marketing, but about our competitive position and how we make profits.” (Bower, 1997, p.88).