Leadership - Without Warning

Posts Tagged ‘Leadership’

I Got Outcoached in a Big Way

Monday, March 28th, 2011

In recent years, NCAA’s March Madness basketball tournament has had a few upsets, a few memorable moments and a few captivating quotes. This year’s memorability quotient has reached new heights which includes:

Four teams with a combined 37 losses and a combined winning percentage of .755, second lowest since 1985.

Four teams whose combined seeding equals 26, breaking the record of 22 in 2000.

Not a single No. 1 seed for only the third time since seeding began in 1979.

Not a single No. 1 or No. 2 for the first time.

No surprise then, that out of the 5.9 million entries in the ESPN bracket contest, only two had this foursome making its way to Houston. Did they go on a hunch? Or just tie on a blindfold and throw darts at the bracket?

While this year is special, from my perspective, the coach and the team to watch from a leadership/team perspective is Brad Stevens and the Butler Bulldogs. Last year they were the Cinderella story almost beating Duke in the NCAA Championship game. This year, they’re back to their old tricks of playing the underdog role and toppling giants. And its Brad Stevens that I think leaders need study, understand and possibly emulate. Following Butler’s upset of Florida, this is what Brad Stevens said about his team and Florida’s coach, Billy Donovan.

“They (Butler’s players) carried their coach today in a big way. I was saying I got outcoached in a big way.”

This comment probably caught most off-guard, wondering how Stevens could even make such a statement. Was he simply playing his team’s underdog role to the max? Did he really mean it? Or was he simply giving credit where credit was deserved - to his players?

Let me change gears here for a second. Last week, the New York Times ran a story about Google’s quest to identify what it took to be a good boss. Their search looked at quantitative and qualitative data, from which they identified 8-key criteria. They being:

Be a good coach.
Empower your team and don’t micromanage it.
Express interest in team members success and personal well-being.
Don’t be a sissy - be productive and results oriented.
Be a good communicator and listen to your team.
Help your employees with career development.
Have a clear vision and strategy for the team.
Have key technical skills so you can help advise the team.

At first glance, these leadership traits have been taught for decades. Nothing new. Nothing fancy. No surprises. Pretty basic stuff. Yet its reassuring that the simple basics of being a good boss remain relevant in an era of “whats new lately” can dominate leadership classes. So let’s get back to Brad Stevens and the Butler Bulldogs. I’m of the opinion that the question about whether Brad Stevens was outcoached or not isn’t even relevant. I think the question should be, “Who is the better leader/boss?” Because I’m coming to the conclusion that Brad Stevens is a pretty darn good coach, however he is a brilliant leader/boss. This is why the Butler Bulldogs have returned to the Final 4 two years in a row. It’s why his players give 110 percent and don’t choke under the heat.

Just maybe, schools are doing a pretty good job of recruiting coaches, however they need to do a better job of finding leaders. I think its that plain and simple.

What do you think?

Tags: Billy Donovan, Brad Stevens, Butler Bulldogs, Coaching, Florida, google, Leadership, March Madness, NCAA
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The Business of Second Chances

Tuesday, March 22nd, 2011

It’s March Madness time and thought it would be appropriate to revisit two popular postings that still ring true today. So here’s the first, “Second Chance Points.”

I’ve been intrigued with the David vs. Goliath story that unfolded over the past month, aka Butler vs. Duke in the NCAA Basketball Tournament. It’s been a story few could have imagined, and am certain will be a movie in the future. It rates right up there with Herb Brooks and the 1980 Olympics, where the US Men’s hockey team upset the highly favored Russian team, and eventually took Gold. Despite the phenomenal storyline, there is an integral business and leadership lesson that lies in each of these stories. This being “Second Chance Points.”

CBS analyst and commentator Clark Kellogg in his coverage of the Road to March Madness introduced me to the importance of Second Chance Points and Points off Turnovers (Part 2). In basketball, second chance points occur when there is a missed shot and the team on offense gets the rebound or recovers the ball following a missed shot and scores. If a team is aggressive, smart and talented, they get more second chance opportunities and second chance points than the opposition. How does this relate to business success or leadership?

Nobody bats a thousand every day. And from time-to-time, even the most disciplined businesses and leaders mess up. An order was incorrectly shipped. A client sales call didn’t go smoothly. A deadline was missed. A product recall is initiated. An employee didn’t follow through on a commitment they made. If you’re a competitor, you realize the potential for picking up new business increases exponentially when the competition messes up. However, on occassion good companies get a second chance - great companies almost always get a second chance. They get a second chance because they have developed a deep relationship with their customers. In essence, the company’s value proposition is always greater than the product or service they sell. And because the value proposition is high, they are given a second chance. And if they leverage their second chance opportunity, they’re even able to score points off of the initial miss. Think of these contrasting companies and second chance points. Which companies have been able to leverage second chance opportunities?

Southwest Airlines vs. Delta, American or Spirit Airlines
Apple vs. Microsoft
Google vs. AOL or Yahoo
Netflix vs. BlockBuster

I’d suggest that Southwest, Apple, Google and Netflix are positioned to leverage Second Chance Points. Because when you’re given a second chance, you have the luxury of being able to learn from your mistakes. When you aren’t offered a second chance, you die by your mistakes. This is why companies must fight their way to earn the right to be given a second chance.

So what do organizations need to do to position themselves for Second Chance Opportunities and Second Chance Points?

Build deep relationships with customers, employees, and suppliers.
Remain true to the Vision and Values of the organization.
Acknowledge missed opportunities, fix them and learn from them.
Celebrate Second Chance Points when they occur.
Never take for granted that you will be offered a second chance.

Second Chance Points are huge strategic advantage when you’ve earned them, because it makes it more difficult for competitors to displace you.

What do you do to earn a second chance with your customers? And let’s not forget, second chances also relate to your employee engagement.

Tags: Leadership, second chance points
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Two Kinds Of C.E.O.

Thursday, February 3rd, 2011

Over the past 6+ years, I’ve spent most of my time working with business executives of small to mid-sized organizations under the Vistage International umbrella. It’s work that is fulfilling and business owners often see a huge impact in their business. I think I would call it - “the small business competitive advantage.” Over the years I’ve worked with many companies that were able to maintain their positive momentum because they received critical insight from their peer group and from me, their business coach. For me, there is no higher calling than to assist small business growth in a world marketplace. I therefore was introduced to a recent article in the NY Times featuring Raphael Pastor - the CEO of Vistage. It goes:

I recently had an interesting conversation with Rafael Pastor, the chairman and chief executive of Vistage, a leading organization for chief executives. He relayed a story that one of his members had told him. This particular C.E.O. has a school-age son who came home one day and asked if his father would call himself something other than a C.E.O. It seems that the boy’s classmates were giving him a hard time about the fact that his father runs a company — as if it were something to be embarrassed by. My first thought was, “What?” Maybe I could understand it if his father were a politician! But then I started thinking….

Anyone who understands advertising knows that repetition is the key to creating a “brand.” Unfortunately with all of the reports of greed, dishonesty and incompetence, the C.E.O. brand is now pretty well established. But there’s an aspect of this that is not well understood. There are actually two kinds of C.E.O. — those who run big public companies and those who own and operate smaller, privately owned companies.

Let me be clear: this is not about big-company chief executives being greedy and small-company chief executives being honorable. It is about how connected the C.E.O is to the success of the company. It is about the consequences if things don’t work out. It is about how much risk the C.E.O. assumes. While it’s not uncommon for public company chief executives to walk away from their jobs with millions of dollars for their trouble and for the trouble they cause employees and stockholders, small-company chief executives rarely get to do that.

Commitment is what makes small business great, and at the same time can make it frail. Mr. Pastor then states:

To many, betting the house may seem an insane risk to take. And maybe it is. But if small-business owners weren’t willing to take that risk, there would be far fewer small businesses in America. You see, many entrepreneurs are what I would call “all in”: all of their money, most of their time, and most of their ego and self worth and pride are involved. Sometimes they put too much in, at the expense of their families and general well-being…

But the fact is that when small company chief executives fail, they often face dire consequences. And that’s an aspect of business ownership that is rarely noted in the glamorized view of entrepreneurship that we frequently see portrayed. Nor is it fully understood by public officials who always seem eager to have small businesses borrow more aggressively and hire more aggressively.

I encourage you to read the article in total - it’s spot on. Entreprenuership is what made the U.S. great. And as this article states, most of the time its an “all in” game. Need I say more. Let’s honor those entrepreneurs we know and support them so they’re able to accomplish really great things.

Tags: CEO, entreprenuers, Leadership, Raphael Pastor, Vistage
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What We Can Learn From March MADNESS

Monday, March 29th, 2010

Two weeks ago, the NCAA selected the top college basketball teams across the country by offering them an invite to March Madness. Four regions with 16 teams each. Each region would have a Number 1 seed. Kansas, Syracuse, Duke and Kentuckywere given the Number 1 seeds. And within days following the selection, the madness began. In fact one report circulated that the number of scheduled vasectomies increases by 50 percent the day before the first tip-off of March Madness. It appears the recovery time from this procedure is two days, which means two days to watch basketball non-stop with a doctor’s order to do nothing but rest and relaxation. For some, this is evidently a win-win scenario.

Despite the rampant enthusiasm that can surround March MADNESS, several leadership lessons are noteworthy. Some of these being:

1. Winning Teams Get Better: Winning teams figure out how to be at the top of their game. This is accomplished through conditioning, coaching and creating that “can do” confidence.
2. The Best Team Doesn’t Necessarily Win: This year’s tournament has been filled with unexpectant upsets. In fact only one #1 seeded team advanced to the Final Four, this being Duke. In business and basketball, major upsets occur everyday.
3. Competitive Advantage: Basketball coaches and business leaders must identify their competitive advantage and then figure out how to leverage it in the marketplace. This is achieved by understanding the market, asking lots of questions, and then leveraging your advantage(s) to achieve success.
4. Leverage Talent: Winners simply figure out how to leverage talent, and then figure out how to utilize it to their advantage.
5. Respect the Opponent: Upsets occur everyday in basketball and business. Teams win because they want to win, not because they deserve to win.
6. Good at the Little Things: Great teams spend a lot of time on doing the basics really well. And when you look at how teams lose, it can often be tied back to how they fail at the little things.
7. Momentum: Momentum is often overlooked, however its importance is paramount. Winning teams know how to build momentum over a season, and how to leverage it second-by-second in a game. In the game of business, momentum is integral to success.
8. Communication: Winning teams know how to communicate really well. They listen. They watch. They move to the open spot on the floor.

March is a special time of the year, especially for basketball fans. For many players, its the end of the season and the end of their careers as basketball players. However, the lessons learned on the court can be directly transferred to life and to business. Unfortunately, too many athletes forget these important lessons. At the end of the day it boils down to talent, leadership and team, and this is what makes basketball, business and March Madness special.

Tags: basketball, competitive advantage, Leadership, little things, March Madness, Momentum, Talent
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LA Museum Of Contemporary Art’s Silent Problem

Monday, July 6th, 2009

Silent problems can become a major disruption when they finally surface as a Without Warning Event. In fact, I’m convinced that silent problems are the No. 1 cause for business failure. If that isn’t a wake up call, it should be!

Today, I read a fascinating story over at Weekly Leader from December, 2008. It discusses the numerous challenges occurring over at the Los Angeles Museum of Contemporary Art. Here are but a few of the interesting silent problem sound bites from the article.

Leading a nonprofit organization is a very tricky endeavor. The ultimate authority rests with volunteer leadership who more often than not are successful, busy people who are not subject matter experts so they must rely heavily on paid staff. The nonprofit executive director often has one of the loneliest jobs in the world because they are responsible for leading staff and stakeholders in advancing the mission, yet they don’t have level of authority their business sector counterparts enjoy. While what we know is based on media, in MOCA’s case, it appears that the director was able to act as though he was the ultimate authority and in order for the museum to experience so many consecutive significant annual operating loses, the trustees were asleep at the wheel. In any case, a dysfunctional board can wreak havoc on an organization and strains between the executive and the board can make matters even worse. So appears to be the case at MOCA. .. The MOCA story is one of failed leadership, executive and voluntary. Pure and simple.

Failed leadership has become the theme of too many organizations in recent years. These failures cross over non-profit and for-profit boundaries. No organization is exempt. Few leaders are protected. In the end, winners and losers are chosen in a Darwinian environment.

Tags: Leadership, MOCA, silent problem
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The Harvard MBA Oath & Next Steps

Wednesday, June 3rd, 2009

A couple days ago, I wrote about how a few second year Harvard MBA students created a Code of Ethics. I stated:

The initiative now underway represents the starting point, not the end point.
If it is going to stick, its the students that must be leaders in this initiative. Not the School. Not the professors.
Its the students that must lead, embrace and enforce.

Today the MBA Oath is receiving press from around the globe. Students that are signing the Oath is growing exponentially. Some signers include past Harvard MBA Graduates and a few from other MBA schools from around the globe. Could it be approaching a “Tipping Point?”

I still believe that we’re in the early stages of the debate. Debate is good. If this wasn’t important, the discussion wouldn’t be growing. Secondly, what is occurring parallels many stories in my book Without Warning and the launching of a CAP Initiative (I have a process for launching and sustaining such an effort). For instance, the story about how Julie Gilbert started WOLF inside BestBuy. Today, WOLF is integrated into every aspect of BestBuy and has become a competitive advantage. I’d like to encourage the Harvard MBA students heading up the MBA oath initiative to pursue these next steps.

Listen to the debate taking place around the globe and take notes. This is a valuable feedback loop that shouldn’t be ignored and can provide valuable insight.
Revise, clarify and define what you and the Oath truly stand for. Make it dynamic so it can withstand the test of time.
Create a sense of urgency around the Oath and its ultimate goal.
Take it to the next level. Find avenues for academia and the business community to embrace and support the Oath.
Encourage other MBA programs from around the globe to sign-on, and become partners. To truly make a lasting impact will take collaboration and cooperation amongst the hundreds of MBA institutions and their students.
Create a ongoing program whereby students and graduates can discuss the issues of the day in a safe, but carefrontational manner.
Make it visible for the world to see on an ongoing basis.

This is a story that could change the world, or just as easily fail. There a many doubting Thomases out there, having seen and experienced similar programs fail. You have a chance to make a difference. It’s in your hands.

Tags: harvard, Leadership, MBA Oath, Silent Problems
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“Is she a bully, or just a bold leader?”

Tuesday, May 5th, 2009

More than half the top administrators in place when Meria Carstarphen became St Paul Public Schools superintendent in 2006 have left. At the same time, the senior administration has expanded, fueling a 20 percent jump in salary costs for that group. To Carstarphen’s critics, these numbers reflect a bullying management style that has driven away valuable staff, combined with costly administrative reorganizations of questionable value. Carstraphen declined to comment for this story, but her defenders say the turnover is typical for an organization undergoing change… by Doug Belden, Pioneer Press, May 3, 2009

This story raises an interesting and challenging question,”Is she a bully, or just a bold leader?” Personally, I’ve followed Carstarphen’s leadership style from a distance. I’ve interfaced with several leaders inside the St Paul Public School system. I’ve attended school referendum meetings where Carstarphen was present. But who gets to decide the answer to this important question? The school board? The teacher’s union? Staff? Students? Public opinion? If an answer is important, what metrics should be utilized?

As I’ve studied leadership related silent problems inside organizations and written about them excessively on this blog and in my book, Without Warning, the answer to the question, “Is she a bully, or just a bold leader?” is really quite simple. They’re generally both - a bully and a bold leader! For instance I write in Without Warning,

You’re often caught in a mental tug of war deciding between, “This is what I like vs. this is what I dislike about this person.” While the lines may be distinct, they’re rarely conclusive. The “what I like” side of the equation frequently wins out, which means you compromise on numerous other fronts. This in essence becomes a problem that is visible, yet it is being avoided.

From my viewpoint, the bully and bold leader statements fit. In public, my experience supports that she is brilliant on every count. Charming. Outgoing. Engaging. Personal. Decisive. Her vision for a new future bold and proactive. But behind closed doors, stories referenced in the news article and listening to top lieutenants in the district also appear to be true. Words that describe this side include; brutal, forceful, demeaning, autocratic, toxic, intimidating and micromanager. And the mere fact that this story surfaces upon her departure is similar to many silent problems and without warning events.

While the Carstarphen story is newsworthy, it’s not unique. When I meet with clients, I often listen to similar stories with great regularity. Each story is unique, yet the same. The story goes something like, “I work for an individual that is brilliant, yet no one can stand to work for him/her. Moral is down and the work environment is toxic. However, they are brilliant.” Unfortunately,these stories commonly are not being resolved, but rather, only silenced and neglected. At least until the point where they reach a boiling point and it’s unleashed without warning. Yes, bullies can be bold leaders and vice versa. And they can create a huge challenge for an organization.

What to do?

First, it is the role of the board or other outside leadership entity to seek out the truth. This is achieved by going after the truth with a vengeance. For instance, what is the turnover rate? What is happening with customer satisfaction? Does a current 360 assessment exist? What are the rumors around the water cooler? Each of these and other data points will begin to quantify and qualify the problem, if one exists.

Second, if issues surface that are of a concern, attack them head-on. Show them the results that surfaced and put a performance improvement plan in place with clearly identified and measurable objectives. Hold them accountable. If they aren’t achieved, move to step three.

Third, if progress isn’t achieved, make the tough choice. Either accept the bully problem for what it is, and do nothing, thereby accepting the consequences that might result from it. Or, create a plan that deals with the problem, which often means developing a plan to move them out of the organization.

People problems tend to be highly contentious and at times, controversial. However, the data relating to toxic employees (including bully leaders) is conclusive, they’re costly. Under most scenarios, they need to be moved out of the organization or be placed in a position where their brilliance shines through, yet diminishes the toxic side of the equation. Top performing organizations are led by leaders that surround themselves with brilliant people. They’re difficult to find and easy to lose.

Go ahead, tell me your story.

Tags: bullies, Carstarphen, Leadership, silent problem, toxic work enviroment
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The Susan Boyles Leadership Lesson

Wednesday, April 22nd, 2009

Susan Boyles, the overnight sensation thanks to Britain’s Got Talent is a story being told and heard around the world. Within a week, her YouTube clip was viewed over 100 million times. She made front page news at The Washington Post. She’s been invited to appear on Ophrah. And even her idol, Elaine Paige, has invited her to record a duet. Without a doubt, this story was news and is news.

However, is there another story that isn’t being told? Why hadn’t she been discovered before? Why is she unemployed? The answer to some of these questions might be revealed in the first 60 seconds of the clip which can be seen here. Look closely at the facial expressions of the judges and the audience as Boyles presented her dream, she talked about her idol Elaine Paige, and as she revealed her frumpiness. Facial cues would suggest that every judge and most of the audience had written her off before she even got started. Yes, this would be one contestant that would be easy to send home.

However, when Boyles sung her first notes, everything changed. Wonderment. Awe. Bewilderment. Inspiration! And the rest is history. Here were some of the judges comments following her presentation;

Piers Morgan: Without a doubt, that was the biggest surprise I’ve had in three years on this show. When you stood there with that cheeky grin and said, “I want to be like Elaine Paige,” everyone was laughing at you. No one is laughing now… Amazingly, I’m really in shock.

Amanda Holden: I know that everybody was against you. I honestly think we were all being very cynical and that was the biggest wake up call ever…

Now let’s cue the first 60 seconds a second time. Visualize Susan Boyles as if she were a professional singer. She was poised. She exuded confidence. She was polished and prepared. Would the judges and audience have dismissed her before she sung her first note? I don’t think so. The judges would have anticipated her first note, rather than dreading it. Everything would have changed. But then again, the story wouldn’t have been so newsworthy. Because the news wants a story with a surprise, and for that, Susan Boyles delivered on cue.

Personally, I’ve met and at times worked with the Susan Boyles of this world. Their demeanor masks their brilliance. They’re easy to dismiss. They’re awkward to be around. They’re a challenge to have on your team. And yes, Susan Boyles are scattered across our organizations and around the globe.

Too often, talent exists that isn’t being identified and leveraged. It’s going wasted and underutilized. The goal and responsibility of every leader is to identify talent and then provide them the stage to express it. And once you’ve truly “heard it,” figure out how to leverage it for the betterment of the organization and the world. This is the leadership lesson of Susan Boyles.

Tags: Leadership, Susan Boyles, Talent
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Blinded By The Fees

Saturday, April 4th, 2009

From Bloomberg “They were blinded by the fees they were earning” in placing their own clients’ money with Madoff, Galvin said of Fairfield Greenwich. The firm ignored “any fact that would have burst their lucrative bubble,” he said in the complaint.

The Madoff Securities ponzi scheme is classic. It utilized deceipt, avoidance and a fair amount of dancing around the issues to avoid getting caught. And to reinforce the desired outcome, he used money, in the form of fees, to keep awkward inquisitions at bay.

Last week, I wrote here about how some of Wall Street’s sharpest analysts were silenced by their employers. A growing number of analysts who were either critical of the financial sector or were early raisers of red flags in the mortgage market are getting the cold shoulder from their employers, which has led to the analysts being forced out or silenced. Highly regarded mortgage analyst Laurie Goodman, who when she worked at UBS was one of the first researchers to sound the alarm about the dangers of the subprime market, is said to have drawn the ire of UBS brass as her clarion calls crimped the bank’s ability to sell billions in bonds backed by subprime loans.

Likewise, there is an interesting discussion over at the Harvard Business Blog titled, “Are Business Schools to Blame?” I make the case that Silent Problems are a core problem relative to mortgage crisis, financial meltdown… I wrote:

Interesting, yet terrifying discussion. Predicting how humans will react under a given set of circumstances is difficult to simulate, even more difficult to predict. I believe that each of us has a Bozo switch inside us that given the right incentives, following the right leaders, and society encouraging us along the way, can be extremely distructive. Barbara Kellerman illustrates these points perfectly in her book, Followership. My second point ties back to a theme I discuss at length in my book, Without Warning, which relates to silent problems. Organizations will never be perfect organisms. They will always have silent problems on the sidelines being avoided or neglected. I propose how to dislodge these silent problems out into the open for people to see and deal with. I firmly believe that every MBA class must address the silent problem theme, because its the good apples inside the organization that must be held responsible for disclosing the bad apples that are present. This is the watchdog we need and must embrace.

The “Silence” theme transcends each of these scenarios. Silence is not “golden” but rather its toxic. Organizations must break the Silence theme - period.

Tags: harvard, Leadership, madoff, Silent Problems
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What Would Google Do?

Tuesday, March 31st, 2009

Less than 24 hours after the blast across the bow of GM and Chrsler by President Obama, newsmania and blogmania has devoured this event, licking its chops for more. One blog refered to GM as Government Motors. Some profess that GM will go to Chapter 11 as a means to find its new footing. Maybe most interesting, Ford under the helm of Mulally is receiving high praise for the deep restructuring they underwent over the past 2-years. Ford is suddenly the strongest, best managed and best run domestic auto manufacturer. That’s an interesting story unto itself.

So what does GM, Ford and Chrysler have to do with Google?

Jeff Jarvis, a journalist of traditional roots recently wrote the book What Would Google Do (WWGD). It’s one of those questions that could be asked of just about anything. You see, since Google’s meagar start in this world less than 10-years past, it has become a behemoth, with 20,000+ employees. They’ve been a pioneer and a disruptor, taking on Microsoft, Yahoo and others. And along the way, it has created a pretty impressive resume, including phenomenal employee relations. I’m convinced that Google regards their employees as their number one asset. Yet if I were lucky enough to spend a week inside Google and a second week inside GM, I’m certain there would be little similarity. Google has a plan to move forward. GM has a plan to step backwards slowly. Google embraces entreprenuership. GM has a well defined hierarchy that protects the status quo. Google is a disruptor. GM is a protector. Google hires the brightest talent available. GM use to hire the brightest talent available. The list could go on and on.

The comparison of Google to GM is not the point of this blog post. In the March 30th edition of Fortune magazine, the article, “Growing Pains - The Axman Comes to Google - New finance chief Pichette gets tough” by Adam Sashinsky caught my attention. It states:

That’s right: Google, among the most chaotic, prolifigate, unfocused, engineering oriented, and self-proclaimed recession-resistant of organizations, had reached outside the Googleplex for a real business executive and charged him with ensuring that Google’s freewheeling culture wouldn’t become its own worst enemy.

It’s the last phrase “wouldn’t become its own worst enemy” that resonates with me, whether discussing, Google, GM, Ford, Motorola, and millions of other companies. Because this is what so often happens. We become our own worst enemy. Its as if we play Darwin unto ourselves. To prevent Google from a similar fate, Pichette has shut numerous projects, facilities and perks. Layoffs were announced. Hiring has been curtailed. The impact, expenditures have declined and free cash flow has increased.

So what would Google do at GM? My guess is, Google would have the Axman come, and then watch out. And in the end, GM would look significantly different. And I wonder if GM really has the guts to do what it knows it needs to do. Welcome to the world of Darwin.

Tags: cost cutting, gm, google, Leadership, Strategy
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Rodney Johnson - Without Warning