Too Many Bosses, Too Few Leaders

The Three Essential Principles You Need to Become an Extraordinary Leader

Rajeev Peshawaria

• Publisher: Free Press
• Year: 2011
• eBook ISBN: 9781439197769
• Topic: Business
• Subtopic: Business General
• Index: Business

How did Alan Mulally––an outsider to the auto industry—lead such a spectacular turnaround at Ford? How did Morgan Stanley CEO John Mack keep his company from imploding even as Lehman Brothers collapsed? What is it that enables such extraordinary leaders to galvanize their talents and energy, as well as the talents and energy of those who work for them, to achieve superior performance no matter what challenges they face?

Rajeev Peshawaria has spent more than twenty years working alongside top executives at Fortune 500 companies and training them in leadership, including as Global Director of Leadership Development programs at American Express, as Chief Learning Officer at both Morgan Stanley and Coca-Cola, and as one of the founding members of the renowned Goldman Sachs leadership development program known as Pine Street. He knows precisely what makes the difference between those who are simply bosses and those who are superior leaders, and between those who continue to rise to the top levels and those who get stuck along the way.

In this lively and remarkably empowering book, Peshawaria offers readers the opportunity to experience the highest level of leadership training available in the world. Introducing the three core principles he has observed are the foundation of the best leadership––that great leaders clearly define their purpose and values; that nobody can motivate another person because everyone comes premotivated; and that a leader’s job is not to directly produce results but to create the conditions that will harness the energy of others—he details his unique and proven program for achieving leadership excellence.

Sharing a wealth of illuminating stories, from those of Mulally’s achievement at Ford and Mack’s at Morgan Stanley, to how Harvey Golub and Ken Chenault successfully restored American Express to long-term sustainable growth, how Neville Isdell turned the Coca-Cola Company around, and the continuing prowess of Jeff Bezos in growing Amazon.com, he first reveals how extraordinary leaders marshal and sustain the level of energy in themselves that is required and how they enlist a core group of proficient co-leaders. He then outlines how to harness the energy and talents of those at all levels of an organization, igniting their motivation by following his RED guidelines for addressing their core needs concerning their Role, their work Environment, and their career Development. Finally, he introduces his unique Brains, Bones, and Nerves framework for: developing a clear strategy for competitive advantage (the Brains); crafting an optimal organizational structure (the Bones); and fostering a highly cooperative and motivated company culture (the Nerves).

Filled with specific tips about the vital questions to ask and simple but powerful steps to follow, Too Many Bosses, Too Few Leaders is a manager’s essential tool kit for long-term superior performance.

PART ONE

Self- and Team Leadership

1

ENERGIZE The Self: Self-Leadership

Imagine you are twenty-four years old. It is the 1980s and you have just been offered a promotion to a highly visible job in a prestigious international bank headquartered in New York. The new job entails the opportunity to travel the world in first class, and to work closely with a very influential senior person who could help boost your career in the years to come. You enjoy both the prestige and the substance of your current job at the bank, but this new opportunity offers you a chance to succeed in ways you never thought possible. Imagine also that you grew up in a middle-class family with humble means, and that you still have student loans to repay. Now think about what you would do if, even as you are considering this new job, someone suggests you instead quit working at the bank to work as an ambassador of African women at the African Development Bank, focusing on women’s development?

Even if you had dreams of making a difference and helping the underprivileged, conventional wisdom would suggest focusing on building a successful career first, then using your wealth and your power to make a difference later. However, if you were Jacqueline Novogratz, founder and CEO of the Acumen Fund, you would go to Africa instead.

When Jacqueline was just six, she dreamed about changing the world. When she told Sister Theophane, her teacher at the Catholic school she attended, that she wanted to become a nun, she learned a lesson that she never forgot. “Regardless of what you become,” said Sister Theophane, “always remember, to whom much is given, much is expected. God gave you many gifts and it is important that you use them for others as best you can.” From then on, Jacqueline continued to clarify her thinking and ask herself what she wanted out of life. When she reached the point where she had to decide between Africa and Chase Manhattan Bank, her choice was clear. By this time, she was beginning to acquire greater clarity about the two most important foundations of personal leadership—her purpose and her values. This clarity gave her the energy needed to embark upon an unexpected course, and to stay the course despite the difficulties involved. The more I read about Jacqueline, the more impressed I became with her as a leader. I wanted to know where she finds her energy, how she manages to stay the course despite everything that comes her way, and how she motivates the people who work at Acumen. So I arranged to meet with her for a long interview.

From the moment I started talking with Jacqueline, I could feel her energy. I started by asking her to define her purpose, and her face immediately lit up with excitement. Her enthusiasm for her work was so strong that I could not help but feel energized myself. I had to hold back my urge to tell her how impressed I was with her vision and her work, and how much I wanted to help. “The metapurpose,” she said, “is to create a world in which everyone, including the poorest of people, have access to affordable, quality goods and services so they can make their own choices. I have a deep, deep belief that dignity comes from choice, and the vision is a world where people have the ability to make their own choices. We are trying to achieve this vision through Acumen, which combines small amounts of philanthropic capital with large doses of business acumen and innovation to build enterprises that serve vast numbers of the poor—providing them critical goods and services like health care, water, housing, and energy, at affordable prices. So while Acumen is the tactical vehicle to achieve the purpose, the actual purpose is much more spiritual.”

Today, Acumen invests philanthropic capital in social enterprises around the world, mostly in the form of loans or equity, to help build organizations that can sustain themselves financially over the long term while providing solutions to the problems of extreme poverty. Based on the belief that pure charitable aid misses the mark and often creates corruption, Acumen operates in the space between pure charity and pure commerce. Using the rigor and expertise of for-profit businesses, Acumen invests in and helps social enterprises become successful and self-sufficient. By lending money instead of granting it, and by providing other support in terms of business planning, hiring, and marketing, Acumen builds metrics for success into the plan, and holds entrepreneurs accountable for delivering results. From its humble beginnings in 2001 with seed capital from the Rockefeller Foundation, Cisco Systems Foundation, and three individual philanthropists, Acumen has grown into a $50 million fund financing and guiding social enterprises in the United States, United Kingdom, Tanzania, Kenya, Pakistan, India, and East Africa. Jacqueline built Acumen brick by brick through years of unwavering resolve and hard work. I asked her how she found the energy to stay the course despite all the obstacles and dangers she faced along the way, and she said, “Among other things, it was by constantly reminding myself about what I am on this earth to do.”

I wanted to know how Jacqueline conceptualized and ultimately settled on her purpose. It became clear as she narrated some early experiences. When Jacqueline started her career at Chase Manhattan Bank, she attended the bank’s rigorous credit training program. Soon after the program, she joined a group of sixty young bankers in a department called Credit Audit, and traveled the world to examine the quality of the bank’s loans, especially in troubled economies. It was during these travels (to Latin America and elsewhere) that she first experienced the coexistence of extreme poverty and vast wealth, and began to feel a strong desire to make a difference. Wherever she looked, the gap between the rich and the poor was stunning, and she began to think about ways in which the poor could also have opportunities to succeed. She started at the obvious place, her own bank, and asked her boss about investing at least some capital in lending to the poor. Predictably, that conversation went nowhere. Her boss argued that the high transaction costs of small loans and lack of collateral among the poor made such a business unfeasible. In addition, the poor were entrapped by a “culture of poverty” and that meant that no one would repay the loans. The conversation only increased Jacqueline’s resolve. As I have said before, the difference between leaders and bosses is that while leaders are deeply moved by the inadequacies of current reality and decide to do something about them against all odds, bosses (or nonleaders) learn to cope with the present and don’t do anything about it. Clearly, Jacqueline was a leader in the making and wasn’t going to stop at one rejection. Soon after this meeting with her boss, she resigned from her job and decided to join the African Development Bank and head out to Africa. She had all kinds of doubts about giving up a lucrative career, and about losing the prestige of being an international banker, but the dream of making a real difference trumped those fears. During her two years in Africa, she faced no shortage of challenges, including a bout of malaria, threats to her safety, language barriers, and the lack of connectivity to the outside world in those pre-Internet days. Yet, by the time she boarded the plane back home, she had started the first bank for the poor in Rwanda, quadrupled the daily income of a group of women running a small bakery business, and learned a great deal. Her experiences in Africa further strengthened her resolve to combine business and charity as a more powerful way to address the problems of poverty.

To prepare herself for the next phase of life, she joined the Stanford MBA program. After finishing business school, she joined the Rockefeller Foundation, where she stayed for nine years before starting Acumen. When she discussed with Sir Gordon Conway, then president of the Rockefeller Foundation, her idea of creating a different kind of institution, one that straddled the best lessons of philanthropy and proven business approaches, she received a very different response from that given by her boss at Chase Manhattan years earlier. She explains the meeting as follows in her book, The Blue Sweater: Bridging the Gap Between the Rich and the Poor in an Interconnected World:

“How different is it from the work of foundations today?” he asked.

The biggest difference, I said, is that we wouldn’t simply make grants, but we would invest in entrepreneurs who have vision and ability to solve local problems with market-driven ideas and approaches. We would hire creative people with the ability to read financial statements and balance sheets, not just budgets. We wouldn’t focus on specific projects, but instead direct our efforts toward building strong organizations that we would gradually help bring to financial sustainability.

To her surprise, Gordon asked her to take a few months to explore the idea while still working at the foundation. At the same time, another alternative arose. A major financial institution approached Jacqueline to build a $100 million-plus philanthropic program for its clients. Again she was faced with a difficult choice. The philanthropic program offered her access to people of power, plentiful financial resources, and seven times her salary at the Rockefeller Foundation. On the other hand, there was the freedom of building the Acumen Fund—exactly what she wanted to do, although it involved a lot of uncertainty and risk. Needless to say, she chose the latter, and began raising money to start Acumen. Despite the abundance of naysayers, by early 2001, Jacqueline and her founding team had created a business plan and had raised $8 million in philanthropic capital. Soon they began investing in the ideas of social entrepreneurs in India, Pakistan, and Africa. Today, the fund manages over $50 million in capital, and is making a serious difference in the lives of the people in communities where they invest. To fully understand the work and the impact of Acumen, consider just two examples.

India’s 650,000 rural villages house approximately 71 percent of the country’s 1.1 billion people. Most of them live without easy access to trade, government, business, and health services. To access information available at the fingertips of the urban population, villagers need to travel long distances, often forgoing daily wages in the bargain. There are no telephones or computer and Internet services available in most villages. This makes it easy for intermediaries to demand hefty cuts and high fees to enable villagers to participate in the country’s economy.

The increased availability of information and communication technologies can significantly help rural populations to participate more actively in the economy, and to receive fairer remuneration for their goods and services without having to go through corrupt intermediaries who extort from them. Drishtee.com, a social enterprise dedicated to helping the rural poor, is in the process of establishing a network of tele-kiosks, one in each village, to alleviate this problem. A tele-kiosk is a small office operated by a local entrepreneur, and usually has a phone, a computer, and a camera. Villagers walk up to the kiosk to get a range of services like accessing information on current crop prices, receiving computer training classes, or making long-distance calls. The kiosk operator charges a small fee for the services, and shares a part of the profit with Drishtee. In return for connecting them to consumers, Drishtee also receives a commission from service providers like telecom operators and crop buyers. According to Satyan Mishra, CEO of Drishtee—which means “vision” in Hindi—every dollar spent on connecting the country’s 300 million poorest citizens to the national economy yields twenty dollars of social benefit. With several thousand kiosks already established, Drishtee’s vision is to provide kiosks for each one of India’s 650,000 villages. Acumen has invested a total of $1.6 million ($1 million in the form of equity and $600,000 as debt) in Drishtee to help facilitate the expansion of the tele-kiosks. In early 2008, Drishtee began expanding more quickly than Starbucks did in its early years, opening about four kiosks a day. By the fall of that year, the company was operating in more than four thousand villages, creating more than 5,300 jobs and serving 7.5 million people.

Another of Acumen’s impressive contributions is preventing deaths caused by malaria. The disease kills anywhere from one to two million people each year, 90 percent of whom are in Africa. While there were many reasons for the spread of malaria in Africa, the nonavailability of affordable bed nets was certainly one of them. If insecticide-treated bed nets were more easily available to people, they would help keep malaria-carrying mosquitoes away and allow people to sleep more peacefully.

Sumitomo Chemical Company of Japan had already developed a method of impregnating a polyethylene-based netting material with organic insecticide and created a bed net that could last five years. The challenge was to find a manufacturer in Africa that could take this new technology and produce these bed nets locally. Acumen’s team not only identified A to Z Textiles as the company to do this, but also provided a loan for the first bed-net weaving machines. With Acumen’s initial help, Anuj Shah, CEO of A to Z, went on to ultimately employ more than seven thousand women to produce 16 million nets a year, saving thousands of lives.

These are just two of a host of examples of the positive changes that Jacqueline’s Acumen Fund is helping create. Jacqueline is a perfect case in point of how once you are clear about your personal sources of energy, virtually no obstacle will be insurmountable. Very early on in her life, she began to ask herself what she really wanted to achieve and what principles would guide her pursuits. Once she attained clarity on those issues, there was no looking back. “I did not want to become old at 35, and knew instinctively that a combination of service and adventure could lead to a life of passion and constant renewal,” she writes in The Blue Sweater.

The old saying is true: Lead your...

Table of contents

• Cover
• Description
• Title Page
• Copyright Page
• Dedication
• Contents
• Introduction
• Acknowledgments
• Part One: Self- and Team Leadership
• Part Two: Enterprise Leadership
• At a Glance: Summary of the Tool Kit
• References
• Index
• About the Author
• Back Cover