Philosophy of Leadership

Customer Intimacy. Value.

The world will not trample a path to a better mousetrap if the current model already meets the world’s definition of value. Understanding how the customer defines value and increasing that value is the key to success. Customer value may be only intrinsic to the product (commodity), but it is often extrinsic, (value is in service, sales, or a consultative relationship) or on rare occasions, value can be at an enterprise level (value is in company partnership.) Based on the customer’s definition of value, technology leadership includes the proper marketplace positioning, timing, and distribution model. Good leaders keep their team connected closely to their customers (internal and external) to keep customers coming after it is built.

Define the problem before looking for a solution.

Most often, the suggestion of a new solution is evidence of a real problem. A good leader probes to understand the root problem when new solutions are proposed. The key to true customer satisfaction is defining the real problem. A well-defined problem includes measurable specifications, a schedule, and a budget. A good leader adds value to the team by understanding the marketplace, how the project increases customer’s value, and negotiates the input to maximize the customer’s value.

Solving problems is a team effort.

Good leaders discover and delegate to people’s strengths resulting in successful team utilization and morale. Good leaders identify gaps between requirements and availability and fill the gaps with training, consulting, or hiring. After communicating a clear definition of success, proper delegation to members on a team includes defining the desired outcome, then passing on the authority and responsibility to accomplish the task. It is important to use measurable milestones to follow-up on progress, but not to micro-manage. Good leaders control with a well-defined outcome, not by delegating methods.

Good leaders heartily agree with this proverb’s truth, but often, people only see 1/2 of the truth. Sometimes the problem is just not that hard to solve, and going fast is the right choice. Right-size the team.

Discipline enhances creativity.

Good leaders do not delegate methods, but good leaders do define processes and rules. Defined processes and rules free engineering teams to be more creative because the language for solving the problem and communicating the solution is established ahead of time. True synergy results from understanding the rules so well, that there is team consensus to break the rules when appropriate.

Do not confuse engineering with engineering tools.

Good leaders keep engineers focused on solving problems. Some engineering tools help solve problems, but most engineering tools’ value lies in communicating the solution. It is important to solve the problem first, and then use engineering tools to communicate the solution. Never abdicate the solving or communicating the solution to a tool.

Get it done.

It is a 4-D world. Good leaders Delete, Delegate, Decide, and Do. Given a list of action items, they first DELETE all unnecessary action items that do not add value to the company or the customer. Second, good managers DELEGATE any item on the list that does not require their direct involvement. They prioritize the list: DECIDEing what is first, vital, second, important, and third, optional. Finally, good leaders DO (work through the list starting at the top.)