Management Consultant Leslie Kossoff discusses her second management book, "Executive Thinking: The Dream, The Vision, The Mission Achieved", with Tom Brown (MG) of Management General and John Reh (MGT) About Management Guide.
LK This is probably the biggest problem I have had with the executives with whom I've worked. In many cases they have become so used to not seeing their goals achieved that they have unconsciously lowered those goals so that, even if they are not building the organization of their dreams, at least they are seeing some successes. For them the challenge is to re-open their thinking and access back to what they had dreamed before - even if they have not been able to achieve those goals in the past. Once they have done that and added what they have learned they can expand their dreams to new heights.
MGT Is executive thinking (dare to dream) why startups achieve so much so fast
LK Yes, but it is also why they are so terribly unprepared for the growth that comes with success. It is much harder to grow a dream into maturity. I think that that is why we are seeing so many entrepreneurs come clean from the beginning that they are not even planning on growing their company or taking it public but have designed it simply for acquisition by one of the bigger organizations.
MGTLeslie, can I go back to Deming if you have time?
LK Of course.
MGT Can we apply Total Quality to the practice of leadership?
LK The simple answer is yes. Total Quality is based on the precept that any waste occuring within the organization should be stopped. (Remember, Deming was a statistician and the whole theory underlying Total Quality was based on the idea that if you remove variation, you remove waste.)
And, to be fair, Deming never acknowledged "total quality" per se. (I had to say that to keep things on the up and up.)
As far as leadership and Total Quality, that was really what Deming was trying to get at. If leaders are clear and consistent about their goals for their organizations, then the people and processes will be allowed to work at their optimum levels.
That was the thinking behind Executive Thinking, as well. It is, in effect, a prequel to being able to successfully implement any change or other process in any organization most efficiently and effectively.
MGT Leslie, Tom knows leadership is my big hot button. I don't believe there is enough leadership in management in America today. Your book, and this chat, have given me a great new slant from which to continue to attack that problem and I sincerely appreciate it.
LK It is my pleasure. If there is any way I can help, say the word.
I agree with you about the lack of leadership and am very concerned. Right now we are in the upside of the cycle (I don't care what those new economists say about there not being any cycles anymore) and I do not think we are prepared for how to handle the downside - especially since so many of our managers have only held their positions when things have been good.
(Ed. note: This interview took place on March 22, 2000, well before the collapse of the "new economy".)
MG I've said for years that what companies TRULY need is managerial leadership! Leslie, THANK YOU for being available for this.
LK Thank you both - and, John, thank you for the opportunity to participate. I will always be happy to do so again.
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