Leadership Wisdom from the Monk Who Sold His Ferrari: The 8 Rituals of the Best Leaders. Робин ШармаЧитать онлайн книгу.
I have little time to reflect on the past. I still work hard, about eighty hours on a good week. I haven’t taken a real vacation in years and I’m as hard-driving, ambitious and competitive as I was the day I started work as a twenty-three-year-old kid at Digitech Software Strategies. Until I had the good fortune to meet a very special teacher a relatively short while ago, I still tried to do too much and micromanage every aspect of the business. I knew this was a weakness, but I seemed to have succeeded in spite of it.
Until that most memorable meeting, which I am about tell you about in greater detail, I still had my bad temper, a characteristic that had only worsened as the pressures on me had grown along with my business. And, despite the passage of time, I still had a hard time managing and motivating people. Oh sure, my employees listened to me. But it was not because they wanted to—it’s because they had to. They had no loyalty to me and no real commitment to the company. Fear rather than respect seemed to be the reason they would carry out the commands I issued from my palatial executive suite. It seemed all my power stemmed solely from my position. And I knew that was a bad position to be in.
Let me share a little more with you about the challenges I faced as the leader of a fast-growing company in these turbulent and change-crazed times. Despite the expansion of our business, morale had plummeted. I had heard through the grapevine that some people were saying we had grown too quickly and that profits had become more important than people. Others complained that they were being forced to work too hard with not enough resources to support them. Still others complained that the tremendous change they faced on a daily basis, ranging from innovations in technology to new structures within the bureaucracy, left their heads spinning and their bodies tingling with stress. There was little trust, low productivity and even less creativity. And from what I could gather, nearly everyone in the organization believed that the blame for the problems rested squarely with one person: me. The consensus was that I just did not know how to lead.
Though GlobalView Software continued to grow, the indicators started to show that we might be headed for our first loss in many years. Although our programs still continued to sell, we were losing market share. Our people were simply not as innovative and inspired as in the early days. As a result, our products were not as welldesigned and unique. To put it simply: people just didn’t seem to care anymore. And I knew that if allowed to continue, that mind-set would eventually spell the end of our company.
Signs of apathy were everywhere. Offices were disorganized and people were consistently late. Christmas parties were poorly attended and teamwork was almost nonexistent. Conflict was routine and initiative poor. Even our new manufacturing facility began to show signs of disrepair and neglect, its once gleaming floors now littered with trash and grime.
Remarkably, all that has changed. GlobalView Software Solutions is a truly excellent company again. And I know we are growing to be even better. Our organization has been transformed through the application of a very special leadership formula given to me by a very special man. This simple yet extraordinarily powerful system has brought back the excitement that once pervaded the entire company, inspired our people to new heights of commitment, sent productivity soaring and caused our profits to skyrocket beyond even my wildest dreams. Our employees have become deeply loyal and dedicated to our shared vision for the future. They work as a dynamic and highly competent team. Even better, they love coming to work and I love working with them. We all know we have discovered something magical and we know we are now headed for something very big. Just last week, Business Success magazine featured me on the cover. The heading read simply, “The GlobalView Miracle: How One Company Grew Great.”
So what is this miraculous and time-honored leadership formula that has made me the toast of the business community? Who was this wise visitor who revolutionized our organization and showed me how to become the kind of visionary leader these topsy-turvy times call for? I know with all my heart that the answers to these questions will change the way you lead as well as the way you live. The time has come for you to discover them.
CHAPTER TWO A Monk in My Rose Garden
It was a bizarre scene. Now that I reflect on it, I still cannot believe it happened. I had just come out of my regular Monday morning meeting with my managers after hearing that GlobalView’s fortunes were going from bad to worse. In the meeting, one manager had informed me that some of our top programmers were thinking of going to work for a smaller company where their efforts would be more appreciated. He also said that the relationships between management and nonmanagement were growing more strained by the day. “They don’t trust us anymore,” he said angrily.
Another manager added, “Not only that, there’s no teamwork in this place. Before we got so big, everyone would help one another. People truly cared about a job well done. In the old days, if we were under a deadline to ship out a big order, I still remember all of us would work together, sometimes late into the night. I even remember times when the programmers and managers rolled up their sleeves to help people in shipping seal boxes and get them ready for loading onto the delivery trucks. Now it’s every person for himself. It’s a bunker mentality. I really can’t stand it anymore.”
Though I remained uncharacteristically calm during the meeting, I broke into a sweat as I walked down the long hallway that linked the boardroom to my office. The tension of the past few months was killing me, and I knew I had to do something to stop the company’s downward spiral. I just didn’t know who to talk to or what to do. Sure, I could hire a team of consultants to offer some quick-fix solutions to the problems that plagued us. But I felt I had to dig deeper to strike at the roots of what had caused us to go from being a visionary company full of passionate and compassionate people to a bulky bureaucracy where people could not wait for closing time.
By the time I reached my office, perspiration dripped off my forehead and my shirt was soaked. My executive assistant, seeing my state, rushed toward me and grabbed my arm. As she escorted me to the plush leather couch that sat next to one of the many floor-to-ceiling bookcases in my imperial office, she asked if she should call my doctor or perhaps even an ambulance. Not even giving her the courtesy of a reply, I lay down on the couch and closed my eyes. I had read somewhere that visualizing a soothing scene in the mind’s eye was a great way to calm down after a stressful encounter. And so I did my best.
Just as I began to relax, I was startled by a loud noise. It sounded as if someone had thrown a rock against one of the windows in my office. I leapt to my feet and ran to the large main window in search of the culprit. But I could see no one. Maybe the stress I had been suffering from was playing games with my imagination. As I slowly returned to the couch, it happened again, but this time even louder. ‘Who could it be?’ I wondered, thinking I should have my assistant call security immediately. ‘Probably another disgruntled computer programmer pushing his luck with the boss,’ I thought, growing even more annoyed at the disturbance. I darted to the window yet another time and, this time, saw a figure standing in the center of the sweeping rose garden that my second-floor office overlooked. As I squinted my eyes and looked more carefully, I was shocked by what I saw.
It was a striking young man who appeared to be wearing a hooded red robe, the kind I’d seen the Tibetan monks wear on a trip that I had made to that exotic land more than a decade earlier. As the rays of the sun illuminated the handsome, unlined face of the stranger, his robe flapped in the light wind, giving him a mysterious, almost ethereal appearance. He had a big smile on his face. And on his feet he wore sandals.
After realizing this was not some hallucination of an overworked CEO whose company was slowly sliding into oblivion, I pounded on the window in anger. The young man did not move. He remained in a fixed position and kept smiling. Then he offered me an enthusiastic wave. I could not stand this kind of disrespect. This clown was trespassing on my property, spoiling my rose garden and clearly attempting to make a fool out of me. I immediately commanded my executive assistant, Arielle, to call security. “Have them bring our strange visitor up to my office right now, before he gets away,” I ordered. “He needs to be taught a lesson—the likes of which he will never forget.”
Within minutes, four security guards were at my door,