1. Robert Ajemian, “Where Is the Real George Bush?” Time, January 26, 1987, www.time.com/time/magazine/article/0,9171,963342-2,00.html.
2. “Senate History: George H. W. Bush, 43rd Vice President (1981–1989),” www.senate.gov/artandhistory/history/common/generic/VP_George_Bush.htm.
3. For information on the effects of Bush’s lack of “the vision thing,” see This Day in Quotes (blog), www.thisdayinquotes.com/2011/01/george-hw-bush-and-vision-thing.html.
4. John P. Kotter, “What Leaders Really Do,” Harvard Business Review, May–June, 1990, p. 5.
5. Unfortunately, this study is biased toward U.S. business leaders only. Nonetheless, given the United States’s global dominance in business throughout the twentieth century, it remains a valid research scope to find the keys to successful business leadership, even outside U.S. borders.
6. Anthony J. Mayo and Nitin Nohria, In Their Time (Boston: Harvard Business School Press, 2005), p. 354.
7. Arie de Geus, The Living Company (Boston: Harvard Business School Press, 1997), pp. 2–3.
8. In addition, he described these organizations in terms of three other factors, which are 1) their strong sense of identity, 2) their tolerance to activities in the margin, and 3) their conservatism in financing. See de Geus, The Living Company, pp. 4–5.
9. McKinsey Interview, “Bill George on Rethinking Capitalism,” December 2013, www.mckinsey.com/insights/leading_in_the_21st_century/bill_george_on_rethinking_capitalism.
10. Dominic Barton and Mark Wiseman, “Focusing Capital on the Long Term,” Harvard Business Review, January–February 2014, pp. 45–51.
11. “Short-Termism Has Been ‘Hugely Damaging’ for Banks, Says Sir David Walker,” The Telegraph, September 12, 2012.
12. Adi Ignatius, “Captain Planet: An Interview with Paul Polman,” Harvard Business Review, June 2012, pp. 112–118.
13. Francois Brochet, George Serafeim, and Maria Loumioti, “Short-Termism: Don’t Blame Investors,” Harvard Business Review, June 2012.
14. McKinsey Interview, “Bill George on Rethinking Capitalism.”
1. Abraham Zaleznik, in a 1992 retrospective commentary on his 1977 HBR article “Managers and Leaders: Are They Different?” in “Leadership Insights,” Harvard Business Review, 2010, p. 19.
2. Warren Bennis, “Introduction to the Revised Edition, 2003,” in On Becoming a Leader (New York: Basic Books, 2009), p. xxxiv.
3. Abraham Zaleznik, “Managers and Leaders: Are They Different?” Harvard Business Review, May–June 1977.
4. Ibid.
5. John P. Kotter, “What Leaders Really Do,” Harvard Business Review, December 2001.
6. Kevin B. Lowe and William L. Gardner analyzed the content of research articles published in Leadership Quarterly in 2001 and found that a third of them were about transformational leadership.
7. Peter G. Northouse, Leadership: Theory and Practice (Thousand Oaks, CA: Sage Publications, 2012), p. 172.
8. Ibid., p. 186.
9. Kotter, “What Leaders Really Do.”
10. Aristotle, Rhetoric, trans. W. Rhys Roberts, The Internet Classics Archive, http://classics.mit.edu/Aristotle/rhetoric.mb.txt.
11. Michael Maccoby, “Narcissistic Leaders,” Harvard Business Review, January– February 2000.
12. Ibid.
13. A. Grzybowski and P. Aydin, “Edme Mariotte (1620–1684): Pioneer of Neurophysiology,” Survey of Ophthalmology, July–Aug 2007.
1. I don’t know if this story is true. I heard it from someone, who undoubtedly heard it from someone else. That’s how good stories come to life. So if you are Edward de Bono, consider it a tribute to the magnificent work you have done on creativity. If you are not Edward de Bono (chances are . . .), don’t get hung up on the facts and just enjoy the story. We’re in the imagination section, remember?
2. Abraham Zaleznik in a 1992 retrospective commentary on his 1977 HBR classic “Managers and Leaders: Are They Different?” in “Leadership Insights,” Harvard Business Review, 2010, p. 19.
3. Michael S. Sweeney, Brainworks: The Mind-Bending Science of How You See, What You Think, and Who You Are (Washington, D.C.: National Geographic, 2011), p. 170.
4. Fred Polak, The Image of the Future (Amsterdam: Elsevier, 1961), p. 19.
5. Ibid., p. 5.
6. J. Davies, C. Atance, and G. Martin-Ordas, “A Framework and Open Questions on Imagination in Adults and Children,” Imagination, Cognition, and Personality 31, no. 1–2, 2011, pp. 143–157.
7. James L. Adams, Conceptual Blockbusting: A Guide to Better Ideas (New York: Basic Books, 2001), p. 8.
8. J. Edward Russo and Paul J. H. Schoemaker, Winning Decisions (New York: Doubleday, 2002), p. 21.
9. The friend that Fred meets is not a man, but a woman and the mother of the little girl. Both named Susan.
10. Most notably, the Israeli-American psychologist Daniel Kahneman demonstrated structural irrationality in human beings, and won a Nobel Prize for his work in this field in 2002. His lifetime research was summarized in his book Thinking, Fast and Slow (New York: Farras, Straus and Giroux, 2011).
11. Steven D. Levitt and Stephen J. Dubner, Freakonomics (New York: William Morrow and Company, 2005).
12. Sweeney, Brainworks, pp. 7–9.
13. Robert Reich, “Alan Greenspan by Robert Reich,” The Guardian, January 16, 2009, www.guardian.co.uk/world/2009/jan/17/george-bush-alan-greenspan.
14. Scott Lanman and Steve Matthews, “Greenspan Concedes to ‘Flaw’ in His Market Ideology,” Bloomberg, October 23, 2008, www.bloomberg.com/apps/news?pid=newsarchive&sid=ah5qh9Up4rIg.
15. Leon Festinger, A Theory of Cognitive Dissonance (Palo Alto, CA: Stanford University Press, 1957).
16. Paul B. Carroll and Chunka Mui, “Seven Ways to Fail Big,” Harvard Business Review, September 2008.
17. Adam Waytz and Malia Mason, “Your Brain at Work,” Harvard Business Review, July–August 2013.
18. Edward de Bono, The Use of Lateral Thinking (New York: Penguin Books, 1971).
19. Jeff Jarvis, What Would Google Do? (New York: CollinsBusiness, 2009).
20. I’m deliberately steering clear from Apple, as it feels this company has been boasted and hyped enough for its different way of thinking, but that’s personal preference. Technically speaking, Apple would qualify.
21. W. Chan Kim and Renée Mauborgne, Blue Ocean Strategy (Boston: Harvard Business School Press, 2005).
22. Of course, the interested reader should get a copy of the book; this extremely short summary does not do justice to the powerful ideas introduced in Blue Ocean Strategy.
23. “Hotel Concept,” www.citizenm.com/hotel-technology-concepts.
1. Sooksan Kantabutra and Gayle C. Avery, “Follower Effects in the Visionary Leadership Process,” Journal of Business & Economic Research 4, no. 5, May 2006.
2. Steven Johnson, Where Good Ideas Come From: The Seven Patterns of Innovation (New York: Penguin Books, 2010), p. 35.
3. Robert Mottley, “The Early Years: Malcom McLean,” American Shipper, May 1, 1996.
4. Anthony J. Mayo and Nitin Nohria, In Their Time (Boston: Harvard Business School Press, 2005), p. 203.
5. “Leading in the 21st Century: An Interview with Ford’s Alan Mulally,” McKinsey Quarterly, November 2013.
6. Ibid.
7. Jerker Denrell, “ ‘Experts’ Who Beat the Odds Are Probably Just Lucky,” Harvard Business Review, April 2013.
8. Reducing complexity to 2x2 matrixes is something academics and consultants love doing—and for good reason, as explained by Alex Lowy and Phil Hood in their insightful book The Power of the 2x2 Matrix, which provides fifty-five remarkable frameworks that share the 2x2 structure. “The matrix is a clear and helpful starting point to achieving balance and clarity. We regard the matrix as one leg of a three-legged stool. The form of the matrix needs to be applied in a systematic manner (method) and with sensitivity and expertise (mastery). The combination of form, method, and mastery imbues 2x2 Thinking with the power to realize more fully what is possible and to generate solutions characterized by what Bill Buxton, former chief scientist at Alias Research, calls surprising obviousness.” The Power of the 2x2 Matrix (San Francisco: Jossey-Bass, 2004), p. 4.
9. Paul Smith, Lead with a Story (New York: AMACOM, 2012), p. 19.
10. Ellen Langer, Mindfulness (Cambridge, MA: Da Capo Press, 1989), p. 85.
11. Eileen C. Shapiro, Fad Surfing in the Boardroom (Cambridge, MA: Perseus Publishing), 1996, back cover.
12. The Selfish Cynic (blog), http://sethgodin.typepad.com/seths_blog/2013/10/the-selfish-cynic.html.
13. Global Information Industry Center, “How Much Information: 2010 Report on Enterprise Server Information,” January 2011.
14. Malcolm Gladwell, “Blowing Up,” The New Yorker, April 2002.
15. Sigmund Freud, On Sexuality: Three Essays on the Theory of Sexuality and Other Works (New York: Penguin, 1905), pp. 362–362.
16. Michael Maccoby, “Narcissistic Leaders,” Harvard Business Review, January– February 2000.
17. Ibid.
18. Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011).
19. Maccoby, “Narcissistic Leaders.”
1. This is probably among the most unfortunate quotes ever made. It’s often used in the context of bad predictions, but it must be said that Ken Olsen was referring to the application of a computer for managing home equipment and facilities such as lights, sound, and automatic doors. Nonetheless, that too has proved to be wrong over time. It feels only fair to also remember Olsen for his contributions to the world: He was acknowledged as a catalyst of innovation, named America’s most successful entrepreneur in 1986 by Fortune magazine, and ranked number six on MIT’s list of the top 150 innovators in 2011.
2. Warren Bennis, “Introduction to the Revised Edition, 2003,” in On Becoming a Leader (New York: Basic Books, 2009), p. xxvi.
3. Warren G. Bennis and Robert J. Thomas, Geeks and Geezers: How Era, Values, and Defining Moments Shape Leaders (Boston: Harvard Business School Publishing, 2002).
4. Dr. James P. Keen is professor emeritus and former chief academic officer at Antioch College in the United States and coauthor of Common Fire: Leading Lives of Commitment in a Complex World (Boston: Beacon Press, 1997) and Leadership Landscapes (London: Palgrave Macmillan, 2008).
5. W. Chan Kim and R. Mauborgne, Blue Ocean Strategy (Boston: Harvard Business Review Press, 2005).
6. Bronwyn Fryer and Thomas A. Stewart, “Cisco Sees the Future,” Harvard Business Review, November 2008.
7. Sreedhari Desai and Francesca Gino, “Defend Your Research: Adults Behave Better When Teddy Bears Are in the Room,” Harvard Business Review, September 2011, pp. 30–31.
8. Ibid.
9. A. G. Greenwald, M. R. Banaji, and L. A. Rudman, “A Unified Theory of Implicit Attitudes, Stereotypes, Self-Esteem, and Self-Concept,” Psychological Review 109, no. 1, 2002.
10. J. A. Bargh, M. Chen, and L. Burrows, “Automaticity of Social Behavior: Direct Effects of Trait Construct and Stereotype Activation on Action,” Journal of Personality and Social Psychology 71, 2, 1996.
11. With thankful reference to my good friend Tom Cummings, who originally came up with the name when we first started to work with the materials, in the “good ole days.”
12. Specifically, the idea was to show that the current policies aimed at separating batteries and subsidizing home solar panels are not nearly enough to tackle the long-term sustainability challenges facing us today.
13. Wayne Burkan, Wide Angle Vision (New York: John Wiley & Sons, 1996).
1. Miles D. White, “The Reinvention Imperative,” Harvard Business Review, November 2013, p. 42.
2. Stefaan Michielsen and Michael Sephiha, Bankroet (BrusselsTielt: Lannoo-de Tijd, 2009), p. 58.
3. As it later turns out, the other two parties are the Royal Bank of Scotland Santander. But Orcel keeps that a secret at this stage. Michielsen and Sephiha, Bankroet, p. 62.
4. Nassim Nicholas Taleb, who wrote The Black Swan (New York: Random House, 2007), exposed the importance of understanding the impact of highly improbable events, which is metaphorically expressed by the black swan, a variety that did not exist as all swans were white. Until they found one . . .
5. Leon Festinger (1957), Fritz Heider (1946), and Theodore Newcomb (1953) provide the earliest theories in how the desire for consistency acts as a motivator for behavior.
6. Robert B. Cialdini, Influence: Science and Practice (Harlow: Pearson Education Limited, 2014), p. 60.
7. Ibid., p. 58.
8. R. H. Fazio, J. Blascovich, and D. M. Driscoll, “On the Functional Value of Attitudes,” Personality and Social Psychology Bulletin 18, 1992, pp. 388–401.
9. Andrei Shleifer, Inefficient Markets (New York: Oxford University Press, 2000), p. 2.
10. Michael Jensen, “Some Anomalous Evidence Regarding Market Efficiency,” Journal of Financial Economics 6, 1978, pp. 95–101.
11. Dan Ariely’s Predictably Irrational (New York: HarperCollins Publishers, 2008) is easily accessible. Daniel Kahneman, Paul Slovic, and Amos Tversky’s Judgment Under Uncertainty: Heuristics and Biases (Boston: Cambridge University Press, 1982) is the classic.
12. Max H. Bazerman and Michael D. Watkins, Predictable Surprises (Boston: Harvard Business School Press, 2008), p. 159.
13. J. Edward Russo and Paul J. H. Schoemaker, Winning Decisions (New York: Doubleday, 2002).
14. Marc Alpert and Howard Raiffa, “A Progress Report on the Training of Probability Assessors,” in Daniel Kahneman, Paul Slovic, and Amos Tversky, Judgment Under Uncertainty: Heuristics and Biases (CambridgeBoston: Cambridge University Press, 1982), pp. 294–305.
15. Ellen J. Langer, “The Illusion of Control,” Journal of Personality and Social Psychology 32, no. 2, August 1975, pp. 311–328.
16. Robert J. Shiller, Irrational Exuberance (Princeton, NJ: Princeton University Press, 2000), p. 144.
17. J. Edward Russo and Paul J. H. Schoemaker, “Managing Overconfidence,” Sloan Management Review 33, no. 2, Winter 1992, p. 11.
18. “Pierre Wack,” The Economist, August 29, 2008, www.economist.com/node/ 12000502.
19. Tim Hindle, The Economist Guide to Management Ideas and Gurus (London: Profile Books, 2008), pp. 317–318.
20. Napier Collyns and Hardin Tibbs, “In Memory of Pierre Wack,” Netview: Global Business Network News 9, no. 1.
21. For a comprehensive understanding of scenario planning, I recommend Kees van der Heijden, Scenarios: The Art of Strategic Conversation (New York: John Wiley, 1996), and Paul J. H. Schoemaker and Robert E. Gunther, Profiting from Uncertainty: Strategies for Succeeding No Matter What the Future Brings (New York: Free Press, 2002).
22. Kees Vvan der Heijden, Scenarios: The Art of Strategic Conversation (New York: John Wiley, 1996), p. 17.
23. Ibid., pp. 18–19.
24. André Bénard, “World Oil and Cold Reality,” Harvard Business Review, November–December 1980.
25. Fred Goodwin, the Royal Bank of Scotland’s CEO, was knighted in 2004 in the great British tradition in recognition for his accomplishments. After his leading role in the biggest banking disaster in British history, his knighthood was removed in February 2012.
26. Irving, L. Janis, “Groupthink,” Psychology Today 5, no. 6, November 1971, pp. 43–46, 74–76.
27. Michielsen and Sephiha, Bankroet.
28. Nita Sachan and Charles Dhanaraj, “Organizing for Innovation at Glenmark (A),” Indian School of Business, June 30, 2013.
29. Nita Sachan and Charles Dhanaraj, “Organizing for Innovation at Glenmark (B),” Indian School of Business, June 30, 2013.
30. Clay Chandler, “Leading in the 21st Century: An Interview with Chanda Kochhar,” McKinsey & Company, September 2012.
1. Warren Bennis, “Introduction to the Revised Edition, 2003,” in On Becoming a Leader (New York: Basic Books, 2009), p. xxv.
2. Ibid., p. xxviii.
3. John P. Kotter, “What Leaders Really Do,” Harvard Business Review, May–June, 1990.
4. Geraldine Brooks, “Unfinished Business,” The New Yorker, October 17, 2005.
5. Thomas J. Pritzker, “2003 Ceremony Speech,” www.pritzkerprize.com/2003/ceremony_speech2b.
6. Katarina Stübe and Jan Utzon, A Tribute to Jørn Utzon’s Sydney Opera House (Potts Point, NSW: Reveal Books, 2009), p. 87.
7. “Utzon Family Message: A Word from Jan Utzon,” http://jornutzon.sydney operahouse.com/family_message.htm.
8. Stübe and Utzon, A Tribute to Jørn Utzon’s Sydney Opera House, p. 129.
9. “Leading in the 21st Century: An Interview with Ford’s Alan Mulally,” McKinsey Quarterly, November 2013.
10. Daniel Goleman, “What Makes a Leader?” Harvard Business Review, January 2004; Emotional Intelligence (New York: Bantam Books, 1995).
11. Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer, “Discovering Your Authentic Leadership,” Harvard Business Review, February 2007.
12. Ibid., p. 130.
13. Warren G. Bennis and Robert J. Thomas, “Crucibles of Leadership,” Harvard Business Review, September 2002.
1. Robin R. Vallacher and Daniel M. Wegner, A Theory of Action Identification (London: Psychology Press, 1985).
2. For the original story behind Solar Roadways, see http://www.youtube.com/watch?v=KYizzYMr5Y8.
3. Ellen Langer, Mindfulness (Cambridge, MA: Da Capo Press, 1989), pp. 16–17.
4. Ibid., pp. 9–18.
5. Robert B. Cialdini, Influence: Science and Practice, 5th ed. (Harlow: Pearson Education Limited, 2014).
6. Langer, Mindfulness, p. 44.
7. Cialdini, Influence: Science and Practice, pp. 65–73.
8. Jonathan L. Freedman and Scott C. Fraser, “Compliance Without Pressure: The Foot-in-the-Door Technique,” Journal of Personality and Social Psychology 4, 1966, pp. 195–203.
9. Ellen Langer, The Power of Mindful Learning (Cambridge, MA: Da Capo Press, 1997), p. 5.
10. John D. Rockefeller, The Second American Revolution: Some Personal Observations (New York: Harper & Row, 1973).
11. George Loewenstein, “The Psychology of Curiosity: A Review and Reinterpretation,” Psychological Bulletin 116, no.1, 1994, pp. 7–98.
12. William James, The Sentiment of Rationality (Cambridge, MA: John Wilson and Son, 1897), p. 63.
13. Eric E. Vogt, Juanita Brown, and David Isaacs, The Art of Powerful Questions: Catalyzing Insight, Innovation, and Action (Mill Valley, CA: Whole Systems Associates, 2003).
14. With many thanks to Frank Barrett, Ron Fry, and Herman Wittockx, Appreciative Inquiry: het Basiswerk (Tielt: Lannoo Campus, 2012).
15. Daniel Kahnemann, Dan Lovallo, and Olivier Sibony, “Before You Make That Big Decision,” Harvard Business Review, June 2011.
1. Adam Waytz and Malia Mason, “Your Brain at Work,” Harvard Business Review, July–August 2013.
2. “Leading in the 21st Century: An Interview with Ford’s Alan Mulally,” McKinsey Quarterly, November 2013.
3. Jim Collins, Good to Great (New York: Harper Business, 2001), pp. 83–85.
4. Ibid.
5. Viktor E. Frankl, Man’s Search for Meaning (Boston: Beacon Press, 2006).
6. Collins, Good to Great.
7. Garry Wills, Lincoln at Gettysburg: The Words That Remade America (New York: Simon & Schuster, 1992), p. 20.
8. “Times Topic: Gettysburg Address,” The New York Times, http://topics.nytimes.com/top/reference/timestopics/subjects/c/civil_war_us_/gettysburg_address/.
9. With thankful appreciation to David Pearl, who created this comparison on his wonderful blog (“The Gettysburg Address? Speech? Pitch? Promo?” The Change Gamer’s Blog, http://davidpearl.net/2013/11/the-gettysburg-address-speech-pitch-promo/).
10. Elizabeth F. Loftus and John C. Palmer, “Reconstruction of Automobile Destruction: An Example of the Interaction Between Language and Memory,” Journal of Verbal Learning and Verbal Behavior 13, 1974, pp. 585–589.
11. “The Story of a Sign by Alonso Alvarez Barreda,” Purplefeather, June 17, 2011, http://www.youtube.com/watch?v=HX5aRzXUzJo.
12. Robert B. Cialdini, Influence: Science and Practice, 5th ed. (Harlow: Pearson Education Limited, 2014).
13. Daniel Kahneman and Amos Tversky, “Choices, Values, and Frames,” American Psychologist 39, no. 4, 1984, pp. 341–350.
14. “The Uses (and Abuses) of Influence: Interview with Robert Cialdini,” Harvard Business Review, July–August 2013, pp. 76–81.
15. George Lakoff and Mark Johnson, Metaphors We Live By (Chicago: University of Chicago Press, 2003).
16. Adam Waytz and Malia Mason, “Your Brain at Work,” Harvard Business Review, July–August 2013.
17. Robin Higie Coulter and Gerald Zaltman,”Using the Zaltman Metaphor Elicitation Technique to Understand Brand Images,” Advances in Consumer Research 21, 1994, pp. 501–507.
18. Jack Malcolm, “Analogies Are Powerful,” Practical Eloquence (blog), http://jackmalcolm.com/blog/2013/05/analogies-are-powerful/.
19. Giovanni Gavetti and Jan W. Rivkin, “How Strategists Really Think: Tapping the Power of Analogy,” Harvard Business Review, April 2005.
20. Margaret Parkin, Tales for Change: Using Storytelling to Develop People and Organizations (London: Kogan Page, 2010), p. 37.
21. Richard Maxwell and Robert Dickman, The Elements of Persuasion (New York: HarperCollins Publishers, 2007), p. 125.
22. T. O. Jones and W. E. Sasser Jr., “Why Satisfied Customers Defect,” Harvard Business Review, November 1995, pp. 88–100.
23. Brené Brown, “The Power of Vulnerability”, TEDx, June 2010, http://www.ted.com/talks/brene_brown_on_vulnerability.html.