Solo disponible en BuenasTareas
  • Páginas : 25 (6035 palabras )
  • Descarga(s) : 0
  • Publicado : 14 de febrero de 2012
Leer documento completo
Vista previa del texto
Concentrated Knowledge™ for the Busy Executive •

Vol. 25, No. 10 (2 parts) Part 1, October 2003 • Order # 25-24



Lessons in Leadership from a CEO’s Journey ...

Randall Tobias, former CEO of pharmaceutical giant Eli Lilly and Company, knows what it takes to get to the top. In Put the Moose on theTable, Tobias mixes personal anecdotes with his thoughts on effective business and leadership practices, often focusing on the intangible qualities — integrity, dedication and respect for colleagues — that separate the best from the rest. A vice president at AT&T when he took the job at Lilly, Tobias recalls how a major crisis on his first day tested his abilities. Despite the concerns of some Lillymanagers who wondered whether the “phone guy” could handle a crisis in which lives were at stake, Tobias immediately demonstrated the management, communication and interpersonal skills that would define his successful tenure as Lilly’s CEO. As a bonus, this summary includes boxed sidebars that capture in Tobias’ own words his views on values and culture, vision, change, risk-taking, communication,organizational structure and more.
By Randall Tobias with Todd Tobias

The Simplest Explanation
Pages 2, 3

Get the Moose on the Table
Page 3

When Communicating, Know What’s Being Heard, Not What’s Being Said
Page 4

The Hierarchy of Secrets
Pages 4, 5

What You’ll Learn In This Summary
✓ How leadership means establishing boundaries based on values and proper priorities— then letting your competent people do their jobs. ✓ How success requires good fortune — and the ability to grab the opportunities that come your way. ✓ How integrity means more than not lying, cheating or breaking the rules — it means never hiding problems, even for the best reasons. ✓ How this philosophy of “putting the moose on the table” helped Tobias cope with an unimaginable tragedy. ✓ Whymanagers who insist on employees working long hours are hurting not only their employees, but their companies as well. ✓ Why CEOs must prepare their succession based on the company’s needs, not the needs of their egos.
Published by Soundview Executive Book Summaries, P.O. Box 1053, Concordville, Pennsylvania 19331 USA
©2003 Soundview Executive Book Summaries • All rights reserved. Reproductionin whole or part is prohibited.

Managers or Leaders?
Pages 5, 6

Adding Value(s)
Page 6

Crisis Center
Page 6

Recipe (Reciprocity) For Success
Pages 6, 7

Flex Appeal
Page 7

When It’s Time to Go
Page 8

by Randall Tobias with Todd Tobias


The Simplest Explanation
A principle known to scientists as Occam’s Razorsuggests that all things being equal, the simplest explanation is probably the correct explanation. In business, I have found the same holds true for the simplest questions or the simplest actions — they are often the most important and can produce the most significant results. On the morning of Monday, June 28, 1993 at the Indianapolis headquarters of Eli Lilly and Company, I walked into the executiveconference room and unknowingly put this theory to the test. Three days before, Lilly had sent a shock wave through Wall Street and its own employees by announcing that the company’s president and CEO, Vaughn Bryson, was resigning and that the Vice Chairman of AT&T, Randall Tobias, would become Lilly’s new Chairman, President and CEO.

Tobias on Leading
✓ “Leadership is about far more thanproducing results through one’s own initiative — it’s about producing results through others.” ✓ “Leadership is as much about listening, about building relationships, about providing encouragement when it’s needed, as it is about communicating one’s own ideas.” ✓ “Leaders almost always think out of the box. They listen, observe, share ideas and shamelessly borrow from the experiences of others.”...
tracking img