Leadership That Gets Results

Guest post from David Bradford:

As I have
ored in industry for 40
years, I have
 worked for some remarkable leaders from Eric Schmidt to Ray Noorda.
I have also observed up close and personal the leadership styles of Steve
Jobs, Bill Gates, Steve Wozniak, Scott McNealy, Mitt
omney and a number of others.  Here are three ways I have seen leadership demonstrated
powerfully- the type of leadership that gets results.  A great leader

1. Compassion

2. Transparency

3. With
Great People Surrounding T

art of leadership begins
and ends with true compassion. The greatest leaders for
whom I
have worked showed
true caring and concern for their employees.
Breaking down the walls between “management and the
average empl
oyees take thought and skill. At Hirevue, we call our employees our team members. That’s from top to bottom. We want everyone feeling valued in the organization. When people feel valued, a feeling of
trust infuses itse
lf throughout an
organization. A
nd when trust exists, business
accelerates.  P
eople aren’t wondering if they are going to be fired. Instead, they are trying to find ways to advance the organization. According to one study done several years ago in Australia, 77 companies were studied and
researchers saw a direct correlation betwee
n compassion and productivity. Compassion separates the good leader from the great leader. Mark
Newman, the current CEO of H
irevue, never misses flowers on executive assistant’s day;
notes of caring when someone loses a loved one or making sure everyone in the organization feels cared for. 

Another way to break down walls and
engender t
rust is by being
transparent.  L
them know what the board of directors is saying.
Let them know about your financial goals.  Ray Noorda, the father
of computer networking, demonstrated this every
day, every week, every month. He would hold a regular global monthly
meeting known affectionately
as “ray’s members’ meeting.”  The PowerPoint would be pulled up and a
careful discussion of the company‘s goals and our
failure to reach those goals or our achievement there
of was regularly scrutinized.  Then the meeting was open up to questions. That was the longest part of each monthly
meeting a
nd probably the most
useful. T
here was a clear
transparency on the numbers as well as on ray’s
answers to questions.

I have a dear friend who played in the NFL for a number of years –
Chad Lewis.  C
a book with this exact
title. It really resonates. P
rior to becoming a CEO myself, the title of chief executive
officer hel
d some form of mystical
power. You would think that the CEO
was the incarnated aggregation of every great quality and skill set. What I
discovered when I
became a CEO is that all CEO‘s have their faults, their downsides, and blindspots. The great
‘s are those who
surround themselves with great people who can augmen
t and supplement where needed. I have
observed Bill G
ates management style for years- a couple of times up close and
personal but mostly
afar.  W
e batted head to head in the marketplace
with Novell and
Microsoft.  But what I always admired about B
ill was the quality of people he hired.  They
were smart with a capital S

“The Bottlecap Kid”, is Executive Chairman and former CEO of HireVue, former
CEO of Fusion-io, and a member of the Utah Technology Council Hall of Fame.
David is known for accelerating the growth and performance of game-changing
organizations by utilizing his “UP Principles” which he outlines in his new book,
UP YOUR GAME: 6 Timeless Principles for Networking Your Way to the Top.
His last two companies, HireVue and Fusion-io are two of the fastest growing
tech businesses in the U.S. Learn more about David and UP YOUR GAME at DavidBradford.com.