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Successful organizations understand the importance of implementation, not just strategy, and, moreover, recognize the crucial role of their people in this process.

Jeffrey Pfeffer

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Jeffrey Pfeffer
Age: 78
Born: 1946
Born: July 23
Academic
Business Administration Scholar
Economist
Professor
University Teacher
St. Louis
Missouri
Importance
Role
Implementation
Roles
Moreover
Successful
Organizations
Understand
Crucial
Process
Strategy
People
Recognize
Organization

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Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn't go to hell if you take a day off.
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Trust is about keeping commitments, but in many instances, circumstances change and organizations therefore shed commitments, things such as retiree medical benefits, pension obligations, and even employees without much remorse or maybe even hesitation.
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I do not think anyone who ever saw Lyndon Johnson give a speech would call him charismatic, even though he was one of the most effective presidents in U.S. history. Same with Lincoln. Charisma is only one source of power, and probably not a very important one, at that.
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Almost no one as I think most leadership books are a joke. They are, as I note in Leadership BS, frequently based on wishes and hopes rather than reality, on inspiring stories rather than systematic social science, and on oughts rather than is.
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We need to reexamine and reassess the purpose of the corporation, and go back to the idea that senior leadership has responsibilities not just to shareholders but also to customers and employees.
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My overall recommendation: for decades corporate policy manuals and HR departments have told people they are responsible for their own careers. It's about time people really heeded those warnings.
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Part of strategy is figuring out what you're good at, figuring out what you're not good at, and then getting yourself in position to succeed by doing mostly what you have a competitive advantage doing.
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Lying is common in social life, often done for benign purposes, seldom draws severe sanctions, and many of the most notable leaders, including the late Steve Jobs, were consummate prevaricators. Told with enough persistence and conviction, what was once untrue can become true, in a self-fulfilling prophecy sort of way.
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Volumes in the series on Lyndon Johnson, including Master of the Senate and The Path Power, describe how Johnson created resources out of nothing and built a substantial power base.
Jeffrey Pfeffer
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You are more likely to acquire power by narrowing your focus and applying your energies, like the sun's rays, to a limited range of activities in a small number of domains.
Jeffrey Pfeffer
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Advocates of knowledge management as the next big thing have advanced the proposition that what companies need is more intellectual capital. While that is undeniably true, its only partly true. What those advocates are forgetting is that knowledge is only useful if you do something with it.
Jeffrey Pfeffer
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To become memorable do things that are somewhat unexpected. Dress, or talk, in ways that draw attention. And mostly, don't follow all the rule for behavior so closely.
Jeffrey Pfeffer
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Being memorable equals getting picked.
Jeffrey Pfeffer
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Most organisations say they want creativity, but really they do not.
Jeffrey Pfeffer
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Career success depends on people's educational credentials, their length of service (job tenure), unfortunately it is still the case on their race, gender, and similarity to those in power, and of course, on their political skills. Job performance matters, but less than most people think.
Jeffrey Pfeffer
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We give up and don't try. We don't take sufficient chances or risks. We aren't resilient in the face of failure. We follow the rules too much and don't push the envelope.
Jeffrey Pfeffer
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Take care of your customers, and you will have a successful business. Don't, and you won't. The airlines need to figure this out - soon.
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Witness Donald Trump's current presidential campaign. So first people need to find the white spaces, the unexploited or underexploited niches where there is less competition and more opportunity.
Jeffrey Pfeffer
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Knowledge is only useful if you do something with it.
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The individual attributes of warmth and competence are often perceived to be negatively correlated. That doesn't mean they actually are, but that's how people perceive the world. So, cruel people, those who gave negative book reviews, for instance, were seen as less likeable but as more intelligent.
Jeffrey Pfeffer