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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.

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
Leadership
Reassess
Responsibility
Shareholders
Purpose
Corporation
Idea
Responsibilities
Also
Employees
Back
Senior
Need
Employee
Customers
Reexamine

More quotes by Jeffrey Pfeffer

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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.
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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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The single most significant change has been the globalization of labor markets. Product markets - trade in goods - have been globalizing for years. But now, with the reduction in communication expenses and the building of all sorts of IT infrastructure, essentially any job can be done almost anywhere.
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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.
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Being memorable equals getting picked.
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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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Knowledge is only useful if you do something with it.
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Lyndon Johnson (with Abraham Lincoln close behind). Johnson was able to get things done, to read other people, and to adjust his own approach accordingly. One of the reasons he has so fascinated biographer Robert Caro over the years is Johnson's consummate skill in acquiring and using influence.
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People who don't have as much power as they would like often begin by attributing their difficulties to the environment - competitors, bosses, economic circumstances, and so forth. But in reality people are customarily their own biggest impediment to being as powerful as they would like.
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Great strategy, not executed, can't possibly have any effect on performance because it doesn't actually affect anything. It's like planning for a successful surgery to remove a tumor. If no one picks up the knife and actually operates effectively, the diseases will persist.
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The stories leaders and others tell, few of which are true, are a lousy foundation on which to base any sort of science, and we know how to accomplish behavioral change and the importance of priming, informational saliency, and social networks. Producing inspiration and other good feelings doesn't last very long.
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Most organisations say they want creativity, but really they do not.
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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.
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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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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.
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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.
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Leaders are not modest, and more importantly, the extensive social science research on narcissism, self-promotion, and similar constructs shows that these qualities and behaviors are useful for getting hired, achieving promotions, keeping one's job, and obtaining a higher salary.
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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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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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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.
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