Fast Pack 2000

ceos today run their lives by numbers. And by the way, it's a system of metrics that we've all supported in one way or another, simply because we haven't torn it down and replaced it with something more meaningful. So we can all bitch about it if we want, or we can pretend that the problem lies with big companies and then choose to leave them, but the fact remains that we create our own heroes. Right now, the object of the game is instant wealth. That's the only story that we as a society are talking about these days.

What really strikes me about today's ceos is that they're afraid to fail. They're afraid to make a mistake. Think about Mike Abrashoff's world: In that world, in the military, a mistake could mean death. Yet in the world of the ceo, the only consequences of making a mistake are abstractions or fabrications. So if Mike can move away from a command-and-control structure in a situation where life-or-death decisions are literally on the line, surely we can afford to apply that same approach in our companies, even if we regard it as a risk.

Everything that's wrong with humanity can be fixed by everything that's right with humanity. Humanity is what's missing in our companies. And it's what's missing in our communities.

Steve Rosenbaum

You know, it's necessary to remember that money is still somewhat important to people. About once a week, one of my employees comes to me and says, "I love working here. I love working on the things that we do. I know that this is a great place. But I just got an offer for this much more money." I always ask these people, "How much more?" And they tell me. Then I ask, "If I offered you $10,000 more than that, would you sweep streets?" And the answer is always no. So then I say, "Make certain that you keep at least some kind of a parallel between what you do and how much money you make. Because you could easily find yourself earning $10,000 more than you're currently getting--and being really unhappy with what you're doing."

The fact is that a vibe is out there--one that tells people that they're on a ladder and that the ladder is moving really fast. And if they want to keep moving up that ladder, they've got to grab the biggest check offered them.

I've discovered something else at my company: It's the leader's job to protect the traditions that no one else has time for. Every Monday morning, for the past 15 years, we've had a meeting during which everybody from every division of the company talks about what they're doing. Those meetings give us a chance to see one another and to have coffee--and they keep us all together. In most companies, people eventually form little groups. And before you know it, they lose their connections, their sense of community, and their sense of appreciation for one another.

Liz Dolan

Most people in management positions define their job as mistake prevention. After all, we've been through it, right? That's why we're the managers. It's our job to watch everyone else and to ensure that nobody makes the same mistakes that we made.

But, of course, learning comes from making mistakes. At Nike, there was a big sign on the wall with a quote from John Wooden, the great former ucla basketball coach: "The team that makes the most mistakes wins." You have to keep reminding yourself of that every single day. And the bigger you get, the harder it is to allow yourself to make those mistakes.

Terri Lonier

There's another discussion here in the context of people becoming free agents and also thinking about leadership. That discussion leads to the question "Can soloists also be leaders?" For me, the answer is clearly yes. In fact, soloists often come inside a company and see a situation much more clearly than those who are there full-time. Frequently, soloists are called on to negotiate between different components of an organization. Soloists have certain advantages: They can see the entire operation, and they have no vested interest in the company. What that tells me is that leadership isn't about a job title in a company; leadership comes from within--and from realizing that one person can make a difference.

What's the Meaning of "Dotcom Mania"?

Seth Godin

Here's a metaphor from our gathering that tells you how I think about dotcom mania: When you were standing in line at last night's buffet, you saw a long boardwalk heading out toward the beach. That's the buffet of the Internet. Right now, smart people who are at the right place at the right time have a ticket to that meal. Any idiot can go up to a buffet and fill up a plate. If you want to do that, go ahead. But that's not really success. Success on the Internet is about choosing from that buffet--choosing where you're going to position yourself, the ways in which you're going to touch the market, whom you're going to influence, and whom you're going to hang out with in the new space. The mind-set of success is "I don't want to blow this opportunity by just going with the next gimmick. I want to invest in this and do the right thing moving forward."