Leadership Wisdom From The Monk Who Sold His Ferrari: The 8 Rituals of Visionary Leaders (11 page)

The Monk Who Sold His Ferrari

Alfred Adler

As I drove home, my mind buzzed with the ideas Julian had shared with me. They made so much sense that I wished I had discovered them on my own, many years earlier. It would have saved me so much aggravation and stress. If I had been applying this leadership wisdom, who knows where GlobalView might be? My mind then drifted off to what I wanted the company to look like in ten years. I imagined what it would be like if we were the biggest and best company in our field on the entire planet. I envisioned how many of our people I could help develop and how many people’s lives we all could touch. A smile came to my face.

It felt good to be dreaming again. Jonas Salk once said, “I’ve had dreams and I’ve had nightmares. I’ve overcome my
nightmares because of my dreams.” All the successful business-people I had ever known had been dreamers. They had discovered their emotionally compelling cause through deep contemplation and had the courage to let it consume them. When we were hungry young entrepreneurs trying to build GlobalView, I would sit quietly for hours, doing nothing but thinking big thoughts about what our future might bring. But as the business grew, so did the headaches and my quiet moments became few and far between. This meeting with Julian, a man who had clearly experienced his own transformation, would change me forever. I knew I had the makings of a visionary leader. I just needed to learn what to do, and the remarkable leadership system Julian was sharing with me was showing me. I felt great hope for the future and the cloud of uncertainty began to lift. I felt inspired, renewed and recharged.

That night, I ripped a sheet of paper off the legal pad that sat on the desk in my den. Though it was well past 2:00
a.m.,
I began to write down all I had learned. I had been exposed to the First Ritual of Visionary Leaders: Link Paycheck to Purpose and the many timeless leadership truths that surrounded that great lesson. Julian had also given me a glimpse of the second of the eight rituals, a ritual that appeared to require me to Manage by Mind, Lead by Heart. And I knew there was still so much to come.

After committing what I had learned to paper, I began to list ways I could implement this knowledge. After all, Julian did warn me of what he called the Performance Gap, the theory that problems in leadership often arise when leaders fail to translate their good intentions into actions. Even from my own experience in the business world I knew that most ineffectiveness stems from the fact that most people do not have the self-discipline to do what they
know they should do, when they have to do it. They put off doing the important things in business and in life in favor of the easy and immediate things. And then one day, late in their lives, these people wake up and realize what they could have done with their lives. They regret all the missed opportunities and lost chances. But, sadly, by then it’s too late. It’s like the saying, “If youth only knew. If age only could.”

I thought deeply about my vision of GlobalView’s future. I really went deep into my heart and asked myself where we could make the greatest impact as a company. I reflected on how I would start communicating to my people the vision that was taking form and how I would show them that by helping me fulfill my dream, they would fulfill theirs. I contemplated how my new vision for our future would make a difference in people’s lives and how I could show my people that the work they did really mattered.

Then my mind began to focus on ways I could truly “be a liberator,” to use Julian’s words. To start seeing my role as a leader in terms of being a liberator and not a limiter of people’s highest talents. I had to stop micromanaging and let people have more responsibility for their results. I had to start specifying goals and not methods so people could bring more creativity and ingenuity to their work. I had to let them develop as people on the job and challenge them more. I needed to let people do the jobs they were capable of doing, without my constant monitoring and supervision. And I had to bring back a sense of character and integrity to my leadership.

No more yelling and screaming. No more talking behind people’s backs or keeping secrets. No more manipulating and arm-twisting. Sure I had to be strong and tough when the circumstances required. That went without saying. But I also had “to
stand for something,” as Julian had said. I needed to govern myself and my leadership by the time-honored principles he had mentioned. The men and women of GlobalView deserved no less.

The days leading up to my next meeting with Julian whizzed by. I was so eager to meet him, I could hardly sleep at night. My energy level soared while the wisdom he had learned in the Himalayas became a part of my life. I cannot really explain why I guess it was similar to the way parents feel when they have their first child. There is a newfound sense of excitement, passion and purpose all mixed into one sentiment. You do not want to miss a moment of the experience and feel grateful that it has finally happened to you.

In the few days of applying the truths Julian had taught me, noticeable improvements began to take place within the company. I became more open, honest and interested. I started to take the ideas and interests of others into account. I started to spread my sense of excitement around the company and communicate a much grander vision for the future of GlobalView. And I began to care about the people I worked alongside. Even my executive assistant, Arielle, a no-nonsense woman who rarely let down her guard around me, joked that I must have been replaced by “an alien clone from a kinder, wiser colony” “No matter what has happened, Mr. Franklin,” she said in a slightly more serious tone, “everyone really likes the changes you are making and hopes that you will keep moving forward. And no one can believe the way you set fire to the old mission statement in the middle of the parking lot yesterday morning. It will go down in GlobalView history, that’s for sure!”

Finally, Friday came. As I left our headquarters and drove down to the park behind City Hall where Julian had instructed me
to meet him, my fingers toyed with the second piece of the puzzle Julian had given me. Ritual 2: Manage by Mind, Lead by Heart. ‘What exactly did that mean?’ I wondered. So far Julian had offered me some great information. It was powerful yet practical. But this stuff about “leading by the heart” concerned me a little. I hoped Julian was not going soft on me.

Just as he had promised, Julian was waiting for me in the park. And although it was another scorching summer’s day, he again wore the attire of the traditional monks whose ageless knowledge had changed his life. But in a strange twist, today he also wore a fashionable pair of dark sunglasses, the kind that rock stars and movie actors favored. The contrast was striking.

“I like the shades, Julian,” I said as I patted him on the shoulder, glad to see my friend again.

“I thought you’d like them. I bought them from a young street vendor the other day. He told me I needed to update my look. So I did,” he laughed. “I needed them anyway, to protect my eyes from that sun,” he added, looking up into the sky for a second.

“Wouldn’t want to lose your vision, right?” I replied, ever the model student.

“Nicely said, Peter. Sounds like you’ve been doing some thinking.”

“True. Actually, I’ve taken your advice and begun to do more than just think about the leadership wisdom you have given me — I’ve started to act on it.”

“Wonderful! I knew I didn’t make a mistake coming to see you. I knew you would put the priceless information the sages bestowed on me to good use. And as the sages themselves loved to say, ‘When the student is ready, the teacher appears.’”

“And not a day too early, Julian. Things were getting insane at
the company. Now I realize that. And yet, in just a few days of applying the lessons you’ve shared with me so far, I’ve noticed some very positive improvements,” I said, pleased to inform him of our progress. “I know it’s still early and real change takes time but things are starting to happen. I’ve shared your leadership wisdom with everyone on my management team and every supervisor in the company. I’ve asked them to, in turn, pass along the lessons I’ve learned to every other person who works here so we can all grow wiser together. It’s like you told me earlier, leadership is not really about position or title but about action. And anyone in the company, from my senior vice-president of operations to the shop steward to the young kid who works in the mail room can display leadership. I now understand that every single employee at GlobalView must receive leadership training if we really want to be a world-class organization. Everyone must know what it means to be a visionary leader and then bring this knowledge to bear on the particular job that he or she does. Every one of us must strive to show leadership at work.”

“Make sure you share your success stories with me as they come. I know there will be many,” said Julian.

“Well actually, I already have one I can mention. After our meeting at the golf club last week, I went home and wrote out a wish list of things I needed to change in my leadership. I did a Leadership Audit, as you suggested. I noted as many weaknesses as I could think of and then came up with an action strategy and a time line by which I would eliminate each one. Once I did that, I then had a little personal brainstorming session where I came up with hundreds of innovative ways I could implement the points you made when we last met. One of the ideas that came to me was to give all my employees a one-thousand-dollar annual budget that
they could spend on enhancing their professional and personal effectiveness. You told me I had a duty to nurture the growth of my people on the job and to really help them get the best out of themselves. So I decided to take this duty seriously and really encourage personal development. You should have seen how happy they were when they heard about this initiative. I know it will cost a fair amount of money, but I really see it as an investment rather than as an expense. As you suggested, Julian, employees who feel superb about themselves are certain to produce superb results.”

“So what have they started to do with the money?”

“Well, the program is just getting off the ground, but members of a few of our teams have already received their checks. From what I’ve heard, some of them are buying the planning tools they always felt they needed to effectively manage their schedules and their time. Others are spending their budgets on motivational books and educational audiocassette programs they can listen to in their cars on the way to work. And one man used part of his budget in a very private way. He is quite short and had difficulty performing his work in our manufacturing facility because it required him to continually reach up to high places. But he was too embarrassed to tell his supervisor. He thought everyone would laugh. Once he had his own budget to spend in any way that would enhance his on-the-job effectiveness, he went out and bought a simple footstool. His supervisor told me his productivity has doubled and he has never seen the man happier.”

“You are starting to experience the power of the truths I discovered in the Himalayas. The reason they have stood the test of time is pretty simple. Because they work.”

“I’ll tell you another thing I’ve started doing since you exposed me to your leadership wisdom, Julian.”

“What’s that?”

“I’ve started taking a lot more risks as a leader. I’ve begun to see myself as an innovator and catalyst for new ideas. If I’m not constantly stretching my mind and exploring new pathways of thought, how can I expect my people to do the same? I’m reading again. I’m making the time to think again. And I’ve even started taking a daily cruise around the office to get to know as many people as I can, like that leader you told me about. The fish is often the last to notice the water in which it swims, you know.”

Julian smiled, clearly pleased at my progress, and said, “Risk taking is a very powerful success skill. Yet, most people have never cultivated this important leadership discipline. Most of us never remove our security blankets and venture into the zone of the unknown. Yogi Raman put it this way, ‘The farther you go out on a limb, the easier it is to fall. But then again, out on the limb is where all the fruit is.’ Visionary leaders take chances. They are constantly trying new things. And that becomes a habit. As Seneca said so many years ago, ‘It is not because things are difficult that we do not dare; it is because we do not dare that they are difficult.’”

“I’ll tell you another chance that I’m taking to clean the cobwebs out of our organization. I read about a top-performing company in Singapore that had a very unusual practice. Every other Friday afternoon, they would shut down the factory for two hours. Then, all the different teams would go off and discuss the latest management bestseller. It not only allowed them to cement relationships with their teammates and break out of their routines, it kept them abreast of the cutting-edge ideas on personal and organizational excellence.”

“Tremendous concept,” Julian replied as he sat down on the grass in a shaded spot.

“I’ve instituted the same practice at GlobalView. My managers are really excited about it. They’ve always complained they never have enough time to read the best business books and keep up with the current management trends. Now they’ll be getting paid to do so,” I noted proudly.

“Believe me,” said Julian. “In the long run, this idea will save you money. The ineffectiveness that arises in most companies from outdated thinking and inefficient systems that continue to exist simply because of tradition is extremely costly over the long run. Even deadly. What you are doing might be unorthodox. But it is also smart. Putting your people first is the wisest leadership lesson you will ever learn. Which brings me to the next element of Yogi Raman’s ancient system, the Second Ritual of Visionary Leaders: Manage by Mind, Lead by Heart.”