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    The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles
    The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles
    The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles
    Ebook128 pages2 hours

    The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles

    By Michael Useem

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    About this ebook

    Envision this scenario: An industrial manufacturer is breaking itself in three, and its board chair asks you, the chief financial officer, to step up to the helm of one of the spin-offs. You will take charge of everything, from plant operations and product marketing to human resources and governance practices. Are you ready to lead?

    In The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles, world-renowned leadership expert and Wharton professor Michael Useem shows you how to lead through any challenge—and shares how ITT's Denise Ramos did just that when she encountered this situation.

    In this illuminating guide, Useem offers a Leader's Checklist that will help you develop your ability to make good and timely decisions in unpredictable and stressful environments—for those moments when leadership really matters.

    To illustrate the principles, Useem examines where leaders go right—and wrong. He looks at:How Ramos, the former CEO of ITT, turned around the once-struggling enterprise; How AIG's tone-deaf response to the tumultuous events of the global financial crisis left the company vulnerable to one of the greatest corporate collapses in business history; andHow Virginia Rometty, the former executive chair of IBM, acquired and integrated a cloud-computing company to help turn around IBM's fortunes. Based on Useem's own research experience and an array of leadership investigators, thinkers, and practitioners, The Leader's Checklist offers actionable insights you can put into practice as a leader today.

    LanguageEnglish
    PublisherUniversity of Pennsylvania Press, Inc.
    Release dateOct 26, 2021
    ISBN9781613631171
    Author

    Michael Useem

    Michael Useem is Professor of Management and Director of the Center for Leadership and Change Management at the Wharton School. Useem works extensively in executive education in the US, Asia, Europe, and Latin America. He is the author or coauthor of eight books, including The India Way, Leading Up and The Leadership Moment.

    Read more from Michael Useem

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      Book preview

      The Leader's Checklist, 10th Anniversary Edition - Michael Useem

      Praise for the Bestselling First Edition

      NAMED TO THE WASHINGTON POST’S 2011 LIST OF BEST LEADERSHIP BOOKS

      One of the most brilliant, original, and exciting leadership books I’ve read in a long time. It will be the most useful and concise book on leadership you’ll ever read!

      —Warren Bennis, Distinguished Professor of Business, University of Southern California, and author of Still Surprised: A Memoir of a Life in Leadership

      With this compact handbook, Mike Useem provides leaders what they all say they want and need but rarely get: a kick-in-the-pants reminder of those parts of the job they have neglected. The boss is now forewarned.

      —Steven Pearlstein, former Washington Post business columnist and moderator of the On Leadership web page

      "Leading an enterprise comes down to a set of enduring principles, and The Leader’s Checklist compellingly captures the most vital. Michael Useem has written the essential companion for anybody whose leadership is on the line."

      —Ram Charan, advisor to CEOs and boards, and coauthor of the best-sellers Execution: The Discipline of Getting Things Done and The Leadership Pipeline

      "The Leader’s Checklist reads like an adventure yarn, but packs a goldmine of scholarship and tested observations, that surrounds a list of fifteen principles that guide and teach managers to make on-target, effective business decisions, under real pressure."

      —Blogcritics

      "The Leader’s Checklist can refresh a leader’s sense of purpose as well as invigorate his or her calling to lead others."

      —John Baldoni, SmartBlog on Leadership

      "The Leader’s Checklist gets to the point quickly. It may well set the bar for quality writing and amount of content for other business-related digital books in the future."

      —Patricia Faulhaber, Suite101

      © 2021, 2011 by Michael Useem

      Published by Wharton School Press

      The Wharton School

      University of Pennsylvania

      3620 Locust Walk

      300 Steinberg Hall-Dietrich Hall

      Philadelphia, PA 19104

      Email: whartonschoolpress@wharton.upenn.edu

      Website: wsp.wharton.upenn.edu/

      All rights reserved. No part of this book may be reproduced, in any form or by any means, without written permission of the publisher. Company and product names mentioned herein are the trademarks or registered trademarks of their respective owners.

      Ebook ISBN: 978-1-61363-117-1

      Paperback ISBN: 978-1-61363-118-8

      Hardcover ISBN: 978-1-61363-119-5

      Contents

      Introduction: Why a Leader’s Checklist

      Part I: Building Your Personal Checklist

      Chapter 1: Constructing a Checklist

      Chapter 2: Principles for the Checklist

      Chapter 3: Customizing the Checklist

      Chapter 4: Testing the Checklist

      Chapter 5: Applying the Checklist

      Chapter 6: Sustaining the Checklist

      Part II: The Leader’s Checklist in Action

      Chapter 7: Leadership Failure

      Chapter 8: Leadership Triumph

      Chapter 9: Missing in Action

      Chapter 10: Challenging Times

      Chapter 11: The 16th Principle: Think Like a CEO

      Part III: Building Out Your Company Checklists

      Chapter 12: The Team Leader’s Checklist

      Chapter 13: The Team of Teams’ Checklist

      Chapter 14: The Board Director Leader’s Checklist

      Conclusion: The Owner’s Manual

      Notes

      About the Author

      About Wharton School Press

      About the Wharton School

      Introduction

      Why a Leader’s Checklist

      A business executive briefs company managers on plans for the coming year, referencing product launches, analyst concerns, and pandemic shocks. The presentation proves engaging and stimulating, yet the moment feels strangely incomplete, an opportunity unfulfilled.

      Whether in person or online, managers at the briefing learn little more than they already knew about the speaker personally. They sense nothing about how their boss views them collectively or what is expected of them individually. Even worse, they hear much about the tactics of the moment but little about the longer-term goals they are expected to achieve and the strategies for doing so. The executive weaves together some of the essential threads of a leadership fabric—but falls far short of completing the whole cloth.

      Sound familiar? It should. My work on leadership development in the United States and abroad confirms that meetings like this take place all the time in a multitude of languages, to the universal consternation of those present. And often the root cause is simply a lack of experience or preparation, because leading effectively is a composite but learnable skill set acquired through practice, seasoning, and discipline.

      The simple expedient of building and mastering the equivalent of a pilot’s or a surgeon’s mission-critical checklist—the leader’s checklist—can lessen many of these leadership lapses so often evident in routine gatherings but even when far more is on the line.

      That is why I originally wrote The Leader’s Checklist and now offer this updated 10th anniversary edition. It’s hard to believe that a decade has passed since Wharton School Press first published The Leader’s Checklist. Interest in the concept has remained keen from the outset. For a week following its initial publication, the press offered the ebook for free across all retailers, and readers downloaded more than 30,000 copies. The Leader’s Checklist went on to become a Washington Post Best Leadership Book of the Year and has appeared in Chinese, Korean, and Portuguese.

      In the 10 years since this book was first published, I have heard from scores of managers who have held their leadership principles up to the reality of their professional lives and the exigencies of the times they inhabit. From venues far and wide—the United Nations and World Economic Forum, China and India, Mastercard and Medtronic, Google and Netflix—managers have reported on the principles they believe need greater emphasis, further refinement, or even addition or deletion, as well as what struck home with special force. The main principles presented here, I am ever more convinced from that feedback, are timeless and placeless, though like all business conditions, the particular circumstances for the principles’ application are always changing, requiring continuous fine-tuning.

      Every author of a book such as this hopes the volume will prove useful not only in prosperous times when living is easier but also in hard times when leadership is put to special test. Here is one confirming message for the latter from a manager at a large American corporation that had decided as a matter of business strategy to exit a market it had excelled in for a decade:

      My charge has been to help manage the exit. We are now almost a year into the transition with perhaps two-and-a-half years remaining. With this change, over 1,500 employees have been impacted, but not all at once.

      The senior leadership team has the constant challenge of directing, engaging, and retaining employees through the time they are needed to do the critical work of continuing to meet customer needs as well as wind down the business. In a blink of an eye last year, employees found their work changing, their leaders changing, and of course, their own personal circumstance changing. They went from a growing, ongoing concern for the business to a below the line expense that must be cut. And as a result, just as quickly, leaders have had to adapt how they lead.

      I have been through divestitures and wind downs in past roles and know of some of the pitfalls that can come along. And as the program manager, I was fully prepared for the worst that could occur from people and financial results. But with this exit, the results have been remarkable. With very little time to strategize and little information to go on, plans have been met within a few percentage points, financial measures have been met or exceeded, and most important, employee satisfaction and engagement have significantly increased.

      It has been amazing to watch the growth in leaders as they have had to employ many of the 15 core principles you have outlined. At the time, they didn’t do it because they knew it was part of a list; they did it because it was simply the right thing to do for employees and to manage the business. Still, I found it easy to nod in agreement while reading your book since I had in front of me every day real examples of highly

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