Managing the dream

Leadership in the 21st Century

Warren Bennis

The new rules of a global economydemand leaders who can transform theirvisions into reality.

Pick up any business magazine or newspaper and you’ll find the same story; pessimism about America’s capacity to compete successfully in the new, spirited global economy. The WalI Street Journal laments, “The sudden emergence of America as the world’s largest debtor, Japan as the globe’s richest creditor, and the Soviet Union as its most ardent preacher of pacifism seems, to many Americans, to have turned the world upside down, raising doubts about whether America can or should lead.” The Washington Post kicks in with “Kiss Number One Goodbye, Folks.” A headline in the International Herald Tribune warns: “America, Europe Is Coming.”

If there is reason to despair and join the handwringing and head shaking of doomsayers, it’s because traditional American managers were brought up in a different time, when all they had to do was build the greatest mousetraps, and the world beat a path to their doors. “Leadership in a traditional U.S. company," says R.B.Horton, CEO of BP America, “consisted of creating a management able to cope with competitors who all played with basically the same deck of economic cards.” And it was an American game. The competition was fierce but knowable. If you played your cards right, you could win.

But the game has changed and strange new rules have appeared. The deck has been shuffled and jokers have been added. Never before has American business faced so many challenges, and never before have there been so many choices about how to face those challenges. Uncertainties and complexities abound. The only thing truly predictable is unpredictability The new chic is chaos chic. As Yogi Berra put it, “The future ain’t what it used to be.”

Constant change disturbs some managers—it always has, and it always will. Machiavelli said, “Change has no constituency” Well, it had better have one—and soon. Forget about regaining global leadership. With only a single,short decade remaining before the 21st century, we must look now at what it’s going to take simply to remain a player in the game. We can do that because the 21st century is with us now. Cultures don’t turn sharply with the pages of the calendar—they evolve. By paying attention to what is changing today we know what we must do better tomorrow

Leaders, Not Managers

Given the nature and constancy of change and the trans-national challenges facing American business leadership, the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in a mercurial global economy To survive in the 21st century, we’re going to need a new generation of leaders—leaders, not manages.

The distinction is an important one. Leaders conquer the context—the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them—while managers surrender to it. There are other differences, as well, and they are crucial:

  • The manager administers; the leader innovates;
  • The manager is a copy; the leader is an original;
  • The manager maintains; the leader develops;
  • The manager focuses on systems and structure; the leader focuses on people;
  • The manager relies on control; the leader inspires trust;
  • The manager has a short-range view; the leader has a long-range perspective;
  • The manager asks how and when; the leader asks what and why;
  • The manager has his eye on the bottom line; the leader has his eye on the horizon;
  • The manager accepts the status quo; the leader challenges it;
  • The manager is the classic good soldier; the leader is his own person;
  • The manager does things right; the leader does the right thing.

Field Marshal Sir William Slim led the 14th British Army from 1943 to 1945 in the reconquest of Burma from the Japanese—one of the epic campaigns of World War II. He recognized the distinction between leaders and managers when he said: “Managers are necessary, leaders are essential”. Leadership is of the, spirit, compounded of personality and vision. Management is of the mind more a matter of accurate calculation, statistics, methods, timetables and routine".

I’ve spent the last 10 years talking with leaders, including Jim Burke at Johnson & Johnson, John Scully at Apple, television producer Norman Lear, and close to 100 other men and women, some famous and some not. In the course of my research, I’ve learned something about the current crop of leaders and something about the kind of leadership that will be necessary to forge the future. While leaders come in every size, shape and disposition - short, tall, neat, sloppy, young, old, male and female, every leader I talked with shared at least one characteristic; a concern with a guiding purpose, an overarching vision. They were more than goal-directed. As Karl Wallenda said, “Walking the tightwire is living; everything else is waiting.”

Leaders have a clear idea of what they want to do—personally and professionally—and the strength to persist in the face of setbacks, even failures. They know where they are going and why. Senator Howard Baker said of President Reagan, whom he served as Chief of Staff, “He knew who he was, what he believed in and where he wanted to go.”

Managing the Dream

Many leaders find a metaphor that embodies and implements their vision. For Charles Darwin, the fecund metaphor was a branching tree of evolution on which he could trace the rise and fate of various species. William James viewed mental processes as a stream or river. John Locke focused on the falconer whose release of a bird symbolized his “own emerging view of the creative process” that is the quest for human knowledge.

I think of it this way: leaders manage the dream. All leaders have the capacity to create a compelling vision. One that takes people to a new place, and the ability to translate that vision into reality. Peter Drucker said that the first task of the leader is to define the mission. Max De Pree, former CEO of Herman Miller Inc., the Zeeland. MI, office furniture maker, put it another way :

“Leadership is an art: the first responsibility of a leader is to define reality, the last is to say thank you. In between, the leader is a servant.”

Managing the dream can be broken down into five parts. The first part is communicating the vision. Jung said: “A dream that is not understood remains a mere occurrence. Understood, it becomes a living experience”.

Jim Burke spends 40 percent of his time communicating the Johnson & Johnson credo. More than 800 managers have attended J&J challenge meetings, where they go through the credo line by line to see what changes need to be made. Over the years some of those changes have been fundamental. But like the U.S. Constitution, the credo itself endures.

The other basic parts of managing the dream are recruiting meticulously, rewarding. retraining and reorganizing. Jan Carlzon, CEO of Scandinavian Air System (SAS) is a leader who embraces all five parts.

Carlzon’s vision was to make SAS one of the five or six remaining international carriers by the year 1995. (He thinks that only five or six will be left by that time, and I think he’s probably right.) To accomplish this, he developed two goals. The first was to make SAS 1 percent better in 100 different ways than its’ competitors. The second was to create a market niche.

Carlzon chose the business traveler—rather than college students, travel agent deals or any of a host of other possibilities—because he believed that this would be the most profitable niche. In order to attract business travelers, Carizon had to make sure that every interaction they had with every SAS employee was rewarding. He had to endow every interaction with purpose, relevance, courtesy and caring. He estimated that there were 63,000 of these interactions each day between SAS employees and current or potential customers. He called these interactions “moments of truth.”

Carlzon developed a marvelous cartoon book, ‘The Little Red Book’, to communicate the new SAS vision to employees and he set up a corporate college in Copenhagen to train them. Just as important, he has “debureaucratised” the whole organization. The organization chart no longer looks like a pyramid; it looks like a set of circles, a galaxy. In fact, Carlzon’s book, which is called ‘Moments of Truth’ in English, is titled ‘Destroying the Pyramids’ in its original Swedish.

One of those circles, one organizational segment, is the Copenhagen-New York route. All the pilots, the navigators, the engineers, the flight attendants, the baggage handlers, the reservations agents - everybody who has anything to do with the Copenhagen-New York route - is involved in a self-managed, autonomous work group with a gain-sharing plan so that they all participate in whatever profits that particular route brings in. There’s also a Copenhagen-Frankfurt organizational segment. and so on. The whole corporation is structured in terms of these small, egalitarian groups.

General Electric CEO Jack Welch said: “Yesterday’s idea of the boss, who became the boss because he or she knew one more fact than the person working for them. is yesterday’s manager. Tomorrow’s person leads through a vision, a shared set of values, a shared objective.” The single defining quality of leaders is the capacity to create and realize a vision. Yéats said, “In dreams begins responsibility”. Vision is a waking dream. For leaders, the responsibility is to transform the vision into reality. By doing so. they transform their dominion, whether an airline, a motion picture, the computer industry or America itself.

Thoreau put it this way: “If one advances confidently in the direction of his dreams and endeavors to live the life he has imagined, he will meet with a success in common hours. . . . If you have built castles in the air, your work need not be lost. It is where they should be. Now put the foundation under them”.

The New Global Alliances

Jan Carlzon also illustrates one element that I believe will distinguish the vision of 21 st-century leaders from the current model. His is a global vision; he is fully aware of the need for transnational networking and alliances.

Carlzon is not alone. A recent United Research Co./ Harris survey of ISO CEOs of Forbes 500 companies found that they saw the greatest opportunity and challenge for the future in the global market In the same vein, senior level managers polled in a Carnegie-Mellon University survey of business school alumni named competing effectively on a global basis as the most difficult management issue for the next decade.

Global interdependence is one of six pivotal forces working on the world today (The others are technology mergers and acquisitions, deregulation and reregulation, demographics and values, and the environment Leadeship is necessary for coping with each of these forces, but those are subjects for another time.) One of the first things the astute businessperson checks daily now is the yen-dollar ratio. Fifty percent of the property in downtown Los Angeles is owned by the Japanese.

Foreign investment in America—in real estate, finance and business—continues to escalate. But the changes aren’t simply on our shores. In 1992, when Europe becomes a true Common Market, it will contain 330 million consumers, compared with 240 million in this country.

American leaders who want to be a part of that new market are planning now. Michael Eisner of Disney has sent Robert Fitzpatrick to France to head up the new EuroDisney project CalFed, which already has a bank in England, is preparing for the future with plans for banks in Brussels, Barcelona, Paris and Vienna. In Spain, AT&T has spent $220 million for a semiconductor plant, and General Electric has budgeted $1.7 billion for a plastics facility. Ford, Nissan, Sony and Matsushita have opened factories in or near Barcelona in the last two years.

In most cases, however, buying into Europe is prohibitively expensive. The shrewd leaders of the future are recognizing the wisdom of creating alliances with other organizations whose fates are correlated with their own. The Norwegian counterpart of Federal Express—which has 3,500 employees, one of the largest companies in Norway—is setting up a partnership with Federal Express. First Boston has linked up with Credit Suisse, forming FBcS. GE has recently set up a number of joint ventures with GE of Great Britain. meshing four product divisions. Despite the names, the companies hadn’t been related. GE had considered buying its British namesake, but ultimately chose alliance rather than acquisition.

Buying in is not the choice of the Europeans themselves: Glaxo, a British pharmaceutical firm, made a deal with Hoffman-LaRoche for the distribution of Zantac, a stomach tranquilizer, and knocked SmithKline Beecham’s Tagamet out of the game. Kabi Virtum, a Swedish pharmaceutical company, is looking for a partner in Japan to build a joint laboratory. in exchange for which the Japanese would get help in licensing drugs in Sweden.

And as for Jan Carlzon when he tried and failed to buy Sabena, a rival airline, he established an affiance instead. SAS also works with an Argentine airline and with Eastern Airlines, sharing gates and connecting routes.

The global strategy is firmly rooted in Carlzon’s vision for SAS. All leaders’ guiding visions provide clearly marked road maps for their organizations; every member can see which direction the corporation is going. The communication of the vision generates excitement about the trip. The plans for the journey create order out of chaos, instill confidence and trust, and offer criteria for success. The group knows when it has arrived.

The critical factor for success in global joint ventures is a shared vision between the two companies. If you’re not sure of your company’s vision, how can you tell what the advantages of an alliance would be? You must be certain you have the right map before embarking on the journey. If you think your company’s vision lacks definition, here are some questions that may help give it color and dimension:

  • What is unique about us?
  • What values are true priorities for the next year?
  • What would make me professionally commit my mind and heart to this vision over the next five to 10 years?
  • What does the world really need that our company can and should provide?
  • What do I want our company to accomplish so that I will be committed, aligned and proud of my association with the institution?

Ask yourself those questions today. Your answers will be the fire that heats the forge of your company’s future.

Warren Bennis is distinguished professor of business administration at the University of Southern California in Los Angeles and author of 'On Becoming a Leader.' He researched and wrote this article with a commission from the United Research Co. of Morristown, NJ