If you don’t understand that you work for your mislabeled subordinates, then you know nothing of leadership. You know only tyranny.
Dee W. Hock (b. 1929) American businessman
“Unit of One Anniversary Handbook,” Fast Company (28 Feb 1997)
Quotations by:
Hock, Dee W.
Make a careful list of all things done to you that you abhorred. Don’t do them to others, ever. Make another list of things done for you that you loved. Do them for others, always.
Dee W. Hock (b. 1929) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.
Dee W. Hock (b. 1929) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
(Source)
Never hire or promote in your own image. It is foolish to replicate your strength. It is idiotic to replicate your weakness. It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.
Dee W. Hock (b. 1929) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
(Source)
The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out. Every mind is a room packed with archaic furniture. You must get the old furniture of what you know, think, and believe out before anything new can get in. Make an empty space in any corner of your mind, and creativity will instantly fill it.
Dee W. Hock (b. 1929) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
(Source)
Here is the very heart and soul of the matter. If you look to lead, invest at least 40% of your time managing yourself — your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you “work for” to understand and practice the theory. I use the terms “work for” advisedly, for if you don’t understand that you should be working for your mislabeled “subordinates,” you haven’t understood anything. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.
Dee W. Hock (b. 1929) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
(Source)