NYU C-Suite Spring 2015

The C-Suite Perspective:
Leadership & Integrated
Marketing
Mark Misercola
January 2015

Chapter 1
What Leaders Really Do

“Most businesses today are overmanaged and
underled. They need to develop their capacity to
exercise leadership.”
Page 5
Chapter 1: What Leaders Really Do
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• Successful corporations don’t wait
for leaders to come along.
• They seek out those with leadership
potential and develop it.
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“The real challenge is to combine strong leadership
with strong management and use each to balance
each other … they try to develop leader-managers.”
Page 6
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Chapter 1: The Difference Between Management and Leadership
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• Management is about coping
with complexity, change.
• Companies manage complexity
by planning and budgeting.
• Management develops the
capacity to achieve its plan by
organizing and staffing.
• Finally, management ensures the
plan is achieved by controlling
and problem solving.

• Leading an organization to
constructive change begins by
setting a direction and vision for
the future.
• Leaders align the people they
manage, communicate direction
and champion its achievement.
• Leaders motivate and inspire
people to achieve their vision by
appealing to untapped human
needs, values and emotions.
Chapter 1: The difference Between Management and Leadership
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Chapter 1: Companies That Excel at Leadership Development
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Simon Sinek, author of "Start With
Why” and “Leaders Eat Last“ on
how leaders can inspire
cooperation, trust and change.

“Great leaders move us. They ignite our passion and
inspire the best in us … if they fail in this primal task
of driving emotions in the right direction, nothing they
do will work as well as it could or should.”
Page 16
Chapter 2: Primal Leadership
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• The emotional task of the leader is
primal – it is both the original and most
important act of leadership.
• Employees take emotional cues from
the top.
• When the CEO is visible it ripples
throughout the emotional climate.
Chapter 2: Primal Leadership
2/24/2015 12

• The talk more than anyone else.
• What they say is listened to more
carefully.
• Typically the first to speak out on a
subject.
• When others make comments they
often refer back to what the leaders
have said.
Chapter 2: How Leaders Evoke Emotional Responses
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• When leaders are not talking they
are often watched more carefully
than anyone else in a group.
• When questions are raised others
watch the leader for a response.
• The leader often sets the emotional
standard for an organization.
Chapter 2: How Leaders Evoke Emotional Responses
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• Negative emotions can disrupt
work, alienate employees, hijack
attention from the task at hand.
• Leaders who spread bad moods are
bad for business – and those who
pass along good moods help drive
a business’s success.
Chapter 2: How Leaders Can Hijack Emotions
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Chapter 2: Compare and Contrasts
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• The more emotionally demanding
the work, the more empathetic
and supportive the leader needs
to be.
• The working climate can account
up to 30 percent of business
performance.
• More than anyone else, the boss
creates the conditions that
directly determine people’s ability
to work well.

Chapter 3
Five Practices of Exemplary Leadership

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart
The Five Practices of Exemplary Leadership
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Chapter 3: Model the Way
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“Exemplary leaders know
that if they want to gain
commitment and achieve
the highest standards, they
must model the behavior
they expect from others.”
Page 26

Chapter 3: Model the Way
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• Exemplary leaders
go first, set the
example.
• Words and deeds
must be consistent
• People follow the
person, then the
plan.

Chapter 3: Inspire a Shared Vision
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• Leaders inspire a shared vision.
• To enlist people in a vision,
leaders must know their
constituents and speak their
language.
• Leaders forge a unity of purpose
by showing constituents how the
dream is for the common good.

• They search for opportunities to innovate,
grow and improve.
• They recognize good ideas, support them, and
challenge the system to get new products,
processes and services adopted.
• Leaders are early adopters of innovation.
Chapter 3: Challenge the Process
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Chapter 3: Challenge the Process
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George Patton James Kirk

• See leadership as a team effort.
- Frequently use the word “we”
- Give meaning and context to
communications
- Story teller
- Buy-in for ideas
• Enable others to act.
• Engage all those who make the
project work.
• Make it possible for others to
do good work.
Chapter 3: Enable Others to Act
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Chapter 3: Enable Others to Act
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Herb Brooks, US
Olympic Hockey
CoachKurt Russell, Miracle on Ice

• Encourage the heart of their
constituents to carry on.
• Show appreciation for
contributions.
• Consider encouragement
serious business.
• Ensure people see the
benefit of behavior.
Chapter 3: Encourage the Heart
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“Leadership is a relationship between those who aspire to lead
and those who chose to follow … success in leading is wholly
dependent upon building and sustaining those relationships that
enable people to get extraordinary things done on a regular
basis.”
Page 33
Chapter 3: Leadership is a Relationship
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Chapter 4
Reframing Leadership

Leadership vs. Management
• Distinction: Managers do things right and leaders do the
right thing.
- Leaders think long term
- They look outside as well as in
- Influence constituents beyond their immediate jurisdiction
- Emphasize vision and renewal
- Have the political skills to cope with multiple constituencies.
Chapter Four: Reframing Leadership/Structural Leadership
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Chapter 4: Attributes of Structural Leaders
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“Structural leaders succeed not because of
inspiration but because they have the right
design for the times and are able to get their
structural changes implemented.”
Page 39

2/24/2015 31
Alfred P. Sloan, GM President,
Chairman, 1923-1946
Roger B. Smith, GM Chairman,
1981-1990

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• They do their homework – know every facet of their business.
• Rethink structure, strategy and environment (GM’s price pyramid
vs. Ford’s Model T).
• Focus on flawless implementation.
• They experiment, evaluate and adapt. (Known as “tinkerers”)

Chapter 4: Human Resource Leadership
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• Commit to concept of
servant-leadership.
• They are facilitators,
coaches.
• Advocate openness,
listening, participation
and empowerment.
• Ensures other people’s
highest priority needs
are being served.
Fred Smith, CEO FedEx
“Putting people first”

Chapter 4: Attributes of Human Resources Leaders
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• Believe in people and communicate it frequently.
• Visible and highly accessible – advocates of management by
wandering around.
• Empower others and often refer to employees as “partners,”
“owners.”

Chapter 4: Attributes of Political Leaders
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• Realists – distinguish between what they want and what they can
get.
• They know who the power brokers are and how to use them.
• Build relationships and networks with key constituents.
• Persuade first, negotiate second, and coerce only if necessary.

Chapter 4: Attributes of Symbolic Leaders
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• Lead by example
• Use symbols to capture
attention
• Communicate a vision
U.S. President Franklin Roosevelt,
Fireside Chats

Chapter 4: Attributes of Symbolic Leaders
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• Tell stories
• Use plain language
• Leverage history
U.S. President Franklin Roosevelt,
Fireside Chats

Chapter 4: Attributes of Political Leaders
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Lee Iacocca, Chrysler Carly Fiorina, HP

Chapter 5: When Leadership is an Organizational Trait
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• History shows that businesses that are dependent on a single
leader run a considerable risk.
• If that individual retires, leaves or dies in office, the organization
may lose its capacity to succeed.
• To prevent this, many have “institutionalized” leadership …
- In systems, practices and cultures of the organization.

Chapter 5: Companies That Faltered
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Chapter 5: Companies That Faltered
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Dave Thomas, Wendy’s

Chapter 5: Companies With High Leadership Quotients
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Chapter 6
The Seven Ages of the Leader

Chapter 6: The Seven Ages of the Leader
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• Infant Executive
• Schoolboy
• Lover
• Soldier
• General
• Statesman and
sage
William Shakespeare

Chapter 6: Infant Executive
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Max Klein, page
67

Chapter 6: The Schoolboy
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The leader often
becomes a screen
onto which followers
project their own
fantasies about power
and relationships.
Steven Sample, USC President, page 69

Chapter 6: The General
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“I avoided saying P&G
people are bad … I
preserved the core of the
culture and pulled
people where I wanted
them to go. I enrolled
them in change. I didn’t
tell them.”
AG Lafley, Proctor & Gamble, page 76

Chapter 8
Leadership is Authenticity, Not Style

Chapter 8: Leadership is Authenticity, Not Style
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“… leadership begins and ends with authenticity. It’s being
yourself; being the person you were created to be.”
Page 87

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“The media … focus on
the style of leaders, not
their character. In large
measure, making heroes
out of celebrity CEOs is
at the heart of the crisis
in corporate leadership.”
Page 87
Yahoo's Marissa Mayer: Hail to the Chief

Chapter 8: Dimensions of Authentic Leaders
2/24/2015 52
• Understanding their
purpose
• Practicing solid
values
• Leading with heart
• Establishing close
and enduring
relationships
• Demonstrating self
discipline.
U.S. President Harry S. Truman, 1945-1953

Chapter 8: Dimensions of Authentic Leaders
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• Plain speaking
• Common man
• Blunt
• Committed to the
people
• Principled – “the buck
stops here”
• Strong networker
James Whitmore, Give ‘em Hell Harry, 1975

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Gen. Norman Schwarzkopf

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Gen. Norman Schwarzkopf

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Chapter 9
Level Five Leadership

Chapter 9: Level Five Leadership
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• Level 5: Executive
• Level 4: Effective Leader
• Level 3: Competent Leader
• Level 2: Contributing Team
Member
• Level 1: Highly Capable
Individual
Page 100

Chapter 9: Level 5 Leadership Characteristics
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• Level 5 leaders are a study in duality: modest and willful,
shy and fearless ... they didn’t talk about themselves.
• Besides extreme humility, Level 5 leaders display
tremendous professional will.
• Many feel they are lucky.

2/24/2015 60

2/24/2015 61
• Level 5 leaders are a study in duality: modest and willful,
shy and fearless ... they didn’t talk about themselves.
• Besides extreme humility, Level 5 leaders display
tremendous professional will.
• Many feel they are lucky.

Chapter 9: Level Five Leadership
2/24/2015 62
“When you combine the fact that boards of directors frequently
operate under the false belief that a larger-than-life, egocentric
leader is required to make a company great, you quickly see
why Level 5 leaders rarely appear at the top of our institutions.”
Page 113

NYU C-Suite Spring 2015

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