| A maverick is an independent person who will not go | | | | The leader promotes closure. He should know the |
| along with the other members of a group (Oxford | | | | right time to get things done. |
| ESL Dictionary). This book provides priceless stories | | | | The leader knows what he doesn't know. The leader |
| and insights from a maverick of the business world; | | | | is not afraid to ask clarifications, if he does not |
| an exemplary business leader who prefers not to | | | | understand a particular subject. |
| follow orthodox beliefs in business, nor be eaten by | | | | The leader knows the meaning of two minutes. He |
| the hyped up ideas of the present. Instead, he | | | | should respect the time of others and that of his |
| chooses the course of action that is appropriate for | | | | own. |
| the changing times. | | | | The leader teaches. |
| The Maverick's Way: New Old Thing | | | | Above all, the leader develops others. As Lao Tzu |
| What is effective? This is the question answered by | | | | advanced: "the leader having accomplished great |
| the maverick. He reconciles the good things from | | | | things, the people all feel they did it themselves..." |
| both the Old and New times, and focuses on what is | | | | The very best leaders go beyond the mere setting |
| really effective in confronting the challenges of 21st | | | | of example. He should be able to cause a leap of |
| century business dealings. | | | | imagination and faith in his people. |
| A maverick thinks outside of the bed, knows that it | | | | The leader recognizes that people are often at their |
| pays to be daring, does not allow technology to | | | | very best the moment they have been let go. There |
| tyrannize, finds strength in diversity, maintains balance | | | | are times when an employee doesn't like the work |
| and harmony among people, sets leadership by | | | | anymore, or he is unable to appreciate how the |
| example, has a strong ethical base, and values | | | | whole enterprise works- this is the time to set him |
| employees and customers. A maverick knows his | | | | free. |
| customers and believes strongly in his products. | | | | A Company Must Be Profitable |
| To a maverick, a company is a not just a big candy | | | | 1. A solid financial base is fundamental. |
| store. It is a living instrument with living human beings. | | | | 2. Debt should not exceed equity. A debt to equity |
| It should have a HEART. | | | | ratio of 1 to 1 or better should be the goal, so that a |
| Keys to Leadership | | | | company's leader and key executives do not spend |
| The leader leads. He exercises critical judgment, | | | | all their time on mere survival -paying bills, meeting |
| which will have a great impact on his people. | | | | the payroll, and keeping the banks happy- but moving |
| The leader defines the company. The leader's | | | | forward and meeting bigger challenges and doing |
| responsibility is to explicitly present and advocate the | | | | more visionary work. |
| company's purposes and goals. | | | | 3. There should be a regular process for annual |
| The leader inspires. He gives sense and meaning to | | | | strategic planning and budget-planning. |
| the job. He makes his people realize, that beyond | | | | The Fundamentals of Profit and Loss |
| profit there is an underlying meaning, value, and | | | | 1. Manage expectations, not the profits. Keep the |
| deeper reason for the work they do. | | | | shareholders informed, to eliminate doubts of |
| The leader should be the evangelist. He should be | | | | manipulating numbers. |
| able to exercise his influence, to sell the values of | | | | 2. The Chairman and CEO should be financially literate. |
| ethical conduct. | | | | They should know what the numbers really mean. |
| The leader must see the company as a coherent | | | | 3. Good growth and profitability requires the exercise |
| whole. He should be aware of the diversity in the | | | | of critical judgment. The leader should make certain |
| company and bring this together to promote the | | | | that the budget is one the company can live with. |
| whole. | | | | 4. In repurchasing the company's own stocks, make |
| The leader must know that there is no better way | | | | sure that it will add to the company's earnings. |
| to create a family in the workplace than to | | | | 5. Look into the availability of funds so that the |
| encourage the family at home. Harman International | | | | balance sheet will not be compromised. |
| introduced the anti-domestic violence program in the | | | | Make an Edge in the Business World |
| company, which reinforces the idea that the | | | | 1. Writing. It is a unique and powerful skill you can use |
| company cares. | | | | for clarity and persuasion. |
| The leader should never underestimate the value of | | | | 2 Public Speaking and Story-telling. Speak directly, and |
| disciplined hard work. | | | | without notes, to your audience. Individuals respond |
| The leader empowers subordinates to do their jobs. | | | | to a well-told story. |
| He should institute programs for the guidance and | | | | 3. Thinking. People do not respect sloppy thinking in a |
| training of his people. He should always keep the lines | | | | leader. Thoughts should be carefully considered then |
| of communication open. | | | | expressed directly, crisply, and clearly. |