Page 88 - Gary's Book - Final Copy 7.9.2017_Active

It helps to have a mentor who can, in advance, teach you how to read between the
lines on company announcements, actions and programs. It is more important in
most cases what you were not informed of than what was broadcasted to everyone.

Networking may benefit you when you are at lower levels in an organization, but
when you are at the top of a firm, it is not an advantage. It is lonely at the top; it’s
not like talking to your friends at the bottom of the matrix. At the top, you are

judged on your accomplishments. To advance to the top you must be a doer. Once
at the top, that is over, and you take the role of providing direction and
development. Direction is providing subordinates guidance in where they are
going and why they are going there. Development is finding the correct people and
investing in them, listening to them, teaching them, and trusting them with

important data. It will pay dividends over and over. As you advance, they will
desire to join you.

Once you have the direction in hand, get a “stump speech” and give it every time
you see stump-people standing around, every meeting you attend with a clear
picture of where you’re going and a plausible path of how to get there.

When you see someone has dropped the ball, pick it up; do not leave a fumbled

ball lying on the ground. Assume it was left there for you; get it and run with it.
Score the goal! Make the touchdown! Remember tha old saying, “It is better to ask
for forgiveness than for permission.” This is good in business relationships as well
as in marriage.

Encourage the hearts of the people you lead, and their minds and deeds will
quickly follow. If you’re going after your people’s intellect first, you are missing

the mark by several feet. Visibly recognize people’s contributions with a thank you
or a public praise. Celebrate success, love your customers and employees and their
accomplishments in the company, and they will love you back. It fills your tank to
press on. Love ‘em and lead ‘em.

Strategy without execution is a pipe dream. I have never been rewarded for a great

plan; rather I have been rewarded for executing a great plan. Delivering the results
promised is the key. Make a decision and do something. If nobody seems to be in
charge, assume you are. Collaborative decision making is best, but if it is taking
too long to get there, and you feel you have at least 80% of the information you

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