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APRIL 2012 reprint r1204F

The Real Leadership Lessons of Steve Jobs
Six months after Jobs’s death, the author of his best-selling biography identifies the practices that every CEO can try to emulate. by Walter Isaacson

Focus

Simplify

Take Responsibility End to End

When Behind, Leapfrog

Put Products Before Profits

Don’t Be a Slave to Focus Groups

Bend Reality

Impute

Push for Perfection

Tolerate Only “A” Players

Engage Face-to-Face

Know Both the Big Picture and The Details

Combine the Humanities with The Sciences

Stay Hungry, Stay Foolish

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The Real Leadership Lessons of Steve Jobs
IllustratIon: trevor nelson

Six months after Jobs’s death, the author of his best-selling biography identifies the practices that every CeO can try to emulate. by Walter Isaacson

April 2012 Harvard Business review 3

ThE rEAl lEAdErShip lESSOnS Of STEvE JObS

“The people who are crazy enough to think they can change the world are the ones who do.” hiS SAgA iS the entrepreneurial creation myth writ large: Steve Jobs cofounded Apple in his parents’ garage in 1976, was ousted in 1985, returned to rescue it from near bankruptcy in 1997, and by the time he died, in October 2011, had built it into the world’s most valuable company. Along the way he helped to transform seven industries: personal computing, animated movies, music, phones, tablet computing, retail stores, and digital publishing. He thus belongs in the pantheon of America’s great innovators, along with Thomas Edison, Henry Ford, and Walt Disney. None of these men was a saint, but long after their personalities are forgotten, history will remember how they applied imagination to technology and business. In the months since my biography of Jobs came out, countless commentators have tried to draw management lessons from it. Some of those readers have been insightful, but I think that many of them (especially those with no experience in entrepreneurship) fixate too much on the rough edges of his personality. The essence of Jobs, I think, is that his personality was integral to his way of doing business. He acted as if the normal rules didn’t apply to him, and the passion, intensity, and extreme emotionalism he brought to everyday life were things he also poured into the products he made. His petulance and impatience were part and parcel of his perfectionism. One of the last times I saw him, after I had finished writing most of the book, I asked him again about his tendency to be rough on people. “Look at the results,” he replied. “These are all smart people I work with, and any of them could get a top job at another place if they were truly feeling brutalized. But they don’t.” Then he paused for a few moments and said, almost wistfully, “And we got some amazing things done.” Indeed, he and Apple had had a string of hits over the past dozen years that was greater than that of any other innovative company in modern times: iMac, iPod, iPod nano, iTunes Store, Apple Stores, MacBook, iPhone, iPad, App Store, OS X Lion—not to 4 Harvard Business review April 2012

—Apple’s “Think Different” commercial, 1997
mention every Pixar film. And as he battled his final illness, Jobs was surrounded by an intensely loyal cadre of colleagues who had been inspired by him for years and a very loving wife, sister, and four children. So I think the real lessons from Steve Jobs have to be drawn from looking at what he actually accomplished. I once asked him what he thought was his most important creation, thinking he would answer the iPad or the Macintosh. Instead he said it was Apple the company. Making an enduring company, he said, was both far harder and more important than making a great product. How did he do it? Business schools will be studying that question a century from now. Here are what I consider the keys to his success.

When Jobs returned to Apple in...
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