📚 Una recomendación de libro que no puedo dejar pasar, es la de la historia de como Robert Iger se convirtió en el CEO de Disney.

Al ser una auto biografía, podemos saber con lujo y detalle todos sus movimientos de carrera desde que trabajaba en ABC, hasta ser absorvida por Disney. Su estrecha relación con sus mentores y cómo forjó las principales adquisiciones que ahora posee (Pixar, LucasFilm, 20th Century Fox, etc). Después de leer el libro (a mediados de 2021) me dio pena saber que ya se había retirado. Justo después de cerrar su sueño y proyecto ícono: un mega parque de Disney en Shanghai.

Me encantó que haya explicado con tanta humildad y realidad su relación con Steve Jobs desde los primeros acercamientos, el lanzamiento del iPod y su lucha personal por la vinculación con Pixar.

Personalmente, es uno de los estilos de liderazgo que admiro. Notable las frases:

“It's a delicate thing, finding the balance between a demanding team that your people perform and not instilling a fear of failure in them.”

“True authority and true leadership come from knowing who you are and not pretending to be anything else.”

Les dejo mis highlights acá.

I've come to cherish that time alone each morning, and am I'd be less productive and less creative in my work if I didn't also spend those first hours away from the emails and text mesYon sages and phone calls that require so much attention as the day goes on.

p. 9

If politicians had an urge to divide the world or generate an us-versus-them, good-versus-bad mentality, I was exposed to a reality much more nuanced than that.

p. 14

ABC Sports showed me the world and made me more sophisticated. I got exposed to things I'd never contemplated before. I remember exactly where and when I ate my first fine French meal in Paris, the first time I ever uttered the word Montrachet, and my first experience driving through Monaco in a luxury sports car.

p. 14

He is described by some as being the living embodiment of the Japanese fea word shokunin, which is "the endless pursuit of perfection for some greater good”.

p. 17

It's a delicate thing, finding the balance between demanding] tean that your people perform and not instilling a fear of failure in them.

p. 19

In your work, in your life, you'll be more respected and trusted by the people around you if you honestly own up to your mistakes. It's impossible not to make them; but it is possible to acknowledge them, learn from them, and set an example that it's okay to get things wrong sometimes.

p. 20

Ask the questions you need to ask, admit without apology what you don't understand, and do the work to learn what you need to learn as quickly as you can.

p. 36

True authority and true leadership come from knowing who you are and not pretending to be anything else.

p. 36

This is all a way of stating what might seem obvious but is often ignored: that a delicate balance is required between management being responsible for the financial performance of any creative work and, in exercising that responsibility, being careful not to encroach on the creative processes in harmful and counterproductive ways. Empathy is a prerequisite to the sound management of creativity, and respect is critical.

p. 43

Not with lack of effort but with the unavoidable truth that if you want innovation-- and you should always— you need to give permission to fail.

p. 45

At its essence, good leadership isn't about being indispensable; it's about helping others be prepared to possibly step into your your Kolenth shoes--giving them access to your own decision making, identifying the skills they need to develop and helping them improve.

p. 67

For his part, he'd any, "Micromanaging la underrated." I tend to agree with him, but to a point. Thanks to my years working for Roone Arledge, I didn't need to be convinced that the success or failure of something so often comes down to the details.

p. 82

Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion.

p. 86

Michael had plenty of valid reasons to be pessimistic, but as a leader you can't communicate that pessimism to the people around you. It's ruinous sions to morale. It saps energy and inspiration.

p. 86

"You cannot win this as an incumbent," he said. 'You cannot win on the defensive. It's only about the future. It's not about the past." That may seem obvious, but it came as a revelation to me.

p. 99

If you approach and engage people with respect and empathy, the seemingly impossible can become real.

p. 120

Don't let your ego get in the way of making the best possible decision.

p. 120

You have to look the person eye. You can't use anyone else as an excuse. This is you making a decision about them-not them as way they person but the have performed in their job--and they need and deserve to know that it's coming from you.

p. 165

At some point over the years, I referred to a concept I called "management by press release" meaning that if I say something with great conviction to the outside world, it tends to resonate powerfully inside our company.

p. 193

That may be the hardest but also the most necessary lesson to keep in mind, that wherever are along the path, you're the same person you've always been. you

p. 224

If you trust your own instincts and treat people with respect, the company will come to represent the values you live by.

p. 226

It's about creating an environment in which people refuse to accept mediocrity. It's about pushing back against the urge to say that "good enough" is good enough.

p. 226

We all want to believe we're indispensable. You have to be self-aware enough that you don't cling to the notion that you are the only person who can do this job.

p. 228

You have to convey your priorities clearly and repeatedly. If you don't articulate your priorities clearly, then the people around you don't know what their own should be. Time and energy and capital get wasted.

p. 229

When hiring, try to surround yourself with people who are good in addition to being good at what they do. Genuine decency an instinct for fairness and openness and mutual respect is a rarer commodity in business than it should be, and you should look for it in the people you hire and nurture it in the people who work for you.

p. 231

what people think of you is what they'll think of your company.

p. 231

It's subtle, but there's a difference between communicating that you share their stressthat you're in it with them and communicating that you need them to deliver in order to alleviate your stress.

p. 231