A collection of 3-minute speeches aimed at CEOs. Short and to the point advice on leadership, organisational management and navigating the changing business environment. Each topic is tailored to the different situations CEOs face and designed to provide practical help.
10 things leaders shouldn’t do
Good morning, CEOs, and thank you for taking the time to sit down with us. When you’re at the helm of a company, it’s hard to lay down to sleep at night, isn’t it? I think that’s probably the mindset of a CEO, that you’re not just responsible for yourself, you’re not just responsible for your family, you’re responsible for your employees, you’re responsible for your employees‘ families, and you’re responsible for your employees’ families, and you’re always on edge. Some people will tell you that it’s better not to work for someone else, but I think you know better than anyone else that it’s harder than that.
When you’re running a company, a lot of things happen. Economic challenges, personnel issues, market shifts, and more can all throw a CEO for a loop, especially in today’s fast-paced business environment, where you have to adapt quickly and sometimes make bold decisions. With emerging business trends like digital transformation, ESG management, and global expansion, it’s easy for leaders to get left behind if they don’t drive innovation. But amidst all the headwinds, there are certain things that leaders should never do, and I want to share them with you. Firstly, you can’t be a numbers person and micromanage when you’re in the CEO seat. As a CEO, you need to be able to see the world through a wider lens than anyone else in the company.
And you should never lie. Trust is one of the most important assets in business. Once it’s lost, it’s very difficult to regain it with employees, investors, and customers. You need to face and solve problems honestly, rather than try to deflect them with lies. Trust is the foundation of long-term success, and companies led by trusted leaders grow faster. You also don’t want to make the same mistakes over and over again. Mistakes can be opportunities for growth, but if they are repeated, they can come across as incompetence. You need to be a leader who learns from mistakes and improves.
And don’t settle for the title of CEO, President of Company X, or whatever. You should always be a forward-thinking CEO who strives for a better Company X. In business, you can fail at any time, but it’s not right to think of excuses in case you fail. You should have a big heart and a big mind. You should be able to accept and acknowledge failure so that you can move the company forward in a better direction.
They shouldn’t steal credit from their subordinates or others, and they shouldn’t be distracted by internal company politics. It can be tempting to turn a blind eye to immediate success, but it’s important to remember that long-term growth comes from the performance of the entire company. As a leader, it’s your job to mediate conflict within your organisation and create an environment where each member can play their part. Getting caught up in unnecessary political battles within the organisation can end up rocking the boat.
As a CEO, you should always have a broad view – that’s what makes you a CEO, and I believe it’s the key to building your company into something bigger. Finally, leaders must have a clear vision for the future. A vision isn’t just a goal, it’s the direction you want your company to go and the strategy that goes with it. A company without a vision is like a ship without a course. You need to have a clear vision and a plan of action to get your employees on the same page.
Thank you, everyone, for listening so far.
May you live a life of noblesse oblige
Good afternoon, I’m speaker and columnist ○○○. The people in front of me are people who have achieved fame, success, and wealth, and it’s a privilege to be here today.
Ladies and gentlemen, I’m sure you’re familiar with the phrase Noblesse Oblige. The French term means ‘noble duty,’ and it refers to the social and moral obligation of those in positions of authority to lead by example. It’s more than just a responsibility, it’s a deeply held philosophy of dedication and service to one’s society and country. A society where Noblesse Oblige is taken for granted is obviously an advanced society, and its country will be strong.
Yet, according to a study by a research organisation, South Korea ranks last in the OECD in terms of Noblesse Oblige. It’s a shame, and it’s a moral wake-up call to our society that those in positions of great responsibility are not doing their part. Noblesse oblige is not a choice, it is a necessity. Only when you recognise your place and role in society and take on greater responsibility will this country move towards a brighter and fairer society.
Today’s society is changing rapidly. Despite technological advancements and economic growth, issues such as the gap between the rich and the poor remain unresolved. This is where Noblesse Oblige becomes even more necessary. It’s more than just donations or financial support, it’s about giving your time and talents for the common good, protecting the vulnerable, and spreading a culture of sharing. When you lead by example, you change the tone and values of society.
Your impact on society is vastly different from that of an insignificant lecturer like me. You have a huge impact on this country, on this society. Your donations and good deeds can have a positive effect on society, a so-called ‘craze,’ and your ethics and moral compass are more rigorous than those of others. When you do this, you will go beyond mere economic success and establish yourself as a truly respected leader.
You have received many privileges from society and are the object of envy and admiration, but if you live a life of Noblesse Oblige, if you contribute to society, if you do good deeds, if you care for your neighbours and not for your own comfort, if you ensure that the wealth you enjoy is not for your own benefit but for the strength of the nation, you will earn the respect of the people.
It’s important to note that Noblesse Oblige requires persistence: society is more likely to feel the impact of a steady, consistent contribution than a one-off good deed. There are many examples of high-profile individuals who have practised Noblesse Oblige. Whether it’s Bill Gates’ life of giving or Angelina Jolie’s life of service, we hope you can add your name to the list. Your efforts will be an important asset in leaving a better world for generations to come.
It’s important to remember that your success so far hasn’t just come from your individual endeavours – it’s the systems of society, and the support of a wide range of people, that have brought you to your position of success, so your social responsibility is not only a natural part of giving back what you’ve been given, but also an obligation to future generations.
I know you’re a force to be reckoned with, and I can’t thank you enough for your time today.
Leadership is what it’s all about!
Good afternoon, and thank you so much for taking the time to sit down with me today. Today, I’m going to talk about what true leadership is and the role of the leader. As the head of your company, you’re playing a pivotal role in your organisation, and I’m sure you have a lot on your mind, a lot of responsibilities, and sometimes a lot of stress, because at the end of the day, it’s the quality and competence of your leaders that will determine the direction and success of your organisation.
Before we look at the role of the leader, we need to remind ourselves how important leadership is to an organisation. An organisation isn’t just a machine – it’s a group of people, each with their own ideas and goals. Leaders are the ones who guide these diverse people towards a single goal, and how they do so will determine the success of the organisation. Whether your organisation grows, stagnates, or declines is largely dependent on how your leaders lead.
First, there are many different types of leaders. Let’s look at the leaders in the classic of classics, The Three Kingdoms, for example. The first is Liu Bei, a generous and humble leader who cares about people. Liu Bei wasn’t a genius strategist or a powerful charismatic figure, but he had the power to draw people to him. This was because he respected people, recognised their value, and knew how to orchestrate them. These qualities led him to become emperor of the Chou dynasty.
Then there’s Cao Cao. Unlike Liu Bei, Cao Cao was a very strict and decisive leader, and while his decisiveness sometimes bordered on cruelty, he had a clear philosophy. He didn’t hesitate to acquire talented people, and he paid them exorbitant prices to stay loyal to his organisation, which is why Cao Cao had no shortage of brilliant minds in his service, including Zhang Fei and Xu Huang.
Sun Quan of Wu was a different type of leader to Cao Cao: he was good at assessing situations and moderating his subordinates. Sun Quan built a stable leadership based on the virtue of moderation, which was one of the keys to his ability to keep Wu a strong state even in times of turmoil.
From the leadership of these three men, we learn one important lesson. It’s that you need to know how to deal with people. A good leader needs to be able to see people, identify their strengths and weaknesses, and give them the right role in the organisation. They also need to be fair and create an environment where people can commit to the organisation without feeling resentful or unhappy. Being good with people and recognising their value is at the heart of leadership.
On the other hand, there are examples of failed leaders. In The Three Kingdoms, Liu Bei’s brother, Cao Cao, was a fierce warlord. Despite his prowess, he met a tragic end when his men betrayed him. The reason was simple: he led by force, treating his men harshly. He tried to lead his organisation using only the whip, and it cost him his life. This is where we learn another lesson. When it comes to ruling an organisation, force is not the only way to go.
Last year, I watched an interesting documentary that made me realise another important fact about leadership: in a wolf pack, the alpha wolf was resolving a conflict within the organisation, and instead of simply exerting force on the fighting wolves, he changed the atmosphere by playing a prank on them. This scene illustrates the importance of wit and humour in leadership. The same is true for humans. We are social animals, and we are easily influenced by the mood around us. In a situation where tensions are running high within an organisation, a witty comment from a leader can change the mood and put people at ease. This wit and tact is often the key to turning an organisational crisis into an opportunity.
Leadership requires wisdom as well as strength. People are not mere tools – like the monkey in the story of Josamosa, they are not simply driven by carrots and sticks. The same is true for the people in the organisation you lead – they don’t just work for a paycheck. The atmosphere of the organisation, the personality of the leader, and the welfare and care they receive are all factors in their consideration. All of these factors must be in harmony for the organisation to run properly.
The final lesson to remember is that a good leader has the power to attract talent within an organisation. A company thrives on talent, and it’s up to the leader to attract and retain that talent. It’s only under good leadership that an organisation can grow.
I hope today’s talk will help you in some small way in building your leadership. Thank you for listening.
The Art of the Memo
hello. This is ○○○. It’s not often that I get to see all of you busy CEOs in the same room, so I’m really honoured that you’ve taken time out of your busy schedules to be here today.
Today, I’d like to share one important skill for all you new CEOs out there. Some of you in this room may be thinking, ‘I’m a note-taker,’ but I’m sure there are others who don’t, and I’m sure it’s just as important to know how to do it as it is to take notes. The problem with many of us is that we take notes, but we rarely go back to them. As you’ve probably experienced, if you don’t revisit a note at a critical moment, it becomes useless and a waste of time.
I won’t go into too much detail about the importance and necessity of notes, but it’s worth pointing out why they’re even more important in the modern world. We live in a world of information overload, with smartphones and IT devices becoming ubiquitous. The most efficient way to quickly find what you need and make it your own is to take notes, especially in the information age, where information is your competitive advantage, and accumulating this information through notes is essential to success.
But how do we process and remember this vast amount of information? It’s impossible for us to hold all the information in our heads. Our memory is limited, so we need the art of note-taking to ensure that we don’t forget the information we need when it matters. And there’s no set way to take notes – you can do it however you’re comfortable. The important thing is that you develop the habit of taking notes consistently.
When and how do you take notes? Taking notes is a very simple thing that anyone with a pen and paper can do, but it’s not always easy to do, because we don’t always have a pen and paper with us when we have a good idea. So when something important comes to mind, it’s easy to forget it if we don’t write it down right away. That’s why I recommend using your smartphone. Smartphones are well-equipped with voice recognition apps or note-taking apps. You may not have a pen and paper, but you always have your smartphone in your hand, and you can use it to take notes. For example, I often use voice recognition apps. When I’m walking down the street and an idea pops into my head, I simply jot down a quick note with my voice, then check it later and rewrite what I need to.
Notes don’t end with just writing them down – I additionally record the time I’m taking notes. By writing down the context in which I took the note and what I was thinking at the time, I can easily recall the context when I reread it later. This transforms your notes into something more valuable than just a record.
In fact, it doesn’t really matter how you take notes; what matters is that you get into the habit of doing it consistently. Some good note-taking habits include taking notes with pen and paper, some with a smartphone, some with a book excerpt, some with a diary, and some with clipping. For example, one CEO wrote a simple note in his diary that turned into a small idea that turned into a major project for his company years later. Remember, a small note can make a big difference in your business.
It’s also important to get in the habit of revisiting your notes. Revisiting your notes later can spark additional thoughts. Like a jigsaw puzzle, small notes can add up to one big idea. Like the butterfly effect, small notes can lead to big things later.
So, that concludes today’s talk, and I hope that your note-taking habits will help you run a successful business. Thank you, everyone, for listening.
Unity is an essential quality of a leader!
Good morning, and while the busiest people in the company are the employees, the busiest minds and hearts are the leaders who are here today. Thank you for taking time out of your busy schedules to come and hear me speak. You’ve given up your valuable time to be here, and today we’re going to talk deeply about the qualities of true leadership.
As the leader of your own company, you’re probably faced with dilemmas big and small all the time, and perhaps the most common is the challenge of balancing growth and harmony. You’ve probably experienced that in the rush to achieve growth, the important element of harmony is often neglected, and conversely, overemphasising harmony can slow down growth. A healthy balance between the two is essential to the health of your organisation, but the bigger your company gets, the more challenging it becomes to maintain this balance.
To address this challenge, many leaders try to foster harmony through workshops, dinners, company clubs, and perks. But more often than not, these efforts only have a temporary effect and fail to drive fundamental unity. Why? Because unity is a fundamental issue of company culture and leadership that can’t be solved by simple events or perks. It’s driven by the quality of the leader, and it’s all about creating a culture where people are engaged and connected. We can all agree that this is no easy task.
So, how do we successfully juggle the two? First and foremost, it’s the mindset and attitude of the leader to create unity. A leader is not just someone who dictates and delivers results, but someone who listens to employees and helps them work together as a team. Empathy and communication are the first steps to unity. It’s essential to create an environment where employees feel free to express their opinions – an atmosphere where they feel psychologically safe – so that they can fulfil their roles and responsibilities and still feel valued within the organisation.
Leaders can also balance growth and harmony through flexible thinking about change and continuous learning. In a rapidly changing business environment, leaders must always be learning and applying new strategies and techniques, but what’s important is that they continue to support employees in adapting to change and growing together. Employees need leaders who give them the opportunity to showcase their expertise and don’t make them afraid to fail.
A company never grows on the strength of one person. When all employees are working in harmony, contributing to the best of their abilities, synergies emerge that are unimaginable. CEOs who have experienced this synergy are more likely to value employee harmony and co-operation and invest more resources and energy into it. However, CEOs who have not experienced this synergy are still focused on growth and may overlook the importance of unity.
What we need to remember here is that the carrot and stick principle needs to be used appropriately: a leader who only cracks the whip to encourage performance and achieve goals will only put pressure on employees, which can be counterproductive. As in the well-known folk tale of the Sun and the Wind, warm encouragement and support, rather than coercion and pressure, are far more effective in getting employees to engage.
Finally, leaders need, above all, the ability to understand and deal with people. A company is not just a profit-making organisation, it’s a community of people working together, and it’s only when each member of that community feels valued and works together that they can perform at their best. Only by being a leader who unleashes their potential and gives them the opportunity to grow together, rather than a leader who imposes on them, can a company truly thrive.
I sincerely hope that this talk has been of some use to you today. I hope today’s story has helped you solve some of the dilemmas you face, and I wish your organisation greater growth and harmony in the future. Thank you for listening.
I’m here to encourage employees to take time for themselves
What do the young female labourers at the Peace Market, whose rights Chun Tae-il sought to defend through his alter ego in 1970, and Chairman Chung Ju-young, the driving force behind South Korea’s developmental economy, have in common? While they were at opposite ends of the spectrum in terms of the amount of wealth they amassed, the seamstresses who squinted through needles and popped stimulants, and Chairman Chung, who started his day at 3.30am, were similar in that they worked the longest hours in the world. There’s no denying that South Korea’s economic success is rooted in these hours of sweat and tears.
But today, what have we gained in return?
According to the latest statistics from the Organisation for Economic Co-operation and Development (OECD), South Korea is still the world’s number one longest working country. With an average of 2,256 hours per year, South Koreans work 492 hours more than the OECD average, and a whopping 867 hours more than the Dutch, who work the least. We’re also probably the world’s best at working long hours when it comes to academics, too, with recent Statistics Korea data showing that the average high school senior gets just 5.4 hours of sleep, and a third of students don’t eat breakfast.
But working long hours doesn’t mean being productive.
At $25 per hour, South Korean labour productivity is just over half the OECD average of $42, and less than half that of Americans at $55. Not only does working long hours take a toll on the body and mind, but industrial accidents kill more than 2,000 people a year and injure more than 100,000 a year. It is a matter of serious concern that South Koreans have the lowest life satisfaction in the OECD and the highest suicide rate in the world.
This raises an important question. Is our goal simply to work longer? Or is it to pursue a better life?
According to the 2010 National Leisure Life Survey released by Statistics Korea and the Ministry of Culture, Sports and Tourism, people have about four hours of leisure time on weekdays and seven hours on holidays, but most of that time is spent on passive activities such as watching TV and taking naps. As a result, people don’t get the chance to rejuvenate their tired bodies and minds.
However, as we move towards a value-added creative economy, working long hours can no longer be a virtue, and I strongly suggest that all companies and organisations should explore policies that dramatically increase the amount of leisure time their employees have. This is not just a matter of improving the quality of life of workers, it can be an important strategy to enhance the competitiveness of a country.
Active leisure time provides employees with time for self-reflection and expands opportunities for personal development. Long-term participation in tourism or leisure activities will not only promote the development of related service industries, but also lead to more employment. It is worth noting that the employment effect of service industries is much higher than that of manufacturing.
In addition, leisure activities not only bring great changes to individual lives, but also to society. As more people participate in clubs, volunteering, etc., the scope of socialisation will be expanded and the bonds of society will be deepened. As Putnam argued, grassroots democracy starts with small leisure activities like ‘bowling together’. Together, these activities will build a strong civil society and enrich our democracy.
Leisure is no longer a consumptive activity that is just about ‘playing’ – it is a critical ‘productive task’ for smart organisations that want high productivity, quality of life, and a functioning democracy.
Thank you for listening.
A female workforce is the key to a 21st century society
As we move into the 21st century, the importance of a female workforce has only grown. Today, women are influential in politics, economics, and society, and the rise of female leaders around the world is significant. No longer restricted to a privileged few, women are now playing pivotal roles, drawing on their diverse backgrounds and experiences. It’s not just a matter of gender equality; it’s a critical factor in social progress and innovation.
This is especially true in the era of female power. At the Group of 20 (G20) summit in Seoul on 11-12 November, four of the leaders were women: Chancellor Angela Merkel of Germany, Prime Minister Julia Gillard of Australia, President Cristina Fernandez of Argentina, and President-elect Dilma Rousseff of Brazil. The presence of so many women leaders at a major summit is unprecedented and shows that women’s leadership is no longer just symbolic, but a real force to be reckoned with.
The combined GDP of the four countries led by these women is $6.234 trillion, the second largest economy in the world after the United States, far surpassing the $4.908 trillion of China, which is often referred to as the ‘G2,’ or the $5.680 trillion of Japan, which is ‘not quite there yet. This is a testament to the powerful economic impact of female leadership.
Including the G20, there are 14 countries where the top leader is a woman, including Ireland (Mary McAleese) and Finland (Tarija Halonen). Experts expect to see more female leaders in the future. This suggests that women are becoming more likely to be public leaders in a variety of areas, not just politics.
South Korea is no exception to the global trend, as the most popular presidential candidate has been a woman for several years now. Korea has already had a female prime minister, a female minister, a female Supreme Court justice, and a female university president. The gateways to the top civil service – the bar, civil service and foreign service exams – have also seen a bumper year. Women made up 42.1 per cent of the second round of the Bar Exam, the highest ever, and 60 per cent of the finalists in the Foreign Service Exam were women.
These changes are also evident in the world of finance. There is a strong female presence in the business world. While there are women like Lee Myung-hee, chairwoman of Shinsegae Group, Hyun-jung, chairwoman of Hyundai Group, and Jang Young-shin, chairwoman of Aekyung Group, who rose to the position of CEO because of their family members, there are also many women who started their own businesses or were recognised as professional managers on their own merits. In the latest CJ Group reshuffle, CJ Entertainment CEO Kim Jung-ah, 48, who was touted as the ‘first female CEO in the 30s,’ was promoted from executive vice president to vice president. This is highly symbolic as Kim is the first woman to be promoted to the vice president level in CJ Group.
However, there are still many challenges and issues that need to be addressed in order for women to achieve their potential. One of the biggest challenges is the issue of combining work and family. Many women complain of difficulties in combining family and work, especially as the burden of childbirth, childcare, and children’s education increases, many women are experiencing career breaks. This is not only a major obstacle to women’s career growth, but also a great loss to society as a whole.
For example, while the number of women passing the civil services exam has increased dramatically, only a small percentage of women have reached the senior civil service. ‘In a society dominated by a male-dominated culture, women are at a disadvantage when it comes to promotion and retention,’ said a female director general in a government department. Many women also feel the psychological and physical strain of juggling family and work, which has led some to abandon their careers.
The underutilisation of the female workforce is a societal cost. Evidence from developed economies shows that the more mature the economy, the higher the female participation in the workforce. Since 2000, three out of every four new jobs created in Europe have been held by women. In the US, there have been twice as many female entrepreneurs as male entrepreneurs over the past decade, and the unemployment rate for women (8.6 per cent) has been lower than for men (11.2 per cent) since the financial crisis, proving that more women in the workforce has a positive impact on the economy as a whole.
It’s good to see that some companies have recently recognised the importance of tapping into the female workforce by building in-house childcare facilities and supporting private education for their children. However, there is a strong need to ensure that these efforts are not limited to individual companies, but are spread throughout society. If governments and businesses work together to expand institutional support, more women will be able to balance work and family.
We need to listen to the call for more opportunities for women, and we need to see more women in leadership positions such as ministers and parliamentarians, CEOs of large companies, and university presidents. This is not just about women’s empowerment, but also about balanced development and innovation in society as a whole. When we fully utilise the potential of our female workforce, we will create a fairer and more prosperous society.
Thank you for listening.
The spirit of Ahn Cheol-Soo
When you hear the name Ahn Cheol-Soo, what do you think of? Many people think of him as a successful entrepreneur, but he is more than just a successful entrepreneur; he is credited with creating a new model for the Korean economy. Ahn’s success is not due to luck or a flash of good fortune, but to his philosophy of thorough preparation and prioritising the common good.
Economic experts call him ‘the protagonist of a new success story. After the collapse of the economic myth led by Kim Woo-joong, who proclaimed that ‘the world is big and there is a lot to do,’ Ahn is creating a new myth from the rubble. In this sense, he is not just an entrepreneur, but a manager who is redefining the trend of the times.
When people talk about Ahn, they often use the phrase ‘sunny boy’. Rather than the image of a strong leader in the venture industry, it conjures up the image of a serious and serene person, almost like an academic. In fact, he has served as a professor at a medical school and has expressed his desire to become an academic if he were to be born again. He is a man who values knowledge and scholarship.
The flag that Ahn flies is public interest over profitability, as evidenced by the fact that when he founded the Ahn Cheol-Soo Institute, he wanted it to be a non-profit corporation rather than a joint-stock company. It is also because of this public interest value that he made the vaccine programme he developed available to the public for free, and that he defended the market in Korea by rejecting takeover offers from foreign companies. In particular, McAfee, a global antivirus company, tried to acquire Ahn in 1997. McAfee offered $10 million for the company, but Ahn turned it down. This wasn’t just a business decision, but a result of his willingness to take responsibility and protect Korea’s software industry.
In his autobiography, he recalls the moment.
‘I turned down the offer without any conflict. No amount of money, no matter how high, was acceptable in the face of my responsibility to protect Korea’s software industry and to my employees. If I had sold the company, antiviruses in Korea would have been much more expensive by now, and the damage would have been much worse.’
This sense of public interest is impressive, but so is his single-minded focus on a single goal. Despite the many challenges that came his way, Ahn never took his eyes off the prize: he didn’t get distracted by other projects or temptations, but only focused on research and development of the vaccine programme. It’s this focus and perseverance that has helped Ahn get to where he is today.
People describe him as ‘a man who achieved success by trying new things.’ He rejected old authority and convention, and his new management philosophy led to success. If managers in the past were judged by their outward performance, Ahn is a perfect fit for an era where they are judged by their qualitative values. This is not only a symbol of his success, but also of how much our society has changed.
Ahn attributes his success to more than just his skills, but also to the times in which he was born.
‘If I had been born 10 years earlier or later, I wouldn’t have the success I have now.’
He’s humble in this statement, but the truth is, his success wasn’t just lucky – it was because he was ready for the opportunity.
Were events like the virus outbreak lucky for Ahn’s lab? No. It was more of a ‘ready opportunity’. No matter how big an opportunity comes, if you’re not prepared, you can’t seize it. Ahn was thoroughly prepared, and as a result, he was able to achieve success.
Today, I want to share this story with you to teach you the lesson that success comes to those who are prepared. Ahn’s story is not just a success story, but a valuable lesson that opens up new possibilities for us.
Thank you for listening.
I hope you’ll ask questions and listen
It was 1991, and I was in a class at Stanford Business School in the United States.
A lecturer posed a question to the class.
A CEO is about to give a speech at an important event that brings together the leading executives in his industry.
He has to choose between three things for his speech.
First, introduce a new technology that looks very attractive and sophisticated but has never been put into production.
Second, you’ll focus your efforts on strengthening the technology you already have.
Third, do neither and let the market decide.
What would you do?
This question wasn’t just a hypothetical scenario for learning.
The instructor at the lectern was Intel’s legendary CEO Andy Grove.
His question was a true story.
It was a decision he would actually have to make just a few days later, not in the past.
He didn’t have the answer, either.
He presented a real-life problem to his students, who were just starting to learn business, and asked for their input.
The situation shocked many of them, but it also taught him an important lesson.
‘Great leaders are willing to listen and learn from others to find answers,’ he said.
Here was a legendary CEO asking a novice, just learning the ropes, for input on a critical management decision that could change the fate of a company and an industry.
So, was this openness the key to Andy Grove’s success?
It certainly was, but it wasn’t just about asking for input.
He truly listened, and in the process, he learned and grew.
Often, when people are convinced they’re right, they stop listening to others.
But Andy Grove, even as he rose to the top, was always asking himself questions and looking around for answers.
Andy Grove, whose successful ‘Intel Inside’ strategy made Intel a global company, was an entrepreneur who knew how to ask questions.
There are many passionate executives who will defend their decisions with all their might, but there are few CEOs who are humble enough to keep their ears open and learn from different opinions.
Even at the top of his game, Andy Grove was willing to get down low and learn.
And it was that ‘learning management’ that put Intel on top of the world.
He was a questioner, and he was a listener.
When RISC, a new technology in memory semiconductors, first came out, the technologists went crazy.
RISC was the next big thing, the next big thing, the next big thing, the next big thing in terms of fashion, and they were all in love with it.
Andy Grove was so enamoured of it that he wanted to abandon Intel’s existing flagship technology, CISC, and move towards RISC.
But even at this point, Andy Grove knew how to question the technology he believed in.
That’s when two of Intel’s oldest technologists ignored all the reporting lines and went straight to Andy Grove, the chairman.
They were convinced that the technology that would make Intel the most money, the longest and most consistently, was CISC.
RISC, they reasoned, was a passing fad.
After reviewing all the evidence they presented, Andy Grove was persuaded by the two engineers to abandon RISC.
As Andy Grove would later recall.
‘I had almost destroyed the company. I must have been seduced by the lure of new technology. I am eternally grateful to those two engineers.’
This anecdote illustrates that new products or innovations that seem technologically superior don’t always lead to success.
Managers must always anticipate and decide on changes in the market and technology, but the most important thing in this process is balance.
Enthusiasm and a sense of challenge are essential, but at the same time, the risks and pitfalls must be thoroughly considered.
This is where questions, and the feedback they provide, come in.
In general, the world is structured with a division of labour.
Music critics don’t compose, football commentators don’t play on the pitch.
But we need to be different.
We need to compose while we critique, and commentate while we play.
We need to be in constant communication with the world and use the feedback we receive to inform our management decisions.
The world moves fast, and if you’re not constantly learning and absorbing, your convictions can quickly become arrogant.
Keep in mind that an open mind that can ask questions is an increasingly important competitive advantage.
In the end, Andy Grove’s story leaves us with one important question.
Are you, right now, asking questions?
And are you truly listening to find the answers to those questions?
Listening isn’t just a skill, it’s a critical force that will drive our future.
As you gather here today, I encourage you to never stop asking questions and listening.
The 3-minute speech to success
Good morning, everyone.
My name is ○○○, and I’m here to teach you about public speaking, and I’m very excited to be here today. It’s a pleasure to meet you all in person.
The 21st century is an age of emotion, expression, and personality. It’s no longer enough to convey information. We live in a time when how we speak and the emotions we convey are more important than ever. We are confident in our own intellectual, economic, and social achievements, but at the same time, we have a greater need than ever to listen to and connect with each other.
That’s why it’s so important how you make a first impression on your audience and showcase yourself as a leader. When speaking as a CEO, you need to carefully consider how you will harness the power of words and the structure and presentation of your speech.
Woodrow Wilson, the 28th President of the United States, was an accomplished public speaker who had been a college president. In one famous speech, he said, ‘A speech of one hour requires no preparation. A 20-minute speech requires two hours of preparation. But a speech of five minutes requires a night’s preparation.’ The shorter the speech, the more preparation it requires, emphasising the importance of every word and the concentration required.
Today, people’s attention spans are getting shorter and shorter. Most people don’t pay attention to others for very long, and children are said to have an attention span of just six seconds. Adults aren’t much better, only about eight seconds, which is why your speech needs to be short. The ability to get your point across in a short and powerful way is paramount.
So, how can you deliver a speech that gets noticed in a short amount of time? The key is the ability to connect with your audience’s interests and empathise with them. Humour can be a powerful tool to create this empathy, especially in a three-minute speech, where short bits of humour can be very effective in softening the mood and opening up the audience.
What’s important here is that the content of your speech is relevant to your audience – when you can relate to their interests and experiences, you’re communicating effectively. Keeping it short, punchy, and with the right amount of humour and message is the key to a successful speech.
What speeches have you given in your life?
Have you ever felt like your employees or customers weren’t listening to you?
If so, it’s time to take stock of your speaking style. Speaking is a window into your leadership and communication. Today, we want you to take your speech to the next level. The process of preparing and refining your speech is an important part of being a better CEO.
This concludes my talk.
Thank you very much for listening.
