into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed importWhat makes a great manager or leader in a High Tech company? Is it great technical knowledge or skill? Or is it the ability to be affable and convince people to do what you want by the strength of likeability and personal relationships? Getting people to perform by fear of and grudging respect that comes from being in a position of power? People might answer this question in almost as many ways as there are people to ask.

I’ve had many influences in my career that have shaped my attitude toward management and leadership. I started my career in old-line, traditional, top-down industrial companies in the Midwest. Not knowing any better at the time, I thought that taking orders and doing what you’re told was the normal course of business. This doesn’t lead to much initiative or critical thinking, but I guess there wasn’t much asked for or expected of an entry-level employee in old-line companies. Speak when spoken to—do what you’re told, was the leadership style of the day.

It wasn’t until I moved into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed importa

perform by fear of and grudging respect that comes from being in a position of power? People might answer this question in almost as many ways as there are people to ask.

I’ve had many influences in my career that have shaped my attitude toward management and leadership. I started my career in old-line, traditional, top-down industrial companies in the Midwest. Not knowing any better at the time, I thought that taking orders and doing what you’re told was the normal course of business. This doesn’t lead to much initiative or critical thinking, but I guess there wasn’t much asked for or expected of an entry-level employee in old-line companies. Speak when spoken to—do what you’re told, was the leadership style of the day.

It wasn’t until I moved into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed import

ement and leadership. I started my career in old-line, traditional, top-down industrial companies in the Midwest. Not knowing any better at the time, I thought that taking orders and doing what you’re told was the normal course of business. This doesn’t lead to much initiative or critical thinking, but I guess there wasn’t much asked for or expected of an entry-level employee in old-line companies. Speak when spoken to—do what you’re told, was the leadership style of the day.

It wasn’t until I moved into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed import

ead to much initiative or critical thinking, but I guess there wasn’t much asked for or expected of an entry-level employee in old-line companies. Speak when spoken to—do what you’re told, was the leadership style of the day.

It wasn’t until I moved into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed import

into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed important enough to even be reviewed? What a revelation that was—the idea of treating employees like valued adults, with spare brainpower that might actually contribute to the company’s success. The HP way opened up my mind to the power of enabling people, and pushing decisions down as far as practical in the organization—where best knowledge about the particular situation often resides. To this day I’m in awe of the effect of a few basic principles at HP—respect for the individual, hire the best you can find in a methodical and comprehensive manner with cultural fit being a major factor, fire slowly, push decisions down in the organization, keep organizations small, and senior executives are “just people too”—no pedestals. People felt like they were working in a small company in which they were important owners because of these policies—and had incredibly loyalty as a result. Even though HP was already an $8B multi-national corporation. Like any company, the HP culture and leadership wasn't perfect, and some of t