(mellow music notes)
- It's an interesting challenge when the
place that you work
is a foundation of a piece of society, right?
So the positive is that there is a huge amount
of positive energy,
empathy, towards the company
from employees but from the customers,
government officials, etc.
So everybody kind of knows Xerox.
They know it's been around for a long time
and they kind of like it.
The problem with it is that is has,
it's fixed in a place in time in those people's minds.
It's fixed around a set of technologies,
around their fathers or grandfathers
or grandmothers owning a share of stock.
So there's a whole bunch of history about the company
that is so long gone from the current players
that it's kind of irrelevant to the current players,
but it's very relevant to the people
who are talking to the current players.
And what we have to do, particularly the leadership team,
but all of the company has to do
is remember the things that were really great
about the company.
That are really great about the company.
The things that made it as good as it is,
as important in people's lives as it became,
but be willing to throw it all out
and create a new self.
And the people inside the company
have as much difficulty with that
as the people outside the company do.
This is where leadership comes in.
It's a delectate balance to try to tear down things,
even good things, right?
So you got to a great building, it looks beautiful,
but retrofitting it is too expensive.
So you may have to tear the whole thing,
the whole innards out, keep the shell the same,
it's very similar to a company.
So it's a piece of good news
and a piece of bad news, as well.
The good news about speaking to other leaders
about any business, any business,
doesn't matter, the office cleaning business
to the, you know...
NASA,
is that the people make the biggest amount of difference.
Your leadership team, in particular,
you have to make sure that you have
a team of people that when you add them together
makes almost a perfect person.
No individual would make a perfect person.
But you can actually see each other's blind spots,
you can kind of see around corners.
It's really important to have a great team
in any endeavor.
I have tried, early in my career,
I thought I was amazingly capable
of doing a great amount of work.
Huge amount of work.
And I was very smart, and I knew a lot about...
I remember once, the CEO of the company,
Paul Allaire at the time,
I was his assistance. His executive assistant.
And I was traveling with him and he asked me
about somebody and I said, "I can do that guy's job
"better than he and for like half the money."
And we were sitting next to each other
and he said to me, "But you couldn't."
And I said, "Why?"
And he said, "Because you haven't earned
"the right to do that yet,
"and the organization hasn't given you that right."
And what you have to do with team members
is make sure they earn the right to get respect
and followership and it's the most important
thing you can do about change.
The second is: fast is better than slow.
Almost in all circumstances.
Not speedy, not like driving recklessly.
But the longer you take to actually peel the bandaid off,
generally, the more painful it is.
So just, the fastest you can do is just rip it off, right?
And the slowest you can do is,
somewhere in between is better than either.
And I just think it's important that we don't
operate so slowly.
And the third, and this is aligned with the second
around this one thing called impatience.
Impatience.
What happens when you are long in the company
or long in the world,
it doesn't have to be the company,
you see things and you go, "Well that's just the way it is."
That's the way it is.
It's been that way forever, we still can't get water
to people who need clean water.
It's going to always be that way.
We still can't get food to people
who are hungry, it's going to be that way.
We still can't get a bill out with no errors in Xerox.
I mean, I'm just making it up,
we can actually do that.
But pick some business problem.
It's going to be that way forever.
And there's a idea,
I am just crazy, maniacal on this whole impatience around.
Why, so why?
Let's at least right down that this is a problem
that somebody, maybe Einstein is needed to solve it,
but it's a problem.
So can we just list it,
and if we look at it every single day
and have to talk about it once a month,
we're going to get so annoyed with it,
one day we're going to fix this thing.
Probably sooner than you think.
And the amount of grit
in a system
of these small forgivenesses for inefficiency,
for the status quo is what, I think, gucks up everything.
So if you can get rid of these small little gritty things,
they also will help you be a good company.
A better company.
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