How Leaders Use a Setback as Feedback

Every leader experiences obstacles and setbacks. Yet few know how to manage them well. In fact, leaders rarely speak about difficulties. We are taught to have a positive mental attitude, be upbeat, wipe off the dust and grit of the journey and move on. It’s fine to put a positive spin on a negative event. Yet too much spin makes us dizzy, especially if there are lessons to be learned from the obstacle. A setback is often a teacher dressed in pain if you have a method of learning from it. The most effective leaders think of a setback as feedback waiting for meaning.

I encourage you to adapt the following four-step approach to extract your lessons when you and your team encounter “negative” feedback while pursuing your goal.

1. Don't just do something, sit there.

In his book, The Seven Storey Mountain, Thomas Merton writes about the agonizing experience of watching his father die of cancer. (1) He says he learned the most powerful lesson about pain - the only way through the pain is through the pain. Having lost my mother to the same disease, I think Merton is right - the first step in dealing with a setback is to step back and let the pain have its way with you. In time, you will be ready to move on. But first, you must mourn. Your soul needs to be with the pain of loss before you can get over that loss. The amount of recovery time should be proportional to the value you placed on the loss or setback. I often took a day to sulk after losing sales orders that meant a lot to me. It doesn’t really matter what you do with your recovery time, only that you take it.

The Christian religion teaches that Christ rose from the dead after being crucified. However, he only ascended after he spent three days in a sealed cave. Whether you believe in the teaching or not, think of his three days in the darkness as a metaphor for what we all need to do when we experience loss. We need time in the darkness, time to be still, time to reflect. It’s easier to see our light at night because contrast is how we see. Your cave is the start of your re-birth, your “resurrection.”

2. Write for insight.

Intuition isn’t easily heard amid the clamoring noise of work. Your still, small voice may have something to whisper in the silence. I encourage you to write to gain insight about your setback. First thing in the morning, write three pages of nonstop, brain dump. Don’t think, don’t process, and don’t force anything. Just write three pages of fast, flash, first thoughts. Let your inner voice have a voice. Don’t worry about what spills out. You need an outlet for what may be seething below the surface. Have faith you will hear what you need to hear. Here are a few incomplete sentences to jump-start your writing:

• This hurts...
• In my darkest hour...
• The pain of birth teaches...
• I have grown through adversity by...
• Lessons I have learned the hard way...

3. Lessons learned report

After grieving and reflecting on a setback, it’s time to concentrate on what you learned and will do differently. Obstacles and setbacks can be learning experiences if you choose to look for meaning. The attribution theory in psychology teaches us that making meaning out of what happened in the past influences the future. Therefore, within a week of your setback write a brief report on the lessons learned. A quick way to do this is to take a blank sheet of paper and draw a line right down the middle. Title the left column, Went Well. Title the right column, Do Differently. Next, brainstorm a list of all the things you feel went well as you pursued your goal (on the left side). Then write a list of all the things that you will do differently on the right side. What will you do more or less of? What could you do better next time? Just brainstorm and let your ideas flow. The whole purpose of this step is to direct your attention on how to use the lessons of this experience to help in the future. We don’t learn from experience; we learn from reflecting on experience. Feedback is only feed forward when we learn.

4. Choose happiness.

People behave in ways they believe will increase their happiness. The formula below, fully explained in a previous blog, is a simple equation that predicts how happy leaders are after any setback.

Happiness = Experience - Expectations

This formula says that your level of happiness with any event or situation is equal to how you choose to perceive that experience minus your attachment to the expectations you had prior to the event. For example, think about the last time you were disappointed after seeing a movie. On a scale of 1 to 10, what score would you assign to the expectation you had prior to that experience? (Go ahead; pick a high number if you had high expectations.) Next, on a scale of 1 to 10, what score would you assign to the experience immediately after you had the experience? (Pick a low number if you thought the movie was lousy.) If you do the math (experience - expectations), you have your “happiness score.” If expectations were very high (a 9 on our scale) and your experience was low (a 3 on our scale), the number is negative. (3-9 = -6) If your subtraction gives you the number zero, the formula says you are satisfied. Your expectations were met. Whatever number you come up with, it represents how happy or satisfied you feel, overall, after any experience, event or situation.

If we want to be happy, this happiness formula teaches us to:

• Choose to have high expectations prior to any situation.
• Choose to see the good or positive lesson in every experience (or situation).
• Choose to let go of our expectations after the experience (or situation).

So, keep your expectations high as your pursue your goal. However, let go of these expectations when you encounter an obstacle or setback. Remember, a “negative” experience doesn’t make you miserable, your attachment to it does.

Use this four-step system described here to help you see any setback as feedback waiting for meaning. Take time off, lick your wounds, and learn your lessons from the pain. Then stop complaining, refocus on your goals, and get back in the saddle again. Let me know how this approach, or your own, works for you.

Keep eXpanding,

Dave

1. Merton T: The Seven Storey Mountain. Harcourt Brace Jovanovich: New York, 82, 1948.

How Leaders Choose Positive Questions in Negative Situations

“If a tree falls in the woods and nobody hears it, does it make a noise?”

I believe that the answer is... NO! The noise is made when the sound waves strike the eardrums. The metaphor is that no matter what happens in the external environment, we can choose how we receive and process it. That’s the immaculate reception!

Think about it. If this were not true, everybody would be affected by every situation the same way. Without choice, we would be twigs in the river of life, victims of current circumstances. Top performing leaders understand that if they let negative circumstances dictate their daily actions, they are giving those circumstances control over them. Choosing to respond, and not react, to negativity reveals one of the deepest truths in leadership and life: It is in the receiving that meaning is made.

Between stimulus and response is a space called choice.

Steven Covey

How often do you hear questions like these around the office, home, or in your head?

1. Why can't our engineers get it right?
2. Where’s service when you need them?
3. Why can’t marketing give us what we need?
4. Who messed this up?

We all ask these questions at various times. It’s normal to be hard on ourselves for a short time, especially when we make mistakes. However, the problem with asking these “negative questions” for too long is that they lead to victim thinking. They suck us into the dark abyss of the “woe is me” mindset. Instead of helping us fix the problem or learn a lesson, negative questions seduce us into pointing fingers and assigning the blame. Asking negative questions limits our options, because like an ostrich with its head in the sand, our view of the world becomes limited. Negative questions may feel good in the moment, yet over the long haul, they leave us stuck in the muck because they don’t lead to productive action.

Optimists choose to ask “positive questions.” Positive questions focus on action and personal responsibility. Leaders who ask positive questions move themselves and others from victim thinking to meaningful activity. They encourage others to pull their head out of the sand, and see more options.

I like to keep a list of these positive questions with you (e.g., 3x5 index cards, appointment book, PDA, post-it-notes...) to review anytime you feel yourself slipping into the deep, dark abyss of sinking thinking. Here are several of my favorite “generic” positive questions I often ask:

- How critical will this seem five years from now?

- What does this irritation tell me about me?

- How can I see this differently?

- What’s my lesson in this “messin?”

- Who can help me deal with this?

- How can I let this go now?

- How can I shine my God-given talents in this darkness?

- What positive questions could I ask myself right now?

Choosing to ask these questions will help you and your team see your own light during the dark night. Choosing responsibly is the fourth key competency of a commanding leader because choice determines how well leaders handle failure, tackle adversity, and stay positive when things seem so negative.

Let me know how these ideas are helping you.

Keep eXpanding,

Dave

The Top 10 Tips Leaders Use to Stay Motivated

I booked a keynote presentation (How to Stay Positive When Things Seem Negative) at an association meeting a while back. Here are my top ten tips to maintain personal motivation based on the research I did for that keynote. Let me know if you have any others.

1. Ask expansive questions (EQ’s). People who let negativity affect them often ask lousy questions (LQs), such as “Why does this always happen to me? Who screwed up this time? How come he’s not pulling his weight?” All these questions are legitimate AND lousy because they don’t lead to positive thoughts or actions. Expansive questions (EQs) are: “How can I make sure this doesn’t happen again? What can I learn from this? How can I ensure I pull my weight?” EQ’s focus on action we can take, instead of the blame game we can play. The more EQ’s we ask, the more we choose responsibility and better we feel.

2. Write S.M.A.R.T. goals and review them daily. We move in the direction of the dominant images we place, or let others place, in our minds. Goals keep you focused on the big picture.

3. Use positive affirmations and self-talk. Since we all talk to ourselves anyway, write a few of your favorite qualities on 3x5 index cards. Repeat them to yourself throughout the day, especially when sinking thinking elbows its way to center stage.

4. Listen to positive audio-programs in the car. Are you spending or investing your time in car?

5. Read positive books before you go to bed. Have something other than the nightly news dancing around your brain all night.

6. Spend more time with positive people. Spend less with those who are “optimistically challenged” or "negaholics."

7. Use the “secret complimentor” to increase your team’s or family’s look-for-good culture. People who look for good often find it.

8. Start your meetings or dinners with an uplifting story (e.g., Chicken Soup for the Soul) or humor.

9. Go for a short walk (i.e., 20 min.) walk with a loved one 3 times/week. Discuss only positive things.

10. Make a list of what you are thankful for once a month. Focus on what you have.

Which of these work for you now? Which one's should you try? Let me know how it goes.

Keep expanding,

Dave.

The Three Choices of Resilient Leaders

'The Rambo types are the first to die.'

Navy Seal

Choosing to manage failure well is critical to expand commanding leadership skills. Yet, it is insufficient. Every leader encounters significant adversity throughout his or her career. How they choose to confront these hardships greatly determines their success.

Do you know any leaders who have been struck down by adversity and struggled to get back on their feet? Benedict Arnold, a traitor during the American Revolution, comes to my mind. He was actually a brilliant general in the Continental Army until he was blindsided by injury and insult. He handled it by turning his back on his country. Contrast that approach with those who seem to handle tough times like a rubber ball, bouncing back in record time. Former President Jimmy Carter recovered from his devastating 1980 reelection loss to Ronald Reagan by building the Carter Center and winning the Nobel Peace Prize. What's the difference between these leaders?

Diane Coutu, senior editor at Harvard Business Review, has studied Holocaust survivors, resilient children, and business leaders who bounce back. (1) According to Coutu, the most resilient individuals choose to:

1. Accept of reality.

2. Value meaning.

3. Improvise.

1. Accept of reality. In his book Good to Great, author Jim Collin interviewed Admiral Jim Stockdale, who was held prisoner and tortured by the Vietcong for eight years. He asked Stockdale, "Who didn't make it out of the prisoner camps?" The leader responded, "Oh, that's easy, the optimists. They were the ones who said we are going to be out by Christmas. And then they said we'd be out by Easter, then the Fourth of July, then by Thanksgiving, and then it was Christmas again." Stockdale added, "They died of a broken heart." (2).

Commanding leaders choose responsibly by seeing reality the way it is and having faith that it will get better. That's what Collins calls the Stockdale paradox. The sun will come out, but probably not tomorrow.

This is the approach Gene Dimon chose to take when he was fired as president of Citigroup by then chairman Sandy Weill following 16 years of collaboration. Dimon scanned the already-prepared press releases and understood that the board agreed with Weill. He saw reality staring him in the face and walked out. A year and a half later, he took over the job of CEO at Bank One.

2. Value meaning. When we struggle, we try to make sense out of the struggle. We search for meaning. Coutu’s research shows that choosing a strong value system provides successful organizations and individuals meaning, especially during tough times. These values offer a way to interpret what is going on and how to act. Look how the self-serving values of the Benedict Arnold (e.g., arrogance, prideful, angry…) compare to the servant-leader values of Jimmy Carter (e.g., caring, compassionate, humanitarian…).

As an educator, one of my strong values is learning. So, when adversity strikes me, I search for meaningful lessons. I'll ask questions such as, What could I learn from this? How can this help me grow? How might this situation serve others?

3. Improvise. Leaders who thrive in adversity have options. The delivery company UPS considers improvisation a core skill. They empower their drivers to "do whatever it takes to deliver packages on time." This is exactly what they did one day after hurricane Andrew devastated southeast Florida in 1992. People were living in shelters and their cars because their homes had been reduced to rubble. Yet that didn’t stop the UPS drivers from delivering packages to these desperate, homeless people.

Laurence Gonzales concluded that versatility, the ability to perceive what's really happening and adapt to it, is critical to surviving life-threatening circumstances after he studied thousands who survived wilderness accidents. (3)

Which of these three can help you?

Keep eXpanding,

Dave

1. Diane Coutu; How Resilience Works, Harvard Business Review, May 2002, 46 - 55.

2. Jim Collins; Good to Great, HarperCollins, New York, NY, 2001, page 85.

3. Gonzalez L: Deep Survival - Who Lives, Who Dies, and Why. W. W. Norton: New York, 2003, page 279.

Choose to Be a Failure-Tolerant Leader

“Failure is only the opportunity to begin again more intelligently.”

Henry Ford

To choose responsibly is the critical value for a commanding leader because choice determines how well leaders manage adversity, setbacks, and failure. (1) Richard Farson and his colleagues studied a number of “failure-tolerant” leaders in business, politics, sports, and science. They reported that leaders such as Robert Shapiro, former CEO of Monsanto, were troubled to find that their organizational cultures had conditioned employees to view unsuccessful products or projects as personal failures. To encourage more of an experimentation mindset, which is essential for innovation, Shapiro and these other failure-tolerant leaders employed a number of strategies, including the following:

1. Distinguish between excusable and inexcusable failure. Employees must know that failure is OK, but sloppy work will not be tolerated. Implement after action reviews that ask probing questions, such as:

- Why did the failure occur?

- Was the scope document and statement of work based on reality?

- How well was the project organized?

- Did the project manager collaborate and consult with the right people?

- What are the lessons learned and how are they disseminated?

2. Engage the person, not the project. Leaders who show a genuine interest in the employees’ growth and not just the status of the project, send the message that learning and development are just as important as project success.

3. Don't praise or criticize. Farson and his colleagues found that creativity decreases with praise. Employees actually want their leaders to be more interested in their work, and less focused on patting them on the back for the work. Robert Pirsig was correct when he wrote that caring is the precursor of quality. When the leader takes a nonjudgmental, yet caring interest in the work itself and the ongoing learning, employees are more willing to tolerate failure.

4. Fess up when you mess up. Leaders who candidly admit their own mistakes communicate that experimentation and learning is desired. Former CEO of Coke, Roberto Goizueta took responsibility, and years of ribbing, for the New Coke fiasco that occurred during his time at the helm. Admitting his mistake and laughing at himself taught more than hundreds of memos and speeches.

5. Collaborate, don't compete. Post-it notes might not be here today if 3M’s Spencer Silver had worried about competing and hoarding information about the "flawed" adhesive he invented with another colleague. 3M rewards collaboration and information exchange, not silo building.

These are a few ways to encourage your team to understand that failure is not only excusable, it is desirable. Adapt them to your environment to encourage everyone to choose to look at failure as learning opportunities. Let me know what works for you.

“The fastest way to succeed is to double your failure rate.”

Thomas Watson, Sr., IBM

Keep failing,

Dave

Richard Farson and Ralph Keyes; The Failure-Tolerant Leader, Harvard Business Review, August 2002, 3 - 8.

Leaders Choose Responsibly

The Greek mythological figure Sisyphus was condemned to roll a rock to the top of a mountain, only to see it roll down again... forever. In the final chapter of his philosophical essay The Myth of Sisyphus, Albert Camus compares the absurd nature of life to Sisyphus’ predicament. Yet, the essay concludes, "The struggle itself...is enough to fill a man's heart. One must imagine Sisyphus happy."

How could endlessly rolling a rock up a mountain culminate in happiness? Because Sisyphus made rolling his rock "his thing." He accepted the absurd nature of his being and became one with his rock. He threw himself into his work and became happy.

Sisyphus is teaching us that there is no “meaning of life,” only the meaning you choose to give life. Moreover, since life is a series of successive years, which consists of months, containing days, full of minutes... The meaning of life is the meaning you choose to give the minute grains of sand slipping through your hourglass of life. Sisyphus chose to make meaning out of his minutes and work. How about you?

Keep pushing your rock,

Dave

How Leaders Increase Accountability for Results

Have you ever attended a seminar, class, or workshop, picked up valuable techniques to help you on the job, but then got back to work only to become so busy that you don’t use these techniques? Of course, it happens to all of us. But how would you like to discover a simple technique that significantly increases the probability that you get results?

Professor Gail Matthews, from the Dominican University of California, recruited 267 participants from a wide variety of businesses, organizations and networking groups throughout the world for a study on how goal achievement in the workplace is influenced by writing goals, committing to goal-directed actions, and being accountable to others. (1)

Participants were randomly assigned to one of five groups:

Group 1 was asked to think about their goals. (43%)

Groups 2 -- 5 were asked to write their goals. (61%)

Group 3 was also asked to formulate action commitments. (51%)

Group 4 was asked to formulate action commitments and send their goals and action commitments to a supportive friend. (64%)

Group 5 was asked to formulate action commitments and send their goals, action commitments, and weekly progress reports to support a friend. (76%)

At the end of four weeks, participants were asked to rate their progress in the degree to which they had accomplish their goals. The percentage within the parentheses above indicates the percent of accomplished goals for that group. In other words, individuals in group 1 accomplished 43% of their stated goals versus 76% for those in group 5.

I strongly urge you to implement the findings of Dr. Matthews' research if you want to increase the probability that you and your team actually use ideas after attending a workshop, class, or seminar. Write a goal, create an action plan to achieve the goal, and most importantly... hold yourself (and others) accountable by e-mailing a colleague progress once a week. How do you increase accountability?

Keep eXpanding,

Dave

1.http://www.dominican.edu/academics/facultypages/gailmatthews/researchsummary2.pdf

How Leaders Choose - Part II

The two FBI agents stared at me from across the table. The woman’s blue eyes narrowed and her forehead wrinkled as she aimed her next question, “If you teach leadership, maybe you can tell me how important all these leadership tests the FBI makes me take really are?”

Me, “Depends how they use them.”

Her, “They use them for promotions, reviews, screening… lots of ways.”

Me, “Well then, it depends how predictive the tests are. Many leadership assessments have not been well-researched; therefore they don’t have a high predictive value.”

Her, “What about the leadership courses you teach?”

Me, “My approach is to use an evidence-based approach that is flexible enough to allow me to adapt it to the clients I work with. I’ve spent the last few years developing my new eXpansive Leadership Model (XLM) to accomplish both.

Her, “Interesting.” Then she and her FBI-agent-husband took a bite out of their hotdog, and turned to watch their son perform a perfect cannonball into the swimming pool.

Our leadership discussion was over. The conversation drifted back to how we all knew the host of this picnic celebration.

As my wife and I drove home after the party, my mind wandered to my new leadership model. After all, there are many leadership models and assessments, several of which are quite good. Here are three reasons that came to mind that might also help you better lead your team.

1. Adapt to Many Situations. The XLM can be adapted to manage many situations more effectively. It consists of four interdependent leadership thinking styles positioned on the four ends on an ‘X’ (Visionary - upper left, Rational - lower right, Commanding - lower left, and Empowering - upper right). With this as a platform, it becomes easy for me to help clients expand their leadership capacity by stretching their leadership capacity.

For example, I’m working with a client that has a wonderful service-oriented culture. The problem is that employees are sometimes afraid to speak up for fear of being perceived as non-team players. Their servant-leader culture has also discouraged managers from holding individuals accountable for results. I’m are using the XLM to help them understand that they can stay connected to their wonderful “Empowering” approach to serving people AND, at the same time, stretch to access their “Commanding” to speak up on an issue. I’m also adapting the XLM to help their supervisors coach better, counsel under-performers, conduct excellent performance reviews, and create individual development plans. How adaptable is your leadership approach?

2. Lead by Managing Tension. Everyone seems to be searching for balance these days. The editors of one of my professional journals even dedicated an entire issue to this issue of balance. When was the last time you felt balanced? Balance is not always or easily attainable is it? Things are moving so fast these days and issues are so interdependent, that the question is no longer, how can I find the right balance? The NEW question is, how can I lead by managing the ongoing tension?

For example, how do you manage the tension between: Meeting the needs of the team AND Meeting the needs of the individual, the Vision of where you want to go AND the Reality of your budget, Improving service (Empowering) AND increasing productivity (Commanding)… The XLM helps leaders manage the tension among these interdependent and opposing imperatives. Think back to the ‘X’ in XLM, and imagine that the ‘X’ is real two rubber bands. Assume also that your job is to grow the ends of the ‘X’ away from each other. The tension you would feel as the ends stretched AWAY from each other is the tension of great leadership. Leaders in the past had great answers. The leaders of the future ask great questions. So, how are you leading by managing the tension in work?

3. Apply the Research. Many leadership approaches are based on a smart person or worse, winning coach, writing about how to get employees to do their work better, faster, cheaper, happier... Most of these approaches lack the research that demonstrates that if you follow their prescription, you will experience their results.

We need to apply the tools of science to leadership in the same way we apply them to medicine. The essence of science is prediction. If you apply a model based on solid science, there’s reason to believe you will achieve what the model predicts. The XLM accommodates new research.

For example, I worked with a client that wanted to connect the research on Emotional Intelligence (EI) and Lominger’s work at the Center for Creative Leadership (CCL - which included six thousand managers from 140 companies) to the XLM. When I did an analysis, I found ten key competencies that predicted management success. This research predicts that leaders who possess or develop these “Top Ten” in this client’s organization should be very successful. The same may be true for you. Which few might you choose to help you apply this research and grow as a leader?

1. Increase self-knowledge

2. Gain perspective

3. Manage vision and purpose

4. Listen

5. Manage conflict

6. Have strategic agility

7. Deal with ambiguity

8. Effectively build teams

9. Motivate others

10. Manage Innovation

The XLM is one of many models that can expand your leadership capacity. I developed the XLM because it is adaptable, helps managers manage the tension among competing imperatives, and allows me to apply new research and learning. How is your leadership style and model doing the same for you?

See you on the mountain,

Dave

How Leaders Choose - Part I

Monica stared at the wide selection of frozen foods, searching for the new, low-carbohydrate waffles she had just heard about. She had no idea there were 16 flavors of Eggos or that 31,000 new food products were introduced in the U.S. last year. Nor was she aware that too many choices could be a source of pain, regret, and low productivity (1). How to choose? Or more importantly, what criteria should we use to choose?

As she drove home, Monica started to see the connection between the overwhelming number of consumer choices and the avalanche of well-intentioned initiatives that crush her managers. She told me that she now understood why I encouraged her to focus on the criteria her team was going to use to decide what to teach at her offsite leadership meeting.

The Conversation

Let’s back up for a minute. Monica had just asked me to help her improve leadership skills by speaking at her meeting. She also told me of her plan to ask her managers to teach each other their favorite leadership skills during breakout sessions. Our conversation went like this...

Me, "What specific strategies will your leaders teach each other?"

Monica, "I'm not sure yet. But I think there are many different approaches to improve leadership. I want them to share their techniques."

Me, "Will your leaders have time to try many different approaches when they get back to work?"

Monica, "Probably not − everybody is complaining about having too much to do."

Me, "Well, instead of their sharing lots of different approaches, why don't we help them learn the few techniques that actually have a good chance of working?"

Monica, "What does that mean?"

Me, "It means if your people don't have time to test several techniques when they get back to work, I suggest that we focus on the ones that best predict leadership success."

Monica, "And you know these?"

Me, "Not just me! Anyone who does his or her research can discover what predicts success. Think of it this way. If you walk into a bookstore and zip over to the leadership section, you will see dozens of books. The fundamental question is, "how should you decide which book to buy?"

Monica, "I give up Dave, help me out."

Me, "The same way a doctor chooses which treatment to give patients."

Monica, "You mean research?"

Me, "That's right! I'm saying that we should employ the same evidence-based approach to improving your leaders’ skills as doctors use to improve their patients’ health. Let's combine my analysis of the leadership success with the insights from your best leaders."

Monica, "Sold!"

Hippocrates once said, “There are in fact two things, science and opinion; the former begets knowledge, the latter ignorance.” The conversation is really about how leaders should use science to help choose which initiative to roll out, change to implement, training to conduct... If you don't have time to waste trying all the different ways of reaching a goal, let research conduct those costly experiments. The essence of science is prediction. Science has the tools and rules to say, "There's data to predict (not guarantee) that if you try this approach, you’ll achieve this result."

The Two Fundamental Questions eXtraordinary Leaders Ask

Next time you embark on a journey to improve leadership skills, productivity, sales or select any book, I urge you to think about the criteria beneath your choice by answering two fundamental questions:

1. Where is the evidence that predicts your approach will produce the desired result?

2. How can you adapt the approach to fit your culture?

See you on the mountain,

Dave

PS. Harvard Professor P. Ghemawat also made the case for using the tools of science to predict business success when he analyzed four popular books on business growth. He concluded, "Given the dearth of their own data, these books might have paid more attention to academic research..." (2) (might? Try SHOULD!)

1. ‘American Psychological Association Online,’ 35, No. 6, June 2004

2. ‘Harvard Business Review,’ July-August, 2004