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Kare Christine Anderson
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I can see how these two brilliant stunts were successful with several key stakeholders, from employees to prospects, as well as others who may not yet know what Salesforce does. It is extremely rare that a firm engages employees (and others) in literally acting on the key messages, especially adroitly juxtaposed to those of a prime competitor -- plus create scenes that passersby and the media love to cover. + Minor typo in this excerpt: "to levarage our competition’s activities for our own benefit" + Why not further encourage ALL employees to become articulate, avid ambassadors of the Salesforce brand AND thus of their own personal brand? In fact, what if Salesforce emulated that companywide approach to optimizing your talent at Dreamforce -- and thus credibly advocated that other firms do likewise. Here's more as to why and how:
Keith These are some of the most astute questions I have ever seen and could apply to other situations, from mentoring to project management. Thank you. Sounds like they could also spur those who ask to listen deeply
Yes, I am in Steve and wrote about the project here
I, too, am a fan of Keith’s book: 1. Be clear about your top goal for your group, whether it is a team or a whole organization. 
2. Step into the shoes of those you lead, assume the best and provide them with the resources they need to succeed
3. THEN get out of their way, except when your orchestration is needed.

That seems simply yet, as I, and probably you, have experienced, first hand, it is remarkably rare. That’s why Northwestern University’s Kellogg School of Management professor, J Keith Murnigham in his book, Do Nothing! lays out a rationale and road map to move away from micro-managing to “leading, facilitating and orchestrating.” Not surprisingly Keith is a fan of Carol Dweck’s advocacy of a growth Mindset – a book I heartily recommend.

I agree with much of the common sense, general advice in his book, such as “doing too much is far worse than doing too little,” yet in business as in art, it is often a matter of exactly where you draw the line.

 He writes, “When things are really clicking, work will be like the performance of a great Beethoven symphony, with the notes in the right place, the crescendos coming on time, and at the end, a feeling of exhilaration at your collective accomplishments.” I also know that feeling, first hand, when at the Wall Street Journal, with a beloved bureau chief who seemed to know how to bring out the unique talents of each of us, and when to have a tight rein and when to let it loose.
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Dec 13, 2009