Jeffrey Pfeffer Quotes

Many of our students want to do what they have done and that has made them successful thus far in their lives: play by the rules, and do what is expected. But as much social science research and writing by Malcolm Gladwell, among others, make clear, the rules are mostly created by those already in power so obtaining power often entails standing out and breaking rules and social conventions.

I decided to write Leadership BS because I was irritated by the hypocrisy in the leadership literature and the fact that many of the people writing leadership books exhibited behavior that was precisely the opposite of what they advocated and also what they claimed they did. Stories did not seem to be a good foundation on which to build a science of leadership.

Authenticity seems like sort of a joke. Actually I believe it was the late comedian George Burns who said, "if you can fake sincerity, you've got it made." People cannot be invariant across situations and roles and, moreover, leaders need to be true not to themselves, but to what others want, need, and expect from them.

The best path to power combines two things: 1) a path that not many are taking and 2) something that you are capable and comfortable with doing.

Systematic research supports the message of these cases. As noted in an article in the New York Times, even in the most extreme circumstances - like the financial crisis - directors bore little consequence for their poor decisions.

Personal growth and professional development require mostly being treated like an adult, which is pretty much the opposite of what happens in most workplaces. People need to be able to make decisions. To do that effectively, they need information and training in how to use it.

Profits are related to customer retention. Customer retention is related to employee retention. Employee retention may or may not be related to benefits, but benefits could be part of the package that causes people to stay and
by the way
engage in discretionary effort.. If you go into any organization that's customer-facing, you can tell in five minutes when the employees are feeling abused. They retaliate on the customers.

Successful organizations understand the importance of implementation, not just strategy, and, moreover, recognize the crucial role of their people in this process.

Doing the right thing is important, which is where strategy comes in. But doing that thing well - execution - is what sets companies apart. After all, every football play is designed to go for a huge gain. The reason it doesn't is because of execution - people drop balls, miss blocks, go to the wrong place, and so forth. So, success depends on execution - on the ability to get things done.

You can't be normal and expect abnormal returns.

One cannot control the actions of others, but we are responsible for what we do. People say things such as, "I can't do this," "it is not really me," "this makes me uncomfortable," etc. People, simply put, opt out of playing the game or doing so in a way that will make them successful. So get over yourself, and do what you need to do - and what, by the way, others around you are doing, to become more powerful.

Witness Donald Trump's current presidential campaign. So first people need to find the white spaces, the unexploited or underexploited niches where there is less competition and more opportunity.

Possibly the biggest issue, however, is that performance appraisals focus managers attention on precisely the wrong thing: individual people. As W. Edwards Deming, the father of the quality movement, taught a long time ago, company performance often results more from variations in systems than from the individuals doing the work.

Point at solutions instead of at each other.

All of Robert Caro's biographies are exceptional, in part because of Caro's fundamental ambivalence about power. He sees its necessity and use for getting things done, even as he is often repelled by watching power at close range. His masterpiece on Robert Moses, The Power Broker, describes the evolution of Moses from idealist to pragmatist as he became one of the most powerful figures in the 20th century.

The stories leaders and others tell, few of which are true, are a lousy foundation on which to base any sort of science, and we know how to accomplish behavioral change and the importance of priming, informational saliency, and social networks. Producing inspiration and other good feelings doesn't last very long.

The single biggest barrier to effective leadership is, in my view, the leadership industry itself. Instead of telling people the skills and behaviors they need to be effective in getting things done, we tell them almost the opposite - blandishments about how we wish people would be, and how we wish workplaces were. That information is worse than useless as, to the extent people believe it, they often wind up losing their jobs.

The class focuses intensely on making people more comfortable with doing a wider range of things - such as networking, self-promotion, building their own personal brand, cleverly acquiring resources, getting known - that they may have been less comfortable with before.

Most organisations say they want creativity, but really they do not.

With respect to trust, people tell me that it is essential for organizational functioning. Maybe, but most surveys of trust find that trust in leaders is low and nonetheless, organizations role along quite nicely.

You are more likely to acquire power by narrowing your focus and applying your energies, like the sun's rays, to a limited range of activities in a small number of domains.

overconfident individuals achieved higher social status, respect, and influence in groups.

Deming argued that if there are performance problems and quality defects, one needs to understand how those problems arise almost naturally as a consequence of how a system has been designed - and then fix those design flaws. Put simply, attack the problems by fixing the system, not scapegoating the necessarily fallible human beings working in and operating that system - whether or not they deserved it.

I completely reject the idea that working adults need to be treated like infants or worse and not told the realities, harsh or not, about the world of work. Keeping people in the dark and filling them with stories that are either mostly fabricated, unusually rare, or both, doesn't do anyone any good. It is one of the reasons that workplaces and careers remain in such dire straits.

So, the three qualities of a workplace that would develop people would be information sharing, investing in the training of the workforce, and giving employees the ability to use their training and information to make decisions.

I am increasingly convinced that people who have power are not necessarily smarter than others. Beyond a certain level of intelligence and level in the hierarchy, everyone is smart. What differentiates people is their political skill and savvy.

Lying is common in social life, often done for benign purposes, seldom draws severe sanctions, and many of the most notable leaders, including the late Steve Jobs, were consummate prevaricators. Told with enough persistence and conviction, what was once untrue can become true, in a self-fulfilling prophecy sort of way.