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온전한 팀장의 조건

Posted 2008. 4. 12. 14:10, Filed under: Story
온전한 팀장의 조건

(예병일의 경제노트, 2008.4.11)

유능한 팀장은 천리 밖에서건 바로 코앞에서건, 어디에서 보든 모든 관망 방식에 능한 사람이다. 자기가 속한 부서를 초월하여 사업이 돌아가는 방식을 아는 것을 당연한 임무로 여기는 사람들이다.

일상적인 업무에 관한 미시적인 관점에서는 물론, 상당한 거리를 두고 보는 거시적 관점에서도 일이 돌아가는 사정을 이해하고 있는 팀장들은, 한 영역에서의 의사 결정이 다른 영역에는 어떤 영향을 주는지 훤히 그림을 그리고 있다.
더 중요한 것은, 이들은 이러한 지식을 업무에 활용하여 일을 성공적으로 추진하는 방법을 안다는 점이다.







'온전한 사람'이 되기가 어렵듯이, '온전한 팀장'이 되기도 쉽지 않습니다. 어찌보면 상반되는 듯한 덕목들을 동시에 갖춰야할 때가 많기 때문입니다.

팀장이나 리더는 자신의 업무, 자기 팀의 일에서 전문성과 성과를 더욱 높여야하면서 동시에 회사 전체 업무에 대한 이해도 갖춰야 합니다. 미시적인 시각은 물론 거시적인 안목에서 일들을 바라 보아야 하지요. 질과 양 모두를, 부하직원과 회사목표 모두를 살펴야 합니다. 팀장들이 거시적인 안목에서 일을 바라보지 못하는 회사에는 미래가 없지요.

이런 측면에서 온전한 팀장이 되기 위해, 저자가 제시한 '팀장이 알아야하는 8가지'를 점검해보는 것도 좋아보입니다.

1.회사는 어떤 방식으로 돈을 버는가
2.고객은 어떻게 돈을 버는가
3.시장을 이해한다는 것이 고객에게 어떤 영향을 줄 수 있는가
4.경쟁사는 우리 고객들과 어떻게 관계를 유지하고 있는가
5.고객과의 관계를 넘어 업계 전반을 이해하고 있는가
6.왜 다양한 차원에서 고객과의 관계를 다져야 하는가
7.회사의 다른 영역들은 어떻게 돌아가고 있는가
8.당신 자신은, 그리고 부하 직원들은 진정 무엇을 원하고 있는가

많은 직장인들이 자신이 맡고 있는 분야 이외에 대해서는 잘 모르는 상태에서 일을 합니다. 이유는 많지요. 내 일을 처리하기도 바쁜데 남의 일까지 신경 쓸 시간이 어디 있나...
하지만 저자는 사다리를 만드는 회사에서 근무한다면 사다리가 어떻게 만들어지는지 알아야 하고, 경영 컨설팅 회사에서 일하고 있다면 회사가 어떻게 고객을 유치하고 프로젝트를 진행하는지 알아야 한다고 말합니다.

그렇지요. 리더가 되려면 회사가 어떻게 제품이나 서비스를 판매하고 있는지 그 프로세스를 알고, 그 제품이나 서비스가 어떻게 만들어지는지 이해해야 합니다.
회사의 다른 기능, 다른 부분들을 이해할 때 팀장은 실질적인 성과를 더욱 많이 만들어 낼 수 있습니다. 그러기 위해서는 시간을 내야하고, 손에 흙을 묻혀야겠지요.

그래서 좋은 팀장, 좋은 리더가 되기가 쉽지 않은 것일 겁니다.
Response : ,

(예병일의 경제노트, 2008.4.8)

조지 마샬은 "훌륭한 리더가 될 수 있는지 여부는 의사 결정 능력에 달려 있다"라고 지적한 바 있다. 결단을 내리지 못해 고통을 겪는 수많은 경영진을 볼 때마다 마샬의 지적이 정곡을 찌른다는 생각이 든다.

위대한 기업을 세운 리더들은 우유부단하지 않다. 의사 결정 능력이야말로 원활하게 기능하는 팀과 리더들의 공통적인 특징이다. 심지어 정보가 완벽하지 않아도 어떻게든 결정을 내린다.



요 며칠 저의 '결정'을 기다리고 있는 직원들이 있습니다. 중요한 부분이니 저로서도 고민이 많은, 섣불리 결정하기 힘든 문제입니다.

어느 조직이건 리더가 중요한 부분에 대해 결정을 '제대로 그리고 빨리' 해주어야 일이 원활히 진행이 됩니다. 기업도, 공공기관도, 국가도 그렇지요. 리더가 우유부단하거나 애매한 태도를 보이면 상황이 어려워지기 마련입니다.

그러니 결정을 해야하는 사람은 괴로울 수 밖에 업습니다. 프로젝트나 조직의 성패를 좌우할만큼 중요한 문제이니 그에게까지 왔을테니까요.
며칠 더 걸리더라도 자료를 추가로 모아 분석해본 뒤 '신중히' '옳은 결정'을 내리는 것이 좋은지, 아니면 지금 즉시 결정을 내려야하는지... 지금 바로 결정했다가 돌이킬 수 없는 실수를 할까 걱정이 되기도 했다가, 혹여 결정이 너무 늦어지는 건 아닌지 고민에 빠지기도 합니다. 많은 리더들의 고민입니다.

제2차대전 당시 미국 육군의 참모총장을 지냈고 그 후 국무장관과 국방장관을 지냈던 조지 마샬. 그는 "훌륭한 리더가 될 수 있는지 여부는 의사 결정 능력에 달려 있다"라고 말했습니다. 맞는 이야기라는 생각입니다.

그런데 가만히 보면 대부분의 리더들에게는 결정을 너무 '빨리' 내려 문제가 되는 경우보다는, 지나친 분석과 고민 때문에 결정을 내리지 못하거나 너무 늦게 내려 문제가 되는 경우가 많아 보입니다. 그러니 우리는 생각의 방향을 "결정을 가급적 빨리 내리겠다"라고 잡는 것이 좋아 보입니다.

물론 비합리적이고 즉흥적, 충동적으로 결정을 내려서는 안되겠지요. 하지만 자료더미에 파묻혀 우유부단해지지 않도록 경계하고, 결정을 유보하는 것이 주는 '편안함'의 유혹에 빠지지는 말아야 합니다.
훌륭한 결정들을 돌아보면 '충분한 분석 뒤의 직관에 따른 결정'이었음을 명심할 필요가 있습니다.

스탠퍼드 대학의 초대총장이었던 데이비드 스타 조단은 "모든 자료가 구비된 듯 보이면 나는 단번에 예, 아니오를 결정한 다음 위험을 무릅쓴다"라고 말했다고 합니다.
세상 일이나 비즈니스는 수학문제를 푸는 것과는 다릅니다. '정답'이 없는 것이 더 많습니다. 그러니 우리가 어떤 결정을 내려도 어차피 위험은 무릅쓸 수밖에 없지요. 이렇게 생각하면 100점짜리 결정을 찾아 우왕좌왕하지 않고 결정을 제 때 내릴 수 있을 것 같습니다
Response : ,

This is the text of the Commencement address by Steve Jobs

Posted 2008. 3. 22. 11:53, Filed under: Story

This is the text of the Commencement address by Steve Jobs, CEO of Apple Computer and of Pixar Animation Studios, delivered on June 12, 2005.

I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I've ever gotten to a college graduation. Today I want to tell you three stories from my life. That's it. No big deal. Just three stories.

The first story is about connecting the dots.

I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out?

It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. She felt very strongly that I should be adopted by college graduates, so everything was all set for me to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: "We have an unexpected baby boy; do you want him?" They said: "Of course." My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college.

And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents' savings were being spent on my college tuition. After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn't interest me, and begin dropping in on the ones that looked interesting.

It wasn't all romantic. I didn't have a dorm room, so I slept on the floor in friends' rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example:

Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn't have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can't capture, and I found it fascinating.

None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, its likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later.

Again, you can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.

My second story is about love and loss.

I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation — the Macintosh — a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.

I really didn't know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down - that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.

I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.

During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technology we developed at NeXT is at the heart of Apple's current renaissance. And Laurene and I have a wonderful family together.

I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don't settle.

My third story is about death.

When I was 17, I read a quote that went something like: "If you live each day as if it was your last, someday you'll most certainly be right." It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: "If today were the last day of my life, would I want to do what I am about to do today?" And whenever the answer has been "No" for too many days in a row, I know I need to change something.

Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.

About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas. I didn't even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor's code for prepare to die. It means to try to tell your kids everything you thought you'd have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes.

I lived with that diagnosis all day. Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I'm fine now.

This was the closest I've been to facing death, and I hope its the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept:

No one wants to die. Even people who want to go to heaven don't want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life's change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.

Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma — which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.

When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960's, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.

Stewart and his team put out several issues of The Whole Earth Catalog, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: "Stay Hungry. Stay Foolish." It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.

Stay Hungry. Stay Foolish.

Thank you all very much.

Response : ,

세 명의 주인을 둔 노예는 자유인이다... 드러커의 조직의 원칙
(예병일의 경제노트, 2008.2.12)

조직에는 지켜야 할 몇 가지 원칙이 있다.

- 조직은 반드시 투명해야 한다. 구성원 누구나 조직의 구조를 알고 이해할 수 있어야 한다. 당연한 일이지만 실제로는 군을 포함한 많은 조직에서 이 원칙이 지켜지지 않고 있다.
- 조직에는 최종적인 의사결정자가 있어야만 한다. 위기에 처했을 때는 지휘할 사람이 필요하다.
- 권한에는 반드시 책임이 동반되어야 한다.
- 어떤 사람에게는 상사는 한 명이라야 한다. '세 명의 주인을 둔 노예는 자유인'이라는 로마의 격언이야말로 진리다. 충성의 중복을 피하는 것은 예로부터의 원칙이다. 팀형 조직이 성공하지 못할 때는 복수의 상사를 두기 때문이 아닌지 살펴 보아야 한다.
- 계층의 수는 되도록 적어야 한다. 조직 구조는 가능한 한 평평해야 한다.








"세 명의 주인을 둔 노예는 자유인이다."
피터 드러커가 인용한 로마의 격언입니다. 어떤 노예에게 주인이 세 명이라면, 그 노예에게는 주인이 없는 것이나 마찬가지라는 얘깁니다. 자유라는 겁니다.

이 격언은 지금도 유효합니다. 어떤 조직이 효율적이지 못하거나 실패할 때는 그 조직, 그 팀에 복수의 상사가 존재하는 것은 아닌지 점검해보아야 합니다. 공식적이건 실질적이건, 어떤 사람에게는 상사는 한 명이어야 한다, 조직에서 충성의 중복은 피해야 한다는 것이 피터 드러커의 조언입니다.

피터 드러커가 제시한 '조직이 지켜야할 원칙'은 또 있습니다. 조직은 구성원이 구조를 알고 이해할 수 있도로고 '투명'해야하고, 권한에는 책임이 반드시 동반되어야 합니다.
그리고 조직에는 최종적인 의사결정자가 있어서, 위기에 그가 지휘하고 그에게 복종해야 합니다. 배가 침몰하려 할 때 선장은 회의를 소집하는 것이 아니라 명령을 내리듯이, 조직에도 그런 명령을 내릴 최종적인 의사결정자가 명확히 존재해야 한다는 겁니다.
또 조직은 계층의 수가 적어서 가능한 한 평평해야 합니다.

피터 드러커가 정리한 '조직이 지켜야할 5가지 원칙들'. 성과를 내려는 리더가 기억해야할 조직의 본질입니다.

* * *
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스티브 잡스의 프리젠테이션 스킬

Posted 2008. 1. 28. 22:47, Filed under: Story
출처 : http://www.econote.co.kr/event/content.asp?nid=47683&src=7200

잡스가 며칠전 'Macworld Conference & Expo'에서 신형 노트북을 소개하는 프리젠테이션을 했는데, 그것이 계기였습니다. 비즈니스위크는 잡스의 성공적인 프리젠테이션을 다음의 10가지 요소로 정리했습니다.

1. Set the theme.
2. Demonstrate enthusiasm.
3. Provide an outline.
4. Make numbers meaningful.
5. Try for an unforgettable moment.
6. Create visual slides.
7. Give 'em a show.
8. Don't sweat the small stuff.
9. Sell the benefit.
10. Rehearse, rehearse, rehearse.

우선 프리젠테이션의 테마(주제,화제)를 정할 필요가 있습니다. 잡스는 그날 "There is something in the air today"라고 말을 시작했습니다. 그가 그날 공개한 새 노트북 제품이 'the ultrathin MacBook Air laptop'이었으니, 잡스는 'air'라는 단어를 통해 그날 발표의 힌트를 제시한 셈입니다.

발표자는 또 내용에 대해 열광과 감격을 드러내 보여주어야 합니다. 발표자가 소개할 제품에 열광하지 않으면서, 청중이 제품에 열광하기를 기대하기는 어렵습니다.
잡스는 그날 'extraordinary, 'amazing', 'cool' 같은 단어를 사용하며 열정을 표현했지요.

개요(outline)를 제시할 필요도 있습니다. 잡스는 "There are four things I want to talk about today. So let's get started…"라고 말함으로써 그날 프리젠테이션의 개요를 제시했습니다.

잡스는 이밖에 숫자를 의미있게 만들고, 청중이 잊지 못할 순간을 만들어줍니다. 그는 신제품 노트북이 얇다는 것을 강조하기 위해 서류봉투에서 제품을 꺼내보였습니다. 어느 정도의 쇼맨십이 필요한 셈입니다.

그리고 잡스는 슬라이드를 시각적으로 만듭니다. 대개의 발표자들이 데이타, 텍스트, 차트로 슬라이드를 채우지만, 그는 반대로 합니다. 텍스트가 거의 없습니다. 대부분의 슬라이드에는 하나의 이미지만 넣는 겁니다.

잡스는 또 프리젠테이션을 '쇼'처럼 진행합니다. 멀티미디어를 활용하고 제품을 실제로 보여주며 청중의 참여를 유도하기도 합니다. 그리고 그는 작은 실수에 당황하지도 않습니다. 유머로 대처하며 즐겁게 넘어갑니다.

프리젠테이션에서 '이득'(benefit)을 파는 것도 중요합니다. 많은 사람들이 제품의 특징(features)을 강조하며 판촉을 하지만, 잡스는 '이득'(benefit)을 파는 겁니다. 항상 "나에게 어떤 이득이 있지?"를 묻는 소비자들. 그들이 추측하게 놓아두지 말고 이득을 명확히 언급해야 합니다.
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