Begin your lesson in leadership the same way Andy Grove attacks a problem: by setting aside everything you know.
This type of idea really sounds good as you read it, and seems to be the way to go. The question is if it's really true. Should we really set everything we know aside when we tackle problems?
The answer to me is yes and no. But it is really determined by what the problem is, and at what place in the business it resides.
For example, let's say we're having trouble getting people who fit into our business vision and culture. We hire them believing they are a good fit, but when they enter into the workplace, they end up being a great disappointment and wrong choice.
Do we throw everything aside we know and work from there on a problem like this? Do we adapt the business to them rather than figure out ways to filter better? I don't think so. We don't change our vision and culture, we change how we filter potential hires in our hiring practices.
I mention this specific example to show you it's not wise to listen to sayings like the one above, and not think through where and when it's appropriate for our businesses. Yes there are times when this is absolutely the right thing to do: throwing aside everything we know to look freshly at how to solve some problems. Other areas of the company it could be a disaster, like mentioned in the hiring process and problem.
Wise managers know the difference between the two; understanding when innovation is needed, and when we need to hold to core values and practices.
On the other hand, those that aren't ready to blow some things up when it's needed, and hold to traditions simply because they're the way it's been done in the past, are just as dangerous to the survival of a company as those that follow every whim that comes along, and check their brains at the door.
We never should change the vision, culture or core values of our companies, but in how we approach practical problems, everything should willing to be done differently, and what we thought we knew set aside.
Business leaders need to have wisdom to distinguish between the two. Miss on either one and you're going to have a lot of problems with successfully leading your company or division forward.
How to distinguish the difference is to not move off your business vision, culture or core values; they must be retained, and everything filtered through them. Other than that, anything should be open to being done differently, and past knowledge willing to be cast to the side.
Intel (NASDAQ:INTC) thrived under Grove's leadership because he was an expert with the two.
Other Andy Grove Resources:
Andy Grove's Rational Exuberance
The Digital Age . . . driven by the passion of Intel's Andrew Grove
The History and Influence of Andy Grove
Andy Grove enters new post-Intel role as activist capitalist
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