| I am constantly on the look out for interesting, | | | | view!] that the need for recognition and that the |
| informative stories and illustrations of leadership | | | | need for approval is a fundamental human drive - |
| styles that support successful change | | | | and key to inspirational motivation in change |
| management - and especially ones that are people | | | | management situations |
| centred as well as process focused. | | | | He was also a big enough man [in my view] to |
| In the course of recent research I came across | | | | change direction and style almost overnight. |
| the very interesting story of the man of nails | | | | Pearson's own re-definition of leadership is as |
| who found his heart. | | | | follows: |
| Andy Pearson founding chairman and former CEO | | | | "Great leaders find a balance between getting |
| of Tricon Global Restaurants Inc. [KFC, Pizza Hut, | | | | results and how they get them." |
| and Taco Bell] has recently undergone a huge | | | | Lesson number (2) - The need for recognition and |
| change in leadership style. The new Andy | | | | approval is a fundamental human drive |
| Pearson, a man who is now in his mid-70s, has | | | | He now believes that it's less important to issue |
| transformed himself into a new kind of boss who | | | | orders than it is to seek answers and ideas from |
| majors on inspirational motivation. | | | | below. He sees his job is to listen to the people |
| Having carved himself a decades-long reputation | | | | who work for him and to serve them. He still |
| of ruthless, hard-nosed, numbers obsessed | | | | believes in firing those who don't perform! |
| success in corporate America with companies | | | | "Ultimately," Pearson says, "it's all about having |
| such as Pepsi Co and McKinsey, he now feels that | | | | more genuine concern for the other person. |
| he has arrived at a personal point of change that | | | | There's a big difference between being tough and |
| he feels has universal significance... | | | | being tough-minded. There's an important aspect |
| Through working with colleagues at Tricom, | | | | that has to do with humility." |
| Pearson experienced a Damascene conversion as | | | | Lesson number (3) - The big leadership difference |
| he realised the importance of the human heart in | | | | between being tough and being tough-minded |
| driving a company's success - one person at a | | | | So Andy Pearson's experience clearly shows that |
| time - and how this kind of success can't be | | | | people benefit from a change management |
| imposed from the top but must be ignited and | | | | leadership style that addresses their emotional |
| nurtured through attention, awareness, | | | | side and gives them respect and approval. |
| recognition, and reward - true inspirational | | | | Properly applied in a change management context, |
| motivation. | | | | this is exactly what a people-oriented leadership |
| Lesson number (1) - People will respond to their | | | | style will deliver when employing the holistic and |
| leaders efforts to connect with their emotional | | | | wide view perspective of a programme based |
| side | | | | approach to change management. |
| Pearson realised [albeit rather late in life in my | | | | |