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A few years ago,

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I ran into a colleague
I hadn't seen for a long time,

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who said, "What are you working on now?"

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And I said - I was in that kind of mood -

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I said, "Oh, making the world
a better place."

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And he said, "Could you
pin that down just a little bit?"

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Well, I realized that what I actually do

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is I try to provide other people tools
for making the world a better place

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by giving them leadership skills.

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So what's your goal?

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Do you simply want to get things done
and maybe improve them a little?

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Do you want to start something,
maybe a social venture?

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You can be any age to do that.

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I was amazed when Katie of Katie's Krops

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got an award from President Bill Clinton

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for a venture she started
to feed the homeless

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when she was nine years old.

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So anybody can start something.

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Do you want to start something?

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Do you want to grow something?

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Do you want to start a business?
Do you want to lead a big business?

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Or do you just want
to make the world a better place?

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The leadership lessons
for being effective at doing that

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are things that I have learned

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from working with tens
of thousands of leaders

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in dozens and dozens
of countries all over the world,

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and I'd like to boil them down
to six positive things

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that help us keep things moving up

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or in a positive direction of progress.

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The first is the universal lesson of life,

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which is show up.

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If you don't show up,
nothing really happens.

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I remember a Peter Sellers' movie
of a number of years ago

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called "Being There."

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And it was a very instructive story

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because Peter Sellers
played a fairly ignorant man,

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Chance, the gardener.

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And he was just hanging around
the place where he did gardening

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when a very important meeting
was about to take place.

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As people arrived for the meeting,

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they didn't know that he
was only helping at the house,

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so they said, "Who are you?"

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and he said, "Chance the gardener."

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And immediately, people misunderstood
and called him Chauncey Gardiner,

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invited him into the meeting,

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and he ended up solving their problems.

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Well, it was a comedy,
but I thought how real that is.

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The very fact of showing up,
of making oneself available,

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of deciding that your presence
makes a difference,

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is the first key to leadership.

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And I think about President
Barack Obama of the United States.

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He's been reelected,

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but he started out,
basically, by showing up.

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He was a fairly obscure state senator
from the State of Illinois

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when asked to give the keynote speech
at the Democratic National Convention.

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He showed up, he gave the speech,
and the rest is history.

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Being there makes a difference,
but that's only the starting point,

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that you're in the situation.

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The second lesson that I've learned
is that it's important to speak up,

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to use the power of voice.

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No one knows what we're thinking
if we don't express it.

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I say this to my students
at Harvard Business School all the time

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because people get graded
on class participation,

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and you know, there are some people

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who think they're entitled
to have all the air time,

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and so they often just talk
and continue to talk

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until finally they hit upon
something they really have to say.

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(Laughter)

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But there are others in the class,

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and sometimes it's the women
that I have to encourage,

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that they can own that air space too.

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Sometimes I'll say,
"Why aren't you speaking?"

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And they said, "I want to make sure
that I really have something to say."

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And I point out to them
that the men didn't feel that way -

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just do it, just talk.

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However, the power of voice
is not simply words.

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The power of voice is shaping the agenda,

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framing issues for other people,

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helping them think about it
in a different way.

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This is why thought leaders
can be leaders,

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because they influence
the thinking of other people.

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Have you gone to meetings

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where you've noticed
that whoever is running the meeting,

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the person who ends up
as the most influential,

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is the one who names the problem
and gives people an idea for action,

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and that gets things moving,
that gets things started.

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I think about a Brazilian I know
whom I think the world of.

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He's a journalist,
and yet as a journalist,

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he has managed -

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through his columns

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but also through suggesting
to other people

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actions that they could take -

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he has managed to transform
an entire neighborhood in Brazil

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into what he calls
"the learning neighborhood,"

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where kids now not only learn in school,

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the entire neighborhood
is mobilized to help them learn.

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And that learning neighborhood

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has helped make this section of São Paulo
considered an upscale section.

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I just saw it in an airline magazine,
so it must be true.

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(Laughter)

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But my journalist friend

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did this entirely through encouraging
many separate people.

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He didn't have power;
he was just a writer.

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He is just a writer.

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What he did was encourage
many different people

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through the power of his voice:

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"Why don't you do this?
Why don't you do that?

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We have a problem. Let's fix education."

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The power of voice is big,

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and I'm thinking about
another journalist I know,

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using the power of voice
in a very powerful way.

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It's Ellen Goodman,

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whom many people know,
in the United States in particular,

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as a former syndicated columnist,

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who went through some things
with her own family

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and decided that it's time
to have end-of-life conversations.

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And as an individual
using her power of voice,

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she has created something
called the Conversation Project,

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which now has as a media partner ABC,

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and they are spreading the idea

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that one should just talk
about preferences for end of life

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so that people can have
a humane ending of the kind they want.

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But it's entirely the power of voice.

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So speaking up is the second
attribute of leadership.

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The third is to look up.

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Look up at some higher principle,

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bigger issue, bigger vision,

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values.

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Without vision and values,
leadership is hollow.

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No matter what it is
that you want to achieve,

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it's always important
to remember the principles.

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And when I say "higher principles"
and "looking up,"

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I'm not thinking about spiritual matters,

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but for some people,
they would take it that way.

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I'm simply thinking
about how important it is

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for any leader to know
what they stand for

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and to be able to elevate people's eyes
from everyday problems,

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which bog us down,

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in the weeds,

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difficult to deal with.

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And we're in troubled times
now, in the world,

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and what we need is leaders
who help us get above that,

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to gain a sense of hope

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but also to remember
what's truly fundamental in our values,

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and the best leaders do that.

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In fact, one of my most recent books
is about great companies.

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I realize I say that advisedly,

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that many people wonder
if there are any great companies.

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But there are some truly great companies:

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IBM, for example, Procter & Gamble,

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a bank in Brazil, a bank in Korea -

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amazing that there can be good banks -

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companies that I've seen
all over the world

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that stand for vision and values.

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When their leaders lead,

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they're constantly reminding people
of a nobler purpose.

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It isn't just making money;

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we're trying to achieve
something for the world.

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That's what we get from looking up.

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I've learned this in my own work
in a project I manage at Harvard.

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We can get bogged down in the details -

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believe me, academic politics aren't fun.

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There are always things
that we have to work on.

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It can really drag you down.

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And a wise person,

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who was one of the first people
to work on this project with me,

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said, "You know, we should remember

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to start every meeting
by reminding ourselves of our mission,

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reminding ourselves of what we stand for."

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And you know, that lifts the spirits
like nothing else.

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There's a purpose; there's a reason
that we're doing this,

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and that's going to stand us in good stead
when I get a few skills down.

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But the fourth skill -

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and why vision
and values matter, in part -

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the fourth skill is team up.

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Team up.

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Everything goes better with partners.

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Nearly anything worth doing
is very difficult to do alone,

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and the best enterprises,
the best projects, the best ventures

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are one where there's a sense
of partnership from the beginning.

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I did a study with a colleague
about technology start-ups,

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some of them very famous,

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and in recent years, which ones
came to dominant the industry?

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Like Google in search, not AltaVista.

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Like Facebook rather than Myspace.

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And one of the things we discovered,

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besides having a good value proposition,

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was that they had
more and better partners faster.

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Partners matter.

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For the best social enterprises
that I see around the world

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including one I'm very proud of -

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I happen to be on the national
board of this forever.

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It's an international
national service organization

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called City Year.

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And City Year was founded
by four partners.

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Two of the co-founders
continue to build it and grow it,

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and there was a sense of teaming
from the beginning.

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Finding partners who believe is essential.

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And when you find partners,

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then you can do
incredible things in the world.

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Here's something
that many people may not know

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about Secretary of State
Hillary Rodham Clinton.

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Hillary Clinton is very interested
in solving problems of the world

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from her position at the State Department,

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which has development,
social progress on its agenda

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and not only international diplomacy.

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But she sees development
as a part of diplomacy,

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and she also wants to solve problems
that disproportionately affect women.

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And there's been a problem in the world,

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known for a long time.

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It's the problem of women
cooking on open fires.

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In fact, more women die
from cooking on open fires

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than from major diseases
in the developing world.

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That was something I didn't know

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until I learned about
the Clean Cookstove Project.

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So Secretary Clinton
and her office of global partnerships

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picked this up and created
a massive teaming up

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of governments and businesses
and NGOs all over the world,

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and finally,

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the Alliance for Clean Cookstoves
is beginning to make progress

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in building an industry
in which households, women,

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can have affordable access
to clean cookstoves,

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which means, by the way, no air pollution.

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It means they can cook in their home
without worrying about it burning up.

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Otherwise, they had the cookstoves
at a distance from the home.

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A massive example of teaming up,

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and that's how we're going to solve
the problems of the world in the future,

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by the way - make
the world a better place -

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is because we take
lots of separate efforts

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and we bring them together,

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aligned in one big team.

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So now I've had four skills,
and I want to get to the fifth,

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which is never give up -

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because of something
that I coined a while ago,

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I call it Kanter's Law;
I hope you do too.

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Kanter's Law is that everything
can look like a failure in the middle.

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There's almost nothing we start

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that doesn't hit
an obstacle, a road block.

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It takes longer than we imagined
because we'd never done it before.

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It may take longer
just to convene the first meeting.

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I sometimes have my MBA students
do an action plan,

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and they say, "Week One -
change the strategy.

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Week Two - implement."

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Well, you know, that's not realistic.

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I mean, middles are very, very difficult.

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You hit a bump in the road
you didn't know was there,

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because you've never gone
down the path before.

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The critics surface; they start attacking.

249
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It doesn't work
the way it was envisioned -

250
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true of all kinds of technology -

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you have to go back to the drawing board.

252
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And so never give up.

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Because if you give up,
by definition, it's a failure.

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You've stopped prematurely.

255
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If you keep going, persist and persevere,

256
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find a way around the obstacles,

257
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flexibly redesign,

258
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often you can produce a success.

259
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Sometimes it's not the success
you first imagined.

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A lot of technology

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turns out to be applied in ways
we had never thought of in the beginning.

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But that ability to hang in there
and not give up is a hallmark of leaders.

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I mean, I think about a friend
and colleague in my own area,

264
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Dr. Donald Berwick, who was recently
the chief administrator for Medicare,

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the biggest health program
in the United States.

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Well, for 20 or more years,

267
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he has been pursuing the idea
of quality in healthcare,

268
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he's been pursuing the idea

269
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of innovation to raise quality
and reduce costs.

270
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And do you know
that it sometimes takes 17 years

271
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to get an innovation in healthcare

272
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from the mind of those
who dream it up into use?

273
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That's an amazingly long time,
but he never gave up.

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And my iconic example of a leader
that we should all aspire to emulate

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is Nelson Mandela,

276
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the first democratically elected
president of South Africa.

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He was in prison for 27 years

278
00:15:32,652 --> 00:15:34,595
and didn't give up.

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00:15:34,975 --> 00:15:39,013
Finally, emerged from prison
to be elected president,

280
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first democratically elected president.

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You know, sometimes my students
say, "27 years in prison."

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And he emerged
without a feeling of revenge.

283
00:15:51,516 --> 00:15:55,977
He emerged ready to get on with it,
just interrupted in the middle -

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get on with it and build a country.

285
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They say, "I could never do that.
I could never feel that much forgiveness."

286
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Well, I think, we hope, 
that you're not in prison for 27 years,

287
00:16:08,195 --> 00:16:12,458
we hope that your middles
are shorter and sweeter,

288
00:16:12,458 --> 00:16:15,291
but find your inner Mandela.

289
00:16:15,291 --> 00:16:17,844
Find the strength to persist

290
00:16:17,844 --> 00:16:21,402
even against the naysayers,
the critics and the obstacles

291
00:16:21,402 --> 00:16:25,492
because that's what makes a difference
between success and failure.

292
00:16:25,492 --> 00:16:27,795
And then when you get to the point

293
00:16:27,795 --> 00:16:30,631
where it looks like
what you're doing is working,

294
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it's taking hold,
you have the first pilot,

295
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you have a little more support,

296
00:16:35,719 --> 00:16:40,245
you do the sixth thing,
which is lift others up.

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Share success,

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00:16:43,346 --> 00:16:45,976
the credit, the recognition,

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00:16:46,316 --> 00:16:50,961
the idea of giving back
once you have a success

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because that's what creates an environment
in which you can do it again,

301
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you can do it the next time.

302
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You build support 
rather than lose support.

303
00:17:01,116 --> 00:17:05,319
You must feel positively
about the achievement

304
00:17:05,319 --> 00:17:11,056
but make sure other people
feel elevated by what you do as well.

305
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So that, quickly, 
are six secrets of success

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if you want things to continue to be up:

307
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Show up.

308
00:17:20,852 --> 00:17:22,371
Speak up.

309
00:17:23,181 --> 00:17:24,456
Look up.

310
00:17:25,476 --> 00:17:26,839
Team up.

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Never give up.

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And lift others up.

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Thank you.

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(Applause)