f you want to learn the essence of leadership, become an engineer. Then attempt to develop a new product or redesign a key work process, and see how far you get I on your own. After more than 40 years of experience, the most important and enduring lesson of business life is the one I learned as a young engineer in my first job at General Motors: Leaders get results only through the committed efforts of others.
Every successful manager eventually learns this truth, and successfil companies don't leave such vital learning to happenstance. They teach new managers, from day one, that people give their leaders the ability to succeed; without their support you will fail. Effective solutions to any problem-certainly the leading of any large-scale change-come with the consent and commitment of the people involved. And most people commit themselves to an effort only if they participate in the decisionmalung process. Specifically, they must be involved in defining the problem and suggesting alternative solutions before they are asked to take action. In short, leaders must include people in decisions that affect them.
That is the basic philosophy-and strategic edge-of Saturn Corporation. Saturn proved that a people-oriented leadershp, worlung in partnership with union and management, with dealers and suppliers, could create a responsive, customer-focused environment and compete with the world's best manufacturing companies. The Saturn experience also helped me articulate five principles of leadership, which I believe have universal standmg. Ultimately, these are the keys that unlock organizational performance:
Understand the power of consensus. Do what's right for the customer.
Value the emotional side of work.