Synopses & Reviews
Praise for Reinvent
"I have had the honor of working with many of the world's greatest leaders. I rank Fred Hassan as one of the top five. Fred has helped more organizations reinvent themselves than anyone I have met! Reinvent is Fred's gift to you! Please apply what you learn in this book to reinvent your own life and the lives of the people around you."
Marshall Goldsmith, recognized among world's top 50 influential leadership thinkers (Harvard Business Review)
"Fred Hassan shares his practical playbook for change leadership by demonstrating how attitude, behavior and culture can lead to transformation, excellence in execution and sustained high performance. The book is full of good common sense and real-world examples of leadership."
Alex Gorsky, Chairman and CEO, Johnson & Johnson
"Company success depends on strong leadership. Fred's recipe for success: select top talent, help them develop expertise, lead by example."
P. Roy Vagelos, M.D., Retired Chairman and CEO, Merck & Co., Inc.
"Fred Hassan blends his triumphant first-hand experience with the wisdom of a first-class mind to share an engaging, accessible, manual of essential leadership lessons. Having seen peer CEOs hang on his every word in private top leadership forums for many years, I have begged Fred Hassan to go public with this compelling gift of knowledge for a long time. I will certainly be using it at our top executive forums and leadership programs campus!"
Professor Jeffrey Sonnenfeld, Senior Associate Dean, Yale School of Management
"Fred Hassan passes on his vast and winning know-how that will help you power up your people to drive breakthrough results. He's done it and so can you. There's nothing like learning from the master."
David Novak, Chairman and CEO, Yum! Brands, Inc.
"In Reinvent, Fred Hassan shares a winning philosophy that builds on the crucial role of people to power up an organization's potential. Hassan delivers a proven actionable change leadership playbook to evolve and reinvent leadership effectiveness supported by evidence from his exceptional track record as an effective and value-creating CEO, with an exceptional reputation from his peers and shareholders alike."
Andrew N. Liveris, Chairman and CEO, The Dow Chemical Company
Leadership principles from a master of the business turnaround
In Reinvent, renowned CEO and business leader Fred Hassan explains how to transform a struggling business into a raging success by reinventing the culture, attitude, and behaviors of organizations and people. Leaders who want to change cultures and individuals need a cool head, a clear vision, and a well-refined ability to inspire that change. Here, Hassan explains how a productive organizational culture leads to real success.
The first part of the book focuses on how you, as a leader, can unleash your full powers by learning to be authentic, purposeful, and connected with your organization. The second part of the book focuses on groups, how to lead them, how to be a role model for the effort you expect, and how to keep winning and innovating. Taken together, these principles fuel smarter strategies, more effective execution, and better governance.
- Features practical, proven guidance appropriate for every business leader in any industry
- Ideal for corporate executives, managers, team leaders, human resources professionals, board members, and consultants
- Written by a renowned public speaker and former CEO known for turning around struggling companies
Revealing how you can make culture your secret weapon, Reinvent is the perfect tool for business leaders in highly competitive industries.
Fred Hassan is not an accidental leader. Throughout his stellar career he has had transformational impact on every one of the large, complex and innovation-driven companies that he has ledamong them, most recently, Schering-Plough.
Turnarounds and transformations do not occur without culture changeand changing culture starts by changing attitudes and behaviors. The linkage between attitude, culture, execution and driven performance has been validated by the author's own experience as a unit head, division president, CEO of three global public companies, and most recently as chairman of what began as a challenged global company.
The insights, ideas, and strategies are illustrated by the author's own experiences, underpinned by his deep belief that in every aspiring and committed individual, in every team and in every company, the potential exists to deliver performance beyond what is commonly viewed as achievable. The ability to power up this potential is what creates extraordinary change. A favorite mantra is "It's in our power to do more with what we have. It's in our power to fulfill our own potential. It's not where we take our aspirationsit's where our aspirations take us."
Productive cultures fuel better strategies, better executions, and better governance, and provide the competitive edge in innovation. This then leads to sustained performance that can change broken companies into dynamic machines.
Fred Hassan celebrates his wins, but they are inseparable from the wins of the people he leads, from advances in products that allow people to enjoy a better quality of life, and from developing leaders who may one day write their own playbook to inspire yet another generation of talented managers.
About the Author
is a Partner and Managing Director with the private equity firm, Warburg Pincus. He is also Chairman of Bausch + Lomb, as well as board member of Time Warner and Avon where he became non-executive chairman on January 1, 2013. Hassan is the former Chairman of the Board and Chief Executive Officer of Schering-Plough Corporation. Prior to joining Schering-Plough in April 2003, Hassan was Chairman and Chief Executive Officer of Pharmacia Corporationa company that was formed in March 2000 as a result of the merger of Monsanto and Pharmacia & Upjohn. Hassan joined Pharmacia & Upjohn as Chief Executive Officer in 1997. Previously, Hassan was Executive Vice President of Wyeth, formerly known as American Home Products, with responsibility for its pharmaceutical and medical products business. He was elected to Wyeth's Board of Directors in 1995. Earlier in his career, Hassan spent 17 years with Sandoz Pharmaceuticals (now Novartis) and headed its U.S. pharmaceuticals business.
Hassan received a B.S. degree in chemical engineering from the Imperial College of Science and Technology at the University of London and an MBA from Harvard Business School.
Table of Contents
List of Figures xiii
Author’s Note xxi
PART ONE UNLEASHING THE POWER OF ME 9
Chapter 1 Be Authentic 11
Look in the Mirror 12
Use Mirrors to Tell the Truth 13
Know Who You Are Not 14
Know Who You Are 15
Make Business Integrity a Competitive Edge 16
Be Inspired 18
Be Humble 19
Take Charge, and Don’t Play the Victim 21
Take Ownership, Shun the Blame Game 22
Deal with What Stares You in the Face 23
Chapter 2 Be Purposeful 27
Use the Rule of 3s 28
Use the Power Trident 29
Enter the Discomfort Zone 31
Practice Active Learning 34
Go Global 36
Build Competence in Emerging Markets 39
Make Decisions with Less-than-Perfect Information 41
Embrace Challenges 42
Reinvent Yourself and Your Environment 45
Chapter 3 Be Connected 51
Connect and Align 52
Take Early Action Steps 56
Value EQ as Much as IQ 58
Respect Your Boss’s Position 62
Tune In 63
Practice Active Listening 65
Build Information Fluidity 66
Build Partnering Skills 67
Plug Into the Power Grid 69
Grow Every Sector of Life 70
PART TWO UNLEASHING THE POWER OF WE 73
Chapter 4 Keep Leading 75
Develop the Power Triangle 76
Put People First 78
Assess and Develop People 80
Champion the Innovators 83
Use the Knockout System When Evaluating Senior Executives 85
Work on the Products 88
Work on the Processes 90
Drive Engines of Innovation 93
Work like a Small Company in a Big Company 96
Chapter 5 Role Model Your Expectations 99
Deploy the Leadership Quartet Strategies 100
Earn Trust by Measuring the Trust Index 127
Earn Trust with the Frontlines 129
Earn Trust with Customers 133
Earn Trust with the Lawmakers 134
Earn Trust by Focusing on Long-Term Value Creation 136
Earn Trust in Mergers and Acquisitions 137
Earn Trust by Making the Tough Calls 140
Chapter 6 Keep Winning 143
Use the Power Tool 144
Drive the Virtuous Spiral Upward 145
Link Strategy with Execution 150
Keep It Simple, Keep It Steady 151
Make Priorities, Allocate Resources 152
Make the Strategy Executable 155
Build an Attitude of Urgency 157
Keep a Cool Head When the Discomfort Zone Finds You 158
Power Up the Board 159
Once the Strategy Is Clear, Make Execution the Strategy 162
Multiply the Power 163
Conclusion: What Keeps the Wheel Turning 167
Change-Leadership Takeaways 169
Appendix A: Serial Success—Playbook Summary 175
Appendix B: The Concepts Behind My Playbook 177
Appendix C: Values Matter 179
Appendix D: Bausch + Lomb’s Rating System Descriptors 181
Appendix E: Guidelines for Expat Managers 183
Appendix F: Stepping-Stones to Transformation 185
About the Author 189