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Leadership Template

Eleven principles that define what great leaders do, developed at Wharton with classmates who have led organizations across industries.

This leadership template emerged from work with fellow students at Wharton, synthesizing research and practical experience from leaders across industries. It captures what effective leaders consistently do.

Beyond Management to Leadership

Management is about systems, processes, and efficiency. Leadership is about people, vision, and inspiration. Both are necessary, but this template focuses specifically on the leadership dimension—the human side of guiding organizations.

Vision as the Starting Point

Everything flows from vision. A compelling vision answers the fundamental question: where are we going and why does it matter? Without clarity on destination, strategy becomes directionless and motivation becomes hollow.

But vision alone is insufficient. The template moves from vision through strategy to execution, from individual inspiration to team building. Each principle builds on those before it.

The Integration of Character and Competence

Notice how the template weaves together competence (strategy, decisions, team building) with character (integrity, values, honoring others). Effective leadership requires both. Technical competence without character becomes manipulation. Character without competence becomes ineffective.

Building for the Long Term

The final principle—building the team before it is needed—reflects a crucial insight: leadership is fundamentally about preparation. The time to develop people, build relationships, and establish trust is before the crisis hits. Leaders who wait until they need a high-performing team to start building one are already too late.


The Principles

Principle 1

Articulate a Vision

Formulate a clear and persuasive vision and communicate it to all members of the enterprise. Bring the future into the present.

Principle 2

Specify a Strategy

Set forth a pragmatic strategy for achieving that vision and ensure that it is widely understood.

Principle 3

Honor the Room

Frequently express your confidence in and support for those who work with and for you.

Principle 4

Identify Personal Implications

Help everybody appreciate the implications of the vision and strategy for their own work and future with the firm.

Principle 5

Convey Strategic Intent

Make it clear what is expected of those who work with and for you, and then—assuming they are well trained and prepared—avoid micromanaging their achievement of your intent. Specify the goals and the 'why,' and let others work out the 'how.'

Principle 6

Motivate the Troops

Appreciate the distinctive motives that people bring to their work, and then build on those diverse motives to inspire the best from each.

Principle 7

Convey Your Character

Through gesture, commentary, and accounts ensure that others appreciate that you are a person of integrity.

Principle 8

Reinforce Values

Frequently remind others through both words and deeds of the company's enduring principles and culture—and why commitment to the company and its values is essential.

Principle 9

Say It So It Sticks

Communicate all the above in ways that people will not forget. Simplicity and clarity of expression help, as do elements ranging from personal gestures to grand events.

Principle 10

Decide Decisively

Foster a bias for action but not 'shooting from the hip.'

Principle 11

Build the Team Before It Is Needed

Well-developed teams generally outperform individuals. Build those teams before their great performance is needed. Limiting team size and including those of diverse stakes, experience, and views will assist.


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