Interview: Jason Jennings

Jason Jennings

Jennings traveled the globe in search of the fastest growing companies in the world for his book It’s Not the Big That Eat the Small —It’s the Fast That Eat the Slow. Next, he and his research team studied more than 40,000 companies and identified the ten most productive companies in the world for his next bestselling book Less Is More. Then, following two years of research, he profiles in his next book, Think Big, Act Small, the leadership of the only ten companies in the world that have grown both revenue and operating profits by ten percent or more annually for ten consecutive years. His most recent published book is Hit the Ground Running in which he provides “a manual for new leaders.”

Here is a brief excerpt from my interview of Jennings.

Morris: Although, obviously, there are significant differences between and among these great CEOs and their companies, what do they share in common that others can emulate?

Jennings: That’s a great question, a critically important question. During our research, we identified seven traits that all of the CEOs share in common. We call them the “main attributes of humbleness.”

Stewardship: Each of them sees her or his role not as a swashbuckling soldier whipping the corporate steed on to new conquests, but as a steward entrusted with the responsibility of carefully and judiciously shepherding and guiding the organization. It is a responsibility each of them takes very seriously. Being a good steward in all relationships with others is the greatest opportunity facing every business leader.

Transparency: In the nine companies, because there is zero personal profit or gain to be achieved in hoarding, trading, or trying to passionately protect knowledge, everyone involved has access to the same knowledge and information.

Accessibility: One of our standard requests was for a walking tour of the facilities and, to prevent any possibility of the tour being staged or orchestrated, we always made our request at the last possible moment. During every one of the tours of hallways, factory floors, and company lunchrooms with the leaders, there were always warm, affectionate, first-name greetings, often accompanied by gentle ribbing and teasing.

The other four “attributes of humbleness” are Work Ethic, Stand for Something, Erase Superficial Superstitions, and No Big Office. We discuss each at some length in the book, citing countless examples of how each of the nine companies has taken on the modest and humble personality of its leadership. These are truly inspired, collegial, group endeavors where the momentary accomplishments of individuals are overshadowed by the consistent, long-term achievement of a team that’s gently and deftly kept on course by a humble leader. Staying down to earth is Building Block #1 when the leaders of any company (regardless of size or nature) are determined to achieve and then sustain consistent growth of both revenues and profits.

Years ago, after giving a speech in Hong Kong, I was approached by an elderly Chinese lady. “I enjoyed your speech very much,” she said to me. “The things you said were really just simple common sense.” Then and now, I consider that a very special compliment. Of course the seven attributes and the ten building blocks are obvious! That’s the good news. Now here’s the bad news. Leaders in most companies do not nail these fundamentals.

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