Today those leadership principles, which premiered in mid-2016, have spread across the company.
“There is a dramatic leap of faith needed to agree that you don’t need to be complex to be complete,” Whittinghill says. This is what you might call a radical departure, especially for a company that put a personal computer on every desk through painstaking thoroughness. After about a year of thinking things through, we went from over 100 competencies to three big ideas: Create clarity, generate energy, deliver success. “They were exhaustive.”Īs part of Microsoft’s cultural refresh, Whittinghill - along with CEO Satya Nadella and chief people officer Kathleen Hogan - partnered with us at the NeuroLeadership Institute to revisit Microsoft’s leadership principles.
These components “were not memorable,” Whittinghill said. There were eight competencies leaders needed to succeed, 10 behaviors that marked inclusive diversity, five things employees had to do in order to flourish, and over 100 skills you needed to train on, depending on your profession. When Joe Whittinghill came into his role as general manager for talent, learning, and insight at Microsoft, the tech giant’s leadership model was characteristically thorough.
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