eBay BACKGROUND Organization Background of the Company Organization Employees.

eBay BACKGROUNDeBay BACKGROUND

OrganizationOrganization

Background of the CompanyBackground of the Company

OrganizationOrganization

EmployeesEmployees

Employee TasksEmployee Tasks

TechTech Project ManagementProject Management Quality AssuranceQuality Assurance Software EngineersSoftware Engineers ArchitectureArchitecture User ExperienceUser Experience

Legal, Marketing, Sales, HR, Finance, Legal, Marketing, Sales, HR, Finance, Product Management….Product Management….

Margaret (Meg) WHITMANMargaret (Meg) WHITMANPresident & CEOPresident & CEO

BackgroundBackground

Prior To eBayPrior To eBay

Hasbro Inc’s Preschool DivisionHasbro Inc’s Preschool Division General ManagerGeneral Manager

Florist Transworld DeliveryFlorist Transworld Delivery President & CEOPresident & CEO

Stride Rite CorporationStride Rite Corporation President of Stride Rite DivisionPresident of Stride Rite Division

Walt Disney CompanyWalt Disney Company SR. VP MarketingSR. VP Marketing

Bain & CompanyBain & Company VPVP

Procter & GambleProcter & Gamble VP Brand ManagementVP Brand Management

AccomplishmentsAccomplishments

The Wall Street JournalThe Wall Street Journal TimeTime FortuneFortune Business WeekBusiness Week


TraitsTraits

TraitsTraits

Strong communicator Strong communicator Promote a visionPromote a vision Make others feel importantMake others feel important Admits mistakesAdmits mistakes Criticize others only in privateCriticize others only in private Stay close to the action and is involve Stay close to the action and is involve Celebrate success Celebrate success Make trust a priorityMake trust a priority

Traits ContinueTraits Continue

Her SmileHer Smile


SkillsSkills

SkillsSkills

Steering and influencing relationships to Steering and influencing relationships to generate financial return generate financial return

Conversing not commandingConversing not commanding Asking questions as oppose providing answersAsking questions as oppose providing answers Building continual consensus and earning trust Building continual consensus and earning trust

through transparencythrough transparency Experimenting and failingExperimenting and failing Make sure board of director are full participantsMake sure board of director are full participants

Skills (Continued)Skills (Continued)

Collaborative networkCollaborative network Connecting employees and customers in two-Connecting employees and customers in two-

way communicationway communication She realizes she can’t control eBay’s communityShe realizes she can’t control eBay’s community Trust communityTrust community Don’t assume you know more than the Don’t assume you know more than the

marketplace marketplace Demonstrate leadership through learning by Demonstrate leadership through learning by

listening and understandinglistening and understanding Strong believer in maintaining boundariesStrong believer in maintaining boundaries

QuizQuiz

(Pass / Fail)(Pass / Fail)

QuizQuiz

What happens when you try to steal an What happens when you try to steal an eBay customer?eBay customer?

QuizQuiz

What happens when you steal an EBay What happens when you steal an EBay customer?customer?

Hint:Hint:

QuizQuiz


Hint: If you try to take a little bite, Hint: If you try to take a little bite, away from eBay…away from eBay…

QuizQuiz


Hint: If you try to take a little bite Hint: If you try to take a little bite away from eBay…away from eBay…

You might get a big bite back from the big You might get a big bite back from the big bad dog, in the form of a…bad dog, in the form of a…

A Meg-A-BiteA Meg-A-Bite

-- What?-- What?

Leadership BehaviorsLeadership Behaviors

ObservedObserved

In Meg WhitmanIn Meg Whitman

Research SourcesResearch Sources Numerous Internet SitesNumerous Internet Sites Wall Street JournalWall Street Journal Time MagazineTime Magazine ForbesForbes News WeekNews Week Business WeekBusiness Week Fortune MagazineFortune Magazine U.S. News & World ReportU.S. News & World Report Some Trade JournalsSome Trade Journals But, Absolutely No Scholarly JournalsBut, Absolutely No Scholarly Journals

ObservedObservedBehavior PatternsBehavior Patterns

Behavior PatternBehavior Pattern

ParticipativeParticipative

Behavior PatternBehavior Pattern

Participative (Dominant Behavior Pattern)Participative (Dominant Behavior Pattern)

Behavior PatternsBehavior Patterns

Participative (Dominant Behavior Pattern)Participative (Dominant Behavior Pattern)

CharismaticCharismatic


Participative (Original & Dominant Participative (Original & Dominant Behavior Pattern)Behavior Pattern)

Charismatic (At Different Times)Charismatic (At Different Times)




Boundary Spanning Boundary Spanning




Boundary Spanning (Some Newer Trends)Boundary Spanning (Some Newer Trends)

Participative LeadershipParticipative Leadership(The model from a textbook)(The model from a textbook)

1.1. Draws out and listens to followersDraws out and listens to followers

Actual Behavior ObservedActual Behavior Observed

She actively seeks to gather meaningful She actively seeks to gather meaningful input from others:input from others:



CustomersCustomers



CustomersCustomers

EmployeeEmployee

Participative LeadershipParticipative Leadership(A model from a textbook)(A model from a textbook)

2. Holding meetings to share decisions, 2. Holding meetings to share decisions, problems and to gather input.problems and to gather input.


She hosts a group of 20 “best” customers, She hosts a group of 20 “best” customers, monthly, to visit the headquarters in San monthly, to visit the headquarters in San Jose, California.Jose, California.


She hosts a group of 20 “best” customers, She hosts a group of 20 “best” customers, monthly, to visit the headquarters in San Jose, monthly, to visit the headquarters in San Jose, California.California.

Other Employees Listen to what customers want.Other Employees Listen to what customers want.

Meg listens to employee input AND customersMeg listens to employee input AND customers


3. Giving serious consideration to followers’ 3. Giving serious consideration to followers’ inputinput


She will make changes based upon the She will make changes based upon the input she gets from meetings…input she gets from meetings…


4. Reaching consensus with followers and 4. Reaching consensus with followers and other leaders as equals.other leaders as equals.

Actual Behaviors ObservedActual Behaviors Observed

Carolina mentioned this in her “Traits”Carolina mentioned this in her “Traits”

She is transparent and approachable.She is transparent and approachable.

..



She is transparent and approachable,She is transparent and approachable, Prefers to collaborate,Prefers to collaborate,



She is transparent and approachable,She is transparent and approachable, Prefers to collaborate,Prefers to collaborate, Not condescending.Not condescending.



She is transparent and approachable,She is transparent and approachable, Prefers to Collaborate Prefers to Collaborate Not condescending,Not condescending, Treats her followers as equals.Treats her followers as equals.

Participative LeadershipParticipative Leadership

5. Delegating decisions to capable followers5. Delegating decisions to capable followers


We found that she trusts her people, and We found that she trusts her people, and they love her for it.they love her for it.

Charismatic LeadershipCharismatic Leadership

(Most but not all behaviors)(Most but not all behaviors)


1.1. Advocates moral mission and visionAdvocates moral mission and vision



2.2. Uses inspirational rhetoric Uses inspirational rhetoric




3.3. Build’s own image in followers’ eyesBuild’s own image in followers’ eyes





4.4. Role model behaviors for followers with Role model behaviors for followers with high expectations and confidencehigh expectations and confidence






5.5. Takes risks to achieve missionTakes risks to achieve mission






5.5. Takes risks to achieve missionTakes risks to achieve mission

6.6. Uses frame alignment to guide follower Uses frame alignment to guide follower behaviors behaviors


Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. affected in a very positive way.



Frequent Motivational RalliesFrequent Motivational Rallies



Frequent Motivational RalliesFrequent Motivational Rallies Dynamic and inspirational public-speaking Dynamic and inspirational public-speaking

abilities to motivate and encourage abilities to motivate and encourage employee.employee.



Frequent Motivational RalliesFrequent Motivational Rallies Dynamic and inspirational public-speaking Dynamic and inspirational public-speaking

abilities to motivate and encourage abilities to motivate and encourage employee.employee.

Paints a big picture vision for her Paints a big picture vision for her employees and customersemployees and customers


Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. Frequent affected in a very positive way. Frequent Motivational RalliesMotivational Rallies

Dynamic and inspirational public-speaking Dynamic and inspirational public-speaking abilities to motivate and encourage abilities to motivate and encourage employee.employee.

Paints a big picture vision for her Paints a big picture vision for her employees and customersemployees and customers

Boundary Spanning Boundary Spanning LeadershipLeadership

(Only Some of the (Only Some of the

Behavior Patterns)Behavior Patterns)

Boundary Spanning LeadershipBoundary Spanning Leadership(Textbook Model)(Textbook Model)

1.1. Define and manipulate unit boundariesDefine and manipulate unit boundaries2.2. Resolve stalemates and conflictsResolve stalemates and conflicts3.3. Sensitize unit members to environmental Sensitize unit members to environmental

issuesissues4.4. Obtain, filter, store, and disseminate Obtain, filter, store, and disseminate

informationinformation5.5. Develop and maintain networksDevelop and maintain networks6.6. Negotiate for resources and distribution Negotiate for resources and distribution

of outputof output

Boundary SpanningBoundary Spanning

Behavior:Behavior:

Contact with a vast network of domestic Contact with a vast network of domestic and international human relationshipsand international human relationships

NeutralizersNeutralizersEnhancersEnhancers

ReplacementsReplacements++

NeutralizersNeutralizers

Defined:Defined:

In general, a neutralizer is a situational In general, a neutralizer is a situational factor that factor that decreasesdecreases a leader’s a leader’s effectiveness or influence on followers..effectiveness or influence on followers..


Meg has had to deal with several -Meg has had to deal with several -


Meg has had to deal with several –Meg has had to deal with several – For example, For example,



The presence of fraudulent activities, The presence of fraudulent activities, mainly on the part of sellers.mainly on the part of sellers.



The presence of fraudulent activities, mainly on The presence of fraudulent activities, mainly on the part of sellers.the part of sellers.

Because “Trust” is so vital in this type of Because “Trust” is so vital in this type of business, the lack of trust can bring eBay to it’s business, the lack of trust can bring eBay to it’s knees, and can neutralize Meg’s effectiveness.knees, and can neutralize Meg’s effectiveness.

LeadershipLeadership

EnhancersEnhancers

EnhancersEnhancers

Defined:Defined:

In general, an enhancer is a situational In general, an enhancer is a situational factor or a follower characteristic that factor or a follower characteristic that increasesincreases leadership effectiveness, or leadership effectiveness, or influence on followers.influence on followers.

EnhancersEnhancers

Centralized Location of Main OperationsCentralized Location of Main Operations

Enhancer:Enhancer:“Centralized Operations”“Centralized Operations”

Allows Meg and her team of managers to Allows Meg and her team of managers to have continuous personal interaction.have continuous personal interaction.

Enhancer:Enhancer:“Centralized Operations”“Centralized Operations”

Allows Meg and her team of managers to Allows Meg and her team of managers to have continuous personal interaction.have continuous personal interaction.

Closes the gap of spatial distance between Closes the gap of spatial distance between leader and followers (employees).leader and followers (employees).

EnhancersEnhancers


Cohesive Work GroupsCohesive Work Groups

Enhancer:Enhancer:“Cohesive Work Teams”“Cohesive Work Teams”

Clear job descriptionsClear job descriptions

There is little like ambiguity in the There is little like ambiguity in the organization.organization.

EnhancersEnhancers


Cohesive Work groupsCohesive Work groups

Customer Recognition ProgramsCustomer Recognition Programs

EnhancersEnhancers“Customer Recognition Program”“Customer Recognition Program”

PayPal Point (For Customers) is a major PayPal Point (For Customers) is a major driver of recognition of “best” customers.driver of recognition of “best” customers.

Employees in turn, drive the company Employees in turn, drive the company priorities based upon this company-wide priorities based upon this company-wide reward system.reward system.

EnhancersEnhancers“Non-Union”“Non-Union”

This may be more of the lack of a This may be more of the lack of a neutralizer.neutralizer.

LeadershipLeadership

ReplacementsReplacements

ReplacementsReplacements

Defined:Defined: In general, a leadership replacement is a In general, a leadership replacement is a

group of factors or follower characteristics, group of factors or follower characteristics, providing additional benefits to a leader, providing additional benefits to a leader, by substituting for specific behaviors, work by substituting for specific behaviors, work tasks, and other missing leader behaviors. tasks, and other missing leader behaviors.

The Operation of aThe Operation of a Free Market Free Market

A Situational FactorA Situational Factor

That is an ExampleThat is an Example

Of A Leadership behaviorOf A Leadership behavior

ReplacementsReplacementsA “Free” Global MarketA “Free” Global Market

The market itself is self lead (aka The market itself is self lead (aka autonomous)autonomous)



The market is going to operate by itself The market is going to operate by itself whether there is a leader or not..whether there is a leader or not..



The market is going to operate by itself The market is going to operate by itself whether there is a leader or not..whether there is a leader or not..

The eBay structure facilitates Buyers and The eBay structure facilitates Buyers and Sellers to come together, and can be then Sellers to come together, and can be then given leadership.given leadership.


The market itself is self lead (aka autonomous)The market itself is self lead (aka autonomous)

The market is going to operate by itself whether The market is going to operate by itself whether there is a leader or not..there is a leader or not..

The eBay structure facilitates Buyers and Sellers The eBay structure facilitates Buyers and Sellers to come together, and can be then given to come together, and can be then given leadership.leadership.

Leader makes what is already good, better.Leader makes what is already good, better.

Ways To ImproveWays To Improve

EffectivenessEffectiveness

Hard to Find DirtHard to Find DirtOn Someone So CleanOn Someone So Clean

She does not need to change her She does not need to change her leadership behavior's).leadership behavior's).

The only thing that she might want to The only thing that she might want to improve is her boundary spanningimprove is her boundary spanning

RatherRatherChange Her StrategiesChange Her Strategies

Her Focus and Company objectivesHer Focus and Company objectives

Long Range GoalsLong Range Goals

Her Global FocusHer Global FocusMay Be tooMay Be too

Big of a FocusBig of a Focus

Other Ways She Can ImproveOther Ways She Can Improve

Short term profitability vs. long term Short term profitability vs. long term customer satisfactioncustomer satisfaction

Focusing on becoming the best globallyFocusing on becoming the best globally Competition among other auction sitesCompetition among other auction sites

Loss of customers to competitionLoss of customers to competition Customer satisfaction has declinedCustomer satisfaction has declined

AnalysisAnalysis

Why is she effective?Why is she effective?

Reasons for Effective LeadershipReasons for Effective Leadership

Identification: closely related to followers’ Identification: closely related to followers’ personal identification with the leader.personal identification with the leader.



Social Identification: closely related to Social Identification: closely related to followers’ personal identification with the followers’ personal identification with the leader.leader.



Social Identification: closely related to Social Identification: closely related to followers’ personal identification with the followers’ personal identification with the leader.leader.

Internalization: Followers adapt to leader’s Internalization: Followers adapt to leader’s ideals and goalsideals and goals


Identification: closely related to followers’ personal Identification: closely related to followers’ personal identification with the leader.identification with the leader.

Communicates to her followersCommunicates to her followers Values her followers opinions and suggestionsValues her followers opinions and suggestions Actively listens to her employeesActively listens to her employees

Social Identification: It means that followers define Social Identification: It means that followers define themselves in a group or organization.themselves in a group or organization.

Airport situationAirport situation Office cubicle with an open door policyOffice cubicle with an open door policy

Internalization: Followers adapt to leader’s ideals and Internalization: Followers adapt to leader’s ideals and goalsgoals

Fraud protection and password retrieval on the website.Fraud protection and password retrieval on the website.

Leadership AttitudesLeadership Attitudes

Meg Whiteman says she can’t control Meg Whiteman says she can’t control eBay’s community of buyers and sellers, eBay’s community of buyers and sellers, because they don’t report to her.because they don’t report to her.

They don’t have to show up to work.They don’t have to show up to work.


Meg Whiteman says she can’t control Meg Whiteman says she can’t control eBay’s community of buyers and sellers, eBay’s community of buyers and sellers, because they don’t report to her they don’t because they don’t report to her they don’t have to show up to work.have to show up to work.

People are basically “good” so trust them. People are basically “good” so trust them. Was originally formulated by Pierre Was originally formulated by Pierre Omidyar, the former software engineer Omidyar, the former software engineer who founded eBaywho founded eBay


Meg Whiteman says she can’t control eBay’s Meg Whiteman says she can’t control eBay’s community of buyers and sellers, because they community of buyers and sellers, because they don’t report to her they don’t have to show up to don’t report to her they don’t have to show up to work.work.

People are basically “good” so trust them. Was People are basically “good” so trust them. Was originally formulated by Pierre Omidyar, the originally formulated by Pierre Omidyar, the former software engineer who founded eBayformer software engineer who founded eBay

““Don’t assume you know more that the Don’t assume you know more that the marketplace, or community-- because you don’t”marketplace, or community-- because you don’t”

PayPal ConferencePayPal Conference

Meg’s Charismatic Style of Meg’s Charismatic Style of arousing the sellersarousing the sellers

How Effective Would She BeHow Effective Would She Be

In Other Organizations?In Other Organizations?

Her SuccessHer Success

EducationEducation


EducationEducation

ExperienceExperience


EducationEducation


Employee Support Employee Support


EducationEducation


Employee Support Employee Support

Customer SupportCustomer Support

Past SuccessesPast Successes

Procter and GambleProcter and Gamble


Procter and GambleProcter and Gamble Bain & CoBain & Co


Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney


Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes


Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes Florists’ Transworld DeliveryFlorists’ Transworld Delivery


Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes Florists’ Transworld DeliveryFlorists’ Transworld Delivery HasbroHasbro


Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes Florists’ Transworld DeliveryFlorists’ Transworld Delivery HasbroHasbro eBayeBay

Where She Might Be IneffectiveWhere She Might Be Ineffective

LawyerLawyer


LawyerLawyer TeacherTeacher


LawyerLawyer TeacherTeacher MilitaryMilitary

SummarySummary

What have we learned fromWhat have we learned from

Meg Whitman?Meg Whitman?

Meg-A-ByteMeg-A-Byte

Or is it aOr is it a

Meg-a-bite?Meg-a-bite?

SummarySummary

Meg Whitman:Meg Whitman: Bosses by not bossing.Bosses by not bossing.

SummarySummary


Manages by not managing.Manages by not managing.

SummarySummary


Manages by not managing.Manages by not managing.

Leads by not leading.Leads by not leading.

GuidelinesGuidelines

============

______________________


1. Be transparent with your people (be 1. Be transparent with your people (be real) and gain their trust.real) and gain their trust.



2. Be flexible and willing to change your 2. Be flexible and willing to change your approach if the situation changes.approach if the situation changes.



2. Be flexible and willing to change your 2. Be flexible and willing to change your approach if the situation changes.approach if the situation changes.

3. Know your customer and know your 3. Know your customer and know your competition.competition.

For Further ResearchFor Further Research

++

For Further ResearchFor Further Research

Go to this website:Go to this website:

http://www.stupidvideos.com/http://www.stupidvideos.com/

video/song_dance/Ebay_2/video/song_dance/Ebay_2/

eBay BACKGROUND Organization Background of the Company Organization Employees.

Documents

ebay slide

smile slide

priority slide

meg whitman slide

different times slide

observed behavior patterns

ebay customer

participative leader