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customers. My view is that having the support of all of them is very, very key. And I think you've got to be fair with your board, if you have an intention of leaving in the next year. So, unless you are telling me something in terms that I should be thinking about succession planning, I intend to be here at Cisco.
Is there a succession plan?
Chambers: Oh, there always is.
I mean, what happens after you?
Chambers: You always want to make sure there's a smooth transition. People tend to think of that as individuals, I tend to think of it as an organization evolution. Most companies do not do well after their core group or management rolls over. We are on our fourth CFO, our fifth head of engineering, our fifth head of sales...We've been able to make
Was there any pressure for you to move on?
Chambers: I've had no pressure. You've got to understand one thing about Cisco: We're trying to build a company that's not only built to last, but built to lead. Almost no one's done that consistently in IP...Most of the predictions we've made have come true in the industry. So, I'm having a good time. I think my age is about average for a CEO at a large company. I make decisions three-to-five years at a time.
What do you see in that three- to five-year period? I assume you didn't throw that number out just randomly.
Chambers: I've always had three- to five-year (outlooks) since I became CEO. It's kind of the working arrangement I have with the board and with my own team.
Why do you think there was so much corruption in the telecom industry? You were selling to some of these folks. Was it a surprise? Is this an issue that's getting worse?
Chambers: Clearly, it was a surprise to all of us that people would do this?For those people that truly, knowingly, deliberately did things that were very, very inappropriate, I think they'll be held accountable--and firmly held accountable. What surprised me was how deep this went.
At Cisco, there's a culture of integrity. It doesn't mean we won't make mistakes. We sure as heck will, but we have a culture where people are very open. It's knowing that we expect them to do the right thing ethically and that if they see an issue, that they escalate it.
Do you think it's getting worse now, or do you think that there's more scrutiny, so people are kind of watching their backs?
Chambers: Well, I think more important than that issue is that people have realized that this is wrong--not just at the top, but throughout the organizations--and needs to held unacceptable. I think it's having a culture that just views this as unacceptable.
What nontech CEO do you most admire?
Chambers: I admire Jack Welch. It doesn't mean he was perfect, but he did an amazing job at (General Electric), and many of the things that we implement at Cisco we probably learned more from GE than others.
I admire very much statesmen like (Former U.S. Secretary of State) Colin Powell and King Abdullah of Jordan. I admire my dad. He was a stabilizing influence throughout my life. He had an ability to look out not one to two years, but five, 10, 15, 20 years, and had the courage to stay with his convictions.
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John Chambers, Cisco Systems Inc., Wall Street, CEO
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I find it interesting that he mentioned his admiration for Colin Powell. I read General Powells A Leadership Primer a few years ago and thought John Chambers leadership style really fit his description of a great leader.
Fitting excerpts from the primer:
Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day .
"Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission."
"Perpetual optimism is a force multiplier."
"The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.
Thank-you John for your excellent leadership!
I find it interesting that he mentioned his admiration for Colin Powell. I read General Powells A Leadership Primer a few years ago and thought John Chambers leadership style really fit his description of a great leader.
Fitting excerpts from the primer:
Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day .
"Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission."
"Perpetual optimism is a force multiplier."
"The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.
Thank-you John for your excellent leadership!