Am Tory Johnson and is at work. As a definitive force in innovation and business Steve Jobs has become a model of corporate leadership. And his rise to success offers many lessons to both current and... See More
Am Tory Johnson and is at work. As a definitive force in innovation and business Steve Jobs has become a model of corporate leadership. And his rise to success offers many lessons to both current and future leaders. Lessons that author Peter Sander outlines in his new book what would Steve Jobs and Peter joins us -- to talk about what he calls. This Steve Jobs way hey Peter. -- -- -- well is it's not a steam jobs biography it's definitely not a company profile. Apple it's really a guide to acquiring what you call. The jobs different so what is that what is that difference. Now this is a book about leadership and and I took a look at jobs -- background and and what he did an apple and what I really saws that he not only thought different -- the line goes but he also thought way beyond. -- what a lot of leaders think about in terms of the customer he had a very deep understanding in the customer. He was able -- visualize the products affect customer needed well beyond what the customer himself. Was able to do. He was able to visualize a culture in which an organization could create those products without the friction than usual difficulties -- that organizations have. And finally was able to evangelize those products in a way that I think goes way beyond what others other CEOs have been able to do. So if that is so much more then what what most leaders look at. -- for starters what's the first thing that if you -- working with somebody you would tell them. Of all of those and -- six steps that you -- of six measures of leadership what's the one that they should focus on first. Well what I and the book actually broke his leadership style down -- six building blocks as you as you mentioned in the first one of those and this has to be first is is the customer and it's really all about getting a very deep understanding on the customer understanding the customer and perhaps better than the customer understands hit his or -- self. And really going with that vision and and really I think the important thing a lot of leaders forget about this is you don't outsource that the somebody else either outside or inside -- position. You as a leader really understand your customer. And then after having that vision it's about it's about the products about the culture take us through those. Those stats. The second building block is what I call vision and and really that sort of encompasses the rest of -- and that's the ability to take what that customer needs and really visualize the product that will solve that problem. And his visual visions -- of a very simple but very holistic solution like the -- iPod and the iTunes solution to go with that. So he was able to to. To create those visions and communicate those -- with his organization very effectively -- that's really the key a lot of executives can have a vision -- -- big gets lost in the translation. The third building block his cultures and -- -- have this vision you create a culture that really is a can do culture a culture that. Then gets rid of the bureaucracy in the red tape and and all the people -- make it more difficult to have to do a product you have people are really enthusiastic. They want to see the product they're all about the achievement and -- and the conquest of the customer needs not about money and power like they are so many organizations. And then it's all about the final 25 and six the message in the brands. -- once that actually number four's the product itself so this is probably and most people have seen this already the elegant simplicity of his products in the designs. Then the message -- Steve Jobs is way beyond its other CEOs. In this area Lee Iacocca may be the only one I can think of it's actually stood up in front of an audience and really enthusiastically. Endorsed an energized as product. And what a lot of leaders forget as does not only is that. Score points in the marketplace but also scored a lot of points back home insiders -- organization. When when employees see -- the leaders as a 100% behind. Them and their product and also understands the detail well enough to explain it to the outside world that's huge. And then finally. Got and finally is as brand and this is this is more about the leader. And jobs -- -- great -- is also those Israeli establishing himself -- establishing the respect that allowed in the latitude to get the benefit of the doubt with his employees. Jobs is all about achievement not about power. And people -- that and responded really well Lou both inside and outside the company. You make it sound so so assemble and yet we know that it's that it's not and that it's it's maybe perhaps simple to articulate but difficult. For a lot of people to execute -- to emulate that success if you had to sum it up in just a sentence or -- what -- leaky top of mind. As we think of this Steve Jobs -- we want to have some of that. Steve Jobs magic rub off on our own leadership. That's the that's an interesting question is is a lot of ways it could go with that but basically. -- I just -- -- focus on achievement and design and excellence. Not on money and power in other words keep your organization focused on on customer and customer success in customer changes opposed to. How large organization is and then how much money -- making that's that's a big part of it. His attention to detail his willingness to get involved with the troops and think like the troops and even dressed like the troops was was huge. So it's it's really a matter of having the right visions and the right understanding and then an -- being one with your organization. Good lessons for any leader of any size organizations. Thanks Peter thanks much for being -- Sure you bet and to learn more you can pick up a copy of the one witness jobs you have -- jobs wake inspire anyone to. Differently and.
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