Leadership Development 201
deeper discussions on how to motivate individuals and large groups,
battle tactics, and techniques for maintaining group cohesion in the face
of obstacles and difficulties (how high is that wall?). Moses wasn’t just
‘‘teaching skills,’’ he was grooming Joshua to lead the tribes of Israel.
Moses knew it, Joshua knew it, and the people of Israel knew it. The
very act of mentoring was increasing Joshua’s power and credibility.
For a modern-day version of Moses’ tent, let’s segue to the Cayman
Islands vacation home of Roger Enrico, another place you would prob-
ably not want to leave if you were an aspiring executive at PepsiCo.
Enrico had risen to the top circle of executives and was considering
leaving PepsiCo to teach at the university level. Wayne Calloway,
CEO, and Paul Russell, PepsiCo’s vice president of executive develop-
ment, had a better idea: If Enrico wanted to teach, why couldn’t he
teach what he knew best, the business of PepsiCo, to the people who
most wanted to learn it, the upcoming executives of PepsiCo? This fit
in perfectly with the corporate mission at the time, since it was esti-
mated that PepsiCo would need 1,500 new executives in the next few
years, who would have to be imported if they couldn’t be developed.
(The idea of importing ‘‘foreign’’ executives into Pepsi was about as
attractive as the Israelites recruiting the Philistines to maintain the tem-
ple in Jerusalem.)
From early in the morning until late at night for one week, Enrico
met with nine executives to share knowledge and ideas about how the
company had been run, how it could be run, new products, and other
important issues. All participants had to come up with a ‘‘stretch dream
project,’’ return to the workplace to work on the project, and then
meet with Enrico again to review progress. Ten workshops were run in
eighteen months, and several very profitable corporate initiatives (such
as the Family Meals campaign) were launched. The program became a
mainstay of PepsiCo’s leadership development efforts.^7
Dick Stonesifer of GE Appliances was an executive who made men-
toring and coaching into a two-way process. Before he asked anyone to
expose their weaknesses or failings to him, he exposed his development
needs to them. Many of us have responded to our bosses’ requests to
give them 360-degree feedback, but how many of us have ever seen