Recommendation
Entering

Part 1.
Start with yourself

Chapter 1.
Humility: You're not the smartest person in the room.
Chapter 2.
Confidence: This is where you belong now.
Chapter 3.
Selflessness: Stop Trying to Prove Yourself
Chapter 4.
Vulnerability: Be Honest About Yourself
Chapter 5.
Resilience: What Matters Most After Failure
Chapter 6.
Flexibility: Move with agility

Part 2.
Go beyond yourself

Chapter 7.
Internalize your goals: Your limits are only what you set for yourself.
Chapter 8.
Inspiring Courage: Overcoming Fear
Chapter 9.
Delegating Authority: The Illusion of Control
Chapter 10.
Encouraging Truth-Telling: Everyone Has Secrets About Their Boss
Chapter 11.
Learning Without Fear: Practice Making Mistakes
Chapter 12.
Inspire Empathy: Take the initiative and express your interest.

conclusion.
The journey of leadership must continue.
Acknowledgements
supplement
main

What makes leaders who transform organizations different?
12 McKinsey Coaching Tips in One Book
Leadership Success Stories Verified by 24 Global CEOs

What concerns do the world's top CEOs and leaders have? Like other managers, they have common concerns.
“As the final decision maker, I feel too much pressure,” “There’s no one to ask for advice,” “I want to provide genuine motivation to my team members, not pressure them to achieve results,” etc.
In fact, one study found that 83 percent of leaders worldwide feel unprepared to lead.
"McKinsey Secret Lessons" vividly records the struggles and frustrations of leadership that CEOs candidly shared at the forum, as well as their journeys to overcome them.
Rather than simply providing management strategies or business management theories, the experiences of actual CEOs and the case-by-case advice and insights from McKinsey partners provide a fresh perspective on the essence of leadership.


For example, the successful experience of Moderna CEO Stéphane Bancel, who developed a COVID-19 vaccine by predicting the spread of the epidemic, shows how a leader can embrace opposing views while still ensuring that everyone in the organization works toward a common goal.
In late 2019, after reading an article about an unfamiliar type of flu outbreak in China, Bangcel closely analyzed previous epidemics and vaccine development practices and concluded that the new infectious disease would pose a serious threat to humanity.
Immediately after that, preparations to develop a vaccine began.
However, at the time, Moderna had only 800 employees and lacked the facilities to mass-produce the vaccine, so bold investment was necessary.
It was also possible that the vaccine might not be effective or might not receive approval from the Food and Drug Administration.
Moderna also had no experience in mass-producing vaccines.


But when Bangsel spoke about the possibility of failure, both internally and externally, he remained unwavering. Instead, he clearly communicated to his employees his goals and the direction the company should take.
Despite opposition from management and investors, he gained their agreement by believing that humanity could be saved through vaccine development.
Bancel's conviction energized the organization, uniting it in pursuit of a goal that transcended mere corporate profits and toward the safety of humanity.
Finally, Moderna achieved a vaccine development that would normally take years in less than a year.


Moderna's success story clearly demonstrates that even if today's leaders cannot control every variable in the corporate environment, the essence of leadership lies in reorganizing the organization around a single vision.
In particular, this book emphasizes the importance of 'confidence', one of the essential leadership requirements, and is a representative example of instilling 'courage' into an organization based on that confidence.
The 2006 Ford case also illustrates the influence of one leader.
Ford, which was facing a crisis due to persistent deficits, hired Alan Mulally, CEO of Boeing.
As soon as Mulally arrived at Ford, he established a standard that allowed for projects to be canceled midway, even if they had already been approved.
We felt that projects that were approved at management meetings had problems proceeding even if they were unprofitable or had the wrong direction.
The executives and managers who had passed the project were afraid to admit their mistakes.
Mulally, who recognized this, held regular meetings with executives to discuss the feasibility of projects, and as a result, Ford was transformed into an agile company capable of changing direction quickly.
A few years later, Ford managed to turn a profit.
During Mulally's tenure as CEO, Ford's stock price more than doubled.
He is credited with fundamentally changing Ford's corporate culture.

To understand what's happening now, leaders must look deep into their organizations.
While increasing accessibility and lowering the barriers to conversation are important, they are not enough.
As we saw in the Ford case, people don't tell their bosses the truth about their current situation for fear of being criticized or reprimanded.
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Mindset, communication, resilience, empowerment…
Personal growth and organizational performance at the same time!
The Complete Guidebook for Forward-Looking Leaders

"McKinsey Secrets" is not simply a book of theories on how to lead an organization or how to get employees to follow you.
Rather, it is a book that depicts the process of CEOs gathering together to share their concerns and, based on empathy and analysis, to explore from within themselves the essence of leadership.

In Part 1, “Starting with Yourself,” the six essential qualities required of today’s leaders are defined as “humility,” “confidence,” “altruism,” “vulnerability,” “resilience,” and “flexibility.”
Leaders must constantly learn, listen, inspire passion in people, and engage with them, focusing on these six areas to continuously develop themselves as leaders.
The authors argue that leadership goes beyond simply influencing others; it is achieved through growing and continually developing as a person.
In other words, the key is to change yourself first before changing others.

If a leader has successfully transformed and developed himself from within, the next step is to influence the members of the organization beyond himself.
Part 2 of the book, "Beyond Yourself," focuses on the human aspect of how to transform organizations and their individual members by leveraging the six internal factors mentioned above.
This vivid example demonstrates how leaders can drive real change within their organizations, including creating a shared purpose across the organization, encouraging honest opinions, and instilling courage and empathy.


As the authors say, the best leadership is "not a skill, but a journey of endless self-improvement."
"McKinsey Secrets" provides concrete, practical examples of how to begin and continue that journey, offering readers the opportunity to reflect on themselves and grow into better leaders.