Hello Friends,

There is a book named "The Steve Jobs Way" by Jay Elliot,Senior Vice President of Apple.The book is based on the leadership fundas of Steve Jobs.It's worth reading book.It's what we should not miss.

With this post am going to post it's chapters day by day you can get this book from flipkart..

https://www.flipkart.com/books/8179927687

Now let's start with Author's Note & Prologue For Today..

                                           Author’s Note

Sometimes Things Happen . . .
. . . that turn out so well we couldn’t have improved on them if
we’d mapped out our own lives in advance.
Of course, what are called the “glamour” jobs—the movies,
television, the music business, fashion—often only seem
glamorous from the outside: Working in one of those fi elds is
fraught with constant challenges and frustrations.
Hardly anyone thinks of technology as a glamour field,
but for me, at least, work has never been as satisfying or as
unbelievably exciting as when I was working with Steve Jobs.
I’ve known and worked with the leaders of IBM and Intel;
I’ve met great leaders and thinkers, including Jack Welch,
Buckminster Fuller, and Joseph Campbell, and discussed the
next paradigm change in organizational structure with Peter
Drucker.
Steve is in a class by himself.
The major business journals often disagree, yet there is a
consensus that Steve Jobs is the leader of the most outstanding
company in the history of business. Steve does seemingly
impossible things, every day.
Because it’s awkward to write “products and services”
throughout, I have instead used just “product”—counting on
ix
So what is it that has made Steve so unique in the ways he
runs an organization that brings such convenience, time-saving,
and pleasure to so many people around the world? That’s the
question I have set out to answer here.
This is not only about how you shift your paradigm, but how
you get your organization to shift with you. The principles of
“iLeadership” presented here off er the key elements involving
the product or service you off er, the people and teams, the
organization itself, and the innovation engine to connect what
you do and what you make with the customers you are trying
to reach. Steve Jobs provides probably the best example possible
of how a leader can implement these changes and run even a
very large organization as if it were in start-up mode.
Some of the advice I give will not seem easy or comfortable.
I will ask you to think in ways that you are not used to. But you
can improve your business and your life if you are courageous
enough to carry out the iLeadership principles you will fi nd in
these pages.
Jay Elliot

                                                                  Prologue

I was sitting in the waiting area of a restaurant . . .
. . . which has to be one of the most unlikely places in the
world for an encounter that changes your life.
The headline story I was reading in the business section told
about the calamitous end of start-up Eagle Computer. A young
man who was also waiting was reading the same article. We fell
into conversation and I shared my connection with that story.
I had just recently told my boss, Intel president Andy Grove,
that I would be quitting my position at his company to join the
guys who were starting Eagle Computer. The company was
just about to go public.
The day of the public off ering, the CEO became an instant
multimillionaire and celebrated by going out drinking with his
cofounders. From there he drove right over to buy himself a
Ferrari, took a car from the dealership for a happy test drive,
and crashed. He died, the company died, and the job I had quit
Intel to take was over before I had even reported for work.
The young man I had told this story to started asking
questions about my background. We were quite a contrast:
He was this hippie-looking twenty-something in jeans and
sneakers. In me he saw a sixfoot- fi ve athlete in his forties, a
corporate type in suit and tie. About the only thing we seemed
to have in common was that at the time we were both wearing
beards.
xi
But we quickly discovered a shared passion for computers.
The guy was a fi re-eater, bursting with energy, lighting up at
the idea that I had held key positions in technology but had left
IBM when I found them slow to accept new ideas.
He introduced himself as Steve Jobs, Board Chairman of
Apple Computer. I had barely heard of Apple, but I had trouble
seeing this youngster as head of a computer company.
Then he took me entirely by surprise, saying he’d like me to
come work for him. I answered, “I don’t think you can aff ord
me.” At the time, Steve was twenty-fi ve and later that same
year, when Apple went public, would be worth something like
$250 million. He, and the company, could aff ord me.
On a Friday two weeks later, I started working for Apple—at
a slightly higher salary and with many more stock options
than I had had at Intel, and with a parting message from Andy
Grove that I was “making a big mistake—Apple isn’t going
anywhere.”
Steve likes to surprise people by not sharing information
until the last minute, maybe as a way of keeping you a little bit
off balance and a little more under his control. My very fi rst
day on the job, at the end of an afternoon get-to-know-eachother-
better chat, he said, “Let’s take a ride tomorrow. Meet
me here at ten. I want to show you something.” I had no idea
what to expect or whether I should be preparing myself in
some way.
Saturday morning we got into Steve’s Mercedes and drove
off . Music was blaring out of the car’s speakers: the Police and
the Beatles, uncomfortably loud. Still no word of where we
were heading.
He pulled into the parking lot at PARC, the Xerox Palo
xii THE STEVE JOBS WAY
Alto Research Center, where we were ushered into a room of
computer equipment that blew me away. Steve had been there
a month earlier with a group of Apple engineers, who had
been divided about whether the goodies they had seen would
amount to anything of value for personal computers.
Now Steve was back for another look, and he was on fi re.
His voice changes when he sees something “insanely great,”
and I witnessed it that day. We saw a crude version of a device
we’d later call a mouse, a computer printer, and a computer
display that wasn’t limited to text and numbers but could show
drawings and graphic images, and menu items you could select
with the mouse. Steve talked afterward about those PARC
visits as “apocalyptic.” He was sure he had seen the future of
computing.
PARC was creating a machine for the enterprise, a mainframe
computer to compete with IBM, expected to carry a price
tag of $10,000 to $20,000. Steve had seen something else: a
computer for everyone.
But he hadn’t just seen computer technology. Like a boy
in Middle-Ages Italy who entered a monastery and discovered
Jesus, Steve had just discovered the religion of “user-friendly.”
Or maybe he had already had the lust and had just now
discovered that there was a way to satisfy it. Steve the ultimate
consumer, Steve the envisioner of product perfection, had
stumbled upon the shining path to a glowing future.
Sure, it wasn’t going to be a smooth path. He would make
a lot of grievous, costly, near-disastrous mistakes along the
way—many of them because of a sense of his own infallibility,
the kind of stubborn certainty that gave rise to the cliché, “my
way or the highway.”
PROLOGUE xiii
But for me, his newly acquired sidekick, it was awesome to
see how open he was to possibilities, how excited he was about
recognizing new ideas, seeing their value, and embracing them.
And his enthusiasm is infectious. He understands the mind-set
of the people he wants to create products for because he is one
of them. And because he thinks like his future customers, he
knows when he has seen the future.
I would come to see Steve as incredibly bright, overfl owing
with enthusiasm, driven by a vision of the future, but also
incredibly young and wildly impulsive. How did he see me?
As something I believe he had been looking for and hadn’t
yet found. In me, he fi nally had a senior guy who had a solid
grounding in business. Though my new title was senior vice
president of Apple Computer, Inc., the job came with unoffi cial
duties as Steve’s sidekick, mentor, and graybeard (I was
fortyfour years old). Before long he would be telling people,
“Don’t trust anyone over forty except Jay.”
Though Steve was no techie, he burned to have a product
of his own. He had been out drumming up sales and making
deals while Woz was creating the company’s fi rst computers,
yet he ached to prove his insights by creating a machine that
would bear his own imprint. When he tried to press his vision
of the future on the engineers designing Apple’s Lisa computer,
just to get rid of him the Lisa engineers kept saying things
like, “If you think those ideas are so good, go build your own
computer.”
No, Steve didn’t have a crystal ball that told him he’d be
creating one hot, stunning product after another. And he was
never introspective enough to stop and ponder how it had all
come about. You might say that he earned credibility without
xiv THE STEVE JOBS WAY
even noticing.
Steve’s eye-opening experiences at PARC were to become
some of the most famous, most written-about events in the
history of technology. From those visits, Steve Jobs would set
out to change the world.

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