You might think John Lilly is a raging extrovert: he blogs, tweets and has earned the stature as a not-so-elder statesman in the Silicon Valley tech world. But the former Mozilla CEO describes himself as a classic introverted engineer who is perfectly happy to immerse himself in a problem so deeply that he might not even notice you passing in the hallway. When he became a manager he had to teach himself to be more of a people person. So Lilly approached leadership like an engineer: he broke the problem into component parts and figured out how to make them work better.
Before Mozilla, Lilly worked at Trilogy Software and Apple and was founder and CEO of Reactivity (an enterprise security infrastructure company later acquired by Cisco). He left Mozilla last year to join the Vc firm Greylock Partners. In this Q&A, Lilly talks about how to prevent a...
Before Mozilla, Lilly worked at Trilogy Software and Apple and was founder and CEO of Reactivity (an enterprise security infrastructure company later acquired by Cisco). He left Mozilla last year to join the Vc firm Greylock Partners. In this Q&A, Lilly talks about how to prevent a...
- 6/23/2011
- by Kermit Pattison
- Fast Company
We continue our examination of the new business book Practically Radical with an interview of author William C. Taylor--one of the cofounders of Fast Company magazine. Taylor explains how the book came together, and how the business world has changed in the years since his last book.
What was the impetus for writing Practically Radical?
I want Practically Radical to be a manifesto for change and a manual for making it happen, at a moment in business and social history when change is the name of the game. We're all still struggling to learn lessons from the catastrophic meltdown of the last few years. I started to worry that too many organizations and leaders were learning the wrong lessons--they were becoming conservative and risk-averse, they were learning to resist innovation as opposed to embracing it as the only way out of our funk. I hope readers will use Practically Radical...
What was the impetus for writing Practically Radical?
I want Practically Radical to be a manifesto for change and a manual for making it happen, at a moment in business and social history when change is the name of the game. We're all still struggling to learn lessons from the catastrophic meltdown of the last few years. I started to worry that too many organizations and leaders were learning the wrong lessons--they were becoming conservative and risk-averse, they were learning to resist innovation as opposed to embracing it as the only way out of our funk. I hope readers will use Practically Radical...
- 1/6/2011
- by Kevin Ohannessian
- Fast Company
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