One of the most enriching aspects of leading a business school is the unique opportunity to learn from top executives about navigating the complexities of work, life, and leadership. I am privileged to engage in conversations with some of the most forward-thinking and successful chief executive officers in the business world today. Among these invaluable relationships, my connection with Apple CEO Tim Cook holds a special significance, predating his leadership at the helm of the world’s most valuable company.
Tim was once a student in my MBA program. Ironically, during my class, we analyzed the iconic 1984 Apple Super Bowl ad – a time when Tim was still with IBM. He was deeply committed to IBM at the time, yet he expressed a strong admiration for that particular Apple advertisement. Could that have been the moment the seeds of change were sown?
In all seriousness, while it would be personally gratifying to imagine that the MBA curriculum was the sole catalyst for Tim’s development into the exceptional leader he is today, the reality is that Tim’s success is largely attributed to his remarkable ability to absorb knowledge from a diverse spectrum of individuals and his profound appreciation for perspectives that diverge from his own. In truth, it is Tim who has been the teacher.
When I assumed the role of dean at Duke University’s Fuqua School of Business, I was immediately faced with a multitude of challenges, conflicting priorities, and a seemingly endless list of urgent tasks. Despite having held various leadership positions within the school previously, I was unprepared for the sheer breadth and depth of responsibilities that the dean’s role entailed. Consequently, I initially attempted to tackle everything simultaneously. However, it quickly became apparent that there were not enough hours in the day, or days in the week, leading to a feeling of ineffectiveness.
During this overwhelming period, I sought advice from Tim. His response was straightforward yet profound: “You’re trying to do too much. You should have three things that you’re focused on, at most four.” This advice, while simple, was transformative. It prompted me to re-evaluate my approach to the deanship early in my tenure and to refocus my efforts. Currently, I operate with three primary priorities at any given time and structure my weeks and days around these key focus areas, while also allocating time for less pressing or strategic matters. This shift in perspective was instrumental in improving my effectiveness and overall well-being.
Since that initial conversation, Tim has continued to impart valuable leadership lessons to both myself and our students. His insights, covering topics from fostering collaboration to strategic career planning and the three core areas he concentrates on daily, are available in excerpts from a talk he delivered at Fuqua at this link. These resources offer a deeper understanding of his leadership philosophy and practical advice applicable to various professional contexts.
It has been inspiring to observe how Tim has authentically led Apple, maintaining its innovative edge and market dominance. I will always value his simple yet powerful advice to “focus,” which came at a crucial moment when I needed to hear it most. This concept of prioritization is incredibly relevant in today’s fast-paced and often chaotic world. As we look ahead, reflecting on how we intend to spend our time, Tim’s lesson is particularly pertinent. It can guide us in maximizing our time and potential to make a significant impact both in our professional lives and in the wider world. Understanding what time is truly important and where to direct our energy is paramount to effective leadership and a fulfilling life.
