⚡️The Leader's Edge⚡️

This week, let’s swim with the sharks, and learn how the best leaders influence others for success. How do they stay afloat and steer through storms, despite powerful players who want them to sink? We might find some clues in the mechanical jaws of defeat.

Table of Contents

• THE ULLMEN INSIGHT: The P.O.W.E.R. Influence Framework

• THE ULLMEN TRIO: Guests: I. M. Pei and Eleanor Rooselvelt

• THE TRIO TAKEAWAYS: Lessons learned

• THE TRIPLE PLAY: Compare, Contrast and Create

THE ULLMEN INSIGHT

Here’s a story about a leader’s career-ending catastrophic failure. 

But wait, he did what? Ah! 

Correction! Let’s look into an epic success that launched a leader’s career…

In 1974, a young Stephen Spielberg dared to bring the ocean's most terrifying nightmare to life, a monster shark with an insatiable appetite for beachgoers. But "Bruce," the temperamental mechanical shark, refused to cooperate, breaking down with such stubborn regularity that he terrorized only Spielberg's production schedule.

With career disaster looming, Spielberg rewrote scenes to build suspense through suggesting the shark's presence rather than showing it. He orchestrated fear with underwater camera angles that made viewers feel hunted, ominous music that signaled danger, and the power of imagination that filled the void where Bruce should have been.

This made the tension within the human characters even more real, and their dialogue and reactions awakened our deepest fears.

"Jaws" didn't just make a splash when it opened in 1975, it was a tidal wave of success, shattering box-office records and leaving Hollywood's old playbook high and dry. It became the first modern summer blockbuster, and transformed how Hollywood marketed and released major films.

The film became legendary, not despite Bruce's failures, but because of them, and how Spielberg transformed mechanical breakdown into creative breakthroughs. 

He also gives us a vivid analogy: Influencing for success as a leader is like directing a film.

As a leader, the Influence Outcome you reach for, whether an organizational project or a movie masterpiece, is even more compelling when it connects to a larger purpose (e.g., elevating human potential).

You need to rally your cast -- in the office or on the film set -- if you want to steal the show and win the hearts and minds of your ultimate stakeholders (your “moviegoers”), so they’ll rave about how great your work is.

Along the way, Inevitable setbacks require creative solutions. As Bruce the Shark might say, “When the waters get rough, improvise or sink!” 

All this reflects a five-part framework I developed for how great leaders influence others:

The P.O.W.E.R. Influence Framework

1. Purpose - Define a compelling WHY that creates value for others

How does this make things better beyond my personal gain?

2. Others - Map key stakeholders by influence, position and motivation

Whose perspectives and priorities should I understand to create shared success?

3. Winning Story - Craft a FROM-TO narrative showing specific benefits

How does a solution bridge current pain to future gain?

4. Engage - Activate THINK-FEEL-DO alignment with stakeholders

How can I engage their thoughts, emotions, and actions?

5. Resolve - Transform OBSTACLES into ACTION opportunities

How can I adapt my solution or approach to make it better?

I’ll share more on building blockbuster influence in weeks ahead, but for now, let’s take our cue from Spielberg about how to navigate the shark-filled waters of leading change. 

Bruce the Shark’s mechanical faults inspired more than a mechanical fix. Spielberg kept aiming for the true purpose of leadership influence, not just to respond to problems, but to create value that enriches lives and endures. 

As an influencing leader, Spielberg didn’t just fix the leak in his film’s hull, he built a bigger boat. 

THE ULLMEN TRIO

John holds an imagined conversation on our theme with this week’s guests, I. M. Pei and Eleanor Roosevelt.

I. M. Pei (1917–2019)

I. M. Pei was a Chinese-born American architect renowned for his modernist  glass pyramid at the Louvre.  Blending geometry with cultural sensitivity. Pei received the Pritzker Prize in 1983, solidifying his legacy as a transformative figure in architecture.

Eleanor Roosevelt (1884–1962)

Eleanor Roosevelt was a groundbreaking First Lady and human rights advocate, redefining the role through her active involvement in social issues from 1933 to 1945. Following her husband’s death, she became a UN delegate and was instrumental in drafting the Universal Declaration of Human Rights in 1948. Her advocacy for civil rights and women's equality has left a lasting impact on American society.

John Ullmen: 

You are both such towering figures through your work. How important is it for you, as leaders, to influence others with integrity and building trust in helping you achieve the great results you envision? And can you please share some examples of how you do it, how you actually make it happen?

I.M. Pei:

Sure, John.  Influence, for me, is always rooted in the power of an idea, clearly articulated and passionately pursued. It’s about creating something that alters perception, even challenges it. In architecture, this is fundamentally about shaping space, shaping experience, shaping how people interact with their world. You don't impose; you propose. You don't dictate; you inspire.

Eleanor Roosevelt: 

Yes! The power of an idea, patiently explained and demonstrated – absolutely. In my world of social action and human rights, influence was not about grand structures of glass and steel, but rather about building structures of understanding and empathy in people's hearts and minds.

I.M. Pei:

Let me give an example about the Louvre Pyramid. Remember Paris in the early 1980s? A city steeped in history, in tradition. And here comes this Chinese-American architect proposing to plant a massive glass pyramid, something so modern, so geometric, in the heart of the most classical courtyard in the world. There was outrage! "Sacrilege!" they cried. "An insult to French culture!" The criticism was deafening.

But I believed in the idea. I believed in the clarity of the vision – to create a grand, welcoming entrance for a museum bursting at the seams, to bring light into its depths, to connect the old with the new in a dialogue across centuries. I didn't try to bulldoze my way through. Instead, I engaged. I explained, I listened, I refined the design, always holding onto the core principle of light and access. I remember countless meetings, presentations, public debates. It was emotionally draining, frankly. The personal attacks were sharp. But I felt this was right, not just for the Louvre, but for the idea of embracing modernity while respecting history.

I remember a meeting with a lead curator who was furious about “tampering with tradition.” We sat together in the nearly empty Cour Napoléon at dusk, looking at that vast courtyard. She began to talk about how the palace’s silhouette told the story of the French monarchy’s evolution. I listened with genuine interest, not because I had to, but because I wanted to understand her emotional connection to that place.

Later, I explained how a glass pyramid would echo the geometry of the Louvre’s architecture, while bringing in light that showcased the art below. She became, to my surprise, one of my strongest supporters, because she felt her viewpoint—her respect for history—had been heard and integrated. In the end, the Pyramid became not just my design, but our collective vision for a future-focused Louvre. That’s how I see genuine influence: it’s not forcing people to adopt your ideas, but inviting them into a vision they can embrace as their own.

Slowly, as the pyramid took shape, perceptions began to shift. People started to see the elegance, the functionality, the way it actually enhanced the surrounding architecture. When it opened, the critics were largely silenced. Today, it’s an icon of Paris, a beloved landmark, seamlessly integrated with the Louvre Palace.

The lesson for me was profound: influence isn’t about force, it's about the quiet power of a compelling idea, patiently and respectfully explained. It’s about building trust in your vision, even when it’s initially met with resistance. And, perhaps most importantly, it’s about the enduring impact of design that truly serves people and elevates the human spirit. The feeling of seeing people embrace the pyramid, children playing in its shadow – that’s more rewarding than any acclaim. It affirmed that architecture, at its heart, is about creating spaces that enhance life, and that is a powerful form of influence indeed.

Eleanor Roosevelt: 

That’s a wonderful story, Mr. Pei, and it resonates deeply with my own experiences, though in a very different realm. 

My example comes from the early days of the United Nations, specifically the drafting of the Universal Declaration of Human Rights. Imagine, if you will, the post-war world, fractured, wounded, full of deep divisions. Nations emerging from the ashes of conflict, ideologies clashing, cultures vastly different. The task was to forge a document that could articulate universal values, principles that transcended these divides and could unite humanity in a shared commitment to dignity and rights.

It was a monumental challenge. I chaired the Human Rights Commission, and it was… well, let’s just say harmonious agreement was not the order of the day! There were deep ideological divides, Cold War tensions simmering, fundamental disagreements about the very definition of rights. Some nations emphasized individual freedoms; others prioritized economic and social rights. There were cultural and religious differences to navigate at every turn.

My approach was not to dictate or impose a particular viewpoint. Instead, it was to listen, truly listen, to every perspective, to facilitate dialogue, to find common ground. I spent countless hours in meetings, often late into the night, mediating, persuading, patiently explaining, always emphasizing the common human need for dignity and respect. I remember feeling the weight of the world on my shoulders at times. The stakes were so high, the potential for failure so real. But I was driven by a profound belief in the inherent worth of every individual, a belief that had been forged in the crucible of the Great Depression and the war.

Slowly, painstakingly, we built…..

THE TRIO TAKEAWAYS

Here are more titles of the takeaways I pulled from the extended conversation. I will make the full explanations of each one, and how to apply them, available separately…

4. Connect Like Roosevelt in Factories: Step Into the Lives of Those You Serve

Eleanor Roosevelt's approach to influence was grounded in empathy—the ability to truly understand and share others' feelings. Despite her initial shyness, she pushed herself to…

5. “Play Like Pei” with the Rock and Roll Hall of Fame

Iggy Pop told him to "Make it scream, man! And indeed, I.M. Pei's work on the Rock and Roll Hall of Fame reveals how maintaining a sense of playfulness can…

6. Fight Hate with Humor

Eleanor Roosevelt, no beauty and a fierce female advocate without precedent faced constant public scrutiny and harsh personal attacks throughout her years as First Lady. Rather than retreating or tempering her views, she cultivated…

7. Build Platforms Like Roosevelt's Press Conferences for Women

Eleanor Roosevelt's weekly press conferences exclusively for female reporters demonstrated how influence often means creating opportunities that never existed before for others to grow into…

8. Stand Firm Like Pei with the Bank of China Tower

I.M. Pei's experience with the Bank of China Tower in Hong Kong illustrates the importance of maintaining integrity under…

9. Take Bold Action Like Roosevelt with the Tuskegee Airmen

When military leadership doubted Black pilots could fly combat missions, Roosevelt climbed into a plane with Charles Anderson and flew over…

10. Learn from Harsh Mentors Like Pei Did with Gropius

Though initially crushed when Gropius criticized his housing project design for lacking soul, Pei embraced 

11. Practice Patience Like Pei with the Louvre Pyramid

Pei reminds us that true influence—the kind that creates lasting positive change—requires, above all…

12. Seize the "My Day"...

Eleanor Roosevelt understood the power of storytelling, using personal anecdotes to make complex issues relatable and emotionally resonant. So she innovated by leveraging her newspaper column "My Day," radio broadcasts, speeches, and letters to…

13. Design Metaphors

A suspension bridge leading to a museum hidden inside a mountain? I.M. Pei designed not just a building but a journey into…

14. Collaborate Locally, Design Like a Visionary Like 

For the Suzhou Museum, Pei involved local artisans, craftsmen, and invoked local materials and traditions to…

15. Own Your Mistakes!

A young I.M. Pei designed an office tower in Atlanta that ran into monumental engineering problems.  Instead of hiding his errors, he shocked everyone by…

16. Lead with Kindness

Eleanor Roosevelt emphasized the power of small acts of kindness in building influence. During Depression-era hospital visits, she made a point to…

THE TRIPLE PLAY

Great leaders grow their understanding of people by exploring similarities, differences, and possibilities. Let’s practice this skill each week, with inspiration from our Trio guests.

1. COMPARE: Something they share.

2. CONTRAST: Something they see differently.

3. CREATE: Something they might innovate.

Last week our guests were Gilda Radner (1946–1989) and Vin Scully (1927–2022), and this could be one of theirs:

Community Storytelling Project: "Narrate Your Neighborhood"

An initiative encouraging communities to document their own stories. Workshops inspired by Vin Scully teach narrative structure and interviewing techniques, while Gilda Radner-inspired sessions focus on finding the humor and heart in everyday local characters and events. The collected stories (audio, written, performed) create a rich tapestry celebrating local identity and resilience.

Apply some takeaways this week!

And let me know:

• In what ways did you find this week’s newsletter helpful or informative?

• Do you have any personal stories that illustrate the takeaways?

• Let's keep learning together - ask any leadership questions for future newsletters!

Send your emails directly to me at [email protected], or simply reply to this email.

Until next week…

Let’s make things better,

John