An Analysis of Mark Zuckerberg's Leadership and Facebook's Success

This report examines Mark Zuckerberg's leadership approach and its impact on Facebook's success. It highlights two key practices: the implementation of GAIKU (Goals, Agenda, Information, Key discussion points, and Understanding) in meetings to improve efficiency and engagement, and the adoption of a transformational leadership style focused on innovation, vision, and discipline. The report also includes a project plan, outlining tasks, risks, resources, and an evaluation plan related to Facebook's innovative initiatives, such as the development of internet access via drones and the acquisition of companies like Instagram and WhatsApp. Furthermore, the report emphasizes the importance of a strong company culture that values talent, passion, and a commitment to long-term vision, as exemplified by Zuckerberg's management style and the company's open environment for employees.

3.The two brilliant practices:
In the world businesses, brief and long-hour meetings play a crucial role in determining the
success or failure of an organization. It gives opportunities to exchange information amongst
departments, which helps the business to grasp the market realities and produce potential
solutions to either external or internal issues with high effectiveness by the collection of
smart ideas from different functional groups. However, poorly run meetings can crush
productivity. Research has shown that ’90 percent of employees daydream during sessions’
(Steven G. Rogelberg, 2019). This is not exaggerating because ’47 percent of employees
suppose that the most significant waste of time is massively numerous meetings at the
workplace, which should be selected more properly and logically’ (blog, 2018). So, what is
the most critical reason here? Whether people do not concern about their work progress
enough to join meetings actively?
The primary cause behind this is that the majority of managers do not categorize what
should or should not be discussed in meetings. Simultaneously, the design of meeting tools
does not fit the whole background leading to the boredom and inefficacy of discussion
sessions. That’s why Mark Zuckerberg, the founder of Facebook, ‘has implemented
meetings with GAIKU not solely to change his employees’ attitude towards them but also to
make them more enjoyable as well as gainfully. GAIKU is the instructions before, during, and
after a conference. It rationalizes the meeting flow to ensure efficiency and engagement’
(Ellise Veerman, 2018).
One of the most primary components is that he offers participants to set a clear goal before
a meeting. Each of them has to brainstorm with the question of whether the conference is a
session of accumulating innovative ideas or making a decision. By this requirement, it
inspires his employees to actively attend the meeting with the new spirit because they are
most likely to stay focused on the goal and know what to expect. Furthermore, meeting
applicants are also asked to submit relevant materials for the coming session. This practice
makes them feel like an indispensable part of the meeting to burn themselves wildly by
devoting their time to the meeting. All of these are creative ideas, which ensure to improve
the quality of their meeting performance and that they are beneficial to his business.
The second brilliant practice to Facebook's immense attainments is the unexpected
management genius of Mark Zuckerberg – the transformational leadership style in action.
'He retains an unyielding focus on innovation, but at the same time he learns-it-all persons
that means he is an applied science and engineering guy,' says Matt Cohler, a venture
capitalist at Benchmark and an early Facebook employee who has remained close to
Zuckerberg. The foundation of his management approach is considered as unique
professional development opportunities that aim at optimizing knowledge sharing by
emphasizing three keys: his broad vision into the future, his otherworldly consistency, and

the business discipline. Thus, the approach presents opportunities for enhancing a
corporation's image and for improving its triumph in recruitment, selection, and promotion.
The selected brilliant practice is the transformational leadership style , as it reveals the
outstanding combination of many critical elements – from the attitude to the capability of
leading the global corporation like Facebook as well as the synchronous operation amongst
various functional teams, which shapes the pattern of Facebook’s contemporary success. It
can be realized that Mark Zuckerberg has run Facebook proficiently by looking into the
future. It enables him to think on his feet to the unforeseen events in the rapidly changing
environment. ‘Mark maximizes the use of information, ideas, and concepts. Furthermore, the
application of conceptual skills permits him to use other skills such as human and
technological expertise, which contribute to the vast achievements until now’ (UKEssays,
2018).
4. Project Plan:
4.1. Tasks:
The successful young man is supposed to 'have a unique ability to think century to century
that he has been changing the civilization by his innovativeness,' says Vernal. Moreover,
Mark attributes his management styles referred to as an engineer. He presumed that
managers should break down every systemic problem into smaller pieces so that they can
know the point where your organization is run. If you were to build it well, it would not be
different from writing code. Most importantly, one of Facebook's key business innovations is
a "growth team's discipline" whom to design tactics and business strategies for various
departments of the business, depending on a harsh set of metrics to appraise success. 'The
growth team's discipline plays an indispensable part of Facebook's successful
accomplishments that it professionally aims to work on issues preventing users from logging
in Facebook page' (Vernal, 2016).
Externally, Mark Zuckerberg has decided to pay patience and appropriateness if necessary,
even for a young company in a hurry. Due to being broadly visionary, he can figure out great
ideas from others earlier than what Facebook could – and happily make purchases of those
products if fitting his strategic business development. Examples are that ‘Facebook spent $1
billion on photo-sharing site Instagram in 2012; $2 billion buying Oculus VR in 2014, and the
bold venture with $19 billion for WhatsApp’ (Fortune Businessperson, 2016). As a result, at a
minimum, Oculus and WhatsApp have brought triumphs to Facebook in most principal areas
adjacent to its core product. Similarly to Oculus and WhatsApp, the founder also put all his
hope to partner with Instagram, which aims to improve the convenience of its core product to
everyone. Magically, the project Mark bought had no revenues but is now booming.
4.2. The risks associated with the innovation and its management:

‘Zuckerberg’s courageous a decade-and-beyond pursuit is resolving the Internet connection
to the half of planet to promote its core services more fluently,’ says Vernal. To do this, Mark
Zuckerberg has set fixed-wing drones that will generate WIFI signals from high above the
Earth. Also, the growth of a solar-powered is conducted to sustain the source of clean
energy with the mainstream purpose that the fixed-wing drone can stay in the air for up to
three months to transmit the Internet signals to the remote areas of the world as a part of the
company’s mission to make the world more accessible and closer.
4.3. The resources required for the innovation:
Three of the essential components for the innovation are a long-run vision, otherworldly
consistency, and the boldness of young-aged. Besides, Facebook is not an organization for
everyone; in contrast, Mark Zuckerberg needs a group of people who have talent, passion,
perspectives, progressive will as well as inspiration to others. Facebook’s CEO stated that if
you are in an environment where it is impossible to give you promotion opportunities as
much as you suppose you should be; if you realize a situation does not provide you in terms
of inspiration, competitiveness, and knowledge for the farthest personal development, and
then you can not make a long-term commitment with it (Fortune Businessperson, 2016).
Therefore, Facebook’s founder highly appreciates this side.
4.4. An evaluation plan:
The management practice of Mark Zuckerberg stresses out that the fundamental motivation
is not how much the company is making money. However, the vision is simple to attach
people from different cultures, languages, and religions, and to create a dynamic information
platform in which they are likely to share their life as well as feelings. It is an excellent sense
of vision that he cherishes the values of the world, the connection of people, and the
usefulness of technology to create the most typical picture of humanity. Internally, all his
employees feel free to organize the work following their intention and get access to the
collective growth of the entity. For that reason, ‘there is an open space at Facebook that all
members are permitted to know every single thing is happening in the buildings’ (UKEssays,
2018). It is concluded that his leading quality is seemed to be the brilliant problem-solving to
enhance the working environment and employee engagement drastically.

References:
UKEssays. November 2018. Mark Zuckerberg Management Style. [online]. Available from:
https://www.ukessays.com/essays/business/the-management-skills-critical-to-mark-
zuckerberg-business-essay.php?vref=1 [Accessed 23 April 2020].
“RS Advisories: The Unexpected Management Genius of Facebook’s Mark Zuckerberg”,
publsihed by Fortune’s Businessperson on December 6th, 2016, available from
https://rsadvisories.blogspot.com/2016/12/the-unexpected-management-genius-of.html?
fbclid=IwAR0x1-MFwa817pWhJUyU7XZyBc_4SWl7tzChnVCrDh9w3fjsoNTVVAuQgC8
Veerman E. (2018), “Why should Mark Zuckerberg run his meeting with Gaiku?”, viewed on
May 3rd, 2020, available from https://gaiku.io/blog/mark-zuckerberg-run-meetings-gaiku