English Author, Leadership Expert
English Author, Leadership Expert
You'll never see the president carry his own luggage, and why? Because even though we know he has luggage, it would reduce his stature if he was too much like us. We need to think of our leaders as being above us, even though they must still relate to us.
When we feel like we belong we feel connected and we feel safe.
When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders.
When you compete against everyone else, no one wants to help you. But when you compete against yourself, everyone wants to help you.
When you explain to people what you're trying to do, as opposed to just making demands or delegating tasks, you can build instant trust, even if it's just for that short time you're on the phone.
Whether individuals or organisations, we follow those who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves.
WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don?t mean to make money?that?s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?
You can easily judge the character of a man by how he treats those who can do nothing for him.
You don?t hire for skills, you hire for attitude. You can always teach skills.
You have to be careful what you think you know.
When I was a kid, I was a bit of a space geek. I loved the space program and all things NASA. I would read books about our solar system; I had pictures of the Space Shuttle on my bedroom wall. And yes, I even went to Space Camp.
When I was in college, my school newspaper accepted an ad from a Holocaust revisionist organization. This would have been offensive on most college campuses across the country, but I went to a school with a very large Jewish population, so the ad, as you might expect, stirred absolute outrage.
When leaders care less about their people, their people will be careless.
When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.
When the people have to manage dangers from inside the organization, the organization itself becomes less able to face the dangers from outside.
When we are in groups, when we are surrounded by people who believe what we believe, trust emerges and our very survival and progress goes up.
When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from.
We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us.
We can't all be good at everything. This is partly the logic behind having a team in the first place, so each role can be filled with the person best suited for that role and together, every job and every strength is covered.
We live in times of high stress. Messages that are simple, messages that are inspiring, messages that are life-affirming are a welcome break from our real lives.
Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others.
What good is an idea if it remains an idea? Try. Experiment. Iterate. Fail. Try again. Change the world.
What you do simply proves what you believe.
When I present, I cheat. I only talk about things I care about.
There is no decision that we can make that doesn't come with some sort of balance or sacrifice.