leader

“If the leader expresses their belief about what's correct, in a sense, that acts like an outcome. And the group, without knowing it, and the leader without intending to have that happen, now causes a situation where disagreement with that belief is less likely…”

“It's at that place that leaders have this bigger perspective of A capacity to kind of look across multiple stakeholders and create new solutions, new possibilities that people who are more stuck in their own perspective can't see.”

“I think it's pretty clear that people prefer leaders who are intuitive and who are overconfident. Leaders who deliberate too much are viewed with suspicion, you know.”

“And if a leader It was just a human being and confused day in and day out does something and isn't explicit about why they're doing something. Then it will become interpreted and probably interpreted based on the degree of trust in that leader, either overtly …”

“First of all, most leaders never develop other leaders. They just have followers.”

“I think a piece of it is for leaders to manage their own anxiety. Not try to get the company to produce things for them that makes them feel as anxious, like more reports and more predictions and more scenarios.”

“When I first started studying leaders, what I was surprised by is how many of the best results leaders I could find that were willing to talk to me. And I was, again, I was asking and interviewing teams, how many of the teams really despised those leaders that…”

“The biggest issue when you do something for technique is, You don't do it often enough to become skillful at it. So if I were to actually follow most leaders around who would even tell you they believe in the behavior of asking for permission, most of them don…”

“The most common reason that I find that leaders don't give praise is because they have really high standards that when they say excellence, they really want people to do excellent work.”

“A fan keeps that great news alive. They actually stunned it in time. They take that accolade or that, that, that wonderful outcome and they don't keep it alive forever, but they keep it alive for longer so that you, as a person that I lead has the ability to b…”

“If you're impatient as a leader, you're impatient as a spouse and as a parent. And if you're somebody that's decisive, you're decisive everywhere. So I, I've never seen anyone take any strength and turn it on and turn it off. They have it just about everywhere…”

“Likely you should hire someone that's good and perhaps they won't catch everything, but it's almost like some people want to wait around for that one thing that's wrong so they can prove, ah, see, look, you need me here.”

“Most of the leaders I encounter, they lead by the seat of their pants. They create great business plans, you know, and financial plans, and then you say, what's your leadership plan? I have no idea. And it's like, wait a minute, leading your people is the most…”

“On the other side of the coin, you know, there's a value in sort of mythology sometimes because people started thinking, you know, McChrystal, some kind of Zen warrior who, you know, the stoic who eats one meal a day and he's, Etc. He's never slept, slept in h…”

“There, there's sort of a rule in operating, right? Like you can only vent upwards. Like if you vent down, you can build a lack of trust.”

“Whatever the person says, sit there, shut up, listen, take notes, say thank you, don't judge, and don't critique.”

“Feedback on leaders is worse and worse and worse than it's ever been. Behavior of leaders is better and better and better than it's ever been. Leaders today are more effective than any time in history.”

“The truth of it is they're not going to be. Most of the time. But can they hit a bar that is 80% of what your expectation might be? And is that going to be enough? And I think for some people, they're just still going to carry that frustration, and for other p…”

“And then all of a sudden you, as someone who holds power within your organization, are starting to impact the psychological safety of those around you, because you're not really talking about what's going on.”

“I think we have a problem in this kind of like self-help, personal development world where I think a lot of Let's say like thought leaders and leadership and all, I think they're disconnected from what leaders actually go through.”

“Certainly anything that threatens the leader is not going to be adopted, and leaders may not want something that threatened their subordinates either. People are really very worried about embarrassment.”

“I think it's pretty clear that people prefer leaders who are intuitive and who are overconfident. Leaders who deliberate too much are viewed with suspicion, you know.”