Randall Stutman
19 statements across 2 episodes · 5 bullish · 5 bearish · 1 people on the record · first statement Nov 10, 2020 by Randall Stutman · said 2 times in 1 episodes since 2020 · across every show →
On the record as a speaker too: Randall Stutman's record, appearances and statements → this page counts the times other people say the name.
Mentions by year
brought up most by Shane Parrish (2)
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2020 2 mentions in 1 episode
Everything said about Randall Stutman, oldest first
Nov 10, 2020 neutral
Stutman: Glossing over personal negatives signals a lack of self-awareness and improvement
“Are they able to articulate and be as detailed on the negative as they are on the positive? Because that's a sign of self-awareness too. A lot of people can really get specific around their positives, but then gloss over their negatives, which means they're no…”
Nov 10, 2020
Nov 10, 2020 negative
Stutman: Using Communication Hacks Situationally Breeds Team Resistance and Distrust
“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…”
Nov 10, 2020 negative
Stutman: Evaluative climates trap both sides in defensiveness and misinterpretation
“Because once you're in a evaluative climate, it is really hard on both parties. The one party feels as if they have to defend themselves and the other party is frustrated that everything they say is misinterpreted.”
Nov 10, 2020
Stutman: Calibrating Short-Term Priorities Impacts Results More Than Managing Metrics
“The best leaders do that. They do that in round robins. They do that in staff meetings. They do that in conversations. They're constantly asking people and sharing their own priorities and then asking people to think about is this a higher use of their time an…”
Nov 10, 2020
Nov 10, 2020 positive
Stutman: Leaders inspire teams by extending and documenting praise over time
“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…”
Nov 10, 2020 positive
Stutman: Talent Sets the Table and Matters More Than Culture or Strategy
“I believe it was Peter Drucker that said culture eats strategy for lunch. I would tell you that talent sets the table. And so without talent, you've got nothing. If I'm trying to influence an organization at the deepest level, I want to deal with talent first.”
Nov 10, 2020 negative
Stutman: Harsh Leaders Succeed in Spite of Their Style, Not Because of It
“A classic example with a lot of organizational leaders is they, they've been harsh, stern people. And people generally perform at a high level for them, and they think it's because of their harshness and sternness that that's why they've gotten there. That's t…”
Nov 10, 2020 positive
Stutman: Praising Employees to Third Parties Increases Perceived Sincerity
“There's no butts in that praise. In other words, high, high standard people will always have a butt. Like that was a great presentation, but right. You could do this better. There's no butt if you're telling a third party, but the real power in third party com…”
Nov 10, 2020
Nov 10, 2020 negative
Nov 10, 2020
Stutman: Leaders are defined by their crisis response, not the incident itself
“It's not the actual act that defines you. It's always your response. It's the response that defines your credibility in every case. People will eventually forgive you and forget about or hold in less saliency The actual incident or act, but they will never for…”
Nov 10, 2020 neutral
Stutman: Leaders cannot selectively turn behavioral traits on and off across contexts
“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…”
Nov 10, 2020
Stutman: Top leaders match criticism with equally vivid, detailed praise
“When we study the really best leaders, the best leaders on the planet, the most admired leaders everywhere, they all do the same thing. They all start positive, just like we all do intuitively when we're going to be critical, but their positive is as vivid, As…”
Nov 10, 2020 neutral
Stutman: Organizational Change Fails Because Leaders Benefit From Dysfunction
“And so a lot of change organizationally and in families and in relationships don't occur, not because they're not the right answers. We don't know what to do, but because People benefit from both in terms of power, resources, right? They benefit from those pro…”
Nov 10, 2020 positive
Stutman: Repairing critical relationships requires separate, positive conversations
“We need to balance these relationships, but not in the, that conversation. Those negative conversations are going to be negative conversations. But we need to start having other conversations that were the conversations are in balance.”
Feb 28, 2023 negative
Feb 28, 2023 positive
Stutman: Great leaders match positive and critical feedback in detail and volume
“And when we study the really best leaders, the best leaders on the planet, the most admired leaders in everywhere, they all do the same thing. They all start positive, just like we all do intuitively when we're going to be critical, but their positive is as vi…”