The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 20 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Stutman: Self-Awareness Assessments Fail to Make People Better Leaders
“The more experience you have, the more you realize that people don't, they understand themselves better, but they don't change. They don't actually get better at this thing called leadership.”
Stutman: Top Results-Driven Leaders Are Often Despised by Their Teams
“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…”
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…”
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…”
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…”
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…”
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.”
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…”
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…”
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…”
Stutman: Feedback imbalances induce defensiveness or panic toward criticism
“Too much positive makes it so that people get alarmist when they hear negative. And too much negative means people defend themselves on a good basis.”
Stutman: Most Leaders Cannot Identify What Makes Them Uniquely Effective
“Most leaders don't know what they do that other leaders don't do.”
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…”
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…”
Stutman: Excessively Positive Feedback Makes Teams Alarmist to Any Criticism
“Too much positive makes it so that people get alarmist when they hear negative. And too much negative means people defend themselves on a good basis.”
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.”
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.”
Stutman: Leaders withhold praise primarily because of demanding excellence standards
“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.”
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…”
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…”