leader

“Leaders want the upside of innovation, but they're not really willing to deal with the cost of innovation, which is like, look, if you're going to swing big, you will invariably stumble sometimes.”

“What you do need is to listen to contradictory feedback. So what was the premise here is you're being told that something that you hold as your strength is actually in your way or a development area. Do not dismiss that. Recognize most likely you're doing it c…”

“I think there's a difference between micromanagement, which is like telling people exactly what to do and being in the details, being the details is what every responsible company's board does to the CEO. It doesn't mean the board is telling them what to do, b…”

“The number one reason most people don't give good coaching is because they've never experienced good coaching themselves. And most people can only give to other people what has been given to them.”

“They're going to follow you for a while because you've got a really great idea, and the minute they've got another choice, man, they are out of there.”

“Great leaders know that when you try to advise and have the answer all the time, you're not actually equipping your team to go solve the hard problems. You're training your team to come to you with all of the hard problems. And coaching is a different way. It'…”

“So don't coach and make it a game. Like, you want your person on your team to guess what's in your mind. That's a, not a good time to coach. You have something you absolutely want them to do. You know the right answer. You want them to be motivated to go do it…”

“Re-clarifying roles and expectations, re-describing the elephant over and over and over again is one of the hardest parts about being a leader because you feel like a broken record, right? You feel like an idiot. You're like, I've said this 45 times. Turns out…”

“When you name the intention very, very clearly for someone, they're much more likely to interpret your behavior through the intention you just named, because your intention isn't to control them or make them feel small. But if that's also something they have a…”

“The other thing I always tell people I've managed is it's your fault if the leaders didn't buy into your idea. Like it's not, you can't just be like, ah, they never, they just don't see it. It's not my fault. They agreed to do something else. I always tell the…”