From 600+ conversations with the world’s leading thinkers.
Rather than recruiting someone who assumes they've mastered it all, we seek those who regard their roles with awe. It's essential for us that they are moved by our journey and mission, and harbor an eagerness to learn, not just contribute.
The greatest leaders have humility. A good leader is a humble leader. A good leader listens to people, gets other inputs, admits when they're wrong… and that boils down to humility; it's the single most important characteristic that I see in leaders.
If you're going to be a city of love and compassion, you're going to have to develop economics infrastructure, capital planning and job creation policies, complementing them with education.
To me, writing a song is like a ball game. You bounce the ball back and forth until someone doesn't want to play anymore. When you make music, you want to make someone feel something. So if you write in collaboration, you can have a good reality check if you can make each other feel something with every new word, every new melody.
If someone is commanding in their presence, it directly correlates to how a group judges their skill level! Someone who is commanding in presence is often followed over someone who is far more effective but who is quiet, hesitant, or timid.
We need fear, but fear has to be harnessed, and a crucial way we harness it is through training. Training helps you turn fear from something that paralyses you into something that spurs you to take the right decisions in very difficult situations.
The most important thing a leader has to have is an idea on where they want to go and the ability to bring people with them. Dangerous leaders can be charismatic and effective at mobilizing people, but take them down a wrong path.
Perhaps the most critical element is the cultural integration. The distinct cultures of the two companies present a significant challenge, consuming 80-90% of our efforts. Our goal is to forge a unified team culture, permeating from senior leadership to the deepest levels of the organization.
Your customers matter, they have the last word, they hold money in their pocket and will either fork it over… or not… A national stores manager should not be trying to control what stores do and instead say, their job should be to help each store do better.
We have this macho-willpower-crap, as if somehow willpower is the answer to everything in life and if someone needs help, it means they don't have the willpower. It's a nonsense.
It's about the pursuit of a vision. It's about being brutally honest each day. It's about truly understanding the role of housekeeping versus the relationship with your customer.
I had to remain in war mode. I had to continue confronting my captors, not accept what was happening to me. The relationship I had with my captors was based on suspicion.