From 600+ conversations with the world’s leading thinkers.
Vulnerability isn't oversharing; it isn't necessarily personal. And that's where some of the fear has come from—this sense that leaders might need to role-model less sharing about their personal lives. Yet vulnerability can look very different. Trust benefits from clearer boundaries, because trust needs clear expectations and clear limits.
Just because a decision doesn't work out doesn't mean it was the wrong decision. If it was based on the best available information at the time, it was still a sound choice.
On one hand, competitive high-pressure jobs lead executives into many situations that can induce worry and fear (anxiety), hopelessness and despair (depression), and urgency (stress). On the other hand, some people are drawn to high pressure jobs by their adventurous personalities, their ability to tolerate risk, and their motivation for achievement.
Many entrepreneurs make the mistake of hiring a table of yes-men. This is great for ego, bad for business. You need to hire people who are smarter or more experienced than you in those specific roles. They may often challenge you and re-structure your thoughts, but this is important for good governance.
Resilience is not a muscle we're born with, it's something we have to build and believe in over time. We should never ask ourselves how much resilience we have, but rather how much we can build, and how we can build it into ourselves, our friends, and the people around us.
Cross-training stands as a key mechanism to balance mastery and specialisation with flexibility and motivation. However, this doesn't mean that you should cross-train every employee in every task. Such an approach would invariably lead to mediocrity.
Being authentic is a privilege. Not everyone has the ability or luxury to do this. Sometimes as leaders, we need to speak less and listen more, to make room for other voices to be centred. We rein in our authenticity by being more adaptive so others can fill this space with their authenticity.
There are two different types of founders. A wartime founder – when things are tough, they act and a poor peacetime founder – it is really fun or nice to work for.
Contributing to society comes in many forms. Meaningful careers not only fulfil our team members but also drive the broader economy as employees become taxpayers. This virtuous circle is a fundamental contribution to society.
What makes him dangerous is an unwavering determination; those who suggest potential exit strategies are overlooking a key aspect of his character. Any off-ramp simply provides an opportunity for him to seek the next on-ramp.
The first thing we need is activism. Corruption is a system, and to fight it we must first change the mindset of the population, and that can only happen through activism, through being present in politics, through being elected. You have to be in the media, you have to have a voice, you have to be able to convey your message strongly.
You cannot govern a 21st century globalised business with the management style of an 18th century trading firm. In the same way, the modes (and rationale) of governance must be brought up-to-speed with the nature of the citizens they are responsible for.