From 600+ conversations with the world’s leading thinkers.
If you don't have some failures continually, it is a signal that you have retreated into the conservative past. Most people still interpret failure as an unfortunate thing to get to success, but this isn't actually what it means.
Conflict resilience is the capacity to sit with the discomfort of disagreement in the first place. It's a leadership quality that integrates various skills, most notably genuine, curious listening and effective assertion—the ability to articulate one's experience authentically in a way that isn't avoidant but increases the likelihood of being heard.
Legacy is not for us to decide, it's not for us to chase, it's not for us to get, it's not for us to enjoy. I don't think about it much.
Before I felt leadership was something you earned. Mount Everest, I think changed my opinion quite dramatically. When I came back from that expedition, I realised that all leadership really is, is empowering people to find their purpose, because the only way people are fully engaged and productive and happy is when they are working towards a higher purpose.
When you have the confidence that you really are an expert closer, you're a competent closer, the word no doesn't matter, because you know that there's going to be a certain number of no's and a certain number of yes's.
If you look at the balance sheets of Fortune 500 companies 50 years ago and today, you can see that 50 years ago, 80% of the value was physical stuff. Today, more than 85% of the value consists of intangibles. Companies must become so much more now that their value comes from their ability to inspire, drive and organise human beings.
My hope is that the world will come to realise that doing good and doing well are not in opposition, and then effectively can begin to contribute to solving the big challenges we face, environmentally and socially. If I contributed in some small way to making that happen, I'd feel very good about my life.
The most important lesson I learned is that you have to show 100% genuine emotion and personality through everything you do and allow that to connect to people. You cannot keep things inside because you think people won't accept you, or will think you're strange; just let your freak flag fly.
When you're starting out, your ambition shouldn't be defined by someone else's success criteria. That's something I struggled with, and still do. I struggle to align my business objectives with my life and my own motivations rather than externally formed motivations that come from culture and society.
They don't just dive into a project; they begin by exploring its purpose. If they're working with a client, their first question is often, 'Why are you undertaking this project?' They don't move forward until they have a clear understanding of this 'why', dedicating considerable time to uncover its various facets.
When you're involved in conflict, you're not sane. You may start out being sane, and in those early stages it's certainly possible to mediate and arbitrate.
In crises, people need to hear one or two simple messages to act on – not a confusing list. Through your communication, you also need to project certainty – and the fact that you have a plan (even if it's not fully formulated). Your team need to believe that they, and you, are going to get the job done.