From 600+ conversations with the world’s leading thinkers.
Innovation is a skill, a teachable skill, just like management. If you focus on a handful of key principles, you can effectively drive innovation in any type of business.
We started with an approval and a business case—a blank sheet of paper. There was no one with a motorsports job title in the company, so we had to build all the building blocks from scratch.
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.
Saying people have the ability to participate in decisions, and actually ensuring they can, should not be mutually exclusive. Our nations, economies and companies can perform far better where we genuinely allow and encourage participation in governance and policy from all stakeholders.
As a leader, you must evolve with the role. When I was 22, 23, 24, I was learning what it meant to be an entrepreneur and a CEO, it felt like I was spinning out of control. My identity, and that of the company, were one-and-the=same, and that's not just inaccurate, it's unhealthy. Once I was able to separate my identity from the business, it got me really focussed on how I could become a better leader.
If you go into a business and see an organisational handbook... you're in trouble. When people spend too much time drawing up organisational rules and charts, they're spending less time with customers. Hierarchical structures are the death of flexibility, they are the death of agility and remove the distributed leadership needed to make business work.
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.
Everyone says, 'oh it's fine to make mistakes, it's fine to do things wrong'. But actually? making that true is really difficult.
Our vision statement was about elevating the world from a place of mediocrity to greatness.
I've sat in front of the chief ideologue in the Moscow Kremlin, and I remember him saying to us in so many words, that 'you cannot govern Russia unless you have a one-party state: Our job in the Kremlin here and now, is not to recreate the communist party, but it's to recreate the one party which will be the natural choice'.
When we show our vulnerabilities, what we are insecure about, we are more transparent in how we lead, this is what unlocks cultures of inclusion, empowerment, agency, and psychological safety. We signal to our team members, 'you can trust me' and as a leader, it is vital we show up more authentically.
Criminals are not looking for challenges, but opportunities. Every breach I've been involved with comes down to the fact that someone in the company did something they weren't supposed to or failed to do something they should have done.