From 600+ conversations with the world’s leading thinkers.
Leaders cannot delegate social mission to 'somewhere else' in the business. There's pressure coming from the digital world, from shareholders, investors, workforce and government. Leaders can no longer afford for social mission to be done on the side; it has to be built into the core model.
The clearest thing about being a diplomat is the knowledge that you aren't in control. The problems you're dealing with are huge – with multiple players and facets. Nobody involved in diplomacy can kid themselves that they are in charge, or in control.
For me, success is about harmony, and it has several dimensions. The classic three; intellectual, physical, and spiritual – when those three are in harmony, I feel my life is a success. Money isn't really a part of that.
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.
The process of problem definition is a discipline that we rarely teach or learn. It is one of the most important things that we can invest our time in.
Entrepreneurship is the relentless drive to carry-on, no matter what. Entrepreneurship is tolerance, focus and dedication. Entrepreneurship is this 'true north' belief that whatever this 'thing' is that you want to bring to culture, that you will see it through… and that you are the one here to usher it into existence.
Small companies will get an idea and try to scale up. Big companies have to decide when to extend, when to extend and scale, and when to do something new. They need to build capabilities in terms of insight and execution to do the new thing.
What I like the most and essentially is never done is to start off a negotiation by talking about how you'll negotiate, what's the process going to be? And to say things like 'my goal in this negotiation is to reach an agreement with you in which we create a giant pie and split it evenly.'
As far as I'm concerned any business that's up and running within an hour of having mortar [attacks shows remarkable resilience].
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.
99.9% of the time, you are not in a burning building- and that is precisely the time to think about what you would do in that 0.1% of time when it is on fire.
We all have inertia in life, the more comfortable we are, the harder it is to change. One of the best pieces of advice I got was from Dr. Paul Hersey, I was working for him, and he said, '…you're making too much money, your clients are happy, that's your problem… you're not going to be who you could be…' I was comfortable – inertia had set-in, I was re-living the same day repeatedly. It was a nice day, but I wasn't going anyplace.