From 600+ conversations with the world’s leading thinkers.
You have to empower your board to make their own decisions, follow their instinct, and execute. Think of your board in many ways as a team of entrepreneurs that you're investing in, rather than as employees that you manage.
When we mask, conform, and hide aspects of who we are, it actually hurts and damages us in the end. But no one can be authentic 100% of the time because we are tribal, very social.
It's important that every person you work with, all your colleagues, all your co-workers, leave a company with more skills and economic mobility than when they arrived. Further, it's important the time they spent with you wasn't miserable, that it was great, good, enjoyable.
When I set a goal for myself, and achieve that goal, that's what winning is to me. When you set out on that yellow-brick-road of life to fulfil your goals, just be the best you can be – and whether that means you finish as champion, first, second, tenth, whatever… if you've done your best? You're winning.
The reason for having leadership is to be found in the social nature of man. As an individual being man has the ability to act and to direct his own behaviour. But man lives in a society with a complex structure in which the actions of many individuals within groups in a variety of situations have to be directed.
Navigating complexity and uncertainty requires long-term thinking, not long-term planning. Long-term thinking requires accepting, even enjoying, the challenges of unpredictability, builds the flexibility required to navigate it, and rejects simplified narratives that lose the nuance of this reality.
Speed and pace are important – the circumstances that brought people to the table can change over time, nothing is forever, nothing is static.
The industrial age was designed around one group of people making decisions, and a different group carrying them out. That mindset still lingers in our language — 'leaders' and 'followers,' 'blue collar' and 'management,' 'union' and 'executive.' It splits the world into thinkers and doers. That no longer works.
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.
No-one is perfect. In fact, we are perfectly imperfect. When we do the self-reflection work to reveal who we are, everyone has bad and ugly in them and we may not like what we see, but that's what healing and doing our work to grow as individuals and as leaders is all about.
Some of the most valuable lessons are not from seeing how they've dealt with success, but how they've dealt with failure and come back stronger and more determined to succeed.
Purpose doesn't come to people sitting at the starting blocks and thinking about purpose. You have to live it.