Leadership

What you might think of as a cognitive response is really a product of the lived experiences you bring to the table. You might think of them as irrational, but in their analysis, it may be you who is irrational.

Just as you wouldn't want a surgeon to go from one operating theater to the next without having washed their hands, you don't want a manager to go from one context to the next without being in a position where they can actually do some good—or at least do no harm.

It's awareness that leads to regulation—that's why it's information. Because it's giving us information about how we're feeling and what we need to do about those feelings.

Psychologist & Director of Yale Center for Emotional Intelligence

Nature has evolved the human race for individuals to be very different from each other. Half of us are thinkers, and we proceed according to the facts. The other half of us are feelers. Nature says you need both kinds of people to push humanity forward.

True innovation requires vision and the courage to take risks. Incrementalism carries little risk, which is why it's so often the path of companies.

If you really want innovation, you have to say 'no' a lot of times to what's incremental. Saying 'no' reinforces that the small stuff isn't enough.

I want to set an example for this generation of war reporters, and for my generation as a whole, that you don't have to rely on drugs or alcohol to cope with traumatic experiences.

Fox News Correspondent and International Reporter

The basics of this are to understand what your interests actually are and what your priorities are—what your hierarchy of interests is. What are the things that really matter to you? What are the things on which you can be prepared to compromise?

Nobody ever has control of all of the levers, and nobody ever has complete information. But also, there's always the day after. When dealing with really difficult issues it's very easy to get stuck in the moment and to lose sight of where we do want to be five or ten years from now.

I am never again going to accept a box of Ferrero Rocher from anyone. We need to do away with the idea of what diplomats do and how they work. Being diplomatic in the sense of not really saying what you mean or softening the message—it's been absolutely essential to be clear and precise.

Opportunities come, sometimes very subtly, gently floating by. The typical response is, 'Yeah, cheers mate,' and back to Middlesbrough you go. But if your antenna is up — if you're someone who listens, runs with things, and grabs hold of opportunities — they can lead somewhere.

I'm also a fighter – I'm fighting to build PFL. I'm all-in on PFL, just like they are. I have the world say my company is no good or won't succeed, just like they deal with negativity and doubters.

Success is working on things important and valuable to you with people you like and respect. Since I became financially independent, I work on things that I find interesting and where I can have impact.

I believe one of the most important skills you need is the ability to recognize the right people to work with. Without a team you can trust to make things happen, it's physically impossible to manage all the different aspects of your job—a leader is only the tip of the iceberg.

One of the things I love most about my job is the diversity in the pace of work across the organization. I truly enjoy being with people from different parts of the world and working with individuals who operate on completely different approaches.

Anti-goals are all about what you refuse to give up while chasing those goals. The trap a lot of people fall into is getting so laser-focused on the target that everything else just fades away. You put on blinders.

Content creator and author known for insights on decision-making and business