Leadership

That confidence and perseverance can sometimes lead you to keep charging ahead headfirst, when what's really needed is a pause and a course adjustment. I think that's the challenge when strengths get overused.

What really matters is how well you know yourself — because every aspect of your leadership is expressed through your personality. I think that single trait — self-awareness — or rather, that skillset, outweighs all the others put together.

Your brain has an agenda: to make you feel good about you. So if you're the CEO, and you decided to launch a product two weeks ago, your brain assumes, 'Well, that must have been the right decision.' It starts scanning the environment for proof — cherry-picking anything that confirms you were right.

Former Navy submarine captain and author of "Turn the Ship Around!

If I ask better questions, they come up with better answers.

Former Navy submarine captain and author of "Turn the Ship Around!

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.

Former Navy submarine captain and author of "Turn the Ship Around!

Status is kinetic. Those who have it can give it to those who don't.

The mindset shift has to be from those one-off activations to seeing gaming as a holistic, integral part of your overall strategy — something that's always on, like social media. Because think about it: as a brand, there's never a day when you go, 'Well, today we're not doing anything on social.' That just doesn't happen, right? The same mindset needs to apply to gaming.

The number one thing is misread intentions. You assume someone has ill intent toward you and you don't check in on those intentions. Then a narrative forms in your head, and that's when you start spiralling.

Author & Leading Expert on the Sharing Economy & Collaborative Consumption

They were outnumbered twelve to one north of Kyiv, and completely outmatched in terms of tanks, planes, artillery—all of it. Outmatched, yet they pushed back those Russian forces that colossally outnumbered them.

What we need now is the George C. Marshall of our era to help us train better than the Chinese and the Russians.

We need fear, but fear has to be harnessed, and a crucial way we harness it is through training. Training helps you turn fear from something that paralyses you into something that spurs you to take the right decisions in very difficult situations.

We have to recognise that if we ignore or downplay the human side, we could lose. That, I think, is really the key insight for why and how things should be done differently.

From day one, we said that we wanted to create value, create impact, and create inspiration. We're not going to build a business that just creates impact—we're not a nonprofit. We have to create value. As long as we're doing all three, we're never going to lose.

The power is amazingly concentrated in Whitehall with very clever technocrats who go into it as their first job. Then they're assigned, aged 24 or 25, things like planning bus routes for Manchester. At the moment, the basic principle in the Treasury is that whatever you do, don't give money to local governments because they will squander it.

Economist specializing in poverty, conflict, and development in Africa