You and I work with other people every day. There is very little that we do in our lives that doesn’t require us to interact and collaborate with other people. In today’s interview I talk with two people who are focusing on how to help each of us work and think with people who think […]
When you think of a leader, what do you think of? Do you think of Bill Gates secluding himself in a cabin for a week to think big things. A solitary leader who single-handedly uses his genius to solve every problem, launch every new initiative, and change the world? Well, in today’s episode we’re going to hang up your superman cape and share the 3 reasons that you can’t lead alone.
Everywhere we look there are leaders being held up as single-handedly taking on the world and fearlessly leading their companies to record profits and accolades. Donald Trump, Mark Cuban, Jack Welch, Jeff Bezos, Warren Buffet, Bill Gates. Society tries to tell us that these leaders lead fearlessly and lead alone. But the truth is actually very different.
Aren’t great leaders supposed to know it all? That was the lie I told myself for nearly a decade. Today’s guest destroyed that belief once and for all. In this episode of the World Changer Show, he’ll share why great leaders must be ignorant (or at least act like it).
It’s not very often that I read a book and recommend it as highly as I recommend the one we’re talking about today. I was honored to join the author in a wonderful conversation about leadership, why ignorance is a necessary leadership trait, and what we can learn from world-class composers and conductors.
In this episode, we discuss:
- Why you shouldn’t be a know-it-all leader.
- How ignorance is central to great leadership.
- What you can learn about leadership from six world class conductors, all with very different styles.
- What it was like to be mentored by the great Leonard Bernstein.
- How “experts’ syndrome” can hold you back and how to overcome it.
- Why you must embrace the gaps in life (and how to do it).
- What makes some music timeless and others forgettable.
- How allowing individuals to express their uniqueness actually makes for better teamwork.
From the moment I met my wife, Tara, I gave her an impossible task. I gave her the responsibility of making me happy. The result was disappointment for me, frustration for her, and a relationship that neither of us expected or wanted.
I’d love to write a redemption story here and tell you that Tara and I have the model marriage today, but the reality is that like any marriage, ours is messy, often broken, and too often unfulfilling. And the reason is very simple:
I gave her the responsibility of making me happy rather than living to make her happy. Rather than living to serve her, I placed an unfair burden on her that no human being can live up to…and I didn’t even tell her.
Great leaders thrive in a crisis.
It’s when times are toughest and everyone around is shirking responsibility and running away, that great leaders shine.
The greats don’t love crises. No normal person does. But a crisis seems to bring out the best in the greats, while at the same time bringing out the worst in others.
So what separates the great leaders from the average ones?
The first thing great leaders do better than everyone else is prepare for crises.
Crises are not dealt with properly the moment they occur. They are prepared for during all of the time you spend with your team up to that point.
Leaders must teach communication in their organizations.
Yes, I just suggested that you must teach grown adults how to communicate. Just like a coach teaches his players how to do so, from middle school to the pros.
Why teach communication?
Good communication does not come naturally, even in the closest groups of people who have been together for years. So, communication must be taught and what is taught must be practiced.
Joe comes to your team from a small company where team meetings were a knock-down-drag-out affair. Opinions flowed freely, emotions were high, and voices were raised. That was their culture.
Sue just came from a medium-sized company where team meetings were more orderly and mundane. But afterwards, there was usually a flurry of heated emails. Often the emails got nasty and personal.
Marie comes to your team from a non-profit where team members shared openly each day and leadership was available at all times. Team members spent time together outside of work and knew each other’s families well.