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In order to look like leaders, we end up behaving like smaller, two-dimensional versions of ourselves.
The relevant question wasn’t “What do these people think of me?”; it was “What can I do to help make these people better?”
If you seek to lead, then your focus—by definition—shifts from elevating yourself to protecting, developing, and enabling the people around you.
spotlight their work in a meeting, or ask them for advice before they’ve “earned” the right to give it, or offer them your full, device-free attention, a strikingly powerful gesture in this pandemic of digital distraction that we’re all living through right now.
give someone the ball again after they’ve just missed the proverbial shot.
choose someone in whom you see some kind of talent, however big or small, and find a genuine way to let them know that you’ve noticed.
people tend to trust you when they think they are interacting with the real you (authenticity), when they have faith in your judgment and competence (logic), and when they believe that you care about them (empathy).
Aristotle’s writing on the elements of effective persuasion, where he argued that you need to ground your case in logos, pathos, and ethos.
His challenge was empathy, and small changes in behavior—things like making eye contact, asking better questions, putting away his phone—had an immediate impact on his relationship with his team.
the most common wobble we encounter among high-achieving leaders: empathy.
change your objective from getting what you need in the meeting to making sure everyone else gets what they need.
take radical responsibility for everyone else in the room.
Share the burden of moving the dialogue forward, even if it’...
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speak to the things you know to be true, and then (and this is the hard part) stop there.
Learn in public.
Give yourself the freedom to update your point of view based on new information or experiences. Do it out in the open and model what it looks like to have the courage to evolve.
