All in Leadership
“Gone are the days were a manager simply just dictates what is to be done and then sets the rank-and-file to the tasks of the day. I think today to really connect to the to the individuals, you need to not only motivate their minds but also connect to their hearts.”
“My kind of mode is to create allies in people, you know in the department's I go into who were the allies we're going to take this on. It's going to become there like kind of motivating charge and then they're going to go and want to motivate other people.”
“I think that's the biggest thing people want to be heard. And so if you make them feel like whatever they're saying you're hearing and thinking about and you know, whether or not that's going to be it be able to be implemented just the fact that they're being heard. I think is valuable, and that goes across from clients or coworkers or friends or whomever.”
“If you can run a project you can run a Company. It's just a larger scale, right? So start small.”
“I found success over this decade because I want the individuals in my board or on my teams to succeed in their world. And then I believe if they're succeeding. I'll continue to find those connections that will help actually everybody succeed.”
“The skills actually by which you get things done are so fundamentally different. It's not just you and a computer screen. It's you trying to communicate. It's you clearing blockers and you know stopping other things and giving feedback and do these things that are just not your day today as a programmer.”
“Don't go after inclusion in your organization just to make the numbers. Or just to look at attractive to others it has to be authentic. You have to really understand why your organization should be inclusive and because they're going to be sacrifices made along the way.”
“People forget that in this age of frameworks & "badge collecting" that it's still about creating an environment that people want to be a part of that get the job done.”
“The struggle that I see is not so much the VP saying... I'm going to lose half my people. But the VP saying or thinking... I don't know how to lead my people in this new way. I don't know how to reward failure.”
“When we're going through our experiment process, we think in terms of like low-fidelity, medium-fidelity and high-fidelity. You know the levels of risk and reversibility increase as the fidelity increases. So really outlining that and being clear with our business partners has helped a ton.”
