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  • you mentioned leadership.

  • I mean, look at it's a massive topic.

  • But like some of the big lessons you've learned even in the last 10 years about leadership, you know, what do people not understand about it?

  • And what do you think it is?

  • It is for you.

  • Well, I think the thing they don't understand and I didn't understand has always led people like me.

  • So, you know, there's six human needs.

  • You know, Tony teaches that I teach that many people, teaches the need for certainty.

  • There's the need for uncertainty loving connection, um, significance, recognition, growth and contribution.

  • Right?

  • And I think that for years and years only lead people that had the same Nida's me, which is significance and recognition.

  • I pushed to that button with people, and I couldn't understand why the lovey dovey types and the growth, you know, they didn't want to be around me, and I'd get reinforced by people like me that I was a great leader being taxed.

  • Meatballs be nuts.

  • Yeah, right.

  • Except there was to the exclusion of 85% of the rest of the world who wasn't wired that way.

  • So it's your ability toe.

  • Get all those needs fulfilled for people that make you a great leader.

  • And I don't think that you can lead somebody until they really believe that you care about them like Do you care about me?

  • That's something that I was not good at early on is like It should just be assumed.

  • Let's go.

  • And now I make sure that people understand that I care about him.

  • But here's the biggie.

  • It's the one that drives me the nuts.

  • It sounds like this.

  • Why you respect and so much.

  • Um, most leadership skills that that I embody Come this way.

  • They're caught, not taught.

  • They're caught.

  • Not taught all of the lessons I can teach where I talk Or one thing.

  • Most people catch things by being around me, and that means I have to be it.

  • I have to be it.

  • I have to be authentic.

  • I have to be congruent.

  • You know, in 10 years I may not be on social media.

  • I don't know.

  • They may not even be social media, but I'll stop when I stopped growing, as I told you, Really, When I'm stop when I'm no longer an example that you could catch by watching me.

  • If you spent the day with me, I'm no longer valuable, is a leader.

  • And we've all been in organizations where that leader you just know they're not doing the things they're asking you to do.

  • They're no longer engaged.

  • They lose their effectiveness altogether.

  • And then, for me, the last thing is candor, which was just addressed.

  • Jack Welch has a great they just passed away.

  • But Jack Welch had a great he passed away misquoting, I think, Jack, just past Yeah, they did things.

  • Great chapter in his book on candor.

  • And so for me, I tell people the truth and I do that one on one.

  • So I praise publicly and I give candor and criticism privately.

  • Prior to that, I was a loose cannon where I would lambast people publicly and I have found very little effectiveness and doing that in a public forum of people.

  • So I've changed that about myself, where my criticisms and course corrections assed much as possible are in private.

  • And I recognized in public those those are the things I do is a leader really well, really.

you mentioned leadership.

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A2 leader great leader people leadership jack welch welch

LEADERSHIP SECRETS: What It Takes To Become a Great Leader - Ed Mylett

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    Summer posted on 2020/10/14
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