Searching...
15 results for “leadership psychology”
Concept5 mentions across episodes
leadership
Topic3 mentions across episodes
leadership
But then you in a I'm okay, you're not okay. Because I'm saying, hey, it's your fault. And it was a comedian who said, anybody who drives faster than me is a maniac. Anybody who drives slower than me is an idiot. Because we think we're always right.
46:31 / 48:14
from transcript46:31 – 48:14
of behavioral science or social economics, why people do what they do. And if you understand why they do it, then you don't judge them. You say, okay, I get that. And it was put into a formula once by somebody. I think it was Susan, the coach I menti
47:05 / 49:07
from transcript47:05 – 49:07
...your leadership capability by 51%. You're already halfway there to being a great leader. Really curious what other characteristics you've seen permeate investment organizations. There are four dichotomies. So I mentioned the t and the f. There's a fo
21:00 / 22:09
from transcript21:00 – 22:09
And I don't think you normally have to ask other people. And if you don't have the insight or the courage to think about it, I question the sanity of you leading people. Yeah. Yes. To be honest with you, because who we are is how we lead. And if you'
5:59 / 7:01
from transcript5:59 – 7:01
...leadership. But it isn't just a slogan. It's actually a way of being. Yeah. It's interesting. I think the biggest finding,
1:33 / 2:35
from transcript1:33 – 2:35
...a leadership framework that has been built over the last ten years and then built on the shoulders of all the books and articles and then my twenty years of being a leader. And we go through and we activate each one of those leadership principles.
12:43 / 13:54
from transcript12:43 – 13:54
People are smart. People are smart. They may be making $20 an hour. They're still smart. People can know if a leader is telling them the truth or if they're giving them baloney. They can smell it. It's like the people are programmed for them. So thes
1:03:56 / 1:05:30
from transcript1:03:56 – 1:05:30
the thing that matters for us in the long run as a team is how quickly are we getting better. So a team that just gets 1% better every week compared to a team that gets 1% better a month is even if they start off at a much lower baseline, is going to
58:28 / 59:45
from transcript58:28 – 59:45
...of leadership and that it's not simply genetic. You know, you're charismatic or you're smarter. You're not that you can, you can learn. You can learn to listen. You can learn to, manage your time in ways that take advantage of what you need to do ver
35:16 / 36:17
from transcript35:16 – 36:17
...critical in leadership in business, where you're constantly reevaluating your hypotheses based on new evidence, new information. And that's what those meetings are like, and people really wanna be in those meetings. Who's the best leader you've ever
1:02:14 / 1:03:21
from transcript1:02:14 – 1:03:21
The first thing that comes to mind is the importance of managing yourself and understanding yourself. This was chapter five of my book. It's called Managing Yourself. In fact, when I wrote it, I kind of wanted to be chapter one. And my publisher was
42:43 / 43:46
from transcript42:43 – 43:46
of energy, because, otherwise, entropy creeps in and the system decays. You have to do this. One of the messages that I delivered recently at our big executive big, like, our top 75 manager off-site that we do roughly every 18 months, was a reminder
1:05:13 / 1:06:17
from transcript1:05:13 – 1:06:17
...type leadership. And I'm really thankful for just going through that crash course because it gave me the tools that now when I go into a situation, what is the tool to pull out for this specific environment? What are your favorite tools of influentia
9:42 / 10:46
from transcript9:42 – 10:46
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.