MorePraiseforTheLeadershipGap

“Drawingfromhervastexperiencecoachingseniorexecutivesaroundtheworld,Lollypaintsrevealingleadershipportraitsthatexposebothdarknessandthelightinallleaders—andinourselves.TheLeadershipGapisfascinating,provocative,entertaining,anduseful—asignificantnewcontributiontohowwethinkandactasleaders,andIhighlyrecommendit.”

—JimKouzes,coauthorofTheLeadershipChallengeandtheDean’sExecutiveFellowofLeadership,LeaveySchoolofBusiness,SantaClaraUniversity“Thoughtfulandpractical,analyticalandpersonal,TheLeadershipGapinvitesleadersto

rethinkwhatittakestobegreat,andpromisestohelpbridgethe‘leadershipgap’thatplaguesbusinessandsociety.Iurgeyoutoreadit.”

—WilliamC.Taylor,cofounderofFastCompany,authorofSimplyBrilliant

“LollyDaskalrevealsexactlywhatitisthatmakesgreatleadersgreat,alongwiththegapsthatstandbetweenleadersandtheirgreatness.Everyleaderwillbenefitbyapplyingtheprinciplescontainedinthisbook,alongwiththeirpeople,theircustomers,andtheircompanies.”

—EmmaSeppälä,YaleUniversityCenterforEmotionalIntelligence,authorofTheHappinessTrack

“Today,leaderscanonlyachievegreatnessiftheyarewillingtofindandfilltheircompetencygaps.Inthisfast-movingandhighlyhelpfulread,LollyDaskalwillshowyouthesevenarchetypesofleadershipaswellastheopportunitiesandpitfallseachonecontains.Readitandsoar!”

—TimSanders,authorofDealstormingandLoveIstheKillerApp:HowtoWinBusinessandInfluenceFriends

“Aninsightfulnewtakeontheworldfromoneofmyfavoriteleadershipexperts.TwoLikeablethumbsupforthisMUSTREAD!”—DaveKerpen,authorofTheArtofPeopleandLikeableSocialMedia

“Inthisdeeplyinsightfulbook,leadershipexpertLollyDaskaloutlinesaseriesofeye-openingandgame-changingideas,includingwhyembracingweaknessisthefirststeptoachievinggreatness.Ifyouwantinstantinsightintoyourclients,yourboss,andevenyourself,getthisbook.Itwillredefinethewayyoulead.”

—RonFriedman,PhD,authorofTheBestPlacetoWork

“Intheseuncertaintimes,it’smoreimportantthaneverforleaderstobepeoplewhoaretruthfulandwhowecantrust.Thisbookguidesyoutowardsyourgreatnessinthequesttobecomeabetterandmoreeffectiveleader.”

—LaurenMaillian,TVpersonality,start-upinvestor,andauthorofThePathRedefined

“Thisbookmightjustbethenextbestthingtohavingyourownpersonalcoach.”—ArtMarkman,PhD,directoroftheProgramintheHumanDimensionsofOrganizationsattheUniversityofTexasatAustin

andauthorofSmartThinking,SmartChange,andBrainBriefs

“TheLeadershipGapreadslikemystory—adeepsearchfor‘whoIambeingwhileIamleading.’IfJohnGrishamwroteabookonleadership,itwouldbeacompellingpage-turnerlikethisone.”

—ChipR.Bell,authorofKaleidoscope:DeliveringInnovativeServicethatSparkles

“Ilovethisbook.Eachpageischock-fullofwisdomandcommon-senseactionableideas.Lollygetstotheheartofwhatkeepsusfrombeinggreatandwhatweneedtodotoclosethegaptobecomeourbestselves.”

—JesseLynStoner,coauthorofFullSteamAhead!UnleashthePowerofVision

“InTheLeadershipGap,LollyDaskalspeakstruthtopowerthroughherpenetratingandpracticalinsightsfortoday’sandtomorrow’sleaders.”

—BruceRosenstein,managingeditorofLeadertoLeader,authorofCreateYourFuturethePeterDruckerWay

“Withexpertanalysisandsoulfulcompassion,LollyDaskalprovidesafascinatingexposeonthepsychological‘gaps’leadersfaceinrealizingtheirtruepotential.I’veseenfewotherbookswithsuchthoughtfulness,practicality,andempathyforthehumansideofbecomingaleader.”

—AndyMolinskyPhD,authorofGlobalDexterityandReach

“IlovelovelovereadingLolly’sleadershipinsights.Sheinspiresmetobeabetterman,andherwritinggivesmeeffectivetoolstoinspireactionintheteamsIlead.”

—AdamKreek,OlympicgoldmedalistandfounderofKreekSpeak

“There’snowaytoreadTheLeadershipGapandwalkawayunchanged.LollyDaskalbrilliantlydistilledherexperienceworkingwithworldleadersintoanimmediatelyactionablebookfilledwithwisdom.”

—SkipPrichard,CEOofOCLC,authorofTheBookofMistakes(comingJanuary2018),andLeadershipInsightsbloggeratwww.skipprichard.com“Greatleadershipstartswithself-knowledge.LollyDaskalprovidesapowerfulnewframeworkfor

understandingyourselfandrisingtobecometheleader,andperson,youwanttobecome.”—DorieClark,adjunctprofessoratDukeUniversity’sFuquaSchoolofBusinessandauthorofReinventingYouandStandOut

“LollyDaskaltakesusonauniqueandinsightfuljourneyintothesevenarchetypesofleadershipandshowsuswhatitisthatmakessomeleadersimpactfuloverthelongtermandothersfallmiserablyshort.Thisbookisapowerfultoolforgrowingself-awarenessandimprovingyourimpactasaleader.”

—Dr.JackieFreiberg,coauthorofCAUSE!ABusinessStrategyforStandingOutinaSeaofSameness

“TheLeadershipGapcompellinglyshowsthetensionthattakesplaceinsideofhumanbeings,becausewithineachofusaretwocompetingsides,butonlyoneleadstogreatness.Whetheryouarearebeloranexplorer,atruthtellerorahero,aninventor,anavigator,oraknight,thisbookisavaluableresourceforanyonewhoaspirestobecomeamoreauthenticandcompleteleader.”

—RobertRosales,founderofLeadAcademy,apositivepsychology-basedleadershipdevelopmentconsultancy

“Filledwithsmartexperienceandcandor,Daskal’sbookwillhelpanyleadergettothenextlevel—includingyou.”—DamonBrown,authorofTheBite-SizedEntrepreneur:21WaystoIgniteYourPassion&PursueYourSideHustle

“Rivetingfrombeginningtoend,TheLeadershipGappullsbacktheboardroomcurtaintosharestartlinginsightsfromanexecutivecoachwhocounselsworld-classleadersbehindthescenes.”

—JaneRansom,internationalspeaker,SuccessPrinciplestrainer,authorofSelf-Intelligence™

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Tomythreebelovedchildren,Michaela,Ariel,andZoe,whodemonstrateeverydaywhatitmeanstostandintheirgreatness

CONTENTS

MorePraiseforTheLeadershipGap

TitlePage

Copyright

Dedication

Foreword

Introduction

ChapterOneTheSurprisingGapinOurLeadership

ChapterTwoTheRebel

ChapterThreeTheExplorer

ChapterFourTheTruthTeller

ChapterFiveTheHero

ChapterSixTheInventor

ChapterSevenTheNavigator

ChapterEightTheKnight

ChapterNineWhereThereIsLightThereIsAlwaysHopeforGreatness

Epilogue:StandInYourGreatness

KnowYourGaps

Acknowledgments

Notes

Index

FOREWORD

Whenfacedwithuncertainty,mostofusreverttowhathasalwaysworkedforusbefore.Butwhathappenswhenthatstrategyfails?Whatifthere’snoprecedentforwhatcomesnext?

LollyDaskal’sthought-provokingbookguidesleadersthroughtheseunchartedwaters,providingthemwitharubricforunderstandingtheirowncharacter,andtoolsforskillfullynavigatingthejourneythey’veundertaken.Drawingonherdecadesofexperiencestudyinghumanbehaviorinthecontextofbusiness,Lollyhascreatedauniquemethodologybasedonsevenleadershiparchetypes—therebel,theexplorer,thetruthteller,thehero,theinventor,thenavigator,andtheknight—inwhichyouwillsurelyseeyourselfasaleader.

Lollyexpertlyobservesthateachofusadoptsoneorallofthesepersonasatdifferentpointsinourlivesandcareers.Asanexecutivecoachwhohasworkedwithmanypowerfulpeople,IfindthatLolly’sinsightresonateswithmepersonally.Irecognizemyselfasanaturaltruthteller!

Thearchetypesinthisbookprovideanaccessibleconstructforyourdeeperawarenessandultimatelyyourgrowth.Understandingwhichroleyouembody—whenandwhy—hastremendousvalueforaleaderwhoseekstooptimizeperformance.Seeingyourselfineachofthesearchetypeswillhelpyouleveragewhatyoudobrilliantlywelland,bycontrast,learnwhereandwhyyoutendtofail.Therearereal“leadershipgaps”thatimpedethesuccessofeventhemosttalentedexecutives.Bytheendofthisbook,you’llknowwhatyoursare,andyouwilllearnhowtoleveragethem.

Theneedforthisguidanceisreal.Inherextensiveexperienceasacoach,Lollyhasseenleadersattachthemselvestoapastversionofwhotheyareandinsist—eveninlightofclearevidencetothecontrary—thatitisstillservingthem.Inmyownworkthroughtheyears,Ihavecounseledendlesslythatjustbecausesomethinghasworkedforaleaderinthepastdoesn’tmeanitwillworkinthefuture.Ihavewarnedthatthetacticsthatgotleaderstotheupperrungof

managementmightbetheverythingspreventingthemfromrisingallthewaytothetop.

Asleaders,weallhavegapsinourleadership,andtheyarenotalwayseasytorecognizegiventhattheyaresocloselyentwinedwiththeverytalentsandskillsthatpropeloursuccess.Buthumilityandvulnerabilityarethehallmarksofgreatleadership,andfacingtherealityofyourshadowsideisultimatelyproductive(foragoodexample,readthestoryinthisbookabouttheexecutiveLollycoachedwhohidthefactthathehadcheatedonhisSATyearsearlier).

WiththekindofcoachingguidancethatLollyprovidesinthisbook,youareencouragedtoadmitwhatyoudon’tknowandtorethinkyourinstincts.You’llbemotivatedtoquestionyourself,whichissometimesdifficultforpeopleusedtoshowingstrength.

Leadersareencouragedtoseethemselvesnotasfailureswhoneedtobefixed,butassuccessfulpeoplefindingtheirpotentialtobeevenbetter.InLolly’sformulation,youwillsucceedbyrecognizingtheheroicarchetypes:therebels,explorers,truthtellers,heroes,inventors,navigators,andknightsshedescribesinsuchcompellingdetailhere.

Learnhowtoembraceyourarchetypesandconfrontyourgaps.Icanthinkofnobetterwaytostandinyourowngreatness.

—MarshallGoldsmith

I

INTRODUCTION

Benotafraidofgreatness:someareborngreat,someachievegreatness,andsomehavegreatnessthrustuponthem.

—Shakespeare,TwelfthNight

satacrossfromoneofthemostpowerfulCEOsinAmerica.Inthevastwindowbeyondthepolishedteakconferencetable,Icouldseeendlessblue

sky,andinthedistance,shipsfloatinginthewaterwayssurroundingManhattan.ButIwasnottheretoenjoytheviewsfromtheopulentboardroom.TheCEOhadcalledmeindistress.Hisboardofdirectorswasindisarray,andashisexecutivecoachIwasaskedtoattendthismeetingtoprovideasolution.Fast.

TheproblemthatconcernedtheCEOwasthedynamicofthedirectors.Overthepastseveralmonths,theyhadbecomedisabledbyconstantbickering.Whiletherehadalwaysbeenpoliticsamongthisteamofrivals,thetenorhadshiftedfromproductivedebatetoprofounddysfunction.Theboard’sinabilitytoagreewasnegativelyaffectingtheCEO’sabilitytorunthecompanyefficiently.

Isatsilently,observingtheinteractionsduringtheboardmeeting.Eightaccomplishedandreputableexecutiveswereseatedaroundthetable—eachaleaderinhisrespectivefield,*eachwithyearsofexperienceandacumen.Inamatterofminutes,Icouldseetherootoftheproblem.

HisnamewasRichard.ThisparticularboardmemberwasinhisownrightahighlyregardedCEO.

Richardhadstartedatechnologycompanythateventuallyattractedmassivegovernmentcontracts.Hewasknowntobefinanciallysavvy;hehadmadeakillinginthemarket,anditwasreportedthathisnetworthsoaredtothehundredsofmillionsofdollarswhenhesoldhiscompany.

ItwasclearthatRichardhadakeenabilityforsolvingcomplexstrategicproblemsandmakingquick,pragmaticdecisions—skillshehonedovermanydecadesasatrustedCEO.Butashespoke,theresentmenthestirredupintheboardroombecamepalpable.Whenhewasaskedaquestion,hisreplywasshort,clipped,andblunt.Infact,hismostfrequentresponsetootherswasaflat“Iknow.”

Givenhissuccessandreputation,Iwassurehedidknow.Butheappearedtoanswerbeforehearingthequestions,andhecameacrossasaggressiveandarrogant.Hecreatedagapbetweenhimselfandtheboard,andhisattitudedeterioratedthespiritofteamworkamonghiscolleagues.

IquicklyrecognizedthatRichardhadaproblemthathighperformersrarelyconfrontontheirwayup,butallinevitablyface.It’stheoneproblemthatevensomeofthemostsuccessfulCEOsI’veworkedwithneverseecomingandhavenoideahowtoresolve.

Theproblemisthatoneday,suddenly,whatonceworkedsowelltopropeltheirrisestopsworking.Andtheverysametraitsthathadworkedforthemactuallystartworkingagainstthem.Anotherstellarcareercomestoanabruptend.Anotherhigh-flyingexecutiveisbroughtswiftlybackdowntoearth.

Thisisthemomentwhenleadersconfrontacriticalandveryuncomfortablequestion:Whatifthere’sagapinwhatIthinkIknow?

Later,whenIhadtheopportunitytospeakwithRichardprivately,IlearnedthatalthoughhehadbeenaCEOfordecades,hehadneverservedonacorporateboard.Hislifehadbecomeboringinsemiretirementandhewasitchingtofeelproductiveagain;soheletitbeknownthathewaswillingtolendhisexpertiseandexperiencetoaboard.Theofferspouredin.

Richardwasagregariousmanwhotookgreatprideinhisstoriedcareer.Helovedtalkingabouthisbusinessconquests.HewasfamousinCEOcirclesforstrategyandimplementation,andinourfirstfewconversations,Inoticedthathefrequentlybegansentenceswith“ThewayIalwaysdiditwas...”

IhadseenRichard’sstyleofleadershipinactionmanytimesbefore.HeembodiedperfectlythearchetypeIcall“thenavigator”:pragmatic,decisive,knowing,andtrusted.However,thenavigatorcandeveloptheleadershipgapthatsurfacesinleaderswhobecomeunwillingtoadmittheydon’thavealltheanswers.Thenavigatorthenbecomesa“fixer”:impetuous,arrogant,andegotistical.Richardhadbecomeafixer.

AsaCEO,Richardhadmorethanfortyyearsofexperienceidentifyingproblemsandquicklycomingupwithsolutions,sonaturallythisiswhathecontinuedtodo.ButwhatescapedRichardwasrealizingthattheskillthatmadehimsuccessful—leadingalargeorganizationwithdecisivedirection(thatis,

tellingpeoplewhattodo)—wasnolongerservinghim.Richard’sexpertisewaswhattheboardneeded,buthischaracterwasnotwhattheywanted.Hisleadershipgapovershadowedhisexpertise,andhisarrogancewasbecomingincreasinglyintolerable.UnfortunatelyforRichard,hedidn’thaveacluehowhisgapwasaffectinghisnewpositionorhisboardmembers.

IwantedtohelpRichardseehisleadershipgapandtocoachhimintobeingthekindofleaderotherswouldrespectandtrust.ButalthoughRichardmighthavesensedsomethingwaswrong,heheldtohisbeliefsbecausethat’swhathadalwaysworkedforhim.Howcouldtheskillsthathadmadehimsuccessfulnowbeworkingagainsthim?Herefusedtoacceptthathisleadershipstylehadbecomeineffective,orthathewasthoughttobeaknow-it-all.Hewasn’tinterestedinlisteningorlearning.

Thisisthemistakethathighlydriven,overachievingleadersmakeeveryday.Theyhavesoaredtothegreatestheightsonthebasisofwhattheyknow.Buttherecomesatimewhentheymustrethinkeverythingandaskthemselves:WhatisthegapbetweenwhoIamandwhoIwanttobe,anddoIknowwhatitisIstillneedtolearn?

Richarddidn’trethinkhowhisbehaviorwasperceived.Instead,heheldtowhatmadehimsuccessfulinthepast,makinghim,paradoxically,ashadowofhisownsuccess.Hisfailurewasnotduetoalackofskill,experience,oropportunity.Hisarroganceruinedhim.

Richardwasaskedtoleavetheboard.Learningtorecognizeyourleadershipgapisthefactorthatdeterminesyour

greatnessasaleader.Notrecognizingitisyourdownfall.

Theimportantthingisnottostopquestioning.Curiosityhasitsownreasonforexisting.

—AlbertEinstein

IgrewupinastrictOrthodoxJewishcommunity,confinedineveryway—toaprescribedsetofcustoms,toaparticularsetofbeliefs,toaprecisewayofthinking,totheperimetersofaneighborhood.Questioninganythingweweretaughtwasunacceptablyaudacious.Ipersistedinasking,“Whydoes...?”“Howwill...?”“Whatif...?”Andtheanswers,ifatallprovided,didn’tfeed

mycuriousmind.IknewifIwasgoingtofindanswersthatwouldsatisfythecuriosityinsideme,IwouldhavetofillthegapsinwhatIknew.

Then,asateenager,Idiscoveredmyownpersonalfontofwisdom:abookshopontheUpperWestSideofManhattancalledShakespeare&Co.

Ibecameafixtureamongthestacksintheshop,andIexchangedideasandcuriositieswiththebibliophileswhoworkedthere.Suddenly,myworldopenedup.IwillneverforgetthedaysomeoneintroducedmetotheworkofViktorFrankl.InMan’sSearchforMeaning,FranklrecountsthesufferingheenduredinAuschwitz,andexemplifiesthatapersonwhofindsmeaning—significanceinhislife—couldsurviveanything.Thatoneinsightaffirmedthatmyquestforanswerswasvirtuous.Irealizedthattothriveasanadult,Ihadtoleavemychildhoodinthepast,questionwhatIknew,andrethinkhowIlookedatmylife.Frankltaughtmethatwhenwecan’tchangeasituationwe’rein,wehavetochangeourselves.HetaughtmetofindmeaningineverythingIdo.Hegavemehopeformyfuture.

Overthenextfewyears,Iimmersedmyselfintheworksofmanyothergreatthinkerswhochallengedmybeliefs.LikeCarlJungwhotaughtmethattheinnerworkingsofourmindsmotivateandcontrolbehavior.Hisideaofarchetypes—personasforourbehavioralpatterns—continuestoinfluencemyworktoday.ToquoteJung:

Mythsandsymbolsarestrikinglysimilarinculturesaroundtheworldandacrossthecenturies...inaformofarchetypes—symbolsthatactasorganizingformsforbehavioralpatterns.Eachofusisbornwiththeinnatetendencytousethesearchetypestounderstandtheworld.

FromJung,Ilearnedtobereflectiveandawareofmymotivations,tolistentomygut,andtopursueknowledgerelentlessly.Foryears,IfeaturedhiswordsonmyWebsite,whicharestillatthecoreofmyownmessagetoday:

Yourvisionwillbecomeclearonlywhenyoucanlookintoyourownheart.Wholooksoutside,dreams;wholooksinside,awakes.

AndthentherewasJosephCampbell,amasterfulstorytellerwhomadefamoustheclaimthatnearlyallmythssharesimilaritiesregardlessofwheretheyoriginate.CampbellhadatremendousinfluenceonthewayIthink,andhisworkbecameakeypartofmycoachingpractice.“Itisbygoingdownintotheabyssthatwerecoverthetreasuresoflife.Whereyoustumble,thereliesyour

treasure,”hewrote,1whichIunderstoodtomeanthatevenwhenthingsdon’tgothewayyouthoughttheywould,youcanstillfindyourtreasure.

ButCampbell’smostresonantwordsformewerethese:“Wemustletgoofthelifeweplanned,soastoaccepttheonethatiswaitingforus.”2ThelifeIplannedwascertainlynottobeanexecutivecoachandbusinessconsultant;butaftermanyyearsofaskingquestions,seekinganswers,andardentlystudyingthepsychologyandthepotentialofthehumanmind,Iwasdrawntothiswork.

Overdecadesofadvisingsomeofthemostprominentchiefexecutivesintheworld,Idevelopedacoachingstylethatisrational,aphilosophythatismeaningful,andamethodologythatisactionable.TheessenceofmyapproachisbuiltonthefoundationofthesevenarchetypesofleadershipIhaveseeninaction—andtherisktogreatnessthatlurksintheshadowsofourleadershipgap.

TheRebel,drivenbyconfidence;andtheImposter,plaguedbyself-doubt.TheExplorer,fueledbyintuition;andtheExploiter,masterofmanipulation.TheTruthTeller,embracescandor;andhertwin,theDeceiver,whocreatessuspicion.TheHero,embodiescourage;andtheBystander,acowardifthereeverwasone.TheInventor,brimmingwithintegrity;andtheDestroyer,ismorallycorrupt.TheNavigator,trustsandistrusted;andtheFixer,endlesslyarrogant.TheKnight,loyaltyiseverything;andtheMercenary,whoisperpetuallyself-serving.

Withineachofusaretwocompetingsides,apolarityofcharacter,butonlyoneleadstogreatness.Regardlessofhowsuccessfulwebecome,ifwewanttocontinuetohaveapositiveimpactontheworldandmakeadifference,wemustconstantlyrethinktheinstinctsthatdriveus.

Attheendoftheday,thequestionsweaskofourselvesdeterminethetypeofpeoplethatwewillbecome.

—LeoBabauta

Myworkrequiresmetospendcountlesshoursinboardrooms,inexecutivesuites,andoncorporatejets.Iworkcloselywithsomeofthegreatestmindsinbusinessandmarvelattheirtalentandexpertise.Theseleadersconfideinme,talkthroughchallengeswithme,andenumeratehopesandfearstome.Icoacheverystyleofleaderineverysortofsituation—fromtheexplosivecrisisbehindthescenestothecelebratorypressconference.Andafteryearsofcarefulobservation,Ihaveidentifiedtheleadershipgapthatseparatesthebestfromtherest:Greatleadershavetheabilitytorethinkwhotheyare—theyareopentolearning,changing,andgrowingasleaders.

Ibelievethatleadersateverylevelandineverypositionhaveanintrinsicresponsibilitytoquestionwhotheyarebeingwhiletheyareleading.Butittakesacommittedleadertoembracethesearchfortruthasacriterionforleadership,andnoteveryonecanachievethis.Veryfewarewillingtoembarkonaninnerjourneytodiscoverwhatpropelsthem.

Whatpreventssomanyleadersfromachievingthegreatnesstowhichtheyaspireisn’talackofskilloropportunity.Rather,it’sthattheyrelyonwhathasalwaysworkedforthem,evenwhenitisnolongerworking.Butittakesaveryspecialindividualtoownhisvulnerabilityandfindhisleadershipgap.Greatleaderswanttoknow,morethaneverbefore,whythingsbegintogowrongaftertheyhavegonerightforsolong.

Naturally,peoplelooktotheirleadersforanswers,andleadersfeelpressuredtoprovidethem.Butgreatleadersknowthattheydon’tneedtohavealltheanswers.What’smoreimportantinleadershipisaskingquestions,avoidingassumptions,andpausingtorethinkthesituationathand.Ifyouarecommittedtogrowingandsucceedingasaleader,itiscriticalthatyourecognizewhentherearegapsinwhoyouareandwhatyouknow.Asaleader,youmustgetcomfortablewiththeactofquestioningyourself.Whenyoustopquestioning,youstoplearning.Andwhenyoustoplearning,youstopleading.

Thisbookisforthoseofyouwhoarelookingtocreatelong-lastingsuccessandrealizeyoustillhavemuchtolearn.It’sdesignedtohelpyourecognizetheforcesthatpropelyouandunderstandthatwhatyouthinkyouknowcouldbesabotagingyou.Thisbookwillhelpyoubecomeabetterproblemsolver,abetterleader,andabetterhuman.Itwillhelpyouleverageyourleadershipgapandfindyourpathtogreatness.

TheessentialelementofTheLeadershipGapisaprovensystemthatleaderseverywherecanmasterandapplytotheirleadershipstyleandlife.Thisbookrevealshowthenaturallyoccurringpatternsinwhatwethinkandhowweactcultivateourpotential.Itdemonstrateshowthegreatestleaderspersistentlyask

questions,rethinkwhattheyknow,andmakeconsciouschoices—anditshowswhatwecanlearnfromthem.

Greatleaderschangetheworldaroundthem.ButIpromiseyou,theystartbychangingwhatiswithin.

Iamhereasyourpersonalcoach,totakethisjourneywithyou.Inthesepages,Ispeaktoyoudirectlyinahumbleattempttobeofservicetoyou,tohelpyouidentifyyourleadershipgap,andtoleverageittobecomethegreatestleader—thebestperson—youaremeanttobe.Itismylife’sworktomakeyourlife’sworkmoremeaningful.

—LollyDaskal

W

CHAPTERONE

THESURPRISINGGAPINOURLEADERSHIP

Greatnessliesinthegapsbetweenwhereyouareandwhereyouwanttobe.

henchiefexecutivescometomeforcoaching,theygenerallywantmetohelpthemwithanyofavastarrayofleadership,management,and

strategicchallengesspecifictotheirsituation.I’veconsultedwithexecutivesinalmosteveryindustry—technology,shipping,consumerproducts,pharmaceuticals,finance,andmore—andeverysituationthatIencounterisunique.

Iworkwithleaderswhoaresmart,nice,andevenpowerhungry—allatonce.Someexcelatonequality,yetareweakinanother.Thisisnatural—it’sthehumancondition.Myjobasacoachistointegrateallofanexecutive’squalities—weakandstrongalike—tohelphimbecomeamorebalancedleader.

Ihavehadclientswhoweremastersatsolvingmanufacturingproblems,buttheycouldnotbegintosolvepeopleconflicts.Ihaveworkedwithgreatvisionarieswhocouldnotimplementplanstoachievegoals.Ihavehadclientswhowererapturouspublicspeakers,buttheywerereallybadatlistening.Eachleaderhashisownwayofbeing,buttheoneswhomaketheirmarkontheworldcometounderstandthatgreatleadershiphasmanyfacets,andallmustbenurtured.Greatleaderslearntoexpandtheirtalentsanddeveloptheirdeficiencies.

Whatalltalentedleadershaveincommonisthattheyaregoodatwhattheydo,andtheyallwanttobegreat.So,ultimately,myjobistohelpthemidentifywhatstandsbetweenthemandtheirgreatness—whatIcalltheirleadershipgap.

ManyleadersIworkwithrisetoexecutiverolesonthebasisofonetalent,notrealizingthatsuccessfulleadershiprequiresmany.Ihelpthemtorethinkwhattheythinktheyknow—andpinpointwhattheydon’tknow—inordertocultivatetheskillstheyneverimaginedtheyneeded.Iknowhowtospotpeoplewithgreatleadershippotential:theyaretheoneswhorefusetobestuckintheir

ways.Theyrealizethatthereisagapbetweenwheretheyareandwheretheywanttobe,andtheyarewillingtorethinkwhattheydon’tknowtoovercomethatgap.

IhaveseenthetechniquesIusewithmyclientschangelives,andIwanttoteachyouhowtoapplythesetechniquestochangeyourownlife.

ThechiefexecutivesIserveoftenfindthemselvesinunbelievablychallengingcircumstancesthatmayappeartohavenogoodsolution.Astheircoach,Ihelpthemfindthewisdomtomakeclarityoutofcomplexity,injectmeaningintowhattheydo,andgivethemhope.Someofmyclientshaveresponsibilityformanythousandsofpeople—eachofwhomhashisorherownneedsandproblemsthatdemandattention.Regardlessofhowsuccessfulexecutivesbecome,orhowhightheyfly,wemustrememberleadershipisaprivilege.

AsViktorFranklexplained,weneverstophopingforthingstobebetter:“Everythingcanbetakenfromamanbutonething:thelastofthehumanfreedoms—tochooseone’sattitudeinanygivensetofcircumstances,tochooseone’sownway.”1Heunderstoodthatwhenwearenolongerabletochangeasituation,wearechallengedtochangeourselves.

Franklalsounderstoodthewisdominourgaps.Asheoncewiselysaid,“Betweenstimulusandresponsethereisaspace.Inthatspaceisourpowertochooseourresponse.Inourresponselieourgrowthandourfreedom.”2

Withoutquestion,myjobistohelpmyclientsgettowheretheywanttogointheircareers.Inmypractice,thisbeginswithhelpingthemunderstandwhotheyare—notsuperficially,butdeeply—whichmeansacknowledgingthepartsoftheirpersonalitytheyfeeltheneedtohideorkeepsecret.Thesearethepartsthathavebeencreatedandcultivatedoutoffear,ignorance,shame,orrejection.Togetherwefindthegapthatkeepsthemfrombecomingwhotheywanttobe.CarlJungcallsthisgaptheshadow—“thepersonyouwouldrathernotbe.”

Tomakeadynamicshiftfromwhereleadersaretowheretheywanttobe,Ihelpthemrethinkwhattheyknow.MytechniqueforachievingthiscanbeunderstoodthroughasetofleadershiparchetypesthatwereinspiredbyCarlJung.Mysystemofarchetypesmakesiteasytoseeyourselfobjectively.Onceyouhavethatclarity,you’llhavetheawarenessnotonlytoidentifyyourleadershipgaps,buttoleveragethosegapsfromwithinandtomovetowardyourgreatness.You’llbeequippedtorethinkwhatyouknow,whatyoubelieve,andwhatyoucalltruth.Thearchetypesthatareattheheartofthisbookwillenableyoutounderstandyourselfandyourleadershipstyleinwaysyouneverimaginedpossible.

It’simportanttonotethatIdon’tbelieveanyonehasonefixedsetofcharacteristics,neatlyboxedupinanarchetype.Ahumanbeingisauniquecombinationofmanypartsconsistingofpolaritiesthatcreateawholeperson.Iseeleadershipstyleasanarcthatisinaconstantstateofmovementandchange—weshiftfromonestyletoanotherdependingonthesituation.Butatonetimeoranother,inonecircumstanceoranother,wetendtoleanrepeatedlytowardthesamearchetypepersona.Whilethismaybethecase,weareinrealityanamalgamofallthearchetypes.

Takethetruthtellerarchetype,forexample.Ifyou’resomeonewhovaluestruth,constantlyspeakingtruthmayfeelasifit’saforcewithinyou.Andifyou’relikeMichael,thenleadingwithtruthisnonnegotiable.

Michaelisanextremelyaccomplishedmanwhoembodiessuccess.Andifthere’sanythingthatthepeoplewhoworkforMichaelknow,it’sthathehasnotoleranceforliars.ThereasontheyknowthisisbecauseMichaeltalksaboutitincessantly.Heoftenpontificatesabouthowwrongitistolie,andhowhewouldneverdoit.UnbeknownsttoMichael,thisdrivesthepeoplearoundhimcrazy.

SowhenMichaeldiscoveredonedaythatmanyofthepeopleinhisorganizationnotonlydidnotadmirehimforhisutmosthonesty,butactuallywantedtostayawayfromhim,hewasshockedtothecore.Hecouldn’tunderstandwhypeoplefoundhimdifficultsimplybecausehisstandardsweresohigh.Sohesoughtmyadvice.

“I’mnotsurewhatI’msupposedtodo,”hesaid.“Isn’titagoodthingtohavehighstandards?Whydon’ttheyrespectme?”

IexplainedtoMichaelthatwhatheviewedasahighstandard—nottoleratingliars—wascreatingawedgebetweenhimandhisteam,hiscompany,andtheotherimportantrelationshipsinhislife.

Ofcourse,thiswasnotthefeedbackMichaelwantedtohearanditfrustratedhim.“Iamcommittedtodoingbusinessinaveryhonestandtruthfulway.Iwillnotlie,”hefirmlysaid,“evenifattimesmytruthfulnesscostsmeinbusiness.”

Leadershipgapsareinvisibleandinsidious—especiallytothosewhohavethem.IknewIneededtogetMichaeltolookathimselfinawayheneverhadsothathecouldrethinknotonlywhathewassaying,butwhathewasdoingandwhy.

Ibeganbyaskinghimquestionsabouthissuccess.Hehadmanygreatstories,onegranderthanthenext.ThenIaskedhimabouthispast—whatstoodoutandwhatpropelledhissuccess.Michael’sresponsewasfocusedonhishonor,howheavoidslyingatallcosts,andhisbeliefthatbecausehedidn’tlie,heprevailedinbusiness.TellingthetruthwasparamounttoMichael.

Oncehebecamemorecomfortablewithmeandletdownhisguard,IhadanotherquestionforMichael.

“Hastherebeenatimeinyourlifewhenyoulied?”Iasked.Atfirsthejuststaredatme,hisfaceexpressionless.Butthenhiseyes

quicklygrewmoreintense,andhisbodylanguagescreamedouttome:Howdareyouspeaktomeinthisway?

Butafteralong,pregnantpause,Michaelanswered.“Ialwayswantedtobealawyer.AsfarbackasIcanremember,Iwould

alwaystelleveryoneIwouldbealawyer.ButIdidn’ttakemyeducationseriouslyinhighschool.IthoughtIcouldwingit,becauseeveryonesaidhowsmartIwas.IknewdeepinsidethatifIwouldjustapplymyself,Iwoulddowell,butIneverdid.Andattheendofhighschoolmyreportcardshowedmylackofeffort.IknewIwasintrouble.MylastchancetochangethingsaroundwastodowellonmySAT,soIcouldgetintoagreatcollegeandlawschool,andeventuallybecomethelawyerIdreamedofbeing.

“ButIknewIcouldnotlearninjustafewmonthsalltheinformationIhadignoredduringmyfouryearsofhighschool.AndthenanopportunitycamemywaythatIcouldnotpassup.SomeonehadstolentheSATtest.Iusedittopreparemyselfwiththeexactrightanswers.Myhighscoresurprisedeveryone,includingme.Iwasashamedandhorrified.AndwhenIgotcalledtotheprincipal’sofficeandwasaskedhowIdidsowellonthetest,Ilied.Bigtime.”

Hecasthiseyesawayfromme,andafteranotherlongpause,foundmyeyesagain.“Inevertoldanyonethetruth.”

WesatinsilenceforamomentandthenMichaelregainedhiscomposure.“Ipromisedmyself,thatdayintheprincipal’soffice,thatifIgotawaywiththisIwouldneverlieagain.”

IwatchedasMichael’spridereturned.“It’sbeenmorethanforty-sevenyearsnow.Itookthatpromisetoheart—Iamanhonestman,andImakeitmybusinesstoalwaystellthetruth.”

Andthere,infrontofhim,wasMichael’sleadershipgap.Wecouldbothseeit.

Hehadbeenlyingtohimselfforforty-sevenyears.Because,yousee,whatyoudon’town,ownsyou.Michaelthoughthehadcometotermswithhislie,butactuallyithadbeen

wreakinghavoconhimforyearsandhewasunabletoseeit.TellingthetruthbecamesuchastrongmantraforMichaelthatitwasgetting

inthewayofhisabilitytoconnectwithpeople.Butmostofall,thewayheprioritizedtruthaboveallelsecreatedgapsbetweenhimselfandothers.Thisinsightwascompletelycounterintuitivetohim.

Michaelalwayscomplainedthathewasmisunderstood.Despiteallhisaccomplishments,hewasneversatisfiedwithhislife.Hefearedintimaterelationshipsandhekeptfriendsatarm’slengthtomakesurethattheywouldneverdiscoverhissecret.Hethoughthishighstandardswereadmirable,butinrealityhisconstantvigilanceexhaustedhimandalienatedothers.Michaelwassoafraidofanyonediscoveringhisindiscretionthatheavoidedgettingclosetopeople.Meanwhile,peopledislikedhimandwouldlieabouthispositiveeffectonthem,whichcreatedadestructive,viciouscycle.

Afterthismomentofclarity,Michaelsaidhefeltgoodforthefirsttimeinalongwhile.Hehadnotrealizedhowhewassuppressinghispast,orhowhecarrieditwithhim.

“Icanseethatyoudon’tjudgeme,”hesaid.“Idon’t,”Itoldhim.Afterall,Iwasn’ttheretomakeitrightforhim,butIwasn’tgoingtoleta

liefromforty-sevenyearsagocontinuetohaunthimtothisday.IreassuredMichaelthatnoonecanliveuptohisstandard—everyoneliesatonetimeoranother.

ThenextweekwhenMichaelandImetforourcoachingsession,Inoticedhelookedmoreateasewithhimself.

“Lolly,Idon’tknowwhy,butIfeelsomuchlighterandmorerelaxed,”hesaid.“IseethingsIdidn’tseebefore.Iamhavingeasierconversationsandmakingconnectionswithpeople,andIfeelmoreengaged.Whatdidyoudo?”

IexplainedtoMichaelthatthereasonhefeltlighterwasbecausethesecretsthatcreategapsinourlivesweighusdownasifwearecarryingstones.“ImagineIhandedyouagrapefruit,”ItoldMichael,“andthenaskedyoutoholditsomewheresothatnoonewouldeverseeit.Thesheereffortofconstantlyholdingthegrapefruitwouldbechallenging,butkeepingithiddenwouldbeevenharder.Yoursecretwasjustasburdensome.Andovertheyearsitcreatedawedge—agapinwhoyouare.

“Butwhenyouallowyourselftoshowsomeoneyourgrapefruit,”Icontinued,“itrelievesyou.Andithelpsyoufeellighter,happier,andutterlyliberated.Bysharingyourstorywithme,younotonlyreleasedyourbiggestburden,butnowyoucanseethegapyouhadcreatedandcanleveragethatknowledgetoachievegreatness.”

Wearenotjustwhatwethink.Wearewhatwehide.Andweallhavesomethingweareashamedof.ThesituationmaynotbeassevereaswhatMichaelenduredforsomanyyears,butweallhavestorieswetellourselvesthatmakeusfeelvulnerable,angry,andevenafraid.Thesesecretsandpatternscreateourleadershipgap.

OnceMichaelunburdenedhimselffromhislie,hecouldstopovercompensatingforitbyemphasizingtruth.Hecouldchoosetobemorehumanandempathetic—peoplemakemistakes.

TogetherweworkedtowardMichaellearningtoaccepthimselfinallhisgloriousimperfections.Afterjustonemonth,Michaelwasalreadybecomingamuchbetterperson,andagreaterleader.Thechangewasevidenttoeveryoneonhisteamandinhiscompany.Butmorethananything,Michaelwasgratefulbecausenowhecouldbeauthenticlikeneverbefore.

Beingrealisthefirststeptobeinggreat.Ashumanswewillneverbeperfect,butwecanbethebestversionsof

ourselves.Andthewaytobecomethebestversionsofourselvesistorecognizeourleadershipgaps,leverageourknowledgeinnewways,andstandinourgreatness.It’saboutlearningthetwosidesofwhoweare—thesidethatservesus,andthedeceptivelyidenticalsidethatdoesadisservicetous.

Asleaders,eachofusmustconfrontourleadershipgaps,especiallywhenwe’reanxiousorfrustratedorundergreatstress.

Duringthecourseofmymanyyearsasanexecutivecoachandadviser,Ihavefoundthesefundamentaltruthstobetrue:

Weareallcapableofstandinginourgreatness.Everyhumanbeingisbornwithahealthyemotionalsystem.Wecomeintothisworldwithoutfear,withoutshame.Wedon’tmakejudgmentsaboutwhichpartsofourselvesaregoodandwhichpartsarebad.Rather,wedreamaboutdoingsomethingbiggerthanourselves—wehaveideas,thoughts,visions,hopes.Someofushaveidealsthatarebiggerthanothers’,butweallhavegreatvisionsforourselves.Until,somewherealongtheway,thosevisionsgetdiluted.Maybeitwastheteacherwhocalledyoustupid;theparentwhosaidyoucoulddobetter;thebullywhotauntedyou;thesportscoachwhocalledyouinadequate.Whateverthatmessagewas,youhearditandinternalizedit.Youmadethemessagestick,andbecauseyoudid,youdidn’tthinkyoucouldstandinyourgreatness.

Weinternalizeourgaps.Leadershipgapsarecreatedbeforewelearnwhattofilteroutandwhattokeep,andwetakeitallin—includingeverynegative,defeating,pessimistic,cynical,fatalistic,dismissivemessage.SoonthosemessagesbecomepartofourDNA,whetherweknowitordon’t.

Negativemessagescreategaps.Onceweallownegativemessagestogrow,theytakeonalifeoftheirown.Webegintocompensatefordarkaspectsthatwebelievearenotacceptabletoourfamily,toourfriends,and,mostimportant,tous.Welearntohidethethingswedon’twantanyonetosee,andwebegintostandintheshadowofourselves.Butwearenotalone.Unexpressedfears,

horrifyingshame,gnawingguilt—theseareallobstaclesthatstandbetweenusandourgreatness.

Oursecretscreatelarge,deepgaps.Whenweliveinourgaps,wetrytohideanddenythoseparts,orevenworse,wetrytosuppressthem.Ourgapsareusuallymadeupofthethoughts,emotions,andimpulsesthatwefindtoopainful,embarrassing,ordistastefultoaccept.Soinsteadofdealingwiththem,werepressthem—sealthemawayinsomepartoftheunconsciousmind,hopingweneverhavetorevealthem.Butwhatwedon’tunderstandaboutourgapsisthatthemorewetrytohidethem,thewidertheybecome.Thinkofaballoonfilledwithair.Whenyousqueezeoneside,theballoonwillonlygrowinsizeontheotherside.Thesameistrueforpeople.

Consider...

theimposter,whoissoinsecureheplayshavocwithyourmindbecausehehasnoself-confidence.

theexploiter,whomanipulateseverychancehegetsjustsoyouwillnotknowhowpowerlesshereallyfeels.

thedeceiver,whoissuspiciousabouteveryonebecausehecannottrusthimselftospeakthetruth.

thebystander,whoistoofearfultobebrave,tooconservativetotakearisk,andtoocautioustotakeastand.

thedestroyer,whoiscorruptandwouldratherwatchgreatideasdiethannotgetcreditforthem.

thefixer,whoisarrogantandachronicrescuernoonetrusts.

themercenary,whoisself-serving,andputshisownneedsbeforethoseoftheteam,thebusiness,ortheorganization.

Theawarenessofyourleadershipgapcanbethefirststeptoleveragingyourgreatness.

Whenourgapstakecontrolofus,wethinkwehavelost.Ourgapstrickusintothinkingthatweareunworthy,incapable,andunqualified.Theyfoolusintothinkingwecannotachieveallthethingswewanttoachieve.Butwhatwedon’trealizeisthatwecanleverageourweaknessestogetustowherewewanttogo.Ourgapsdon’tgetuslost;theyaretheprinciplesandqualitiesthatactuallyhelpusfindourway.

Onlywhenwediscoverthegapsinourleadership,andconfrontourshortcomings,canwebecometrulygreatleaders.

Youmustownbothsidesofthegapsinyourleadership.Youcan’thavethegoodwithoutthebad,youcannotrecognizebeautywithoutugliness,andyoucannotknowhappinesswithoutunhappiness.Allofyourso-calledfaultscanbeyourgreatestassets.Ironically,understandingyourweaknessesisyourgreateststrength.Youhavetoembracethegapsinwhatyouknowinordertoleveragethem.

Toaccomplishthis,youhavetostoppretendingyouaresomethingyouarenot,andyouhavetoownwhoyoureallyare,evenifitmakesyouextremelyuncomfortable.Butifyoucanstandattheedgeofyourleadershipgaplongenough,youwillseethatyouaremadeupofmanyoppositeforces—andthatisbydesign.Onceyouacceptthis,youcanclearthegapsinyourknowledgeandmaketheleaptogreatness.

Trustthatyoucanstandinyourgreatnessagain.Becauseyourgapscontaintheessentialcharacteristicsinthescriptofyourlife,yourjobistolearnwhatthepolaritiesofyourgapsareandhowtointegratethem.Yourchallengeistofindthevalueinthepartsyouthinkarebadandrethinkhowtheycanserveyou.

InTheArtofWar,SunTzuwritesthattoknowyourenemy,youmustbecomeyourenemy.Inthecaseofyourleadershipgap,theenemyisthecompulsioninsideyou,whichyoudon’tunderstandorvalue.

Aslongasyoucontinuetodenythequalitiesthatmakeupwhoyouare,yourgreatnesswilleludeyou.Butbyactivelyandpurposefullyreclaimingyourgaps,youcanleveragethemtobecomethepersonyouaremeanttobe,livethekindoflifeyouaremeanttolive,andcontributeinthewayyouaremeanttocontribute.

Theinsightsyou’lldiscoverinthepagesthatfollowwillshowyouhowtomakeyourinnerlifericher,moremeaningful,andmoreactivelypurposeful.Onceyouunderstandandcanidentifythesevenarchetypesofleadership,youwillbeequippedtoidentifyhowtorecognizethegapsinyourownleadership.Youcanchoosetoletthegapsbecomewider,oryoucanpushyourselftoleveragethemtohelpyoubecomethegreatleaderyouknowyoucanbe.

Don’tletagapstandinyourway.

J

CHAPTERTWO

THEREBEL

Therebelseessomethingthatisn’trightintheworld,andthendoeseverythinginhispowertocorrectit.

ulietteGordonLowfoundedtheGirlScoutsoftheUSAin1912.ItimmediatelystruckachordwithAmericangirlsanditspopularitysoared.

Low’soriginalvisionpromotedself-relianceandresourcefulness,preparinggirlsnotonlyfortraditionalhomemakingrolesbutalsotobeactivecitizensoutsidethehome.Atatimewhenwomenwereexpectedtobefullydedicatedtotheirtraditionaldomesticduties,theGirlScoutsencouragedgirlstoconsiderprofessionalrolesaswell—inthesciences,business,andthearts.

By1918,membershipintheGirlScoutsjumpedto34,000.Halfacenturylater,in1970,itpeakedatnearly4million.Buttheseventieswerechallenging,andby1980,theGirlScoutswasinasteepdecline,losing1millionmembers.1Theorganizationhadbecomelessrelevantandattractivetothenewgenerationofgirls,whichitneededtosurvive.TheGirlScoutshadlostitsdirection.

TheprecipitousdropinmembershipcanbeattributedtothefactthattheGirlScoutswereincreasinglyoutoftouchwiththerapidanddramaticsocialchangesoftheseventies.LeadershipexpertSallyHelgesendescribedtheGirlScoutsofthetimeas“avenerablebutrelativelystaidinstitutioninwhichgirlsdrawnalmostentirelyfromthewhitemiddleclassaspiredtowinhomemakerandstorytellingbadges.”2AndasJimCollins—authorofGoodtoGreat—wrote,“TheGirlScoutswereindangerofgoingthewayoftheHowardJohnsonmotorrestaurants—aclassicAmericaniconofabygoneage,increasinglypassedbyaspeople’sneedsandtasteschanged.”3

Whenanorganizationseekstobreakfreeofthestatusquo,theusualpracticeistolookoutward—tohireanewCEOortopexecutivefromoutsidethecompany.However,asthethreatstotheGirlScoutsgrewincreasinglydire,theypromotedoneoftheirowntothetopjob—awomannamedFrancesHesselbein.

Growingupinthesmallcoal-miningtownofJohnstowninwesternPennsylvaniainthe1920sand’30s,allFrancesWillardRichardseverwantedto

bewasawifeandamother.ShemarriedJohnHesselbein,thenightcityeditoroftheJohnstownDemocratnewspaper,andgavebirthtoason.Francessettledintoalifeofdomestictranquillity,teachingSundayschoolandvolunteeringatherchurch.

OnedayanacquaintanceaskedhertoleadalocalGirlScouttroop,butFrancesturnedherdownflat.Francessays,

IcarefullyexplainedtoherthatIwasthemotherofalittleboyandIdidnotknowanythingaboutlittlegirls.Monthaftermonththewomanapproachedme.Finally,shetoldmeasadstorythat“inthebasementofSecondPresbyterianChurcharethirtyten-year-oldGirlScouts,andthetroopisgoingtohavetodisbandbecausetheyhavelosttheirleader.ShehasgonetoIndiaasamissionary.Isn’tittragic?”Afterlisteningtothislatesttaleofwoe,Isaid,“Allright,Iwilltakethemforsixweeks,andinthemeantimeyouwillfindthemaproperreplacement.”4

Francesrecallsthefranticfirstmeetingwithhernewtroop.“ItwasonaMondaynightthatIwalkedintothebasementoftheSecondPresbyterianChurch.Therewerethirtylittlegirlsscreamingandrunningaround,andforthefirstandlasttime,IputupmyhandandIsaid,‘Iamyourleader.’”

That’swhenFrances’slifechanged.Sixyearsaftersheagreedtoleadhertroop,Franceswasselectedtobethe

newexecutivedirectorforthelocalGirlScoutCouncil.IthadsufferedfrommismanagementforyearsandwasonthevergeofapotentialfinancialdisasterafterUnitedWaythreatenedtosplittieswithit.FranceshealedtheriftwithUnitedWay,installedgoodmanagementpractices,andturnedthecouncilaround,ensuringthatitwouldbeabletoservetheneedsofJohnstown’sgirlsforyearsintothefuture.ThatsuccessputFrancessquarelyontheradarofthenationalorganization,andshewaslaterinvitedtoapplyforthenationalexecutivedirectorposition.

Francesrecallstellingherhusband,John,“I’msendingthemapoliteletterdecliningbecausethey’renotserious.Insixty-sevenyears,theyhaveneverhiredsomeonetothetoppositionfromwithintheorganization.They’renotgoingtostartnow.”ButJohninsistedthatFrancesatleasttalkwiththesearchcommittee.Duringthecourseoftheinterview,Franceswasaskedtodescribethekindoforganizationshewouldcreateifshebecameexecutivedirector.

Idescribedaquietrevolution.Thiswasatimeofgreatsocialchange—peopleweren’tsurehowscoutingcouldberelevanttogirls’lives,especiallygirlsfromtheinnercity.Weneededtochangewiththetimesbyquestioningeverythingexceptthemissionofservinggirlsbyhelpingthemreachtheirhighestpotential.

OnJuly4,1976,theAmericanbicentennial,FranceswasnamedexecutivedirectoroftheGirlScoutsoftheUSA.SheapproachedthenewpositionwithacommitmenttorethinkallsheknewaboutwhatitmeanttobeaGirlScout.Andthenshebeganaremarkabletransformation—somewouldcallitarevolution—movingtheGirlScoutsorganizationforwardtoembraceamuchmorediversemembership,girlswhowerehungryforopportunitiesnotpreviouslyaffordedtothem.

FrancesmadeitthemissionoftheGirlScoutstoreachouttoallgirls—regardlessofraceorsocioeconomicstatus—andtofosterinclusiveness.FrancesbelievedthatanygirlshouldbeabletoseeherselfasaGirlScout.OneofherfirstactswastorethinktheoldGirlScouthandbook,whichwasstuckinthefifties.Shetosseditoutandpublishedfournewhandbooks(eachaimedatgirlsindifferentagegroups)thatreflectedthediversityofAmericanlife.Francessaidatthetime,“IfI’maNavajochildonareservation,anewlyarrivedVietnamesechild,orayounggirlinruralAppalachia,Ihavetobeabletoopen[theGirlScouthandbook]andfindmyselfthere.”5Thenewhandbookswerewrittentoemphasizenewopportunitiesavailabletogirls,particularlyinthefieldsofmath,science,andtechnology.

Inaddition,Francesrethoughtthetraditional,top-downhierarchyoftheGirlScoutsorganizationandcreatedanewstructureofsharedleadership—representedbyconcentriccirclesthatwould,inFrances’swords,“freepeoplefrombeingstuckinlittleboxes.”AccordingtoSallyHelgesen,“Thisnew‘webofinclusion,’asitwouldbelaterdescribed,fosteredcommunicationacrosslevelsanddivisions,enablingteamstocometogetherfromacrosstheorganization,andgivingpeoplescopetomaketheirowndecisions.”6TheGirlScoutorganizationwastransformedtobemoreresponsive,agile,andabletomeettheneedsofanincreasinglydiversegroupofgirlsandvolunteerswhomirroredthecommunitiesfromwhichtheycame.

FrancesHesselbein’srethinkingoftheGirlScoutsledtonewideasandinnovationthatsettheorganizationonafirmfoundationforfuturegrowth.From1985to2005,totalmembershipintheGirlScoutsgrew38percent—to3.8

million,7erasingthedeficitthatFrancesinheritedwhenshetookthereinsoftheorganization.

Thoughshemightdenyit,Francesisarebelofthefirstorder.Shehassaid,“Iamnotarebel—Iamjustsomeonewhoisconfidentinopeningdoors.Ibelievetherearenochallenges—onlyopportunities.Andtobeabletoopenadoorisanopportunity.”

LeadershipArchetype:TheRebel

Irebel;thereforeweexist.—AlbertCamus

Rebelsstartrevolutions—butnotinthewayyou’dexpect.Avoidingrevoltsanduprisings,rebelsarethequietwarriorswhoembarkonqueststoachieveremarkablethings.Theyovercomeformidableobstaclestosavetheproject,theteam,orthecompany.Theyaskthemselves,“HowcanIpushtheenvelope?”

Rebelsareself-assured,confidentpeoplewhoperformextraordinaryactswithgentleformsofdisruption.

Therebel’sstrengthisdrivenbyhisconfidenceandcompetence.Hehastheabilitytoseewhenaprocess,ateam,adepartment,anorganization,oranideacanbeimproved;andhecanputallofhiseffortsandfocusintobringingaboutthenecessarychange—oftenquietly,calmly,andbehindthescenes,withoutmuchfanfareoraccolades.Rebelshelpothersdiscovertheconfidencewithinthem—enlistingthemtotheircause.Rebelsleadfromwithin.

TheKeytotheRebel’sSuccess:Confidence

Itisnotthemountainweconquer,butourselves.—SirEdmundHillary

Rebelsknowtheyaregoodatwhattheydoasleaders,andtheyhavetheconfidencetodrivetheirorganizations,andthepeoplewithinthem,farbeyondtheboundsofthestatusquo.Arebelisn’tnecessarilyloudorantiauthoritarian.Arebelcouldhaveabrilliant,quietpower,likeFrancesHesselbein.

Confidenceisnothinglikebraggadocio.Itdoesn’tcomefromchantingempoweringmantrasintothemirror,orpuffingyourselfupinfrontofothers.Confidencecomesfromskill,knowingthatyouhavetheabilitytogetthingsdone.

Themoreskillyouhave,themoretalentyouhave;themorecompetentyoufeel,themorecompetentyouknowyouare;and—ultimately—themoreconfidentyouwillbe.

Theequationissimple,butourthinkinghasnotbeensosimple.Iknowfromobservingexecutivesthat“playingtoyourstrengths”isinsufficient.Ofcourse,youcanoftengetresultsbydoublingdownonyournaturalcapabilities.Butallsuccessfulprofessionalscultivateaportfoliooftraitstheycandrawfrom.Theydonotexecutethesameplayoverandoveragain.

Thetruthisthatthemostsuccessfulamongus—thepeoplewhoearntheirsuccessthehardway—arealsothemostcompetentamongus.

Wehaveboughtintotheideathatconfidenceequalssuccess;andweareconstantlybombardedwithquotes,blogposts,columns,andarticlesthattellusthatallweneedtosucceedistoturnuptheknobonourpersonalself-confidencemeter.Thisisdefinitelynotthecase.

Hereareafewexamplesofaffirmationspeoplemistakenlybelievewillgivethemtheconfidencetheyneedtosucceed:

Confidenceissomethingyoucreatewithinyourselfbybelievinginwhoyouare.

Thesecrettosuccessisbelief.

Ifyoubelieveit,itwillhappen.

Mostofthesemessagesgiveusanincompletereality.AccordingtobusinesspsychologyprofessorTomasChamorro-Premuzic,“Biographersarequicktoattributethesuccessofeminentpeopletotheircolossallevelsofconfidence,whiledownplayingtherolesoftheirtalentandhardwork,asifitwereinanyone’shandsormindstoachieveexceptionallevelsofsuccessmerelythroughsheerself-belief.”8

Wethinkconfidencecomeseasybutitdoesn’t.

Wethinkconfidencebringsussuccesswhenitdoesn’t.Wethinkconfidenceisallweneedtodowellonthejobandinourlives

when,inreality,itisconfidencecombinedwithcompetencethatmakesleadersgreat.

EntrepreneurandinventorElonMuskdidnotfindsuccessbuildingbusinesseslikeTesla,SpaceX,andSolarCityonlybecauseofhisconfidence.Hefoundsuccessbymerginghisconfidencewiththecompetencehegainedthroughhisuniversitystudiesinphysicsandeconomics.Combinedwithhisdeeplyheldbeliefinthecausesthathiscompaniesrepresent—electricvehicles,spacetravel,solarpower—Muskisquitewillingtoputhisreputationandhismoneyontheline.Musksays,“Ifsomethingisimportantenough,eveniftheoddsareagainstyou,youshouldstilldoit.”

KiranMazumdar-Shaw,founderandCEOofBiocon,iswidelyconsideredtobetherichestwomaninIndia.Afterherfatherrefusedtopayforhermedicalschooleducation,Kirandecidedtobecomeabrewmaster—ajobmanyconsideredthesoleprovinceofmen.WhenshereturnedtoIndiatobecomeabrewmasterafterhertraining,shequicklydiscoveredthatshewasnotwelcomeintheindustry.Soshedecidedtolearnhowtoproduceenzymes,andstartedanewcompany—Biocon—inthegarageofahousesherentedforthebusiness.Thecompanygrew,branchingoutintopharmaceuticalsandotherproducts.TodaythecompanythatKiranMazumdar-Shawfoundedhasannualrevenuesofmorethan$460billion.

SirRichardBranson,founderoftheVirginGroup—whichcomprisesmorethanfourhundredcompanies—droppedoutofschoolattheageofsixteen,ingreatpartbecausedyslexiamadelearninganincrediblechallengeforhim.However,thisdidnotstophimfromachievingaremarkablyhighlevelofbusinesssuccess.Bransonlearnedtosurroundhimselfwithpeoplewhoarebetterthanheisatspecifictasks,andhehasleveragedthattohisadvantage.Whenyoudon’thavecertainskills,youhirethepeoplewhodo,andthesuccessesgainedbuildconfidence.

Achievingthesuccessyouwantinbusinessandinlifetakescompetenceplusconfidence.I’mcertainthatMusk,Mazumdar-Shaw,andBransonallwentthroughperiodsofself-doubt.Bransonhadbusinessesgobankrupt;Mazumdar-Shawwasturnedawayfromthebrewingindustrythatshehadtrainedfor;Muskhashadrocketsquiteliterallygoupinflames.Butinsteadoflettingfailureorthepossibilityoffailurecompletelyderailthem,theytriedagainandagain.Allthreetookconfidentactionandlearnedfromtheirfailures.Theyrecalibratedtheireffortsandeventuallyclaimedsuccess.

Confidenceisbelievingyouareable.

Competenceisknowingyouareable.

TheRebel’sLeadershipGap:Self-Doubt

Donotallownegativethoughtstoenteryourmindfortheyaretheweedsthatstrangleconfidence.

—BruceLee

JeffreyistheCEOofalargeaerospacecompanyinEurope.Toeveryonewhoknowshim,Jeffreyisarebel—notjusttoday,buteveryday.Heisconfidentandcompetent,hasmanyresponsibilitiesbothinandoutofwork,andthousandsofpeoplerelyonhim.SometimesthepressureofhispositionisparticularlydifficultforJeffreytobear,buthealwaysmanagestoworkthroughitandkeepafirmhandonthetillerofhiscompany.ThecompanyislockedinaperennialbattlewithAmericanaerospacecompanies,andarecentstringofaccidentshasbroughtthered-hotspotlightofmediaattentiontoJeffrey’sfirm.

Onthedayofourmeetingsomemonthsago,JeffreylookedmoreseriousandworriedthanIhadeverseenhiminalltheyearswehadworkedtogether.Icouldseehedesperatelyneededtotalk,andIaskedhimhowhewas.

Myquestiontriggeredanimmediatereaction.Jeffreydidnotwanttotalktomeabouthowhewas—hehadmuchmoreonhismindthanthat.Hemovedcloser,asifheweregoingtotellmeasecret.Iimmediatelybecameconcerned.WasJeffrey’spositionwiththecompanyinjeopardy?Didsomethinghappensinceourlastcoachingsession?Wastheboardofdirectorsabouttolethimgo?Whywasmyclientactingsostrangely?

Heleanedintowhisper,“I’mafraidtheywilldiscoverIamanimposter.”Despitehispositionatthetopoftheorganization,thehard-wonsuccesses

overtheyears,thepowerfulpeopleheinteractedwith,thedealsthatweremadeconstantly,andhisimpressivewealth,Jeffreywasplaguedbyself-doubt.Andhehadcomeface-to-facewithhisleadershipgap.

“Iamanimposter,andsomedaypeoplewillfigureitout.Thatfrightensmetothecore.”

“Inwhatwayareyouanimposter?”Iaskedhim.

“Allthissuccess,”hetoldme,“Iamnotworthyofanyofit.Allthiswealth,Idon’tdeserveit.Alltheaccolades,Iamnotentitledtothem.Isitinaroomwithveryimportantpeople—smartpeople,peoplewhoaremorecapablethanIam—andIsometimeswondertomyself,‘WhatamIdoinghere?WhyamIhere?Whyaretheylisteningtome?’Theyaremoreimportantthanme;theyaresmarter,better,faster,andwiserthanIwilleverbe;andyettheyarelisteningtome,Iamleadingthem.It’sonlyamatteroftimebeforetheyfigureoutthatIamnotworthyofthisposition.”

Itwasn’tthefirsttimeIhadheardthissameconfessioninmycoachingpractice.Thisisacommonleadershipgap:Accordingtoresearch,99percentofusfeellikeimpostersatleastonceinourlives.

“Ninety-ninepercentofthepeopleintheworldwhoarehighachievers,andwhoareextremelysuccessful,andhavemadeittothetoparejustlikeyou,”Isaid.“Theyfeellikeimposters.Wheredoyouthinkthesaying‘Fakeit’tilyoumakeit’comesfrom?”

Helookedatmeandasked,“Seriously?”Inodded.“Mostofthepeopleyouworkwithdoubtthemselves,andmanyof

themosttalentedleadersIcoachdoubtthemselvesandtheirabilitiesonadailybasis.Theyfeeljustlikeyoudo,buttheywouldneveradmitittoothersbecausetheyaredeeplyafraidofbeingexposed...justlikeyou.”

Irrationalself-doubt—whichtakestheformoftheimpostersyndrome—takesnoprisoners;itdoesn’tcarewhateconomicorsocialbackgroundyoucomefrom,whatfieldorpositionyouarein,orwhattalentsorabilitiesyoumayhave.Itcanbeespeciallyhardonhighachievers—especiallythosewhoarerepressingtheirabilitiestoberebels.

Ironically,thosewhosufferfromtheimpostersyndromehavegenerallydoneeverythingtheyshoulddotobesuccessful.Theydidwellatschool,earnedtheirdegrees,advancedtheircareers,andoftenreachedtheverytopoftheirorganizations.

Sowhywouldanyonewhohasachievedgreatsuccessfeellikeanimposter?Thetruthisthatpeoplewhobelievetheyareimpostersdon’tfeeltrulycompetentorthattheydeservetheirsuccess.Theimpostermakesthembelievethattheyhaveattainedsuccessbygettinglucky,simplybybeingintherightplaceattherighttime.Thesepeoplemaybelievetheyworkedveryhardforwhattheyhave,buttheyneverfeelthattheyhaveprovedthemselves,andneverseethatitwastheircompetencethatactuallygotthemthesuccesstheydeserved.

Weallknowthesepeople.Themedicalstudentwhoconfessestoyouoverafewbeers,“Theonly

reasonIgotintomedicalschoolisbecausemydadisawell-knowndoctorand

myparentsdonatedalotofmoneytotheschool.”Orthefemaleexecutivewhotellsyouprivately,“TheonlyreasonIgotthejobisbecausetheyneededtofillthequotaforwomen.”

Iseemenandwomenwhohaveeveryreasonforbeinginthetoppositionsoftheirorganizations,buttheycan’tovercometheleadershipgapthat’skeepingthemfromtheirgreatness.Theycarrytheburdenofaverydeep,darksecret:thebeliefthattheydon’tmeasureupandthattheyarenotascompetentasothers.

Theyneverbelievethattheirsuccesscomesbecauseofwhotheyareandwhattheyarecapableof.Fearanddoubtarenormal,butwhenyoudoubtyourcapabilities,itisimpossibletobeconfident.

Ifyouhavefailedinthepastbecauseyoufeltlikeanimposter,youarenotalone.

Ifyouhavefeltlikeyouareafraud,youarenotalone.Themindwilldoeverythinginitspowertoprotectusfromourtrueselves,

thinkingthatthisistherightthingtodo.Theonlywaywecanbuildtheconfidenceandthecompetenceweneedtosucceedinlife,career,andbusinessistoconsiderhowthemindoperatesandwhatourthoughtsarereallytellingus.

TheRebel’sLeadershipGapArchetype:TheImposter

Itisbecauseweareallimpostersthatweendureeachother.

—EmilCioran

Theimposterarchetypeisexpressedinavarietyofdifferentpersonalitiesthatcreategapsinourleadershipandkeepusfromachievinggreatness:

Fraudsbelievethattheydonotdeservesuccessandthattheyarepretenders.Fraudsareconstantlyriddenwithguiltandfeelashamedaboutsomething,andtheydon’tbelievetheyareassmartaseveryonethinkstheyare.Theydon’tthinktheydeservetoppositionsintheirorganizations,andtheyalwayswonder,“Whenwilltheothershoedrop?”

Perfectionistsbelieveanyoutcomeshortofperfectionisadismalfailure.Thisbeliefunderminestheirconfidenceandsetsthemupforfailure.Thereisnosuchthingasabsolute,unchangingperfection—whenyouhavetobethebestat

everything,youarethebestatnothing.Perfectionistsdon’tstopuntilwhatevertheyareworkingonisperfect,evenifthatmeansspendingextrahours,days,orweekstoreachthisextraordinarilyhighstandard.

Operatorshavealistofallthethingsthatneedtogetdone,anddon’tfeelgooduntileverythingisworkingsmoothly—whichmayneverhappen.Likeperfectionists,operatorsarerelentlessaboutgettingtheworkdone—perfectly—ortheyfeelworthless.Itisimpossibleforonepersoninanorganizationtodoalltheworkalone,sooperatorssetthemselvesupforfailure.

Pleasersthink,“AmIgoodenough?DoIaddvaluetopeople?IfIdon’taddvalue,Iamworthless.”Beneathitall,pleasersthinkitisimpossibleforpeopletolikethem,sotheydoeverythingtheycantomakepeoplelovethem.Domore,bemore,contributemore—whenotherstakenotice,theycanthinklessbadlyofthemselves.

Comparerscan’tstopremindingthemselvesthatsomeoneissmarter,better,faster,leaner,andwiserthantheyare.Comparersliveinaworldofconstantenvyandhaveatendencytobeharshandjudgmental.Tryingtoavoidnotice,theycreateacocoonofsafetybyturningthespotlighttoothers.Withsuchanunhealthystateofmind,thelifeofacomparerisanexhausting,unendingcycleofnevermeasuringup.

Saboteurshaveavoiceoffear—notjustfearoffailure,butfearofsuccess.Saboteurshaveawayofshowingupeverytimesignificanceknocksandgreatnessisatthedoor.Theyaresofrightenedoftheirowngreatnessthattheywilldoanythingintheirpowertokeepplayingsmall,inordertoprotectthemselvesfrompossiblefailureandshame.Thisismisguidedandincrediblyself-destructivewheninfullbloom.

LeveragetheImposterWithin

Nooneisgoingtopaymuchattentiontothepersonwhohasnoconfidenceinthemselves.

—NapoleonHill

Westandabetterchanceofdevelopingconfidencewhenwerethinkwhatwethinkweknow,changethewayweseeourselves,andcultivateastrongcasefor

ourcompetence,ourtalent,andourhardwork.Overcomingtheimpostergapbeginsbybreakingthechainofself-doubtand

understandinghowtheimpostersyndromesuffocatesandshacklesus.Butchangeisnotalwayseasy,especiallywhenthepatternsofourliveshaveexistedforsolong.Changerequiresrethinkingwhatweknow—theold,outmodedthoughts,patterns,andbeliefsthatwe’vecarriedforsolonginourminds—andadoptingnew,morepositivethoughts,patterns,andbeliefs.

Ifyoubeginslowly,takingononethoughtofnegativeself-talkatatime,Iassureyounocalamitieswilloccur.Youwillprobablyfeelthatagreatburdenhasbeenliftedfromyourshoulders.Whenyouchallengeyourthoughts,patterns,andbeliefs,youwilllearnhowtobelessconcernedaboutyourdoubts.Youwillbecomemorefearlessandunguarded,ratherthananxiousandfilledwithworries.

Asthishappens,youwillfeelfarlesslikeanimposterandmorealignedwithyourcompetenceandyouraccomplishments.Confidencedoesn’tcomefromsayingthethingsyoucando—itcomesfromdoingthethingsyouknowyoucando.

Here’showtoleveragetheimposterwithinyou:Stopcomparingyourselftoothers.Therewillalwaysbepeoplewhoareinfrontof

youandbehindyouwhoaredoingbetterthanyou.Everyone’ssuccessstoryisdifferent,andyourswillalwaysbeuniquelyyours.Insteadofalwayslookingatsomeoneelse’saccomplishments,focusonhowfaryouhavecomeandstriveforcontinualself-improvementinyourownleadershipdevelopment.

Remindyourselfthereisnosuchthingasperfect.Peoplewhofeellikeimpostersholdthebeliefthattheyneedtobeperfect,butbeingaperfectionistsetsyouupforcontinualfrustrationbecauseit’sunattainable.“Perfect”isn’treal,andundernocircumstancewillyoueverbeabletomasterthisunachievableideaofperfection.Ifyouaresufferingfromalackofself-confidence,andithasledyoutofeellikeanimposter,realizethatlifeandleadershiphavetheirsuccessesandfailures.Remindyourselfthateventhemostsuccessfulpeoplehavefailedintheirlives—manyofthemnumeroustimes.Makeapointtoseekexcellence—notperfection—andconsiderafailuretobealearningopportunityandyourgreatestteacher.

Makealistofyouraccomplishments.Weoftenoverlookhowfarwehavecomebytakingwhatwehaveaccomplishedforgranted.Takemeasureofyourlife,andrealizethatyouhaveovercomemanyobstaclesandthatyouhaveenjoyedgreataccomplishments.Placeyourwinsinplainsightsoyouareremindedofthemregularly.Manypeoplespendmoretimelookingattheirfailuresthanfocusing

ontheirsuccesses.Remindyourselfeverydayofthethingsthathavegonerightforyou,andyouwon’thavetimetothinkofwhatwentwrong.

Createaninnercirclethatsupportsyou.Oftenyouareyourownworstenemyandthelastonetorecognizeandacknowledgeyourselfforyourabilitiesandcapabilities.Thisstemsfromtheideaprogrammedintousthatitiswrongtotalkaboutourachievementsandthatweshouldbehumble,becauseotherwisewewouldbeperceivedasbeingfullofourselves.Createaninnercircle—yourownfanclub—thatwillsupportyouthroughthickandthin.

Whenyouleveragetheimposterwithin,youcanmakeityoursignatureforcultivatingconfidencetobetherebelwithacause.

BecomingaRebelLeader

Everymanwhohasshowntheworldthewaytobeauty,totrueculture,hasbeenarebel,a“universal”withoutpatriotism,withouthome,whohasfoundhispeopleeverywhere.

—ChaimPotok

Beforeyoucanbecomearebelleaderyoumustrethinkwhatarebelis.Arebelleaderissupremelyconfidentbutcanbeagentlewarrior,too.

Arebelistheexecutiveassistantwho,frustratedbyhernonresponsiveboss,coordinatesameetingwiththecompany’svicepresidentstohelpherdevelopastrategyforbringingaboutchange.Arebelisthemanagerofateamraisingmoneyforphilanthropiccauses;heaskshisteammemberstoconsidernotonlyraisingmoney,buttobepartofthecontributionpool.Arebelisthesecurityguardwhohasadvocatedformoreinternalsecurityforyearsbutwhoseideashavebeenignoredbymanagementoverandoveragain,sohesetsasidesomeofhispersonaltimeeachweektoteachandguideemployeesontheimportanceofsecurity.

Areyousomeonewhoembarksonaquesttoachieveremarkablethingsinquietwaysbutwithmeaningfulresults?Doyouseeyourselfdrivenbyadeepdesiretorightwrongs,solveintractableproblems,andmakealastingdifference

intheworldaroundyou?Rebelsdonotseekfanfareoraccoladesbuttrytocontributeinmeaningfulways.

Taketheseactionstoovercomeyourleadershipgapandtoachieveyourgreatnessasarebelleader:

Cultivateself-awareness.Leadingwithconfidenceisnotaboutalwaysknowingtheanswers;it’saboutknowingwhatyouknowanddon’tknow.Tobearebelleadermeansbeinghonestwithyourselfaboutyourcompetenceandyourpersonalstrengthsandweaknesses;neitherunderestimatenoroverestimateyourcapabilities.Beawareoftheleadershipgapofself-doubtbecausetheworstenemyofconfidencewillalwaysbeyourinsecurities.

Assessyourskills.Asaleaderinpursuitofgreatness,it’scriticaltoobjectivelyidentifyyourskillsandcompetencies,andconstantlyworktoimprovewhatyoucantobecomewhatyoubelieveyoucanbe.

Partwithbeingperfect.Strivingforperfectionwillnotgetyoutoyourgreatness.Perfectpeoplearen’treal,andrealpeoplearen’tperfect.Becomingagreatleaderdoesn’tmeanperfect.Itonlymeansyou’reabletolivewithyourimperfections.

Stopcomparingyourselftoothers.Whenyoucompareyourselftoothers,andarebeingcriticalaboutyourself,thisisneverconstructive.Whenyoucompareyourselftoothers,itisabattleyouwillneverwin.Thegreatnessyouseekisinunderstandingthatyouwillneverbeanyoneelse,andnooneelsewilleverbeyou.

Learntobeadaptable.Intoday’sbusinessenvironment,adaptabilityisanimportantelementofyourleadershipskillset.Onanygivendayyoumightbecollaboratingwithyourteam,andthenexthouryoumightbepresentingtotheboard,ordealingwithadisgruntledcustomerorclient.Whateverthesituation,it’skeytobeadaptable,tobeflexible,andtohavetheconfidencetothinkfastonyourfeet.Greatleadersgowiththechangeasthechangeishappening.

Staystrongwhentherestgoweak.Greatleadersstaystrongandconfidentwhenthingsbecomemostchallenging.Notonlydoesconfidenceallowyoutomakethetoughdecisionsthatpeopleexpectfromastrongleader,butitreassuresandrealignsthosearoundyouwhosometimeshavedoubt.

Bedrivenbyacause.Attheheartofeveryrebelisthebeliefthatyoucancontributeinameaningfulwayandmakeadifferenceinthelivesofthosearoundyou.Rebelslookforworthycausesandopportunitiestomakeapositiveimpact.

GREATREBELLEADERS

RosaParksfamouslytookaseatonabus,inconfidentdefianceofinstitutionalizedracialdiscrimination.

ElonMusktakesrisksthatotherCEOswouldn’tevenconsider,andasaresultheinspirestheworldtorethinkeverything,fromthecarswedrive,tohowwepowerourhomes,tothefutureofspacetravel.

GloriaSteinemhastheconfidencetoquestionsocialnormsandchallengelong-establishedexpectationsofwomen.Herconfidencehasmotivatedmillionsofwomentoexpressthemselvesandchallengethestatusquo.

Everyorganizationandeverycompanyneedsrebelswiththeconfidenceandcompetencetoleadteamstoplacestheymaynotgoontheirown.Becomingagreatrebelleaderbeginswithclosingtheleadershipgapwithinyouandovercomingself-doubt.Donotallowyourinnerbeliefsaboutyourselftokeepyoufromachievingwhatyouknowyoucan.Embracetherebelwithin;knowyouaredeservingandcapable.Beresponsibletoyourselfandaccountabletoothers.Leadasarebelbyencouragingeachmemberofyourteamtodiscoverhisowninnerrebelandbringittobearonhislifeandwork.

You’llfindyourgreatnessthere—justbeyondyourself-doubt.Goandclaimit.

RecognizingYourselfintheRebelArchetype

Therebelisconfidentaboutacauseandiswillingtoopposethestatusquoinordertosavetheday,team,company,andorganization.Therebeliswillingtostandupforsomethingbiggerthanhimself.

Areyouarebel?Askyourselfthesequestions:

Inwhatwaysdoyouresistthestatusquo?

Whatareyourkeyobjectivesasaleader?

Whatgetsinthewayofyourconfidence?

Inwhatwaysdoyouassertyourindependence?

Whatdoyoubelieveinsostronglythatyouarewillingtofightforit?

Whendoyoufeellikeanimposter?

Doesself-doubtplagueyou,andifso,underwhatcircumstances?

T

CHAPTERTHREE

THEEXPLORER

Theexplorerknowswhentorelyonhisanalyticalmind,andwhentorelyonhisintuitivemind.

hemorningofApril24,2013,wasthesameasanyotherinDhaka,thecapitalofBangladesh.Thehightemperaturewaspredictedtobe91degrees

fortheday.Theskywashazy,andthestreetswerealivewiththerattleandhumofpeoplerushingtotheirjobsinlocalbusinessesandfactories.TheRanaPlazabuildingcomplexinDhakawasoneofthesefactories,producingasteadystreamofinexpensivegarmentsforavarietyofdifferentcompaniesaroundtheworld,includingBenetton,Bonmarché,Walmart,andothers.1

At8:45a.m.,withoutwarning,thepowerwentoutandfivegeneratorsstartedup,shakingthebuilding.2Momentslater,therewasaloudexplosionandtheeight-storyRanaPlazabuildingcollapsed,leavingthefirstfloorintact,butcrushingeverything—andeveryone—inbetween.AccordingtoManzurAhsan,afiremanwhowasatthesceneofthetragedy,thebuildingwas“stackedlikeslicesofbread.”3Inside,morethan3,000peopleweretrappedintherubble—somealive,somedead,andmanymorecriticallyinjured.

Alltold,1,134workersinRanaPlazadiedasaresultoftheinjuriestheysustainedinthebuildingcollapse.

Anoceanofclothingisproducedinnear-slaveryconditionsaroundtheworldbymanymillionsofpeople(85percentofwhomarewomen),ofteninsteaming-hot,overcrowded,andunsafefactoriesandhomes.Industryestimatesindicatethatsomewherebetween20and60percentoftotalgarmentproductionworldwideisaccomplishedbyhomeworkers.AccordingtojournalistLucySiegle,thesehomeworkers—oftenhelpedbytheirchildren—are“hunchedover,stitchingandembroideringthecontentsoftheglobalwardrobe...inslumswhereawholefamilycanliveinasingleroom.Theylivehandtomouth,presidedoverbymiddlemen,tyrannicalgo-betweenswhohandoversomeofthelowestwagesinthegarmentindustry.”4

Thissituationraisesamoralquestion:Shouldthousandsofpeopleindevelopingcountrieshavetoliveinpovertyandgivetheirliveseveryyearto

allowustobuycheapclothing?ForSafiaMinney,founderandCEOofthefashionlabelandretailerPeopleTree,theanswerisanunequivocalno.

SafiagrewupintheUKwithaloveofdesign,textiles,anddocumentaryphotography.Herfather(whodiedwhenSafiawassevenyearsold)wasMauritianandhermotherSwiss.Hergrandmotherwastrainedinembroiderydesignatayoungage,andSafiawasinspiredbyherintricate,hand-stitchedwork.Abookofherfather’s—TheFamilyofMan—sparkedalovefordocumentaryphotography.“Asachild,”saysSafia,“Ilovedthewayitportrayspeoplefromthedevelopingworldsasgenuinelyhappyandresilient,notdowntrodden.”5

Asateenager,Safiaworkedatalocalmarket,andshemaderegularvisitstocharityshopstopickthroughtheclothing,lookingforfashiongems.“Atseventeen,inmyfirstjobinLondon,”saysSafia,“I’dspendmytinysalaryonclothingthatotherpeopledidn’twant—Ireallydevelopedmyeyeforfabricandprintthen.”6

Alreadyanexplorerasateenager,SafiaMinneyfoundedPeopleTreeinJapanin1991,withtheexpressmissionofturningtheglobalgarmentindustrybusinessmodelupsidedown.Shesawhowfastfashionwasexploitingandmanipulatingtheworld’smostimpoverished,andshewasinspiredtodosomethingaboutit.Disturbedbytheknowledgeofwhatwascausingharmtosomanypoor,Safiabuiltthefirstclothingcompanyintheworldtoguaranteefair-tradestandardsandenvironmentalproductionpracticethroughoutitssupplychain.Insteadofexploitingworkers,PeopleTreecommittedtodoingbusinessinawaythatprotectshumanrightsandsupportsenvironmentalinnovationintheclothing-manufacturingprocess.Safiasays,“Wearedeeplycommittedtoempoweringthepoor,protectingtheenvironment,andchangingthekindofworldwelivein.”

ForSafiaMinney,rethinkingthebusinessoffastfashioninspiredanewparadigmthatismoresustainable,moreprofitable,andmuchmorefairtotheworkerswhoproduceit:slowfashion.Accordingtothecompany,

PeopleTreeisadifferentkindoffashionbusiness.Wegivecustomersanalternativetofastfashion.Thefastfashionindustryisfueledbyinsatiabledemandforcheapclothingandaccessories.Fastfashionhasadevastatingimpact,fromsweatshopsandchildlabortopollutionandglobalwarming.SlowFashionmeansstandingupagainstexploitation,familyseparation,slumcitiesandpollution—allthethingsthatmakefastfashionsosuccessful.7

LeadershipArchetype:TheExplorer

Mancannotdiscovernewoceansunlesshehasthecouragetolosesightoftheshore.

—AndréGide

SafiaMinneyisaconsummateexplorer,drivenbyintuitiontocreatenewparadigms.Explorersarethepathfinders,pioneers,andseekerswhodriveorganizations,communities,andthehumanraceforward.Theyaredissatisfiedwiththewaythingsare,andarerestlesstofindnewapproaches,newsolutions,andnewventures.Explorersusetheirintuitiontotesttheboundariesandlimitsofwhatisknown.Theyrejectthestatusquoanddoingthingsjustbecausethey’vealwaysbeendonethatway.Theyask,“WhatcanIdiscover?”

Asanexplorer,youareobsessedwithrethinkingthewaythingsarecommonlydone.Youquestionconventionalwisdom,andaremotivatedtoreassessprocessesandestablishnewbusinessmodelsinsearchofinnovationandimprovement.Theexplorerrejectsold,dysfunctionalwaysandiseagertoadoptbreakthroughideas.Ifyouareanexplorer,youareguidedbyintuition.Youareconstantlythinkingandrethinkingwhatyouknow,andyouinstinctively—almostautomatically—knowwhattodo,whatcomesnext,andwherethingsaregoing.

TheKeytotheExplorer’sSuccess:Intuition

Knowledgehasthreedegrees—opinion,science,andillumination.Themeansofinstrumentofthefirstissense,oftheseconddialectic,ofthethirdintuition.Thislastisabsoluteknowledgefoundedintheidentityofthemindknowingwiththeobjectknown.

—Plotinus

Explorersareintuitive—theylistentotheirinnervoiceandtheirgut,andusetheknowledgegainedtomakedecisions.Insteadofrelyingonlyontheirrationalthoughtprocesses,theybalancetheirthinkingwithastronginfusionofintuition.Explorersareextremelyimportantfortheadvancementofhumanity,ourorganizations,ourleadershipteams,andourcommunities.Explorersconstantlylookforwaystomakeadifference—bothsmallandlarge—andtheywanttochangepeople’slives.

Whensomeoneknowssomethingintuitively,hefeelsandknowsitwithcertainty.Itismuchmorethanahunch;itisavisceralknowledgethat,ifgivenattentionandcredence,canbecomeusefulinthinking,producingnewideasandinnovations,andmakingdecisions.

Intuitionmeansdifferentthingstodifferentpeople.Somecallitagutresponse.Otherscallitaburstofgenius.Somecallitabreakthrough.Thelanguageofintuitionisshortandconcise,anditusuallyshootsthrough

yourmindintheformofacommand.“Iwantthis.”“Itfeelsright.”“Ican’tdoit.”“Itfeelswrong.”Takeacloselookatthesestatements—doyounoticeanythinginparticular

aboutthem?AccordingtoauthorMaryGoulet,werecognizethembecausetheyareintuitive;theyarestatementsthatareconciseandsimple—usuallyjustfivewordsorless.8Themomentyouaddonthewordbecause,yourmindhasshiftedfromintuitiontobecominglogicalandanalytical.Ithappensinasplitsecond—soquicklythatyoudon’tevennoticethetransition.

Intuitiondoesn’tmakeusconfused;itdoesnotmakeusdoubt.Itfeelsclearandconcise.

Intuitiondoesn’tgiveusreasons.Itwon’ttellyouwhy,where,orhow.Adecisionmadeusingourintuitionusuallyhasnoagendaandnoemotional

attachmenttoanyparticularoutcome.Itjustknows.Itjustfeelsright.Intuitionisknowledgebasedonexperience,storeddeeplywithinthebrain,

andavailablequicklyandondemand.Itisawayofknowingthatstilldefiesrationalexplanation,althoughresearcherscontinuetolookforcluesonhowitoperates.

It’sclearthatthesesnapjudgments—theseglimpsesofintuitivepower—areoftenextremelyaccurate.Whencombinedwithouranalyticalmind,thedecisionsthatresultcanchangetheworld.

Here’showtocultivateintuition:Answersaretherewardsofwisdom.Learningneverends.Themoreyoulearn,the

moreyouknow;themorewisdomyouaccumulate,themoretheanswerswillseemobvioustoyou.

Youmustfillthearsenal.Thenatureoftheexploreristoaccumulateanarsenalofproficiencies,sothatwhenyoubumpupagainstaproblem,yoursolutionscomequickly,swiftly,anddecisively.

Trustyourinnersense.Intuition,oryourgutinstinct,isyouromnipresentsixthsense—andjustasimportantasthestandardfive.Intuitioninformstheprocessofself-communication,movinginformationfromthesubconsciousmindtotheconsciousmind.

Knowyourproficiencies.Assesswhatyouarecapableofdoingandwhatyoustillneedtolearntogetthejobdone.Havetheinsighttoknowwhentotakeactionandwhennotto.

Takedecisiveaction.Explorerstrustthemselvesimplicitly.Theyrelyontheirintuitiontotakeaction.Whenyourintuitionisstrong,followit.

TheExplorer’sLeadershipGap:Manipulation

Therearethosewhoseprimaryabilityistospinwheelsofmanipulation.Itistheirsecondskinandwithoutthesespinningwheels,theysimplydonotknowhowtofunction.

—C.JoyBellC.

Asaconsultant,I’moftenaskedtoworkonbusinessstrategieswithorganizationsandcompanies.Thesestrategiesarecreatedinworkshopswhereparticipantsaregiventheassignmenttodevelopacompellingbusinesscaseforchange.Theyarealsotaskedtocreateadetailedimplementationroadmap,efficientlyandeffectivelymanagethechangeprocesswithintheorganization,andmeasureprogressagainstrelevantmetricswhilebuildingalignmentacrosstheirorganizations.

Theseworkshopsusuallybringtogetherthemostimportantpeopleintheorganization—includingtheleadershipteam,andsometimesoperations,finance,

humanresources,andinformationtechnology—allworkingtogetherduringanintenseweekofmeetings.

Thesestrategysessionsaredemanding,andasaconsultant,Iamhiredtoaskthehardquestionstogettherightanswers.TheprocesstodevelopstrategiesisdifferentforeveryorganizationIworkwith,andIhavelearnedtobepatientwiththeprocess.Intheend,itisalwayssuccessful.

Oneworkshopinparticular—conductedforalargepharmamultinationalwithanamealmostanyoneintheworldwouldrecognize—wasespeciallydifficult.

Themeetingswereheldoff-site,atalargeconferencefacilityinthefoothillsoftheRockyMountains.Theairwasclearandthelocationquiet,andwemadeapointofturningoffoursmartphonesandlaptopssowecouldputourfullenergyandattentionintosolvingtheissuesbeforeus.

Onthefirstdayoftheworkshop,theconversationswereintense,andtheinteractionswereharsh.Therewaslittlealignmentwithinthegroup.Noonecouldagreeonthebestwaytomoveforward.Thecompany’sCEO—Oskar—justwantedtotalknumbers.Andhewasadamant.

Astheworkshopfacilitator,Iwasresponsibleforcreatingtheelementsofthestrategicplanwiththeteam.Thereweremoretoughconversationsthroughoutthesecondday,andasitwascomingtoaclose,Ireviewedourprogress(orthelackthereof)anditbecameveryclearwherethisgroupneededtogo.

OskarwasadysfunctionalCEO.Hewascertainheknewbetterthanothers,andheusedmanipulationtogetwhathewanted.Heignoredtheneedtomakehispeoplefeelimportant,andhefailedtogivethemthevisionandguidelinestheyneededtobuildaneffectivestrategy.Iknewthattherewasatremendousleadershipgapandthatifwecontinueddownthisroadwewouldnotsucceed.Ihadtoconvincehimtodramaticallychangehisapproach.

GivenOskar’spenchantforthehardrealitiesofanalytics,data,andnumbers,hewasnotgoingtobeapushoverforanysoftsuggestionImighthave.Oskarhadrisenthroughthecompanyranks—startingasasummerinternwhilehewasincollegeandworkinghiswayupfromthere.Hewasalwayssureofwhathewantedandhowhewanteditdone,andthismorningwasnodifferent.

“Let’sgetthisdone,”hesaid.“Wejustneedtoimplementwhatwehavedonebefore—itworkedlastyear.”

“Wecan’t,”Isaid.“Whynot?”askedOskar.“Becausemostofyourpeopleworkedhard—no,theyworkedreallyhard,”I

replied.“Buttheonlydefinitivedirectiontheygotfromyoulastyearwasto

makemoremoney.Thatwillnotworkthisyear.Lastyearyougotlucky,butthisyearyouwon’tbesofortunate.Peoplewantmoredirectionfromyou.

“Thingsarechanging,”Icontinued.“Themarketsaremorevolatile,customersaremorefinicky,andglobalizationwilldrivethisorganizationtobefaster.Youhavetotakethisallintoaccount—youcannottellyourpeopletojustmakemoremoneyandexpectthemtounderstandexactlywhattheyaresupposedtodo.”

“Itwillwork,”hesaid.“Italwaysworks—thenumbersaddup.”“It’snotalwaysaboutthenumbers,”Itoldhim.“Therearemanymore

variablesatworkinyourorganization—notleastofalltheneedsofyourpeople.”

ButtheCEOremainedfirminhisthinking,andIcontinuedtopushhimtorethinkhisposition.Ipointedoutthegapinhisleadership,andIdidn’tbackdown.

“Maybeyoudon’tknowhowmuchbetteritcanbe,”Iventured.“Ifyoukeepdoingwhatyoudo,butwithmoredirection,yourpeoplecouldperformevenbetterthisyear.Don’tyouwanttoseethat?”

Oskarwasn’tabouttobackdowneither.“Thenumberswork,”hesaid.“Creatingasuccessfulorganizationisn’talwaysaboutrepeatingwhatyou

didlastyear,andit’snotalwaysaboutusingyourrationalthinking,”Iexplained.“Noteverythingispresentintheanalytics.Youhavetotakeeverythingintoaccount—yourpeople,yourprocesses,yourpractices.Youhavetogiveyourpeoplesomethingtheycangrabonto.Whatyou’redoingwon’twork.”

BeforeOskarcouldcounteroncemore,Imadeasuggestion.“Bringintherestoftheteam,”Isaid,“butthistimedon’tmanipulatetheconversation,anddon’texploityourleadershipposition,andlet’sseewhattheysay.Infact,encouragethemtoexploresomeoptions.”

Oskarhalfheartedlyagreedwithmysuggestion,whichwasjustenoughofanopeningformetoprovemypointtohim.

Soonalltheparticipantsarrivedandtooktheirplacesintheroom.Itwasourlastday—andithadbeenanintensefewdays;everyonewasexhausted.Istoodinfrontoftheroomandasked,“Whatdoeseveryonethinkaboutthestrategywedevelopedduringthisweek’smeetings?”

Inunison,everyonenoddedtheirheads,agreeingthatitwasagoodone.Ithenasked,“Ifyoucouldstopthinkingaboutyourstrategy,andinstead

explorehowitfeels,whatwouldyouchange?”Everyonewasquiet,furtivelylookingattheirleader,Oskar,fordirection.

TheyweresousedtoOskar’sapproachtoleadership—orthelackofit—thattheywereafraidtospeakup.

Itoldthemthatweneededtorethinkthestrategy,tomakesurethatitnotonlymadesensebutthatitfeltgood.Itneededtobesomethingtheycouldtakebackintothecompany,totheirteams,tothepeopletheyworkedwith,anddeliverontheirtargets.

Iaskedagain,“Howdoesthisstrategyfeel?”IlookeddirectlyatOskar,andIsaid,“Let’sstartwithyou.Howdoesit

feel?”“Itdoesn’tfeelright,”hesaidsolemnly,withdeepconviction—letting

everyoneintheroomknowthatthesewerehistruefeelings.Thisopenedupthefloodgatesfortheotheremployees.AsIwentaroundthe

room,theanswersfromtheleadershipteamrangedfrom“Ithasnoenergy,”to“Ithasnoheart,”to“Ithasnoengagement,”and“It’sallveryrational,butmaybeitwon’tbepossibletomakehappen.”

Aseachpersonspoke,Inoddedmyheadinagreement.Ithenwalkedovertothehugewhiteboardsfilledwithinformationandformulasandstrategiesfromoursessionsthatweek.

Andwithonebigswoop,Ieraseditall.WhenIturnedaround,Icouldseeontheirfacesthattheywereinastateof

shock,andevenpanic.ButthenIsaid,“Nowlet’sworktogetherandexplorewhatyourintuition

tellsyouisright.”Andforthenextsixandahalfhours,withfewbreaks,weworkedfeverishly

onwhatfeltright.Wetalkedaboutpeople,engagement,andstrategy,butthistimewithheart.

Intheend,welookedatthenewworkwehaddonetogether,andIagainaskedtheCEOandhisteam,“Howdoesitfeel?”

“Great!”everyoneshoutedinunison.Thisgroupofverycleverandsmartmenandwomeninstantlyunderstood

thatsuccesssometimesrequiresintuition.Moreimportant,sometimesrationalthoughtcanleadyoudownthewrongpath.Iinvitedtheteamtotrusttheirgutinthiscase.Intheend,thestrategiestheydevelopedprovedtobetherightonesforthecompany.

TheExplorer’sLeadershipGapArchetype:TheExploiter

Themostsuccessfulexploitersaretheoneswhomakeothersfeelthatheorshehastheirbestinterestsatheart.

—RandallCollins

Theleadershipgapfortheexplorerarchetypeisthetendencytouseintuitiontomanipulateothersinordertogaincontrol.Whenleadersdon’tallowtheiremployeestothinkforthemselves,whentheymicromanageorbecomecontrolling,theyareleadingwithmanipulation.

Theybecomeexploiters.Exploiterscannotreapthebenefitsofeventhemosttalentedteambecause,

likeOskar,theytellthemwhattothink,whattodo,andhowtodoit.Ifsomeonedoesn’tfeelhecanspeakuptohisboss,showcasehistalent,orisunabletobeseenasacontributortotheorganization,thatpersonwillfeelmanipulatedandexploited.

Unfortunately,exploitersarenotananomaly—inmanyorganizationsyouwillhearleaderstellingtheirpeople,“Doitmywayoryouareout!”

Manipulative,exploitiveleadersareeasytorecognize:Theysetthemselvesupastheexpert.Ratherthanbeingarealexpert,theexploiter

usesinformationtoconfuseothers.He’llrattleofffactsorimpartesotericinformationthatteammemberswouldn’tunderstand.Theexploiterseekstooverwhelmotherswithhisknowledge,andhesucceedswhentheteamfeelsasenseofincompetence.

Theywithholdinformation.Informationispower,andtheexploiterwantsitconsolidatedwithhim.Hewithholdsinformationinordertomakeothersfeellesssecure,lesscompetent,andlessconfident.Thisisaplayforcontrol,andifconfronted,theexploiterwillclaimthatothersdon’tneedorshouldn’thavecertaininformation.

Theyaremercurial.Thoughtheexploitermaycomeacrossmostofthetimeaspleasantandsometimesevenkind,ifheiscrossedordisappointed,thewrathwillbeunleashed.Exploitersdon’tshowtheircards,anditisneverclearwhichpersonalitywillrespond—thenicesideortheonetofear.Exploitersenjoythespectacleofotherstiptoeingaroundthem,fearfulandsubmissive.

Theymakethreats.Becausetheexploiterleadswithmanipulation,hepersuadesothersbyusingsubtleforceoroutrightthreats.Hemayyell,criticize,orthreatenpeopletogettheactionhewants.Exploiterscommonlyusetermssuchas,“If

youdonotdothis,Iwill___,”or“Iwon’t___untilyou____.”Thisisamanipulationtacticusedtoexercisecontrol.

Avoidbecominganexploiter:concentrateonwhatbringsvaluewhilebeingcarefulnottodestroywhatyouvalue.Remaincognizantofwhoyouarebeingasyouareleading.

LeveragetheExploiterWithin

Leaderstrusttheirguts.“Intuition”isoneofthosegoodwordsthathavegottenabadrap.Forsomereason,intuitionhasbecomea“soft”notion.Garbage!Intuitionisthenewphysics.It’sanEinsteinian,seven-sense,practicalwaytomaketoughdecisions.

—TomPeters

Closingtheleadershipgapbetweenanexplorerandanexploiterbeginswithrecognizingthefinelinebetweenintuitionandmanipulation.Whereasintuitionmakesthingsbetterforothers,manipulationisalwaysaboutmakingthingsbetterforyou.

Theleadershipstyleprevalentinthetwentiethcenturyadvocatedforcontrollingoutcomes,exercisingpower,andmanipulatingconsequences.Butthetimehascometorethinkthatapproach.Manipulationcreatesgapswithinusandbetweenusandthosearoundus.Inthehighlycompetitive,fast-paced,modernbusinessworld,teamsmustcollaborateeffectivelytogainanedge.

InhisbookTheCreativeExecutive,managementconsultantGranvilleN.ToogooddescribeshowWallStreetJournalreporterThomasPetzingerJr.seesthefutureofbusiness:

Petzingerbelievessuccessfulcompaniesinthenexteconomywilloperatemorelikeorganismsnaturallydevelopingandgrowingincooperationwithoneanother,ratherthanman-inventedhierarchicalmachinesmarchingtostrictworkrules—stiflingnoveltyandusing

employeesmoreasdronesandlessascreativeandintelligentbeingsintheirownright.9

ThefuturethatPetzingerpredictedisnow.Leadersmustrejecttheold,hierarchicalwaysofleadership—the“mywayorthehighway”approach—fortheirteamstothriveandbesuccessful.Exploitiveleadersdestroycooperationwithheadstrongmanipulation.Intoday’senvironment,everypersonineveryorganizationmusttapintoeveryadvantageavailable—thefutureofbusinessdependsonit.Here’show:

Don’ttakeadvantageofpeople’sweaknesses.Insteadofpreyingontheweak,lookforwaystopraisepeople.Thelastthingyouwanttodoistakeadvantageofthepersonwhodoesthemostforyou.Anyonewhotakesadvantageofsomeoneelse’sweaknessdoesn’tdeservetheuseofhisstrengths.

Don’tusepeople’sweaknessesagainstthem.Everyonehasaweakness,agapwithinhim.Theweaknessisusuallyinsecurity,oranuncontrollableemotionorneed.Mostofthetime,peopleareashamedoftheirweaknessesandtrytokeepthemsecret.Whenyouusepeople’sweaknessesagainstthem,it’sbecausetheyremindyouofyourownweaknesses.Sostopputtingotherpeopledownwhendeepinsideyoufeelinadequate.Anythingthatannoysyouisheretoteachyoualesson.Anythingthatangersyouisheretoteachyoucompassion—notonlyforothers,butforyourself.

Don’tmakeothersgiveupsomethinginordertoserveyourownself-interest.Anexploiteralwayshasanagenda,butwhathedoesn’tknowisthat,formostpeople,itisprettyeasytospot.Andmostpeoplewillnottolerateit.Ifyouwonderwhyyoudon’thaveagroupofpeoplearoundyouwhorespectyou,trustyou,andareloyaltoyou,maybeyourexploitationhasgottenthebestofyou.

Meanwhatyousayandsaywhatyoumean.Rememberthattheexploiterwilloftensaywhatyouwanttohear,butthatdoesn’tmeanhemeanswhathesays.Exploitersgetsatisfactioninbeingabletohavepoweroverothers,butthispowerneverlasts.Ifyouwantthepeoplearoundyoutorespectandtrustyou,startbybeingmindfulofwhatyousay.Whenyoumakeapromise,keepyourcommitment.Whenyousayyouwilldosomething,doit.

Whenyoutakeownershipofthepartsofyourselfthatwanttomanipulateandexploitothers,youtakethefirststepinleveragingthegapsinyourleadership.

BecomingtheExplorerLeader

Weareallinventors,eachsailingoutonavoyageofdiscovery,guidedeachbyaprivatechart,ofwhichthereisnoduplicate.Theworldisallgates,allopportunities.

—RalphWaldoEmerson

Theexplorerwhoovercomeshisleadershipgapandbecomesagreatleaderhaslearnedwhentorelyonhisanalyticalmindandwhentorelyonhisintuitivemind.Inanygivensituation,bothinstinctsarepowerful,andbothoffervaluabledirection.Butintuitionisoneofthestrongestattributestohavewithinyourleadershiptoolkit.Theintuitiveleaderisavaluableassetforhisorganization.Insightandknowledgehavetheirplace,butgreatleadersarecomfortablewiththeirintuitionandleadwithit.

Theideaofintuition,althoughancientandmysterioustomany,hasalwaysbeenasourceofcriticaldecision-makingsincethebeginningoftime.Intuitioncontinuestofascinateresearchersasitmakesheadwayinthesectorofleadershipandmanagement.Argumentsinfavoroftheimportanceofintuitioninthinkingarewidespreadincontemporaryresearch.

Manyconsiderintuitiontobeasixthsense.Simplyput,intuitionistheprocessofhowoursubconsciousmindcommunicatestoourconsciousmind.Althoughthecommunicationcomesfromwithin,wedon’tnecessarilytrustit.AccordingtopsychologistGaryA.Klein,“Intuitionisanimportantsourceofpowerforallofus.Nevertheless,wehavetroubleobservingourselvesinthisway,andwedefinitelyhavetroubleexplainingthebasisofourjudgmentswhensomeoneelseasksustodefendthem.”10

Intuitionisregularlyexploredandexhibitedbyhighlysuccessfulleadersallaroundtheworld,yetitishardlyatopicofconversationinorganizationstoday.Leadersrarelydiscusstheirintuitivehunchesortheirgutfeelings—perhapsbecauseitwouldseemtotheirpeersasanunscientificorillogicalapproachtomanagement.Usingintuitioncouldappeartobeweak,andnoleaderwantstoappearweaktoothers.Butwithmytraining,leadersandorganizationshavecometoappreciatethevalueofintuition,andtheyworktoimprovetheirintuitive-thinkingskills.Intuitionfostersgreatersuccessandhigherprofits,betterdecision-making,andmoresustainablelevelsofinnovationandservice.

Theprocessbywhichmostleadersandmanagershavebeentrainedtothinkisanalytical,logical,andfilledwithreason.Butsometimesanalyticsandlogic

areinsufficient,andleadersmustrethinkwhattheyknow.Theexplorerleaderuseshisintuitionwhenaproblembecomestoocomplex,orwhentheleftsideofthebrain(thelogicalside)doesnothaveenoughinformationtofuelasolution.Ideally,therightside(thevisualandcreativeside)andtheleftsideofthebrainworkinharmonytosolveaproblem.

InthewordsofmanagementthoughtleaderPeterDrucker:

Whenapproachingabusinessproblem,don’ttrytocomeupwiththeanswers....Focusonwhattheproblemsare....Ifyougetthewronganswertotherightquestion,youusuallyhaveachancetofixit....Butifyougettherightanswertothewrongquestion,you’resunk....Andbusinessdoesaltogethertoomuchofthat.11

StephenHarper,aprofessorofmanagementattheUniversityofNorthCarolina,Wilmington,putsitthisway:

Becauseoftheirexperienceinmakingjudgmentcalls,intuitiveexecutiveshavethecouragetosailintounchartedwaters.Mostmanagersarereluctanttomakeadecision—eventhoughonemustbemade—becausetheydonothaveenoughdataorpriorprecedent.Theintuitiveexecutive,however,willnothesitate;hewilltaphisknowledgefordirectionandaction.12

Tofollowourintuitionorignoreitisalwaysapurposefulchoice.Ittakestrustandtenacitytobeanexplorer.Hereareotherdefiningcharacteristicsoftheexplorer:

Themasterofinnovation.Theexplorerlooksforthingstochange,improve,orinfusewithnewvision.Hecravestheadventureoffindingnewthingsinoldplaces.Theexploreriswillingtomakedangerous,difficult,oruniquejourneysforthemainpurposeofdisruptingthings.

Thegiftofvision.Theexplorerhasauniqueabilitytoenvisionnewrealitiesandaneedtofeedhisideastotheworld.Hehasthedisciplineforintense,careful,andthoroughresearch;andhecreatesbyfirstreading,studying,andtalkingtopeople.

Thepowerofself-assurance.Theexplorerbelieveshecanmakeadifferenceandisdrivento.Heisbolsteredwhenotherscondemnhisplansasdelusional,crazy,impossible,orstupid.Theexplorerhastheself-assurancetopushhimselftonew,excitingplaces—andhiscompany,team,ororganizationtonewlands.

Theabilityofpersuasion.Theexplorerhasextremepassionforhisideasandlearnshowtosellhisvisiontoothers.Heworkstoperfecthispresentationskills—whetherformalorinformal.Theexplorerisamasterattheskillofbuildingsupport.

Thecapacityofdecisiveness.Everyleaderissometimesrequiredtomakedecisionsquickly.Anexplorerleaderhasanedge:powerfulintuition.Heisn’tafraidtomakecommitmentsswiftlywithoutrunningthenumbersfirst.Heiscomfortablerelyingonwhatlimiteddatahecangather,trustinghisguttomakeadecision.Inotherwords,theexplorerleadswithintuition.

Thebalanceofrationality.Rationalthinkingcanbecomeahurdlewhenitparalyzesyouranalysis,blocksintuition,focusestoomuchonperfection,highlightsfears,andpreventsnewlearning.Theexplorerdoesn’tforcehismindintoboxes;heallowsittobefreeinordertorevealwhathealreadyknows.

Thequintessenceofpreparedness.Theexplorermaintainsgame-dayfitness—emotionally,physically,andmentally.Heisequippedtowithstandthosewhowouldknockhimdownandquestionhisvision—especiallythosewhoresistfollowingintuition.Theexplorerunderstandsthathisgreatnesswon’tcomefromdoingwhateveryoneelseisdoing;itwillcomefromdoingwhatheknowsisrightandpushingpastboundaries.

GREATEXPLORERLEADERS

JeffBezosisgiftedwithpowerfulinsightaboutthepotentialoftheInternetandthefutureofretailing.Nowheismakingheadwayintothefinalfrontier—space.

SaraBlakelynotonlycreatedaproduct,shecreatedanopportunity—asolutiontoaproblemwomendidn’tevenknowtheyhad.Nowshe’saself-madebillionaire.

NeildeGrasseTysonisanAmericanastrophysicistandthedirectoroftheHaydenPlanetarium.Asatrueexplorerofspaceandblackholes,hehasintuitivelychangedthewaysciencehasbeenmadeaccessibletous.

Intuitionisaprizedbusinessandleadershipskillthatonlyafewgiftedleadersknowhowtotapintoeffortlessly.However,weallhaveintuition;it’sjustamatterofrecognizingit,developingit,learningtouseit,andgettingcomfortable

dependingonit.Inaworldwhereuncertaintyisaconstant,havingsomethingutterlyreliableisanincredibleasset.Leaderscansolveeventhelargest,mostintractableproblemswhentheylearntoleveragetheirintuitionandapplyittotheirdecision-making.

Theenlightenedexecutive,theintuitiveleader,willroutinelyrelyonhisintuitionwhenitcomestosolvingcomplexproblems—whenlogicisnottherightwaytogo.Thereareleaderswhowillusetheirintuition,andleaderswhowilluseonlytheirlogicandanalyticalmind.

Thebestkindofleader—theexplorer—usesboth.Thelanguageoftheexplorer’sintuitionisaconciseandpersistentcommand

fromwithin:Intuitionisyourinnerguidethatleavesreasontotheside.Somesayintuition

isthelanguageofthesoul;othersthinkit’stheheartoftheperson;othersbelieveitistheunspokenwordsofyourtruth.Howeveryoudefineitorexperienceit,thereisnodenyingthatintuitionisanintegralpartofleadershipandourlives.

Everyoneknowswhatitisliketostruggleforsomethingofvalue.Itisourdrivethatkeepsusyearningforsomethingbetterforourselvesandfortheworld.Wewanttheunfairnessofoursocietyandtheinjusticesoftheworld—liketheexploitationofsweatshopworkersinBangladesh—tobeaddressed.Ittakesallofus—alltheexplorersinourbusinesses—touseourintuition,knowingwhatisright,whatisjust,andwhatcancreateabetterfutureforhumanity.

Weneedexplorersintheworld—thosewhoknowhowtomakeusrethinkwhatwethinkweknow.

Todisablepoverty,disease,andignorance,weneedtheexplorer.Todismantlebureaucracyandineffectiveorganizationaldesigns,weneed

theexplorer.Todismissarrogance,egotism,andpomposity,weneedtheexplorer.Wemusttrustourinstinctsandrecruit,encourage,andpromoteleaderswho

haveintuitiveinsight.Thisinsightisbecomingmandatoryinorganizationswhenitcomestodecision-making,creativity,andinnovation.Ourcustomersdemandintuitiveinsightfromus;ourclientsarecognizantofit;andourconsumerswillpayapremiumforit.

Ifyouseekgreatness,youneedtheheartandintuitivemindoftheexplorer.

RecognizingYourselfintheExplorerArchetype

Theexplorerisintuitiveandhasacompellingdesiretodiscoverwhopeopleare,includinghimself,whileusinghisintuitioninmakingdecisionsandtakingactions.

Areyouanexplorer?Askyourselfthesequestions:

Inwhatwaysdoyouexploreasaleader?

Inwhatwaysareyouintuitive?

Doyoutrustyourintuition?Whyorwhynot?

Howdoyoutapintoyourintuition?

Inwhatwaysdoyouusemanipulationtogetwhatyouwant?

Doyouevaluatedecisionsandsituationsbasedonyourgutfeelings,orafterathoroughanalysis—orboth?Howdothesedifferentapproachesaffectyouroutcomes?

T

CHAPTERFOUR

THETRUTHTELLER

Thetruthtellerisdrivenbyasinceredesiretohelpandwillspeakoutcourageouslywhenhishonestyservesothers,evenattheriskofoffendingpeople.

omany,footballhasreplacedbaseballasAmerica’sfavoritegame,butinreality,itismuchmorethanthat.Football—specifically,theNational

FootballLeague(NFL)—isabusiness,averybigbusiness.Accordingtoestimates,revenuesfortheleague’steamstotalmorethan$10billionayear,and25ofthoseteamsareeachworthatleast$1billionormore.Inarecentyear,morethan17millionfansattendedNFLgames—payingonaverage$84aticket—while202millionmorefanswatchedNFLgamesontelevision.1AscommissioneroftheNFL,RogerGoodellmakes$44millionayear—anamountthateclipsestheheadsofallothersportsleaguesandmostcorporateCEOs.2

Understandably,theNFLisextremelysensitivetoanything—oranyone—thatmightthreatenthelucrativecashcowthathasenrichedtheteams’ownersandtheNFL’sleadership.

OnSeptember24,2002,MikeWebster—aformercenterforthePittsburghSteelersandtheKansasCityChiefsfootballteams,whoseprofessionalcareerspannedseventeenyears—diedattherelativelyyoungageoffifty.Consideredbymanytobethebestcenterinfootballhistory,Mikewasafour-timeSuperBowlchampion,anine-timeProBowlparticipant,aseven-timeAll-Pro,andamemberoftheNFLProFootballHallofFame.Healsoenduredanestimated25,000violentcollisionswithotherplayersduringthelongcourseofhiscareer.Itwasdeterminedthat—atthetimeofhisdeath—MikeWebsterhadsufferedfromavarietyofphysicalandmentalailments,includingboneandmusclepain,amnesia,dementia,anddepression.HewasaddictedtoprescriptionpainkillersandRitalin,outofmoney,homeless,anddivorced.Helivedforsometimeinapickuptruckbeforehedied3—survivingonPringlespotatochipsandLittleDebbiepecanrolls.4

ImmediatelyafterMikeWebsterdied,hisbodywastakentotheAlleghenyCountyCoroner’sOfficeinPittsburghforaroutineautopsytodeterminethe

causeofdeath.There,forensicpathologistBennetOmaluwasassignedtoperformtheautopsy.Dr.Omalu—bornin1968—immigratedtotheUnitedStatesfromNigeriain1994tocompleteafellowshipinepidemiologyattheUniversityofWashingtoninSeattle.

AccordingtoareportintheWashingtonPost,“WatchingcoverageofWebster’sdeath(thecausewasnotreleased),Omaluwasshockedthatthepeoplewhotalkedabouthimontelevisionmockedhisintelligence.OmaluwonderedifperhapsWebstersufferedfromdementiapugilistica,orpunch-drunksyndrome”5—anafflictionoftensufferedbyboxers,whosesportinevitablyexposesthemtorepeatedblowstothehead.Theconditioncausesmemoryloss,dementia,dizzyspells,speechproblems,tremors,explosivebehavior,andmore.

However,whenDr.OmaluremovedMikeWebster’sbrainforexamination,hewassurprisedtofindthat—atleastonthesurface—itappearedtobecompletelynormal,withoutthecontusionsthatwouldbeevidentinthecaseofdementiapugilistica.ThispuzzledOmalu—aneuropathologistbytraining—whowasconvincedthattheremustbesomesortofmechanismatworkthatcausedthefootballgreat’sseverementaldecline.Sohedecidedtotakeacloserlookatthefootballplayer’sbrain.Athisownexpense,Omaluhadspecialbraintissueslidesprepared,andheviewedthemthroughamicroscope.Whathesawthroughthemicroscope’slenssurprisedhim:thetelltaleredflecksofabnormaltauproteinthataretheresultofrepeatedblowstothebrain.Omalurecalls,“IhadtomakesuretheslideswereMikeWebster’sslides.Ilookedagain.Isawchangesthatshouldn’tbeinafifty-year-oldman’sbrain,andalsochangesthatshouldn’tbeinabrainthatlookednormal.”6

Concernedaboutthepotentialimplicationsforthehealthofotherprofessionalfootballplayers,inJuly2005,OmalupublishedapaperabouthisfindingsinthemedicaljournalNeurosurgery.Inthisarticle,Omaludubbedtheconditionhediscoveredchronictraumaticencephalopathy,orCTE.HewasconvincedthattheNFLwouldreceivehisfindingswithopenarmsandusethemto“fixtheproblem.”ButDr.BennetOmaluwaswrong.

Instead,theNFLbeganavigorouscampaigntocoverupthefindings—refutinganyconnectionbetweenfootballandCTE,anddoingeverythinginitspowertodiscreditDr.Omalu.SoonafterOmalu’spaperwaspublished,threedoctorsontheNFLpayroll—IraCasson,ElliotPellman,andDavidViano—demandedthatNeurosurgeryretractOmalu’spaper.Intheirlettertotheeditor,theNFL-paiddoctorssaid,“Thesestatementsarebasedonacompletemisunderstandingoftherelevantmedicalliterature....Omaluetal.’s

descriptionofchronictraumaticencephalopathyiscompletelywrong.”7Thejournaldeclinedtoretractthepaper.

Inthemeantime,Dr.Omaluwasassignedanotherautopsyofahigh-profilefootballplayer—thistimeformerPittsburghSteelersguardTerryLong,whocommittedsuicideattheageoffortyfiveafteralonghistoryofsymptomsalmostidenticaltothoseofMikeWebster.He,too,sufferedfrommemoryloss,depression,andpsychoticbehavior—andhewasbankruptandlivingalone.WhenDr.OmaluexaminedsamplesofTerryLong’sbrain,hefoundthesametelltaleredflecksofabnormaltauproteins.ItwasCTE.Dr.OmalupublishedanotherpaperinNeurosurgery—thisonebasedonhisfindingsintheTerryLongcase.

Bythistime,theissueofCTEandprofessionalfootballplayerswasgainingattentioninthepress,andDr.Omaluwasatthecenterofthestorm.WhenreportersaskedtheNFLaboutDr.Omalu’sfindings,theresponseswereswift—andnegative.“Preposterous.”“It’snotappropriatescience.”“Purelyspeculative.”AfriendwarnedDr.Omaluthatbyspeakingthetruthabouthisdiscoveries,hewasputtinghimselfindanger.“Youarechallengingoneofthemostpowerfulorganizationsintheworld,”Dr.Omaluwastold.“Theremaybeotherthingsgoingonthatyou’renotawareof.Becareful!”8Dr.Omalu’sownfathercalledhimfromNigeria,fearfulofwhatcouldhappentohisson.“Stopdoingthiswork,Bennet.IhaveheardnotnicethingsabouttheNFL;theyareverypowerful,andsomeofthemnotnice!”

YetDr.BennetOmalucontinuedinhisquesttotellthetruth—regardlessofthepressureforhimtostop.Heexaminedthebrainsoftwootherhigh-profilefootballplayers—formerPhiladelphiaEaglessafetyAndreWatersandformerPittsburghSteelerslinemanJustinStrzelczyk.Theresultswerethesame:CTE.

In2007,aspressureinthemediacontinuedtogrow,NFLcommissionerRogerGoodellconvenedaconcussionsummit.Invitedtothemeetingweredoctorsandtrainersfromeveryfootballteam,alongwithagroupofscientists.NotablyabsentfromthatgroupofscientistswasDr.BennetOmalu,whohadbythenbecomepublicenemynumberoneintheeyesoftheNFL.NeurosurgeonJulianBailes—acolleagueofOmalu’s—commentedonthesituation,“Theyweretryingtoblackballhim,lockhimout,marginalizehim.Hewasthewhistleblower.”9

AccordingtoPeterLandesman,directorofthefilmConcussion,whichtoldthestoryofDr.Omalu’squesttobringthetruthaboutCTEtothepublic’sattention,theNFLanditsalliesthreatenedOmaluandhisfamilyinavarietyofways—tryingtosilencehim.“Bennetwasfollowed,”saysLandesman.“Hewas

pursuedveryoften.Hewouldcomedowntohisparkinglotandfindallfourtiresofhiscarpuncturedanumberoftimes,happenedanumberoftimes.Theywereterrifiedthey’dbedeported.HewasessentiallychasedandhoundedoutofPittsburgh.”10

Ultimately,Dr.OmaluwasforcedtoresignhispositionwiththeAlleghenyCountyCoroner’sOfficeandfindemploymentelsewhere.HeeventuallyacceptedajobaschiefmedicalexaminerforSanJoaquinCountyintheruralCentralValleyofCalifornia.

Dr.Omalu’scareerwasruined,hisprofessionalreputationtarnished,andhispersonallifetornapart—allbyanNFLorganizationthatwasmoreconcernedaboutitsbottomlinethanitwasabouttheveteranfootballplayerswhoseliveshadbeendestroyedbyCTE.InOmalu’swords:“Iwasnaive.TherearetimesIwishIneverlookedatMikeWebster’sbrain.IthasdraggedmeintoworldlyaffairsIdonotwanttobeassociatedwith.Humanmeanness,wickedness,andselfishness.Peopletryingtocoverup,tocontrolhowinformationisreleased.IstartedthisnotknowingIwaswalkingintoaminefield.”11

YetDr.Omalucontinuedtospeakthetruth.Hefeltheowedhiscandortotheprofessionalfootballplayerswhowereafflictedwiththisterribledisease,andtheirwivesandfamilies.

In2013,theNFLreacheda$765millionsettlementwiththemorethanfourthousandformerfootballplayerswhojoinedinaclass-actionlawsuitagainsttheleagueforconcealingthedangersofconcussionsandtooquicklyputtinginjuredplayersbackintoplay.Thesettlementwasapprovedbyafederaljudgein2015.Inagreeingtothesettlement,theNFLadmittednowrongdoingintheconcussionsaga.AccordingtoNFLexecutivevicepresidentJeffreyPash,“Wethoughtitwascriticaltogetmorehelptoplayersandfamilieswhodeserveitthanspendmanyyearsandmillionsofdollarsonlitigation.”12

WhattheNFL’sstatementdoesn’tmentionisthatifitwasn’tfortheeffortsofDr.BennetOmalu—themanwhosecompletesurname,Onyemalukwube,inhisnativelanguagemeans“Ifyouknow,comeforthandspeak”—therewouldhavebeennosettlement,andtheCTEepidemicamongprofessionalfootballplayersmightneverhavecometolight.Omalusays,“BeforeCTE,retiredfootballplayerswereridiculedanddismissed.Ithinkthey’rebeginningtogettheattentiontheyneed.”13

AndIwouldarguethey’refinallygettingtheattentiontheydeserve.

LeadershipArchetype:TheTruthTeller

Amomentofchoiceisamomentoftruth.It’sthetestingpointofourcharacterandourcompetence.

—StephenCovey

Thetruthtellerstronglybelievesthatheowesittohispeople,customers,andcommunitiestobeopen,sincere,andhonestatalltimes.Thetruthtellerwillnothesitatetotellthetruth,evenifitmeansthathiscandormakespeopleuncomfortable.Hespeakswithopennessandhonesty,drivenbyasinceredesiretohelp,andtheauthenticintentiontobeofservicetoothers.Fortruthtellers,speakingupisaduty.Thetruthtelleralwaysaskshimself,“WhereshouldIspeakup?”

Beingatruthtellerandstandingupagainstothersforwhatisrightisnevereasy.Buttospeakdishonestlyisdeeplyconflictingforatruthteller,andsoheinstinctivelyavoidsit.Evenifonoccasiontellingthetruthmighthurtothers,hebelieveswholeheartedlythat,regardlessofrepercussions,itisalwaystherightthingtodo.

TheKeytotheTruthTeller’sSuccess:Candor

Silencebecomescowardicewhenoccasiondemandsspeakingoutthewholetruthandactingaccordingly.

—MahatmaGandhi

Speakingwithcandorineverydaylifeisoneofthehardestthingswecando.AccordingtoresearchconductedattheUniversityofMassachusetts,60percentofadultscannotcompleteaten-minuteconversationwithoutlyingatleastonce.

Thestudyalsofoundthatthepeopleinthegroupofliarstoldanaverageofthreeliesduringtheirten-minuteconversation.14

Mostpeoplesaytheywanttohearthetruth,butthefactthatsomanytruthtellershavebeenpunishedfortheiractionsprovesdifferently.Astheancientproverbsays,“Ifyoutellthetruth,haveonefootinthestirrup.”Inotherwords,whenyouspeakwithcandor,youshouldalsobereadytosuffertheconsequencesfortellingit.Truthtellersknowthistobethecase,butitdoesn’tdeterthem.

Whileyourmindrationalizesyourtendencytolie,itisyourheartthaturgesyoutobehonestandopen.

Whenyouspeakwithcandor,youdon’thavetokeeptrackofwhatyousaidtowhom.Andyouavoidaccidentlycontradictingyourself.

Asaleader,whenyoutelllies,youhavetokeepamentalrecordofexactlywhatyoutoldeachpersonyoudeceived,andthiscanbecometrickyifyouaccidentallycontradictyourself.

Whenyouspeakwithcandor,youearnthereputationofbeingatruthfulperson.

Asaleader,youalwayswanttobeknownasthepersonwhospeakswithcandor.Sometimespeoplemightnotwanttohearwhatyouhavetosay,butit’sbetterforthemtoknowthetruththantobedeceived.

Whenyoutellthetruth,peoplefollowyourexampleandaremoretruthfulwithyou.

Asaleader,ifyoutellthosewhofollowyouthatyouhavefailedmanytimesbefore,yourpeoplewillfeelsafeenoughtotellyouwhentheyhavefailed.

Asaleader,deceivingotherscantakeatollonyourhealth,yourrelationships,andyourcareer.

Whenyouspeakwithcandor,andwhenyouarehonestandopen,yourstressleveldrops,andyoucansleepbetter,feelbetter,eatbetter,andlookbetter.AccordingtoresearchconductedbyUniversityofNotreDamepsychologyprofessorAnitaKelly,thosecommittedtotellingthetruth—evenforsmallthings—reportedsignificantlyfewerphysicalhealthsymptomsthanacontrolgroup.Theyfeltlesstense,andtheyhadfewersorethroats,nausea,andheadaches.15

Whenyoutellthetruth,itcausesyoutofeelself-confidenceandpride;whenyoudeceive,itcausesyoutofeeldepressedandself-critical.

Whenyoutellthetruth,youaremorepersuasiveandbelievable.Tobebelievable,youmustalwaysspeakupwithcandor—youmustalwaystellthetruth.

Asaleader,peoplearewatchingyou,sowhatyousayandwhatyoudohastobefilledwithtruthandcandor.Yourleadershipstylemustbethatofatruthteller.

Thefoundationofcandorlieswithinthosewhotellthetruth.Whenwespeakwithcandor...

Wecreatecompellingcompanies.Wecreateeffectiveleadership.Wecreateloyal,engagedemployees.Wecreatecompetitiveadvantage.Wecreateethicalworkplaces.Wecreateculturesofintegrity.Besomeonewhomotherscandependontotellthetruthandspeakwith

candor,regardlessofthecircumstances.

TheTruthTeller’sLeadershipGap:Suspicion

Themomentthereissuspicionaboutaperson’smotive,everythinghedoesbecomestainted.

—MahatmaGandhi

DeborahwasayoungCFOwhowassuccessful,smart,andserious.Shewasextremelywellversedinthefinancesofthecompany,andknewexactlywhentotakerisks—andwhentoplayitconservatively.Deborahexcelledatherjob,andthecompanygrew.

Oneday,thecompany’sCEOannouncedthathewasgoingtoretireattheendoftheyear,sotheboardletitbeknownthattheywerelookingforsomeonetoreplacetheCEO,andthattheywantedtopromotefromwithin.Afterinterviewingasmallselectionofpeople—includingtwointernalcandidates—theboarddecidedthatDeborahwasthenaturalchoice.And,so,withoutmuchfanfare,DeborahwaspromotedtotheCEOpositionofasuccessfulandthrivingbusiness.

Atfirst,Deborahwasn’tsurewhatitwasthatmadeherthetopchoicefortheboard,butshefiguredthattheyhadrecognizedherhardworkanddedication.Shewashappytobeinthisnewposition,andshewaslookingforwardtothe

board’ssupportasshetransitioned.Deborahwasalsoabitnervousthatshemightnothitthegroundrunning,butshewascertainthat—withthehelpofhergreatteam—theywouldmakeitworkandthecompanywouldsucceedmorethaniteverhadbefore.

OneofthefirstjobsforthenewCEOwastocreateabusinessplanforanewproductline,andwithinaweekshecompletedasoliddraft.WhenDeborahpresentedherbusinessplantotheboard,sheaskedforresourcestosupportthenewproductlaunch.Theboardwasunanimousinitsagreement,tellingDeborahthattheywouldgiveherwhatsheneeded.

Deborahleftthemeetingexcitedandeagertomeetwiththeproductteamtostartimplementingherplans—shewantedtoshowtheboardjustwhatshewascapableof.

Butnotevenaweeklater,theboardcamebacktoDeborahand,withoutexplanationorclarification,toldhertheyhadchangedtheirminds.Insteadofgivingherthefundsshehadrequestedinonelumpsum,theytoldhershewouldhavetoaskforitassheneededit—andmakeapresentationtotheentireboardeachtime.

Deborahbecameenraged.Shetoldherteambehindcloseddoorsthattheboardwasfilledwithabunchofliars.SoontherageshefeltatbeingdeceivedbytheboardbegantohaveanegativeeffectonDeborah’sdemeanorintheoffice.HerteamstartedtobecomewaryofDeborah’sconstantranting,andsuspicionandparanoiabecametheorderoftheday.

Theboardrealizedthatsomethingwaswrong,thoughtheyweren’tsurewhat.TheytoldDeborahinoneoftheirweeklymeetingstohireherselfacoach.“Youmustworkonbeingaleader,”theytoldher.

WhenIfirststartedtoworkwithDeborah,Icouldtellshewasangryaboutsomething,butIwasn’tclearwhatthetriggerswere.Shekepttellingmeherboardwasfilledwithliars.“Theydon’tspeakthetruth,”shesaid.Unclearaboutthecircumstances,Iaskedhertoexplain.

Shetoldmethatafewmonthsearliershecreatedabusinessplanforanewproductandaskedforthemoneynecessarytolaunchit.Theboardsignedoffonit,andthenaweeklatertheysaidnotothemoney.“Theyaredeceivers!”shescreamed.

IaskedDeborahtocalmdown.“Iunderstandthatyoufeelyouhavebeenliedto,”Itoldher.“Ihearyoufeeldeceived.”

ButIkeptwonderingwhatthefullstorywas—IhadthedistinctfeelingthatIwasgettingonlyhersideofit.WhatledtheboardtosayyestoDeborahinonemeetingandthenoneweeklatertellherno?

Whenwearedeceived,itcanhurtlikehellanditcanmakeusangry.Butitcanalsocreateasevereleadershipgapbymakingusparanoidandsuspiciousofothers.Theboardhadtheirreasons,buttheydidn’tbothertotellDeborah.Andinnotdoingso,theyturnedapotentiallygreatleaderintoaparanoidone.

Forthefirstfewweeksofourengagement,allDeborahwantedtotalkaboutwerethedeceiversontheboardandtheirvastdysfunction.Isuggestedwegetonthephonewiththeboardandaskthemwhathappened,butshedidn’twanttodothat.Inextsuggestedweaskaspecificboardmember—someoneDeborahusedtotrustandrespect—whathadhappened.Sheagreedtothis,andameetingwasscheduled.

Thedayandtimeforthemeetingarrived,andyoucouldfeelthetensionintheair.MyrolewastolistenandfacilitateaconversationthatIhopedwouldgetustothetruthofwhathadactuallyhappened.Thegoalwasforeachpersontotellhisorhersideofthestory,andDeborahwentfirst.Thetoneofhervoicewassincere,buthersuspicionwaspalpable.“Whydidyoudeceivemeandwhydidtheboardlietome?”sheasked.“HowcanIsucceedifIdon’thavethemoneyIneedforthenewproductlaunch?”

TheboardmemberlookedatDeborahwithamazementinhiseyes.“Wedidnotdeceiveyou,”hesaidfervently.“Thereasonwedidnotgiveyouthefundsallatonceisbecauseweneededtosetasidepartofitatthelastminuteforastockbuyback.Thereismoneyforyou,butnotatonce—wejustcan’tafforditrightnow.”

“Youmeanwecanstillgetallthemoneyweneedforthenewproductlaunch,”Deborahasked,“justnotallatonce?”

“Yes,Deborah,wetoldyouthatattheboardmeeting,”repliedtheboardmember.

Bothwerequiet.WhiletheboarddidnotintentionallydeceiveDeborah,itsmembersdid

withholdinformationfromher—atraitthatiscommonwithmanyboards.Inthiscase,deceptiontooktheformofamisunderstanding.TheresultwasthatDeborahfeltshehadbeendeceived,whichcausedhertobecomesuspiciousandparanoid.Asaresult,herleadershipsuffered.

Withholdinginformationisworsethandisclosingthetruth—notonlyforourselvesbutalsoforthosewemanage.Ifwefeelothersdeceiveus,wegetsuspicious.Suspicionislikeavirus—onceitinfiltratesheartsandminds,itaffectshowwethink,act,andlead.

Ifatruthtellersuccumbstosuspicion,theresultscanbedisastrous.

TheTruthTeller’sLeadershipGapArchetype:TheDeceiver

Menaresosimpleandsomuchinclinedtoobeyimmediateneedsthatadeceiverwillneverlackvictimsforhisdeception.

—NiccolòMachiavelli

Thetruthtellerversusthedeceiverisaleadershipmanifestationweknowverywell.Welearnaboutdeceiversinhistory,wehearstoriesabouttheminthenews,andwemeettheminoureverydaylives.Theworldisfilledwithdeceivers.Onsomelevel,perhaps,we’realldeceivers.Andsurelywehaveallbeendeceived.

Herearethemarksofanarchetypaldeceiver:Remarkablycharming.Deceiversknowhowtousecharmtotheir

advantage—theyknowhowtogetattentionandkeepit.Outrightlyingcomesveryeasytodeceivers,andtheycanlieinthesmoothestmanner.They’lltellyouthemostimplausiblestory—andyoujustbelieveit,evenifsomethingtellsyouitdoesn’tmakesense.Themostcharmingdeceiverscangetawaywithanything.

Emotionallymanipulative.Oftendeceiverswillaskyoutochoosesidesorpressureyoutosayyoutrustthem.Thoughdeceiversarenevertobetrusted,theyhaveawayofgettingyoutoquestionyourself.

Wonderfulatdistraction.Deceiverscanchangethesubjectwithgreatfinesse.Youmaystartaconversationononetopic,andbeforeyouknowityouaretalkingaboutsomethingelse.Ortheydistractyoufromwhatreallyneedstobediscussedbyusingbodylanguage,likesmilingorleaningincloser,asiftheyaretellingyouasecret.

Notoriousblamers.Deceiversnevertakeaccountabilityorresponsibility.Instead,theyfindsomeoneconvenienttoblame.

Professionalbaitandswitchers.Deceiversmayconvinceyouthatyouhavetheircommitmentorsupport,butwhenthereisaminorchangeinconditions,orsomefine-printtermsaren’tmet,theycreateanout.Thetruthisyouneverhadtheircommitment.

LeveragetheDeceiverWithin

Thetroublewithlyinganddeceivingisthattheirefficiencydependsentirelyuponaclearnotionofthetruththattheliaranddeceiverwishestohide.

—HannahArendt

Liesanddeceptionfollowusfrombirthtodeath,sometimesseepingintoeverycornerofourcommunicationandeverycreviceofourrelationshipsbothprivateandpublic.Wewanttobelievethatlyingisbad,yetweteachandtraindeception.So,ifeveryoneliesanddeceives,whyisitstillashocktouswhenithappens,evenwhenthedeceiversarepeoplewewerecertaincouldbereliedonforthetruth?

Truthtellersmustspeakup,andthosewhofeeldeceivedmustspeakup,too.Thisistheonlywaytogettothebottomofasituationandclearoutsuspicion.Wemaynotalwayslikewhatwehear,butatleastwewillknowthetruth.

Herearesomewaystoconfrontthedeceiverwithinyou:Don’tletpridegetthebestofyou.Sometimesyoubecomeadeceiverbecausethere

arepartsofyouthatfeelinadequate,insecure,orevenvulnerable,andtheycauseyougreatshame.Thiscanmakeyoucoveritallupwithawholebunchoflies.Butyoudon’thavetoletyourpridegetthebestofyou.Whoyouare—weaknessesandall—shouldbeokay.Ifnot,useyourfeelingstochangeyourdirectionandmakethingsdifferent.Don’tletyourpridegetthebestofyou,andworkonbringingoutthebestpartsofwhoyouare.

Stopobscuringthetruth.Self-deceptionobscuresthetruthaboutyou;itcorruptsyourviewofothersandyourowncircumstances,anditinhibitsyourabilitytomakewiseandhelpfuldecisions.Stophidingfromthetruth.Becausethetruthisyourfuture,yourfuturemaydependonhowwellyoumanagetopreserveacommitmenttothetruthinthefaceofallthedeceptionaroundyou.Askyourselfwhyyouneedtodeceive,whatgainsyouget,andifitisreallyworthit.

Admitwhenyouarenottellingthetruth.Manypeoplehaveahardtimeadmittingthattheyarewrong,sotheycontinuelyinganddeceiving.Butthepowerisn’tinlying;it’sinthetruth.Andasadeceiveryouultimatelyhavetochoose.Despitewhatyouthinkyouknow,youhavetoadmityoudon’tknow,andthatisokay.Youarenotperfect—youareanimperfecthumanwithanimperfectbrain—butyoucanstilldecidetorespecttruthandtheprocessforestablishingit.BenjaminFranklinfamouslymadeapointofadmittingwhenhewaswrong,becausehe

believedthatbyhearingoutthosehedisagreedwithhereducedhisfearofbeingwrong.

Learntobeflexible.Peoplewhotendtodeceiveseetheworldinblackandwhite.Theyhavethisrigiditytothemaboutwhatisrightorwrong,factorfiction;andtheyarealwaysdrawingalineinthesand.Butlifedoesn’tworkthatway.Nothingisallofthisandnothingofthat.Asahumanbeing,yourinflexibilitycanleadtoyourfailure.Aspeoplewhohaveatendencytousedeception,weshouldleverageandriseaboveourshortcomings,learningtostartagainwithmoreflexibilityandagility.

Whenyoucanadmitinsteadofhidewhatmakesyoufeelashamed,vulnerable,orinadequate,youareonestepclosertoachievinggreatnessfromwithin.

BecomingaTruthTellerLeader

ImustcontinuetobeartestimonytotruthevenifIamforsakenbyall.Minemaytodaybeavoiceinthewilderness,butitwillbeheardwhenallothervoicesaresilenced,ifitisthevoiceofTruth.

—MahatmaGandhi

Greatleadersarehonestandspeakwithcandor.Peoplerespectthosewhotellthetruth,evenwhenthetruthisdifficulttoswallow.Honestheartsproducehonestactions.Formanyofus,itseemsimpossibletoalwaysbehonestandtellthetruth,butthereisawaytoincreasecandorandreducedeception.Here’showyoucandoit:

Workonbeingatruthteller.Everythingthatismeaningfulstartswithagreatleader.Whenthereisalackoftruthinanorganization,itstartsatthetop.Honestleaders,theleaderswhoaretruthtellers,cultivateacultureofcandor.Otherwisepeoplearedrivenbymistrust,misgivings,andmisunderstandings.Mostofall,theyaredrivenbyfear—andwhenfearispresent,lyingbegins.Makehonestyanimplicitvalue,butrememberthatitwillmeannothingunless

youandotherleadersinyourorganizationmodelanddemonstratetruthfulnessinyourleadership.

Communicateeverything—don’tholdback.Communicate,communicate,communicate,andholdnothingback.Unlessthereisaspecific,honestreasonfornotsharinginformation,employeesshouldbetoldeverythingofimportancetothem.Managerswhokeepsayingtheyhaveacultureofcandorbutaren’ttrulytransparentwilldemolishtrustandcreatesuspicionintheirorganization.Don’tbethekindofleaderwhoallowsrumorstofesterandgossiptogrow.Bethekindofleaderwhocommunicatesandengages.

Createacultureofcandorandsolutions.Insteadofblamingyouremployeeswhenthingsgowrong,lookforsolutions.Peopleshouldfeelfreetomakemistakes,becauseitisanormalpartofaperson’sgrowthanddevelopment,anditwillalsopreventthemfromlyingtocoverupmistakesinthefuture.Cultivateacultureofcandor,inwhichowninguptoyourmistakesisokayanditissafetofailpublicly.Thebestwaywecanleadourpeopleistoprovidethemwiththesufficientresourcestheyneed—frombudget,topeople,totime—tohelpthemactuallydothejobthatisrequired.Thentheywon’thavetomakeexcusesfornotbeingontimeorfornotreachingtheirgoals.

Eliminatebarricadesofinsufficiencies.Getridoftheroadblocksthatkeeppeoplefromperforming,anddoallthatyoucantoeliminatepoliciesandprinciplesthatcreateliars.Ifyouadvocatehonesty,don’tpunishthemessenger.Ifyouaskforcandor,don’tdisciplinethetruthteller.

Treateveryoneequally.Theculturesthatthrivearetheculturesthatcontinuallytreateveryonethesame.Don’tletpeoplefeelasthoughtheyareagainstoneanother;makethemfeeltheyareimportant.Don’tplayfavorites,anddon’trewardsuck-ups.Everyemployeeshouldberesponsibleforwhathesaysandhowhesaysit.Youwanttofosteracultureofcandorinwhicheveryoneiswillingtospeakwithhonesty.

Modelyourownhighstandards.Doallthatyoucantoletothersknowthatyouwillnothireortolerateliars,deceivers,andcheats.Keepyourstandardshigh,anddoeverythingyoucantoreachthemdaily.Maketruthaconsistentpartofyourownleadershipandyourbusiness.

Givethemreasonstobebetter.Don’tallowyourteamtobepessimistic.Giveyourcompanyandyourpeoplesomethingtodevelopandgrowtoward.Letpeopleknowtheyarepartofsomethingbiggerthanthemselves.Providethemwithavisionandapathforgettingthere,andthenrewardthemforbeingtruthtellersandforspeakingwithcandor.

GREATTRUTH-TELLINGLEADERS

RonaldReaganwasnotafraidtospeakhismind,whetheritwasaboutthedangersoftheSovietempireortheimportanceofreformingthetaxcode.Whetheryouagreedwithhimornot,youcouldrespecthimforspeakingthetruth.

IndraNooyihastakenflackforspeakinghermindandsayingthatawomanwhoisaCEOforacompanywiththesizeandreachofPepsiCocan’thaveitall.Nooyisaid,“Stayathomemotheringwasafulltimejob.BeingaCEOforacompanyisthreefulltimejobsrolledintoone.Howcanyoudojusticetoitall?”

WinstonChurchillhelpedguidetheBritishpeopletovictoryagainsttheNazisbyconsistentlytellingthemtheunvarnishedtruthabouttheirdiresituationinWorldWarII.Itwassaidthathecouldtellhisfollowerstheworst,hurlingittothemlikegreathunksofbleedingmeat.

Truthtellersarethemostuniquearchetype,andprobablythemostmisunderstood.Whentheyspeakupwithcandor,theyarenotouttoharmpeople—rather,theyaredrivenbyastrongsenseofjusticeandbyadeep,compellingdesiretodotherightthing.

Whentruthtellersseedeceptionandlies,orexperienceinjustice,orwitnesspainbeinginflictedonothers,theyfeeltheymustsayanddosomething.

Fortruthtellers,beingtruthfulisnotachoice.Itisadeepcalling.

RecognizingYourselfintheTruthTellerArchetype

Thetruthtellerspeakswithcandorandisnotafraidtospeakthetruthagainstinjustice,lying,orgreed.

Areyouatruthteller?Askyourselfthesequestions:

Inwhatwaysisspeakingwithcandorimportanttoyou?

Whatwouldcauseyoutospeakup?

Inwhatcaseswouldyouintentionallyevadethetruth?

Whendoyouthinkit’sokaytolieormislead?

Whenshouldyoubeoutspoken?

I

CHAPTERFIVE

THEHERO

Theheroisfearless.Hedoesn’thesitatetoactwhileothersstandby.

fIaskedyoutowritedownthenamesoftengreatbusinesspeople—menandwomenwhoforeverchangedthecourseoftheworldthroughtheiractions—

chancesareHenryFordwouldbesomewhereonyourlist.Everyonehasheardthestoryofthefamousmanwhofoundedthecarcompanythatborehisname,andwhoiscreditedwithdesigningoneofthemostimportantinnovationsoftheIndustrialAge—themovingassemblyline.AndeveryonehasheardthestoryofthecreationoftheaffordableandreliableModelTautomobile,whichenabledeverydayAmericanstotravelwherevertherewereroadstotakethem.

By1914,salesofthecarpassedthe250,000mark,withthepriceforthebasictouringmodeldroppingtojust$360by1916,whensalesreached472,000units.Fordsodominatedtheindustrythatone-halfofallautomobilesintheUnitedStateswereFordModelTs.However,forallofHenryFord’stalents,andallofhissuccess,hewasadeeplyflawedman.

In1918,Henryturnedovertheday-to-dayoperationsoftheFordMotorCompanytohisson,Edsel,whowasnamedpresident.However,despitethischangeincompanyleadership,Henryretainedauthoritytomakethefinaldecisionsaboutimportantcompanymatters,andsoEdselhadlittlerealauthoritytomakeanysortofimportantdecisionsinthecompanythatheledatleastbytitle.

Ultimately,Henry’sflawscaughtupwithhim,andtheFordMotorCompanysufferedsignificantfinancialdamageasaresult.Itwouldtakeaherotorescuethebusiness—someonewithatremendousreservoirofcourage.Surprisingly,thisherowouldturnouttobeEdsel.

EdselFord—HenryandClaraFord’sonlychild—wasbornin1893,andunlikehisfather,heenjoyedalifeofprivilege.Whenhewasyoung,hetinkeredoncarswithhisfamousfather,buthisinterestsshiftedtodesignashematured.Heattendedprivateschoolsandenjoyedpainting,photography,andsports.

EdselFordwasn’tlikehisfather.Hewaseducated,hewasworldly,hewasyoung,andhehadstyle.AccordingtohistorianStevenWatts,“Henrywas,in

manyways,afarmer’sson.Hewasveryold-fashioned.Hewasbarelyeducated.”1Ontheotherhand,continuesWatts,“EdselFord[was]averykind-hearted,genteel,quietyoungman.”WhenEdseldecidedtobuildanewwingonthecompany’sadministrationbuildingtorelieveovercrowding—goingsofarastohavethefoundationsdug—Henryoverruledhim,decidingthattheextraemployeespacewasanunnecessaryluxury.AndwhenEdseltoldhisfatherhewouldhavetheholesforthefoundationfilledwithdirt,returningthegroundstotheiroriginalstate,againhisfatheroverruledhim.HenrywantedavisibleremindertoEdselofhisultimatepowerovertheFordMotorCompany,andoverEdsel,whocommentedtoafriendabouttheincident,“Idon’tknowwhatkickFathergetsoutofhumiliatingmethisway.”

DespitethephenomenalsuccessofHenryFord’sModelT,bythe1920sthecarwasgettinglonginthetooth.AftersalesoftheModelThadreachedaremarkable10millionunits,thecar’smarketsharethendippedbelow50percentasconsumersturnedtheirattentiontoexcitingnewproductsfromothermanufacturers.AlfredSloan—theprogressiveCEOofGeneralMotors—realizedthatconsumerswantedmorethanacarthatwasinexpensive,sturdy,andreliable,andthatwouldtakethemfromPointAtoPointB.Theyincreasinglywantedacarthatwouldtakethemthereinstyle—evenifitcostthemmoremoney.AndtheModelTwasbeginningtolooklikelastyear’smodel.

EdselFordandotherkeymembersoftheFordleadershipteamcouldseethatchangewasneeded—andfast—butHenryFordwasadamantagainstproducingareplacementforhisbelovedModelT,whichheconsideredtobe“themostperfectcarintheworld.”WhenEdselfoundoutthattheLincolnMotorCompany—whichhadbeenstartedin1917byoneofthefoundersofCadillac—washavingfinancialtrouble,Edsellobbiedhisfatherhardtobuytheailingbrand.Eventually,HenryFordrelented,andin1922LincolnwasacquiredbyFord.EdselthenfocusedondevelopingLincolnintoFord’sfirstluxury-carbrand.

Butthatstillwasn’tenoughtoturnthetideinFord’sfortunes.InaJanuary1926memotoHenryFord,FordvicepresidentErnestKanzler

wrote,“OurFordcustomersaregoingtoothermanufacturers....Witheveryadditionalcarourcompetitorssell,theygetstrongerandwegetweaker....Anewproductisnecessary.”HenryFordwasnotatallpleasedbythememo,andKanzlerwasgonewithinjustafewmonths.

ButEdsel,whoagreedwithKanzler’scandidassessment,courageouslyrefusedtobackdown.AccordingtoStevenWatts,“Edselbecameconvincedthattimeshadchanged,consumershadbecomemoresophisticated,andyousimply

neededtoputanewmodeloutthere.”2Edselfoughtwithhisfatherformorethanayear—showingupinHenry’sofficetopresshisposition,sometimescarryingplansfornewcarswithhim.Eachtime,Henrysenthimaway.

IfnotforEdselFord,however,thecompanythatbearshisandhisfather’snamemightnotexisttoday.Despitehisfather’scontinuedprotests,EdselfinallyconvincedhimtocompletelyrethinkthefutureoftheFordautomobile.Tocompetesuccessfullyinthefast-evolvingautomobilemarketwouldrequirethatconsumersbegivenchoices,stylingoptions,andnewwaystofinancetheirpurchases.Edselknewthistobethecase,andonlybycontinuallytakingonandfinallyconvincinghisfather—amanreveredasoneofthegreatestbusinessmeninhistory—wasthecompanyabletochangewiththetimes.AsaFordcolleaguerecalled,“Itwastheoldman’sbeliefthatheknewbestwhatwasgoodfor[thepublic].Edsel,ontheotherhand,wouldtrytogivethepublicwhattheywanted.”3

InMay1926,asthe15millionthModelTrolledofftheassemblyline,theFordMotorCompanyannouncedthatitwouldstopproductionofthecar.Initssteadwouldbean“entirelynewFordcar,”styledanddesignedbyEdselFord.Thiscarturnedouttobethesleek,newModelA,whichsold700,000unitsinitsfirstyearandturnedaroundFord’ssalesdecline—savingthecompanyfromruin.Regardless,HenryFordneverforgaveEdselforpushinghimtokilltheModelT.

EdselFordwastheherowhocourageouslysavedtheFordMotorCompany.Hehadalltheluxuriesimaginable—wealth,family,andapositionaspresidentofthegreatestautomobilecompanyintheworld.Buthewaswillingtoputitallonthelinetosavethecompanythatborehisname.HewasheroicwhentheFordMotorCompanymostneededahero.

MaybeweshouldturntheconventionalwisdomaboutHenryFord’sstoryonitsheadandconsiderwhotherealherowas—whichmanshouldhavebeenhailedasoneofthetruegreatsofAmericanbusinessandtheautomobileindustry.

LikeEdsel,aherotakescourageousactionswhennooneelseisreadytostepin.

Despitehisrepeatedeffortstopushhisson,Edsel,outofthepicture,HenryFord—andhisbelovedcompany—wereultimatelysavedbyEdsel.IfthebrilliantbutstubbornHenryFordwouldhavehadhisway,hisbelovedModelTmighthavebeenthelastcartheFordMotorCompanyeverproduced.AndifHenryFordwouldhavehadhisway,wouldtheFordMotorCompanystillbearoundtoday?Perhapsnot.

Weliveinaworldthatenablesustothinkweknowitall.Butthatleavesusinarticulateinourthinking;itmakesusstubbornandheadstrong,anditsetsusupforfailure.Thetruthiswedon’tknowwhatwedon’tknow.Tobeasuccessfulleader,wehavetoattimesbecourageousenoughtosay,“Thisisnotworking.”Andwehavetobeheroicenoughtosay,“Imightnotknowtheanswers,butIwilltryanyway.”

FewattheFordMotorCompanywerewillingtochallengeHenryFord.Themostimportantamongthosefewwashisson,Edsel.Ifnotfortheheroic—courageous,constant,andgentle—persuasivemannerofEdselFord,thecompanymighthaveendedupasjustafootnoteinthehistoryoftheAmericanautomobileindustry,orjustadivisionofGeneralMotors.ThetruthisthatthedecisiontomakeanewmodelcartoreplacetheModelTwasnotHenry’s;itwasEdsel’s.

Whodesignedit?Edsel.Whomadesureitgotdone?Edsel.WhowasthecourageousoneandtherealherooftheFordMotorCompany?Edsel.

LeadershipArchetype:TheHero

Aheroisanordinaryindividualwhofindsthestrengthtopersevereandendureinspiteofoverwhelmingobstacles.

—ChristopherReeve

Whenothersstandonthesidelines,waitingforsomeonetostepup,heroesaretheoneswhodon’thesitatetoact.Heroesarecourageous—theyarewillingtoputtheircareersatriskforashotatgreatness.

Heroesactwhenothersoflessercouragewillnot.Heroesactinspiteoffearandoverwhelmingopposition.Mostofusarenotreallyafraidofbeingbrave—weareafraidofwhatit

takestobebrave.Heroesconsistentlyaskthemselves,“Whereiscourage

needed?”

TheKeytotheHero’sSuccess:Courage

Courageisresistancetofear,masteryoffear,notabsenceoffear.

—MarkTwain

Wearenotreallyafraidoflosingeverything—weareafraidofwhatwillhappenwhenwehavenothing.Whenyouunderstandwhatyouareafraidof,youcanlearnwhatitmeanstobecourageous.Whenwediluteourfear,westrengthenourcourageandourcouragestrengthensus.

Couragehasbeenfoundtooriginatedeepwithinthebrain.ResearchersledbyDr.YadinDudaiattheWeizmannInstituteofScienceinRehovot,Israel,usedfMRIscansofexperimentvolunteerstodeterminethataparticularpartofthebrain—thesubgenualanteriorcingulatecortex(sgACC),anareaextremelyrichinserotonintransporters—wasactivatedwhenthesubjectsbehavedheroically.Dr.Dudaisays,“Ourresultsproposeanaccountforbrainprocessesandmechanismssupportinganintriguingaspectofhumanbehavior,theabilitytocarryoutavoluntaryactionoppositetothatpromotedbyongoingfear,namelycourage.”4

AccordingtotheworkofUniversityofHoustonresearcherBrenéBrown,wearedriventoleadfear-basedliveswhenwebelieveinourownunworthiness.Brownsays,“Daringgreatlyisaboutshowingupandbeingseen.It’saboutowningourvulnerabilityandunderstandingitasthebirthplaceofcourageandtheothermeaningfulexperiencesinourlives.”5

PhilipZimbardoisprofessoremeritusofpsychologyatStanfordUniversity,aformerpresidentoftheAmericanPsychologicalAssociation,andfounderandpresidentoftheHeroicImaginationProject.AccordingtoZimbardo,“Whenweaskwhypeoplebecomeheroic,researchdoesn’tyethaveananswer.Itcouldbethatheroeshavemorecompassionorempathy;maybethere’saherogene;maybeit’sbecauseoftheirlevelsofoxytocin....Wedon’tknowforsure.”6

AccordingtoZimbardo’sresearch,heroismisanactivitythathasfourdifferentanddistinctcharacteristics:

Itisperformedinservicetoothersinneed,orindefenseofcertainideals.

Itisengagedinvoluntarily.

Itisperformedwiththerecognitionofpossiblerisksandcosts—toone’sphysicalhealthorpersonalreputation—inwhichthepersoniswillingtoacceptanticipatedsacrifice.

Itisperformedwithoutexternalgainanticipatedatthetimeoftheact.

Aswitheveryarchetypetherearetwosidestothecoin,butit’snotassimpleaswhoisbadandwhoisgood,whatisevilandwhatisnot.Rather,wemustchallengetheideaofwhoisaheroandwhoisnot,whatitmeanstobecourageousandwhatitmeanstobecowardly,andwhatdistinguishesthebravefromthefearless.

TheHero’sLeadershipGap:Fear

Feardefeatsmorepeoplethananythingintheworld.

—RalphWaldoEmerson

We’veallheardstoriesofleaders—inbusinessandinhistory—whostandonthesidelinesandwatchastheirorganizationsandpeoplesufferdemise.Thispassivebehaviorisstunningtothosewhowitnessit.Itisperplexingthataoncepassionateleadercouldstandidlybyandgiveup.Aretheynottrueleadersamongus?Whycan’ttheymanagecrises?Havetheylosttheirbeliefintheirmission?Thesimpleansweristhatfearisparalyzing.

Nomatterwhattherootsourceoftheleader’sfearis,theeffectoffearonanorganizationcanbedevastating.

TheHero’sLeadershipGapArchetype:TheBystander

Theworldwillnotbedestroyedbythosewhodoevil,butbythosewhowatchthemwithoutdoinganything.

—AlbertEinstein

Terrywasaverytalentedandskilledmaninapositionofgreatresponsibility,butforsomereasonhewasunwillingtostepupandleadhispeopleandhisorganization.HepracticedwhatIcallleadershipbyosmosis—heexpectedhispeopletoleadthemselveswithnosupportordirection.Thisturnedouttobeaseriouslyunrealisticexpectationonhispart.Peopleareinspiredbygreatleaders—theyaremorecommittedandmoreengagedintheirjobs,andtheyperformbetter.Badleadersturnorganizationsupside-down.Employeeturnoverincreases,peoplebecomedisengagedintheirjobs,andperformancesuffers—resultinginveryrealshort-andlong-termdamage.

MyassignmentwastohelpTerryresistbeingabystander,andbecomeanengagedandeffectiveleaderashisorganizationfellapartallaroundhim.ButthemomentIfirstmethim,Iknewthiswasgoingtobeatremendouschallenge.Icouldseehewasnotgoodatdealingwithpeople—heenjoyeddealingwiththevariousprocessesandpracticesinthebusinessfarmorethanheenjoyeddealingwiththepeople.Helovedsaying,“GivemeaprocessandIwillmakeitwork.”Hehadrisenuptheranksoftheorganizationbydoingwhatwasaskedofhim.Anduntilnow,hehadneverheldaleadershiprole.

Whenhewaspromoted,Terrywasaskedtodeliveronaudaciousgoals.Butintruthhehadnocluehowtodeliverthegoalshehadagreedto,becauseTerrywas,bynature,amanager.Hevaluedcontrol,systems,numbers,spreadsheets,andstructure.Terrywasnotaboutinspiringthepeoplewhoworkedforhim,hewasnotaboutcreatingtrustwithothers,andhereallydidn’tknowhowtobuildateamthatcouldattaintheloftygoalshisboardhadsetforhim.

This,ofcourse,becameahugeproblem—forhimandforthecompany—especiallywhendecisionsneededtobemade.Insteadofweighingthealternativesandtakingdecisiveaction,hepreferredtoavoiddealingwithsituations—allowingthingstoworkoutthewaytheydid,goodorbad.Intruth,hislackofleadershipwaslosinghiscompanymoney,andcostinghimhissuccess.

Thisoutcome,ofcourse,wasn’tentirelyhisfault.Thecompany’sboardhadchosenTerryoveraverytalentedgroupofcandidates.Theywantedtorewardhimforhisloyaltytothecompany,andtrustedhewouldrisetotheoccasion.Butwhenhedidn’tbecomethekindofleadertheyhadhopedfor,theboardcalledmeintohelp.

Wehadmanydiscussionsonwhatneededtochange,butTerrykeptinsistingthatstrongleadershipwasnothisstyle.Hewouldratherworkonthenutsandboltsofprocessesandpracticesandprocedures.“ThemomentIgettherightprocessinplace,”hetoldme,“everythingandeveryonewillcometogether.”

IbroughtmyconcernsaboutTerry’sreticencetoleadtotheboard,andtheywereevenmoreinsistent.“Justgethimintoshape,”Iwastold.

Iresponded,“There’snothingtogetintoshapeifsomeoneisnotwillingtochange.”

ItwasnosurprisetomethatTerrywasultimatelyunabletodeliveronthegoalstheboardhadsetforhimandthattheprogramfailed.Hehadchosentobeabystanderwhenhispeopleandhisorganizationneededahero—someonewhowouldcourageouslyleadtheway.ButTerrywasn’tdoneyet.Insteadofacceptingresponsibilityforthefailureoftheprogram,heconsciouslymadethesituationworsebyblaminghispeopleforhisownfailures.Hethrewhisteamunderthebusandblamedthemforlackingcommitmentandaccountability.

Itwasbadenoughthathetooknopersonalresponsibilityforhisleadershipmistakes.Butitquicklybecamecrystalclearthatbeingabystanderandlackingthecouragetostandupforhisteamaseverythingwasfallingapartwasabigpartofwhyhewasanineffectiveleader.

Afewmonthslater,theteamwasstillthere,butTerrywasoutofajob.AfterTerrywasdismissed,theboardgavemetheassignmentofpickingup

thepiecesandmakingtheleadershipteamwholeagain.Thiswasnoeasytask—ittookquitesometimeforthetoxicresidueleftbyTerry’sleadershiptoworkitswayoutoftheorganization.Peoplewerehurtandscarredfromtheirbrushwithabosswhowasabystanderandwholackedcourage.Butwiththeincentiveofbringingunderstandingtotheirexperience,notonlywereweabletosucceed,butwesurpassedtheexpectationsofmany.

Weaccomplishedthisinfourspecificsteps.First,weacknowledgedandnamedtheelephantintheroom—allowingpeopletospeakupwithoutfearornegativerepercussions.Second,weneutralizedtheblamegame—explainingthatitwasmoreimportanttomoveforwardthantolookback.Third,weralliedpeopletogetherasacommunity.Finally,wekepttheteammovingforwardbyprovidingthemwithacompellingvisionandpurposefulmission.

Whenyouwitnessatragedy,orwhenyouhearaboutaninjustice,orwhenyouseesomeonebullyinganother,whatdoyoudo?Doyouspeakupordoyouremainsilent?Doyouofferhelpordoyouwalkaway?

Thereisafinelinebetweenthosewhostandbyandthosewhospeakup.Theoneswhospeakuparecourageous,andwehailthemasheroes.Then

therearethosewhodonothing,andwecallthembystanders.Thebystandereffectisthetendencyforindividualsinagrouptoavoid

takingheroicactionwhenothergroupmembersdon’ttakeheroicactionthemselves.Accordingtoresearchers,themorepeoplethereareinagroup,thegreaterthetendencyoftheindividualsinittoactasbystanders.

Toexplorethepsychologicaleffectsofbecomingaprisonerorprisonguard,in1971,PhilipZimbardoandhisteamofresearchersdesignedaprojectknownastheStanfordPrisonExperiment.Theteamplacedaclassifiedadinalocalnewspaperlookingforvolunteers.

MALECOLLEGESTUDENTSNEEDEDFORPSYCHOLOGICALSTUDYOFPRISONLIFE.$15PERDAYFOR1–2WEEKS.7

Morethanseventyvolunteerscameforward,andthispoolofapplicantswasnarroweddowntoafinalgroupoftwenty-fourstudyparticipants.Zimbardoandhisresearchteamrandomlyassignedeachparticipantoneoftworoles—thatofprisonerorguard.Ultimately,twelveparticipantsweredesignatedtobeprisoners,andtwelveparticipantstobeguards.

Theyoungmenselectedtoparticipateintheexperimentasprisonerswere“arrested”attheirhomesbyrealPaloAltopoliceofficers,bookedatthepolicestation,andbroughttoamockjailinthebasementofJordanHallatStanfordUniversity.Itwastherethattheywouldbeimprisonedforaperiodofuptofourteendays.Theprisonersexperiencedmuchofthethingsanormalprisonergoesthrough,fromwearingprisonuniformstobeingsubjectedtomandatorystripsearchesandsolitaryconfinement.

Thesubjectswhoplayedtheroleofguardinthemockprisonweretoldtothinkofthemselvesasrealprisonguardsinarealprison.Whiletheywereinstructednottomistreattheprisonersorcausethemanyphysicalharm,theywerealsotoldtolettheprisonersknowwhowasincharge.Zimbardogavetheguardsthisbriefing:

Youcancreateintheprisonersfeelingsofboredom,asenseoffeartosomedegree,youcancreateanotionofarbitrarinessthattheirlifeistotallycontrolledbyus,bythesystem,you,me....Theycandonothing,saynothingthatwedon’tpermit.8

Tomaketheguardslookmoreauthentic,theyweredressedinkhakiuniformsandissuedwoodenbatonstosignifytheirauthority.AsZimbardosaid,thegoalwastoinducedisorientation,depersonalization,anddeindividualizationintheparticipants;andtheparticipantsquicklytooktotheirassignedroles.

Thefirstdayeverythingwasfineandtheprisonerswereboredandquiet.However,onthesecondday,therewasamajorshiftwhensomeoftheprisonersstartedarevoltagainsttheprisonguards.Inresponse,someoftheguardsbegantotaketheirrolesveryseriouslyandbecameextremelycruel.Theyenforcedauthoritativemeasuresontheprisonersthatweresadistic,andsomeevensubjectedtheirprisonerstopsychologicaltorture.Manyoftheprisonerspassivelyacceptedtheabuse,andthosewhotriedtopreventitwereharassedandpunished.

Thiswentonforsixdays,untilZimbardoabruptlyterminatedtheexperimentduetotherampantabuses.DaveEshelman,whoplayedtheroleofaguardintheexperiment,said,

Iwaskindofrunningmyownexperimentinthere,bysaying,“HowfarcanIpushthesethingsandhowmuchabusewillthesepeopletakebeforetheysay,‘knockitoff’?”Buttheotherguardsdidn’tstopme.Theyseemedtojoinin.Theyweretakingmylead.Notasingleguardsaid,“Idon’tthinkweshoulddothis.”9

TheStanfordPrisonExperimenthasreceivedmuchcriticismovertheyears,butitcontinuestoraisequestionseventoday.Howisitpossiblethatgoodpeopleturnintoperpetrators?Whydopeoplewhohavepowerbecomeevil?Andwhydosomehaveatendencytoturnablindeyeandadeafearonactionsthatmaybeabusive?

Theseareimportantquestions.DuringWorldWarII,Nazimilitaryofficersorderedthedeathofmillionsof

Jewsandother“undesirables”(Gypsies,communists,homosexuals,thementallyandphysicallydisabled,andothers)whilethosewhoknewstoodby—watchingasbystanders.

Wedon’thavetogototheextremesofwar,andwedon’tneedtocreateamockprisonexperimenttoseethebystandereffectinaction.Allwehavetodoisgointoourownworkplaceandlookatourleadership.

Researchonworkplacebullyingrevealedthat66.6percentofbusinesseshaveanactivebully—with58.2percentofparticipantsstatingthattheactivebullywasmorelikelytobeaboss(manager,seniormanager,CEO,orexecutivedirector).10Bullyingatworkisahugeproblem,andsadly,manywhowitnessbullyingwon’tsayordoanythingaboutit—instead,theyactasbystanders.Theymightexcusethebullyingbysaying,“Ohthisalwaysgoeson,”or“Hewasonlyteasing,”or“Thisbullyingsalespersonbringsustoomuchbusinesstobereprimanded.”Thefactisthatwhenbullyingorintimidationoccursintheworkplace,manypeoplejuststandbyandwatch.Mostpeoplebelievethatsomeoneelsewillhandleit,orthatthepeoplebeingbulliedcantakecareofthemselves.Whennothingisdonetohelpacoworkerwhenheorsheisbeingbullied,thisisthebystandereffectinaction.

Arewegoingtobeoneofthepeoplewhostandbyandallowtoxicbehaviorstocontinuetoexist,orarewegoingtobeoneoftheheroeswhotakesacourageousstand?Thereisanopportunityeveryday,ineveryworkplace,ineveryorganization,forthecourageousheroarchetypetoemergeandtolead.

LeveragingtheBystanderWithin

Andthoushaltnever,butneverbeabystander.—YehudaBauer

Leadersdonotbecometrueleadersuntiltheycanlearntomanagetheirfearsinthefaceofdifficultiesandchallenges.Trueleadershaveworkeddiligentlyandwithgreatefforttogobeyondwhattheyfearandtorethinkwhattheyknow,sotheycandiscoverwithinthemselvesadepthoftheirownfearlessness—thepersonwhoisreadytobecourageouslikeneverbefore.

Ifyouwantyourpeopletobecourageous(andyoudo),thenyouasaleaderneedtorethinkyourorganization’scultureandaskyourselfifitsupportsandencouragesactsofcourage,bothgreatandsmall.

Tohaveaculturethatiscourageous,youhavetofindtheherowithin.It’stheherowhotakesbackcontrolfromfear.Theherosays,“IwillfindthecouragetodowhatIknowIamcapableof,eventhoughIdon’tyetknowhow.”

Tofindtheherowithin,youhavetomakeitsafeforpeopletobecourageousbycushioningtheirfall.Youdothatbyallowingpeopletobethemselves.Becausewhenyoumakeitsafeforpeopletobethemselves,youmakeitsafeforthemtotakechancesandtotakerisks.Inaculturewheresafetyresides,everyoneflourishes.Whenpeoplefeelsafe,theyriskbig,andwhentheydon’tfeelsafe,theyavoiddoinganythingthatmightpointthefingerofblameonthemiftheymakeamistakeorfail.Thesaferyourpeoplefeel,themoreyourbusinesswillachieveastheclimateoffearevaporates.

Toleverageyourinnerbystander...Whenyouseesomething,dosomething.Bystandershaveaknackofnotwantingto

getinvolved,butassomeonewhoislookingtobebrave,courageous,andfearless,makeapointofinterveningassoonasyoueventhinktheremaybeaproblem.Don’tbrushitoffas“thisishowitalwaysis.”Ifyouheardisrespect,saysomething;ifyouseemisconduct,dosomething.Allquestionablebehaviorshouldbeaddressedimmediatelytokeepasituationfromescalating.Yourpurposeisnottowatchthingspassyouby;yourpurposeistoseesomethinganddosomethingaboutit.

Implementaninterventionforyourself.Howmanytimeshaveyousaidtoyourself,“Itiswhatitis”?Itisyourjobtostopidlystandingbyasyourday-to-daylifecontinuesnottobethewayyouwantittobe.Insteadofplayingthebystanderrole,putaplaninmotiontochangewhatneedstobechangedinorderforyoutobehappyandsuccessful.

Endyourownpassivity.Youareincontrolofyourownlifeandyourownhappinesstoahugeextent.Ifsuccessisgoingtofindyou,youhavetobebraveandassertivenow—nottomorrow,later,nextweek,ornextmonth.Yourbravery,fearlessness,andcouragehavetostarttoday—youcannotjuststandbyandwishforittohappen.Youhavetobetheonewhomakesithappen.Nooneisgoingtocomeandrescueyouorfixthingsforyou.

Bethepersonyouknowyoucanbe.Beingabystanderinyourownlifedoesn’tbenefityou,sodon’tbeabystanderinothers’liveseither.Learntoexercisemoreempathy,andletsomeoneknowyouarethereforthem,tohelpthem,guidethem,andsupportthemiftheyneedyou.Don’tmakeassumptions—noteveryoneisascourageousorasfearlessasyouare.Bethepersonyouknowyoucanbeandstopjuststandingbyandallowinglifetopassyouby.

Themomentyouchoosenottobeabystanderisthemomentyouuncovertheherowithin.

BecomingaHeroicLeader

Hardtimesdon’tcreateheroes.Itisduringthehardtimeswhenthe“hero”withinusisrevealed.

—BobRiley

Whatmakessomeoneagreatleaderandaherotoothers?Tobeagreatleader,youhavetoleadyourpeopleinaheroicandcourageousway.Beingaheroactuallymeansbeingaservanttosomethingbiggerthanyou.Focusingonthegreatergoodoftheorganizationandyourpeople,insteadoffocusingonlyonyourownneeds,willreapmassiverewards.

ThewordheroisrelatedtotheLatinwordservo,whichmeanstoserve.Greatleadersaren’tjustheroes;they’realsoservants—totheirpeople,theircustomers,theircommunities,andtheworldatlarge.Peoplewhothinktheyaregoingtoleadbydemandorbyhierarchywillleadonlyforashorttime.Butwhenyouleadasahero—withaservantheart—andyoudosocourageously,andwiththegoalofhavingpeopleworktowardsomethinggreaterthanthemselves,youcanaccomplishanygoalsyousetforyourselfandyourorganization.

Courageisneededacrosstheboard—inleaders,cultures,teams,andcompanies.Youhavecourageousleadershipwhenpeopletrustyourdecisionsinsteadof

silentlyresistingyoureverymove.Youhaveacourageousculturewhenemployeesraisetheredflagonprojects

thataregoingsouthinsteadofhidingissuesuntiltheybuildintofull-blowncatastrophes.

Youhaveacourageousteamwhenemployeescometoyouwithremediestoproblemstheyarefacing,insteadofdumpingproblemsinyourlap.

Youhaveacourageouscompanywhenyourpeoplearecandidandengagedduringstatusmeetings,insteadofpolitelynoddingtheirheadseverytimeyouspeak.

Mostofusdon’tspendtimethinkingaboutwhetherourbusinessculture,leadership,andcompanyarecourageousandgroomingheroes.Thisisamistake,andthelossofatremendousopportunity.Whenyouhaveacourageousculture,andheroicleadership,you’llseepeopletryingnewthingsoutsidetheirskillsets,deliberatelyseekingoutleadershipopportunities,andofferingideasfor

expandingtheteam’sreach.Whenyouhaveacourageousculture,you’llalsocultivateengagement,motivation,andcommitmentamongyourpeople.

Aheroicleaderwillstandup.Courageousleadersgothroughlifeknowingthattherewillbepeoplewhowanttoputthemdownandwhowillwantthemtofail.Buttheydotheirjobwithexcellencedespitethediscouragement.

Aheroicleaderwillstandout.Courageousleadersknowthatnoteveryonewillbeinterestedinwhattheyhavetosay.Theyspeakupanyway,andrefusetobecomeinvisible.

Aheroicleaderwillstandtall.Sciencesaysstandingtallwithyourlegsandarmsstretchedwideconveysasenseofpoweranddecreasesstress.ResearchersatHarvardandColumbiaUniversitieshaveshownthatpracticingthe“powerpose”forafewminutesincreasestestosteroneandlowerscortisol,thestresshormone.

Aheroicleaderwillstaycalm.Courageousleadersknowthatwhenthingsgettoughandemotionsareonedge,noteverythinghastobesaid.Calmdoesnotmeanweak;calmmeansyouarecredible.

Aheroicleaderwillnothedge.Courageousleadersaredecisive—theyknowwhattheystandforandwhattheywant.Theydon’tsay“Ithinkso”or“Iguessso.”Theyspeakwithauthority,theyknowwhatneedstobesaid,andtheysayit.Heroesaredefinedbytheircouragetostayfocusedanddetermined.

Thosewhoinspireothersareheroes.Thosewhousetheirtimewiselyareheroes.Thosewholovealifetimeoflearningareheroes.Thosewhonurturetheirpassionwithcourageareheroes.Thosewhobecomepositivelydeviantareheroes.Thosewhotakeoncourageousactsonadailybasisareheroes.

GREATCOURAGEOUSLEADERS

JusticeAnthonyKennedyisthedecidingvoteonmanySupremeCourtcases.Hiscouragetofollowhisconscienceonavarietyofhotlydebatedpoliticalissuesstandsoutinthecourtofpublicopinion.

MalalaYousafzaispokeoutagainsttheoppressivenessofdenyingeducationtogirlsinPakistanandpaiddearlyforit.Yetshecontinuestospeakoutindeterminationtoachievehergoals.

J.K.Rowlingwasdestituteandwithoutoptions,butshehadanideaandthecouragetorelentlesslypursueiteventhoughitwasa

longshot.Sheperseveredinspiteofconstantrejection,andshehassoldmorethan400millioncopiesofherbooks.

Becomeaherobybeingcourageous,andmakeacommitmenttochallengeallthatiswronginwhateverformittakes—doingsowithmoralcouragelinkedtorighteouscharacter.

Letthemostvaluedprivatevirtuesofcourageandcompassionbeyourguidinglightregardlessofwhetherornotyoufeelready.Beheroicinthoughtandaction.

Developapersonalcodeofhonorthatyoucanlivebyproudlyeverydayandthatyouarewillingtosharewithothers.

Heroismisactinginservicetoothersandonbehalfofothers.Heroismcanbedeveloped,canbetaught,andcanbetrained—likeothervitalindividualcharacteristics.Tobeaherorequiresasociocentricorientationratherthananegocentricone,becauseeveryonehasthecapacitytobecourageous.

Anyonecanlearnhowtobecourageous.Andeveryonecanmakeadifference.Includingyou.

RecognizingYourselfintheHeroArchetype

Theheroembarksonacourageousquesttoperformaremarkableaction,andindoingsoovercomesobstacles—oftenputtingthewelfareofothersbeforehisown.

Areyouahero?Askyourselfthesequestions:

Inwhatwaysdoyoufacefeardespiteyourstruggles?

Howdoyoudisplayboldnessasaleader—andencourageotherstobebold?

Whataresomeexamplesofyourwillingnesstotrynewthings?

Whatwouldyoudodifferentlyifyouhadnothingtofear?

Doyoueverworrythatyouareabystander?Whyorwhynot?

T

CHAPTERSIX

THEINVENTOR

Theinventorisavisionary,constantlyinnovatingandimprovingprocessesandproducts.Theintegrityofhisideasisparamount,andherefusestosettleforanythinglessthanexcellence.

odaysushiisavailableinmostmajorcitiesaroundtheworldandmanysmallerones,too.Youcaneasilyfinditingrocerystores,thebig-boxaisles

ofCostco,7-Eleven,andofcoursesushibars.SushiasweknowittodayoriginatedinJapan,whereitwaswidelyviewedforcenturiesasasnackfood,mostoftensoldtobusypeoplefromstallsonthestreetandquicklyeatenbyhandlikehotdogsinNewYorkCity.Formostofitsexistence,thesushiindustryneveraspiredtobemuch.Butthatoncelaid-backattitudehaschangeddramatically.

TheGinzaisadistrictinthecityofTokyothatlooks,feels,andsmellslikethelovechildofTimesSquareandRodeoDrive,withanaddeddashofLasVegasglitz.Theareaisahodgepodgeofhigh-fashionboutiques,departmentstores,hostessclubs,automobileshowrooms,restaurants,bars,artgalleries,andtheaters.Andwhennightarrives,flashingneonsignsandhugevideoscreenscreatearaucousmulticoloredlightshowthatrivalsanyintheworld.

Butawayfromallofthelights,takeafifteen-minutewalkfromthefabledTsukijifishmarketandgoalongthebusyHarumiDori,parallelwiththeTokyoMetroHibiyaLine.AfewblocksafteryoucrosstheGinza’smainshoppingthoroughfare,ChuoDori,takethestairsonyourleftthatleaddeepintotheundergroundGinzasubwaystation.Findyourwaythroughthebusystation(morethan250,000passengersusethestationonanaverageday)untilyoureachexitC6.Passthroughthesetoftwinglassdoorswithgoldlettering,andinjustseconds,youwillfindyourselfoutsidetheentranceofatinyrestaurantcalledSukiyabashiJiro.

Thoughyou’dneverguessbyitslocation,hiddeninthebasementofasubwaystation,SukiyabashiJiroiswidelyconsideredtobethebestsushirestaurantintheworld.Reservationsforitstenseatsareextremelyhardtoget—you’llneedtoreservemonthsinadvance—andthepricebearsnoreflectionwhatsoevertotheambienceorhumblebeginningsoftherestaurant’sfeatured

dish.Thecurrentpriceforthetwenty-courseomakase(chef’schoice)menuisasteep32,000yen,about$275—perperson.

Howdoesatiny,subterraneansushijointdrawaficionadosfromallaroundtheworldandearnacovetedratingofthreeMichelinstarseightyearsinarow—anhonorthatputsitintherarefiedstratosphereoftheverybestofthebestrestaurantsworldwide,regardlessofcuisine?

Thesecretisaninety-one-year-oldmanwhohasdedicatedhislifetomasteringtheartofmakingsushi.WhenJiroOnowasjustsevenyearsold,hisfamily—whodesperatelyneededtheextraincome—sentJirotoarestaurantwherehewouldbothliveandwork.Jirosays,“Iwastooyoungtoapprenticewiththegardenerorcarpenter.Thelocalrestaurantwastheonlyplacethatwouldtakeme.Sothat’showIendedupinthisbusiness.”1

SushiissoingrainedinJiro’slife,hisheart,andhissoulthatwhenhesleeps,hedreamsaboutit.Evenathisage,Jiroisstillcomingupwithnewtechniquesandnewapproachesthathecantryoutinhisrestauranttocontinuetouphisgame.JirosaysinthedocumentaryJiroDreamsofSushi,“Idothesamethingoverandover,improvingbitbybit.Thereisalwaysayearningtoachievemore.I’llcontinuetoclimb,tryingtoreachthetop,butnooneknowswherethetopis.”2

Jiroisaninventorwhoclimbedtotheverypinnacleofhisprofessionbyrefusingtocompromisehiscreationsandbydefendingtheintegrityofhisideas.

Likemanyremarkable,creativepeoplearoundtheworld,Jirorefusestoproduceanythingthatdoesn’tmeethisextremelyhighstandards.Heaccomplishesthisinfivedifferentways.

First,Jirobecameaspecialist.IntheearlydaysofSukiyabashiJiro,therestaurantsoldmanydishesbesidessushi.ThenJirorealizedthatpeoplewerefillinguponappetizersandotherfoodofferings,andbythetimetheyreachedthesushicourseattheendoftheirvisit,theywouldhaveroomforonlyafewpieces.That’swhenJirodecidedtofocus100percentonsushi.OrdertheomakaseatSukiyabashiJiro,andyouwillreceiveexactlynineteenpiecesofsushiandadessertitemattheend,typicallyaparticularlyflavorfulandjuicysliceofmelon.Whilethesushiyou’llbeservedchangesfromdaytoday—dependingonwhichseafoodisthebestonofferatthemarketthatday—everypiecehasthechef’sfullfocus.

Second,Jirofoundtheverybestvendorsoftheverybestingredientsthathebuyseachday.Forexample,hebuiltalong-termrelationshipwiththevendorofaparticularkindofrice,whichJiroconsiderstobetheverybestintheworldandperfectlysuitedtohissushi.TherelationshipJirohaswiththericevendorisso

loyalthatthevendorwillnotsellthisspecialstrainofricetoanyoneelsewithoutJiro’sexplicitapproval.Similarly,whenJiro’ssonYoshikazurideshisbicycletotheTsukijifishmarketeachmorningtobuythefish,octopus,shrimp,andeeltobeservedthatday,healreadyknowswhowillhavetheverybestofthebest.EachsupplierisanindividualexpertandJirohascommittedtolong-termrelationshipswitheach.ThetunabuyerselectstheverybesttunaavailableatTsukijieachday,whichhethenproudlyofferstoSukiyabashiJiro.

Third,Jiroisdriventocreateforthedelightofhiscustomers.Foryears,Jirodirectedhisapprenticestomassagetheoctopusforthirtyminutesbeforeitwasreadytobeserved.Butinthespiritofcontinualimprovement(kaizen)famouslyembracedbytheJapaneseautomobileindustryandothermanufacturersafterWorldWarII,Jirodecidedhecouldandshoulddobetter.Soinsteadofthirtyminutesofmassage,Jiro’sapprenticesweredirectedtomassagetheoctopusforfortytoforty-fiveminutespriortoservingeachday,tomakeitevenmoretenderandflavorful.

Fourth,heandhisteamtastetheircreations,ensuringthateachingredientisatitspeakofperfection.Everyoneworkingintherestaurantisexpectedtotakelittlenibblesoftheingredientsthroughouttheday—apieceoffishhere,asliverofseaurchinthere.Ifsomethingdoesn’ttastequiteright,thenitisdiscardedandwillnevergetanywherenearacustomer’splate.

Fifth,andperhapsmostimportant,Jiroisashokunin—“apersonwhoembodiestheartisanspiritoftherelentlesspursuitofperfectionthroughhiscraft.”3Jiroisneversatisfiedwiththestatusquo.Heknowsthathisintegrityisonthelineeachandeveryday,andthatifsomethingcanbeimproved,hewilldoit—regardlessofthecostortheextratimerequired.NothingshortofperfectionisacceptabletoJiro,butheknowsthatperfectionisastateofbecoming.Itisanidealthatisneverreachedbutthatmustalwaysbestrivedforandpursued.

JiroOnoisamanwhoisdriventocreateandprotecttheintegrityofhisideas.Forhimthereisnoquestionhowheproduceshiscraft—heisaninventor,alivingmodel,apersonwhonevercompromisesonexcellence.

LeadershipArchetype:TheInventor

Nothingismoredifficultthantointroduceaneworder,becausetheinnovatorhasforenemiesallthosewhohavedonewellundertheoldconditionsandlukewarmdefendersinthosewhomaydowellunderthenew.

—NiccolòMachiavelli

Inventorsconstantlysearchforthebestwaytoimproveprocessesandproductsandtoperfecttheircraft.Theyareexperimenterswhomakemanysmallbetsandarewillingtofailinpursuitofbigwins.Theyaskthequestion,“Howcanwemakethisbetter?”

Forinventors,maintainingtheintegrityoftheirideasisparamount.Theyarepossessedwithvision,andcompromiseisnotanoption.Theymakechoicesforwhatisbestfortheidea,andtheyexecutewithexcellence.Inventorshavehighstandardsandchallengeotherstomeetthem.Theymaytestyou,theymaychallengeyou,theymayteachyou,andsometimestheymayinsultyou—butitisallintheinterestofbuildingafaithfulteamthatwillmaketheirvisionareality.Theirintegritymotivatesthemtofighttoprotecteverydetail.Bydefinition,aninventorisnotsatisfiedbythestatusquo,butaspiresforhighstandardsandexcellenceeachandeverytime.

TheKeytotheInventor’sSuccess:Integrity

Achievementofyourhappinessistheonlymoralpurposeofyourlife,andthathappiness,notpainormindlessself-indulgence,istheproofofyourmoralintegrity,sinceitistheproofandtheresultofyourloyaltytotheachievementofyourvalues.

—AynRand

FormerU.S.senatorAlanK.Simpsononcesaid,“Ifyouhaveintegrity,nothingelsematters.Ifyoudon’thaveintegrity,nothingelsematters.”4

InEnglish,integritymeansfirmadherencetoamoralcode.InLatin,itmeanstobewhole—youbringallofwhoyouare,goodandbad,

strengthsandweaknesses,together.InFrench,itmeansintact—youareabletostayintactwithwhoyouare

underanycircumstances,evenifthereareconsequences.InHebrew,itmeansforce.Whenyouhaveintegrityyouareaforcetobe

reckonedwith.WhenIrefertointegrity,Ihavesomethingveryspecificinmind:Character.Identifyingwhoyouareandwhatisrightandwrongforyou.(Who

youare.)Convictions.Acknowledgingyourconvictionstoactaccordingly.(Whatyou

are.)Codeofconduct.Honoringyourpersonalcodeofconductandhowyouwillact.

(Howyouare.)Tohaveintegrityyouhavetoknowwhoyouare;youhavetoknowwhat

youstandfor;andyouhavetoknowhowtoactinhonorofyourcode.Thiswho,what,andhowalladduptocreateawholeperson—apersonwhoisunified,undivided,andaremarkablypowerfulforceintheworld.Whenapersonofhighintegrityinvents,thereisnostoppinghim.

Apersonofintegrityiswillingtobeartheconsequencesofhisinnovations—whetheritbedisruptingamarketplaceorchanginglives.Hefollowshisconvictionsnomatterwhatobstaclesstandinhiswaybecauseapersonofintegritystandsforallofwhoheis,allofwhatheis,andallofhowheis.Thepersonwholiveswithintegritydoeswhatisright,notbecausehehastobutbecauseitisrightforhim.

Afewyearsago,Iwasaskedtogiveakeynotetoagroupofcollegestudentswhowerestudyingentrepreneurship.Thegroupwantedmetobasemytalkonhowtoleadcompaniesthatproduceresultsandbecomesuccessful.

Whenthedayarrived,Istoodatthefrontoftheroomandsaid,“Iamheretospeaktoyouaboutintegrity.”Thestudentsbrokeoutinapplause.

Theirreactiongratifiedme.WhenIamaskedtospeakaboutproducingresultsandbecomingmoresuccessful,mostpeoplewantmetospeakaboutbecomingfasterandquickerinbusiness,orloweringcosts.Buttheseambitiousstudentswerenotlookingforshortcuts,quickfixes,orbestpracticesonhowtosuperchargetheirsuccess.TheywantedmeaningfulinsightandIcametogiveittothem.

Itoldthemthatnomatterwhatcareertheypursuedintheirfuture,orwhat

kindofleadershipstyletheycultivated,orwhatinnovationtheydeveloped,theywouldbeheldaccountableandresponsibleaspeople.AsIexplainedtothestudents,everythinginbusiness,leadership,andsuccessisfoundedonthevirtueofintegrity—it’stheforcethatleadstheway.

Integrityisnotaconcepttaughtinbusinessschool,anditisnotmeasuredasanachievablegoaloroutcomeinbusinessplans.Butwithoutintegrity,thereisnoinnovation.Thereisnoprogress.Thereisnomeaningfulsuccess.

Noleadercanfosteradvancementinbusinesswithouttrust,honesty,confidence,andrespect.Thatinsumisintegrity.

Integrityiscultivatedby:Honoringcommitments.Beaccountableandresponsibleforwhatyousayanddo.Speakingwithhonesty.Anuncomfortabletruthmayhurtforalittlewhile,buta

liewillhurtforever.Havingintegrityisspeakingthewholetruth,evenwhenitmayhaveanegativeeffectontherelationship.

Maintainingaconsistentmoralcode.Doingwhatisrightisnotalwayseasy,butthosewhohaveintegritydonotcompromisetheirmoralcode,evenifitmeanstherewillbeconsequences.

Embracingunwaveringconvictions.Innovationdemandscommitment.Nevercompromiseyourvision.

Treatingeveryonewithrespect.Thesurestwaytocultivateloyaltyistotreateveryonewiththesamerespectyou’dexpect.Evenifitdoesnotmeananythingtoyou,itcouldjustmeaneverythingtothem.

Establishingtrust.Wherethereisnotrust,thereisnoprogress.Effectiveleadersinspirefaithintheirvision.Yourteamhastotrustyoubeforetheywillfollowyou.

Whenrespectisearned,honestyappreciated,commitmentvalued,andtrustgained,thenintegritywillsurelygrow.Whentheyarenot,integritywillfindanotherhome.

Ifpeoplecannottrustyourword—cannotunderstandyourmotivations,cannotrespectyourcharacter—yourideasareworthless,becauseyouwillneverbuildtheteamyouneedtomakethemareality.

Integritystartswithyou.Makeittheheartandsoulofyourleadershipandyourbusiness.

Alackofintegrityiseasytodetect.Whenwordsdon’tmatchactions,whenactionsdon’tmatchpromises,andwhencommitmentsarenotkept,ateamcannotcoalesce.Innovationcannothappen.Aspirationscannotbeachieved.

Intheend,Iconvincedthecollegestudentsthattobeagreatleader,aninnovator,aninventor,theymustconsistentlyactwithintegrity.Topersuade

peopletofollowyourvisionandmanifestyourideas,youmustbebelievable;tobebelievableyoumustbecredible;andtobecredibleyoumustbehonorable.

TheInventor’sLeadershipGap:Corruption

Corruptionislikeaballofsnow,onceit’ssetarollingitmustincrease.

—CharlesCalebColton

WhenGeorgeandJamescametogethertostartadesignfirminalargemetropolitancity,theyhadagreatvisionandgreatheart.Theywantedtobuildabusinessthatwouldbemeaningfulandhaveintegrityinitswork.

Georgewastheartistinthepartnership—hehadattendedafamousschoolofdesigninNewEngland,andheguidedthefirm’screativedecisions.JameswasanMBAwhoenjoyedworkingthenutsandboltsoftheorganization.Hewastheonewhomadesurecustomerspaidtheirbillsontime,andthattheirvendorsandemployeeswerekepthappy.Thetwomenworkedhard,anditlookedasthoughtheywereheadedforgreatsuccess.Buttwoyearsafterthecompany’slaunch,IgotacallfromGeorge,whowasclearlyupset.

“Idon’tunderstandit,”saidGeorge.“Webuiltthisbusinesstogetherfromthegroundup,andJamesisbeingsoreckless!Ijustcannotimaginewhyhewoulddothat.”

WhatGeorgedidn’tknowwasthatJameshadbeenmakingplanstodemolishthecompanyforalongtime.Georgethoughttheywerecreatingsomethingtogether,butJameshadotherideas—hewasoutforhimself.

IknewthisbecauseJameshadcalledmeafewmonthsearliertohelphim.DuringmymeetingwithJames,hetoldmehehadconcernsaboutGeorgeas

apartner,andhewantedmetohelphimsortthingsout.WhenJamesandIspokeagain,hehintedthathehadsomeethicalconcernsaboutGeorge.Hedidnotcomeoutandsaywhattheseethicalissuesmightbe—infact,hewasvagueandevasiveaboutthewholething.Thisdidn’tfeelrighttome.Ihadknownbothofthemwhenweworkedtogethertostartuptheircompany,anditseemedtomethatGeorgebeingcalledunethicalwasoutofline.WasJamestryingtocast

suspiciononGeorge’scharacter?IknewtherewasmoretothisstorythanwhatJameswastellingme.IcouldseeJameswasfacinghisleadershipgap.

Whenpeopleactinawaytheyknowisunethical,theyarecorrupt.Andtheylookforalliestomakethemfeelright.Afterafewdays,itwasverycleartomewhatwashappening—Jameswastryingtoenlistmeasanally.Moralcorruptionhappensallthetimeinbusinesses,inteams,andinfamilies.ButIwasn’thavingit.

Jameswasreadytomoveonwiththebusinessonhisown,leavinghispartner,George,behind.Butinsteadofcomingrightoutandsayingwhathewanted,hewentaboutitcorruptly.JamesworkedtotarnishGeorge’scharacterbycallinghimunethical.Heattemptedtoalienatehispartnerbyenlistingalliestohisside.

Jamesthoughthehadmyattention,andhedid,butnotinthewayhehadhoped.ItwasobvioustomethatJameswastryingtopaintapictureofGeorgeasunethical,uncaring,self-centered,domineering,andincompetent,but,intruth,everyoneIspoketoatthecompanydescribedJamesthatway—notGeorge.TherootsofJames’scharacterwereshowing,andhistryingtogetmeonhissidedemonstratedhelackedintegrity.

Unfortunately,theseedsofthebreakupofthispartnershiphadbeenplanted,andtherewasnogoingback.Ihelpedthemworkoutthedissolutionoftheirbusinesspartnershipsotheycouldgotheirseparatewaysandformtheirowncompanies,whichtheydid.Georgewas,ofcourse,devastated.Hedidn’tknowhowhecouldrunhisowncompanywithoutJamesbyhisside.

Georgekeptsayingtome,“Ifeelbetrayed;Idon’tunderstandwhathappened.Iwantedthistowork—Iworkedveryhardonourpartnership.Whywouldhedothistome?Whywouldhebetraymethisway?”

Asitturnedout,James’scorruptionbecameGeorge’sblessing,andJames’slackofcharacterendedupcostinghim.Whenweseparatedthecompany,notoneemployeewantedtogowithJames,buteveryonewantedtogowithGeorge.James’sbusinessultimatelyfailed,whileGeorge’sthrived.

Thepersonwithintegritydoestherightthingevenwhennooneelsewill,andevenifnooneelseislooking—notbecausehethinksitwillchangetheworld,butbecauseherefusestobechangedbytheworld.ThepersonofintegritydoesnotneedtobeaMahatmaGandhioraMotherTeresa,heonlyneedstohaveagrasponvaluesthatcansethighstandards,helpguideactions,andinspireotherstofollowhislead.

Atruetestofintegrityisn’thowyouareonthebestdays,buthowyouactontheworstdays.Theinnerattitudeofyourmindhasthepowertochangetheouteraspectofyourlife.Don’tallowyourmindtotellyourheartwhattodo,

becausethemindgivesintooeasilywhiletheheartfightsforitsconvictions.Whenyouunderstandwhatyourconvictionsare,theyenableyoutoleverageyourstrengthsandmanageyourweaknesses.Integritymakesyouwhole.Itallowsyoutobecognizantoftheimpactandforceyouhaveonothers.

Therearemanydifferenttemptationsthatthreatentocorruptourintegrityeachandeveryday,andthesetemptationsarewellsummarizedbythesevendeadlysins:wrath,greed,sloth,pride,lust,envy,andgluttony.Inadditiontotheseeternalsins,thestrongbutnegativeemotionswemightfeelfromtimetotimearealsoenemiesofintegrity.Thesenegativeemotionscorruptintegrityanddestroyit:hubriswithouthumility;ragewithoutconscience;prejudicewithouttolerance;sacrificewithoutresentment;andshamewithouthumanity.Ifweallowthemtotakeover,theywillwedgeagapbetweenwhoweareandwhatwewanttoachieve.

TheInventor’sLeadershipGapArchetype:TheDestroyer

Ifwedestroysomethingarounduswedestroyourselves.

—Buddha

Corruptleadersdestroytheirorganizationsfromwithin,doingveryrealdamagetotheirpeople,theircustomers,andtheircommunities.Insteadofrallyingpeopletoaspiretocreateadvancements—betterideas,betterproducts,betteremployees,betterteams—theymakethingsworseinthepursuitoftheirowngoals.Aleaderwithoutintegrityiscorrupt.Aleaderwhoisnotinventingisaleaderwhoisdestroying.

Thedestroyerisnotonlycorruptwithhisbusiness,butrecklesswithhispeople’sminds,hearts,andlives.

LeveragingtheDestroyerWithin

Firstyoudestroythosewhocreatevalues.Thenyoudestroythosewhoknowwhatthevaluesare,andwhoalsoknowthatthosedestroyedbeforewereinfactthecreatorsofvalues.Butrealbarbarismbeginswhennoonecananylongerjudgeorknowthatwhathedoesisbarbaric.

—RyszardKapuściński

Aninventorhasintegrity,adestroyeriscorrupt,andthegapbetweenthemisclear.Thesetwoopposingleadershipstylesaredistinguishedbyactions.Thedestroyer’slackofintegritypermitsquickfixes,cuttingcorners,andcompromisingqualityandstandards.Aninventoriscommittedtoputtinghispersonalvaluesintopracticeratherthansimplyprofessingthem.Toovercometheleadershipgapofthedestroyer,youmustunequivocallyupholdhighstandards;allowintegritytobetheguidingforceofyourideas,yourmission,andyourleadership;andchoosegreatnessovergallantryeverytime.

Consideryourpriorities:Doesyourideaservethegoodofmany,ordoesitserveonlyyourself?Ifyouintendtobecomeagreatleader,rethinkonwhichsideofthegapyoustand,becausethechoiceisyoursinanygivensituation.Youcanbeacreatorofgreatthingsbyholdingfasttoyourconvictionswithoutcompromise.Butwithoutthatdepthofintegrity,youwillfindyourselftrappedinthegapofthedestroyer—corrupt,unscrupulous,andimmoral.

Lookforwhatisgood,notwhatisbad.Adestroyertendstolookatthingsinanegativeway,cancelingoutthegood.Theonlywaytoshiftthingsaroundandtoleveragethepartsofyourcreativity,talent,andstrengthsisbycultivatingahabitoflookingatthepositive.Positivityisapowerfultoolthatcanbepulledoutofyourpocketwheneveryoufeelvulnerableinacertainsituation,orwhenyoufeellikesomethinguncomfortableordistressinghashappened.It’samasterkeyneededtoopenlife’sdoorsthatcannotbeopenedotherwise.

Insteadofcriticizing,trycomplimenting.Thedestroyerisalwaysfindingfaultinhowthingsaredoneandhowthingsshouldn’tbedone.Whenyouareconstantlycriticizing,youdon’tgetmoreofwhatyouwant—yougetlessofwhatyouneed.Instead,tryfindingwhatisrightwithpeopleinsteadofwhatiswrong,andwatchthemexcelatwhattheydo.

Bewhoyouwanttoseeintheworld.Peopledon’ttrustadestroyer.Ifyouwantpeopletotrustyou,betrustworthy.Ifyouwantpeopletorespectyou,berespectful.Ifyouwantloyalty,beloyal.Destroyersneedtounderstandthattheymustbecomewhattheywanttoseeintheworld.

Avoidcuttingcorners.Everydestroyerneedstounderstandthatnothinggreatwaseveraccomplishedbycuttingcornersorskimpingonexcellence.Nevercutcornersandneveracceptanythingthatissecond-rate.Successisachievedbyhavingintegrityforacraft,aforceforchange,and,mostofall,boldnesstobehonorable.Destroyersareonlyfoolingthemselvesiftheythinktheycangetaheadbycuttingcorners.

Beingadestroyermakescorruptwhatisgood,andmakeswhatisgreatunattainable.

BecominganInventiveLeader

Wewanttoencourageaworldofcreators,ofinventors,ofcontributors,becausethisworldthatwelivein,thisinteractiveworld,isours.

—AyahBdeir

Ofalltheprinciplesofcharacter,integritymightjustbethemostcritical.ThewordcharacterisderivedfromtheGreekwordcharassein,whichmeanstosharpenorengrave.Thismeaningitselfprovidesuswithamuchricherunderstandingofwhatourcharacterneedstobe—sharplydefinedandclearlyvisibletoothers.Itisnotunattainablenorisitunachievable;itissomethingthatcanbedevelopedandstrengthened.

Shapingintegrityrequiresahumbleintrospectionintowhoweare,anditseekswisdomfromourvastexperience.Ourcharacterisconstantlyaskingustotakeacloserlookatourdeepestmotivation.

Integritycanneverbeaself-righteousdeclarationofcharacter,becauseintegritycontinuouslyasksustobetruetoourselves.Itconsistentlyasksustobeauthentictowhoweareandwhatwedo,andinturnittellsusthatinordertoembraceintegritywemusthaveitengravedintoourcharacter.Weneedtodeveloptheabilitytowrestlewiththeurgeswithinourselves—understanding

ourfaults,identifyingourweaknesses,andrelatingthemtotheirconsequences—becauseourcharacterofintegritywon’tallowustorationalizeorcompartmentalizeourgaps.

Integrityisapersonalchoicethatrequiresaconsistentcommitmenttohonormoral,ethical,spiritual,andartisticprincipleswithoutcompromise.

Integritytakesintellectualownershipthatproducesauthenticity,transparency,andvirtue.Atalltimes,ouractionsmustmirrorourwordsineverythingwedo.

Atalltimes,ourwordsmustmirrortheexpressionofourintentions.Integrityasacharactercanbeengravedwithinusonlywhenweare

accountabletoourethicalprinciples.AsthephilosopherAlbertSchweitzeronceexplained,“Thetragedyoflifeis

notthatwedie,butisrather,whatdiesinsideamanwhilehelives.”Ifwedestroythepartsofwhoweare,webecomecorrupt;theforcesofcreativityandinventionwilldiewithinus.

InKabbalah,therearetwosidesofthetreeoflife.Ononesideyouhavethechoiceofunderstandingwisdom,andontheotheryouhavethestructuretomanageyourchoices.

Integrityisthesumofallourparts.Awholenessisderivedfromthewisdomofourchoicesandhowwemanagethosechoices.

Theintegritytoinventmustbelikebreathing—somethingwedobutrarelythinkaboutdoing.

Becomeaninventorandtranscendthedestroyer’sleadershipgapstep-by-step:

Gettoknowyourself.Integrityfirststartswithprinciples,intentions,andvalues.Integrityisingrainedbehaviorbasedonvaluesratherthanpersonalgain.Integrityalonewon’tmakeyouagreatleader,butwithoutintegrityyouwillneverbeone.Knowyourself,andkeepknowingyourself;rethinkwhoyouareatalltimesyouareleading.

Sethighpersonalstandards.Inventorsaredriventobethebesttheycanbeandjudgethemselvesagainstastandardofexcellence.Everythinginventorsproducemustbeoriginalandbeyondwhatothersexpect.Inventorswillmakeanextraefforttostandoutfromthecrowd.Peoplekeeptheireyesonleadersandimitatethegreatones—howtheyact,howtheyspeak.Ifyouseekgreatness,bringthebestpartsofyourselfandyourideasforwardwiththegreatestforce.

Honorcommitments.Simplyput:Doeverythingyousayyouaregoingtodo.Ifforanyreasonyoucannotkeepyourcommitmentsoryourpromise,takeresponsibility.Beaccountable.Bereliable.Bedecisive.Andbeunwavering.

Valuetruthfulcommunication.Mostleadersprefertocommunicategoodnewsandavoidcommunicatingbadnews.Buteffectivecommunicationishonest,clear,andconcise.It’snotdistancethatkeepspeopleapart,butalackofcommunication.Assumptionsarenotonlythenumberonerelationshipkiller,theyundermineleadership,too.

Makeconsciouschoices.Doingtherightthingisn’talwayseasy,especiallywhenshortcutsbeckon.Butmindingyourleadershipgapsmeansrethinkinghowyoudothingsandwhyyoudothem.Exercisewisdom.Integrityisalwaystherightway.

Treatotherswithrespect.Integritydemandsrespect,andinventorsarevigilantaboutbeingcourteousandconsiderate.Berespectfultowardculturaldifferences,politicalpositions,creativeopinions,andalldistinctionsinrace,age,andsexualorientation.Inventorsvalueoriginalthinkingandexpression—andtheyshowrespectforthosewhoexerciseit.

Striveforexcellence.Ifyoudon’twanttofallintoahabitofcorrupt,destructivepractices,makestrivingforexcellenceahabit.Excellencecanbedoingordinarythingsextraordinarilywell;andmostofthetime,ifnotallthetime,excellenceisnotaskillbutanattitude.

GREATINVENTORLEADERS

WaltDisney,whoseintegritywassogreatthatheinsistedtheeyesofthewickedstepsistersinthemuralofCinderellainDisneyland’sMagicKingdomcastlebepaintedtwelvetimeswithdifferentshadesofgreen,beforehefoundtheonethatbestcommunicatedhisideaofenvy.

Lin-ManuelMiranda,whopushedboundariesinhiscreativeinterpretationofhistoryinthemusicalHamilton(particularlythroughhisdiverse-castingpractices),butstillmaintainedtheintegrityoftheplay’shistoricaldetailsdiligently,faithfully,andwithoutcompromise.

BlakeMycoskie,thefounderandChiefShoeGiverofTOMS,andthepersonbehindtheideaofOneforOne,abusinessmodelthathelpsapersoninneedwitheveryproductpurchased.Blakeinventsthingsthatpeopleneed,andhedoesitwiththehigheststandardsandintegrity.

Inventorsembodyaspecialbreedofleadershipcenteredoninnovatingwithexcellence.Theoneswhoachievegreatnesshaveunwaveringintegrityandrefusetocompromise.ThinkofJiro,whosetanewstandardforsushithroughouttheworldandwhoseintegrityinspiredloyaltyinthosewhodidbusinesswithhim.Inventorsarenotjustthosewhorelentlesslypursueexcellence.Theyarethosewhodefineit.

RecognizingYourselfintheInventorArchetype

Theinventormaintainshisorherintegritywhilethinkingoutsidethebox.Areyouaninventor?Askyourselfthesequestions:

Whyishavingahigherstandardimportanttoyou?

Whatinspiresyoutobecreative?

Whatblocksyourcreativityandcreativeflow?

Inwhatwaysdoesyourrecklessnesscauseproblemsforyou?

Doyoudowhatisexpectedofyou,ordoyoudowhatisright?Why?

E

CHAPTERSEVEN

THENAVIGATOR

Thenavigatorisatrustedleaderwhosteerspeopletowardpragmaticworkableoutcomes,uncomplicatedsolutions,andpowerfulresults.

sterFuchsisanesteemedprofessorofpublicaffairsandpoliticalscience,anddirectoroftheUrbanandSocialPolicyProgramatColumbia

University’sSchoolofInternationalandPublicAffairs.From2002to2005,EsterservedasNewYorkCitymayorMichaelBloomberg’sspecialadviserforgovernanceandstrategicplanning.Shewasputinchargeofthreekeymayoralinitiatives,andshewasthefirstwomantoserveaschairoftheNewYorkCityCharterRevisionCommission.

Butherbeginningsweremuchhumbler.EsterwasraisedinanOrthodoxJewishhomeinBayside,Queens,thethird

offivechildren.Hermotherwasactiveinthecommunity,andherfather—aPolishimmigrant—wasadiamondcutterwhoservedinhissynagogueascantorforfortyyears.Fromanearlyage,Esterwasattunedtotheworldaroundher,andshebecamepoliticallyactive.AccordingtoEster,herfirstpoliticalmemorywasofthe1963assassinationofPresidentJohnF.Kennedy.ThequotenexttoEster’sphotoinhereighth-gradeyearbookwas“It’snotfair.”

ShegraduatedfromBaysideHighSchoolwhenshewasjustsixteen,andthenattendedQueensCollege.Duringthattime,Esterwaselectedtothecountycommittee,andshetookpartinananti–VietnamWardemonstrationthatshutdowntheLongIslandExpressway.Sheearnedamaster’sdegreefromBrownUniversityandaPhDfromtheUniversityofChicago,andeventuallyreturnedtoNewYorktoteach,firstatBarnardandthenatColumbia.

EsterFuchsaccomplishedsomethingfewpeopleareabletodosuccessfully:shenavigatedandbridgedthetraditionalgapbetweentheivorytowersofacademiaandthegrittyrealityofstreetpoliticsinAmerica’smostpopulousanddiversecity.Esterhastherareabilitytoaddresssomeofthecity’smostchallengingproblemsbysearchingforandfindingnewsolutions,andthenbringingtherightpeopletothetabletoimplementthem.Sheaccomplishesthisbytrustingothers—andearningtheirtrustinreturn.

MakingthemovefromacademiatogoverningNewYorkCitywasn’teasyforEsterFuchs,butwithinninemonths,shefiguredouthowtonavigateCityHallandapplyherproblem-solvingapproachtothegovernmentsausagegrinder.AsEsterputsit,“AllthethingsthatIthoughtweregreatadvantagesactuallyturnedouttobegreatdisadvantages.Ithought,okay,I’mwillingtoworkhardandIwanttogetstuffdoneandIdon’toweanybodyanything.Itturnedoutthatallofthosequalitieswereveryunappealingtopeoplewhowereingovernmentbecausehowcouldyoucontrolthatperson?Howdoyoumanagesomebodylikethat?”1

Esterrealizedthatshecouldmakehermarkbyidentifying,planning,andimplementingherownprojectsonbehalfofMayorBloomberg,whosecompletetrustinherresultedinEsterbeingdubbed“thelefthemisphere”ofthemayor’sbrainbyonenewspaperreporter.2

WhileEstercarespassionatelyabouttheissuesthatconfrontherfellowNewYorkersonadailybasis,shealsocaresaboutpreparingandnavigatingthenextgenerationofyoungmindsfortheirroleindealingwiththeseproblems.Estersays,“Mostpeoplearenotinformed,soIteachmyclasstorethinkproblems.Studentshavetounderstandthedynamicofhowyouunderstandtheproblemandhowyoudealwiththepoliticalprocesstoensurethatchangeactuallytakesplace.It’snotenoughtohavetheobjectivesolutiontoproblemsifyoudon’tunderstandtherelationshipsbetweenthestateandcitygovernments,howinterest-grouppoliticsworks,howtousethepoliticalprocesstoenactchange,andhowtonavigatethepoliticalprocess.”3

OneoftheproblemsthatEstertackledwithherstudentswastheissueoflargeamountsoftrashbeingthrownintoJamaicaBayinQueens.

AsEsterexplainedtoherstudents,theeasiestoptionwouldbetosimplypickupthephoneandcallyourcounterpartintheSanitationDepartment.YoucouldaskthatpersontoarrangetoputmoretrashcansontheshoreofJamaicaBay,orstepupcollectionefforts.Thisapproach,however,mightcauseconsequencesyoudidn’tanticipate,suchastheneedtoincreasethecitybudgetforthisneighborhood,ordealwithhomelesspeoplewhorummagethroughthetrashcans.Anditdoesn’treallygettotherootoftheproblem,whichispeoplethrowingtrashintoJamaicaBay.

Alternatively,youcouldtrytofigureoutwhoitisthat’sputtingthegarbageinJamaicaBay.Thatseemslikeasimple,obviousthing—somethingyoumightnotevenbotherthinkingabout.Thisrequiresdiggingdeepertotrytounderstandwhythere’ssomuchofaparticulartypeofgarbageinJamaicaBay,versusanotherbodyofwater,liketheHudsonRiveronManhattan’swestside.Asit

turnsout,whenyounavigatedeeper,you’llfindthereisalargeHinducommunityinQueens,andsomeofthemperformtheirreligiouspracticesatthebay.Thegarbageisprimarilyfoodandwrappersthatareintroducedintothebayasofferings.4

Sothesolutionthenbecomessomethingrelatedtothepolluters—whoarethesepeople?Theydon’tunderstandthattheirritualpracticehasconsequences.Thebestapproachinthiscasemightbetomeetwiththeleadersofthereligiouscommunitytotrytoexplaintothemwhatishappeninginthebay,andaskthemtocomeupwithawaytoperformtheirreligiouspracticesthatdoesn’tleavetrashandfooddebrisinthewater.PerformingthislineofthinkingledEstertoanefficientandeffectivesolution.

MayorBloombergtrustedherandreliedonhertobehiseyesandearsontheground.Shehadheldnopoliticalofficebefore—butshepossessednotonlyasmartmindbutasmartnavigator’sheart.

AtColumbia,Ester’sstudentstrustherbecauseshehelpsthemnavigateandsolvecomplexandthornyissuesinpracticalandpragmaticways.

EsterFuchsisanavigatorwholeadsotherstosmartersolutions—whethertheyareherstudents,orthoseingovernmentorinhercommunity.

EsterFuchsisnoordinarywoman.Sheaccomplishesextraordinaryfeatswiththeheartofthenavigator,inpractical,pragmaticways.Youmightthinkthisisaqualitythatisfoundineveryone,butthinkagain.Manyofuslookatproblemsandseeksolutions,butwedon’tnecessarilygetresults.ThegiftandtheextraordinarytalentofEsterFuchsisthatshe’swillingtorethinkeverythingsheknowstounderstandproblemsinfreshways,andgetrighttotheheartofthematter.Whilemostpeoplewouldbelostinthedetails,whatmakesEsterFuchsremarkable,andwhatmostofustakeforgranted,isthatshenavigatesthroughdifficultsituationswithafirmandreassuringmindthatinspirestrust.

Youcannotnavigatepeopleiftheydon’ttrustyou.Youcannotsparkchangeinanorganizationifnoonefollows.Thenavigatortakesyoutonewplaces,andyoutrustherenoughtofollow.Thenavigatorencouragesyoutotakenewapproachestoproblemsandtocomeupwithbettersolutionsthatgetresults.ThisiswhyEsterFuchsisthetrustedadvisertosomeofthemostimportantpeopleofourtimeandgeneration.

LeadershipArchetype:TheNavigator

Amindthatisstretchedtoanewidea,neverreturnstoitsoriginaldimension.

—OliverWendellHolmes

Navigatorsknowwheretheyneedtogoandtheytakepeoplethere.Andtheydothiswithsuchcredencethatpeopletrustandfollowthem.Navigatorshaveawayofmakingthecomplicatedsimple,andthesimpleunderstandable.Theymasterfullysteertheirorganizationandthepeoplewithinittoevenbetteroutcomes.Butfirst,navigatorsmustbeabletonavigatethemselves.

Navigatorsaskthequestion,“Howcanwegettowhereweneedtogo?”

TheKeytotheNavigator’sSuccess:Trust

Buildingtrustbeginswithanappreciationandunderstandingoftrust,butitalsorequirespracticeandpractices.

—RobertC.Solomon

Trustisinherentinanavigator.First,theytrustthemselvesandtheirownabilitytolead.Butinorderforanavigatortosucceed,hemustbuildhistrustinothersevenasheearnstheirtrustinreturn.Anavigatorhastheuniqueresponsibilitytounderstandtrust,earntrust,andbuildtrustallatthesametime.

Trustbeginsfromwithin.Itbeginsbyacknowledgingyourownworth—it’savalidationofself.

Whenaleadertrustshimself,heknowshowtotrusthisfollowers.Whenabossknowshowtotrusthimself,heknowshowtotrusthis

employees.Whenteachersknowhowtotrustthemselves,theyknowhowtotrusttheir

students.Whenstudentsdon’ttrustthemselves,theyusuallydon’ttrustauthority.Whenparentsknowhowtotrustthemselves,theyknowhowtotrusttheir

children.Alltrustbeginsfromwithin.

Wemustlearntovalueourselves.Wemustlearntohonorourselves.Trustisdefinedinthedictionaryasa“firmbeliefinthereliability,truth,

ability,orstrengthofsomeoneorsomething.”5FormanyyearsIusedthatdefinitionwhenspeakingtoleadersandorganizationsabouttrust,butwhenIexploredfurther,IfoundthatthewordtrustinHebrewisbatach(writtenas).

Inadditionto“trust,”batachmeanstofeelsafe,andtobecareless.Tobecareless?Thewordcaughtmyeyebecausecarelessistheantithesisoftrust,right?AndagainIhadtoaskmyself,whatdoescarelessmeanasitrelatestotrust?Aftermuchthought,Iunderstood.Whenyoutrustsomeone,youdon’thave

toworrythathewillattackyou,ortakeadvantageofyou,ortrytotearyoudown.Youcanengageintherelationshipwithoutacare,knowingthatyouaresafe.Beingwithoutacareisaprivilegethatgivesusaremarkablesenseoffreedomandfulfillment.Trustisaccesstoanotherpersonwithoutworry;itallowsustobecarefree;itallowsustofeelsafe;itallowsusfreedom;anditallowsustobewhowereallyare—withoutpretenseorconcern.

Buttrustopensusuptothepossibilityofbeinghurt.Sowhydowetakethatrisk?Theunderlyingtruthisthatweachieveso

muchmorebyworkingtogetherthanbyworkingalone.Whetherweareaheadofstate,CEO,leader,worker,volunteer,student,

parent,teacher,oranyoneelse,mostsituationsweexperienceduringthecourseofanaveragedayinvolvesomeamountoftrust.Andtheamountoftrustyouarewillingtobuildwithotherscanhelpyoumoveforwardinyourlifeandcareer—oritcanholdyouback.

Inmypractice,Iregularlyencounterpeoplewhodon’ttrustthemselvesandhaveahardtimetrustingothers.

Thescienceoftrustistodaymostlybuiltontheresearchofthehormoneoxytocin,whichhasapowerfuleffectonhumanemotionsandactions.InthesciencejournalNature,theresearchersMichaelKosfeld,MarkusHeinrichs,PaulZak,UrsFischbacher,andErnstFehrstate,

Hereweshowthatintranasaladministrationofoxytocin,aneuropeptidethatplaysakeyroleinsocialattachmentandaffiliationinnon-humanmammals,causesasubstantialincreaseintrustamonghumans,therebygreatlyincreasingthebenefitsfromsocialinteractions.6

Thislineofresearchbeganin2001whenPaulZakconductedtrustexperimentsoncollegestudents,basedonhisbeliefthatoxytocinwouldchangethewaytheyinteractedwithpeopletheyhadnevermet—perfectstrangers.Zakandhisfellowresearchersrecruitedagroupofstudentsfortheexperiment,thengaveeachparticipant$10justforshowingup.InaTEDtalk,Zakexplainedhowtheexperimentwentfromthere:

Thenwematchtheminpairsbycomputer.Andinthatpair,onepersongetsamessagesaying,“Doyouwanttogiveupsomeofyour$10youearnedforbeinghereandshipittosomeoneelseinthelab?”Thetrickisyoucan’tseethem;youcan’ttalktothem.Youonlydoitonetime.Nowwhateveryougiveupgetstripledintheotherperson’saccount.You’regoingtomakethemalotwealthier.Andtheygetamessagebycomputersayingpersononesentyouthisamountofmoney.Doyouwanttokeepitall,ordoyouwanttosendsomeamountback?7

AccordingtoZak,theinitialtransferofcashfromthefirstpersontothesecondisameasureoftrust.Thesecondtransferofcash—fromthesecondpersonbacktothefirst—isameasureoftrustworthiness.Zaksays,“...economistswereflummoxedonwhythesecondpersonwouldeverreturnanymoney.Theyassumedmoneyisgood;whynotkeepitall?”

Butthat’snotwhathappened.Ninetypercentofthestudentswhowereinthefirst-decisionpositionsentmoneytotheotherparty.Mostsurprisingtotheresearchers,95percentofthestudentswhohadreceivedmoney—whowereinthesecond-decisionposition—returnedsomeofthemoneytothestudentwhohadgivenittotheminthefirstplace.AccordingtoZak,

bymeasuringoxytocinwefoundthatthemoremoneythesecondpersonreceived,themoretheirbrainproducedoxytocin,andthemoreoxytocinonboard,themoremoneytheyreturned.Sowehaveabiologyoftrustworthiness.8

Whenyoudosomethingniceforsomeoneelse,theirbrainswillgivethemthepushtheyneedtodroptheirdefensesandtorespondinkind.Thisisthepowerfulbiochemicalbasisoftrust,anditissomethingwecanbuildmoreofwiththoseinourbusinessesandinourlives.Themoreoxytocinourbrainsproduce,themorewetrust,andthehappierweare.

Thewaywetreatourselvessetsthestandardforhowwetreatothers.

Thewayotherstreatusisthewaywewilltreatourselves.Don’tsettleforanythingotherthantrust.

TheNavigator’sLeadershipGap:Arrogance

Thesmallerthemindthegreatertheconceit.—Aesop

Myclientisthesubjectofnumerousbusinessnewspaperandmagazinearticles—averyaccomplishedexecutive.Despitehishighprofileinthemedia,inhisindustry,andinthebusinesscommunity,hisleadershiplackedengagement.Thecompany’sHRdirectorcalledmeinwiththehopethatIwouldbeabletohelpthisCEOimplementanewchangeinitiativewithintheirorganization.Iwasgivenaveryshortanddirectchallenge:“Helpusgetpeopletobuyintoit.”

ImetwiththeCEOinhismahogany-paneledofficesuiteatthecompany’sheadquarters—locatedinatallskyscraperinoneofthenation’slargestcities.Togettheballrollingduringourfirstmeeting,IaskedtheCEOtoprovidemewithsomebackgroundaboutthecomingchangeinitiative.Herespondedwithlotsoftalkaboutchange,andwhychangeisimportant.Heseemedtobeverywellpreparedontheneedforchange,whichwasgreat,butthenIstartedtoaskmore-detailed,clarifyingquestions,suchas:Howdidtheyplantorolloutthechangeinitiative?Howweretheygoingtohavetheirpeoplebuyintothechange?

TheCEOshotbackwithsucharroganceinhisvoice,itstunnedme.“Wewilltellthemwhattodoandtheywilldoit.”

“Isthatactuallyyourplan?”Iaskedhim.“Yes,”theCEOreplied.Itoldhimthatchangeinitiativesarealittlebitmorecomplicatedthanjust

tellingpeoplewhattodo.Helookedatmeandsaid,“Isn’tityourjobasaconsultanttomakesurethat

therolloutissuccessful?”“Whataboutthepeople?”Iasked.“Areyougoingtotaketheminto

consideration?”“Wewilljusttellthemwhattheyhavetodo,andtheywillhavetodoit,”he

repeated.

“Andwhataboutyou?”Iasked.“Willyoubedoingyourpart?”“Whatdoyoumean?”heasked,bynowmorethanabitpeevedwithmyline

ofquestioning.“Well,nothingchangesuntilyoudo,”Iexplained.TheCEOnoddedhisheadlikeheunderstood,butIcouldtellhedidnot

actuallyunderstandtheimportanceofmyquestion.Itwasevidentthathisideaaboutimplementingachangeinitiativewastotrustthatwhateverheorderedtodowouldhappen.

ButIwasfrankwithhimandtoldhimthatthisisnothowthingswork—andthathischangeinitiativewouldnotonlyfail;itwouldbeanepicfailure.

AndthenItoldhimsomethingelsehedidnotwanttohear:“Youhavetobepartoftheinitiativetomakeitsuccessful.Ithastocomefromyou,andithastostartwithyou.”

Hesaid,“Iamtoobusyforallofthis.Ijustwantyoutomakeithappen—thisiswhywehiredyou!”

“Ifyouaretoobusytomakeithappen,”Iasked,“don’tyouthinkeveryoneelsefeelsthesameway,too?Theywillalsobetoobusytomakeithappen.Ifyoudon’tmakethetime,howdoyouexpectanyoneelsetomakethetime?”

IttookawhiletogettheCEOtounderstandthathewouldhavetotakeresponsibility.ThefirstthingIhadtodowasmakesureheunderstoodthatifanychangeweregoingtohappen,itwouldfirsthavetostartwithhim.Thechangewouldthenrippleoutintotheorganization,theculture,andhispeople.

Inhismind,asaleader,hecommandspeopleandtheyembracehisideas.Buthisleadershipgapwashisarrogance.ThisCEOexpectedhispeopletosimplytrustwhateverhesaidanddoit.Bossingpeoplearoundwashisideaofleadership.

IlefttheCEOwithaveryimportantmessage:“Yougettrustwhenyougivetrust.”Whenyoutrustyourpeople,whenyougivethemwhattheyneed,whenyoumakethempartofthevision,theywilltrustyouinreturn.Trustthem,andtheywillfollowyourlead.Nottheotherwayaround.

TheNavigator’sLeadershipGapArchetype:TheFixer

Sufferingattractsfixersthewayroad-killsattractvultures.

—EugeneH.Peterson

Whenwewanttonavigateforothers,sometimeswegotoofar,andwesteponpeople’stoes.Hence,thenavigator’sleadershipgapisthefixer:wantingtohelptoomuch,fixtoomuch,andrescuetoomuch.

Theleadershipgapbetweenthenavigatorandthefixerisaveryfinelinethatissometimesdifficulttorecognize.Foranavigatortoeffectivelyleadateamtoanewdestination,anewidea,anewventure,oranewsolution,hemusthaveearnedtheutmosttrustofhispeople.Ontheotherhand,ifaleaderisconceitedordemanding,expectingthatotherssimplyfollow,thatleaderinspiresnoonetodoso.Noonelikesaknow-it-all.

Thefixerisanavigatornoonetrusts.Thesearethemostcommonwaysnavigatorsviolateboundariestobecome

fixers:Whenthenavigatorbecomesachronicrescuer.Whenyouaretheuninvitedhelper

whocannotresistthetemptationtojumpinandfixeverysingleproblem,itsoonbecomesanannoyancetothoseyou’retryingtohelp.Whiletheintentionmaybegood,theattentionisjusttoomuch.Thechronicrescuerhasalifeofhisown,buthishopesandgoalsaretiedupwiththoseofothers.Fixersseetheneedsofothersasmoreimportantthantheirown,andtheymovefromwantingtohelptoneedingtohelp.Theywantotherpeopletoneedthem,andwillgofromonepersontothenext—offeringassistancealongtheway—togainasenseofbeingneeded.

Whenthenavigatorbecomesalong-standingfixer.Whenyougofromsolvingproblemstohavingadeepdesiretosavepeople,it’seasytoseehowthiscancausealotoftrouble.Thesewell-meaningnavigatorsoftenpursuecareersinthehelpingprofessionsinwhichtheycancontrolandfixotherpeople.Theythinktheyknowbestaboutwhatworksandwhatdoesnotworkforothers,andtheyexhaustthemselvestryingtotakecareofeveryoneelse.However,perhapsevenworse,theyfeelutterlyrejectedwhentheirassistanceisnolongernecessaryorwelcomed.

Whenthenavigatorbecomesanemotionalcaretaker.Whenyoustartself-sacrificing,thenyouknowthatyouarenotanavigatoranymore.Instead,youhavebecomeanemotionallydependentpersonwhoinsistsonhelping.It’snotsomuchaboutguidingorsteering,butaboutgettingsoabsorbedbyotherpeople’sproblemsthatthisisusedasawayofescapingtheresponsibilityoftakingcareofoneself.

Whenthenavigatorbecomesthesacrificialvictim.Sometimesnavigatorstakeontheroleofmartyr.Byconstantlyputtingtheneedsofothersbeforetheirownneeds,

theygetasensethattheyareneeded.Self-sacrificingfortheneedsofothersisneveragoodthing.Thesepeopleoftenneglectthemselvesduetoaneuroticobsessiontolookafterothers.Theyareneverreallycontentbecausetheydon’tpayattentiontotheirownneedsandtheyconstantlyfeelburned-out.Evenso,theywillpersistinhelpingevenwhenithasbeenmadeclearbyothersthattheirhelpisnotneeded.

Whenthenavigatorbecomesamicromanager.Ifyouareneversatisfiedwithhowpeopledothings,thenyouareamicromanager.Ifhowothersworkalwaysfrustratesyou,thenyouareamicromanager.Ifyouthinkyouaretheonlyonewhocangetthingsdone—anddonetherightway—youareamicromanager.Ineachoftheseexamples,youaredoingmoredamagetoyourorganizationandthepeoplewithinitthangood.

Haveyoucrossedtheboundary?

Doyoufindyourselfhelpingotherswithoutthemaskingyouforhelp?

Doyouinsistonhelpingothersinthewayyoubelievetheyneedtobehelped,insteadofhowtheybelievetheyneedtobehelped?

Doyouhopeyourrescuingactionswillgetotherstoadmireyou?

Doyoustruggletofocusonorcompleteyourownworkbecauseyouaretoodrainedfromrunningerrandsforothers?

Doyoufeeltotallypowerlessandworthlesswhenyoucannothelpsomeone?

Doyouhelpothersprimarilybecauseitfeelslikethebestwayforyoutogainpositiveattention?

Ifyouansweredyestooneormoreofthesequestions,thenyouhaveaproblemwithboundaries.Anddependingonhowbigitis,thisproblemwillinterferewithyourabilitytobeasuccessfulnavigator.

Ifyoucanseeelementsofthefixerinyourleadershipstyle,trustistheleadershipgapthatstandsbetweenyouandyourgreatness.Spendsometimerethinkingwhatyouknowabouttrustandhowitcanmakeorbreakyourleadership.Afterall,beingagreatleadermeansbeingabletobetheoneotherstrusttosteertheorganizationinpursuitofavision.

Thenavigatorisverymuchthetwintotheexplorer—theexplorerseeksnewland,whilethenavigatorsteerstheboattotheshoretoinvestigate.

Thenavigatorhelpsusrethinkwhatweknow.Torethinkwhatwedon’tevenknowwedon’tknow.Thenavigatoristheonewhoignitesus...Tolearnsomethingnew.Tohearsomethingunique.Toseesomethingdifferent.Thenavigatorknowshowtotouchourhearts,becausetrustisinplace.

LeveragingtheFixerWithin

Decidingwhatnottodoisasimportantasdecidingwhattodo.

—SteveJobs

Navigatorsrunintotroublewhentheydon’trespectboundaries.Foreverygoodnavigatorwhohasdiscoveredwhatheislookingfor,thereisanavigatorwhohaslosthiswayintheleadershipgap.Herearesomewaystoleveragethefixerwithin:

Learntofixthefixer.Beforeyoufixanyone,youhavetofixyourself.Hireagreatcoachorgetasupportivefriendtohelphealthewoundsyouweregivenasachildanddealwithallthelossyou’veexperiencedasanadult.Thismaybethehardestpartofleveragingthefixerwithinyou—it’smucheasiersaidthandone,becauseashumanbeingswearecomplicated,andasfixerswewanttosimplifyeverything.

Trustpeopletofendforthemselves.Byhelpingothers,youdon’tallowthemtofendforthemselves.Insteadofalwaysofferingtorescue,nurse,comfort,defend,orsupport,learntobeabetterlistenerandamoreunderstandingperson.Becompassionateandconsiderate,butdon’toffertotakeoverandtakecareofasituationthatisconcerninganotherperson.Learnjusttobethereforsomeoneelse.

Bemindfulofboundaries.Ifyouareafixer,yousometimescangetswallowedupinotherpeople’schallengesandproblemsandinturnlosesightofyourown

boundaries.Ifthissoundsfamiliartoyou,youcanreducethisbymindingyourboundariesandshieldingyourselffromemotionalhostagesyndrome,whichIhavecoinedwithmyclients.Thisiswhenyoufeelthingsforanothersostronglythatyoubecomeahostageoftheiremotions.Whenthishappensyoutendtoloseyourselfanddothingsyounormallywouldn’tdo.Ifyougetsocaughtupinotherpeople’sfeelingsthatyoulosesightofyourown,establishahealthyboundary.Practicedetachmentfromemotionsofguiltandshamethatcanarisefromtheempathythatyoumayfeelfortheother,whichmaybeleadingyoutodothingsyoudonotwishtodo,andultimatelymakingyoufeeluncomfortable.Inresistingthisurge,youplaceresponsibilityfortheotherontheminsteadofonyou,whichiswhereitbelongsinthefirstplace.

Knowtheywillstillloveyou.Ifyouareafixer,youhaveadeep,strongneedtobelovedorliked,andbecausethatistrue,youareextremelycarefulnottodoanythingthatwouldcausepeoplearoundyoutorejectorabandonyou.Tocoverupthissideofyou,youtendtofixandtakecareofthingstogaintheloveofothers.It’sahardtruthtoaccept,butpeopledon’tneedyoutofixthingsforthemtoloveyouorstickaround.Don’tallowyourfixingtobecomearelentlessstringofsacrifices.Itneverworksbeingthemartyr—nooneeverwins.

Themomentyoustopbeingafixeristhemomentyouunderstandthegiftofnavigating.

BecomingaNavigatingLeader

Ifyouractionsinspireotherstodreammore,learnmore,domore,andbecomemore,youarealeader.

—JohnQuincyAdams

Thelastthingyoumightthinkaboutwhenitcomestoclassicalmusicistheorchestraconductorasanavigator.Forhundredsofyears,conductorshavepushedtheirownsingularvisionofmusicalscoresonthemusicianswhoserveintheirorchestras—sometimesruthlessly.CharlesHazlewoodisaBritishconductorwholeadsorchestrasallaroundtheworld.Heisconvincedthathis

jobdependsnotoncoercingthemusiciansinhisorchestra,butonbuildingtheirtrust.

InhisTEDtalk,Hazlewoodsays,

Intheolddays,conducting,musicmaking,waslessabouttrustandmore,frankly,aboutcoercion.UptoandaroundtheSecondWorldWar,conductorswereinvariablydictators—thesetyrannicalfigureswhowouldrehearse,notjusttheorchestraasawhole,butindividualswithinit,withinaninchoftheirlives.9

However,withconductorslikeCharlesHazlewoodtakingthelead,thisparadigmhasbeenstoodonitshead.Hazlewoodcontinues,

Wenowhaveamoredemocraticviewandwayofmakingmusic—atwo-waystreet.I,astheconductor,havetocometotherehearsalwithacast-ironsenseoftheouterarchitectureofthatmusic,withinwhichthereisthenimmensepersonalfreedomforthemembersoftheorchestratoshine.10

Tobeaneffectivenavigatorandorchestraconductor,Hazlewoodhastocompletelytrusthismind,hisideas,andhisbodylanguage.Becauseineverymoment,andwitheverymove,hisfacialexpressions,words,andgestureshaveverydefiniteoutcomes.

Hewaveshisbatonandtheorchestraplays.Hestopswavinghisbatonandtheorchestrastops.Inorderforthemembersoftheorchestratolistenandtounderstandandto

act,theymusttrusttheirconductor’severymoveandgesturecompletely.AndHazlewoodalsohastobeinthepositionwherehecompletelytruststhe

membersoftheorchestratodeliverthemusicalproductthatheenvisionsandhearswithinhishead.Hazlewoodsays,“Therehastobe,betweenmeandorchestra,anunshakeablebondoftrust,bornoutofmutualrespect,throughwhichwecanspinamusicalnarrativethatweallbelievein.”11

Foraconductortobesuccessful,hehastotrustthatheisspeakingalanguagethattheorchestracanunderstand.Andtheorchestrahastounderstandandtrustwhattheconductorwants,andthendeliverhisgesturesandsignalsasonebody,everyonetogether.Trustisthewayabeautifulpieceofmusiccomestogether.Andwithoutit,everythingbreaksdown.

Whenweunderstandeachother,wetrusteachother.Whenwetrusteachother,wemakethemostbeautifulmusictogether.Howdoesonebuildbridgesoftrustwithanother?Bypayingattentionto

communication,commitment,competence,andcharacter.Payattentionto:Communication.What’simportantishowpeoplecommunicate—

dotheylistenintently,ordotheytalkoverothers?Dotheyrespondordotheyreact?Howtheycommunicatewilldeterminewhetherornotwerespectthem.

Payattentionto:Commitment.What’simportantiswhetherornotpeoplekeeptheircommitments.Theirlevelofcommitmentwilldeterminehowwerespondtothem.

Payattentionto:Competence.What’simportantisthatpeopleknowwhattheyaregoodat,andhowtheirskillscancontributetomakingadifference.Itisincompetencethatchangewillhappen.

Payattentionto:Character.What’simportantisyourcharacter.Whoyouareandhowyouactarewheretrustwillbegiven,earned,andcultivated.

TrustisthevirtuethatenforcestheGoldenRule—whenwetreatothersthewaywewouldliketobetreated,itmakestheworldamoremoralplace.

Trustisnotjustwithinus,itextendsoutwardtothoseyouknowandtothoseyoudon’tknow—toyourparents,colleagues,coworkers,peers,teachers,bosses,andleaders,andtotheworld.Havingtrustinginterpersonalrelationshipsisvital.

Thegreatestleadersaretrustworthyandtheycreateacultureoftrust.AccordingtotheGreatPlacetoWorkInstitute,whichwithFortunemagazineannuallynamestheonehundredbestcompaniestoworkfor,committedandengagedemployeeswhotrusttheirmanagementperform20percentbetterandare87percentlesslikelytoleavetheirorganizations.Notonlythat,butthefinancialperformancesofpubliclytradedcompaniesonthe“100BestCompaniestoWorkFor”listoutperformmajorstockindicesby300percent,withhalfthevoluntaryturnoverratesoftheircompetitors.12Two-thirdsofacompany’ssurveyscoredeterminingitsrankingonthe100BestCompanieslistisbasedontheresultsofthe“TrustIndexEmployeeSurvey.”

Trustworthyleadersleadfiscallysoundcompanies.Theyareabletoweathereconomicstormswhiletheircontemporariesstruggle;theyattractandkeeptheirbesttalent;andtheycontinuetoinnovateandsolveproblemsatahighlevel.

Theyaremasternavigatorswhoknowhowtoguide,direct,encourage,andchallengetheirpeopletocontributetheirverybest,becausetheyaskthesameofthemselvesasleaders.

Trustworthyleadersknowthattheirrelationshipswithothersarekeytotheirsuccess,howeversuccessismeasuredforthem.

Trustworthyleadersarealsoindependent-mindedenoughtothinkfor

themselvesandnotjustfollowthepack.Theyarestrongleaderswhoaremindfulofwhattheywant.Theyhaveaparticularleadershipstyle—thenavigator—andknowthatittakesagroupofpeopletocometogethertodosomethinggreat.Andthewaytocreatesomethinggreatstartswithtrust.

Demonstratetrustbyhonoring.Honorisgiven;itisbestowed.Whenyouarehonorable,itmeansyouliveyourlifebyacertaincodeofconduct—onethatisvirtuousandmoral.Peopleshowhonortothosewhotrusthonorableindividuals.

Demonstratetrustbyadmiration.Showingadmirationforpeoplewhoarecompetentinskillandvirtue—admiringthemforwhotheyarebecauseitissomethingthatpleasesusorresonatesforus.Whenweshowadmiration,wearesaying,“Irespectthewayyoumakemefeel”or“Irespecttheworkthatyoudo.”

Demonstratetrustbyappreciation.Byshowingappreciation,werecognizetheaccomplishmentofajobwelldone.Peoplemightworkformoney,buttheygotheextramileforrecognitionandadmiration.

Demonstratetrustbyesteem.Whenyouholdsomeoneinahighesteem,youareclearlydemonstratingthatyouvaluehim.Ifyouhavelowesteemforsomeone,youdon’tvaluehimasmuch.

Demonstratebyreverence.Showingothersreverencecomesfromaprofoundfeeling—adeeprespectforanother.Reverenceisgiventothosewhosevirtuesyouholdinhighregard.

Inanythingnew,itisimpossibletoforeseeeverythingthatwillcome,butthatiswherethenavigatorexcels.Navigatorsaregoodatoverseeing,steering,guiding,andtakingaction—andself-correctingtheirpathwhennecessaryalongtheway.

Theythinkagreatdealandthentheyenlistthehelpofothers.Theytakeintoconsiderationtalentandtrainingandtheirresponsibilityof

beingthenavigator—sometimesevenmaybetheteacher—andtheylearntoremaincalmandtoanalyzeeachstepoftheway,becauseeverythingmatterstothenavigator.

Navigatorsestablishthemselvesaspeopleyoucanrelyonbecausethey...Trust.Navigatorsshowyouthewaybytakingyoualongwiththem.They

giveandreceivetrust.Areoptimistic.Navigatorshavehopeandconfidencethatwhatneedstoget

donewillgetdone.Theybringeverythingtheyhavetothetable—andmore.Love.Navigatorsknowthatloveconquersall.Theybringanunselfishnessof

heartandatastefordevotion.Whenpeoplearedeeplydevotedtoacause,anythingcanhappen.

GREATNAVIGATORLEADERS

MichaelBloomberggrewhisbusinessbasedontrustedinformation,thenleveragedthetrustednamehemadeforhimselftoleadNYCthroughadifficultfinancialcrisis.

SherylSandbergbuiltacareeronbeingatrustedadviser—firsttoLarrySummers,thentoMarkZuckerberg,andnowtomillionsofwomeneverywhere.

NassimNicholasTalebfocusesonproblemsofrandomness,probability,anduncertainty,andhehasauniqueandpowerfulwayofnavigatingproblemsthathelpsusfindsolutions.

Embracethenavigatorarchetypewhenyouwanttomakeadifferenceinyourownlifeandinthelivesofothers.Boostyourownleadershipfromgoodtogreat.Ifthereareobstaclesintheway,bethenavigatorwhofindsapragmaticwayaroundthem.Constantlyseekalternativepathswiththedeterminationtofacechallenges,whileinvitingotherstojoin.Becomethetrustednavigatorwhosteersinsteadofstates,guidesinsteadofmanipulates,andpilotsinsteadofcontrols.

RecognizingYourselfintheNavigatorArchetype

Thenavigatorknowstheimportanceoftrust.Heprovidespragmaticsolutionsrootedinrichexperiencesandgrandperspectives.Areyouanavigator?Askyourselfthesequestions:

Whocomestoyouforcounsel,andwhy?

Inwhatwaysdoyougiveadvicewhenithasnotbeenaskedfor?

Dopeoplecometoyouwhentheyhaveproblems?Whydoyouthinkthatisthecase?

Whatdoyoudotoseethingsinthebiggerpicture?

Ifataskappearstobedifficultorcomplex,doyounaturallytrytoavoiditortackleit,andwhataretheresults?

D

CHAPTEREIGHT

THEKNIGHT

Theknightisaloyalprotector,champion,anddefenderwithunwaveringbeliefs.

idyouknowthattheboxofsugar-loadedcerealonyourgrocerystoreshelf,orthelittletuboffat-freechocolatepuddingintherefrigeratedcase

(alsochock-fullofsugar),orthoselow-fattoasterpastries(onceagain,slatheredwithsugar)arehealthyforyou,butalmonds,avocados,andsalmonarenot?

AccordingtothepoliticiansandbureaucratswhoruntheU.S.FoodandDrugAdministration(FDA),theanswerisyes.Infact,theFDAdecreedthatprocessedsnacksarehealthierforAmericansthanunprocessedwholefoodssuchasalmonds,avocados,andsalmon.

Thisstrangebuttruestorybeginsin1990,whenCongresspassedtheNutritionLabelingEducationAct,requiringtheFDAtoregulatetheuseofnutrient-contentclaimsinfoodlabeling.Whiletheintentofthelegislationwastoensurethatunscrupulousfoodmanufacturersdidn’ttrytopassoffunhealthyfoodashealthy,theLawofUnintendedConsequencesledtoavarietyofunexpectedoutcomes.In1993,whentheFDAdefinedthewordhealthy,thecommonconsensuswasthatanysortoffatwasconsideredbad,whilecarbohydrates(includingsugar)wereconsideredtobegood.SotobeconsideredhealthybytheFDA,foodhadtobelowinfat,ortohavenofatatall.

FastforwardtoMarch17,2015.TheFDAissuesanurgentwarninglettertoDanielLubetzky,founderandCEOofKIND,LLC,notifyinghiscompanythatfourofitspopularsnackbarswereinviolationoftheFederalFood,Drug,andCosmeticAct.Specifically,fouroftheKINDbarscontainmorethan1gramofsaturatedfat,andmorethan3gramsoftotalfatper40gramsofproductweight.

Eventhoughthebarsarerelativelylowinsugar,thenuts—almonds,cashews,peanuts—containedinthebarshavenaturalfats.Therefore,accordingtothelogicoftheFDA,thebarsarenotworthyofbeinglabeledgoodforyou.Ineffect,KINDbarsareunhealthyaccordingtotheletterofthelaw,eventhoughthenaturalfatstheycontainareactuallygoodforyou.

Althoughthesesamenutsarecurrentlyrecommendedbythefederalgovernmentaspartofahealthydiet,thelabelingruleshavenotyetbeenupdated

toreflectthecurrentthinking.Infact,theseguidelinesstillencouragetheconsumptionofsugarandothercarbsthatwereinvoguetwentyyearsago.

DanielLubetzkywasmorallyoffendedbytheFDAnotice,andnotjustbecausethegovernmentlettercouldinspirethekindofbadpressthatgiveschiefmarketingofficersnightmares.Danielhadbuiltanethicalcompany,andheis100percentloyaltotheidealsthathiscompanyrepresents—tothecustomerswhobuyhisproductsandtothecommunitiesinwhichtheylive.AttheheartofeverythingDanieldoesisthissimplebelief:There’smoretobusinessthanprofit.DanielbuiltKINDtomakeapositivedifferenceintheworld,andheiscommittedtodoingwhateverittakestoensurethatKINDimprovespeople’sliveswithoutcompromise.

Byhiseighthbirthday,DanielLubetzkywasalreadyaquintessentialentrepreneur.Hehadstartedhisfirstbusiness—conductingmagicshowsasachildinMexicoCity.HemovedtotheUnitedStateswithhisfamilywhenhewasateenager,startingalawn-mowingserviceandthenabusinesssellingwatchesatlocalfleamarkets.Afterhegraduatedfromhighschool,DanielenrolledinTrinityUniversity,whereheearnedaBA(ineconomicsandinternationalrelations),whileexpandinghiswatchbusiness—rentingkiosksfromwhichtosellhisproducts.

AtTrinity,DanielbecameinterestedintheongoingArab-Israeliconflictandbegantowonderwhathecoulddotohelpsolvetheregion’sproblems.WhenDanielwasyoung,hisfather—asurvivoroftheHolocaust—toldhimstoriesabouthisexperiencesasachildduringtheNazioccupationandintheconcentrationcamps.Someofthestorieswerechillingandothersinspiring.AtDachau,aNaziguardfeltpityforDaniel’sstarvingfather—andgavehimarottenpotatotoeat.Ifthisacthadbeendiscoveredbythecamp’scommander,theguardwouldhavebeenseverelypunished.Thissmallkindness—plusthetenacitytolive—helpedDaniel’sfathertosurvive.

AftergraduatingfromStanfordLawSchoolanddoingashortstintatMcKinsey&Company,Danieldecidedtoputapromisinglegalcareerasidetoacceptayear-longfellowshipinIsrael.TherehewouldhelpdraftlegislationbasedonaproposalforArab-Israelicooperation.In1994,hestartedPeaceWorks,anorganizationdevotedto“peacethroughenterprise”bymarketingapopularlineofpestoandtapenadeproducedbyIsraelisandArabs,workingtogether.Lubetzkysays,“Myeffortstobuildbridgesamongpeoplecanbedirectlydrawntomycommitmenttopreventwhathappenedtomydadfromhappeningagaintoothers.”1

Afterhisfatherdiedin2003,Danielcommittedtohonorhislegacythroughkindness—launchingKINDin2004tocreateandsellhealthysnackbarswhile

buildingbridgesbetweenpeople.Alittleoveradecadelater,Daniel’scompanyhassoldmorethanonebillionKINDbars,andalsolaunchedtheKINDMovement,whichaccordingtothecompanyhasinspiredmorethanonemillionactsofkindness—evenassmallashandingoutcolddrinkstoconstructionworkers,leadingcoatdrives,writingthank-younotestolocalheroes,andsurprisingcoworkerswithcoffee.“TheKINDMovement,”saysLubetzky,“isacommunitywherepeopleconnectemotionallytousbecauseofwhatwearedoingtodrivechangeintheworld.”2

DanielprideshimselfonbeingextremelyloyaltohispeopleandtotheKINDcause.Thisloyaltyisimbeddeddeepwithineveryprocessandpracticeofthecompany,anditstartsinthecompany’shiringprocess.Danielsays,“Weareveryparticularabouthiringbecauseeveryfull-timememberofourteam—whichwerefertoasfamily—willliterallybecomeaco-ownerandshareholderwhoservesasanambassadorofthebrandintheirdailylives.”3

Ultimately,theletterfromtheFDAdidn’tundotheKINDorganization;itbolsteredit.Makenomistakeaboutit—therewasnegativepublicitysurroundingtheFDAletter,butDanieltookthetimetorethinkwhatitmeanttobeanethicalcompanycommittedtoitscustomers.KINDquicklyannouncedthat,withthesupportof“someoftheworld’sforemostexpertsinnutrition,publichealth,andpublicpolicy,”thecompanyhadfiledacitizenpetitionwiththeFDAurgingtheagencytoupdateitsregulationsaroundthetermhealthyinfoodlabeling.4

Lubetzkysays,“Theexperiencewaspainful,butitmadeusstronger.Whenwelookbackfiveyearsfromnow,KINDwillbeleapingforwardinhealthandwellnessbecauseofwhatwelearned,andbecauseoftheloyalrelationshipwehavewithourcustomers.”5

InMay2016,theFDAannouncedthatithadreverseditsdecisionandKINDcouldput“healthy”backonitslabel.TheFDAalsoacknowledged(thanksinparttoKIND’scitizenpetition)thatthedefinitionof“healthy”wasinneedofanupdate,andthattheorganizationwouldseekinputfromthepublicandfoodexperts.6

EvenbeforetheFDAtookthisaction,Lubetzkywasconvincedhewasdoingtherightthing.“Inmymind,”hesays,“successisaboutremainingloyaltowhatyoubelievein.Itisremainingloyaltoanidea—itisremainingloyaltothepeople.Ifyouwanttodorightbypeople,ifyouwanttoprotectandchampionameaningfulcause,youhavetostaythecourse.Ifyouwanttodorightbytheworld,youhavetostayloyaltoyourvision—evenifitgetsdifficult.”7

DanielLubetzkyisaknight—heisnotonlyfiercelyloyaltohispeopleandhiscustomers,butheisalsoloyaltohisdreamofhavingapositiveimpactontheworldaroundhim.He’snotafraidtorethinkwhatheknowsandfightforwhatisright.Danielsays,“WhatIfindmostexcitingaboutKIND—whatmakesmenotwanttosellthecompany—istheabilitytoprovetopeoplethatthereisanewwayofdoingbusiness.Thatyoucanputkindnessattheforefrontofwhatyoudoandservethosearoundyou.”8

WiththeloyaltyanddrivetoservethatDanielhasdedicatedtohiscompany,teammembers,andcustomers,hehasbecomeanexampleofwhathappenswhenanirresistibleforcemeetsanimmovableobject.InDaniel’scase,theobjectmoves—andtheworldgetsalittlekinder.Onesnackandactatatime.

LeadershipArchetype:TheKnight

Fighton,braveknights!Mandies,butglorylives!Fighton;deathisbetterthandefeat!Fightonbraveknights!forbrighteyesbeholdyourdeeds!

—WalterScott

Knightsareprimarilyassociatedwithchivalryandprotection,buttheyaredrivenbygoingtobattletodefendtheirbeliefsandaredevotedtoserve.Knightsdisplayfierceloyaltyandpartnershipwithotherswhileprotectingpeopleandbondingthemtogether.Itistheknightwhoknowsthatleadershipmusthaveloyalty—thekindthatisreliableanddependableandisfilledwithdedication.Knightswillstandbesideyouandwillserveyou,beforetheyservethemselves.

Knightsarealwaysasking,“HowcanIserveyou?”whileothersarethinking,“HowcanIserveme?”

Shakespearegaveusavisionofthefaithfulknightwhenhewrote,“Iwillfollowthee,tothelastgasp,withtruthandloyalty.”RomanplaywrightTerencecalledtheknight“amanofancientvirtue.”

Wearefortunatetofindleaderswhoareloyal,andasleaders,wewillbeluckytofindpeoplewhoarewillingtostandbyusthroughgoodtimesandbad.

Loyaltyisanessentialelementinbothourprofessionalandpersonallives—it’sthebondthattiespeopletogether.

TheKeytotheKnight’sSuccess:Loyalty

Loyaltyisn’tgrey.It’sblackandwhite.You’reeitherloyalcompletely,ornotloyalatall.Andpeoplehavetounderstandthis.Youcan’tbeloyalonlywhenitservesyou.

—Sharnay

Knightsareprotectors,champions,defendersofandbelieversintheirmissionsandtheorganizationstheyworkfor,thepeopletheyworkwith—andevenintheircustomers.Ourknightsareloyal.

Asaleader,whenyouhavethepersonaofaknight,youremployeesfeelsafewhenyouprotectandservethem.Andwhentheyfeelsafe,theycanmakeboldmovesasindividuals—movesthatcanleadyourbusinesstonewopportunitiesandsuccesses.Loyaltyisaboutbondingandprotecting;itisaboutactingasaunit—apartnership—providingsecurityforoneanother,givingemotionalsupportwhennecessary,andprotectingthosewhoworkforus,aswellasthepeopleforwhomwework.

Butloyaltyismorethanjustworkingtogetherandbeingbondedtooneanother.It’saboutpoolingthetalentsandstrengthsofothersinwaysthatmakepeoplefeelstronger.Peoplewhoworkinorganizationsarehumanbeingswhowanttocontributeandbelong—theywanttoknowtheyaredefendingsomethingmeaningful.Mostpeoplewhotakethetimetogotoworkeachdaydon’tdoitjustforapaycheck—theygotoworkeachdaybecausetheywanttodevotetheirmindstosomethingmeaningful,andtheywanttheirheartstoresonatewithsomethingpurposeful.

Theknightknowshowtoreleasethesparkwithinhispeopleandearntheirloyalty.

AccordingtoloyaltyexpertJamesKane,“Loyaltyisallinyourhead”—nodifferentfromtheotheremotionsweexperienceashumanbeings,includinghappiness,sadness,love,andhate.

Kanesays,“Andjustlikeanyemotion,itisaresultofourbrain’sresponsetocertainstimuli.Ourmindsees,hears,feels,orsensesallsortsofthingsthattriggerveryspecificemotionalreactionsinus,typicallyfollowedbysomecorrelatedbehavior.”9

AccordingtoKane,threespecificthingsdeterminewhetherornotwefeelasenseofloyaltytoanotherperson,product,brand,ororganization.Thesethreethingsare:

Asenseoftrust.Trustisthefoundationonwhichwebuildloyalty.Ifwedon’ttrustthatsomeonewillbeconsistentinhisorherbehaviorandactions,thentheloyaltywefeelmaybefleeting.

Asenseofbelonging.Whenwefeelasenseofbelonging,wefeelapersonalconnectiontoanotherperson,product,brand,ororganization.Weidentifywithsomeoneorsomething,andwesolidifythebondsbetweenusthroughourloyalty.

Asenseofpurpose.WhenCEOspaintaninspiringvisionofthefuture,theycreateasenseofpurposethatdrawspeopletothem,andtotheirproduct,brand,andorganization—anditearnstheirloyalty.

AsKaneputsit,“Wewantourleaderstobelikeus,tothinklikeus,andtoactthewaywewould.”10Weallaspiretobeknights,andwegiveourloyaltytotheknightsamongus.

Howcanyouspotaknightinyourorganization?Theknightasaleaderisalwaysinservicetoothers.Knightsservewiththetwinideals

ofloyaltyanddevotion.Theyviewthingsintermsof,“HowcanIhelpyougetthisjobdone?”—knowingthatiftheypulltheirweight,otherswillpulltheirsjustasfiercely,andwithjustasmuchdevotion.

Theknightknowsthatloyaltyisaboutreliability.Whenreliabilityispresent,peoplefeelempowered.Yes,peoplearestrongerwhentheyaretogether.Butifyouknewthatyouhadsomeonewhoislookingoutforyou—watchingyourback—youjustmightfeelinvincible.

Theknighthasafiercedeterminationtobecommittedtohispeople.Whenleadersarefullycommittedtotheirpeople,thedeterminationemployeesfeelwithinisfierce.Whenaleadertakesthestand,“Iwilldoanythingformypeople,”employeesfeelempoweredtotakechances.

Theknightdemonstratescompetencies.Leadersmustbecompetentintheirskills—theymustmastertheknowledgerequiredintheirpositions,havegoodjudgment,anddemonstratesignificantabilities.Leadersmustalsohavestrongcharacterandbedecisive.Theircourageandconfidencemustbeunquestioned,andtheymustsetanexemplaryexampleforotherstofollow.

Fortheknight,loyaltyisdefinedasacommitmentoranallegiancetoaperson,agroup,oracause.Aknightiscapable,charismatic,charming,daring,dignified,anddutiful.Hehasstrongopinions,andanevenstrongermind,andyetheleadswithatenderheart.

TheKnight’sLeadershipGap:Self-Serving

Ofcoursetheself-servingbiasissomethingyouwanttogetoutofyourself.Thinkingthatwhat’sgoodforyouisgoodforthewidercivilizationandrationalizingalltheseridiculousconclusionsbasedonthissubconscioustendencytoserveone’sselfisaterriblyinaccuratewaytothink.

—CharlieMunger

IwassummonedtoassistanindustrialconglomeratelocatedinalargeAsiancapital.Thecompanywasexperiencingasurgeingrowthatatimewhenmanysimilarcompanieswereshrinking.Thebusiness’sleadershipaccomplishedthisgrowththroughverysmartstrategies,includingexpandingthecompany’sportfoliothroughlightning-fastacquisitionsofitscompetitors.

Myjobwastoensureasmoothtransitionforoneofthenewacquisitionsbycoachingthatcompany’sCEO,Francesca,onhowtointegratewellwiththenewparentcompany.

Thetransitionwouldtakeuptotwoyears,andFrancescawouldneedthehelpandsupportofmanypeople—inparticular,theformerCEOofthenewlyacquiredcompany,Lin.Theparentcompanyhadmadeasweetdeal—givingLinahandsomepayout,butalsoaskedhimtostayonforuptotwoyearsasapaidconsultanttohelpthenewCEOwiththetransition.

Whentheacquisitionteamconductedduediligence,everyoneatthecompanyseemedfriendly,eager,andexcitedaboutthechange.Butassoonasthesalewasfinalized,thestorybecameentirelydifferent.

LinbegantoshuthisdoorwheneverFrancescawasaround,andwasalwaysbusywhenthenewCEOwantedtotalktohim.Notonlythat,butinmeetings,

heopenlycriticizedFrancesca,makingfunofthewayshespoke.HemimickedherthickFrenchaccent,saying,“Idon’tunderstandyou—canyoupleasespeakinEnglish?”Hecouldn’tletanyopportunitytobelittleFrancescapassby.

Atfirst,Francesca—myclient—didnotknowhowtoreacttohisslights.Shefeltbetrayed,andshewasextremelyconcerned.Duringourcoachingcall,shesaid,“IneedLin’ssupporttobesuccessful.Withouthim,Icannotdothis.Imovedmyentirefamilyhere,andfrankly,Iamnotabouttofail.”

Ireassuredher,saying,“Wejusthavetoworkwiththesituationwehave,andwewilldoeverythingpossibletomakeitwork.Thefirstthingyoumustdoisfindoutwhatisgoingon.Callameetingforthetwoofyoutogettothebottomofthis.”

Whenthemeetingwasfinallyscheduled,aftermanyback-and-forthcalls,Francescabreathedasighofrelief.Butshortlybeforethemeeting,Lincanceled.Hesentanotesayingthathewastoobusyandthattheyshouldrescheduleassoonaspossible.Daysturnedintoweeks,andstillthemeetingwasnotrescheduled.EachtimeFrancescawalkedintoLin’soffice,hewavedheraway—promisinghewouldcatchherlater.

Wefinallycameupwithanidea.FrancescainvitedLinandhiswifetodinnerathernewhomewithherhusband.Linaccepted.Thedinnerturnedouttobecordialandgracious,convincingFrancescathatshehadfinallyearnedtheloyaltyandsupportshesought.

Butitdidnotlast.Withinafewdays,FrancescanoticedthatLinwasbacktohisoldways—servinghimselfandnotthecompany.Hewascallinginhistoppeopleandhavingmeetingswiththematallhoursoftheday.Atfirst,Francescatriedtogivehimthebenefitofthedoubt—hopinghewasjustreiningintheoldtroops.Butwhentripstovisitnewclientswerebeingscheduledwithoutherinvolvement,sheknewthishadtostop.

“Thisisn’tworking,”shetoldmeduringournextcoachingsession.“Idon’tunderstand—Iamwillingtoworkwithhim,butheisn’twillingtoworkwithme.Heissabotagingtheentireacquisitionandtheopportunitytogrow—Ihavetoomuchridingonthis.”

“Whydon’tyoutalktoLin’stoppeople,”Isuggested,“andfindoutwhattheirgripesare?TheyneedtounderstandthatLinwillbeleavingeventually,andinordertobesuccessful,theywillhavetobeloyalandnotself-serving.Youhavetomakethempartofthechangeinitiativeandtheredesignoftheorganization.Givethemprominentpositionsandlettheirvoicesbeheard.Theonlywayforyoutosucceedistohavethemonboard,andyoumustearntheirloyalty.”

AndsoFrancescacalledameetingwithLin’stoppeople.Itdidn’tgowell.Theirloyaltywaswiththeiroldboss,andtheywerenotmotivatedtochange.Itwasapparentthatthosewhocouldhelpwiththetransition—thosewhocouldmakethetwocompaniessuccessfulasone—werenotgoingtohelp.

Myclientwasextremelyfrustrated.“HowcanImakeitwork,”sheasked,“whenthosemenandwomenaresoloyaltotheiroldboss?”

Clearlytherewasonlyonesolution.“Linhastoleave,”Icoachedher,“andhehastoleavenow.Notinthenext

fewweeks,months,oryears—inthenextfewdays.Hecannotparticipateinthetransition—period.”

Francescaappealedtotheboardofdirectors.EventuallytheyagreedtotheterminationoftheformerCEO,effectiveimmediately.

Truetoform,somemembersofLin’sloyalteamfollowedhimoutofthecompany,whileothersstayed.Francescatoldthosewhostayedthatself-servingattitudeswouldnotbetolerated.WithLinoutofthepicture,shequicklyearnedtherespectandloyaltyofthecompany’sexecutivesandemployees,andthetransitionproceededsmoothly.

Ihaveseenadistinctpatterninorganizationsofallsizesandineveryindustry:Thecompaniesthatlackloyalleadershavethemostdifficulttimehiringandretainingtalentedpeople.ArecentsurveyofhumanresourcesprofessionalsandhiringmanagersconductedbyCareerBuilderrevealedthatapproximatelyoneinfiveemployees(22percent)donotfeelloyaltotheircurrentemployerandareplanningtoleavetheircurrentpositionandchangejobswithinayear.11

AccordingtoapreviousCareerBuildersurvey,12someofthereasonsgivenforthisdisloyaltyinclude:

“Don’tfeelmyemployervaluesme.”“Employerdoesnotpayenough.”“Myeffortsarenotrecognizedorappreciated.”“Notenoughcareeradvancementopportunities.”Loyalemployeesbecomedisloyaloneinfractionatatime.Manyleadersdo

notevennoticewhendisloyaltyorself-servingattitudesdevelopintheircolleagues,associates,orpeers,becauseitisaslow,subtleunraveling.Onlyafterunfaithfulnessshapesitselfdoestheself-servingattitudeemergeinawayitcanbedetectedanddeciphered.

Embracingaself-servingattitudeasavirtuemeanstrashinganyhopeoflove,friendship,andcommunity—thethingsthatbringthemostfundamentaljoyandsatisfactiontoourlives.

TheKnight’sLeadershipGapArchetype:TheMercenary

Smartpeopleinstinctivelyunderstandthedangersofentrustingourfuturetoself-servingleaderswhouseourinstitutions—whetherinthecorporateorsocialsectors—toadvancetheirowninterests.

—JamesC.Collins

Theleadershipgapoftheknightisamercenaryleaderwhocaresnotaboutservingothersbutonlyaboutservinghimself.Whentheknightasks,“WhocanIserve?”themercenaryleaderasks,“HowcanIservemyself?”

Mercenaryleadersarealwaysallaboutthem.Ifaleaderdoesn’tunderstandthatleadershipisaboutservingothers,thentheywillnotengenderloyaltyfromthosetheylead.Anyonewholeadsbyself-absorptionorself-obsessionisaleaderwhowillnotsucceed.

Mercenaryleadershavethefollowingqualities:Lackofdedication.Whenyouhaveleaderswhoarenotinvestedinthosethey

lead—whentheydon’tsupportorcoachtheircolleagues,orguideandmentortheirteam—thisshowsdisinterest.Aleaderwhoisnotcommittedtothegrowthanddevelopmentofothersisnotfullyinvestedinhispeople’ssuccess.Aloyalleaderknowstheimportanceofinvestinginthedevelopmentofhispeople,becauseleadershipisallaboutbeingcommittedtoyourpeople.Thewaywetreatotherswilldetermineourownsuccessorfailure.

Inadequateloyalty.Whenleadersdon’tprotect,safeguard,ordefendtheirpeople,thepeopledonotfeelsecure.Securityisimportant—ifthereisnosafetythereisnoloyalty.Justsayingtosomeone,“Youshouldfeelsecure,”“Yourjobissafe,”or“Youcanrelyonme”doesn’tmakesomeonededicatedandloyaltoyouoryourorganization.Thebestleadersdemonstrateloyaltyfirstbylettingemployeesknowtheyhavetheirbackandwillprotectthem.Thatiswhatloyalleadersdo.

Absenceofaccountability.Whenleadersarenotaccountablefortheirmistakesandfailures,theytendtoblameothers—includingthosewhoworkforthem.Thisbreedsdisloyaltyamongemployees.Thebestleadersknowthatloyaltyisearnedthrougheverydayactionsandeverydaydecisionsbecauseeverythingaleadersaysanddoeshasconsequences.

Shortageofcompetence.Whenleaderslackfocusandhaveahardtimepayingattentiontodetails,theycomeacrossasleaderswhoarenotcompetent.Leaderswhocannotdeliverontheirobligationswillnotonlybeunsuccessful,buttheywilllosethefaithfulnessoftheirfollowers.Leadershipisaboutperformance—itisaboutstartingsomethingandgettingthejobdone.

Loyaltyisn’tgray;it’sblackorwhite.Eitheryouarecompletelyloyaloryouarenotloyalatall.

LeveragingtheMercenaryWithin

Atruewarriorcanonlyserveothers,nothimself....Whenyoubecomeamercenary,you’rejustabullywithagun.

—EvanWright

Bridgingthegapbetweenbeingaknightwhoisloyalandthemercenarywhoisself-servingrequiresanunderstandingthatleaderscomefromaplaceofdedication,devotion,andduty.Greatleadersdonotboast,donotseektitles,anddonotneedtokeepapersonalledgerofwhohasdonerightandwhohasdonewrong.

Theknightleaderhonorsandprotectspeopleandchampionsforthem,whiledoingbattleforhonorablecauses.Knightsservewithloyalty,andtheygetloyaltyinreturn.Theknightknowsthatloyaltyisn’tjusttheideathatsomeonehasyourback;it’stheideathatpeoplecantrusthim—onbaddaysandgood.Why?Becausetheyknowhisrecordandtheyhaveseenhisdedication.Toprotectandpreserveisthebestguaranteeofaknightbecausethelovehehasforhispeopleandthehonorablecauseiswhatdriveshim.Theknightdoesnotwanttodowhatiseasy;hewantstodowhatisright.Whenthingsaregoingwellforabusiness,it’seasytobeloyal.Butwhenthingsbecomechallenging,loyaltygetstested,andthatiswhentrueloyaltyprevails.

Beingamercenarymightfeellikeaneasierpathtoleadership,butattheircore,greatleadersknowthatthekeytotheirsuccessisservingothersfirst—notthemselves.Aleadershipgapiscreatedwhensomeonethinksthatheshouldservehimselffirstandeveryoneelseafter.Forleaderswhohavethisbias,

makingthechangeisn’teasy—itrequiresfirstrethinkingwhatistrulybestfortheorganization,andultimatelyforthemselves.Understandthatleadingrequiresotherstofollow—wedon’tleadinavacuum.Tosucceed,wemustbecomethekindofleaderwhoservesothersfirstandnotourselves.

Payattentiontohowpeoplerespondtoyou.Ifyoutakeasecondtostopfocusingexclusivelyonyou,youwillbeabletotellifsomeoneisfeelingupset,annoyed,orjustplainfrustrated.Payattentiontotheirtoneofvoiceandwhethertheiranswersarecurtorshort.Thesearetelltaleindicationsthattheyarenotrespondingtoyouorhowyouarebehaving.Listentowhatotherpeoplesay,andputthefocusmoreontheminyourconversations.

Putyourselfintheotherperson’sshoes.Noteverythingisaboutyou—manythingsareaboutothers.Amercenaryisself-serving,soit’simportanttoreallylistentowhatothersaresayingandtrytoabsorbanythingtheytellyou.Thismayseemlikecommonsense,butwhensomeofusareinaconversation,wearejusthearingthewordspeoplearesayingandnotreallyunderstandingorlistening.Tryputtingyourselfinsomeoneelse’sshoes.Beempathetic,compassionate,andunderstanding.Thiswillkeepyoufromcomingacrossasself-serving.

Gettoknowthepeoplearoundyou.Dowhatyoucantoconnectdeeplywithpeople,gettoknowthem,andbesincerelyinterestedinthem.Whenpeopleshowaninterestinyou,showaninterestback.Whenyouconnectwithothers,otherswillconnectwithyou.Noteverythingintheworldrevolvesaroundyou.

Whateveractionsyoutake,thinkofothersandnotjustyourself.Whateveritisthatyoudoandwhateveractionsyoutake,don’tdoitjusttoaccomplishaself-servinggoal—thinkofhowitcouldbenefitothers.Byhavingthismentality,youareboundtofindotherswhoarewillingtohelpyouandaidyouinyourcause.Notonlythat,theactionsyoutakewillbedoneforthegreatergoodofmanyandwillbemuchmorerewardingonceyourgoalsareaccomplished.

Whenyoustopservingyourselfandyoustartservingothers,youwillexperiencewhatitmeanstofinallyfindpurposeforyourgreatness.

BecomingaKnightLeader

Knighthoodliesaboveeternity;itdoesn’tliveofffame,butratherdeeds.

—DejanStojanović

Becomingagreatleaderismuchmorethanjustbeingcapableinyourjob.Whilecompetenceisanimportantpartoftheleadershipequation,interpersonalskillsarejustasimportant.Youmustconnectwithyourpeopleonapersonallevelandexhibitauthenticcareforothers.Moreover,knightleadersallowtheirpeopletoreciprocatethiscare.Thebestleadersknowtheycannotignoretheneedsandaspirationsoftheirteam.Therehastobeabondandanunderstandingbetweenthetwo,andleaderswhoinvesttimeincreatingthisbondarerewardedwiththeloyaltyoftheirpeopleinreturn.

Thepathtogreatnessfortheknightisdirect:Articulateanauthenticvision.Whenaleadercreatesandcommunicatesa

compellingvision—groundedinaworthycausethatspeakstotheheartofhispeople—employeeswillalwaysbeenergizedbyandloyaltothatvision.

Walkyourtalk.Greatleadersbelieveactionsspeaklouderthanwords.Theyunderstandthatthepowerlieswithinthosewhocanwalktheirtalk,andleadbyexample,becausewithintheirexample,theimportanceofloyaltyisclear,precise,powerful,andauthentic.

Listenintently.Trulygreatleadersunderstandthatlisteningtotheirpeople,knowingwhattheywantfromtheirlives—atworkandathome—andknowingwhatdrivesthemandsparkstheirpassionandengagementisoneofthebestwaystogettheirloyalty.

Behonestwithyourself.Youcan’texpectyouremployeestobeloyaltoyouifyouaren’tbeinghonestwithyourselfandactingwithintegrity.Loyaltybreedsloyalty,justasdishonestybreedsdishonesty.Betruthfulwithyouremployees,evenifithurts.Respectcomeswhenyouremployeesknowthatitcostsyousomethingtobehonestwiththem.

Careforyouremployees.Gettoknowyouremployeesaspeoplefirst,andthenasworkers.Seekopportunitiestoconnectwiththemonapersonallevel.Gettoknowtheirinterests,hobbies,aspirations,andgoals.Yourcompany’smostvaluableassetisnottheservicesitprovidesortheproductsitmakes—it’sthepeopleitemploys.

Respectothers.Asaknight,youmustshowothersrespectbyofferingthebestofwhoyouare.Giveyourpeopleyourrespectbynotwithholdingcrucialinformationorresponsibilitiesfromthem.Toearnrespectandloyaltyfromyourpeople,youmustfirstgiveittothem.Empowerthemtomakedecisionsandencouragetheirgrowthandopportunities.

Leadonlywiththebest.Loyaltyisnotleadingwitheveryone;loyaltyisleadingwiththebest.Theselectionofemployeesisjustasimportantastheselectionof

customers.It’seasiertogetintoHarvardorPrincetonthanitistobehiredbySouthwestAirlines,whichhiredonly2percentofthe371,202peoplewhoappliedforjobslastyear.13Whereyouchoosetoworkisjustasimportantaswhomyouserve.

GREATKNIGHTLEADERS

MotherTeresa,whoseloyaltytotheCatholicChurchandtheimpoverishedpeoplesheservedwasunwavering,evenasshequestionedherfaithinGod.

HerbKelleher,whofoundedSouthwestAirlinesandcreatedauniquecompanyculturethatwasbothlow-costandfunforemployees—andfortheintenselyloyalcustomerswhoflytheairlineindroves.

JillAbramson,whospenthercareerworkingherwayupfromWashingtonBureauChieftotheexecutiveeditoroftheNewYorkTimes.Thecompanyfiredherwithmuchfanfare,andshehasyettosayabadwordaboutthem.

Theknightservesinmanyways.Whenyouofferyourpeopleopportunity,title,andposition,youexpectthemtohonorthoseroles.Andloyaltyisearned.

Whenyoubringallofwhoyouare—withthebestofyourskillsandabilities—thenloyaltyisearned.

Whenyoucreateateamthatisbonded,andwhosemembersaffirmtheircommitmentstooneanotherforthegoodofthemselves—andforthegoodoftheorganization—thenloyaltyisearned.

Leadwithreciprocalloyaltyandservice.Andbemindfulshouldyourserviceeverbecomeself-serving.Whenyouleadasaknight,yourgreatnesshasprofoundmeaning.

RecognizingYourselfintheKnightArchetype

Theknightlivesbyloyaltyandtheprideofprotectingpeopleandpreservingadmirablegoals.

Areyouaknight?Askyourselfthesequestions:

Whyisbeingofservicetoothersimportanttoyou?

Whydoyoufeelthatprotectingothersisabigpartofwhoyouare?

Whatisyourpersonalcodeofhonor?

Doothersconsideryoutobearrogantorself-serving?Why?

Howdoyoureacttoselfishnessandself-servingpeople?

M

CHAPTERNINE

WHERETHEREISLIGHTTHEREISALWAYSHOPEFORGREATNESS

Hopeisbeingabletoseethatthereislightdespiteallofthedarkness.

—DesmondTutu

ostofusbelievethataleaderwhoexhibitsconfidence,whohasfaithinhisintuition,whospeakswithcandor,wholeadswithcourageand

integrity,andwhocultivatestrustandloyaltyisararefind.ButIhopeIhaveconvincedyouthattherearemanygreatleadersamongus,

andrecognizingthemisabiteasiernow.Youaresurroundedbyrebels,explorers,truthtellers,heroes,inventors,navigators,andknights.Doyouseethemnow?

Workingwithhundredsoforganizations—bigandsmall,ineveryindustry,andallaroundtheworld—Ihavetrainedthousandsofleadersinhowtoovercometheirleadershipgapsandachievegreatness.Mostcometounderstandthatmissionismoreimportantthanprofit,thatpeoplearemoreimportantthanprocess,thatmoneycanbemadeinwaysthatdon’texploitothers,andthatmakingapositiveinfluenceonsociety—andtheworld—isnotonlyfeasiblebutrewarding.

Sometimeswehavetoseeittobelieveit;sometimeswehavetounderstandittocomprehendit;andsometimeswejusthavetoexperienceittoseethewisdominit.

CityofHopeisaprivate,not-for-profithospital,clinicalresearchcenter,andgraduatemedicalschoolprimarilylocatedona110-acrecampusjustoutsideLosAngelesinDuarte,California.TheorganizationwasfoundedbyagroupofvolunteerswhocharteredtheJewishConsumptiveReliefAssociationin1913tofightthespreadoftuberculosisbyestablishingafreenonsectariansanatorium.Thesanatoriumwasoriginallyjusttwocanvascottagesontenacresoflandpurchasedbythegroup.

Asthesanatoriumgrew,itgainedthenickname“thecityofhope”—anditsmissionexpandedbeyondtuberculosistootherdiseases.TodayCityofHopeisoneoftheworld’spreeminentcancercenters,andtheorganizationhasbeenonthefrontlinesofthefightsagainstdiabetesandHIV/AIDS.Throughoutitall,CityofHopehasheldtruetoitshumanitarianvisionthat“healthisahumanright.”Inthespiritofthatvision,SamuelH.Golter—oneofCityofHope’searlyleaders—coinedthephrase“Thereisnoprofitincuringthebodyif,intheprocess,wedestroythesoul.”

AndthesewordsbecameCityofHope’scredoandweighedheavilyonRobertW.Stone’sheartwhenhecametothecampusoneafternoon.Hedidn’tknowitrightthen,butonedayhewouldbecomeCityofHope’sCEO.

RobertW.StoneisanativeofSouthernCalifornia,raisedinWhittier.HeattendedtheUniversityofRedlandsandplayedbasketballthereforfourseasons,earningabachelor’sdegreeinpoliticalscience.HewasnamedtotheAcademicAll-AmericateambytheCollegeSportsInformationDirectorsofAmericaandranksfifteenthatRedlandsincareerpointsscored,with1,077.“IneverenvisionedbeingaCEO,”hesaid.“IwenttoRedlandstoplaybasketball.”1

RobertwentontoearnalawdegreeattheUniversityofChicagoandreturnedtoCaliforniaafterhegraduatedtopracticebusinesslaw.“Chicagowassocold.Ifrozeandcamebackhere,”hesaid.“There’snowaytopreparefor40below.”2Earlyinhiscareer,RobertdecidedtojoinasmallfirminSouthernCalifornianearwherehehadgrownup.Twoyearslater,hereceivedacallfromsomeonewhoworkedinthegeneralcounsel’sofficeatCityofHope.“Weneedhelp,”saidthecaller.“Ineedyoutocome.”RoberthadheardofCityofHope,buthedidn’tknowanyonewhowasaffiliatedwiththeorganization.Roberttoldthecallerno,notoncebuttwice.Butthepersonfromthegeneralcounsel’sofficewaspersistent,andhetriedonemoretime.

“IfIbuyyoulunchinthecafeteria,”heaskedRobert,“wouldyoujustcomeinforaninterview?”

Robertwasplanningtodeclineoncemore,butaftertheirmealtheywalkedthegroundsofCityofHopeandtwothingsstruckRobert:

Wecamearoundacornerbytherosegarden,andonthegatethereispennedamottobyoneofmypredecessors:“Thereisnoprofitincuringthebodyif,intheprocess,wedestroythesoul.”Thatreallycaughtmyattention,butrightafterthatIwentaroundthecornerandtherewasanursepullingaredwagonwithabald-headed,three-year-oldchildinit.Thechildwassmilingandfeelinggood,andthekid’smotherwas

followingbehind—pushinganIVpumpforherchild.Shewascryingprofusely.TothisdayIdon’tknowifshewascryingbecauseshewassad,orbecauseshewassohappy.Maybeitwasthefirsttimeinalongtimethatherchildfeltgoodenoughtobeoutinthesunlight.Eitherway,thiscaughtmyattention,anditbecameanahamomentforme.IrealizedthatthisisaplacewhereIcanmakeadifference.3

AndRobertsaidyes.RobertwashiredasCityofHope’sassociategeneralcounsel,andinthe

twentyyearshe’sbeenwiththeorganization,hehasheldelevendifferentpositions—culminatinginhiscurrentjobasCEO.Whileheisnowfullyinchargeoftheoperation,Robert’smainfocusisonthepatientsandtheircare.Robertsays,“Icansaywearegoingtogetmarketshareorwearegoingtohavebetteraccessforourpatients—oneofthesemessagesinspiresandonedoesnot.AtCityofHope,everyoneispartofthemission,purpose,andvision.Everyonefeelstheyareplayingapart.”

ForRobert,whatCityofHopedoesisstaytruetothecredohereadthefirstdayhewalkedontoitscampus.

ForCityofHope,whatismostimportantarethepeople—theresearchers,thedoctors,thenurses,thepatients,thecaretakers,andthecommunity.CityofHopeisallaboutserviceandservingwithheart.

WhenyoulistentoRobertW.StonetalkaboutCityofHopetoday,youcannothelpbutbemovedbytheorganization’smission,itspurpose,andtheactsofnot-so-smallkindnesstheydoeveryday:

TherearemanydifferentpartsoftheCityofHope,buttheoverridingumbrellaistheunwaveringdedicationtoservinghumanity.AtCityofHope,whetheryouareinpatientservices,anurse,avalet,adoctor,aleader,aresearcher—itdoesn’tmatter.Youhavetobewillingtomakeyourselfsmallerthanthegreatergood.Andthepeoplewhodowellhere,inthiscommunityarenothereforthemselves,peopleareherebecausetheywanttogivebacktotheirfellowman.4

Bystayingtruetothatmissionovertheyears,CityofHopehasmovedtothefrontlineintheglobalbattleagainstcancerandotherlife-threateningdiseases.They’reproudtosaythattheyareabletodosomethingveryspecialforthepatientswhoaretheircustomers:tocombinesciencewithsoultocreatemiraclesthatmakeliveswholeagain.AndforRobert,thisistheultimatereward.“Iama

luckyman,”hesays.“CityofHopehastaughtmewhatittrulymeanstogiveback.”

Asanorganization,CityofHopeisempiricalproofthatitispossibletorunabusinessthatissuccessfulwhileitserves.

Moreover,RobertW.Stonedemonstratesthattobeahighlyeffectiveleader,youdon’thavetobeoutspoken,filledwithpower,ego-driven,self-centered,orabully.RobertW.Stoneleadsasagentlewarrior.Heunderstandsthatthemissionandvisionofhisorganizationsarethedriver.Heacknowledgesthatpeoplearewhatmattermost,andhedoesitallwithahumbleheart.

Inaworldwhereeverythingalwayshastobefaster,better,brighter,Robertexemplifieswhythegentlewarrior,thequietsoul,istherightkindofleaders.IfyouspeakwithRobert,you’llquicklyrealizethatheisnopushover—heissmartinhisstrategy,heisavisionaryinhisthinking,andheencompassesandepitomizesallofthearchetypespresentedinthisbook.

Robertembodiesthebestofeveryarchetype:he’sarebelwithconfidence;anexplorerwhoisintuitive;atruthtellerwhospeakswithcandor;aherowhohascourage;aninventorwhoworkswithintegrity;anavigatorwhoguideshisorganizationeverforward;andaknightwhoisloyaltohispeople.Robert’smission,hispurpose,andhisvisionarenotfocusedonlyonhisbusinesstoday,butonthequalityofhealthcarethatwillbedeliveredlongintothefuture.

Asaleader,eveneachsmallchoiceyoumakehasgreatimpact,anddeterminesoutcomesforyou,yourpeople,yourorganization,yourcommunity,andfortheworldasawhole.RobertW.Stoneappreciatesthegravityofthatfact.

Youmightnotseehimorreadabouthim,orcatchhimonyournightlynews,butforthoseinneed,hedelivers;forthosewhocallforhim,heshowsup;forthosewhocountonhim,heistrusted.Hedemonstratesconfidence,loyalty,andintegrityeveryday.ForthosewholooktoRobertW.Stoneastheirleader,thismakesaworldofdifference.

Hissuccessgoeswaybeyondprofitsandmetricsofreturns.RobertW.Stone’sleadershipismemorableandadmirable—somethingthatmostleadersstrivetoachievebutdon’tknowhow.

Hispresenceisfelt,hiswisdomisacknowledged,andhisheartisthereforalltosee.

Thequietones,thehumbleones,thegentlewarriors—thosearetheleaderswehavetolearnfrom;theyaretheoneswhogiveushope.

Beingaleaderisn’teasy—it’sfilledwithchallenges,complications,andconsequences,andithasawayoftestinguseachandeveryday.Andwitheachchallenge,wehavetodowhatwecantosucceed—tonotengageistofail.

Everythingwedoandsayendsupbeingourmessagetotheworld.Wehavetobevigilantwiththewordswespeakandtheexampleweset.Doweleadwithlight,orareweleadingwithshadows?Whatmessagesarewesending?

Ifweleadwithpositivity,wewillgetanorganizationthatisheartfeltandpositive.

Ifweleadwithnegativity,wewillhaveanorganizationthatalsoreflectsthatnegativity.

Ifyouthinkyourbehaviorsandyouractionsdon’tmatter,thenthinkagain.Ifyouthinkyoucandenyordismisstheshadowswithinyou,thentakeamomenttorethinkwhatyoubelieve.Whowearealwaysstayswithus:thegoodandthebad,thelightandthedark,theweakandthestrong.

Ifyouthinkyoucanfakeittillyoumakeit,thenthinkagain.Ifyouthinknooneiswatchingyouasyoulead,thenthinkagain.Ifyouthinkyoucancompressitorconstrictit,thenthinkagain.Wehavetobecognizantandvigilantofwhoweareatalltimes.Youcannot,

andshouldnot,trytosegregatethepartswithin—thegoodandthebad—thatmakeusacompleteleader.Yourweaknessescreatetheleadershipgapwithinyou,butyoucannotbeacompleteleaderwithoutacknowledgingandworkingwiththepolaritieswithinyourleadership.Yourentirelife—yourmeaningandyourpurpose—isaboutunifyingwhoyouareintheprocessofbecomingthebestleaderpossible.

Ifyouwanttogetyourleadershipright,youhavetogetyourselfright.Butfirstyoumusttakethismessageofrethinkingeverythingyouthinkyouknowtoheart—nomatterhowfrighteningorfrustratingitmightbetoyou.Decadesago,ErichFrommwarnedusthatnothingradical,scary,orfrighteningwouldbeabletosurviveunlessweembodiedit,unlesswemadeitourmessage,unlesswelivedit.

Howwillyouliveyourleadershiparchetypes?Howwillyouembodythem,engagethem,andembracethem?Howwillyoumakethismessageapartofyourleadership,andapartofwhoyouare?WhenyouputtheknowledgeIhaveimpartedinthisbooktowork,itwillnotonlygiveyouhope—itwillgiveyouthetoolsandthesensibilitiestounderstandthatyouhavewithinyouthefundamentalprinciplesthatcanmakeyougreat.

Yourgreatnessisnotafunctionofcircumstances.Greatness,asitturnsout,lieswithinyourleadershipgapsandknowinghowtoleveragethem.Youhavethepowerwithinyounottobeimprisonedbyyourcircumstances,orjailedbyyoursetbacks,orshackledbyyourmistakes,orbeatenbyyourdefeats.Everysingleoneofushasthechanceandthechoicetochoosetostandinourgreatnessornot.

Whatwillyoudo?

U

EPILOGUE:STANDINYOURGREATNESS

Truegreatnessconsistsinbeinggreatinlittlethings.—CharlesSimmonsnderstandingyourleadershiparchetypeisjustthebeginningofrethinkingwhoyouareandwhoyou

arebeingwhenyouareleading.Eachofuswasputonthisearthtoachieveourgreatestself,andbyworkingthroughthisprocessit

willnotonlyhelpyoudiscoveryourleadershipgaps,butitwillhelpyouidentifywhatiskeepingyoufromyourgreatness.

Ifgreatnessiswhatyouwant,thenyoumustchoosegreatness,becauseitwillallowyoutoreaptherewardofhavingmoremeaninginyourlife,deeperpurposeinyourwork,andtheself-permissiontobethepersonyouaremeanttobe.Greatnessisalotofsmallthingsdoneverywelleveryday.Herearesomeprovenapproachestotakeyourleadershipandlifepastyourleadershipgapsandontothenextlevel:

ForYourself

1.Betransparentandopen.Discoveringandleveragingyourleadershiparchetypewillbeeasierandmoreaccuratewhenyouarewillingtoopenyourselfuptoanhonestself-examinationofyourtruepersonalityandmotivations.

2.Buildbridgesoftrust.Youneedthetrustandsupportofyourpeopletosucceedasaleader.Insteadoftearingdownbridgesoftrust,buildthemup.

3.Bewillingtotakerisks.Greatleadershiptakesbraveryandawillingnesstotakerisks—andencouragingyourpeopletotakerisks,too.Whenlessonsarelearnedfromfailure,theycanbeourbestteachers.Youdon’thavetobegreattotakerisks;youjusthavetorisktobegreat.

4.Celebrateyourvictories.Inabusinessworldthatisbusierandmorecomplexthanever,it’simportanttostepbackforamomenttocelebrateyourvictories.This

willgiveyouthetimeyouneedtorechargeyourbatteriestotakeonthenextchallenge...andthenext,andthenext.

5.Don’ttrytodoitallyourself.Delegationisthenumberonetoolofeverygreatleader.Hiretherightpeople,trainthemwell,thendelegateyourorganization’sworktothem.Savethethingsthatonlyyoucandoforyourself—otherwise,letitgo.Ifyouwanttoachievegreatness,stopdoingeverythingalone.

6.Makeitahabittorespecteveryone.Bethekindofleaderpeopleadmire.Respectpeople,trustpeople,andhavetheconfidenceinyourselftoleadwithheart.

7.Takeresponsibilityforyourproblems;don’tblameothers.Allofushaveexperiencesthathavecausedusproblems.Buttotrulymakeapositiveimpact,wehavetotakeresponsibilityforwhatwewentthroughinthepast,whilebeingaccountableforthefuture.Whenyoublameothersyougiveupyourpowertomakeapositiveimpact.

8.Spendtimewithpeoplewhoareimportanttoyou.Maketheimportantrelationshipsinyourlifeapriority.Goodrelationshipsdon’tjusthappen—theytaketimeandpatience.Makeapositiveimpactonalifebymakingitapriority.

9.Praisesomeoneatworkforajobwelldone.Whentheoccasionarises,praisepeople.Praisemeansyouareacknowledgingandappreciating.Whatyoupraiseyouincrease;thatis,yougetmoreofthebehaviorthatsparkedyourpraiseinthefirstplace.Yourwork,fame,andpositioncannotrevealthegreatnessofyoursoul.Onlyyourkindnesscandothat.

10.Listentopeoplewithinterest,concern,andcompassion.Theleaderswhohavethegreatestimpactgivepeopletheirfullattention.Allpeoplewantissomeonewhowilllisten—someonewhopaysattentionandsomeonewhoshowsconcernandcompassion.Theleaderswhomakeadifferencearenottheoneswiththebestcredentials,buttheoneswiththemostconcern.

11.Developyourcharacter.Yourcharacterwillbedefinedbywhatyoudowhenyouthinknooneislooking.Goodcharacteristobeadmiredmorethanoutstandingtalent.Yourtalentsareagift,butyourcharacterbycontrastisaboutyourchoiceanddetermination.Neversettleforbeinganaverageperson—youweremadeforgreatness.

12.Payitforward.Taketimeoutofyourbusydaytostopforamomentandthinkhowyoucanpayitforward.Noonecanhelpeveryone,buteveryonecanhelpsomeone.Yourgreatnessisnotwhatyouhave;it’swhatyougive.

ForYourPeople

1.Shareyourleadership.Giveyourpeopleopportunitiestogrowintheircareerswhilegainingself-confidenceandexperience,bysharingyourleadershipdutieswiththem.

2.Recognizeandrewardyourpeople.Whenyourpeopledogreatwork,besuretorecognizeandrewardtheeffort.Remember:yougetwhatyoureward.

3.Setthebarhigh.Encourageandexpectexcellencefromyourpeople,andcreatehighstandardsthatrequirethemtostretchtomeetthosegoals.Notonlywillyourorganizationbenefitasaresult,butsowillyourpeople.

4.Paythemwell.Ifyouwanttoattractandretaintheverybestpeople,you’vegottopaythemahigherwagethanyourcompetitorsdo.Keepacloseeyeonwhatyourcompetitionispayingtheirpeople,andstayastepahead.

5.Insistonaccountability.Whenyouremployeesagreetotakeonataskorachieveagoal,holdthemtotheircommitment.Ifyoudon’tholdyourpeopleaccountablefortheirpromises,thensomewon’tbotherfulfillingthem.

6.Apointofviewisn’tenough—makewhatyouknowteachable.Thedifferencebetweenagoodleaderandagreatleaderistheabilitytoteachandcoachpeople.Ifyouseekgreatness,bethekindofleaderwhoprovidesabaselineforyourcoachingandteachablepointsofview.

7.Encouragesomeonetobelieveinhimself.Weallknowthosetimeswhenweloseourconfidence.Bethepersonwhocanempowersomeone.

8.Don’tjudgeothers.Beforeyouassume,learnthefacts.Beforeyoujudge,understand.Beforeyouspeak,think.

9.Leverageyourpastexperiences.Thebestleadersconsciouslythinkabouttheirexperiencesandrethinkwhattheyknowandwhattheyneedtolearn.Thegreatestleadersteachfromtheirexperienceswhiletellingcompellingstoriesthathelppeoplemaketherightdecisionsandtaketherightactions.

10.Writeathank-younotewhensomeonedoessomethingniceforyou.Lettingyourpeopleknowhowmuchyouappreciatetheirgenerositywillgomiles.Thisextraeffortleaveslastinggoodwillinitswake.

11.Givecreditwherecreditisdue.Whetheryouareasupervisororasubordinate,it’sessentialforworkplacemoralethatyouacknowledgeandcommendefficiency,

hardwork,andinitiative.Thankingemployeesprivatelyisn’talwaysenough.Praisingtheminfrontofothers,writingaletterfortheirpersonnelfile,orpresentingthemwithanawardarewaystoshowthattheireffortshavenotgoneunnoticed.

12.Helpmakedreamscometrue.Thenexttimesomeonesharesagoaloradreamtheyhave,reallyencouragethemtopursueit—requestingthattheytakesomekindofactionwithinacertaintimeframe.Then,iftheyagreetoadatetofulfilltheirgoal,makesuretofollowupwiththemwhenthatdatearrives.

ForYourCommunity

1.Provideopportunitiesforvolunteerism.Giveyouremployeesopportunitiestovolunteerinthecommunitiesinwhichyoudobusiness,byconnectingthemwithlocalnonprofitsandprovidingpaidtimeofftoserve.

2.Beagoodcitizen.Givebacktoyourcommunityineverywayyoucan,wheneveryoucan.

3.Hirelocally.Wheneverpossible,focusyourhiringeffortsinyourcommunity.Provideampletrainingopportunitiessothatyouremployeescanadvanceintheorganization.

4.Feedthehomeless.Seesomething,dosomething.Don’twalkpastthehomeless.Buyahomelesspersonarealmeal—don’tgivethemyourleftovers.

5.Shareyourexpertise.Contributeyourtalentsandlendyourspecialtytoyourcommunity.

6.Rescueananimal.FindapetattheHumaneSociety.Youcanevensearchforaplacetorescueanimalsinyourlocalcommunity.

7.Attendacitycouncilmeeting.Letyourvoicebeheard.Speakuphonestlyandbravely.Standforacause.Haveapurpose.Makeitmeaningful.

8.Mentorachild.Educateandencouragechildrentobecomeleaders.Itwillteachthemtocareforothers.

9.BuildahomeforHabitatforHumanity.Helpbuildahomeforthoseinneed.Thebestkindofcharitystartsinyourownbackyard.

10.Leadaprojectforanonprofit.Perhapsyoucancollectneededitems,makecraftstodonate,organizeanoutingforpeopleinneed,orsponsoracelebrationofsomesortwiththeorganization.

11.Takecareoftheplanet.Plantatreeorflowersinyourcommunity;recyclepaper,plastics,andcans.Educatepeopleonhowtocarefortheplanet.

12.Bethesolution.Observeyourenvironment,findaproblem,andcomeupwiththesolution.

Starttoday.Lookforyourgaps.Leverageyourgaps.Andstandinyourgreatness.

Assessment

Ifyouwanttolearnaboutwhatgetsbetweenyouandyourgreatness,takeyourassessmenttoday:www.lollydaskal/assessment

Visithttp://bit.ly/2oN7g40foralargerversionofthistable.

ACKNOWLEDGMENTS

Nothinggreathaseverbeenachievedwithoutgreatpeople.

Tomythreechildren,Michaela,Ariel,andZoe,whotaughtmethatyoudon’thavetobegreattostart,butyouhavetostarttobegreat.

ToPeterEconomy,whobelievedinmeenoughtosaylet’smakethishappen.Andstayedwithmeeverystepofthewaytomakesureithappened.Yourcraft,guidance,andbrilliancenotonlymadethisbookpossiblebuthelpedmeaccomplishtheimpossible.

ToKristiFaulkner,whotookmycomplicatedthoughtsandknewexactlyhowtosimplifythem,becauseeverythingmeaningfulshouldbemadeassimpleaspossible,butnotsimpler.

ToFrankSonnenberg,whotaughtmethattruefriendshipmeanstostandbywheneverythingseemslikeit’sfallingintothegaps.

ToMichaelWade,whogenerouslyaddedhistwocents,whichwerepriceless.

ToGilesAnderson,whoknowsthatagreatbookisn’tbornuntilagreatagentgivesbirthtoit.

ToJesseMaeshiro,whosededication,feedback,andtimewillalwaysbegreatlyappreciated.

ToEricNelson,whobelievedgreatnesswastobefoundandhelpedmetofindit.

ToJohnAnderson,whosededicationtaughtmethattobeagreatleader,youmustfirstbecomeagreatperson.

ToFrancesHesselbein,whoprovedthatreallygreatpeoplemakeyoufeelthatyou,too,canbecomegreat.

ToEsterFuchs,whosawhoweverygreatsolutionneedsagreatproblem.

ToDanielLubetzky,whodemonstratesthatkindnesswillalwaysadvancegreatness.

ToViktorFrankl,CarlJung,andJosephCampbell,whoteachthatgreatmenandwomenarenotborngreat,theydevelopgreatness.

Tomyclients,whoshowmethatgreatnesslieswithineveryone.

Toallmygaps:Ithankyou,becausewithoutyou,IwouldneverbethepersonIamtoday.

NOTES

INTRODUCTION1.JosephCampbell,ReflectionsontheArtofLiving(HarperPerennial,1995).2.InterviewwithJosephCampbell,citedinhttps://mappalicious.com/2014/04/02/bibliophilia-how-reading-and-writing-can-save-our-soul/

CHAPTERONE:THESURPRISINGGAPINOURLEADERSHIP1.VickorFrankl,Man’sSearchforMeaning(PocketBooks,1997),p.86.2.AlexPattakos,PrisonersofOurThoughts:ViktorFrankl’sPrinciplesforDiscoveringMeaninginLifeandWork,2ndEd.(Berrett-Koehler,2010).

CHAPTERTWO:THEREBEL1.BarbaraArneil,“Gender,Diversity,andOrganizationalChange:TheBoyScoutsvs.GirlScoutsofAmerica,”PerspectivesonPolitics,March2010,pp.53–68.

2.SallyHelgesen,“FrancesHesselbein’sMeritBadgeinLeadership,”strategy+business,May11,2015.3.JimCollins,forewordforHesselbeinonLeadership(Jossey-Bass,2002).4.PersonalinterviewwithPeterEconomy,May2005.5.Collins,forewordforHesselbeinonLeadership.6.SallyHelgesen,“FrancesHesselbein’sMeritBadgeinLeadership.”7.Arneil,“Gender,Diversity,andOrganizationalChange.”8.TomasChamorro-Premuzic,PhD,Confidence:HowMuchYouReallyNeedandHowtoGetIt(HudsonStreetPress,2013),p.1.

CHAPTERTHREE:THEEXPLORER1.www.cleanclothes.org/ranaplaza/who-needs-to-pay-up2.www.globallabourrights.org/alerts/ranaplaza-bangladesh-anniversary-a-look-back-and-forward3.www.theguardian.com/world/2013/apr/26/bangladesh-building-official-response-fury4.www.huffingtonpost.com/shannon-whitehead/5-truths-the-fast-fashion_b_5690575.html5.www.dailymail.co.uk/home/you/article-2585166/Safia-Minney-founder-fair-trade-label-PeopleTree-shares-treasures.html6.www.theguardian.com/lifeandstyle/2010/jun/13/shahesta-shaitly-five-things-know-about-style-safia-minney-people-tree7.http://www.peopletree.co.uk/aboutus

8.MaryGoulet,GowithYourGut:HowtoMakeDecisionsYouCanTrust(MaryGouletMedia,2011).9.GranvilleToogood,TheCreativeExecutive:HowBusinessLeadersInnovatebyStimulatingPassion,Intuition,andCreativitytoDevelopFreshIdeas(AdamsMediaCorporation,2000),p.57.

10.GaryKlein,SourcesofPower:HowPeopleMakeDecisions(TheMITPress,1999),p.34.11.RonNelson,“HowtoBeaManager,”Success,July–August1985,p.69.12.StephenHarper,“Intuition:WhatSeparatesExecutivesfromManagers,”BusinessHorizons31,no.5,p.15.

CHAPTERFOUR:THETRUTHTELLER1.www.azcentral.com/story/money/business/super-bowl/2015/01/30/nfls-financial-success-draws-scrutiny-controversy/22585761/

2.www.azcentral.com/story/money/business/super-bowl/2015/01/30/nfls-financial-success-draws-scrutiny-controversy/22585761/

3.www.slate.com/articles/sports/sports_nut/2015/12/the_truth_about_will_smith_s_concussion_and_bennet_omalu.html4.JeanneMarieLaskas,“GameBrain,”GQ,September14,2009.

5.LesCarpenter,“‘BrainChaser’TacklesEffectsofNFLHits,”TheWashingtonPost,April25,2007.6.http://www.pbs.org/wgbh/frontline/article/the-autopsy-that-changed-football/7.http://www.pbs.org/wgbh/frontline/film/league-of-denial/transcript/8.Laskas,“GameBrain.”9.Ibid.10.http://onlyagame.wbur.org/2015/12/19/concussion-football-omalu-movie11.Laskas,“GameBrain.”12.www.nfl.com/news/story/0ap1000000235501/article/nfl-retired-players-agree-to-concussion-lawsuit-settlement13.www.cbsnews.com/news/concussion-movie-doctors-speak-out-nfl-cte/

14.http://mentalfloss.com/article/30609/60-people-cant-go-10-minutes-without-lying15.http://usatoday30.usatoday.com/news/health/story/2012-08-04/honesty-beneficial-to-health/56782648/1

CHAPTERFIVE:THEHERO1.http://www.pbs.org/wgbh/americanexperience/features/transcript/henryford-transcript/2.Ibid.3.Ibid.4.www.telegraph.co.uk/news/science/science-news/7850263/Scientists-discover-secret-of-courage.html5.www.forbes.com/sites/danschawbel/2013/04/21/brene-brown-how-vulnerability-can-make-our-lives-better/2/

6.http://greatergood.berkeley.edu/article/item/what_makes_a_hero7.https://alumni.stanford.edu/get/page/magazine/article/?article_id=40741

8.www.bbcprisonstudy.org/faq.php?p=849.https://alumni.stanford.edu/get/page/magazine/article/?article_id=4074110.www.know-bull.com/Key%20Findings-Extent%20and%20Effects%20of%20Workplace%20Bullying,%202010%20%5B2%20pages%5D.pdfCHAPTERSIX:THEINVENTOR

1.www.cbsnews.com/news/a-master-sushi-chef2.www.imdb.com/title/tt1772925/quotes3.www.newyorker.com/culture/culture-desk/perfect-sushi4.www.goodreads.com/quotes/33952-if-you-have-integrity-nothing-else-matters-if-you-don-tCHAPTERSEVEN:THENAVIGATOR

1.www.themorningsidepost.com/2009/10/27/the-little-girl-from-queens-that-could-a-profile-of-professor-ester-fuchs/

2.http://observer.com/2006/02/put-up-your-fuchs-professor-is-mayors-left-hemisphere/3.LollyDaskal:PersonalinterviewwithEsterFuchs,July2015.

4.www.nytimes.com/2011/04/22/nyregion/hindus-find-a-ganges-in-queens-to-park-rangers-dismay.html?_r=0

5.www.oxforddictionaries.com/us/definition/american_english/trust6.www.nature.com/nature/journal/v435/n7042/full/nature03701.html7.www.ted.com/talks/paul_zak_trust_morality_and_oxytocin/transcript?language=en8.Ibid.

9.www.ted.com/talks/charles_hazlewood/transcript?language=en10.Ibid.11.Ibid.12.www.greatplacetowork.com/list-calendar/fortune-100-best-companies-to-work-forCHAPTEREIGHT:THEKNIGHT

1.www.americanexpress.com/us/small-business/openforum/articles/daniel-lubetzky-kind-healthy-snacks2.LollyDaskal:PersonalinterviewwithDanielLubetzky,December2015.

3.www.americanexpress.com/us.small-business/openforum/articles/daniel-lubetzky-kind-healthy-snacks4.https://www.kindsnacks.com/blog/post/a-letter-to-our-fans-kind-and-nutrition-policy-sparking-a-healthy-discussion/

5.LollyDaskal:PersonalinterviewwithDanielLubetzky,December2015.6.www.wsj.com/articles/fda-seeks-to-redefine-healthy-14628726017.LollyDaskal:PersonalinterviewwithDanielLubetzky.8.Ibid.9.www.jameskane.com/writing/2015/12/1/the-loyalty-to-trump10.Ibid.11.http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?sd=12%2f29%2f2016&siteid=cbpr&sc_cmp1=cb_pr982_&id=pr982&ed=12%2f31%2f2016

12.http://www.strategictalentmgmt.com/retention/13.https://www.swamedia.com/pages/corporate-fact-sheet

CHAPTERNINE:WHERETHEREISLIGHTTHEREISALWAYSHOPEFORGREATNESS1.www.latimes.com/business/la-fi-himi-stone-20140525-story.html2.Ibid.3.LollyDaskal:PersonalinterviewwithRobertStone,April2015.4.Ibid.

INDEX

Thepagenumbersinthisindexrefertotheprintedversionofthisbook.Thelinkprovidedwilltakeyoutothebeginningofthatprintpage.Youmayneedtoscrollforwardfromthatlocationtofindthecorrespondingreferenceonyoure-reader.

Abramson,Jill,193Adams,JohnQuincy,163adaptability,45admiration,167Aesop,154Ahsan,Manzur,49appreciation,167archetypesdefined,6leadership(Seeleadershiparchetypes)leadershipgap(Seeleadershipgaparchetypes)

Arendt,Hannah,90arrogance,154–56ArtofWar,The(SunTzu),23

Babauta,Leo,8Bailes,Julian,78baitandswitchers,89Bauer,Yehuda,114Bdeir,Ayah,138belonging,179Bezos,Jeff,70Biocon,33Blakely,Sara,70blamers,89Bloomberg,Michael,144,146,147–48,168boundaries,minding,161–62braggadocio,31Branson,Richard,33–34Brown,Brené,104Buddha,135

bullying,113bystandereffect,110–13bystanders,8,22,106–16bystandereffectand,110–13consequencestocompanyofleadershipby,exampleof,106–9cultureofcourageousness,creating,114–15empathy,exercising,116interveningwhentheremaybeaproblemand,115leveragebystanderwithin,114–16passivityand,115–16personalintervention,implementing,115StanfordPrisonExperimentand,110–12workplacebullyingand,113

C.JoyBellC.,55calmness,118Campbell,Joseph,7Camus,Albert,30candor,81–83,92–93Casson,Ira,77Chamorro-Premuzic,Tomas,32characterbuildingtrustand,165integrityand,128,129,138–39

charm,89chronicrescuers,157–58chronictraumaticencephalopathy(CTE),76–80Churchill,Winston,95Cioran,Emil,38CityofHope,196–199codeofconduct,129Collins,Jim,26,186Collins,Randall,61Colton,CharlesCaleb,131commitmentbuildingtrustand,165honoring,andintegrity,130,140knightarchetypeand,180

communicationbuildingtrustand,165inventorarchetypeand,141truthtellerarchetypeand,93

comparers,40competencebuildingtrustand,165confidenceand,32–34knightarchetypeand,180–81

compliments,137Concussion(movie),78–79

confidence,31–34competenceand,32–34mistakenbeliefsabout,31–33skilland,31–34

continualimprovement(kaizen),126convictions,128,129,130corruption,131–35courage/courageousness,103–5cultureof,creating,114–15,117–18

Covey,Stephen,80CreativeExecutive,The(Toogood),64criticisms,137

deceivers,8,22,88–92admittingwhenyouaren’tnottellingtruthand,91characteristicsof,89flexibilityand,91leveragingdeceiverwithin,90–92obscuringtruthand,91prideand,90–91

decisiveness,69,118–19destroyers,8,22,135–38characteristicsof,135–36complimentingversuscriticizingand,137cornercuttingand,138leveragingdestroyerwithin,136–38positivityand,137priorities,considerationof,136–37trustworthinessand,137

devotion,180Disney,Walt,141–42distraction,89Drucker,Peter,67–68Dudai,Yadin,104

Einstein,Albert,5,106Emerson,RalphWaldo,66,105emotionalcaretakers,158emotionalhostagesyndrome,162emotionalmanipulation,89empathy,116Eschelman,Dave,112esteem,167exploiters,8,21,55–65characteristicsof,62don’tmakeothersgiveupsomethingtoserveyouragenda,65leveragingexploiterwithin,63–65manipulationand,55–61

meaningwhatyousayand,65weaknessesofothers,don’tuseortakeadvantageof,64–65

explorerarchetype,8,48–73becomingexplorerleader,actionstotakein,66–72characteristicsof,51–52,68–70decisivenessand,69examplesof,70exploitersand,8,21,55–65innovationand,68intuitionand,52–55,66–67,70–72manipulationand,55–61Minney’srethinkingoffastfashionindustryand,49–51overcomingmanipulationgapand,63–65persuasiveabilitiesof,69preparednessand,69–70questionsfordeterminingwhetheryouare,72–73rationalityand,69self-assuranceand,69visionand,68–69

FamilyofMan,The,50fashionindustry,48–51fear,105–6Fehr,Ernst,151–52Fischbacher,Urs,151–52fixers,3,8,22,157–62boundaries,minding,161–62characteristicsof,157–60learningtofixoneselfand,161leveragingfixerwithin,161–62needforloveand,162trustingotherstofendforthemselvesand,161

flexibility,91FoodandDrugAdministration(FDA),171–72,175–76Ford,Edsel,98–102Ford,Henry,97–102,98FordMotorCompany,97–102Fortune,166Frankl,Viktor,6,13Franklin,Benjamin,91frauds,39Fromm,Erich,202Fuchs,Ester,144–48

Gandhi,Mahatma,81,84,92Gide,André,51GirlScoutsoftheUSA,25–30Golter,SamuelH.,196

Goodell,Roger,78GoodtoGreat(Collins),26Goulet,Mary,53greatness,achieving,204–11abilityfor,20,23communityand,209–10employees’stepsfor,207–9overcomingleadershipgaptoachieve,195–203personalstepsfor,205–7

Harper,Stephen,68Hazlewood,Charles,163–64Heinrichs,Markus,151–52Helgesen,Sally,26,29heroarchetype,8,97–121becomingheroleader,actionstotakein,116–20bystandersand,8,22,106–16calmnessand,118characteristicsof,103,105company-widecultureofcourageousnessand,117–18courageand,103–5,114–15,117–18decisivenessand,118–19EdselFord’ssavingofFordMotorCompanyand,98–102examplesof,119fearand,105–6overcomingfeargap,114–16powerposefor,118questionsfordeterminingwhetheryouare,120–21standingupandstandingtallas,118

Hesselbein,Frances,26–30Hesselbein,John,28Hill,Napoleon,40Hillary,Edmund,31Holmes,OliverWendell,149honestyintegrityand,130knightarchetypeand,191

honoringpeople,167

imposters,8,21,34–43comparers,40frauds,39leveragingimposterwithin,40–43listingaccomplishmentsand,42operators,39perfectiondoesnotexist,remindingoneselfthat,42perfectionists,39pleasers,39

saboteurs,40self-doubtand,34–38stopcomparingoneselftoothersand,41–42supportiveinnercircle,creating,42–43

innovation,68integrity,128–31,138–40characterand,128,129,138–39codeofconductand,129convictionsand,128,129,130defined,128honestyand,130honoringcommitmentsand,130,140moralcodeand,130respectfultreatmentofothersand,130trustand,130–31

internalizationofleadershipgap,20intuition,52–55,66–67,70–72certaintyand,53decisiveactionand,55innersense,trusting,55methodsforcultivating,54–55proficiencies,accumulatingandassessing,54,55wisdomand,54

inventorarchetype,8,122–43becominginventiveleader,actionstotakein,138–42characteristicsof,127commitments,honoring,140consciouschoices,making,141corruptionand,131–35destroyersand,8,22,135–38examplesof,141–42excellence,strivingfor,141integrityand,128–31,138–40knowingoneselfand,140Ono’ssushirestaurantand,123–26personalstandards,setting,140questionsfordeterminingwhetheryouare,142–43respectfultreatmentofothersand,141truthfulcommunicationand,141

JiroDreamsofSushi(documentary),124Jobs,Steve,161Jung,Carl,6–7,13–14

Kabbalah,139–40kaizen(continualimprovement),126Kane,James,179,180Kanzler,Ernest,99–100

Kapuściński,Ryszard,136Kelleher,Herb,192Kelly,Anita,83Kennedy,Anthony,119KIND,LLC,172–73,174–76KINDMovement,174–75Klein,GaryA.,67knightarchetype,8,171–94becomingknightleader,actionstotakein,190–93caringforemployeesand,191–92characteristicsof,177,180–81examplesof,192–93honestyand,191leadingwithbestemployeesand,192listeningskillsand,191–92loyaltyand,178–81,191–93Lubetzky’sbattlewithFDAtoupdate“healthy”foodlabelingand,171–76mercenariesand,8,22,186–90overcomingmercenarygapand,188–90questionsfordeterminingwhetheryouare,193–94respectingothersand,192self-servingand,181–85vision,articulating,191

knowingoneself,140Kosfield,Michael,151–52

Landesman,Peter,78–79leadershiparchetypes,7–8explorer,8,48–73hero,8,97–121inventor,8,122–43knight,8,171–94navigator,3–4,8,144–70rebel,8,25–47Stone’sworkatCityofHopeand,196–201truthteller,8,14–19,74–96

leadershipgap,1–24achievinggreatnessbyovercoming,195–203acknowledgingandworkingwith,202–3allowinggaptocontrolus,effectof,22archetypesof(Seeleadershipgaparchetypes)arrogance,154–56capabilitytostandingreatnessand,20corruption,131–35fear,105–6impostergap,34–43integratingandreclaimingof,23internalizationof,20learningtorecognize,5,9–10,19–20

manipulation,55–61negativemessagescreating,20–21owningbothsidesof,22–23polarityofcharacterand,8questioningoneselfand,9–10relianceonwhathasworkedinpastand,4,9rethinkingoneselfand,4–5,9,13–14,23secretscreating,17–19,21–22seeingoneselfobjectivelyand,13–14self-doubt,34–38suspicion,84–88

leadershipgaparchetypesbystanders,8,22,106–16deceivers,8,22,88–92destroyers,8,22,135–38exploiters,8,21,61–63fixers,3,8,22,157–62imposters,8,21,34–43mercenary,8,22,186–90

Lee,Bruce,34LincolnMotorCompany,99–100Long,Terry,77Low,JulietteGordon,25loyalty,178–81,191–93belongingand,179purposeand,180trustand,179

Lubetzky,Daniel,172–76lying,89

Machiavelli,Niccolò,88,127manipulationleadershipgap,55–61Man’sSearchforMeaning(Frankl),6martyrs,158–59Mazumdar-Shaw,Kiran,33,34mercenaries,8,22,186–90characteristicsof,186–87gettingtoknowpeoplearoundyouand,189–90leveragingmercenarywithin,188–90puttingyourselfinother’sshoesand,189responseofotherstoyou,payingattentionto,189thinkingofothersand,190

micromanagers,159–60Minney,Safia,49–51Miranda,Lin-Manuel,142ModelA,101ModelT,97–98,99,101,102MotherTeresa,192Munger,Charlie,181

Musk,Elon,33,34,46Mycoskie,Blake,142

NationalFootballLeague(NFL),74–80Nature(journal),151–52navigatorarchetype,3–4,8,144–70arroganceand,154–56becomingnavigatorleader,actionstotakein,163–69characteristicsof,149examplesof,168–69fixersand,3,8,22,157–62Fuchs’problemsolvingskillsand,144–48questionsfordeterminingwhetheryouare,169–70trustand,149–54,165–68

negativemessages,20–21Neurosurgery(journal),77Nooyi,Indra,95

Omalu,Bennet,75–80Ono,Jiro,124–26Ono,Yoshikazu,125operators,39oxytocin,151–54

Parks,Rosa,46Pash,Jeffrey,80passivity,115–16PeaceWorks,174Pellman,Elliot,77PeopleTree,49,50–51perfectionists,39personalstandards,setting,140persuasiveabilities,69Peters,Tom,63Peterson,EugeneH.,157Petzinger,Thomas,Jr.,64pleasers,39Plotinus,52positivity,137Potok,Chaim,43powerpose,118preparedness,69–70pride,90–91priorities,136–37proficiency,54,55purpose(Seevision)

RanaPlazabuildingcollapse,48–49Rand,Ayn,128rationality,69Reagan,Ronald,94–95rebelarchetype,8,25–47adaptabilityand,45becomingrebelleader,actionstotakein,43–46characteristicsof,30–31comparingoneselftoothers,stopping,45confidenceand,31–34examplesof,46Hesselbein’srethinkingofGirlScoutsand,26–30impostersyndromeand,8,21,34–43overcomingimpostergapand,40–43partingwithperfectionasgoaland,44–45questionsfordeterminingwhetheryouare,47rethinkingwhatrebelis,43–44self-awareness,cultivating,44self-doubtand,34–38skillsassessmentand,44strengthand,45worthycauses,contributingto,45

recognizingyourleadershipgap,5Reeve,Christopher,103reliability,180respectfultreatmentofothersintegrityand,130inventorarchetypeand,141knightarchetypeand,192

reverence,167Riley,Bob,116Rowling,J.K.,119

saboteurs,40Sandberg,Sheryl,168Schweitzer,Albert,139Scott,Walter,177secrets,17–19,21–22self-assurance,69self-awareness,cultivating,44self-doubtleadershipgap,34–38self-serving,181–85shadow,13Shakespeare,William,1,177Sharnay,178shokunin,126Siegle,Lucy,49Simmons,Charles,204Simpson,AlanK.,128

skillsassessment,44Sloan,Alfred,99SolarCity,33Solomon,RobertC.,149SpaceX,33StanfordPrisonExperiment,110–12Steinem,Gloria,46Stojanović,Dejan,190Stone,RobertW.,196–201Strzelczyk,Justin,78SukiyabashiJiro,123–26SunTzu,23sushiindustry,122–26suspicionleadershipgap,84–88

Taleb,NassimNicholas,169Tesla,33Toogood,GranvilleN.,64trust/trustworthinessbuilding,165careless/carefreeand,149–50defined,150–51demonstrating,methodsof,167destroyersand,137employeeperformanceand,166integrityand,130–31loyaltyand,179navigatorarchetypeand,149–54,165–68scienceof,151–54asvalidationofself,150

truthtellerarchetype,8,14–19,74–96becomingtruthtellerleader,actionstotakein,92–95candorand,81–83,92–93characteristicsof,80–81communicatingeverythingofimportanceand,93confrontingdeceiverwithinand,90–92deceiversand,8,22,88–92examplesof,94–95highstandard,modeling,94Omalu’sconcussionresearchonNFLplayersand,75–80questionsfordeterminingwhetheryouare,96roadblockstoperformance,gettingridof,93–94suspicionand,84–88treatingeveryoneequallyand,94visionandpathtogetthere,providing,94

Tutu,Desmond,195Twain,Mark,103Tyson,NeildeGrasse,70

UnitedWay,27

Viano,David,77VirginGroup,33–34visionexplorerarchetypeand,68–69knightarchetypeand,191loyaltyand,180truthtellerarchetypeand,94

WashingtonPost,76Waters,Andre,78Watts,Steven,98,100Webster,Mike,75wisdom,54workplacebullying,113worthycauses,contributingto,45Wright,Evan,188

Yousafzai,Malala,119

Zak,Paul,151–53Zimbardo,Philip,104–5,110,111,112

LOLLYDASKAListhefounderofLeadfromWithin,agloballeadership,executivecoaching,andconsultingfirmbasedinNewYorkCity.Withmorethanthirtyyearsofexperiencewithsomeoftheworld’slargestandmostsuccessfulcompanies,Daskalisoneoftoday’smostsought-afterexecutiveleadershipcoachesandleadershipconsultants.Shehaswrittenthousandsofarticlesandcolumnsforavarietyofmedia,includingInc.,HarvardBusinessReview,FastCompany,HuffingtonPost,andPsychologyToday.Joinover1.3millionfollowersonTwitter@LollyDaskalandonheraward-winningleadershipblogatwww.lollydaskal.com

*Intheinterestofclarityandconsistency,Iamusingthesingularpronouns“he”and“his”throughoutthisbook.However,itisintendedtobegender-neutral.Theseprinciplesapplytobothmenandwomenequally.

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