Adam Galinsky

And I use these sort of as descriptions to describe the ways that we can inspire others, but also infuriate others is because each one of those satisfies a fundamental human need. And one of the fundamental human needs we have is a sense of meaning and understanding. That's where visionary comes from. Another is a sense of protection and energy. And that's where being an exemplar comes from.

And I use these sort of as descriptions to describe the ways that we can inspire others, but also infuriate others is because each one of those satisfies a fundamental human need. And one of the fundamental human needs we have is a sense of meaning and understanding. That's where visionary comes from. Another is a sense of protection and energy. And that's where being an exemplar comes from.

And one of them is to be a sense of belonging and a sense of status or being respected. And that's where being a mentor comes from. And so what you just described is really that third factor, being a mentor and what it means to be seen and valued and recognized.

And one of them is to be a sense of belonging and a sense of status or being respected. And that's where being a mentor comes from. And so what you just described is really that third factor, being a mentor and what it means to be seen and valued and recognized.

And one of them is to be a sense of belonging and a sense of status or being respected. And that's where being a mentor comes from. And so what you just described is really that third factor, being a mentor and what it means to be seen and valued and recognized.

And the way that I often describe what are the characteristics of being someone who's an inspiring mentor, and I use it not in a formal sense, but just in the sense of how we interact with other people, right, and can fill them with that sense of inspiration or infuriation between those interactions is that inspiring leaders empower people.

And the way that I often describe what are the characteristics of being someone who's an inspiring mentor, and I use it not in a formal sense, but just in the sense of how we interact with other people, right, and can fill them with that sense of inspiration or infuriation between those interactions is that inspiring leaders empower people.

And the way that I often describe what are the characteristics of being someone who's an inspiring mentor, and I use it not in a formal sense, but just in the sense of how we interact with other people, right, and can fill them with that sense of inspiration or infuriation between those interactions is that inspiring leaders empower people.

And empowering is really about trusting other people, right? If I'm going to give you responsibility, I trust that you can live up to the moment, right? Part of it is elevating other people and really recognizing what they do well and really celebrating those. And then also empathizing with people, like really understanding the context and their situations that they're in.

And empowering is really about trusting other people, right? If I'm going to give you responsibility, I trust that you can live up to the moment, right? Part of it is elevating other people and really recognizing what they do well and really celebrating those. And then also empathizing with people, like really understanding the context and their situations that they're in.

And empowering is really about trusting other people, right? If I'm going to give you responsibility, I trust that you can live up to the moment, right? Part of it is elevating other people and really recognizing what they do well and really celebrating those. And then also empathizing with people, like really understanding the context and their situations that they're in.

Now, that doesn't mean right because we empathize people that we have low standards. Right. We have high standards. And that's what I mentioned earlier. Right. About my dad. being able to encourage people and elevate them, but also challenge them to be the best person they can be. And it's really this fundamental human need. You mentioned Dacher Keltner earlier.

Now, that doesn't mean right because we empathize people that we have low standards. Right. We have high standards. And that's what I mentioned earlier. Right. About my dad. being able to encourage people and elevate them, but also challenge them to be the best person they can be. And it's really this fundamental human need. You mentioned Dacher Keltner earlier.

Now, that doesn't mean right because we empathize people that we have low standards. Right. We have high standards. And that's what I mentioned earlier. Right. About my dad. being able to encourage people and elevate them, but also challenge them to be the best person they can be. And it's really this fundamental human need. You mentioned Dacher Keltner earlier.

One of his PhD students is a professor at Berkeley now in the business school. Cameron Anderson wrote a seminal paper basically demonstrating that we have a fundamental need to be respected by other people. to be elevated by other people, to be seen as having characteristics or traits or tendencies or talents that we can recognize in other.

One of his PhD students is a professor at Berkeley now in the business school. Cameron Anderson wrote a seminal paper basically demonstrating that we have a fundamental need to be respected by other people. to be elevated by other people, to be seen as having characteristics or traits or tendencies or talents that we can recognize in other.

One of his PhD students is a professor at Berkeley now in the business school. Cameron Anderson wrote a seminal paper basically demonstrating that we have a fundamental need to be respected by other people. to be elevated by other people, to be seen as having characteristics or traits or tendencies or talents that we can recognize in other.

I have a paper under review right now where we're looking at the fact that so many people in the workforce are really freaked out about AI. Right. It's very disempowering. They're worried about losing their jobs or worried about losing status. And so we did a study where we use the classic manipulation and I use the same manipulation in some of my studies.

I have a paper under review right now where we're looking at the fact that so many people in the workforce are really freaked out about AI. Right. It's very disempowering. They're worried about losing their jobs or worried about losing status. And so we did a study where we use the classic manipulation and I use the same manipulation in some of my studies.

I have a paper under review right now where we're looking at the fact that so many people in the workforce are really freaked out about AI. Right. It's very disempowering. They're worried about losing their jobs or worried about losing status. And so we did a study where we use the classic manipulation and I use the same manipulation in some of my studies.