Adam Galinsky
speaker
285 appearances
4 recordings
3 series
first heard Jan 2025
last heard Jan 2025
Adam Galinsky’s voice in public audio — every appearance, attributed to the second.
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Appearances
And then she went row by row and looked every passenger in the eye and said, how are you doing? She checked in on them. And I think that was such a powerful thing that she did that was so important. And she said afterwards, I find it remarkable that more people have talked about what I did after the plane landed, which is talking to the passengers, each one, than the passengers
Remarkable feat that it took to actually land this crippled plane. And so you can just see that this was a crisis, but she turned it into something that was more routine. She was calm. Even the EMT actually made a joke to her when he was checking out. He said, how did you get through security? She's like, wait, what are you saying?
He said, how did your nerves of steel not set off all of the security alarms? And she was calm. And because she was calm and she was so good at her job, she could see the bigger picture. So she could see, let's go to Philadelphia. That was actually recommended by her. Colleague Darren Elliser, her co-pilot, she knew that she needed to speak to them. She knew exactly what she needed.
She let the plane descend. She knew exactly what she needed to do to land this plane. And then she made sure everyone was okay. Now, Francesco Schettino, he was also captain of a vessel. This was a cruise ship. And this was a situation where they were embarking on a seven-day trip through the Mediterranean, and he got too close to shore. Now, there's a lot of debate about why he did.
He said he wanted to salute mariners on shore. Other people said he was trying to impress his mistress, a Moldovan dancer who was on board. But this was a routine cruise ship that now became a crisis. When they went too close to shore, there was a massive hole, just like Tammy Jerry Schultz, a massive hole was put into his vessel. But he wasn't visionary. He was actually small-minded.
He spent the first hour trying to figure out how to protect his own reputation. He was only focused very small on this. It took him over an hour to contact the Coast Guard and then took him 20 minutes to come clean. He was trying to tell them that the blackout caused the accident rather than the accident causing the blackout.
And then when it was time to start getting the passengers to start doing this, he wasted 90 minutes, which led dozens and dozens of people to pass away. I think more than 100 people passed away on this trip, and it would have been very few if he had just acted immediately. But when the Coast Guard started communicating with him again, he wasn't on the ship.
He was actually in one of the lifeboats and that just incensed, infuriated the Coast Guard. They demanded he go back on. He claims he fell into the lifeboat by accident. But you might not actually have recognized him in the lifeboat because somehow
despite all the chaos, despite him being captain of the ship, he somehow found time to remove his captain's uniform and put on civilian clothing before he fell into the boat. And so you can start to see just the dramatic difference between these two people. Schettino was... Sorry, Schultz was visionary, right? She could see the big picture. She could understand what she needed to do.
He was small-minded, right? She was calm and courageous protector. He was cowardly, right? And then she was generous and empathic, and he was purely selfish. And at the very end, the person from the Coast Guard basically tells him, I am going to make you pay for this, Shatino. And he did, Schatino paid. He spent time multiple years, I think he was sentenced to over 10 years in prison.
And so you can really see, but that's the infuriation that this person was experienced from that. So we really see these three universal factors, right? How we see and talk about the world, how we are in the world and how we interact in the world between you want to be a Schultz and not a Schatino.
Thank you so much. Yeah. And there's another also amazing example as I look out on the Hudson River to my right at my office here in New York is Captain Sully, who landed, who lost both engines coming out of LaGuardia with bird strikes and basically glided his plane to land in the Hudson with no injuries, which is another remarkable story.
Absolutely. One of the things that I've wondered about and thought about for almost two decades now is why are these the three universal factors of inspiring leaders or inspiring people more broadly? right? Why is being visionary, being exemplar and being a mentor, right?
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 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.
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.
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.
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