Codie Sanchez

You know, I could go on.

They've had a long track record of success, they can't imagine failure.

It's not even in the back of their mind, and so they're unprepared for it when it happens.

And you know,

When you're, like I said, when professionals fail, I think it's far more often overconfidence than incompetence.

Well, I'm going to cheat and say it depends.

It really depends on the nature of the leadership challenge.

So I did this project.

episode of my podcast with um the with the former chief of staff of the air force and the former secretary of the air force and they were talking about a mistake they made when they were working together in the air force and they'd written a book about leadership which is where i read the story and their notion of what effective leadership was was servant leadership that

They had to put the institution first and themselves second.

But there's a reason they say that, and that is that they were leaders in the Air Force, which is an institution with a 80-year history, with an extraordinary amount of talent working for them, a very, very large organization doing a million different things, where there's no way the...

the chief executive can be expert in all the things the Air Force is doing, or even know what all things the Air Force is doing.

I could go on, a very, very strong culture that they inherited, they did not create, right?

So all those circumstances mean you don't want

some fiery, charismatic, you know, authoritarian leader.

You actually, the organization and the culture is so strong, what you want is someone who knows how to run the team, right?

And who puts their institution first and their own ego and self second.

Now, not all contexts are like that, right?

There are other times where the strong, you know, in an organization where there is no strong culture,

where there isn't that base of expertise, where the challenges are very different, where you're under-resourced, not over-resourced.