James Keyes

I do nothing. Yes. Both are bad. Both can be cured, but only through knowledge. Because what happens when you're afraid? If you're afraid of the dark and you turn on the light, you realize, oh, that's silly. I didn't have anything to be afraid of. Well, knowledge is light. Communications is a way to spread the light. So in a time of crisis...

I do nothing. Yes. Both are bad. Both can be cured, but only through knowledge. Because what happens when you're afraid? If you're afraid of the dark and you turn on the light, you realize, oh, that's silly. I didn't have anything to be afraid of. Well, knowledge is light. Communications is a way to spread the light. So in a time of crisis...

communications from the leadership are critically important because that's the light that takes away fear throughout the organization.

communications from the leadership are critically important because that's the light that takes away fear throughout the organization.

Change, confidence, clarity. Well, the clarity of Communications is both inbound and outbound. So listening is critically, critically important. As humans, we are often guilty of trying to formulate our response before fully understanding what someone's trying to tell us, trying to hear and truly understand what that person's trying to tell me.

Change, confidence, clarity. Well, the clarity of Communications is both inbound and outbound. So listening is critically, critically important. As humans, we are often guilty of trying to formulate our response before fully understanding what someone's trying to tell us, trying to hear and truly understand what that person's trying to tell me.

And then trying to be very clear in my communications also so that I'm not triggering that fear response. Because once I trigger that, once I've made them afraid, I've lost, I won't get truth.

And then trying to be very clear in my communications also so that I'm not triggering that fear response. Because once I trigger that, once I've made them afraid, I've lost, I won't get truth.

What I'm trying to communicate in my book is that leadership is about change, constant change. inevitable, lifelong change. It's constantly changing as a leader, being able to adapt to different circumstances, different times, different styles, because you have different people with different reactions. And that constant adaptation to change as a leader, I think is what's critically important.

What I'm trying to communicate in my book is that leadership is about change, constant change. inevitable, lifelong change. It's constantly changing as a leader, being able to adapt to different circumstances, different times, different styles, because you have different people with different reactions. And that constant adaptation to change as a leader, I think is what's critically important.

Leadership's about change and evolution. It changes the root of all commerce. Do you think about it? Someone needed something and someone satisfied that need and got paid for that service. Commerce begins, right? It does. It's the heart of all commerce. And then that person got a little bit complacent and somebody else said, hey, I'm going to change things and give you another way to satisfy.

Leadership's about change and evolution. It changes the root of all commerce. Do you think about it? Someone needed something and someone satisfied that need and got paid for that service. Commerce begins, right? It does. It's the heart of all commerce. And then that person got a little bit complacent and somebody else said, hey, I'm going to change things and give you another way to satisfy.

And then change occurs, right? Again, and someone profits from it and someone else perhaps doesn't. And so change is at the heart of all commerce. And yet... When change occurs, as humans, we naturally resist. We get worried because it creates that fear thing. There's only two responses to change.

And then change occurs, right? Again, and someone profits from it and someone else perhaps doesn't. And so change is at the heart of all commerce. And yet... When change occurs, as humans, we naturally resist. We get worried because it creates that fear thing. There's only two responses to change.

You can either respond favorably and see it as opportunity, or you can start blaming, feeling sorry for yourself, put your head down. So it's not the change that matters. Change is good. Change good or bad change and be positive. It's response to change that separates winners from losers.

You can either respond favorably and see it as opportunity, or you can start blaming, feeling sorry for yourself, put your head down. So it's not the change that matters. Change is good. Change good or bad change and be positive. It's response to change that separates winners from losers.

It's for me all about where am I going to either learn the most or contribute the most? One of those two things. So somebody comes to me with a board seat and maybe a company I know nothing about or an industry I know nothing about, but if it's an opportunity to really learn a lot,

It's for me all about where am I going to either learn the most or contribute the most? One of those two things. So somebody comes to me with a board seat and maybe a company I know nothing about or an industry I know nothing about, but if it's an opportunity to really learn a lot,

because there are really good people on that board and it's a dynamic company that I'm going to learn from, learn a whole new industry, I may go do it. And that's my criteria. Am I going to learn from it or is it something, man, I can really help these folks get to the next level.

because there are really good people on that board and it's a dynamic company that I'm going to learn from, learn a whole new industry, I may go do it. And that's my criteria. Am I going to learn from it or is it something, man, I can really help these folks get to the next level.