Jordan Peterson

and help people develop along the way and learn a bunch. And so I don't know how it is that we ever got the idea that the boss was the person who barked out orders. I mean, no one who's effective... If you have someone that's working for you that requires that, they're either really immature and still in that disciplinary phase, or you shouldn't be working with them, right?

If I have to force you to do something, we aren't suited for each other.

If I have to force you to do something, we aren't suited for each other.

If I have to force you to do something, we aren't suited for each other.

A prime... Primate dominance hierarchy struggle. Yes.

A prime... Primate dominance hierarchy struggle. Yes.

A prime... Primate dominance hierarchy struggle. Yes.

We don't want to get into the private... No, we don't. No, no, no. Unless your goal is primate dominance, right? Which is not... Well, that's a better goal than abject failure, but it's not the highest goal. No, no. And a problem like that, it like... If there's a meeting and it goes sideways, the most appropriate approach to that, I would say, is certainly not to ignore it.

We don't want to get into the private... No, we don't. No, no, no. Unless your goal is primate dominance, right? Which is not... Well, that's a better goal than abject failure, but it's not the highest goal. No, no. And a problem like that, it like... If there's a meeting and it goes sideways, the most appropriate approach to that, I would say, is certainly not to ignore it.

We don't want to get into the private... No, we don't. No, no, no. Unless your goal is primate dominance, right? Which is not... Well, that's a better goal than abject failure, but it's not the highest goal. No, no. And a problem like that, it like... If there's a meeting and it goes sideways, the most appropriate approach to that, I would say, is certainly not to ignore it.

Although if it only happened once, you could probably file it away for further consideration and not act immediately on it unless it happened again, right? Because you don't want to jump the gun. But my approach in this situation would be something like...

Although if it only happened once, you could probably file it away for further consideration and not act immediately on it unless it happened again, right? Because you don't want to jump the gun. But my approach in this situation would be something like...

Although if it only happened once, you could probably file it away for further consideration and not act immediately on it unless it happened again, right? Because you don't want to jump the gun. But my approach in this situation would be something like...

you know, I was watching that meeting, and here's a bunch of things that went well as far as I'm concerned, but I thought this one part, to me, seemed to slip sideways, and the discussion got counterproductive, and I'm wondering if you saw that and what you think happened.

you know, I was watching that meeting, and here's a bunch of things that went well as far as I'm concerned, but I thought this one part, to me, seemed to slip sideways, and the discussion got counterproductive, and I'm wondering if you saw that and what you think happened.

you know, I was watching that meeting, and here's a bunch of things that went well as far as I'm concerned, but I thought this one part, to me, seemed to slip sideways, and the discussion got counterproductive, and I'm wondering if you saw that and what you think happened.

And that's... embedding it in a more positive message, that's also extremely helpful, you know, because lots of times, too, you see when people are negotiating, and... and they're on a trajectory of success, they forget to start the discussion with that. It's like, given that we're on a trajectory of success and these are a bunch of things that you've done right and we've done right,

And that's... embedding it in a more positive message, that's also extremely helpful, you know, because lots of times, too, you see when people are negotiating, and... and they're on a trajectory of success, they forget to start the discussion with that. It's like, given that we're on a trajectory of success and these are a bunch of things that you've done right and we've done right,

And that's... embedding it in a more positive message, that's also extremely helpful, you know, because lots of times, too, you see when people are negotiating, and... and they're on a trajectory of success, they forget to start the discussion with that. It's like, given that we're on a trajectory of success and these are a bunch of things that you've done right and we've done right,

Here's something we might be able to improve. Well, that's a lot easier on people. And it's certainly not a strategy of avoidance. And then it does have that investigative quality. Because you don't know, right? And sometimes you think things went sideways. And that was actually the person's intent because they felt that someone needed to be corrected and maybe they're right.