Kevin Eikenberry

You know, I believe Vince is the best work I've done, and I think hopefully can be the most impactful work I've done. Because, you know, the subtitle of the book says, navigate uncertainty and lead with confidence. And certainly we're in a world that's more uncertain than ever. And so it's super important for us to think about that and acknowledge that.

You know, I believe Vince is the best work I've done, and I think hopefully can be the most impactful work I've done. Because, you know, the subtitle of the book says, navigate uncertainty and lead with confidence. And certainly we're in a world that's more uncertain than ever. And so it's super important for us to think about that and acknowledge that.

And if the world is changing and uncertain today, That means that we likely need to do something different as those things change. And I'm trying to give people a playbook to think a little bit differently about what they need to do to lead in and through that uncertainty.

And if the world is changing and uncertain today, That means that we likely need to do something different as those things change. And I'm trying to give people a playbook to think a little bit differently about what they need to do to lead in and through that uncertainty.

I'll answer that, but I want to say something else that's really important about change in general. And that is so often when we're leading a change or even thinking about change, we say, oh my gosh, everything is different. And the reality is it's almost never all different.

I'll answer that, but I want to say something else that's really important about change in general. And that is so often when we're leading a change or even thinking about change, we say, oh my gosh, everything is different. And the reality is it's almost never all different.

And in fact, we make the change efforts harder when we only talk about what's changing and don't talk about what's the same. So the first thing I think is an important point is that we're introducing a new process in our organization. And one of the most important things we can do is say, okay, there's 12 steps in this process and we are drastically changing four of them.

And in fact, we make the change efforts harder when we only talk about what's changing and don't talk about what's the same. So the first thing I think is an important point is that we're introducing a new process in our organization. And one of the most important things we can do is say, okay, there's 12 steps in this process and we are drastically changing four of them.

But everybody, eight of these steps aren't changing. And so we lower the anxiety level and we raise the clarity level simply by doing that and reminding people that not everything's changing. So there's an underlying truth there that is inside of that statement. But to your point directly. People have been leading other humans for centuries.

But everybody, eight of these steps aren't changing. And so we lower the anxiety level and we raise the clarity level simply by doing that and reminding people that not everything's changing. So there's an underlying truth there that is inside of that statement. But to your point directly. People have been leading other humans for centuries.

And while context is changing, which is a big part of the idea of this book, while context is changing, when I started leading 30 years ago, I did have a fax machine. I didn't have email yet quite, and I didn't have a website, and there weren't podcasts, and we could go on and on, and we didn't have the phones that we have now, all that stuff. But what was the same as now is that

And while context is changing, which is a big part of the idea of this book, while context is changing, when I started leading 30 years ago, I did have a fax machine. I didn't have email yet quite, and I didn't have a website, and there weren't podcasts, and we could go on and on, and we didn't have the phones that we have now, all that stuff. But what was the same as now is that

Teams behave in certain ways based on team dynamics. And human beings are still human beings. Amazing, wonderful, remarkable, and messy. And all of that is still true, will continue to be true. And there are truths about leading. There are truths about influencing. There are truths about human behavior and group dynamics that aren't changing. And so when we try to say everything's changing,

Teams behave in certain ways based on team dynamics. And human beings are still human beings. Amazing, wonderful, remarkable, and messy. And all of that is still true, will continue to be true. And there are truths about leading. There are truths about influencing. There are truths about human behavior and group dynamics that aren't changing. And so when we try to say everything's changing,

We are missing the boat and losing sight of the foundational stuff. Your values as a leader are likely not changing. And those most important things, you and Wayne talked about the long distance leader. And in that book, we say rule number one is think leadership first, location second. And most people want to flip that around. And say, oh my gosh, it's all different. Nope, it's leadership.

We are missing the boat and losing sight of the foundational stuff. Your values as a leader are likely not changing. And those most important things, you and Wayne talked about the long distance leader. And in that book, we say rule number one is think leadership first, location second. And most people want to flip that around. And say, oh my gosh, it's all different. Nope, it's leadership.

And then the nuances that are important based on the fact that we're not in the same place matter a lot. But we got to start with what's not changing and probably not going to change. Certainly not in my lifetime.

And then the nuances that are important based on the fact that we're not in the same place matter a lot. But we got to start with what's not changing and probably not going to change. Certainly not in my lifetime.

Yep, I agree. I'll just take an example from what you're just talking about. And that is I was in a meeting with a bunch of clients last week, a listening session. And there was all this conversation like all of our people want to learn now by watching a three minute video. They didn't say this, but fundamentally the world is changing because now it's all about a three minute video.

Yep, I agree. I'll just take an example from what you're just talking about. And that is I was in a meeting with a bunch of clients last week, a listening session. And there was all this conversation like all of our people want to learn now by watching a three minute video. They didn't say this, but fundamentally the world is changing because now it's all about a three minute video.