Kevin Eikenberry

And I would say no, because what people have wanted forever is give me a way to access quickly what I need to know to do this job right now. And if you'd given people the ability to watch someone else do it next to them 10 years ago, 20 years ago, that's what they wanted.

And I would say no, because what people have wanted forever is give me a way to access quickly what I need to know to do this job right now. And if you'd given people the ability to watch someone else do it next to them 10 years ago, 20 years ago, that's what they wanted.

And now if that person can't be next to them, but is on this phone on a video that's easily created, that the fundamental need for people to see a demonstration and to get advice from someone in like real time that is practical for their needs, that hasn't changed. All that changed was how we were able to deliver it. And that's the kind of thing I'm talking about.

And now if that person can't be next to them, but is on this phone on a video that's easily created, that the fundamental need for people to see a demonstration and to get advice from someone in like real time that is practical for their needs, that hasn't changed. All that changed was how we were able to deliver it. And that's the kind of thing I'm talking about.

Yes, the medium in that particular case, the medium has changed. And I'm not disagreeing with that person who said my employees would like to have a three, four, five minute video to help them with this task. I agree. I do it, too. But the core idea of how we learn and what we would value in that hasn't really changed. And that's that I think is important.

Yes, the medium in that particular case, the medium has changed. And I'm not disagreeing with that person who said my employees would like to have a three, four, five minute video to help them with this task. I agree. I do it, too. But the core idea of how we learn and what we would value in that hasn't really changed. And that's that I think is important.

What leaders need to do is to be able to look a little higher and to gain a little new perspective. I believe that's one of the ideas that we're trying to get across in this book is that you have to think a little differently. You have to not say it's either this or it's that, but rather it's probably some of both of those things.

What leaders need to do is to be able to look a little higher and to gain a little new perspective. I believe that's one of the ideas that we're trying to get across in this book is that you have to think a little differently. You have to not say it's either this or it's that, but rather it's probably some of both of those things.

And that's just since you were talking about education, that was an example that pops in my head because it describes how not everything's different just because some things are changing.

And that's just since you were talking about education, that was an example that pops in my head because it describes how not everything's different just because some things are changing.

So I define the flexible leadership approach. It is, as you said, intention plus context plus flexors. And I know flexors is something new because I made up the word. So back and start at the beginning. The first thing is we have to. Here's the thing about being a flexible leader. I'm challenging us to do something that is against our nature.

So I define the flexible leadership approach. It is, as you said, intention plus context plus flexors. And I know flexors is something new because I made up the word. So back and start at the beginning. The first thing is we have to. Here's the thing about being a flexible leader. I'm challenging us to do something that is against our nature.

Because our nature is to do what comes natural, to do what our first inclination is, to do what we've always done, to follow our habit, like in any situation as a leader, to do what comes automatically. And to be flexible means maybe that natural response is okay. Maybe that natural response is a great answer or a great approach. but we can't know that until we stop long enough to think about it.

Because our nature is to do what comes natural, to do what our first inclination is, to do what we've always done, to follow our habit, like in any situation as a leader, to do what comes automatically. And to be flexible means maybe that natural response is okay. Maybe that natural response is a great answer or a great approach. but we can't know that until we stop long enough to think about it.

So we have to have intention and we have to believe that being flexible is actually to our benefit. And then we have to say, yes, that being a flexible leader is being a more effective leader. So we, and then we have to say, I'm going to stop long enough. And it may be a half a second. It might be a half an hour, or it might be till tomorrow morning, but we need to stop and say, okay,

So we have to have intention and we have to believe that being flexible is actually to our benefit. And then we have to say, yes, that being a flexible leader is being a more effective leader. So we, and then we have to say, I'm going to stop long enough. And it may be a half a second. It might be a half an hour, or it might be till tomorrow morning, but we need to stop and say, okay,

let's think about what the best approach that I could take is. And that means that we have to look at the context of our situation. So intention plus context. So context is what is the actual situation that we're dealing with? And what could we know or see about that context or situation that might lead us to think about something differently?

let's think about what the best approach that I could take is. And that means that we have to look at the context of our situation. So intention plus context. So context is what is the actual situation that we're dealing with? And what could we know or see about that context or situation that might lead us to think about something differently?

So for example, we have a whole framework that we use in the book. We don't have time to go into, but I'll simply say this. Is it a situation where everything about what's going on is known and you have all the information? Then you can lead in a certain sort of way. Is it a situation where maybe there are others who have information or I need to get information from the larger group?

So for example, we have a whole framework that we use in the book. We don't have time to go into, but I'll simply say this. Is it a situation where everything about what's going on is known and you have all the information? Then you can lead in a certain sort of way. Is it a situation where maybe there are others who have information or I need to get information from the larger group?