Robert Glazer

We just not consciously, and I didn't have the words or otherwise.

So once we had the words, we could really double down on it.

Are we destroying it?

Are we burning people out?

So what changes in that context, kind of same formula, but for teams is that

How do we create an environment that is about results, is not about hours worked, and then, again, doesn't burn people out?

Spiritual is about helping make sure your teammates understand their values and what's important to them because they're not going to become great leaders if they aren't introspective or self-aware.

And then emotional capacity in the workplace, a big degree of that is psychological safety, right?

Are we creating a workplace that is psychologically safe?

I think level five leadership, as Jim Collins defines it, requires you to be who you are and be comfortable with that.

Are we getting teams that focus on the things that are vulnerable, that are talking to their team and that focus on that?

A lot of us start out in leadership and we take a bunch of best practices from other people that we saw and a bunch of things we hated about bosses that we had and we mash it together, but it's not super authentic.

the pieces that they control and not the pieces they don't control.

And look, we see this a lot.

You've probably seen this in organizations.

And I think this gets fostered by leadership.

Intellectual capacity in the workplace is about creating this culture of learning and feedback and growth and people who want to get better and want to improve and otherwise.

There are sales teams.

They've never lost a deal that was their fault, right?

And this gets permitted.