Leadership Lessons From Best-Selling Authors - E723
episode
BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
31 min
1 speaker
8 chapters
transcribed 8 days ago
Transcript
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Transcript generated automatically by AI and may contain errors.
Why do leaders have no choice over the impact they make?
Since 2008, companies rated bad on governance have beaten the ones rated good. Students who pictured an A on the exam got worse grades than the students who didn't. Most of what we repeat about leadership has never actually been tested. Three conversations from the archive with three best-selling authors. Adam Galinsky of Columbia on why leaders never get to choose whether they affect people, only how. Eric Reese of the Lean Startup on the one asset nobody teaches founders to protect. Near AL on why knowing exactly what to do changes nothing. Starting with the offhand remark that lands like a verdict.
I started thinking about leaders again and I started realizing something really important, which is that leaders have no choice in whether they impact others. So I coined a phrase called the leader amplification effect. And the idea of the leader amplification effect is an offhand compliment by a leader becomes glorious praise, um, but an offhand insult becomes humiliating criticism. Um And so I started realizing that leaders have no choice on whether they impact others, but they have a huge choice in whether the impact is positive or negative. And so because we don't have a choice of whether to impact others, we will either inspire or we will infuriate. And so just like friend and foe, you know, inspire and infuriate, all of us do both of those things.
And the question is, how can we? we again go down the path of inspiring others rather than the path of infuriating others. Here's one of the core fundamental ideas from my book Inspire. And this is the m so I already mentioned one idea, which is this idea of the leader amplification effect. We don't have a choice of whether you have impact. We do have a choice of the type of impact. So you were either inspired or in fury, right? So that that's one thing. And the question is, well Um, what does that mean? And so like this idea of friend and foe, I see inspire and infruit on a on a universal continuum made up of three universal factors. And so the three factors really are how we see the world, which is being visionary, um, how we are in the world, which is being that exemplar, and how we interact in the world, which is being a mentor.
Um, but the thing that my research shows, and this is I think the most important thing, is that the reason why these are the three universal factors of inspiring others is because Each one of them solves a fundamental human need. So we have a fundamental human need for a sense of meaning and understanding, a sense of coherence, like um of understanding the world. Um and that's what vision provides. We also have this fundamental need for feeling safe and protected, but also energized and propelled, and that's what an exemplar does. And then finally, we have two fundamental needs, which is we were basically evolved as social beings. We have fun only need to feel like we're accepted in a group, so that's the need for belonging, but we're also respected in that group, and that's the need for status.
When we think about this in terms of like the visionary, the exemplar being a mentor, I mean in the world of business Does somebody have to be all three? Uh can they just do one? The classic example of, you know, like in the MSA in Silicon Valley, a lot of them are like, you know, I mean, the business leader, the emulator is Steve Jobs. I'm sure you get this all the time. We just like, okay, he's a visionary, uh, he sees the future, and it's okay to be an asshole because that's who he was. That's how people characterize his biography to some extent and a style of leadership. To emulate. What would your reaction be, especially in this context of like business and tech leadership? Yeah.
Yeah, and well I'll say three things about that. The first thing is that um when you look at the world and you look at the people that have achieved what you might call greatness, um, the two dimensions that really characterize those individuals are visionary and exemplar. Right. And so, um, you know, even Mother Teresa
What is the leader amplification effect and how does it shape perception?
the paragon of what we think of as virtue.
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Chapters
8 chapters
1
Why do leaders have no choice over the impact they make?
0:00–4:04
2
What is the leader amplification effect and how does it shape perception?
4:04–7:03
3
Why do founders feel miserable after building successful startups?
7:03–10:40
4
How does the motivation triangle of behavior, benefit, and belief drive action?
10:40–14:00
5
Why does visualizing goals often backfire and reduce achievement?
14:00–17:03
6
What distinguishes pain from suffering and how can we separate them?
17:03–20:02
7
How does mental contrasting improve goal attainment compared to visioning?
20:02–21:46
8
What common insight did the three authors discover about unchecked leadership assumptions?
21:46–31:14
Speakers
1 identifiedMore from BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
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