The Art of Leadership

September 20 2015

The Art of Leadership Vancouver 2015

ftyang Archive, Business Seminar Business Seminar, Captain Phillips, Colonel Chris Hadfield, Dr. Liane Davey, Gretchen Rubin, Leadership, Marshall Goldsmith, The Art of, The Art of Leadership 0

Date: September 14, 2015

Name: The Art of Leadership Vancouver 2015

Presenters: Gretchen Rubin, Captain Phillips, Marshall Goldsmith, Dr. Liane Davey, and Colonel Chris Hadfield

The world is craving for new leadership. The world is looking for guidance. Everything in leadership is about action. The Art Of, the leading media and event company, presents their signature event “The Art of Leadership” to discuss the meaning of leadership in today’s world. This conference invites Gretchen Rubin, Captain Phillips, Marshall Goldsmith, Dr. Liane Davey, and Colonel Chris Hadfield to share their leadership style and experiences. This presentation will impact many leaders who are looking for inspiration and innovation. Moreover, leaders will learn the strategy to lead a better team in their organizations.

The Art of Leadership believes it is important to stand beyond the product and stand for community. Leaders must realize people are looking for emotional connections. People will not care about organization values unless there are connections. Leaders should remember to be a rebel with a cause and do not just say it, live up to it. In addition, organizations do not change, people change, so leaders should take the inspiration and do something about it.

“Principle is just principle when it costs money”

Gretchen Rubin

The author of “The Happiness Project”, Gretchen Rubin draws the concept of habits and believes habits can lead people to be happier and healthier. Habits can be considered as self-commends.

Many people are fascinated with habits, but it can cause people frustration. A majority of people think certain attitudes can lead to similar habits. Overall, Rubin believes habits is the architecture of life, which can shape people’s presents and future.

The key of habits is decision making. It allows people to make decision and create self control. Rubin emphasizes any type of actions from people are already decided a long time ago. People can change habits. Habits can be changed by first understanding the habits. People need to discover what is the truth for them.

Rubin shares 2 types of strategies to change the habits.

The first strategy is the strategy of abstaining. Leaders must make decisive decision. All decisions can be either or. There is no between. Rubin calls people who are making indecisive decisions the moderator. They change all the time. Leaders must be abstained, not moderated.

The second strategy is the strategy of treat. Many leaders conceptualize treat as reward. Treat is not a reward, it is a want. Treat can give self charge and they must be healthy treat. Many bad habits are created when there is unhealthy treat, such as food or scream plan. Instead, leaders should consider health treat, such as music. Health treat can give people the feeling of desire.

Many leaders create satisfaction when they accomplish a goal. However, they are not happy at all. This is caused by leaders believing the goal is the finish line. When leaders treat goals as milestone, they will find their satisfaction from the process of their accomplishment.

Rubin shares her theory of 4 tendencies in life: upholders, questioners, obligers, and rebels. Each tendency has their own ways to meet their expectation. Upholders are uneasy and they lock in to their expectation. They accept rules and they meet deadlines. Questioners have the characteristic of good organization skills. They tend to question everything. They love research and they can drain and frustrate people around them.

Obligers can meet expectation, yet they also have outer accountability. They use outer expectation to control inner expectation. Moreover, they are easy to be burned out because they do too much work. Lastly, rebels think outside of the box. They are not afraid to do things differently; however, they can be hard to demand. There is more pressure and resistance from rebels. They have the characteristic of wanting to prove to the world.

Rebels and obligers can have strong long relationship. Rubin emphasizes each tendency is not categorized by the type of gender. They are personality and it is format for leaders to understand more about others. All tendencies can have weakness in the organization. Base on patterns of habits, people can determine their tendency type. When leaders can change their habits, they can change their lives.

“Tendency is not just looking at other people, it is the reasoning that differentiate the tendency”

Captain Phillips

The author of “A Captain’s Duty”, Captain Phillips will share his leadership experience as a sea captain.

Phillips shares his journey began at a cab experience. After graduating from school, Phillips faced the problem of not knowing what to do in life. Phillips started his career as a taxi driver in order to gain outside experience. One day, Phillips was inspired from a sailer in his cab; afterwards, he decided to sail.

His ship is called “Maersk Alabama”, and the life of a sailer is very different. Phillips mentions the life of sailer is the cycle of 90 days on the ship, and 90 days home. Philips is the captain and the captain is not a part of the crew; instead, captain takes care of the crew.

Phillips shares 3 major leadership lessons.

Leaders are stronger than they think
Failure only viable if leaders give up
Teamworks work together can solve problems

Phillips believes leadership has the major component of imagination. Imagination can enhance leaders experience.

Phillips indicates the biggest problem for any sea captain is the pirate attacks. Pirates can highjack captain’s ships. While on the ship, Phillips started to discuss all the possible problems with his crew. Later he discovered some crew members are not familiar with some primary functions. Phillips believes leaders must allow their crew to come up with great ideas and talk it through to ensure everyone is on the same page.

Phillips shares the experience of his pirate attack. The ship was about to face a pirate attack. Even though everyone was terrified, they knew what to do. Phillips believed there is always a way out from any danger. When pirates aboard the ship, they were controlling the ship. Unfortunately, they could not find the rest of the crew. Pirates forced Phillips to call them out from the PA system, but because of prior training, the crew would not show up without the right secret phase.

Taking care of the crew was the primary responsibility for Phillips. It will take baby steps to gain back the ship control. After negotiation, Phillips was forced to be on a life boat that led the ship. Phillips realized in leadership, people cannot solve new problem with the old system. Phillips negotiated with the pirates, but the negotiation failed.

Because of the humid temperature, Phillips played the mind game and discovered the opportunity to jump out from the window. At the right moment, Phillips made the attempt but failed. Phillips had faith that someone will rescue them. When US Navy arrived, the pirates realized the odd is changing. Phillips jumped out of the window again and US Navy took the opportunity to control the ship. Phillips and his crew were alive.

“Well trained professionals can overcome any obstacles, running will not, see it through”

Marshall Goldsmith

One of the best New York Times bestselling author and world-renowned leadership expert, Marshall Goldsmith believes creating behaviour that lasts will help leaders to become the person they want to be.

Traditionally, many executives are ashamed to hire executive coach. However, the trend is changing. Goldsmith believes there are many behaviours that are easy to understand, but they are hard to do.

People know who they want to become, so they follow them. However, in reality, million of people come with the result of discharged or dissimulated. Goldsmith emphasizes this is all because of trigger. Trigger is any stimulus that may impact behaviour. When triggers happen, leaders are in control. There are two types of controls: internal and external. Internal control gives leaders the feeling of creating the world, and the external control give leaders the feeling of the world is creating them. When there is a lack of control on both internal and external, they will be in random state. If leaders have both control, they are called “mutual creation”, which means they feel they can create the world and at the same time, the world is creating them.

Triggers lead to impulse, and later turn to behaviour. Goldsmith believes there should be another step, which is impulse leads to awareness then behaviour. Triggers can have negative and positive impacts. Moreover, it is important for leaders to be aware of triggers.

Goldsmith indicates the world has many distractions, such as email, television and social media. For most people, the biggest distraction is their dream. When leaders believe it is just a dream, they will treat it only like a dream.

“For most people, dream is their biggest distraction”

There are many reasons why leaders are not doing and are distracted. The first reason is that leaders think planning and doing are separate. The second reason is the understanding gap. The third reason is that it will not take long to do. The forth reason is the high probability of low probability distractions. The fifth reason is treating it as special day. The sixth reason is to believe leaders have the wisdom and courage to objectively evaluate their own behaviour. The seventh reason is leaders believe they have the willpower that will not deplete. The last reason is they do not admit they need help or structure their goals.

Goldsmith wants leaders to feel it is normal to ask for help and structure. The role of coaching is different in this world. Instead of fixing losers, leaders help winners. Many athletes, movie stars and other world leaders have multiple coaches. If leaders can fix it by themselves, they would probability be fixed by now. Goldsmith recommends leaders to change the behaviour of expecting their team to come up with solutions. It is all right to come without solutions.

Leaders tend to have ego and they are too proud of them. Ego will get in their way. Leaders must understand that the important factor of changing is to change the client, not the coach. Leaders should never make coaching about their own ego. If people do not care or if leaders do not care, they should not waste time. Leaders should not tell others what they need to become because people will change if they want to.

Goldsmith shares the 4 key wheel of change: creating, preserving, eliminating, and accepting.

Creating is for leaders to know who they want to create. Leaders should create that person that they want to become. Preserving is for leaders to preserve what they want. This means to have gratitude for their past and continue to seek future challenges. Eliminating is for leaders to eliminate what they want. Leaders know what to eliminate and when to eliminate. Lastly, accepting is for leaders to learn to accept present. Leaders should let go of their past by forgiving and accept the environmental limitations with prioritizing their actions.

Whenever leaders are struggling to make any decision, Goldsmith suggests leader to answer this question.

“Am I willing at this time to make the investment required to make a positive difference on this topic?”

If leaders answer yes, they should go for it. If not, they should let it go. Leaders should always question why the process works and how the process works. Leaders should make a list of active and passive questions. Active question focuses on what they can do to make a positive difference for them and the world. The passive question focuses on what the world needs to do to make a positive difference for them. When leaders answers these questions daily, they will see a pattern of their behaviours.

Goldsmith suggests 6 active questions.

Are you happy?
Did you find the meaning?
Are you fully engaged?
Are you building positive relationship?
Are you setting clear goals?
Are you making progress towards goal achievements?

Goldsmith wants leaders to be happy, help others, and do what they think it is right.

Dr. Liane Davey

The author of “You First: Inspire your team to grow up, get along and get stuff done”, Dr. Liane Davey shares most organizations are facing dysfunctional teams.

The sad reality of teams is that when revenue are declining, it shows the impact. The impact of the employee base affects from top to bottom positions. Senior management teams are losing faith and have many disagreements. Employees realize the management is not doing right. Employees are frustrated and they are bring the depression back to their families. Davey believes this is toxic. Toxic means something is wrong but leaders are not aware of it.

Davey mentions 5 different kinds of toxic teams.

Team Toxic #1: Crisis junkieitis

When there is stressful time, it will influence teams. There are four major elements that need to form in the team.

Role clarity
Priority
Resources
No politics

When any of these four major elements is missing, leaders will give up and wait for crisis to join up. This shows this kind of toxic will force people to get things done when there is a crisis.

Team Toxic #2: Royal Rumble-osis

Team can be filed by passion, but they show low EQ. Teams with this kind of toxic are aggressive. They debate back and forth, and nothing will happen. This kind of toxic will force the team to find new engagement.

Team Toxic #3: Bleeding back trauma

People believe if there is nothing nice to say, do not say anything at all. These kind of people are lacking of conflict skills. This will slow down the process of decision making in any team. This will also cost teams their money, time and energy.

Team Toxic #4: Bobble heads

People do not risk to think differently. When they compromise, they get rewards. This kind of toxic forces people not to have any obligation to disagree. When they do not get comfortable, they will show things down.

Team Toxic #5: Spectator syndrome

People in this team work individually. They only have direct conversation with their manager. People feel they will only say things they care for themselves. There is no team chemistry and no one is managing the risk.

In reality, many leaders use the quick fix method of conducting team building options or tissue meeting to assemble the team together, but it will not solve the problem.

Davey believes the most important thing is to change team member behaviours. There are 3 types of characters in any team. Either they are wicked people, who are being aggressive, wounded people, who are being underwater, or witness people, who are doing nothing at all.

After discovering the characteristic of each team members, Davey shares 5 solutions to fix the problem.

Solution #1: Start with a positive assumption

Brain use s neutral system that filters the negatives. When people thinks about negative emotions or feelings, they will feel hostel. Davey suggests leaders to be aware of any assumptions they make and open up with curiosity.

Solution #2: Amplifying other voices

Many teams ignore other who are not thinking the same. Minority people are not in the voice of majority people. Therefore, leaders tend to block out of minority ova and tend to devalue them. Davey wants leaders to give full attention to the minority and involve them to the conversation.

Solution #3: Know when to say no

Good team players will say yes, but they will tell the trust in the team. When teams say too much “yes” can create bad and negative atmosphere. Davey recommends leaders to think about if the statement is worth the time to do before say the word “yes”. After saying no, leaders can provide reasons and alternative solution. Leaders need to allow others to become the contributor.

Solution #4: Embrace productive conflict

People need to get into different mindset. Leaders should stop thinking what is right or wrong; instead, leaders should start understand the truth behind the conflict. Leaders need to validate the outcome and reinforce back to the team. Instead of creating tug-or-war, leaders need to create a feeling of Allie for others. Davey wants leaders to say it with friendly way.

Solution #5: Time to change

Leaders need to open the option to change. Leaders need to decide the actions and make it obligation to change. Davey expects leaders to get good feedback. Good feedback makes up of the situation, behaviour of others, subjective, and make it like the feedback is theirs.

“Get comfortable being uncomfortable”

Colonel Chris Hadfield

The first astronaut and first Canadian Commander of the International Space Station, Colonel Chris Hadfield, defines leadership as the art of influencing human behaviour to accomplish mission in matter of desire leaders. Leaders lead people, and they get people to change what is next. Passion can lead to dictate.

Hadfield states the odd of dying on spaceship is one out of thirty-eight. It is still an amazing feeling for Hadfield. Spaceship experience gives Hadfield the change to live through a process to ready for taking risk.

Hadfield emphasizes he always questions himself what could be the next thing that will kill them. In his leadership style, focus is the key. Leaders can be overwhelmed by distractions, but there is no problem that it will make it worst than in space. Hadfield believes leaders must have a balance. A balance of focus what is important and recognize the right actions.

When the spaceship launches to space, Hadfield feel powerless. The 7 pounds of thrust ignites over 80 million horse power in a tube of explosive, and Hadfield describes it as the feeling that people put cement on him. The eight minutes and 32 seconds is the time he feels weight less.

How do Hadfield organize and lead?

Hadfield believes leaders need to direct themselves first. Leaders must identify the perfection in their teams. This means leaders should imagine if everything is in ideal condition, what would they need to do.This will create common objectives and construct long term definition of perfection. Life is the sequence of choice of what leaders make next.

Hadfield will break down the tasks to sub tasks. Sub tasks will lead to perfection. In space, Hadfield had the experience to see the world. With one glance, it snaps him the set of skills and rewards.

After conducting the long term goals, leaders need to build personal competence. People will follow leaders with competence. Moreover, leaders need to gain competence. Even if leaders have perfect something, there is always something changing. Therefore, Hadfield suggests leaders to remember not to satisfy their current competence. Leaders should always continue to grow.

In order to get his team ready, Hadfield needs to prepare them the ability to solve anything. By training together, they know what skills are required. Hadfield has 4 statements he wants his team to remember in space.

Survival
Health of vehicle
Love the experience
Science done for NASA

Culture can be an issue for leaders. Hadfield bridges the gap by clearly state the objectives for his team. Afterwards, he lets lose and check for progress.

First time in space

Hadfield shares his first experience in space. His first assignment was to help Russian to build shelter that connect to the dock. Hadfield led his team by visualization and practice for years. Hadfield instructed his team to visualize failure. When they knew what the most likely to go wrong, they will practice for it.

“People are busy to visualize failure, but leaders will do it anyway”

Everything could break in space. A spark happened and Hadfield required immediate action. Hadfield and his team were required to perform space walk. The incident was out of his control, but he believed his team because they are prepared for the worst. In leadership, Hadfield gave a part of his ship away as a decisional authority. By giving decisional authority to others will help them enhance their decision abilities. At the end, his team members, Chris and Tom, completed the task.

Hadfield thinks they did not save the station by luck, it is all because of proper preparation. Leaders prepare their skills, which will give them the right confidence. The leadership principles work with everything in life. Because of leadership, people have the ability to create new innovative machines, software enhancement, and other technology.

Therefore, Hadfield’s leadership contains 3 factors.

Define goals
Give skills
Turn loose

Hadfield mentions the biggest problem they are facing is launching. 50% of all the risk is at the first 9 minutes of launch. Currently, many people are finding ways to make the launch faster, safer, and cheaper.

The CEO of Tesla, Elon Musk, believes it is possible to retrieve the rest of the rocket for reuse. This will improve the launch and landing and reduce costs. So far the experiment is still in progress.

Hadfield believes early success is bad because it reinforce failure. Leaders want things to fail early to gain insight for improvement. Leaders have responsibility to his team. When they make the next decision, they are responsible for the next. The leaders in this generation have the responsibility to nutrient the next generation.

Hadfield mentions when they return to earth, it feels like a meter. They use the soft landing rocket, made by Russia, to help them out. Hadfield starts with an impossible quest, but he made it possible.

The next phase for Hadfield is to live proud and interesting. He will educate other people with his experience and help other become better leaders.

October 7 2014

The Art of Leadership – Vancouver

ftyang Archive, Business Seminar Business Seminar, Charles Duhigg, Dan Roam, Hayley Wickenheiser, Rudy Giuliani, The Art of Leadership, Vince Molinaro 0

Date: September 30, 2014

Name: The Art of Leadership – Vancouver

Presenters: Dan Roam, Dr. Vince Molinaro, Hayley Wickenheiser, Charles Duhigg, and Rudy Giuliani

The Art of Leadership conference is held in Vancouver and they are bringing 5 top leaders in different industries to share their views of leadership. Many businesses need integrated people and strategies to achieve sustainability and performance in the business world today. The Art of Leadership will provide leaders the tools and techniques to implement their business to the changes in any culture. Ron Tite, the host and the moderator of this conference, will help leaders to learn the innovative strategies from these top leaders.

Ron believes leadership in this generation consists of health, simplicity and design. Moreover, leaders need to set goals, keep positive and be collaborative to achieve the excellent.

“Technology leads leadership”

Dan Roam, the international bestselling author of “Back of the Napkin: Solving Problems and Selling Ideas with Pictures”

Dan Roam emphasizes leaders can solve leadership problems with simple pictures. He defines leadership as the power of picture or the power of using visuals. Visual is defined as “if we can see, people can see”.

Any problem can use visual blue print to breakdown the complexity of problem. Each part of the blue print can act as different tiny problems. For example, making Boeing 787 uses visuals and separate many parts for different countries to build and assemble. Dan believes leaders should do everything with pictures because leaders can compose common language through pictures.

Pictures are considered as common language around the world. If something is wrong, picture can help leaders identify or seek the root of the problem.

Pictures help us lead

Many leaders are bounded by paragraphs and business reports. Leaders should have visual thinking to discover and communicate with their teams. Visual thinking consists of “Clarify”, “Create”, “Convince” and “Compel”. In addition, Dan believes leaders should clarify the problem, create the solution, convince people, and help people compel the solution.

“To lead requires vision, vision requires picture”

A different leadership approach

Visual thinking is not about being artistic, it is to convince. Dan believes the visual thinking unwritten number one rule is whoever best describe the problem is the one most likely to solve it.

“Whoever draws the best pictures gets the funding”

In 1974, Laffer drew a simple parabola diagram that represents the 40 years of the backbone of American economy policy. This shows sometimes words are not able to do what picture or vision can explain. In our minds, everyone has two engines. The first engine looks at the detail and the second engine connects all broad information together. In the current education system, there is no tool to help in our brains on visual.

People are walking, talking, vision-processing machines and the visual mind never sleeps. The second engine is always running all the time. If the visual mind is not interested in the topic, they will force to check out, which will lead to a lack of miscommunication.

6 x 6 Rules

There are 6 principles that leaders need to follow in order to use visual to solve problems.

1) Who, What	->	Portrait
2) How many	->	Chart
3) Where	->	Map
4) When	->	Timeline
5) How	->	Flowchart
6) Why	->	Equation

Leaders need to recognize the “Who What” with an object. Leaders need to determine the quantities of the objects. Leaders need to understand where these objects will locate and when will it position in time. After leaders identify all 4 principles, they can map together a flowchart from beginning to the end. After the flowchart is created, leaders will be able to summarize the conclusion.

“More of the brain is devoted to vision and visual processing than any other known function, including language.”

Dr. Vince Molinaro, New York bestselling author of “The Leadership Contract: The Fine Print to becoming a great leader”

Dr. Vince Molinaro emphasizes the leadership style changes from generation to generation. The community of leaders is different than the old traditional ways and it is necessary to focus in different values.

What does it mean to be a leader today?

Vince explains many new future leaders have amazing passion beyond personal level when they are out of school. Their views change when they are forced to adapt the traditional leadership style in the workforce today. Due to the influence from the the current manager, Vince has the opportunity to change the environment by forming a committee. When the manager leaves the organization, Vince starts to realize the organization is going back to the old style. The upper management decides to shut down the committee because of contradiction of the leadership style. Vince realizes every action has positive and negative impacts and it is depend on himself to choose the right decision. Therefore, he leaves the organization and starts to work with other leaders to pass down the message from his former manager.

Leadership Accountability

Vince believes people need leadership in every level of organization. When strategy and leadership connect, it creates confident. In the current generation, three things are wrong with the leadership today.

Disappointing
Disconnect
Disgraceful

Disappointing

Many bosses act as jerks and in average, 75% of people have stress with their current bosses. 66% of employees will take new boss than new promotion. It is important for leaders to give employees confident and trust. They will give everything they have for working with good leaders.

Disconnected

70% of employees feel they are isolated in the first year. Leaders must find a way to incorporate them into the business culture and let them feel they are a part of family.

Disgraceful

There are many stories with bad reputation on leaders. These will damage the leadership behaviors. People will look differently on leaders with stories.

Leaders are getting worst every day. In statistic, only 7% of employees have trust and confidence in senior leaders. This is hard for organization to be successful. Vince understands leadership holds high standard to a greater behavior; therefore, if they fail, they will let us down.

Vince introduces leadership contract. Many people who take the leadership role do not know the role themselves because they do not understand the obligation.

The leadership contract

Contract # 1: Leadership is a decision (Make it)

Vince believes people need to step up and make the decision. People need to ask themselves if there is anything they want to do. They need to be clear to be a leader and define who they are as leaders. There are two types of decisions: big decision and small decision. As for big decision, people will recognize the leadership style and the purpose is to help others as a whole. As for small decision, it is all internal dialogue challenge. Many small decisions will make up their leadership impact. In other words, leadership with big decision will do what is necessary to impact the big picture, and leadership with small decision will seek all small opportunities.

“Are you all in as a leader?”

Contract # 2: Leadership is an obligation (Step up)

People need to learn more about the organization. As a leader, they are company and they should always have responsibility and obligation. If they forget, they will lose leadership from people. By understanding the primary obligation will help leaders to determine what to leave behind for the organization.

“As a leader, you leave legacy everyday”

Contract # 3: Leadership is hard work (Get tough)

If the solution is not working with the organization, strategy is needed from leaders. Many leaders are stress out because issues are not solved. However, leaders need to take action to solve these issues by themselves. Meetings are there not to discuss issues, yet meetings are there to discuss the future.

The hard rule of leadership is that if leaders avoid the hard work, they become weak. However, if they tackle the hard work, they become strong.

“What hard work are you wimping out on?”

Contract # 4: Leadership is a community (Connect)

There is a bond with leaders and the team. They should have each others back because one mistake loses it all. Leaders need to ensure the team understands that no one is sabotage anyone. Leaders need to remember to have clarity and commitment in any team.

“Who got your back?”

Overall, there are four questions leaders should ask to themselves.

What leadership decision do I need to make today?
What leadership obligation do I need to live up to today?
What is the one hard thing I need to tackle today?
What leadership relationship do I need to strengthen today?

Hayley Wickenheiser, the four time Olympic gold medalist and the captain of the Canadian women’s hockey team

Hayley Wickenheiser leaders with passion and determination can inspire people in sports industry. Before becoming a gold medalist in Canadian women’s hockey team, no one is investing them. However, the audience expect for result. This signals Hayley that “performance on demand” is critical in her hockey career.

There is no second chance because only this moment can determine the next. Hayley figures details matters.

“Dig a little bit deeper”

Hayley emphasizes mental battle is more important than physical battle. Leaders in sports industry should always think about winning and losing equally. They should always prepare how to react in any circumstances.

Olympic Approach

Gold medal is a great thing to get, but Hayley believes if athletes do not have enough, they do not desire to have it all. It is important to remind young athletes to know balance is important than getting the medal.

Hayley comments coaches are hired to get fired. In women’s hockey, leaders need to show direct response to their team. They need to be open to learn. Leaders should lead from front by pulling people to exceed their limits and lead from behind by mentoring. As for athletes, it does not matter what happens, all they can do is accept it and do well on it. By putting ego aside they should embraces it.

After the Olympic in Sochi, the venue is ruined. Hayley is proud to be Canadian because Vancouver Olympic venue is still remains a legacy.

Hayley believes leaders should master the art of energy management. Leaders are either energy giver or energy taker. It is important to become an energy giver, which will create the team bond.

In Sochi, when Canadian team is down by 2 points in the final, the coach asks all players to stay calm and repeat these steps:

Get the puck
Make the shift short
Stick to the plan

By following these three steps, it turns the Canadian team from being hunted to being a hunter. Instead of playing it safe, it motivates players to play aggressive because playing safe will not win.

Lastly, Hayley summarizes three points.

Control what you can, let go what you can
Be able to reinvent yourself because it is a choice
We are not what we do and we can be other things

“Value everyone brings”

“Celebrate the little success all the way”

“Unity in adversity”

Charles Duhigg, New York Times investigate reporter and bestselling author of “The power of habit”

Charles Duhigg studies the organizational habits from accidents and design and determine what impacts leadership. Moreover, he tries to find stories that people can endorse. Charles emphasizes during a riot, the trouble maker attracts crowds. In order to disband the riot, the strategy is to break the pattern and distract crowds to follow something greater. In military, solders are trained with new habits to educate them with good communication. In addition, Charles sees the world of habit and massive habits can be influenced.

How leadership change the habit

In the study of rats, they learn to find chocolate in a maze with this current procedure.

Click -> First Section -> Second Section -> Chocolate

As it progress with repeats, rats react faster and they think lesser because their brains stop thinking at first and second sections. This concludes habits can change daily activity.

The Habit Loop

Charles believes the standard formula to retain a habit consists of three steps.

Cue
Routine
Reward

It is possible to change how people’s habits by manipulating “Cue” and “Reward”. By giving rewards will trigger the loop. For leaders, some habits matter more than others; therefore, it is important to determine the key stone habit. Charles believes leadership is helping people to create good habits and create better lives.

How do you identify the reward?

Charles provides an example of a company called “Febreeze”. Originally, they consists the reward as the get rid of the odor smell with their product. However, the product sales decline. The upper management decides to change the reward as to smell good when the product is used, and the sales dramatically increase. Febreeze eventually understands people want to do things that makes good about themselves, which creates or encourage a new habit.

“Make sure reward is rewarding. If reward is not rewarding, it will not create incentive for habit to change”

How does this change when we start thinking about organizational habit?

Charles provides another example of the London Underground. The subway station in London has a culture habit of not doing other people’s job. When there is a fire, the employees ignore it. When train brings the oxygen, the fire bursts and creates a massive damage. Many people are killed and the investigation shows the cause is from bad habits. Originally, people are blamed to do other people’s job in subway. Because of this habit, it leads to other habits. Each habit have the perfect reason for existing, but it kills at the end.

“Even bad habits exist for good reasons”

Management decides to implement changes, but there is no action after one year. Due to leak the interview from the victims, it creates a public crisis. Finally, all the old habits from the subway organization disappear. Charles concludes crisis can be good because it helps to make habits to become more flexible.

Politician uses crisis to create economy changes.

How do you make this into something tangible?

Charles explains it with the example of Starbucks. Starbucks sells customer services; however, they hire high school students. One day, one of the students misspells the customer name on the cup and create the public crisis that damage Starbucks reputation.

During that time, a new study comes out called “Craving for marshmallows”. This study shows by giving kids more marshmallows if they resist at the beginning will teach them the habit of will power.

Starbucks decides to change the habit by introducing new habit loop called “The Latte Habit Loop”

Cue -> See bad clients
Routine -> Listen to complain
Reward -> Get free coffee

This will teach high school students how to respond to clients and receive incentives for completing the task.

It is important for company to teach people to understand the reason behind all the habits. Therefore, Charles concludes the most powerful reward contain emotion and the procedure is stated as follows:

Know your key stone habits
Which kind of change seems frightening?
Look for opportunities to change
Find rewards that deliver emotionally

“You lead by bring out the best from people”

Rudy Giuliani, the former mayor of New York City

Rudy Giuliani is the 107^th mayor of New York City and it is one of the world’s most respected leaders. He believes leadership is not art or science, yet they are both. Leaders are not born or made, they are both. In Rudy’s perspective, most what leaders success is something they learn and it is something they can teach.

Things Rudy did makes him a successful leader

Rudy manages to change the New York City from deficit to surplus. He manages to change the environment and reduce the crime rate and unemployment rate. He converts New York City as the safest city in United States.

Rudy emphasizes none of his leadership he utilizes are originally from himself; instead, he learns from someone else. In addition, with his perspective and his experience, he concludes his own 6 principles of leadership.

6 principles can use in business life and personal life

Principle 1: Set of beliefs

Rudy believes all leaders need to know their goals and leading. By creating agenda or schedule to ensure they are following their direction towards their goals. It is important to set time to review the success and failure. This will help leaders to set new directions and publish new goals

Setting clear goals before the beginning of the year is essential. Monitor or measure each month by adjusting the direction is also critical.

People will follow clear goals and it is not waste of time.

“What do I want to accomplish?”

Principe 2: To be optimist

Leaders accept the problem and turns to solution. Rudy believes nobody follows negative people; instead, people follows hope and people who will only follow someone that provides solution to their problems

Leaders should use optimist for good things.

Optimist -> Vision -> Hope

By changing the attitude and be calm, leaders will find solution that deals with complicated issue. It is important for leaders to come in with a problem and a solution.

“Absorb problem and turn to possible solution”

Principle # 3: Courage

People think courage comes from being a great hero, so they need to be fearless. Rudy believes people out of fear are crazy. It is normal for people to afraid of things but they can overcome it with courage. Leaders make any decision will incorporate risk and most people fail before succeed. Failure is important part of success; therefore, leaders will not be successful if they are afraid of failure.

Failure can change to success from courage. Rudy mentions in New York, when someone did something heroic, there will be press conference for that individual. However, people are afraid of speeches. They have the courage to do extraordinary things, but they are afraid of talking in front of crowds. This means a lack of training.

Principle # 4: Reluctance preparation

Rudy mentions when he is a lawyer, it takes one hour in court and 4 hours in preparation. Leaders should always be ready and they should anticipate no possible error in every situation.

Leaders need to learn to let others criticize and go over it yourself by owning it. In order to reduce nervous in speeches or public presentation, Rudy shares a statement for all leaders.

“No matter how much you rehearse or anticipate, something will go wrong”

If something goes wrong, leaders will know the answer. By master the subject, solutions will come to leaders; therefore, leaders need to go with intuition.

Many unexpected urgent decision come from other plans. Leaders need to handle it by giving it to people who has experience with those plans. Those are the one who practices and develop the skill to do better every day.

“Practice and preparation remove risks”

Principle # 5: Teamwork

Rudy indicates no one can be successful without the help of others. Many people have the assumption that they are great leaders because god chooses them. This is wrong interpretation.

Leaders need to look at themselves and find their weaknesses. Everyone has weaknesses and it is important for leaders to balance their weakness with their strengths. Leaders should find someone who is strong of what they are weak at. In addition, team will be balance.

“Nobody is equally good at everything”

Principle # 6: Communication

Rudy believes nothing will work if leaders do not know how to communicate. People who respond with “I don’t know because no one told me” indicates they do not receive feedback.

It is important to review team performance. After setting goals, it is important to set up matrix to measure it. Leaders need to provide feedback to see if the team is going in the right direction. Leaders need to care and love people, if not, they are not leaders. People need other people care.

“If you need help, people will help you”

“Government do not love you, people you love will love you”