The Art of Being an Effective Leader: A Conversation with Joel Peterson

Blazing Trails
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And he said you know the only question. I've got is ulysses allan mulally who ran boeing and ford and you have stem mcchrystal. Who's a four star general that ran joint special operations command. Are they really entrepreneurial. Leaders said absolutely these are the kinds of decision makers and leaders who take risks not a lot of. Cya with them. They really are the kinds of leaders that we want a need going forward. I'm really kind of selling a brand of leadership. that has something to do with entrepreneurship. But it's not pure entrepreneurship. Let's talk about some of the goals to doing that. Inside of a large organization. There's politics there's headwinds. There's everything else that goes on in trying to align people around your ideas and trying to be other minded as you describe which is thinking about others while others may not be doing the same thing. How do you navigate that inside of a bigger organization successfully. What are some tools for doing. So i think there's several principles that really matter one is you have to see yourself as a fiduciary what that means is that you put others interests on the same level or ahead of your own. That's a really powerful thing for building trust and to me. That's one of the keys and actually one of the ways that you do that is by doing a lot of listening and you validate you show respect for other people that can create this culture of trust in which the best idea wins. You mentioned politics. Politics are a lot of time the most powerful people win or the most aggressively asserted idea wins. And i think in really healthy enduring organizations. It's the best idea wins. It doesn't matter where it comes from. That's hard when you're buried down in the organization to make that the norm but if you become a leader even of a team or whatever you can build that in the dna of your own team the way you deal with your rigorous around these few principles that actually build that kind of a culture you mentioned in your book a story about when you were ceo in the real estate business about some of the other salespeople in the company being aggressive and taking that as you may be the younger people in the organization i think the term used was cutting people up or it was gonna destroying the other person in these negotiations. And how you can see that. You need to look for win wins. You need to have it be a more equal kind of conversation. How did you change that culture or try to impact that when you were. Ceo in that situation a term that you're thinking of his people talked about carving people harvey that's easy to happen in a young organization with aggressive people who are trying to make money fast or whatever carving people having the kind of negotiations where if you have the power you get your way so you're solving for a win. I learned early on in my career. That if i could solve for fairness that was a much better thing to solve for the winning. Because you're building long term relationships and so the idea that negotiations are serio and not episodic is a really powerful idea. You know if you think everything is one and done. Everything is transactional in life. You're actually going to build low trust organizations mistrust slow things down have legally dense documentation that is inflexible et cetera. So i'm really a big believer in the longer. Think about the other party's interests and try to solve it. That doesn't mean you cave. What that means is that you understand their interests and you try to get it to them at a price. That's worth it to you. I will always trade. A dime for two nickels. You know in a lot times if you just make that trade people are happy. You're solving for fairness and you're solving for long term relationships i think that's a really powerful mindset. It is and it seems that's also connected to the listening and empathy and about the if you start from there. What is it that the other person needs to get here. And how can i align to that. It just solve so many problems right out of the gate you and since you were talking about trust as such an important factor and that's the number one value at salesforce tummy a little bit more about trust and building organization. Everything from being a ceo or chairman of the board. How do you think about trust and all these different interactions and how that becomes part of culture. I think if you're billion organization so i'm going to take the position of somebody who is. Ceo chairman entrepreneur building. An enterprise. i think it starts with you. Having what i call integrity and i don't mean by that honesty i mean that. There's no gap between what you say in what you do your personal life and your professional life or congruent. So people don't have this that there's this big say do gap in your life. Therefore you're delivering on promises. Fundamentally we believe people we trust people who do what they say they're gonna do so if it's doing things on time on budget on time for meetings following up we start to trust those people so i think it starts out with you being trustworthy yourself and then requiring that of others. I actually got interested in this whole issue of trust because people were treating it as if this fuzzy feel good kind. We love to talk about integrity with like to talk about trust. We like to frame

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