unSILOed with Greg LaBlanc

We live in an age where uncertainty lurks around every corner, but what if uncertainty didn’t have to be an anxiety-inducing, uncomfortable part of life? 

The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown, by INSEAD professor Nathan Furr and entrepreneur Susannah Harmon Furr, presents strategies and tools to embrace uncertainty and turn it into opportunity. 

Nathan, Susannah, and Greg discuss why humans are naturally wired to avoid the unknown, and how our capacity to face it can be strengthened through learnable tools. The conversation covers some of the strategies described in the book like creating “islands of certainty” through rituals and support systems, maintaining a portfolio of personal options instead of going all-in too early, and focusing on what’s within one’s control while pursuing other meaningful goals, internally. 

*unSILOed Podcast is produced by University FM.*

The golden space of uncertainty

26:59: [Nathan Furr] The American can-do attitude is it was this kind of illusion that we control the world. And most people who have been through something hard recognize it is not totally in our control. We sure we influence it, we nudge it, but a lot of things are outside our control. And so the people who are able to approach uncertainty with greater calm also kind of said, you know, what is in my control? I will focus on that, and what is outside of my control, or partially outside of my control, I am not going to obsess about that. And so there is this kind of golden space where you are focused on what are my internal goals, being the best, doing my best, making a contribution in the world. And I recognize that, there is some element of, in this complex, ambiguous world that I do not control, and so I am just going to focus on the things I can control and let the other pieces go. That leads to a much calmer view of the world. The video and audio are not synched

On being comfortable with uncertainty

11:42: [Susannah Furr]: All of us could have cooler and more brilliant lives if we just tried a little bit more, if we got a little bit more comfortable with uncertainty. It is good to know, like, Ooh, I do not like risks. And we have a tool for that. Like, know what risks you have affinities and aversions for, but definitely do not just decide, Nope, I do not do uncertainty, because you are, you are missing out.

The real danger isn’t risk

18:29: [Nathan Furr] The real danger is not that you are going to go all in on the uncertain thing, it is that you are probably going all in on the certain thing, and you are not bringing that thing you care about, that thing you dream about, into the portfolio of options in your life.

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What happens when you start thinking of time as a scarce resource? What practical strategies can you use to protect it from being passively spent or hijacked so that you can spend the time you have in more fulfilling and meaningful ways?

Cassie Holmes is a professor at UCLA’s Anderson School of Management, and also the author of the book Happier Hour: How to Beat Distraction, Expand Your Time, and Focus on What Matters Most.

*unSILOed Podcast is produced by University FM.*

Why being busy doesn't make you fulfilled

08:46: The unhappiness comes from when you have been busy and have spent your time and are looking back on it, feeling unfulfilled, like it got spent without you having invested in anything that ultimately matters to you. Whether it is things that give you that like true sense of joy and enjoyment, oftentimes through our interpersonal relationships, but also even that sense of satisfaction when you are making actual progress on whatever your project is, whatever that endeavor that you are sort of working towards is in line with your purpose, whether it is your personal purpose, which is really what my focus on is in the book, is the individual, and then ideally it is aligned. Your personal purpose is aligned with the sort of purpose of the work that you are doing.

What is time poverty?

40:31: What time poverty is, it is this feeling of having too much to do and not enough time to do it. It is a feeling of being limited by the resources, in this case, time that you have available to achieve what you set out to do.

Why isn't more enough, when it comes to happiness?

20:22: Not recognizing the role of hedonic adaptation is sure that first half hour, like, yes, that is the delight, right? You have your glass of wine, and you finally can kick back. But once you press, next episode, and you are three hours into your watching TV that night, you see on the happiness ratings that it, your enjoyment goes down over time. So that is also really helpful information, right? Because if we are trying to optimize using your optimization, sort of discipline and thinking, then we will, well, actually, we should spread out those positives, like my TV watching. This is also where intentionality comes into play. Like instead of zoning out for like many hours every night, just watch that first half hour.

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What makes for a good entrepreneur in today’s start-up landscape? How do you work to scale and when is it right to go from bootstrapping to seeking funding? How are the roots of innovation now fundamentally different than the dot com era?

Lori Rosenkopf is a Professor of Management and also the Vice Dean of Entrepreneurship at the Wharton School, San Francisco campus. She is also the author of the book Unstoppable Entrepreneurs: 7 Paths for Unleashing Successful Startups and Creating Value through Innovation.

Greg and Lori discuss Lori’s focus on Wharton’s student and alumni entrepreneurial ecosystem, and she explains how entrepreneurship skills overlap with the innovation inside large organizations and universities. Lori describes seven entrepreneurial pathways and six “Rs” that reflect an entrepreneurial mindset, emphasizing that many successful entrepreneurs first build industry experience in standard careers rather than launching ventures immediately after school. 

Their conversation covers how Wharton’s curriculum has evolved over time, adding majors and coursework in entrepreneurship, innovation, analytics, and now AI; experiential learning; venture pitching for credit. Greg asks how the Venture Acceleration Lab helps expose students to scaling alumni ventures. Lori and Greg discuss different stereotypes of entrepreneurs, and Lori touches on why alumni and industry-affiliation networks remain powerful, how innovation increasingly happens through ecosystems, partnerships, and acquisitions rather than in-house R&D, and the continuing importance of universities in basic science commercialization, including Penn’s Pennovation initiative and strong biomedical startup activity.

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The stereotype of a unicorn founder

17:18: I think that we have grown accustomed to a stereotype, which is, let us name them out, college dropout. Young. Venture capital backed tech, unicorn, great personal and commercial wealth. And now we are depending on them for philanthropy. We can have a whole discussion just about whether that is a good thing or not. But that is sort of the image.

Is there a way people can cultivate their resilience?

32:00: Resilience, it can come from being in love with your problem and wanting to solve that so deeply. Now it has to be a problem that enough of the marketplace shares that they are willing to think about your solution. But people who want to solve a problem are going to claim lots and lots of different ways to attack it. And this is what entrepreneurs are constantly dealing with, negative feedback and challenges. In many cases, it is very rare that companies of ventures first offering is something that everybody falls in love with.

What has Lori learned about information diffusion over 30 years of research?

11:17: I think that as we have gone to where more digital products and services, that it gives us the opportunity to build up these bigger ecosystems where different parties are collaborating in a variety. So it might be as extreme as acquisitions. And that is not just happening when Apple, that is CPG companies are buying little startups where people have developed new grants that are cool. They are partnering in many cases, so they may not be a full on acquisition, but there will be a contractual set of arrangements and maybe a conformance to a standard, as well. So that has become more and more common, and the idea that any one firm can invent everything in house, I think it does feel a little bit passé, you know, like rate of change is getting quicker and quicker.

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In today’s world where every imaginable product can appear at your doorstep with the click of a button, the art that goes into manufacturing those products is increasingly overlooked. 

Tim Minshall is a professor of innovation at the University of Cambridge and the author of How Things Are Made: A Journey Through the Hidden World of Manufacturing. As head of the Institute for Manufacturing, Tim is shaping the future leaders of manufacturing and reinforcing the critical role manufacturing plays in today’s world. 

In this conversation, Tim and Greg discuss the disconnect happening between modern-day consumers and the products they buy, plus the misconception that manufacturing has declined. They also delve into the complexity and fragility of manufacturing systems, the role of education in manufacturing, challenges in reviving manufacturing, and the future of manufacturing and software integration. 

*unSILOed Podcast is produced by University FM.*

Bridging the gap between idea and implementation

08:09: The narrative has got a bit confused. This idea that there is a thing called innovation where you have got all the great science and technology and all this cool stuff happening, and that is brilliant. And then there is a bit, which is now implement, or we can call that manufacturing and, as you say, not without its challenges to scale and support software at scale. It is a non-trivial challenge. But if you are scaling up the production process for a new cell therapy to treat cancer or scaling up the production of, a novel semiconductor approach using, I do not know, compound semiconductors, there is, as you say, massive physical challenges involved there, so, but to me that is all part of the same innovation story. You go from the idea and the market opportunity all the way through is part of the innovation story. There is not this neat line in the middle which goes, yes, we have done with the innovation, now we manufacture.

Have we become disconnected from how manufacturing happens?

Every single thing we can see, unless it is a plant, a rock, an animal, or another human, has been manufactured...All of these things have been manufactured, and so there has been a slight worrying thing that has happened, certainly in the UK, and I suspect a little bit in the US as well, which is we have become disconnected from how that happens. And the more we become disconnected from it, the less we appreciate how incredibly clever it is.

What are one of the biggest challenges facing manufacturing?

16:39: One of the biggest challenges facing manufacturing is. Getting good people to want to work in factories. Surely step one is making it visible. If you do not know it and you have not seen it, you are unlikely to just go, oh, I want to get involved in manufacturing. You need to have seen it.

Repositioning manufacturing as the thing that drives solution

23:24: We have to reposition manufacturing as the thing that drives solutions. It is the thing that pushes us to deal with the energy transition. It allows us to deal with our multiple healthcare crises. It is what allows us to deal with sustainability challenges, all of these, it allows us to deal with the defense challenges. Geopolitics at the moment is pointing to extremely important role for manufacturing. We would rather not be in this situation, but it is an absolute truth.

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What is the impact of land reform on economic development? What are the implications of property law when a financial crisis hits? This episode offers a comprehensive look at how land has shaped socio-economic landscapes.

Mike Bird is the Wall Street editor at The Economist and the author of the new book, The Land Trap: A New History of the World's Oldest Asset.

Greg and Mike discuss the historical and contemporary importance of real estate as an asset class, its undervaluation in modern investment strategies, and its critical role in the financial systems. Their conversation explores the distinction between land and other assets, and how mortgage-backed securities have revolutionized real estate finance. Mike lays out the history of land financing from colonial North America to present-day reforms, touching on the influence of key historical figures and economic theories. 

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How land reform fueled economic growth

41:29: These sort of moments of expropriation are really focused on land quite tightly. They do not spread over into sort of general expropriation attitudes. They can have seemingly really positive impacts. So lots of people credit land reform in Japan in particular with sort of establishing the basis of a democratic society, of massively accelerating the education boost in Japan. If you are a tenant farmer and you are given land yourself, you are able to actually invest in it. And you want to make the most of it because it is no longer the landlord taking it from you. The surplus you create is your own. Most of those people used the extra money they made to massively accelerate the education of their children. This generation of people in Japan becomes a more educated one, which fuels the economic development that happens, you know, 1950s, 1960s, 1970s. So the spillover effect from land reform is really quite large.

ETF vs home ownership psychology

50:15: I would say, I think half the answer here is behavioral and slightly irrational and social, and half of the answer is deeply rational and makes sense to any student of finance. The side that is irrational is home and land ownership has a reputation and a status that other asset ownership does not have. You have people who say they do not want to form a family until they can own a home. That is a fairly common sentiment in large parts of the world. Nobody says, I have got to own $300,000 in my S and P 500 ETF, or I am not starting a family. It is not a common thing. There is a sense of status security, middle class belonging that comes through owning a home, which makes it very unusual. And I think this digs into a deep historical thing about freedom from feudalism, from living under a landlord, from living, in sort of someone else's pocket.

Why housing isn’t diversified

54:52: Obviously what you cannot buy unless you are buying an extremely well diversified REIT, for example, you cannot buy a US house, right? It has to be somewhere. You are plugging into the opportunities and rewards or punishment of a local economy, and so on, I am not enormously surprised at that. I think the thing that is unique in the US relative to the rest of the world is just how well you can do and have done historically investing in listed equities, investing in risk assets and getting the compounded returns relative to home ownership, which I think is massively to America's credit. This is not true in other large portions of the rest of the world.

Recommended Resources:

• Samuel Adams
• Hernando de Soto
• Zamindar
• Henry George
• Progress and Poverty
• Georgism
• Leasehold Estate
• Duke of Westminster
• Wolf Ladejinsky
• Case–Shiller Index

Guest Profile:

• MikeBird.co
• Profile on The Economist
• LinkedIn Profile
• Social Profile on X
• Social Profile on BlueSky

Guest Work:

• The Land Trap: A New History of the World's Oldest Asset

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What if a company could deliver high quality products at low cost, improving the value for customers and giving it a competitive edge, all while offering higher pay and career growth opportunities for its employees and not hurting the bottom line?

Zeynep Ton is a professor at MIT’s Sloan School of Management, president of the Good Jobs Institute, and author of The Case for Good Jobs: How Great Companies Bring Dignity, Pay, and Meaning to Everyone's Work. 

Zeynep joins Greg to explain the interconnected components of the “good job strategy,” such as standardization, empowerment, cross-training, simplification, and the incorporation of slack in schedules. She emphasizes that companies should view their workforce as value drivers rather than costs to be minimized, advocating for investment in employees for better productivity and sustainable company growth.

*unSILOed Podcast is produced by University FM.*

The ‘good job strategy’ requires systems thinking

43:47: A lot of organizations operate in silos, and ‘the good job strategy’ requires systems thinking, interconnected decisions, and all the decisions coming back to: how do we create value for the customer and how does this interact with other choices to deliver that type of value? And as long as we do the AB testing and requiring on, rigorous, and I do not think it is rigorous, it is, yeah, it is math, but it is not rigorous logic, it will be very difficult to adopt this.

Standardization is a gift

28:51: Standardization is a gift because there are so many things I do not even have to think about. So, think each of these choices is helpful to say what are the mindsets that are driving the choices, when used that way, and standardization is not just about work, [but also] standardization of management practices.

Why ‘the good job strategy’ creates competitive advantage

13:02: I can see a lot of companies in the same industry using ‘the good job strategy’ as long as they have a differentiation in the eyes of their customers and they’re improving their value, continuously using the strategy. It’s not good jobs that differentiates. It’s the customer value that is a source of competitive advantage.

Why unmet basic needs drive employee turnover

17:02: You ask our students what motivates people. Everybody is gonna talk about is a sense of belonging, achievement, meaning, recognition. Of course, those things are the motivators. But so many people do not have their basic needs met. And there is tremendous lack of awareness. And those are, oftentimes, the biggest reasons for employee turnover that I have seen in many organizations that I work with.

Recommended Resources:

• Good Jobs Institute 
• Toyota Production System
• John Paul MacDuffie
• Charlie Munger
• Queueing theory
• “How CEOs Manage Time” by Michael Porter and Nitin Nohria
• Bob Nardelli
• Pete Stavros

Guest Profile:

• Faculty Profile at MIT Sloan School of Management
• Professional Website
• Professional Profile on LinkedIn

Guest Work:

• The Case for Good Jobs: How Great Companies Bring Dignity, Pay, and Meaning to Everyone's Work
• The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits

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When did society change from matriarchal to patriarchal, and why? What was the advice on fatherhood from Plato and Aristotle, and how did other writers on the subject put one philosophy of fatherhood on the page but live a very different one in practice?

Augustine Sedgewick is the author of two books: Fatherhood: A History of Love and Power and Coffeeland: One Man's Dark Empire and the Making of Our Favorite Drug.

Greg and Augustine start by discussing the lesser-explored history of fatherhood. Their conversation get into why the history of fatherhood may be understudied, the societal and cultural shifts impacting the role of fathers, and how historical figures like Saint Augustine, Rousseau, Jefferson, and even Thoreau have shaped modern perceptions of fatherhood. They also touch on Augustine’s first book, Coffeeland, for the economic and social structures underpinning the coffee industry, emphasizing the role of capitalism in shaping labor conditions, and Augustine reflects on his own personal journey through fatherhood and the influence of his historical research on his understanding of the subject.

*unSILOed Podcast is produced by University FM.*

Patriarchy is not a loss for men

05:48: Obviously there has been some really great work on patriarchy. A lot of that has come from feminist historians. As a result, I think a lot of the greatest work on the history of patriarchy has been the history of the consequences of patriarchy for women, much fewer, much less work on the history of patriarchy and its consequences for men. I have come to believe that that is, we are in a moment where we hear often about the crisis of men and boys. And I actually think it is the best thing that men could do for themselves, be to learn something about the history of patriarchy and masculinity. Like, that would not be a loss for men. That would be an incredible gain if we could begin to understand where those ideas originate, how they have changed over time, and what they have cost us. I will say.

Fatherhood as a system of power

05:24: I think you could argue that fatherhood is the most widespread and arguably enduring form of social inequality and metaphor for power that we have in human societies.

Why father knows best was never humanly possible

18:22 There is almost plasticity built into that God-like mandate of father knows best, I will protect and provide, if you do what I say. Because I think what is interesting about that set of edicts and mandates is that it is impossible for human beings to fulfill. No one always knows best. No one can always protect; no one can always provide God-like jobs because they cannot be fulfilled by actual human beings. And so the process of fatherhood, historically, has been exactly negotiating the distance between those promises and the reality. Plasticity has been the required element there.

Recommended Resources:

• Simone de Beauvoir
• Patriarchy
• Pater familias
• Plato
• Aristotle
• Augustine of Hippo
• Jean-Jacques Rousseau
• Thomas Jefferson
• Great Father and Great Mother
• Sally Hemings
• Henry David Thoreau
• Sigmund Freud

Guest Profile:

• AugustineSedgewick.work

Guest Work:

• Amazon Author Page
• Fatherhood: A History of Love and Power
• Coffeeland: One Man's Dark Empire and the Making of Our Favorite Drug

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What challenges come with taking a marketing strategy global, and what strategies can be created to account for and even take advantage of differences from one market to another? How are differences in Japanese culture reflected in the buying practices of the population?

Katherine Melchior Ray is a global marketing executive and consultant, who also teaches global marketing at UC Berkeley Haas School of Business, and is the author of the book Brand Global, Adapt Local: How to Build Brand Value Across Cultures.

Greg and Katherine discuss the importance of both maintaining global brand consistency and adapting to local cultures. Katherine explains the history and evolving definition of marketing, the balance between data-driven strategies and creative intuition, and the necessity of cultural intelligence in global business. 

Throughout the conversation, Katherine shares anecdotes from her diverse career, offering insights into the challenges and strategies for successful global marketing.

*unSILOed Podcast is produced by University FM.*

What does it mean to be a global brand?

13:51: Just because you can access it on a global level does not mean it is going to be relevant to you in your culture. And this is where it is tricky. So we have gone way beyond the Ted Levitt era, where you have global brands, but in order for them to connect, create meaning, which is where value lies, and ultimately loyalty with consumers in different cultures, they need to do both. And this is where the book title came, Brand Global. Be a global brand, hold certain things very consistent, but adapt local, and that is tricky. It is really tricky. Which aspects do you want to hold the same, and which aspects are you willing to flex?

What is cultural intelligence and why is important in leadership

39:21: We all know about emotional intelligence, and I think we have come to realize how important that is in leadership. Well, cultural intelligence takes us one step further. It relies on a lot of the aspects of emotional intelligence, but it adds culture on top of it. And basically, it is the ability to see and, and bridge cultural differences. So you do not have to be an expert in every culture. You do not have to know how to code, I guess, in technology. But you have to have a couple qualities that help you learn how to see what is often not actually being explicitly said with words.

The notion of balance in brands

18:52: When you think of a brand, the strongest brands actually do play simultaneously in opposite, seemingly opposite, directions, but really, those two seemingly opposed directions are complimentary, right? One might be the traditional side, and one is the innovative side. One might be the classical side, and the other is the trendy side. But actually, that duality gives the brand elasticity; it gives it range. So it can reach a lot more customers, and it gives it this inherent dynamism, tension, and excitement.

Story is important for expansion

20:20: The reason story is important is for expansion. You cannot control every aspect of a brand as you expand, right? Because the same people, like if you think of Steve Jobs, he could review every aspect of the computer as it was being designed. But as it was being marketed in different markets, in different countries, in different stores with different salespeople, you cannot control all of that. And so the way to create a form of consistency is by telling the same internal stories, and then those stories go externally so that everyone understands why certain things are in the way that the company operates and the brand shows up in products and services.

Recommended Resources:

• Louis Vuitton
• Philip Kotler
• Theodore Levitt
• Park Hyatt | Masters of Food & Wine
• Sotheby's
• Xiaomi

Guest Profile:

• KatherineMelchiorRay.com
• LinkedIn Profile
• Faculty Profile at UC Berkeley Haas Business School
• Social Profile on Threads
• Social Profile on X

Guest Work:

• Brand Global, Adapt Local: How to Build Brand Value Across Cultures

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How do bad leaders persist in current-day environments, and how do they use factors like fear, rewards, and the natural difficulty of uprooting entrenched authority to their advantage? Despite the challenges inherent to speaking out, what duty and role do followers play in identifying and addressing bad leadership?

Barbara Kellerman is the founder and a fellow at the Center for Public Leadership at the Harvard Kennedy School and the author of many books, addressing many different aspects of leadership. Her latest works are Leadership from Bad to Worse: What Happens When Bad Festers, LEADERSHIP: Essential Selections on Power, and The Enablers: How Team Trump Flunked the Pandemic and Failed America.

Greg and Barbara discuss Barbara’s critiques of the leadership industry, highlighting its focus on 'good' leadership while often neglecting the study of 'bad' leadership and the crucial role of followers. She argues for a more nuanced understanding of leadership that includes the contexts and followers that shape and are shaped by leaders. Their conversation dives into the complexities of trust in leaders, the need for rigorous education and credentialing in leadership akin to doctors or lawyers, and the significance of managing both leadership development and organizational design. 

*unSILOed Podcast is produced by University FM.*

The three-part leadership system

06:25: The leadership system is slightly more complicated than just leadership, but only slightly. It’s got three parts, each of which is of equal importance. One is the leader. None of this is to say that leaders are unimportant, but equal importance. This is—think of it as an equilateral triangle—the leader is one point, if you will. One of the two other points are the followers, the constituents, the stakeholders, whatever language. If you do not like the word follower, we can do all the euphemisms. I tend to use follower because in English, it is the only natural antonym of leader. So let's say, for the purpose here now, one part of the triangle is the leader, the other part is the followers, and the third part, again of equal importance, is the context—or better put, are the contexts, ’cause it is always plural within which leaders and followers are situated.

There is no leader without followers

29:55: We tend to obey. We do not tend to disobey. So the idea that this broad thing called the field of leadership pays such inadequate attention to the obvious other side of the coin—leadership is, after all, a relationship. You cannot have a leader without at least a single follower. Why is that other, by definition, so much less consequential? The answer is they are not, but the field pays that other virtually no attention.

Does being a good leader automatically make you ethical?

15:45: The word bad is so complicated. And it is adverse good that I have found it practical in my work generally to divide bad and good into two categories. One is a continuum of ethics, so you’re a good leader if you’re ethical. You’re a bad leader if you’re unethical. And the other continuum is effectiveness. You’re a bad leader if you’re ineffective, and you’re a good leader if you’re effective.

Recommended Resources:

• Deborah Rhode
• Martin Winterkorn
• Volkswagen Emissions Scandal
• Hippocratic Oath
• Groupthink
• List of prime ministers of the United Kingdom
• Niccolò Machiavelli
• Jeffrey Pfeffer
• Marco Rubio

Guest Profile:

• Personal Website
• Profile on LinkedIn
• Wikipedia Profile
• Center for Public Leadership

Guest Work:

• Amazon Author Page
• Leadership from Bad to Worse: What Happens When Bad Festers
• LEADERSHIP: Essential Selections on Power
• The Enablers: How Team Trump Flunked the Pandemic and Failed America
• Women and Leadership
• Professionalizing Leadership
• The End of Leadership: A Provocative Reassessment of Leadership in the Digital Age—Questioning Beliefs That Are Dangerously Out-of-Date
• Followership: How Followers Are Creating Change and Changing Leaders
• Bad Leadership: What It Is, How It Happens, Why It Matters
• Reinventing Leadership: Making the Connection Between Politics and Business
• The President As World Leader
• Leadership and Negotiation in the Middle East
• Bad Leadership – Why We Steer Clear
• TEDx Talk: What do we do about bad leaders?

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There’s no instruction manual for how to be a CEO, and that role has undergone massive change in recent decades. So how do the leaders of great corporations today prepare themselves to make the hard decisions?

Jeff Immelt, former CEO of GE and now current instructor at Stanford University, shares some of his top lessons on leading a major corporation in his book, Hot Seat: What I Learned Leading a Great American Company.

Jeff joins Greg to reflect on his long career at GE, discussing his sense of belonging and the changing nature of career expectations, especially among today's youth. They delve into the intricacies of being a CEO, the differences between traditional and modern management practices, and the importance of both depth and breadth in business expertise. Jeff shares insights on organizational design, the importance of listening, and the critical role of teaching and continual learning in leadership.

*unSILOed Podcast is produced by University FM.*

What actually makes people stay, grow and perform in a company.

07:36: Every company I work with, you know, I said, why do people leave? Right? Because there is a finite number of options and all this other stuff we can give people. And basically money counts for sure. But the second reason why people leave is I have a bad manager. The third reason why people leave is I am not getting any better. I am not getting any training, I am not getting any coaching. I am just like a work unit, and so those are the things we have to solve for. I think if we really want to turn back on the productivity engine of the next era.

Every job looks easy till you're the one doing it

38:41: Every job looks easy till you are the one doing it, right? So when you step in, do not come in and say, “This person stunk. I am the new sheriff. Everything is going to be great.” Just keep your mouth shut and do your job.

Every good leader has three voices

39:42: One of the things, Greg, that I teach, particularly founders, on is I say, look, every good leader has to have three voices, right? You need to be able to have the all-employee meeting, right? You need to be able to stand up to 400 people and communicate to 4-0-0 people. You need to be able to run a meeting, and you need to be able to give one-on-one feedback. And you know, those voices, the vocabulary is very different, right? In terms of how you motivate people in those three settings. And I try to give them examples of, you know, what they can work on, and, and very few people are really good at all three. But a lot of people give up at one, and it is hard to be a good leader. It is hard to be a good leader if you cannot traverse those three settings.

Recommended Resources:

• Inside Crotonville | GE
• David L. Joyce
• Sam Bankman-Fried
• Bill Ruh
• Stephen A. Schwarzman
• Lean Six Sigma
• AT&T Labs
• Ross Perot

Guest Profile:

• Faculty Profile at Stanford University
• Professional Profile on LinkedIn

Guest Work:

• Hot Seat: What I Learned Leading a Great American Company

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