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Podcast Series:

Create New Futures

“In my mind, there’s nothing more powerful than a leader who truly believes in their team and in their ability to do something amazing - even beyond what they’re there to do on paper.”

“I define empathy as the ability to put yourself in somebody else’s shoes and to understand and connect with what they are feeling - to feel what they’re feeling. You first have to understand the world as they see it through their eyes.”

Good listeners listen to what people say, and great listeners notice what people donâ€™t say. When you know the neuroscience of listening, you realize that people can think up to nine times faster than they can speak. So the first thing they say is probably between ten and fourteen percent of what they are thinking.

I look at entrepreneurs, particularly founder-inclined people, like modern day superheroes. They are the people that are responsible for taking on the biggest challenges, with the longest, toughest odds, and overcoming incredible obstacles. And if and when theyâ€™re successful, theyâ€™re likely to change the world.â€

"The more open and calm we are, free of a personal agenda, the more effective we become with the client."

"Development is not in solving all the contradictions of life, but rather in learning to hold and contain the greater contradiction of living."

Trust, at its core, is built when you make and keep good promises. And we describe the ability to make good promises as having high humanity and transparency. And the ability to keep those promises we define as capability and reliability. Those are the four factors of trust.

"We've always gone to the wilderness and sought perspective in the less familiar places."

â€œWhat is happening in the world is not the important part. What is important is the meaning that we give to what is happening. Itâ€™s not about the world, itâ€™s about the way we see the world.â€

â€œWhat I realized, which is so powerful, is that people burn so much stress all day long on these micro decisions. And by picking a high-level powerful goal, they can use that as a navigating light as to all of these little micro decisions they make all day long.â€

â€œThe first trend is that you have to actively seek out talent. Those days of positioning yourself as, â€˜Oh, people would be so lucky if they got to work hereâ€™ are long gone. And so, you have to actively promote yourself as a leader and your brand as well as the employer brand and you have to actively attract people to your organization.â€

â€œThereâ€™s a time to lead from the front, and a time to lead from behind, and a time to lead by the side. And, I found that was a bit of a different model for me. I wanted to always lead from the front.â€

â€œFrom the human behavior side, I think my stance - especially seeing the work that we do - is that the vast majority of humans are caring, supportive and want whatâ€™s best for themselves and others.â€

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