Morning briefing Wednesday 31st May

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

The Times briefing for the morning of Wednesday 26th June. For more on these stories throughout the day tune into Times Radio - on DAB, online, through your smart speaker or on the Times Radio app.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Lonely Leadership

What are leadership struggles? Many leaders act as if the point they’ve reached in their careers was easy to reach. From my perspective, as I progressed throughout my career, I ran into many different struggles. These struggles are some that I believe every leader will encounter. Rather than hiding these struggles from you, I will be putting them out in the sunlight for all of you to see. I have come to realize that all leaders are alike. As much as we think we are different, we are not as unique as we think. We all share the same struggles. On today’s show, I will be discussing the various struggles all leaders face and how to counteract them.

The first leadership struggle I’ve encountered is lonely leadership. As you progress through an organization it gets harder to find people that understand you. Great leaders are told that transparency is a must. Be transparent. Share things with others around you. While transparency holds importance, is it always the answer? Transparency is only important to a point. There are some things you should not be transparent about.

You should never be transparent about your self-doubt. Being open about your struggles with employees can cause them concern about your organization. Secondly, never be transparent about your opinion of others. Especially key stakeholders. They will find out. My philosophy is to never burn a bridge no matter what. This decision has come back to benefit me throughout my career.

Thirdly, never be transparent about confidential information shared with you. I’ve seen may promising leaders sidelined because of issues of integrity and trust. Building a reputation of integrity as a leader is crucial. It can be lost in just one decision. Don’t make that mistake. This will shatter your career. Being a leader is lonely. Who can you share things with? Your spouse? Not always. I remember when I was at Teligent and we were the hottest new thing. We were on the cover of Business Week, Forbes, WSJ, NY Times etc. My wife was at her hairdresser one day, and the hairdresser was drilling her about information on Teligent. He assumed she had access to confidential information and was getting aggressive. After that, me and my wife came to an agreement to protect her. I do not share any confidential information with her. Never. She doesn’t want to be in that position.

Is there anyone you can be transparent with? Your coach or mentor. Let your board/shareholders know that you have a coach or mentor. If you’re going to share confidential information with someone, they should sign a non-disclosure agreement. All of this said, you will be lonely as a leader. It comes with the position. Do you have someone that you can be transparent with?

What Got You Here Won’t Keep You Here

Will the skills that helped you reach your position keep you there? These things will not keep you here or progress you in your career. Look at me for instance. My specialty is technical work. I have not touched technical work in 15 years. I had to learn new skills in order to advance. How did I learn those different skills? Right out of college, I was told by my mentor Bob that in order to find success, I had to broaden my playing fields. I knew my specialty very well, but I needed to have a variety of experiences. What did I do? I rotated in marketing, sales, finance, IT, etc. I did everything. While these experiences broadened my knowledge, it wasn’t enough. What were the skillsets that brought me to success?

• Organization design - How do you structure a team? You have to be willing to adjust in order to create a successful organizational structure.
• People Reading - Each person is unique and you have to commit to learning them.
• Consensus Building – Learn the individuals and their objectives. I do one on one calls with each member of my board before meetings. This helps me to get a better grasp on the thoughts and feelings of each member.
• Objective Setting – How do you set good objectives? use OKR’s/make sure they are clear and measurable. Grant autonomy letting your experts use their skills to achieve ultimate success.

Consequences of Ideas and Statements

Ideas and statements made as a leader have consequences. Things will get taken out of context and all the sudden they become the “new law”. When I was CEO at Cable Labs, I told my team that the most common statement they would hear was “Phil said”. In many cases what I said was misinterpreted or misused. The best proof point of this in my career is press coverage. If you google my name and read the articles on the first 16 pages of google, not a single article got the situation 100% correct. At Cable Labs, we had issues with the press pushing out false information. This caused employees to start worrying about the longevity of our Colorado office. I had to call a meeting with my all my employees to address this issue. I made a commitment to my staff that day that they would hear from me first, and not the press. In fact, this created a new culture at Cable Labs called the “no surprise rule” to constantly remind my employees of this. Why do I do this? Because ideas and statements can be a disaster. You need to be hyper-vigilant about what you say, how you say it, and how you operate. Are you conveying statements the right way?

Creative Self-Doubt

What is the number one skill leaders are expected to have? Creativity/ ingenuity leading to product, service, and operational innovation. Many leaders get promoted to a leadership role because of innovation they are credited with. Look at Nobel Laureates. There is a trend of peaks seen from the recipients of Nobel awards. One in their mid-twenties and one in their mid-fifties. The question comes down to this. Do you still have your creativity?

What type of innovator are you?

Conceptual Innovators - “Think outside the box,” challenging conventional wisdom and suddenly coming up with new ideas. Conceptual innovators tend to peak early in their careers.

Experimental Innovators - Accumulate knowledge through their careers and find groundbreaking ways to analyze, interpret and synthesize that information into new ways of understanding. The long periods of trial and error required for important experimental innovations make them tend to occur late in a Nobel laureate’s career. Success comes from recognizing that as an innovator we need to shift from the conceptual to the experimental.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

Peter Shankman, a pioneer in modern PR, marketing, advertising, social media, and customer service, profiles the famously nice executives, entrepreneurs, and companies that are setting the standard for success in this new collaborative world.

He explores the new hallmarks of effective leadership, including loyalty, optimism, humility, and a reverence for customer service, and shows how leaders like Jet Blue's Dave Needleman, Tony Hsieh of Zappos, Steve Jobs of Apple, Ken Chenault of Amex, Indra Nooyi of Pepsi, and the team behind Patagonia harness these traits to build productive, open, and happy workplaces for the benefit of their employees, themselves, and the bottom line.

Dr. Robert Malone is the inventor of mRNA Vaccine technology. 
Mr. Steve Kirsch is a serial entrepreneur who has been researching adverse reactions to COVID vaccines. 
Dr. Bret Weinstein is an evolutionary biologist. 
Bret talks to Robert and Steve about the pandemic, treatment and the COVID vaccines. 

Steve's paper on COVID vaccine reactions: https://trialsitenews.com/should-you-get-vaccinated/ 

Steve's Twitter: @stkirsch 
COVID-19 Early Treatment Fund: https://www.treatearly.org/team/steve-kirsch 
Dr. Malone's website: https://www.rwmalonemd.com/mrna-vaccine-inventor 
Robert's LinkedIn profile: https://www.linkedin.com/in/rwmalonemd 
Robert's Twitter: @RWMaloneMD 

--- 

Find Bret Weinstein on Twitter: @BretWeinstein, and on Patreon. 

Please subscribe to this channel for more long form content like this, and subscribe to the clips channel @DarkHorse Podcast Clips for short clips of all our podcasts. 

Theme Music: Thank you to Martin Molin of Wintergatan for providing us the rights to use their excellent music.