Professor Adrian Furnham and Dave Woodward on what makes a great leader

00:09:52
https://www.youtube.com/watch?v=ftZLuDKAaDQ

摘要

TLDRIn this discussion, leadership experts outline six key traits that define effective leaders. These include the ability to maintain relationships, self-awareness, the capacity to embrace change, conscientiousness, adjustment (resilience), and curiosity. They stress the importance of emotional intelligence and the necessity for leaders to effectively manage stress and uncertainty. Leaders are encouraged to take calculated risks, focusing on external competition rather than internal conflicts within teams. Additionally, resilience in overcoming failures and the drive for personal achievement are highlighted as crucial aspects for long-term success in leadership roles.

心得

  • 🔗 Relationships are key to effective leadership.
  • 💡 Self-awareness helps leaders recognize their strengths and weaknesses.
  • ⚡ Embracing change is vital for modern leaders.
  • 🗂️ Conscientiousness can prevent derailment in leadership.
  • 💪 Resilience enables leaders to thrive under stress.
  • 🔍 Curiosity drives innovation and leadership success.
  • 🎲 Risk management is crucial for calculated decision-making.
  • 🌪️ Accepting ambiguity allows for better navigation of uncertainty.
  • 🏆 Competitiveness should be directed outward, not inward.
  • 🔄 Learning from failure fosters growth and improvement.

时间轴

  • 00:00:00 - 00:09:52

    The discussion highlights three key components of effective leadership: the ability to maintain healthy relationships, self-awareness regarding strengths and limitations, and adaptability to change. Emotional and spiritual intelligence are emphasized as critical attributes for successful leaders, broadening the traditional focus on IQ.

思维导图

视频问答

  • What are the six traits of good leaders?

    The six traits include ability to maintain relationships, self-awareness, ability to embrace change, conscientiousness, adjustment (resilience), and curiosity.

  • Is curiosity learned or innate?

    Curiosity is considered innate, although it can be stimulated in people.

  • Why is resilience important for leaders?

    Resilience allows leaders to cope with stress and thrive on challenges, enabling them to lead effectively through uncertainty.

  • How should leaders approach risk?

    Leaders should take calculated risks, learning from past failures while continuing to manage risks effectively.

  • What role does competitiveness play in leadership?

    Competitiveness drives leaders to achieve goals but should focus on external competition rather than internal rivalry.

  • How do effective leaders handle failure?

    Effective leaders reflect on failures, learn from them, and use those experiences to improve performance in the future.

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  • 00:00:01
    [Music]
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    I think there are three things three
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    three very clear indicators one is your
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    ability to maintain relationships to
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    form and maintain healthy happy
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    relationships the second fact is
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    self-awareness you know are they aware
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    of their strengths and limitations and
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    the third thing is the ability to
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    embrace change and go with change in
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    terms of the profile of a leader we've
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    traded very heavily on IQ intelligence I
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    think the profile of the successful
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    leader now is much broader than that so
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    big emphasis on emotional intelligence
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    certainly spiritual intelligence and
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    then the physiology of the of the person
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    I think all of those come into play
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    hello my name is guy clapperton and with
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    me are Professor Adrian fernham from the
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    University College London psychologist
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    and David Woodward who is a former chief
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    executive of Heinz North America
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    gentlemen welcome
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    I'd like to talk about the six traits
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    that have been identified that make a
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    good leader tell me a little bit for
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    example about your view on
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    conscientiousness very often people
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    don't see that they have a lack of
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    conscientiousness that could be the
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    their derailleur they don't see this
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    lack of organization and if I think to
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    you know some of the more challenging
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    times I've experienced when I've been
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    looking after Africa in the Middle East
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    and have been buying a business in South
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    America and I've been managing a house
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    purchase over in the UK and managing
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    family arrangements and planning for the
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    next year's aop annual operating plan
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    and presenting to the board you have to
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    be organized and sure you have a great
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    team around you to help you do that but
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    ultimately you're the person that's
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    providing the direction so I think it's
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    absolutely right up there in terms of
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    one of the traits that we should all be
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    looking for not always that obvious
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    actually until you really do test for it
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    and deep dive thank you let's talk about
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    adjustment that's another one of the
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    criteria first of all Adrian having
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    written the criteria
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    how do you mean adjustment
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    well it's about resilience as another
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    word fraud the high adjustment person
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    High adjusted person tends to be less
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    prone to anxiety and depression and when
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    they do get which is quite normal stress
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    they cope with it well it's tough at the
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    top every leader will tell you that and
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    you need to have ways of dealing with
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    that stress I think with adjustment I
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    think the most successful leaders the
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    people that I've Had The Good Fortune to
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    work with and learn from are those that
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    almost thrive on it they thrive on the
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    uncertainty they thrive on the
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    challenges that get thrown at them and
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    frankly When Things become a little bit
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    too comfortable and too normal they are
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    not at their best so Adrian's quite
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    right you do see people kind of going I
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    think one of two ways they either Thrive
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    because they know how to manage it and
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    they know actually it's one of their
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    stimuli
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    or they really struggle with it I'm
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    going to ask Adrian again first because
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    I like the academic review are people
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    born curious or do they get curious
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    woken up in them can education stifle
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    curiosity how do you measure curiosity
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    where does it come from I think
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    curiosity cannot be learned I think it's
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    something you have inside you can see it
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    it for some people they're just not very
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    curious they're not they're not
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    interested in how things work what the
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    future is going to be like I don't think
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    you can put it in people you can
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    stimulate it in certain areas people do
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    get curious about some things more than
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    others but it's something to look for it
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    is it is the clue to their intelligence
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    it's a clue to their liveness it's a
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    cute their longevity in fact
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    when people are in very intense jobs
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    they kind of lose that natural
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    creativity and I often say to people you
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    know each and every day try and do
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    something you wouldn't normally do pick
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    a different magazine up you know basket
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    weaving monthly take a different trip to
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    work put a different radio channel on we
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    don't do enough to stimulate that
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    Curiosity in ourselves so I think it is
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    something that we're born with to an
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    extent and some have a much greater
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    propensity but we can stimulate it as
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    Leaders we should be encouraging that
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    I'd like to talk now about risk approach
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    again this is something that I think can
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    change over a period of time over you
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    know at different times of your life
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    um
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    same question as before really are
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    people born with a given risk approach
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    the question is how uncomfortable you
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    are with risk personal risk if you look
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    at entrepreneurs there's a very good
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    example every single one of them has
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    failed they've failed they've fallen
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    down they've dusted themselves off
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    they've learned their lesson they
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    haven't stopped being risky they remain
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    risky but they know they know how to how
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    to manage that risk and they know about
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    probabilities so again it's a
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    risk-averse bad highly risky bad in
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    between well thought through calculated
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    risks that's the secret but the great
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    leaders for me are the ones that take a
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    little bit more of the difficult stuff
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    on their own shoulders than perhaps they
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    should and a little bit less of the
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    Kudos than perhaps they should and
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    that's quite a risky approach because as
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    Leaders we're kind of conditioned to
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    self-publicize and talk about how
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    effective we are in the results we've
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    got but I think the most effective
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    leaders are those that take that risk
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    and feed a lot of that down because
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    people recognize at the end of the day
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    it's the leader that's provided the
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    environment and provided the oxygen the
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    sky for people to do a great job let's
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    talk about ambiguity acceptance so what
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    does that actually mean for a starter
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    it's called tolerance of ambiguity
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    uncertainty avoidance it means
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    discomfort with lack of clarity and I
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    think it's that ability the ability to
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    be comfortable around ambiguity because
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    the world is an ambiguous Place
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    acceptance of ambiguity is very
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    important but as a leader it's also
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    sometimes critical that you're able to
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    kind of filter that and distill it to
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    give some greater Clarity to help people
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    through some of those more difficult
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    situations
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    now the final trait is of course
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    competitiveness for me competitiveness
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    and results orientation is is what it's
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    all about
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    you know your um your reputation does
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    rely very much on your ability to
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    deliver results and that comes from your
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    intrinsic competitiveness
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    one of the things that I do note is that
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    sometimes people don't quite know where
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    the competition is so within companies
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    you find the competition is is some
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    people actually compete with each other
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    I think it's a very dangerous trait so
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    as you're developing and encouraging
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    that you need to make sure that people
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    are focusing on the competition which
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    tends to be outside
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    and tends to be the people who may move
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    faster than you with new Innovations to
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    the marketplace they may move faster
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    with you with Talent acquisition and
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    talent development or any of those
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    things so competitiveness is absolutely
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    at the Forefront of success in business
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    in my experience is there any
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    external research that demonstrates that
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    people need competitive
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    competitiveness tampered with other
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    things
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    competitiveness is a very masculine word
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    it's a very sort of strong word it seems
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    to be the opposite of cooperativeness
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    you know competitive people fight
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    against each other whereas Cooperative
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    people help each other the idea comes
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    from a literature an old literature now
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    on three basic motives a man called
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    McClellan many years ago he talked about
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    need for achievement need for
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    affiliation and need for power and this
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    need for achievement is really what
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    competitive is all about it's about
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    winning it's about getting to the best
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    you know school children would do the
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    Duke of edinburgh's award it is an
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    achievement it is you've done something
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    and you've done it well you want people
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    to be competitive you want them to win
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    you want to be successful you want them
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    to achieve but you don't want to do it
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    wildly at all costs breaking the law to
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    the cost of your health that is not good
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    but to be desirous of achievement to
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    want to become number one to be among
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    the winning team those are the things
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    which drive people and it drives them
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    for all time people to know about
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    motivation this is the one that is the
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    most powerful of the six traits the
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    indicators of motivation need for
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    achievement competitiveness yearning to
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    be successful
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    I think there's another key Dimension
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    which is very competitive people
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    occasionally you don't make it all right
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    you haven't won that particular event
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    yes you haven't delivered that
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    particular quarter
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    so how do you then respond how do you
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    approach the event the second time
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    around how resilient are you how much
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    time do you take to reflect and really
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    take the learnings on board and
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    sometimes that can be really bruising
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    and encourage people to be very open and
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    honest with you about how and then help
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    them as a team see reality and help them
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    understand why we haven't achieved it
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    they're really great leaders for me are
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    the ones that are able to bounce back
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    not from consecutive failure after
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    failure that probably means they are in
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    the wrong job but I think as a leader
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    and Leadership groups we should accept
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    that sometimes people will fail because
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    they push the boundaries and they may
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    have tried incredibly hard it's how they
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    then deal with it the next time around
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    and make sure they are successful
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    subsequently but generally speaking all
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    the great sportsmen
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    when they fail or when they taste
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    failure you can see it on their body
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    language in their face in their voices
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    Lewis Hamilton is a great example
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    incredibly successful but when he has a
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    bad race or a bad event you can read it
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    all over him and you can actually look
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    down into cockpit when he's driving and
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    you can see the style he's driving in
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    because he's so
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    frustrated with what's just happened
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    because he set himself a standard
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    against which he failed and it'll be a
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    motivator not a you know you you are
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    made or broken by adversity and it's
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    that early experience sometimes that if
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    you look into the biography of people
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    gives you a very good indicator David
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    said right at the beginning Look
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    Backwards look at their history of
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    relationships look at the way they've
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    made decisions in the past look at the
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    way they've formed relationships that is
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    the indicator I think of whether they're
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    going to thrive and survive
标签
  • leadership
  • traits
  • emotional intelligence
  • self-awareness
  • resilience
  • curiosity
  • risk management
  • ambiguity
  • competitiveness
  • team dynamics