Transcription
If this program had a ripple effect on the world, what do you think it would spark? >> Empathy. I think that is the biggest ripple effect. Empathy. People would try to understand themselves better. And I think it would allow people to feel safe to take ownership of not only just things in the workplace, but also at home or maybe in a group of friends. I see that psychological safety and empathy are the ways forward for innovation. So I think that is the ripple effect. It will help innovation and safety in the to be very clear about your ideas. I think the most important part is that I should it's not that I have to describe my ideas but I should put them like um objectively next to each other and everyone should get the spaces as well. I think that's that's was for me yeah most significant in this case.
>> Yeah. And probably you'll get this if you uh talk with to a lot of let's say in interviews or something like this. A lot of people think this is soft skills allowing everyone the space to contribute to ideas. And one of the things they may say is then how do you steer the ship as a leader to make sure your team is going in the right direction whilst also including everyone's perspective in the room. How do you do that?
>> Give me a second. >> This is the one you want to answer. That's what I'm trying to to think about carefully.
>> Yeah. >> So I think um this course highlight that and also I think that's something that Jeff Bezos actually also implements is that you should if you are a leader you should try to speak last and if you're going to speak let everyone actually give their their thoughts and their ideas. Let them speak their thoughts and ideas in the room. ask questions at the end or like ask questions but don't stop the flow of ideas going. So indeed like because as a leader we are looking from the top to actually look what is going on. We should not be directly too involved. We let the team decide what is best for them. Well, we can ask actually okay in in the light of the yeah of of the other components of the company, the other teams, the the architecture, we can ask them the right questions so they come to the right conclusions themselves. And I guess one of the things that's amazing about that, at least from my experience, is when teams decide for themselves and how they're going to get someplace, they feel fully motivated about that path. They feel like it fits them. And of course, as you said, as a leader, we need to have the sights on the whole system, the system as a whole. We we also have the north star always in sight. So we we're we're like helping direct the ship, right?
>> 100%. And one of the things that you haven't mentioned yet and you'll probably mention a little bit deeper as we go into this interview, but your personality type is a reformer.
>> And reformers are very purpose-driven. And it's very important that we all use our innate talents authentically as leaders in order to bring out the best in our teams. Leadership is not management. You have a lot of managers that are not leaders and you have a lot of people which become leaders regardless of the role that they have right now. And when you act in life as a leader, of course, these roles more likely uh will come to you because uh people will want you to lead them and then these roles can fall in your lap even if you're not seeking them. But you don't need to be a manager in order to be a leader.
>> 100%. I I concur. As a senior engineer, I felt that my capacity to lead was not less than as a manager. I could still make a difference not for myself but for the entire team. And that's why I think that this leaders leadership course should be for anyone because it will propel the team. It will actually really help. Leaders allowed me to bring the best out of me. So basically they gave him the freedom the autonomy to deliver something significant.
>> Yeah. >> And it was not just like we have to you have to do this but they they they allowed me to flourish and I believe that is that is what the course really also highlights. You need to to really become a dream team. You need to let people become significant for themselves. become significant within a team and be a very valued voice within the team as well.