why leadership and mentorship does not need to fail us trust and confidence two
need to fail us trust and confidence two
need to fail us trust and confidence two of the things we value two of the things
of the things we value two of the things
of the things we value two of the things we know we want to the things we know we
we know we want to the things we know we
we know we want to the things we know we need but yet so regrettably we’re in a
need but yet so regrettably we’re in a
need but yet so regrettably we’re in a moment a severe crisis of leadership and
moment a severe crisis of leadership and
moment a severe crisis of leadership and failing trust in our institutions over
failing trust in our institutions over
failing trust in our institutions over the past 17 years
the past 17 years
the past 17 years the Edelman barometer for trust has
the Edelman barometer for trust has
the Edelman barometer for trust has measured confidence and credibility in
measured confidence and credibility in
measured confidence and credibility in our institutions and the people behind
our institutions and the people behind
our institutions and the people behind them and there’s been a steady decline
them and there’s been a steady decline
them and there’s been a steady decline each and every year there’s been a
each and every year there’s been a
each and every year there’s been a fall-off in our trust and our confidence
fall-off in our trust and our confidence
fall-off in our trust and our confidence it goes well beyond politics but let’s
it goes well beyond politics but let’s
it goes well beyond politics but let’s start in government in government and
start in government in government and
start in government in government and media the trust factor is that basically
media the trust factor is that basically
media the trust factor is that basically an all-time low of approximately 40
an all-time low of approximately 40
an all-time low of approximately 40 percent what about the institutions of
percent what about the institutions of
percent what about the institutions of business and even NGOs the trust factor
business and even NGOs the trust factor
business and even NGOs the trust factor is only at about 50 percent none of the
is only at about 50 percent none of the
is only at about 50 percent none of the major institutions are immune to the
major institutions are immune to the
major institutions are immune to the current distrust of the system and it
current distrust of the system and it
current distrust of the system and it gets even worse if we double-click
gets even worse if we double-click
gets even worse if we double-click behind the people that lead those
behind the people that lead those
behind the people that lead those institutions look at CEOs CEOs currently
institutions look at CEOs CEOs currently
institutions look at CEOs CEOs currently have a trust factor of about mid 30 ish
have a trust factor of about mid 30 ish
have a trust factor of about mid 30 ish percent on a good day but what is really
percent on a good day but what is really
percent on a good day but what is really alarming is what impacts each and every
alarming is what impacts each and every
alarming is what impacts each and every one of us that’s in a workplace a
one of us that’s in a workplace a
one of us that’s in a workplace a workplace that’s supposed to give you
workplace that’s supposed to give you
workplace that’s supposed to give you independence development care and some
independence development care and some
independence development care and some level of mentorship beyond earnings
level of mentorship beyond earnings
level of mentorship beyond earnings employee engagement as measured by
employee engagement as measured by
employee engagement as measured by Gallup and defined as having some sense
Gallup and defined as having some sense
Gallup and defined as having some sense of interest and some intention of
of interest and some intention of
of interest and some intention of commitment to your job has been stagnant
commitment to your job has been stagnant
commitment to your job has been stagnant at about 32 to 33 percent
at about 32 to 33 percent
at about 32 to 33 percent over the past decade now let me do the
over the past decade now let me do the
over the past decade now let me do the inverse of that to make that point more
inverse of that to make that point more
inverse of that to make that point more stark 67% of us in the workforce today
stark 67% of us in the workforce today
stark 67% of us in the workforce today are either indifferent or want to quit
are either indifferent or want to quit
are either indifferent or want to quit our job but yet I am optimistic why this
our job but yet I am optimistic why this
our job but yet I am optimistic why this leadership and mentorship not need to
leadership and mentorship not need to
leadership and mentorship not need to fail us we need to first answer three
fail us we need to first answer three
fail us we need to first answer three big questions what does it even mean to
big questions what does it even mean to
big questions what does it even mean to be a good leader why is it so hard and
be a good leader why is it so hard and
be a good leader why is it so hard and what can we collectively do about it as
what can we collectively do about it as
what can we collectively do about it as a response to the failing institutions
a response to the failing institutions
a response to the failing institutions and lack of confidence and crises and
and lack of confidence and crises and
and lack of confidence and crises and leadership the first question what does
leadership the first question what does
leadership the first question what does good leadership mean I’ve been so
good leadership mean I’ve been so
good leadership mean I’ve been so privileged over 20 years to have be
privileged over 20 years to have be
privileged over 20 years to have be given the gift of leading multiple
given the gift of leading multiple
given the gift of leading multiple organizations and mentoring several
organizations and mentoring several
organizations and mentoring several people and equally I’ve had the gift of
people and equally I’ve had the gift of
people and equally I’ve had the gift of being a beneficiary of great leadership
being a beneficiary of great leadership
being a beneficiary of great leadership and great mentorship by some phenomenal
and great mentorship by some phenomenal
and great mentorship by some phenomenal human beings human beings that of course
human beings human beings that of course
human beings human beings that of course include my parents teachers and yes
include my parents teachers and yes
include my parents teachers and yes business colleagues who sometimes just
business colleagues who sometimes just
business colleagues who sometimes just often said those four simple words I
often said those four simple words I
often said those four simple words I believe in you I believe in you what is
believe in you I believe in you what is
believe in you I believe in you what is good leadership what does it mean
because of the great leadership I’ve had
because of the great leadership I’ve had for the past five years I’ve reflected
for the past five years I’ve reflected
for the past five years I’ve reflected over the 50 founders that we have
over the 50 founders that we have
over the 50 founders that we have invested in I’ve thought about the times
invested in I’ve thought about the times
invested in I’ve thought about the times when we made real good business
when we made real good business
when we made real good business decisions in the times when we just had
decisions in the times when we just had
decisions in the times when we just had a misjudgment on the character of a
a misjudgment on the character of a
a misjudgment on the character of a person and over five years I’ve looked
person and over five years I’ve looked
person and over five years I’ve looked at doing research and writing on some
at doing research and writing on some
at doing research and writing on some 40-thousand entrepreneurs and 100 case
40-thousand entrepreneurs and 100 case
40-thousand entrepreneurs and 100 case studies in depth of leaders across all
studies in depth of leaders across all
studies in depth of leaders across all walks religion culture arts sports
walks religion culture arts sports
walks religion culture arts sports business entrepreneurship military and
business entrepreneurship military and
business entrepreneurship military and government to try to see what is that
government to try to see what is that
government to try to see what is that common thing that binds good leadership
common thing that binds good leadership
common thing that binds good leadership and unequivocally it’s one simple thing
and unequivocally it’s one simple thing
and unequivocally it’s one simple thing at its root good leadership equates with
at its root good leadership equates with
at its root good leadership equates with good people we use this phrase a lot
good people we use this phrase a lot
good people we use this phrase a lot good people he’s a good person she’s a
good people he’s a good person she’s a
good people he’s a good person she’s a good person they’re good people you know
good person they’re good people you know
good person they’re good people you know you kind of know when you feel it and
you kind of know when you feel it and
you kind of know when you feel it and see it each of you can imagine a moment
see it each of you can imagine a moment
see it each of you can imagine a moment where you might have felt a little more
where you might have felt a little more
where you might have felt a little more inspired a little more supported but
inspired a little more supported but
inspired a little more supported but bringing definition to that word and
bringing definition to that word and
bringing definition to that word and accuracy and precision is so difficult
accuracy and precision is so difficult
accuracy and precision is so difficult so how do we define good leadership and
so how do we define good leadership and
so how do we define good leadership and good people there are two dimensions to
good people there are two dimensions to
good people there are two dimensions to start with the first component of good
start with the first component of good
start with the first component of good leadership and good people is this
leadership and good people is this
leadership and good people is this people committing to character as much
people committing to character as much
people committing to character as much as competency and confidence we have had
as competency and confidence we have had
as competency and confidence we have had an unbelievable bias of leadership of
an unbelievable bias of leadership of
an unbelievable bias of leadership of confidence and competency over
confidence and competency over
confidence and competency over leadership of character as the current
leadership of character as the current
leadership of character as the current Dean of Harvard Business School has said
Dean of Harvard Business School has said
Dean of Harvard Business School has said who is one of those good people to a
who is one of those good people to a
who is one of those good people to a recent incoming class what this
recent incoming class what this
recent incoming class what this institution has been so long on is
institution has been so long on is
institution has been so long on is teaching goodness of competency but
teaching goodness of competency but
teaching goodness of competency but relatively short on teaching and
relatively short on teaching and
relatively short on teaching and cultivating leadership of character this
cultivating leadership of character this
cultivating leadership of character this is what we must do for the next
is what we must do for the next
is what we must do for the next generation it’s not that leadership of
generation it’s not that leadership of
generation it’s not that leadership of confidence doesn’t matter
confidence doesn’t matter
confidence doesn’t matter and clearly competencies matter but if
and clearly competencies matter but if
and clearly competencies matter but if we have those without a foundation of
we have those without a foundation of
we have those without a foundation of character and values you have nothing
character and values you have nothing
character and values you have nothing and you have short term leadership
and you have short term leadership
and you have short term leadership what’s the second dimension really
what’s the second dimension really
what’s the second dimension really special good people and great leaders
special good people and great leaders
special good people and great leaders are people who help others become better
are people who help others become better
are people who help others become better versions of themselves think of those
versions of themselves think of those
versions of themselves think of those people who you’ve interacted with who
people who you’ve interacted with who
people who you’ve interacted with who helped you feel a higher inner
helped you feel a higher inner
helped you feel a higher inner expression of your true inner self good
expression of your true inner self good
expression of your true inner self good people aren’t people seeking to be
people aren’t people seeking to be
people aren’t people seeking to be starstruck there are people seeking
starstruck there are people seeking
starstruck there are people seeking followership
followership
followership there are people as Tom Peter said
there are people as Tom Peter said
there are people as Tom Peter said they’re not there they’re not leader
they’re not there they’re not leader
they’re not there they’re not leader seeking followers they’re leaders going
seeking followers they’re leaders going
seeking followers they’re leaders going business of producing other leaders they
business of producing other leaders they
business of producing other leaders they understand leadership is a duty to serve
understand leadership is a duty to serve
understand leadership is a duty to serve but with that how do we bring some
but with that how do we bring some
but with that how do we bring some common standards common values and
common standards common values and
common standards common values and common language so that we can have a
common language so that we can have a
common language so that we can have a dialogue around how we cultivate the
dialogue around how we cultivate the
dialogue around how we cultivate the values that underpin leadership of
values that underpin leadership of
values that underpin leadership of character and leadership of goodness
character and leadership of goodness
character and leadership of goodness there are three cornerstone values truth
there are three cornerstone values truth
there are three cornerstone values truth compassion and wholeness what is truth
compassion and wholeness what is truth
compassion and wholeness what is truth truth begins with humility it extends to
truth begins with humility it extends to
truth begins with humility it extends to the practice of self-awareness
the practice of self-awareness
the practice of self-awareness understanding our biases our strengths
understanding our biases our strengths
understanding our biases our strengths and weaknesses and it culminates in the
and weaknesses and it culminates in the
and weaknesses and it culminates in the practice of integrity where integrity
practice of integrity where integrity
practice of integrity where integrity really means living each day in self
really means living each day in self
really means living each day in self congruence where we actually do what we
congruence where we actually do what we
congruence where we actually do what we say we actually say what we think we
say we actually say what we think we
say we actually say what we think we actually think what we feel and we
actually think what we feel and we
actually think what we feel and we understand how we feel is who we are
understand how we feel is who we are
understand how we feel is who we are with a foundation of truth you have the
with a foundation of truth you have the
with a foundation of truth you have the capacity for compassion leadership is a
capacity for compassion leadership is a
capacity for compassion leadership is a duty to serve
duty to serve
duty to serve we need more compassionate leadership
we need more compassionate leadership
we need more compassionate leadership compassion begins with openness it
compassion begins with openness it
compassion begins with openness it extends to practicing empathy where we
extends to practicing empathy where we
extends to practicing empathy where we can transpose ourselves into the shoes
can transpose ourselves into the shoes
can transpose ourselves into the shoes of another such that we can feel such we
of another such that we can feel such we
of another such that we can feel such we such that we can feel exactly as that
such that we can feel exactly as that
such that we can feel exactly as that other person and ultimately and
other person and ultimately and
other person and ultimately and ultimately it’s about acts of generosity
ultimately it’s about acts of generosity
ultimately it’s about acts of generosity acting with kindness acting with
acting with kindness acting with
acting with kindness acting with mentorship understanding that leadership
mentorship understanding that leadership
mentorship understanding that leadership is a privilege it is a duty to serve and
is a privilege it is a duty to serve and
is a privilege it is a duty to serve and wholeness
wholeness
wholeness what is wholeness wholeness should be
what is wholeness wholeness should be
what is wholeness wholeness should be our new definition for success that is
our new definition for success that is
our new definition for success that is the Assam topic goal the Assam topic
the Assam topic goal the Assam topic
the Assam topic goal the Assam topic goal is not success is winning or losing
goal is not success is winning or losing
goal is not success is winning or losing it’s not about a winner-take-all it is
it’s not about a winner-take-all it is
it’s not about a winner-take-all it is as John Wooden the great NCAA basketball
as John Wooden the great NCAA basketball
as John Wooden the great NCAA basketball coach once said wholeness and success is
coach once said wholeness and success is
coach once said wholeness and success is having self-satisfaction and peace with
having self-satisfaction and peace with
having self-satisfaction and peace with oneself knowing that we have done the
oneself knowing that we have done the
oneself knowing that we have done the best to which we are capable to that
best to which we are capable to that
best to which we are capable to that calling we are seeking he has said their
calling we are seeking he has said their
calling we are seeking he has said their games that they were
games that they were
games that they were scored and they did not feel like they
scored and they did not feel like they
scored and they did not feel like they had lost and there were days when they
had lost and there were days when they
had lost and there were days when they outscored the opponent but they did not
outscored the opponent but they did not
outscored the opponent but they did not feel like they had won the best games
feel like they had won the best games
feel like they had won the best games are when both teams walked off and you
are when both teams walked off and you
are when both teams walked off and you did not know who won or lost we have to
did not know who won or lost we have to
did not know who won or lost we have to move beyond this zero-sum game we have
move beyond this zero-sum game we have
move beyond this zero-sum game we have to move beyond the Aksum of the
to move beyond the Aksum of the
to move beyond the Aksum of the traditional definition by Milton
traditional definition by Milton
traditional definition by Milton Friedman of business that the only
Friedman of business that the only
Friedman of business that the only purpose of business is to maximize
purpose of business is to maximize
purpose of business is to maximize profit wholeness is about looking at the
profit wholeness is about looking at the
profit wholeness is about looking at the bigger picture the collective the
bigger picture the collective the
bigger picture the collective the collective that we now need to see
collective that we now need to see
collective that we now need to see across all stakeholders so if we
across all stakeholders so if we
across all stakeholders so if we understand those two dimensions we need
understand those two dimensions we need
understand those two dimensions we need people of character we need people who
people of character we need people who
people of character we need people who can help others reach a higher inner
can help others reach a higher inner
can help others reach a higher inner expression around truth compassion and
expression around truth compassion and
expression around truth compassion and wholeness why is this so hard
wholeness why is this so hard
wholeness why is this so hard seems easy to intellectualize it’s so
seems easy to intellectualize it’s so
seems easy to intellectualize it’s so hard because we live in the real world
hard because we live in the real world
hard because we live in the real world and in the real world we have everyday
and in the real world we have everyday
and in the real world we have everyday tensions that face us extrinsic
tensions that face us extrinsic
tensions that face us extrinsic realities 5 tensions such as pragmatism
realities 5 tensions such as pragmatism
realities 5 tensions such as pragmatism versus idealism what’s your ideal vision
versus idealism what’s your ideal vision
versus idealism what’s your ideal vision how do you pragmatically execute against
how do you pragmatically execute against
how do you pragmatically execute against it grit versus acceptance the will to
it grit versus acceptance the will to
it grit versus acceptance the will to keep going versus when to no to give in
keep going versus when to no to give in
keep going versus when to no to give in our vulnerabilities versus our
our vulnerabilities versus our
our vulnerabilities versus our conviction or what I call the tightrope
conviction or what I call the tightrope
conviction or what I call the tightrope of entrepreneurship embracing the
of entrepreneurship embracing the
of entrepreneurship embracing the risk-taking as our vulnerabilities while
risk-taking as our vulnerabilities while
risk-taking as our vulnerabilities while having a sense of conviction of the
having a sense of conviction of the
having a sense of conviction of the purpose driven vision and idiosyncrasies
purpose driven vision and idiosyncrasies
purpose driven vision and idiosyncrasies versus connectivity the pixie-dust
versus connectivity the pixie-dust
versus connectivity the pixie-dust of courts that make us each special and
of courts that make us each special and
of courts that make us each special and human are idiosyncrasies but yet a deep
human are idiosyncrasies but yet a deep
human are idiosyncrasies but yet a deep human desire to connect to some common
human desire to connect to some common
human desire to connect to some common denominator and a greater whole and
denominator and a greater whole and
denominator and a greater whole and perhaps the biggest and toughest tension
perhaps the biggest and toughest tension
perhaps the biggest and toughest tension of all short-termism versus long-term
of all short-termism versus long-term
of all short-termism versus long-term ism this is what is killing goodness in
ism this is what is killing goodness in
ism this is what is killing goodness in the system of leadership and
the system of leadership and
the system of leadership and institutions we have a cognitive bias
institutions we have a cognitive bias
institutions we have a cognitive bias towards short-termism what Metcalfe has
towards short-termism what Metcalfe has
towards short-termism what Metcalfe has said we overestimate the short term and
said we overestimate the short term and
said we overestimate the short term and underestimate the long term our life is
underestimate the long term our life is
underestimate the long term our life is a sprint when it should be thought of as
a sprint when it should be thought of as
a sprint when it should be thought of as a
a
a marathon short-termism is killing
marathon short-termism is killing
marathon short-termism is killing innovation good culture and good
innovation good culture and good
innovation good culture and good leadership the Mona Lisa
leadership the Mona Lisa
leadership the Mona Lisa da Vinci’s masterpiece ten years to
da Vinci’s masterpiece ten years to
da Vinci’s masterpiece ten years to complete every immaculate stroke every
complete every immaculate stroke every
complete every immaculate stroke every precision of shadow and light a decade
precision of shadow and light a decade
precision of shadow and light a decade we all know good things take time but
we all know good things take time but
we all know good things take time but yet we have long-term problems and
yet we have long-term problems and
yet we have long-term problems and long-term opportunities but we act and
long-term opportunities but we act and
long-term opportunities but we act and think with short term actions think in
think with short term actions think in
think with short term actions think in politics every two years we’re raising
politics every two years we’re raising
politics every two years we’re raising capital as opposed to solving big social
capital as opposed to solving big social
capital as opposed to solving big social issues think in education is it about
issues think in education is it about
issues think in education is it about learning or about testing and in my own
learning or about testing and in my own
learning or about testing and in my own industry short-termism how often do we
industry short-termism how often do we
industry short-termism how often do we think about the exit strategy before
think about the exit strategy before
think about the exit strategy before anyone’s had a discussion of the
anyone’s had a discussion of the
anyone’s had a discussion of the freaking entry strategy microwave
freaking entry strategy microwave
freaking entry strategy microwave capitalism has surrounded us value
capitalism has surrounded us value
capitalism has surrounded us value capture / value creation so what can we
capture / value creation so what can we
capture / value creation so what can we do about it there’s a collective
do about it there’s a collective
do about it there’s a collective response we can do and there are three
response we can do and there are three
response we can do and there are three things I want to leave you with first
things I want to leave you with first
things I want to leave you with first think of goodness in terms of a daily
think of goodness in terms of a daily
think of goodness in terms of a daily guiding principle second what are the
guiding principle second what are the
guiding principle second what are the heuristics and habits we can do daily to
heuristics and habits we can do daily to
heuristics and habits we can do daily to practice goodness and third can we when
practice goodness and third can we when
practice goodness and third can we when given the opportunity ask better
given the opportunity ask better
given the opportunity ask better questions a guiding principle for
questions a guiding principle for
questions a guiding principle for goodness the great jazz legend Herbie
goodness the great jazz legend Herbie
goodness the great jazz legend Herbie Hancock 14 time Grammy Award winner when
Hancock 14 time Grammy Award winner when
Hancock 14 time Grammy Award winner when asked the question how is it that you
asked the question how is it that you
asked the question how is it that you are such an amazing and awesome musician
are such an amazing and awesome musician
are such an amazing and awesome musician over five decades you have transversed a
over five decades you have transversed a
over five decades you have transversed a landscape of classical jazz classical
landscape of classical jazz classical
landscape of classical jazz classical music hip hop funk electronic – modern
music hip hop funk electronic – modern
music hip hop funk electronic – modern jazz how is it possible and he answers
jazz how is it possible and he answers
jazz how is it possible and he answers with this I remember that first and
with this I remember that first and
with this I remember that first and foremost I’m a human being I’m a human
foremost I’m a human being I’m a human
foremost I’m a human being I’m a human being that happens to be a musician we
being that happens to be a musician we
being that happens to be a musician we need to put the humanity back in to
need to put the humanity back in to
need to put the humanity back in to business and institutions the humanity
business and institutions the humanity
business and institutions the humanity and humanities must be rejected we have
and humanities must be rejected we have
and humanities must be rejected we have lost that human factor
lost that human factor
lost that human factor live by a guiding principle of people
live by a guiding principle of people
live by a guiding principle of people first the next time you have a decision
first the next time you have a decision
first the next time you have a decision to make
to make
to make ask yourself what’s the human factor who
ask yourself what’s the human factor who
ask yourself what’s the human factor who are the people that will be impacted be
are the people that will be impacted be
are the people that will be impacted be people first how about a heuristic and
people first how about a heuristic and
people first how about a heuristic and daily habit you can take with you I was
daily habit you can take with you I was
daily habit you can take with you I was so privileged as I said to have had some
so privileged as I said to have had some
so privileged as I said to have had some superlative mentors one of them was Jay
superlative mentors one of them was Jay
superlative mentors one of them was Jay Chiat he found a TV whi it day one the
Chiat he found a TV whi it day one the
Chiat he found a TV whi it day one the greatest advertising firms ever in
greatest advertising firms ever in
greatest advertising firms ever in history a creative icon and he died
history a creative icon and he died
history a creative icon and he died unfortunately 70 years too young of
unfortunately 70 years too young of
unfortunately 70 years too young of cancer and before he left us we had some
cancer and before he left us we had some
cancer and before he left us we had some conversations and he asked me to
conversations and he asked me to
conversations and he asked me to remember to maintain openness and
remember to maintain openness and
remember to maintain openness and optimism Jay had an unbelievable gift
optimism Jay had an unbelievable gift
optimism Jay had an unbelievable gift when anyone approached him with an idea
when anyone approached him with an idea
when anyone approached him with an idea to do something special and I ask you to
to do something special and I ask you to
to do something special and I ask you to consider this when someone approaches
consider this when someone approaches
consider this when someone approaches you with an idea 24 by 3 someone
you with an idea 24 by 3 someone
you with an idea 24 by 3 someone approaches you with an idea can you wait
approaches you with an idea can you wait
approaches you with an idea can you wait 24 seconds before saying something if
24 seconds before saying something if
24 seconds before saying something if you can wait 24 seconds might you wait
you can wait 24 seconds might you wait
you can wait 24 seconds might you wait 24 minutes to not criticize the idea if
24 minutes to not criticize the idea if
24 minutes to not criticize the idea if you can wait 24 minutes is it possible
you can wait 24 minutes is it possible
you can wait 24 minutes is it possible to actually wait 24 hours to think about
to actually wait 24 hours to think about
to actually wait 24 hours to think about every reason why that idea might work
every reason why that idea might work
every reason why that idea might work over all the reasons why it won’t the
over all the reasons why it won’t the
over all the reasons why it won’t the optimism rule 24 by 3 practice goodness
optimism rule 24 by 3 practice goodness
optimism rule 24 by 3 practice goodness daily this is compassionate leadership
daily this is compassionate leadership
daily this is compassionate leadership this is openness now I’ve said that I’m
this is openness now I’ve said that I’m
this is openness now I’ve said that I’m optimistic about a new model for
optimistic about a new model for
optimistic about a new model for leadership a new model that can save the
leadership a new model that can save the
leadership a new model that can save the failing institutions and it starts with
failing institutions and it starts with
failing institutions and it starts with each of us it starts with each of us
each of us it starts with each of us
each of us it starts with each of us because if good leadership is good
because if good leadership is good
because if good leadership is good people
people
people by extension anyone who’s a good person
by extension anyone who’s a good person
by extension anyone who’s a good person has the capacity to be a good and even
has the capacity to be a good and even
has the capacity to be a good and even great leader every day we are faced with
great leader every day we are faced with
great leader every day we are faced with opportunities to mentor help and
opportunities to mentor help and
opportunities to mentor help and cultivate and and and reach and realize
cultivate and and and reach and realize
cultivate and and and reach and realize people’s full potential mentorship and
people’s full potential mentorship and
people’s full potential mentorship and CEO ship and leadership are fancy terms
CEO ship and leadership are fancy terms
CEO ship and leadership are fancy terms put on by institution
put on by institution
put on by institution and business schools many of us are
and business schools many of us are
and business schools many of us are natural mentors but here are five
natural mentors but here are five
natural mentors but here are five questions you might consider next time
questions you might consider next time
questions you might consider next time someone comes to you for advice what is
someone comes to you for advice what is
someone comes to you for advice what is it that you’re really trying to achieve
it that you’re really trying to achieve
it that you’re really trying to achieve what is it within you that is a
what is it within you that is a
what is it within you that is a superpower a natural capability that can
superpower a natural capability that can
superpower a natural capability that can help you get there what’s slowing you
help you get there what’s slowing you
help you get there what’s slowing you down what are you gonna change tomorrow
down what are you gonna change tomorrow
down what are you gonna change tomorrow about that and then how can I help these
about that and then how can I help these
about that and then how can I help these five questions effectively go back to
five questions effectively go back to
five questions effectively go back to the root of what is being human in
the root of what is being human in
the root of what is being human in leadership it’s effectively
leadership it’s effectively
leadership it’s effectively understanding that mentorship is not a
understanding that mentorship is not a
understanding that mentorship is not a check the Box activity like it’s become
check the Box activity like it’s become
check the Box activity like it’s become in several institutions it starts with
in several institutions it starts with
in several institutions it starts with an authentic relationship that means
an authentic relationship that means
an authentic relationship that means authentic listening authentic listening
authentic listening authentic listening
authentic listening authentic listening means asking some questions what is it
means asking some questions what is it
means asking some questions what is it you’re really trying to achieve what is
you’re really trying to achieve what is
you’re really trying to achieve what is special about you that can get you there
special about you that can get you there
special about you that can get you there what’s slowing you down what are you
what’s slowing you down what are you
what’s slowing you down what are you gonna do different then how I can help
gonna do different then how I can help
gonna do different then how I can help as opposed to how can I help you we have
as opposed to how can I help you we have
as opposed to how can I help you we have a mentoring session let’s move on so I
a mentoring session let’s move on so I
a mentoring session let’s move on so I leave you with this thought and
leave you with this thought and
leave you with this thought and challenge goodness is within all of us
challenge goodness is within all of us
challenge goodness is within all of us leadership and mentorship does not need
leadership and mentorship does not need
leadership and mentorship does not need to fail us anyone that has goodness and
to fail us anyone that has goodness and
to fail us anyone that has goodness and wants to express it is a natural-born
wants to express it is a natural-born
wants to express it is a natural-born leader and is a natural-born mentor what
leader and is a natural-born mentor what
leader and is a natural-born mentor what if each of us just picked in our own
if each of us just picked in our own
if each of us just picked in our own minds ten people over the marathon of
minds ten people over the marathon of
minds ten people over the marathon of our life ten people who we would
our life ten people who we would
our life ten people who we would positively imprint goodness on who we
positively imprint goodness on who we
positively imprint goodness on who we would work to give truth compassion
would work to give truth compassion
would work to give truth compassion wholeness toward so that they can be a
wholeness toward so that they can be a
wholeness toward so that they can be a higher expression of their inner selves
higher expression of their inner selves
higher expression of their inner selves pick ten people and what if those 10
pick ten people and what if those 10
pick ten people and what if those 10 people passed it on to another ten and
people passed it on to another ten and
people passed it on to another ten and those ten another ten
those ten another ten
those ten another ten it sounds audacious it sounds idealistic
it sounds audacious it sounds idealistic
it sounds audacious it sounds idealistic that helping ten people who help another
that helping ten people who help another
that helping ten people who help another ten who help another ten might actually
ten who help another ten might actually
ten who help another ten might actually make profound and meaningful global
make profound and meaningful global
make profound and meaningful global change and at times when you’re doing it
change and at times when you’re doing it
change and at times when you’re doing it I’m sure it just feels like a drop
I’m sure it just feels like a drop
I’m sure it just feels like a drop in the ocean but remember the following
in the ocean but remember the following
in the ocean but remember the following every single River every single ocean
every single River every single ocean
every single River every single ocean and yes every single waterfall begins
and yes every single waterfall begins
and yes every single waterfall begins with one single drop thank you
with one single drop thank you
with one single drop thank you [Applause]
”
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