John Miles

a long time at that point who was talking to me about things that were so different and foreign about what Microsoft could be if they would start doing things differently. And that was Satya Nadella. And this was three and a half years before he took over the role that he has now.

a long time at that point who was talking to me about things that were so different and foreign about what Microsoft could be if they would start doing things differently. And that was Satya Nadella. And this was three and a half years before he took over the role that he has now.

The reason I'm bringing this all up is I didn't end up taking that position because I thought I was walking into a toxic culture at the time, which it would have been. But if you look at what he has brought into that company, He has really brought in a culture of growth, of constant learning, where he really rewards people for being curious about how to do things differently.

The reason I'm bringing this all up is I didn't end up taking that position because I thought I was walking into a toxic culture at the time, which it would have been. But if you look at what he has brought into that company, He has really brought in a culture of growth, of constant learning, where he really rewards people for being curious about how to do things differently.

But there's also a culture of deliberate action. And when you combine those things, meaning you're choosing growth time and time again, whether it's in your personal life or in a business setting, And then you're constantly taking actions that go in concert with that growth you're trying to creating. It's a perfect recipe for greatness.

But there's also a culture of deliberate action. And when you combine those things, meaning you're choosing growth time and time again, whether it's in your personal life or in a business setting, And then you're constantly taking actions that go in concert with that growth you're trying to creating. It's a perfect recipe for greatness.

We think that in order to achieve these monumental things in life. It comes down to these grandiose moments. And what I have learned from talking to 50-plus behavior scientists and reading hundreds of books is that's not how things work. We as humans are the ultimate learning machine.

We think that in order to achieve these monumental things in life. It comes down to these grandiose moments. And what I have learned from talking to 50-plus behavior scientists and reading hundreds of books is that's not how things work. We as humans are the ultimate learning machine.

And coupling that with intentional actions that get either you or the organization that you're working for closer to the long-term aspirations and the shorter-term ambitions that you're trying to accomplish.

And coupling that with intentional actions that get either you or the organization that you're working for closer to the long-term aspirations and the shorter-term ambitions that you're trying to accomplish.

So I think one of the leading causes of disengagement and people feeling unfulfilled in work is we're dehumanizing work, meaning it is so much about the spreadsheets and top line and bottom line growth that we're taking out the human and we're trying to maximize profits by micromanaging or robotizing or institutionalizing the work that people do.

So I think one of the leading causes of disengagement and people feeling unfulfilled in work is we're dehumanizing work, meaning it is so much about the spreadsheets and top line and bottom line growth that we're taking out the human and we're trying to maximize profits by micromanaging or robotizing or institutionalizing the work that people do.

What that approach is doing is it is helping with top and bottom line growth, in the short term, but it also weeds out creativity and innovation because people are so conditioned to doing the tasks that they're not really given the white space to have breaks to be creative, to think differently, etc.

What that approach is doing is it is helping with top and bottom line growth, in the short term, but it also weeds out creativity and innovation because people are so conditioned to doing the tasks that they're not really given the white space to have breaks to be creative, to think differently, etc.

And so one of the things I am really calling for is that we need a change in the way we're leading people. And so you can think of a gardener leader approach is being very much the metaphor of a gardener. And just as a gardener needs to be there to plant the seeds and give nourishment, them sitting over the plants day in and night isn't going to make plants grow any better.

And so one of the things I am really calling for is that we need a change in the way we're leading people. And so you can think of a gardener leader approach is being very much the metaphor of a gardener. And just as a gardener needs to be there to plant the seeds and give nourishment, them sitting over the plants day in and night isn't going to make plants grow any better.

And so they really need to have this philosophy of being eyes on, but hands off. And I first heard about this concept from General Stan McChrystal. And as Stan was talking to me about it, we were discussing his role when he was in charge of all forces in Afghanistan. And there was no way that him in a situation room or the president back in D.C. could understand this.

And so they really need to have this philosophy of being eyes on, but hands off. And I first heard about this concept from General Stan McChrystal. And as Stan was talking to me about it, we were discussing his role when he was in charge of all forces in Afghanistan. And there was no way that him in a situation room or the president back in D.C. could understand this.

what a Green Beret team was doing in a mountainside in Afghanistan and tried to micromanage their everyone movement. So what he could do is he could make sure that those people who were fighting understood the mission. He could give them the best training that he possibly could. He could give them the best leadership he could.

what a Green Beret team was doing in a mountainside in Afghanistan and tried to micromanage their everyone movement. So what he could do is he could make sure that those people who were fighting understood the mission. He could give them the best training that he possibly could. He could give them the best leadership he could.