Kim Scott

I mean, what do you think was going on for him? Why do you think he was reluctant to share his ideas more broadly?

It's a great deodorant, right?

It's a great deodorant, right?

It's a great deodorant, right?

Yeah. I think that's such an important point. When you bring someone new into an organization, especially an organization with a lot of people who have a long tenure and there's a strong culture, and you bring someone in part to make change, they often get punished for the change they're trying to make. And it can feel unfair and infuriating and enraging to that person and helping people.

Yeah. I think that's such an important point. When you bring someone new into an organization, especially an organization with a lot of people who have a long tenure and there's a strong culture, and you bring someone in part to make change, they often get punished for the change they're trying to make. And it can feel unfair and infuriating and enraging to that person and helping people.

Yeah. I think that's such an important point. When you bring someone new into an organization, especially an organization with a lot of people who have a long tenure and there's a strong culture, and you bring someone in part to make change, they often get punished for the change they're trying to make. And it can feel unfair and infuriating and enraging to that person and helping people.

In fact, there's a term for what happens to people who come in to make change. It's called mobbing. They get mobbed. And so I think as a leader, figuring out how to help that person learn how to build those one-on-one relationships is really important. I had a similar kind of situation. I'd been at Apple. I'd left Google, I'd been at Google for a long time.

In fact, there's a term for what happens to people who come in to make change. It's called mobbing. They get mobbed. And so I think as a leader, figuring out how to help that person learn how to build those one-on-one relationships is really important. I had a similar kind of situation. I'd been at Apple. I'd left Google, I'd been at Google for a long time.

In fact, there's a term for what happens to people who come in to make change. It's called mobbing. They get mobbed. And so I think as a leader, figuring out how to help that person learn how to build those one-on-one relationships is really important. I had a similar kind of situation. I'd been at Apple. I'd left Google, I'd been at Google for a long time.

And then I went to Apple, which had, you would think they're both tech companies and they're a 10 minute drive apart. They're very different cultures. And after I'd been there a year, this guy who I had worked very closely with said, oh, You are doing this because you care, not because you're trying to drive me crazy. And I realized I should have taken him out to lunch a long time ago.

And then I went to Apple, which had, you would think they're both tech companies and they're a 10 minute drive apart. They're very different cultures. And after I'd been there a year, this guy who I had worked very closely with said, oh, You are doing this because you care, not because you're trying to drive me crazy. And I realized I should have taken him out to lunch a long time ago.

And then I went to Apple, which had, you would think they're both tech companies and they're a 10 minute drive apart. They're very different cultures. And after I'd been there a year, this guy who I had worked very closely with said, oh, You are doing this because you care, not because you're trying to drive me crazy. And I realized I should have taken him out to lunch a long time ago.

Yes, so different.

Yes, so different.

Yes, so different.

Yeah. That's not going to work out so well for your man.

Yeah. That's not going to work out so well for your man.

Yeah. That's not going to work out so well for your man.

Yeah. I think one of the things that you want to do is you want to think of yourself as a partner to each of the people who work for you, not like the boss, because telling people what to do doesn't work, but you want to be, your job is to be a coach, a mentor, a thought partner. Your job is not to be a micromanager.