Kim Scott

They often don't because it has worked for them since they were in middle school. So that's part of the problem. And then thirdly, you got to make sure that you're not, that you're not promoting bullies and that you in the end give people that feedback. And because there are, there have been times where,

where I've worked with people who didn't understand the impact that they were having on others. And so explaining it to them and giving them an opportunity to show me that they care about the impact and that they're trying to change is really important. Not every bully is, I think it's really important. We're awfully fast to judge at this moment in time.

where I've worked with people who didn't understand the impact that they were having on others. And so explaining it to them and giving them an opportunity to show me that they care about the impact and that they're trying to change is really important. Not every bully is, I think it's really important. We're awfully fast to judge at this moment in time.

where I've worked with people who didn't understand the impact that they were having on others. And so explaining it to them and giving them an opportunity to show me that they care about the impact and that they're trying to change is really important. Not every bully is, I think it's really important. We're awfully fast to judge at this moment in time.

And I think it's really important to work with people.

And I think it's really important to work with people.

And I think it's really important to work with people.

I think the most important thing that we can do as leaders is to get on a level playing field and build real human relationships with each of our direct reports.

I think the most important thing that we can do as leaders is to get on a level playing field and build real human relationships with each of our direct reports.

I think the most important thing that we can do as leaders is to get on a level playing field and build real human relationships with each of our direct reports.

So the one thing, practical tactical thing I'm going to leave folks with is make sure that you are soliciting feedback every single time you have a one-on-one with each of your employees and have a one-on-one once a week with each of your employees. Spend that time with them. And there's four things to remember when you solicit feedback. Okay. Because if you say, do you have any feedback for me?

So the one thing, practical tactical thing I'm going to leave folks with is make sure that you are soliciting feedback every single time you have a one-on-one with each of your employees and have a one-on-one once a week with each of your employees. Spend that time with them. And there's four things to remember when you solicit feedback. Okay. Because if you say, do you have any feedback for me?

So the one thing, practical tactical thing I'm going to leave folks with is make sure that you are soliciting feedback every single time you have a one-on-one with each of your employees and have a one-on-one once a week with each of your employees. Spend that time with them. And there's four things to remember when you solicit feedback. Okay. Because if you say, do you have any feedback for me?

You're wasting your breath. Oh, no, everything's fine. So think about the question that you're going to ask. I like to ask, what could I do or stop doing that would make it easier to work with me? But don't write down my question. Because if you sound like Kim Scott and not like yourself, then people won't believe you really want the answer.

You're wasting your breath. Oh, no, everything's fine. So think about the question that you're going to ask. I like to ask, what could I do or stop doing that would make it easier to work with me? But don't write down my question. Because if you sound like Kim Scott and not like yourself, then people won't believe you really want the answer.

You're wasting your breath. Oh, no, everything's fine. So think about the question that you're going to ask. I like to ask, what could I do or stop doing that would make it easier to work with me? But don't write down my question. Because if you sound like Kim Scott and not like yourself, then people won't believe you really want the answer.

I was working with Krista Quarles when she was CEO of OpenTable. And she said, I could never imagine your words coming out of my mouth, Kim. The question I like to ask is, tell me why I'm wrong. OK, that's fine. Ask it in a way that feels authentic to you. So that's number one is be authentic. Number two is remember that authenticity does not mean ignoring the impact you're having on others.

I was working with Krista Quarles when she was CEO of OpenTable. And she said, I could never imagine your words coming out of my mouth, Kim. The question I like to ask is, tell me why I'm wrong. OK, that's fine. Ask it in a way that feels authentic to you. So that's number one is be authentic. Number two is remember that authenticity does not mean ignoring the impact you're having on others.

I was working with Krista Quarles when she was CEO of OpenTable. And she said, I could never imagine your words coming out of my mouth, Kim. The question I like to ask is, tell me why I'm wrong. OK, that's fine. Ask it in a way that feels authentic to you. So that's number one is be authentic. Number two is remember that authenticity does not mean ignoring the impact you're having on others.

So there were some people on Krista's team who found her question too aggressive. So she had to soften it for a couple of people in order to get an answer. Number three, remember that your question shouldn't be answered with a yes or a no. So don't say, is there anything I could do or stop doing that would make it easier to work with me?