Notes:

• Exploring the differences in how people lead in companies vs. the military
• The questions to ask on leadership
• How people confuse leadership and management
• The fallacy of our we talk about leaders and managers
• How General Patton was a manager, not a leader
• “The job of a manager is not to take or evoke action”
• “The job of a manager is to create leaders who take and evoke action”
• “The only place micromanagers are necessary are on extremely disfunctional teams”
• As soon as you have positional authority (title), you have a responsibility to manage
• SEAL officers have the least experience and shouldn’t be fighting
• Officers and Managers have a responsibility to create the environment where their people can lead
• Larry has never seen companies do a good job of managing people
• The role of a manager is to create an environment that supports leaders to make great choices
• Why the US president is the “manager” of the free world
• Changing the paradigm around leading and managing
• Most people like to be in action and evoke action in others
• The manager’s job is to ensure their people have clarity and are empowered to do their jobs
• Three key actions of a manager: Clarity, create and enable, and safety net
• Talking about the common qualities and feelings we get from great managers
• The magic trick of my best manager
• Advice: Make sure people are great followers
• The job of a leader is to lead their managers
• The importance of reporting all information as a leader
• The most powerful tool of a leader is to sincerely ask for help
• The challenge that comes from changing behavior without communication

Links:

• The 3 Secrets of High Performing Teams

For questions, comments and guest suggestions, contact the host, Andy Storch, at storch@advantageperformance.com