Changing the Paradigm on Leadership with Retired Navy SEAL Larry Yatch

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 [email protected]