Most people think leadership is about authority, direction, and being the smartest person in the room. That mindset creates bosses. Not leaders.
After decades of building companies and hiring thousands of employees, one truth becomes obvious. Leadership is not about telling people what to do. It is about creating the conditions where people can do their best work without being managed every step of the way.
The gap between a boss and a leader shows up in how teams perform, how they think, and how they take ownership.
These 12 leadership rules outline the shifts that separate reactive managers from leaders worth following.
Key Takeaways
Leaders build trust and clarity before they demand performance.
High-performing teams are trained, not instructed.
Ownership comes from outcomes, not tasks.
Great leaders design systems that allow people to win consistently.
Leadership scales through rhythm, language, and example, not control.
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Table of Contents
Rule 1: Praise in Public, Correct in Private
Public criticism erodes trust and confidence. Leaders do the opposite.
Praise visible wins in front of the team
Deliver corrective feedback in private conversations
Create space for explanation, learning, and growth
When people feel respected, performance increases.
Bosses criticize publicly, praise in private. Leaders praise publicly and then any critical feedback is done in one-on-ones, private in a closed room.
Rule 2: Be a Lighthouse, Not a Tugboat
Bosses try to drag people forward. Leaders set the example and let others follow.
Model the behavior you expect
Focus on personal discipline before correcting others
Inspire through consistency, not force
You cannot lead people where you are unwilling to go.
Rule 3: Train, Do Not Tell
Telling creates awareness. Training creates capability.
Document expectations through clear SOPs
Coach through repetition and feedback
Remove ambiguity around how success looks
If you haven’t trained them, you can’t blame them.
Rule 4: Delegate the Outcome, Not the Task
Tasks create compliance. Outcomes create ownership.
Define the problem being solved
Set a clear definition of done
Allow autonomy in execution
Owners think differently than task-followers.
Rule 5: Default to Trust
Control slows teams down. Trust speeds everything up.
Grant access with clear guardrails
Use reviews and audits instead of restriction
Inspect what you expect, not everything
Trust with structure creates momentum.
Rule 6: Take the Bullet for Your Team
Leaders absorb blame so teams can stay focused.
Own mistakes publicly
Use “we” instead of “they”
Protect team confidence during setbacks
Ownership builds loyalty. Blame destroys it.
Rule 7: Design the Game So People Can Win
You cannot hold people accountable to invisible rules.
Define clear scorecards per role
Make success measurable and visible
Align incentives with outcomes
Great leaders are game designers, not scorekeepers.
Rule 8: Create Rhythm, Not Chaos
Random coaching leads to random results.
Establish weekly training and coaching cadences
Unblock issues before they escalate
Show up consistently, not only in crisis
Growth compounds through rhythm.
Rule 9: Install Sensors for Better Decisions
Leaders rely on data, not gut instinct.
Use dashboards, reports, and surveys
Monitor trends before problems become visible
Build feedback loops into operations
Good sensors prevent bad surprises.
Rule 10: Words Shape Culture
Language programs behavior.
Codify a few core phrases
Repeat them consistently
Let the team echo the language
If you do not define the story, your team will create their own.
Rule 11: Regulate Your Energy
Your team mirrors your emotional state.
Show up prepared and grounded
Avoid reactive leadership
Set the emotional tone intentionally
Your energy sets the frequency of the room.
Your energy as a leader sets the frequency of your team.
Rule 12: Ask More, Answer Less
Questions build thinkers. Commands build dependency.
Ask for perspectives before giving direction
Encourage problem-solving autonomy
Use questions to guide decisions
Leaders who ask better questions scale faster.
Conclusion
Leadership is not about doing more or working harder. It is about designing systems where people can win without constant oversight.
The leaders in the top one percent understand this. They replace control with clarity, chaos with rhythm, and blame with ownership. Over time, those choices compound into stronger teams, better decisions, and scalable organizations.
If you want better results from your team, stop trying to manage people and start leading the system they operate in.
Frequently Asked Questions
What is the difference between a boss and a leader?
A boss relies on authority and control. A leader builds trust, clarity, and ownership so teams perform without micromanagement.
Why do top leaders focus on outcomes instead of tasks?
Outcomes create ownership. Tasks create dependency and limit initiative.
How does trust improve team performance?
Trust reduces friction, speeds decision-making, and increases accountability.
What causes teams to underperform most often?
Lack of clarity, inconsistent leadership, and poor training systems.
Can leadership skills be learned?
Yes. Leadership improves through deliberate practice, feedback, and consistent application of core principles.
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Full Transcript
How to Lead Like the Top 1%
https://www.youtube.com/watch/q2k9W_UZ8gY
00:00:00.320 Boss or leader, what’s the real
00:00:02.720 difference? I’m Dan Martell, the founder
00:00:04.240 of Martell Ventures, a portfolio of
00:00:06.000 companies that makes over a hundred
00:00:07.279 million dollars in revenue per year. In
00:00:09.040 my 28 years of business, I’ve hired over
00:00:11.200 a,000 employees. And a lot of my success
00:00:13.840 in business has come from learning how
00:00:15.839 to lead, not just bossing people around.
00:00:18.000 And so, in this video, I’m going to
00:00:19.439 share with you the rules of leadership
00:00:21.039 that took me from a boss to a
00:00:23.359 leader worth following. Starting with
00:00:25.199 rule number one, praise in public,
00:00:27.680 correct in private.
00:00:29.760 Bosses criticize publicly, praise in
00:00:32.399 private. Leaders praise publicly and
00:00:34.960 then any critical feedback is done in
00:00:37.440 one-on- ones, private in a closed room
00:00:39.760 where there’s a chance for it to
00:00:41.360 breathe, to explain, to ask questions,
00:00:44.000 not off-the cuff criticizing people in
00:00:46.000 front of others. It’s funny cuz I had a
00:00:47.520 buddy that was like trying to elevate
00:00:49.120 his leadership style. And I asked him
00:00:50.879 like, "Well, how do you give feedback
00:00:52.239 and how do you do it?" And I said,
00:00:53.600 "Whoa, dude. Sounds like you’re a
00:00:55.600 seagull leadership." He goes, "What’s
00:00:57.199 that?" I said, "You’re the kind of guy
00:00:59.120 that’s never around, and when you show
00:01:01.199 up, you swoop down and you all over
00:01:04.159 everybody’s work, and then you fly off
00:01:06.720 to the next meeting." It’s not a great
00:01:08.640 way to make your team feel, especially
00:01:11.040 if you only show up to on them. He
00:01:13.439 changed that one strategy. Instead, he
00:01:16.080 would swoop down and give praise to
00:01:18.400 everybody doing the right thing. He’d
00:01:20.080 write down all the stuff that people
00:01:21.360 weren’t doing right, and then he’d have
00:01:22.799 one-on-one conversations with them after
00:01:24.640 the meeting. It changes whole business.
00:01:26.960 Stop making your team look bad and watch
00:01:29.439 their performance go up. Praise in
00:01:31.920 public, correct in private. Rule number
00:01:34.479 two, lighthouse versus tugboat.
00:01:37.600 Bosses drag people, leaders shine the
00:01:40.159 way. When I got out of rehab as a
00:01:41.920 teenager, everybody said, "Dan, stick to
00:01:44.400 your path. Don’t try to fix other people
00:01:46.399 that are still struggling with their
00:01:47.600 addiction because you’re only going to
00:01:48.960 get met with resistance." And that’s
00:01:50.320 what a tugboat is. A tugboat wastes a
00:01:52.399 lot of energy trying to bang into ships
00:01:54.399 to try to get them steered in the right
00:01:55.759 direction. where a lighthouse just
00:01:57.200 stands there and it could help one, two,
00:01:59.280 or a hundred ships and it takes nothing
00:02:01.360 from them. As a leader, you want to be a
00:02:03.280 lighthouse. The worst example of this
00:02:05.439 was a guy one time that came to me. He
00:02:06.960 says, "Hey man, yo, my team’s they don’t
00:02:08.720 listen to me." And I looked at him and
00:02:10.318 I’m like, "Bro, look at yourself. You
00:02:13.040 don’t listen to what you say for your
00:02:14.720 health. You’re not organized. You look
00:02:16.480 disheveled." I mean, the guy pretty much
00:02:18.319 looked homeless. You don’t listen to
00:02:20.959 you. That is the problem. You got to get
00:02:23.440 in shape if you want your friends to get
00:02:25.200 in shape. You have to be the example,
00:02:27.280 not the savior. Be the lighthouse, not
00:02:29.840 the tugboat. Rule number three, train
00:02:32.400 don’t tell. Bosses tell people what to
00:02:35.120 do. Leaders train people on what to do.
00:02:37.440 Telling informs somebody, but training
00:02:39.519 transforms them. If you expect something
00:02:41.840 from somebody, I need you to teach it
00:02:43.360 with a standard operating procedure.
00:02:44.879 Work with them to have reps and then
00:02:46.640 coach them to success. Remember one time
00:02:48.480 I had a client, they were frustrated
00:02:49.760 with their team and I said, "Oh, sorry
00:02:51.680 to hear. Let me ask you a question. How
00:02:54.080 about you make a list of all the things
00:02:55.760 your team’s doing that frustrates the
00:02:57.840 crap out of you?" So, for example, the
00:02:59.200 first one was, "My team doesn’t ideate
00:03:01.519 in meetings with me. They never come up
00:03:03.200 with good ideas. You tell me where you
00:03:06.000 trained your team on how to ideulate in
00:03:08.319 a meeting." Well, I don’t have one. Zero
00:03:10.879 surprise. Everybody needs to be taught
00:03:14.000 how to perform. And if you don’t do
00:03:15.920 that, you’re always going to be
00:03:16.879 disappointed with your team. My favorite
00:03:18.480 way of doing this, I call this the
00:03:19.920 camcorder method. Just record yourself.
00:03:21.760 You can jump on a Zoom call, share your
00:03:23.840 screen, record it to the cloud. You just
00:03:26.480 talk out loud about how you do it and
00:03:28.720 the philosophy behind each decision that
00:03:31.120 you’re doing in the video. And if you
00:03:32.720 want to take this to another level,
00:03:34.159 upload that to chat GPT and ask it to
00:03:36.959 create the standard operating procedure.
00:03:38.640 If you haven’t trained them, you can’t
00:03:40.319 blame them. Train, don’t tell. Rule
00:03:43.200 number four, delegate the outcome, not
00:03:45.760 the task. Bosses give tasks, leaders
00:03:49.519 give outcomes. A task to somebody
00:03:51.680 creates a tenant. They’re like in the
00:03:53.680 thing, but they don’t own it. An
00:03:54.959 outcome, it creates owners. It’s kind of
00:03:57.040 like a renter versus an owner in a home.
00:03:59.680 When you rent it, you don’t really think
00:04:01.280 about like the maintenance and fixing
00:04:03.519 stuff. Whereas, if you own the place,
00:04:05.200 you’re going to treat it like it’s your
00:04:06.400 own cuz it is. And that’s a massive
00:04:08.159 difference between bosses and leaders
00:04:10.000 who delegate tasks versus outcomes. In
00:04:12.319 my 20s, I had a business and I used to
00:04:14.480 wake up every day and I would go around
00:04:16.399 and I give everybody their task. I was
00:04:18.560 like a professional taskmaster. Doing
00:04:21.040 that with a team of 20 or 30 people just
00:04:23.360 created a lot of overwhelm because I
00:04:25.360 never had time to do the work myself. I
00:04:27.520 changed it from being task focused to
00:04:29.840 outcome focused. All of a sudden now I
00:04:31.759 wasn’t getting involved in the weeds. I
00:04:33.199 was staying very high level. People had
00:04:35.040 clarity what my expectations were
00:04:36.960 without me getting involved. Here’s a
00:04:38.800 simple example. You could tell somebody,
00:04:40.400 "Hey, send five emails, hoping to
00:04:42.320 generate some leads." Or you could say,
00:04:43.600 "Generate 10 leads by Friday using a
00:04:45.759 channel of your choice. If they choose
00:04:47.600 email, cool. I don’t care how they do
00:04:49.840 it. I just need those 10 leads by
00:04:51.280 Friday." You have to give them what I
00:04:53.040 call the definition of done. You have to
00:04:55.040 describe what done looks like, which
00:04:56.880 includes the problem you’re trying to
00:04:59.199 solve, so that they can go, did this
00:05:01.680 solve that problem? That means it’s
00:05:03.600 done. Ownership requires a finish line,
00:05:06.240 not micromanaged steps. Leaders delegate
00:05:09.440 outcomes, not tasks. Rule number five,
00:05:11.919 default to trust. Bosses withhold trust.
00:05:15.680 Leaders default to it. Trust speeds
00:05:18.000 everything up. I always start with
00:05:19.840 access. I back it up with audits and
00:05:22.160 reviews, but I don’t hold back because
00:05:23.919 that’s what bosses do. Leaders say, "I
00:05:26.320 hired you for a reason. It’s time to let
00:05:28.000 you cook." I remember one time I was
00:05:29.280 talking to my friend Rachel. She has a
00:05:30.720 design agency and she was like resisting
00:05:33.360 letting her inbox go until she realized
00:05:35.840 that trust with some guard rails was
00:05:38.479 actually the unlock. I’m not saying just
00:05:40.400 let people go willy-nilly and get in
00:05:42.320 your inbox and start sending emails to
00:05:43.840 everybody. Give them some structure.
00:05:45.600 Monitor what’s being sent. Could you
00:05:47.919 give in the first day full access to all
00:05:50.560 the systems that they need to get going?
00:05:52.000 And then you can set up some SLAs,
00:05:53.840 service level agreements on what
00:05:55.199 expectations are. Maybe some tracking,
00:05:57.120 what I call sensors, maybe a dashboard
00:05:59.680 so that they have an understanding of
00:06:01.120 how they’re supposed to play the game so
00:06:02.560 that if there’s any other issues, it
00:06:04.319 gets flagged so that you can sit down
00:06:06.160 with them and coach them up. Default to
00:06:08.319 trust. But the key is to inspect what
00:06:10.479 you expect. It’s not abdication. It’s
00:06:13.440 involvement without holding back. True
00:06:15.600 leaders default to trust. They don’t
00:06:17.520 withhold it. Rule number six, take the
00:06:20.080 bullet for your team.
00:06:22.319 Bosses, they blame you. Leaders, they
00:06:25.280 blame themselves. Great leaders own
00:06:28.080 every miss first. Something happens, my
00:06:30.960 bad. The language shifts from they
00:06:33.680 messed up to, "We messed up." The other
00:06:36.240 day, a video got made and there was an
00:06:38.560 issue. My fault. Somebody on my team
00:06:40.720 lost a bunch of footage. My fault. Your
00:06:43.120 team sees you take the blame for things
00:06:45.840 that are clearly not your fault. That’s
00:06:47.919 how you start to build trust. That’s how
00:06:49.600 they know you got their back and they’re
00:06:51.680 going to show up to act as if they own
00:06:53.600 it themselves and they’re going to push
00:06:54.960 forward no matter what happens. That’s a
00:06:56.720 leader. Ownership builds trust. Blame
00:06:59.120 kills it. Trust is required on a team to
00:07:02.080 grow and that’s what leaders know how to
00:07:03.520 do. If you want to be a true leader,
00:07:05.440 take the bullet for your team. Rule
00:07:07.199 number seven, design the game so people
00:07:09.599 can win. Bosses demand the wins. Leaders
00:07:13.440 design them. How can I be frustrated
00:07:15.199 with a team playing a game that I wasn’t
00:07:17.120 clear about how to play, how to win,
00:07:18.639 what position they’re playing? And
00:07:19.840 that’s what happens every day. You think
00:07:21.680 your team knows, they don’t. You don’t
00:07:24.319 even know. This is a crazy story. One of
00:07:26.720 my editors, Nick, who at the time was
00:07:29.120 19, one of his dream cars was the
00:07:31.520 Ferrari Pista. I happened to have one of
00:07:33.440 those. And I said, "Anybody that gets a
00:07:35.440 million view video, at this time we were
00:07:37.199 only doing like a 100,000 150,000 views,
00:07:39.680 I will lend you my car for the day." I
00:07:41.919 didn’t think anybody would hit it. Nick
00:07:43.360 comes out of nowhere, edits this
00:07:45.120 masterpiece, publish
00:07:48.880 million view videos, and here I am,
00:07:50.960 heartbeating, watching a 19-year-old
00:07:53.680 roll out of my front yard with my half
00:07:56.240 million dollar super card. That’s the
00:07:58.240 philosophy. You have to design the game
00:08:00.800 that when you win, everybody wins. The
00:08:03.840 best example of this is creating a
00:08:05.759 visible scorecard per role with clear
00:08:08.639 success criteria in weekly reporting.
00:08:10.319 Like in my companies, there’s scorecards
00:08:12.400 for every department and there’s names
00:08:13.919 next to every metric and the people know
00:08:16.240 how they play the game, how their scores
00:08:18.240 are being tallied up, how frequent it
00:08:20.000 is, what their expectations are. That’s
00:08:22.000 a leader. Bosses hold people accountable
00:08:24.479 to invisible scorecards that they’re
00:08:26.400 never clear about. Ultimately, great
00:08:28.400 leaders are game designers, not just
00:08:30.240 scorekeepers. You have to design the
00:08:32.559 game so people can win. Rule number
00:08:34.559 eight, create rhythm, not chaos.
00:08:38.320 Bosses coach randomly. Leaders coach
00:08:41.599 rhythmically. A great leader realizes
00:08:44.080 that growth compounds through cadences,
00:08:47.120 not chaos. Training and coaching plus
00:08:49.920 unblocking every week is the rhythm of a
00:08:52.640 great leader. Bosses only show up to
00:08:54.720 help you when shit’s on fire. Leaders
00:08:56.880 go, "I’m showing up all the time because
00:08:58.880 I’m investing in you because I know I’m
00:09:00.640 getting you ready for the big
00:09:01.839 opportunities." And that prevents the
00:09:03.760 fires. They become fire preventers, not
00:09:06.320 firefighters. I used to be that shitty
00:09:08.720 boss. They used to hide behind my
00:09:10.720 keyboard. I didn’t want to talk to
00:09:12.320 anybody. Never coached anybody. Never
00:09:14.640 talked to anybody about like doing
00:09:15.920 things better. And then I’d wonder why
00:09:17.760 my business didn’t grow. Today is
00:09:19.680 completely different. Now minimum every
00:09:21.839 week I’m doing a 60-minute leadership
00:09:23.519 training where I look at the top
00:09:25.279 challenges my whole team is having that
00:09:27.839 if I help them unblock it would create
00:09:29.839 the most value for my business. I
00:09:31.440 believe that’s how we build momentum.
00:09:32.880 Success is all about the rhythms. If you
00:09:34.720 have a rhythm for investing in people,
00:09:36.800 the people will grow. You use rhythms to
00:09:39.200 build the people. The people build the
00:09:41.600 business. You have to create rhythm, not
00:09:44.160 chaos. Rule number nine, implement
00:09:46.880 sensors for decisions. Bosses rely on
00:09:50.000 gut. Leaders rely on sensors. A sensor
00:09:53.040 is something that will catch an output
00:09:55.839 or an activity before it becomes fatal.
00:09:58.560 A sensor in business is a survey to a
00:10:01.120 customer, is some kind of report from
00:10:02.800 your CRM solution, some kind of
00:10:04.880 financial analysis, but essentially it’s
00:10:07.120 proactively asking how is this person or
00:10:10.640 department doing so I can get a feedback
00:10:12.959 loop and get proactive, not reactive. A
00:10:15.680 simple example of this is I get a daily
00:10:18.320 cash report on every one of my
00:10:20.560 businesses sent via email to my inbox
00:10:23.120 that I scan every morning. Having that
00:10:25.360 daily report creates a sensor that gives
00:10:27.839 me peace of mind to know I’ll never be
00:10:29.760 surprised with the financials. Another
00:10:31.279 example is to have a scorecard design
00:10:33.600 where everybody’s metrics are loaded in
00:10:35.920 and that creates trend lines. So if you
00:10:37.920 know you have a goal for the quarter and
00:10:39.519 you’re already the first month into the
00:10:40.959 quarter, 30 days in. If the trend lines
00:10:43.120 off, that’s a sensor for you to get
00:10:44.880 involved. Great leaders know how to
00:10:46.640 design great sensors. And the best part
00:10:48.800 is that if you do it right, your team
00:10:50.640 will correct the problem before you have
00:10:52.079 to say anything. Stop running your
00:10:53.839 business on gut feeling and start
00:10:55.920 running it on real data. And by the way,
00:10:58.160 if you want my CEO scorecard template
00:11:00.240 that I use, the exact one to track all
00:11:02.399 the key metrics across all my
00:11:03.760 businesses, just click the first link
00:11:05.200 below in the description. I’ll send it
00:11:06.560 to you. So remember, implement sensors
00:11:08.880 for decisions. Rule number 10, words
00:11:12.000 matter.
00:11:13.680 Bosses speak loosely. Leaders speak with
00:11:16.399 intentionality. Language is leadership
00:11:19.120 infrastructure. Your team will echo what
00:11:21.920 you repeat to them. And if you use a lot
00:11:24.000 of words off the cuff and you’re
00:11:25.760 inconsistent, they won’t be able to echo
00:11:27.680 anything because nothing’s memorable.
00:11:29.200 It’s like when I hear my team repeat
00:11:31.200 phrases like default to trust or
00:11:33.760 outcomes over effort. That’s when I know
00:11:36.079 culture is scaling. The whole point is
00:11:38.480 you use language to program the culture
00:11:41.040 within your teams. That’s what a leader
00:11:42.880 does. A boss has no idea. There’s no
00:11:44.959 intentionality and they just work off
00:11:46.640 the cuff. A great way to think about
00:11:48.160 this is how do you codify maybe five
00:11:51.200 culture phrases and repeat them over and
00:11:54.000 over and over again until your team
00:11:55.839 starts saying them without you. And
00:11:57.600 here’s the big one. If you don’t give a
00:12:00.160 story for your team to tell, they will
00:12:02.720 make up their own. And usually it’s less
00:12:05.360 interesting, negative, full of
00:12:07.600 self-doubt because they don’t have a
00:12:09.440 brighter star to focus on. Words matter.
00:12:12.560 Rule number 11, your energy sets your
00:12:15.360 frequency.
00:12:17.040 Bosses,
00:12:18.560 they spread chaos. Leaders set the tone.
00:12:21.839 Leaders provide clarity. It’s kind of
00:12:24.079 like your team will adopt your
00:12:26.880 leadership nervous system. If you’re a
00:12:29.040 chaotic leader, always coming in after
00:12:31.120 an event or reading a book and be like,
00:12:32.320 "Oh, we’re changing this. We’re changing
00:12:33.360 that and this is up and I’m going to fix
00:12:34.639 that and blah blah blah." And you’re
00:12:35.680 just like Mr. Chaotic, be zero surprise
00:12:38.399 if that’s how your company is. I
00:12:39.760 remember one time I was working with
00:12:40.720 this leader and I noticed every Monday
00:12:42.880 he had like this chaotic approach to
00:12:45.120 running his team meetings, but I think
00:12:46.800 it’s because it mirrored his sloppy
00:12:48.639 weekend resets. He would like go off
00:12:50.560 Friday night, get drunk, Saturday, get
00:12:52.399 drunk, Sunday, lay in bed. And I was
00:12:54.000 just like, you do realize that your
00:12:56.000 energy on the Monday meeting is
00:12:57.839 affecting your team. Here’s the cool
00:12:59.440 part. He fixed himself first. His team
00:13:01.760 got fixed. Here’s a great thing you can
00:13:03.600 do. Start every Monday with a leadership
00:13:06.160 mirror. Write down exactly how you want
00:13:08.399 to show up for your team before anybody
00:13:10.399 sees you and commit to that. Write them
00:13:12.880 down no matter what. And then ask
00:13:14.560 yourself, did I show up that way for my
00:13:16.800 team? Because guess what? They’ll react
00:13:18.639 to the way you show up. Your energy is
00:13:21.279 like a frequency wave that impacts
00:13:23.839 everybody that comes in contact with it.
00:13:25.600 Like echoes out to your team. So if
00:13:27.680 you’re off, they’ll be off. Regulate
00:13:29.839 yourself, you’ll regulate the room. Your
00:13:32.079 energy as a leader sets the frequency of
00:13:34.639 your team. Rule 12. Ask, don’t answer.
00:13:38.480 Bosses command. Leaders ask. Answers end
00:13:42.160 in thinking. Questions start it. If I
00:13:45.120 tell somebody what to do, I don’t have
00:13:46.880 them learning. A question gets them to
00:13:48.880 self-reflect. Sounds so subtle, but it
00:13:50.959 will be one of the most powerful tools
00:13:52.560 you can use as a leader. Use more
00:13:54.720 questions. What beliefs would you have
00:13:56.639 to have to do too many things for too
00:13:58.240 many people?
00:14:01.519 >> Boom. What else? The other day I was
00:14:03.360 working with one of my private coaching
00:14:04.720 clients. I would ask them, "How do you
00:14:06.880 interact in your meetings?" Before
00:14:08.560 weighing in and you set the tone and
00:14:10.480 everybody’s like, "Oh, that’s what they
00:14:11.760 think. I’m not going to contradict
00:14:12.800 them." I want you to step back and ask,
00:14:15.600 "Hey, what do you think?" My favorite
00:14:17.760 example of this is a guy named Patrick
00:14:19.519 Bet David. He’s actually my coach and
00:14:21.519 I’ve watched him sit in a room on his
00:14:23.839 podcast and be surrounded by people that
00:14:26.720 he completely disagrees with at his core
00:14:28.959 from a valley’s point of view, but still
00:14:30.480 has enough foresight to sit back and go,
00:14:32.959 I’m just curious. What do you think
00:14:34.320 about this? And then he gets all their
00:14:36.160 opinions and then using that he can take
00:14:38.160 it and he can kind of shape his answer.
00:14:40.480 Instead of going there first, he uses
00:14:42.639 their feedback to shape it to get them
00:14:45.040 on board with his strategy. It’s
00:14:46.560 brilliant to watch. That’s what true
00:14:48.240 leaders do. When my client changed his
00:14:50.160 approach by asking other people what
00:14:51.600 they thought, it changed his whole
00:14:53.120 autonomy in his business. Everybody
00:14:55.040 started taking action on their own
00:14:56.320 because he empowered them to think. For
00:14:58.079 example, in my life, if somebody comes
00:14:59.839 to me with a problem, I always ask them
00:15:01.279 what their 1 131 is. One is the problem
00:15:03.920 they’re trying to solve. Two is the
00:15:05.440 three options that they considered to
00:15:06.959 solve it. And the third is what’s their
00:15:08.480 one recommendation. 98% of the time I
00:15:11.279 go, "Sounds good. Do that." Questions
00:15:13.760 build thinkers, not doers. You want more
00:15:16.079 people that think and do, not just do
00:15:18.480 because you told them. What I want to
00:15:20.000 encourage you to consider is there’s
00:15:21.680 probably one of these that you went, I
00:15:24.880 probably do that. That one I want you to
00:15:27.360 write a comment below and let me know
00:15:28.800 what it is. I want you to have a little
00:15:30.480 accountability, a little bit of honesty
00:15:32.079 with yourself because I know that if you
00:15:34.240 can work on that one over the next 30
00:15:36.480 days and really make it a priority and
00:15:38.560 then you come back and you watch this
00:15:39.920 again and you work on a second one and a
00:15:41.920 third one over the next year,
00:15:44.160 implementing these 12 will change your
00:15:46.639 approach to leadership like nothing
00:15:48.320 else. But it requires a commitment and a
00:15:50.639 30-day focused effort. And remember, if
00:15:53.199 you want access to my CEO scorecard
00:15:54.959 template that I use to track all my
00:15:56.480 business metrics across my teams, click
00:15:58.399 the first link in the description below
00:15:59.839 and I’ll send it over. And if you want
00:16:01.279 to learn how to build a business that
00:16:02.639 runs itself, click the video and I’ll
00:16:04.320 see you on the other