Guttman

Hey, how you doing? Hey, listen, I was just reading a book, Great Business Teams by Howard Gutman. A very interesting book. It's got some great insights. But here's just a little bit of a summary or synopsis from me from one particular point. Gutman deals with a whole bunch of different things in the book, like characteristics of business team, high-performing team leaders, how they behave, and some of those sorts of things. Just one thing that I thought might really interest you is part of what he talks about is great business teams and how they're led by high-performance leaders. Now, what these high-performance leaders do, he talks about, is they create what he calls a burning platform. In other words, high-performance leaders energize those around them for fundamental change. Now, They are, and some of those characteristics are, they are visionaries and architects. They not only have an ability to see, but they've got an ability to build. They know that they can't do it alone. And you know, that's really important for business leaders, that you know and understand that you can't do everything alone, that you have to build team. Team is absolutely a priority for business leaders and business people. A key business leader, they have to build authentic relationships. You have to be able to build relationships that transcend gender, race, and even position. A really good business leader, I found, has an ability to be able to build alongside with their peers, an ability to be able to build upwards to any board or oversight or the guy in the corner office or the gal in the corner office, but also to be able to reach down and build relationships and pull people up. They also model behaviours that they can expect in their team. As a business leader, you have to understand that you are a coach and you are an example. You're trying to draw the best out of other people, but you have to continually be able to give them an example of what's acceptable and what's not. And finally, one of the things that Gutmann highlights is that you redefine the fundamentals of leadership. Now, you have to understand as a business leader that you are the model of what leadership is going to be in your company for the next generation. It is not necessarily what you inherited as a business leader, But it's what you desire in your team and the teams that are developing your teams in the future generations. Always understand that culture, and we deal with this a lot with NEXT Foundation helping organizations, is culture either arises by default or by design. And if you do it by default, what you get is basically what you deserve and not what you desire. Enjoy the book. I thoroughly have. Thank you, John.