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In this excerpt, the speaker discusses a leadership approach that shifts high‑performing employees away from seeking external validation. He argues that praising achievements (e.g., “great job”) creates a dependency on manager approval, which can undermine sustained performance. Instead, he trains teams to internalize success as their own responsibility—citing Michael Jordan as an example of a self‑motivated figure who was the motivation itself. By removing emotional reliance on praise, leaders give power back to employees, ensuring they remain driven even when managers are absent or feedback is inconsistent.
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