Two speakers contrast visibility-driven leadership with admitting uncertainty. One argues leaders who say "I don't know" create lasting performance that scales better than just working harder. The other notes that in defense work, even a lug nut on a military vehicle demands uncompromising quality because lives depend on it.
Chapters
The instinctive response is to work harder, to be more visible, to touch everything, personally make ourselves indispensable. And that approach does get results. But here's what it doesn't do. It doesn't multiply. Accomplished leaders who admit, I don't know, actually create more sustainable excellence than those who pretend to have every answer. It.
Struck me that defense was the industry, that a lot of the employees had put their life on the line. It really affected people on a very personal level. There are a lot of veterans that work in the defense industry, and with good reason. There are people whose lives were saved because of the products, the services, the vehicles that, that are worked on and made here. And, and it's a, it's a mission and not just a job. I don't care if you're making, you know, a lug nut that goes on a, on a military vehicle. That lug nut better be good and it better be secure. Nobody knows everything. I've met quite a few people that thought they did, but they don't.