Freedom to decide is an illusion, even at the highest levels.

So long as it takes working with other people to get the outcome you want, the need to influence is like a shadow against the setting sun—it only grows and grows until it becomes the entire job.

Even if you’re good at being right, if you can’t tell people why they ought to agree with you, you’re asking for blind faith. Great managers know how to weave a compelling story that spreads because it’s easy to retell.

great managers know that good ideas reside in clients, sales people, team members, advisors, or even other companies.

future trust and greater collective learning comes from reflecting on the past bets that didn’t work

1. Advisor mindset: Influence their frameworks / principles for decision making
2. Solver mindset: Prove to them the positive impact of making a particular decision

Some people more naturally lean towards solving, and others towards advising, but you need to use the right mindset for the right context! Otherwise you won't be as impactful.

Managers: aim for 80%+ advisor mindset with your reports. You want them to feel empowered to make decisions, not remove decisions from their hands.

Managers: aim for 80%+ advisor mindset with your reports. You want them to feel empowered to make decisions, not remove decisions from their hands.

Reports: aim for 80%+ solver's mindset with your manager. You want to reduce decision burden for them.