How to Lead with Empathy featuring the CEOs of Boxed, Dallas Mavericks, and barre3 | NPR

Transcript

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Summary

This panel discussion on leadership features Che Huang, the founder and CEO of Boxed, Sin Marshall, the CEO of the Dallas Mavericks, and Sadie Lincoln, the founder of Barre3. They discuss their experiences and insights on leadership, including moments that shaped their understanding of leadership, the transition from worker to leader, the importance of vulnerability and authenticity, the challenges of micromanaging, creating a culture of trust, and the difficulty of letting go of underperforming team members.

Questions & Answers

Q: Can you share a moment early in your career when you started forming your understanding of leadership?

Sin recalls a moment early in her career when she had to listen to and empathize with her team, which led to successful results. She learned the importance of listening, learning, and loving her team, and still applies those principles in her leadership today.

Q: How did you begin to understand what it means to be a leader?

Che shares a moment when he was a first-year lawyer and his lead partner showed empathy by bringing food and drinks for the team after an all-nighter. This small act made a big impression on Che and taught him the value of empathy as a leader.

Q: How do you define leadership and what has helped you become a leader?

Sadie believes leadership is a practice rather than a destination. She emphasizes the importance of self-awareness and surrounding herself with people who complement her strengths and fill her gaps. Building a collaborative and ownership-driven culture has been key to her leadership journey.

Q: How did you transition from being a worker to being a leader?

Sin shares her experience of starting as a hands-on worker in her company, but realizing that as the company grew, she needed to focus on leading instead of physically doing the work. An investor helped her understand the importance of stepping back to focus on strategies and leadership rather than day-to-day tasks.

Q: How did you move from being a follower to understanding leadership?

Che recalls a moment when his lead partner showed empathy towards the team and realized the impact such a small act had on him. This experience shifted his understanding of leadership and made him recognize the power of showing empathy as a leader.

Q: How did you become a leader in your own organization?

Sadie explains that she attracted people who shared her vision and values, and she created a culture of collaboration and ownership. She believes in learning from her team and empowering them to contribute their ideas, which has contributed to the success of her organization.

Q: How did you transition from being hands-on in your company to managing others?

Sin admits that it was difficult for her to let go of physically doing the work even after the company grew. An investor made her realize that she needed to focus on tasks that only she could do as a leader, such as setting strategies and working on marketing, while leaving the physical work to the team members.

Q: How did you let go of micromanaging and start trusting your team?

Che acknowledges the instinct to micromanage as a founder and leader, but he learned that micromanaging is counterproductive and hinders employee growth. He advises shifting focus to trust and providing a foundation of trust through open communication and constructive feedback.

Q: How do you create a culture where everyone's voice is heard and respected?

Sin emphasizes the importance of trust and creating an environment where everyone feels comfortable to speak up. She initiates one-on-one conversations, small circles, and organization-wide meetings to encourage open dialogue and shows appreciation for those who challenge and bring different perspectives.

Q: How do you create a safe space for vulnerability and authenticity in a work environment?

Sadie talks about the power of holding regular leadership circles where vulnerability is encouraged. By sharing her own fears and concerns and creating a culture of collaboration and trust, she creates an environment where people can bring their true selves and contribute authentically.

Q: How do you handle situations where you need to let someone go?

Che admits that it is a difficult task but recognizes the importance of recognizing when someone is not the right fit for the organization. It is crucial to have open and honest conversations and not keep someone too long in a role that is not suitable for them. It is essential to prioritize what is best for the company as well as the individual's growth and well-being.

Takeaways

Leadership is about listening, learning, and loving your team. It is important to understand and empathize with others, and build a culture of collaboration and trust. Transitioning from being a worker to a leader requires letting go of control and focusing on higher-level tasks. Vulnerability and authenticity are key to creating a safe and inclusive work environment. Micromanaging hinders employee growth and should be replaced with trust and open communication. Providing open channels for feedback and encouraging dialogue ensures that everyone's voice is heard and respected. Letting go of underperforming team members is difficult but necessary, and it is important to prioritize the best interests of both the company and the individual.