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The Counterintuitive Secret of Leadership | Jessica Kriegel | TED - Video học tiếng Anh
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The Counterintuitive Secret of Leadership | Jessica Kriegel | TED
The Counterintuitive Secret of Leadership | Jessica Kriegel | TED
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0:03
Every time I give one of these talks,
0:05
I have a routine.
0:07
I start by showing up early, and I do the sound check.
0:10
I get the mic,
0:11
and then I go in the halls, and I walk around,
0:13
and I look at the audience
0:14
because I want to get a sense of the vibe.
0:16
And really, where my mind starts to go is: prepare.
0:21
I get backstage, I sit down,
0:23
and I start to think about all the things
0:26
that I wish were a little bit different --
0:28
the things that would be better if they were my way.
0:31
So I wish the room was a little bit cooler.
0:34
I wish the stage was a little bit bigger.
0:36
I wish that the audience didn’t look so hungover --
0:39
no, you guys look great, not you.
0:41
Sometimes, though, they look hungover,
0:43
and I get worried,
0:44
and I start focusing on all of the things that I can't control
0:47
because ultimately, I want to do a good job.
0:50
You know, I’m a keynote speaker,
0:51
and I've been hired to show up and perform and drive results.
0:56
And I'm worried that all these things
0:58
might prevent me from doing that.
1:01
For leaders, you can probably relate
1:03
because this is actually a very natural coping mechanism
1:06
to being under pressure.
1:07
You as a leader have to drive results,
1:09
[and] it is harder than it ever has been to get results right now.
1:12
You have increasing shareholder expectations
1:15
at the same time as employee expectations are increasing,
1:18
the rapid pace of change,
1:20
the workforce generally is shifting so quickly,
1:22
and yet you as a leader, you've still got to get those results.
1:26
And so leaders tend to focus on what it is that they have to do
1:30
to make it work.
1:31
And they think about what they have to manage,
1:33
every detail that they need to adjust,
1:35
the processes and the people --
1:36
what they need to do differently.
1:39
But the reality is, control is an illusion.
1:42
You can't control anything outside of yourself.
1:46
The only thing you can control is the way that you show up.
1:50
So what if instead of trying to force the world
1:53
to fit into the way that you would like it to be,
1:56
we tried something radical and unconventional.
2:00
We tried surrender.
2:03
Now surrender can feel like a touchy-feely word,
2:06
especially when we're talking about leaders driving results.
2:09
But let me demonstrate surrender right now in this talk, OK?
2:12
I am going to surrender.
2:14
I'm going to stop talking and be quiet until someone says, "now."
2:19
Now? Oh, that was fast.
2:20
Well thank you.
2:22
It was so much easier than I thought it was going to be.
2:24
And that's kind of the point of surrender.
2:26
I was thinking you guys might take 30 seconds
2:29
and make me stand here quietly,
2:30
and it's uncomfortable to surrender.
2:32
That's part of the point.
2:33
That's part of why it's so hard to surrender.
2:35
But what happened in that moment?
2:37
I stepped back and you, sir, you stepped in
2:40
and a new dynamic was created.
2:42
And we did something different.
2:44
And we co-created this moment together.
2:47
Now the problem with the control mindset
2:50
is that it doesn't drive results
2:53
because it chokes adaptability.
2:55
And adaptive cultures win, not control cultures.
2:59
I studied this with Stanford Graduate Business School a couple years ago.
3:03
We looked at 243 companies --
3:06
... their purpose and their strategy, their culture
3:09
and obviously their results.
3:10
And we wanted to know which kinds of companies won.
3:13
And the companies that outperformed all other types
3:16
were the adaptive companies.
3:18
They outperformed control companies three times
3:22
over the course of three years.
3:24
Their revenue growth was significantly higher.
3:27
So how do you create an adaptive culture?
3:29
That is the question.
3:30
Well, it's not by telling everyone that we're going to be adaptive now
3:34
and controlling the adaptability of the room, right?
3:37
The way that you create an adaptive culture
3:40
is by understanding your role
3:43
in the co-creation of it.
3:45
So to surrender is not passive.
3:47
It is not giving up.
3:49
It is a radical acceptance
3:51
of what you need to do in that moment
3:54
that you actually have control of.
3:56
Now we know that results come from actions.
4:00
People are trying to drive results
4:01
by focusing on the actions that people are taking,
4:04
which is that control mentality.
4:06
But most leaders,
4:08
they think that if they want to change those actions,
4:10
they have to implement a bunch of processes and procedures
4:13
and maybe new workflows, right?
4:15
Have a bunch of meetings, do KPIs and dashboards.
4:18
And when you take that approach, you are in that control mindset.
4:22
And what I found in 20 years of consulting
4:24
is that people don't change because you implemented new processes.
4:28
People will act in alignment with what they believe.
4:32
And so if you want to change their behavior,
4:34
you have to shift what it is that they believe.
4:37
And once again, I can't control your beliefs, right?
4:40
I can’t say, OK, you’re now going to be comfortable with risk-taking, thank you.
4:44
That doesn't happen.
4:45
But what I can do is I can create an experience
4:48
which I control,
4:49
that will shift your belief.
4:52
And that belief will have you then proactively choose to take a new action
4:57
which will drive a result.
4:59
What does it look like in action?
5:01
I will give you an example from years ago.
5:03
I was hired to be the CHRO, the head of HR for a technology company.
5:08
And I had just had this personal moment of transformation
5:11
in which I was embracing surrender in life,
5:13
and I wanted to try it at work.
5:15
And so what happened was I got this new job,
5:18
I went to my first board meeting, I felt very special being there,
5:21
and the board let us know
5:23
that we had to lay off 20 percent of the workforce,
5:26
and I was in charge.
5:28
Surrender.
5:30
So I show up and I'm trying to figure out what to do.
5:34
And let me tell you how layoffs typically go in corporate America.
5:37
The executives know that it's happening months before anyone else,
5:40
and they control the process.
5:42
They control the narrative,
5:44
they get into rooms and they meet and discuss
5:46
who are we going to lay off and how many people
5:49
and how is that going to affect the budget
5:51
and how are we going to control the narrative?
5:53
And then when are we going to announce it?
5:55
And then they drop the ax and then they deal with the fallout.
5:58
But I wanted to surrender.
5:59
And so I asked myself what surrender would look like in that moment,
6:02
not controlling everyone else,
6:04
but making a choice about the experience that I could create.
6:07
And so I showed up the next day at work,
6:10
the day after the board meeting,
6:12
and I gathered everyone together and I said,
6:14
"I've just been told that we need to lay off 20 percent of the workforce.
6:17
And I don't know who yet, and I don't know when exactly,
6:20
but we're going to be figuring that out,
6:22
and I'm going to let you know every step of the way."
6:24
That was an experience that I created in that moment
6:27
that shifted the beliefs of the people that worked on that team.
6:31
Now some of the people’s beliefs that shifted were,
6:34
"I've got to go get a job."
6:36
They started applying for jobs and then they left.
6:39
Other people, though,
6:41
were really grateful for the transparency,
6:44
and it was something that they hadn't experienced before.
6:47
And so they said, "You know what?
6:49
I want to stay here and work with someone who’s going to tell me the truth
6:52
and walk through the front door.”
6:54
You can't mismanage the truth.
6:55
And you know what happened after the next couple of months
6:58
as we watched people leave the organization?
7:00
We realized we didn't even have to do layoffs
7:02
because the company had rightsized itself.
7:05
And people who left,
7:06
they left of their own accord -- on their own terms.
7:09
And the people who stayed, they were with us.
7:12
They were ready to adapt to the business circumstances
7:15
because they knew that we had them.
7:17
Here's another example.
7:19
This was from one of our clients: Ocean Spray.
7:21
This was years ago.
7:23
They had multiple plants and one plant was in Kenosha, Wisconsin,
7:26
and it was the worst-performing plant in the entire company.
7:29
So they hired a new guy named Tim to come in.
7:32
He was the plant manager,
7:34
and his job was to turn it around.
7:36
And Tim was the surrendered leader.
7:38
So he was not interested in the command-and-control approach.
7:41
And he showed up and he was looking at --
7:43
I mean, they had the highest costs in the system,
7:45
they had high injury rates,
7:47
they had hostile union relations.
7:50
And Tim came in and he said,
7:52
"What can I do to change the situation?"
7:57
A lot of plant managers would come in and start talking
7:59
about what you guys need to do differently.
8:01
"You guys have to act right,
8:03
if we don't turn this around, we're going to have to close the plant.
8:06
We're going to implement a bunch of new processes and procedures.
8:09
We're going to have meetings and make sure that you're on track."
8:12
That's the command-and-control approach.
8:14
But Tim surrendered, and he asked himself,
8:16
"What are the beliefs that people have at this plant that need to shift?"
8:20
And the belief that he identified was largely resentment.
8:22
I mean, there was distrust between the employees and the leaders.
8:26
And he could understand why.
8:27
Because when the plant workers would show up in the morning,
8:30
they would walk past all of the empty parking spaces
8:33
that were "reserved for managers" that weren't even there yet,
8:37
because they don’t show up until 9am when the office day started.
8:42
So imagine that experience
8:44
that's being created for those plant workers.
8:46
So Tim gets everyone outside and he says,
8:50
"Come on, everyone, we have a meeting outside,"
8:52
goes in the parking lot, literally brings a chainsaw
8:55
and chainsaws down every single "reserved for manager" parking sign.
9:01
And then he looked at them and he said,
9:03
"Park wherever you want.
9:04
Let's go back to work."
9:06
That was a powerful chainsaw moment of surrender, right?
9:11
And what it did was it shifted the beliefs.
9:13
There was more work to be done, obviously,
9:15
but the belief began to shift
9:17
in which people said, "OK, this is different.
9:19
These leaders, they do not --
9:22
I can trust them," right?
9:24
"I can trust this guy.
9:25
Let me see what I can do to adapt to turn this around."
9:29
They ended up reducing injuries by 75 percent,
9:32
their costs went down,
9:33
they went from the worst, almost-shutting-down plant,
9:36
to the number-one plant in the entire Ocean Spray ecosystem --
9:39
because Tim surrendered.
9:41
He didn't show up and say, "What do you guys got to do differently?
9:44
How do I wish it was different than the way that it was?"
9:47
Now think of all the energy that you spend wishing things were different,
9:51
wishing that they were your way so that you can be more comfortable.
9:55
And there are a lot of people who don't like the word surrender
9:58
because it can feel kind of weak, right?
10:00
Especially military people.
10:01
It conjures up images of waving the white flag and giving up.
10:04
But I'm not suggesting that you give up.
10:06
I'm suggesting that you give up the illusion of control
10:10
which you never really had in the first place.
10:13
And you take all of that energy that you're spending in that,
10:16
and you point it towards mastering yourself,
10:18
the way you respond, the way you show up,
10:20
especially as a leader,
10:21
when you are responsible for creating experiences
10:24
that will shape the beliefs of those around you.
10:27
Now the Navy Seals have a saying which is “control the controllables.”
10:31
But there is a corollary,
10:33
the hidden message within that is also
10:35
"and stop trying to control the uncontrollables."
10:39
So the Navy Seals know they can't control what their brother does.
10:43
They can't control what the orders are that they've been given.
10:46
They can't control if the equipment malfunctions.
10:49
They can't control what the enemy is doing.
10:51
And when the chopper is going down in enemy territory,
10:54
they're not going down thinking, "Well, I wish it was different.
10:57
Wait, hold on, we shouldn't be here."
10:58
They are focused on
11:00
"What do I need to do to adapt in this moment
11:02
and respond and show up?"
11:03
They are experts in surrender.
11:07
So my invitation to you is to experiment with surrender,
11:10
letting go [of] the illusion of control,
11:14
and focus on the experiences that you're creating
11:17
that will shift and shape the beliefs of those around you
11:21
that you're there to influence and to support.
11:23
That will ultimately allow them
11:26
to make different choices about the actions that they want to take,
11:29
because they've got free will.
11:30
You can't control them.
11:32
I understand for leaders it's hard to understand
11:34
because you’ve been given the title of manager and director,
11:37
and so it feels like it's my job to tell everyone what to do,
11:40
but ultimately, they're only going to do it if they believe in it.
11:43
And that is how you drive results within teams of organizations.
11:48
So try surrender --
11:50
it is uncomfortable sometimes and it can feel like a risk --
11:54
but every great breakthrough came when someone was willing to take a risk.
11:59
So take a risk today.
12:00
Surrender to lead.
12:02
And once more, as I finish this talk,
12:03
I'm going to hand it over to you.
12:06
What will you do with it?
12:09
Thank you.
