Changing the Paradigm on Leadership with Retired Navy SEAL Larry Yatch

Notes: Exploring the differences in how people lead in companies vs. the military The questions to ask on leadership How people confuse leadership and management The fallacy of our we talk about leaders and managers How General Patton was a manager, not a leader “The job of a manager is not to take or evoke action” “The job of a manager is to create leaders who take and evoke action” “The only place micromanagers are necessary are on extremely disfunctional teams” As soon as you have positional authority (title), you have a responsibility to manage SEAL officers have the least experience and shouldn’t be fighting Officers and Managers have a responsibility to create the environment where their people can lead Larry has never seen companies do a good job of managing people The role of a manager is to create an environment that supports leaders to make great choices Why the US president is the “manager” of the free world Changing the paradigm around leading and managing Most people like to be in action and evoke action in others The manager’s job is to ensure their people have clarity and are empowered to do their jobs Three key actions of a manager: Clarity, create and enable, and safety net Talking about the common qualities and feelings we get from great managers The magic trick of my best manager Advice: Make sure people are great followers The job of a leader is to lead their managers The importance of reporting all information as a leader The most powerful tool of a leader is to sincerely ask for help The challenge that comes from changing behavior without communication Links: The 3 Secrets of High Performing Teams For questions, comments and guest suggestions, contact the host, Andy Storch, at [email protected]