2014 Global Leadership Summit | Notes & Reflections

Posted on August 14, 2014


[Live blogging notes. Forgive the typos, mistakes, and omissions. Corrections and addendums are welcome.]

Thursday, August 14, 2014

2014_Faculty_Bill_HybelsSession 1 – Bill Hybels: Opening Session – Hard Fought Leadership Lessons

True or false? All leadership is intensely spiritual.

Often the leaders with the highest level of vision and passion have the lowest awareness of the spirit of the team they have assembled.

As a Christian, we believe that God cares more for people than visions. Are we as passionate about the people that are building our vision, as we are about the vision?

Don’t make your people pay for your vision.

1. Use an outside firm to evaluate.

2. Own the turn around. Do not delegate the culture to the HR department. Your culture will only ever be as healthy as the senior leader wants it to be. Remember that people join organizations. They leave managers.

3. Rigorous ongoing training. Get serious about training all who manage people. (It should be illegal for some people to manage). People join organizations, they leave leaders.

4. Raise the level of candor. Every worker secretly wants to know, “How am I doing?” The kindest form of management is the truth. – Jack Welch

Move, Modify, and Motivate. What are we trying to move, what do we need to modify, and how do we motivate our people? Main point: specificity.

Everybody wins when a leader gets better.

5. Ruthless commitment to resolving relational conflict regardless of how scary it feels.

True or false? Great leadership, is by definition, relentlessly developmental.


1. High challenge roles. 2. Short term task force. 3. Real time feedback. 4. Classroom training and development.

How resourceful are the emerging leaders? “Figure it out.” No senior leader can possibly know enough to handle everything that will come their way. Learning agility is extremely important.

Find leaders with a legacy mindset. Lasting organizations cannot be built on hirelings who do not have a long-term impact mindset.

What is your legacy play? Have you given any thought to what you’ll leave behind when your “dash” (the dash between your birthdate and death date) is done?

Endurance. The grander the vision, the greater the price tag.

2014_Faculty_Carly_FiorinaSession 2 – Carly Fiorina: Defining Leadership

Human potential is the one and only true limitless resource we have in have world.

We know what crushes it (fear, beauracracy, etc.) what unlocks it? Leadership.

The highest calling of leadership is to unlock the potential of others.

Management and leadership are not the same. Management is about producing good results within constraints and conditions.  Leadership is about changing the conditions.

What do leaders do?

Define vision, strategy, and goals. Measuring is very important to achieving this.

Organization, team, structure, process. All words for how we’re going to get this done?

Metrics, and results. What gets measured is what gets done.

Culture, and behavior. What’s it like to work around here? [VIA: Culture is about what people actually believe about their organization.]

Set them free. The organization cannot achieve its potential, if the people inside the organization cannot achieve theirs.

20/20 rule. 20% are change warriors. 20% are the “Hell no, I won’t go.” 60% are the skeptics. They’re waiting to see what is going to happen. And they need to be moved, and they will be moved to one side or the other. And once that 80% is moving, then the organization can move.

True leadership requires faith. A love of God makes leadership easier. Faith gives us the gift of humility. True leadership requires the understanding that it is not about us, it is about others. True leadership is tasked with a servant’s heart. Faith gives us the gift of empathy, that I could be that other. Faith gives us the gift of optimism. Yes, you need to have confidence in yourself, but true leadership is about having a lot of faith in others.

2014_Faculty_Jeffrey_ImmeltSession 2 – Jeffrey Immelt: Positioning Your Organization for the Future

There’s never been any moment when there is any job beneath me.

Do your best without losing sight of who you want to be. And be not afraid.

It was always about the work, it was never about the career. Your peers ultimately decide where you go. If you’re more a giver than a taker, your peers sense that. It is that horizontal strength that keeps institutions together.

Hopefully you don’t cause it, but be around a crisis. We cannot tell anything about you as a leader when the sun is up, when things are good.

We don’t have the luxury of going back. The best leaders move forward.

What drives the “oneness” of the company. Leadership is a strategic imperative.

Leaders understand the tapestry (careful attention to the rules and culture), and is willing to challenge authority, and drive change.

Excuses turn everyone off. We expect people to learn from mistakes and get batter.

If you believe in talent and meritocracy, then you must believe in diversity.

Simplification. Less management – empower people, fewer meetings, less processes, etc. Marketplace – Focus externally. Start small, and start today. Test and learn. IT, networking.

I respect anybody who is willing to be a public servant. But the systems are antiquated, and we have to be willing, every 5, 10, 15 years, to blow things up and start over.

My staff may question my decisions, but they’ll never question my intentions. I want to be able to look my employees in the eye and say that no one has worked harder than us, and that we’ve been true to our intentions.

2014_Faculty_Susan_CainSession 3 – Susan Cain: Quiet: Challenging the Extrovert Ideal

Introverts and extroverts have different neuro-biologies.

There is no such things as a one-size fits all environment.

“The wind howls, but the mountain remains still.” – Confucian saying.

The challenge is that we are deeply social creatures, and we battle conformism that pressures us.

What do we do? Stop only doing group work.

Rethink what we think about networking. Forget networking. Focus on serving.

Restore quiet to our cultures. Even in church cultures when “connection with God” is often equated with loud expressiveness.

Rethink what makes a “natural leader.”

Groom an “unlikely” leader.

Find your compliment, someone who is good at the things you are not.

Find a role model.


2014_Faculty_Bryan_LorittsSession 3 – Bryan Loritts: Instigating Change Through Personal Sacrifice

The blessing of God is not to be hoarded.

Vision has to be more than those things that will perish.

Faith precedes works.

What matters is how you treat/view others. I cannot claim to have God’s heart if I do nothing

2014_Faculty_Patrick_LencioniSession 4 – Patrick Lencioni:The Most Dangerous Mistakes Leaders Make

What are the core mistakes that leaders make? These mistakes don’t just hurt the organization, they hurt people.

We all sometimes recast sins as virtues.

1. Becoming a leader for the wrong reason. We all have to ask ourselves the question, “Why do I want to be a leader anyway?” You should want to be a leader because you want to sacrifice yourself for others even if there is no personal return on that investment. The cost of leaders being leaders for themselves is the trail of tears they leave behind.

I’m kind of tired of hearing about servant leadership, because I don’t think there is any other kind.

The only real payoff for a leader is eternal.

2. Failing to embrace vulnerability. When we fail to acknowledge our humanity, our people will fail to trust us.

3. Making leadership too important. It is when our identity is wrapped up in being a leader, more than a central identity. When we ignore our primary vocations.

What do all of these have in common? PRIDE. What is the  antidote? HUMILITY. By introducing humility, Jesus also invented leadership.

If we are totally humble, we will work like dogs.

Friday, August 15, 2014

2014_Faculty_Joseph_Grenny[VIA: See my notes on Crucial Conversations here.]

Session 5 – Joseph Grenny: Mastering the Art of Crucial Conversations

Are there moments of disproportionate influence? Moments where how someone behaves has an enormous effect on every result on

Big Idea #1: The Principle of Crucial Conversations – Anytime you find yourself stuck with a chronic problem in a relationship, stop and ask: “What crucial conversation are we not holding or not holding well?”

The best way to have fewer crucial conversations is to have a meaningless life.

If you don’t talk it out, you will act it out. And your behavior will always provoke a response.

At what a remarkably young age we begin to believe a myth, that you often have to choose between telling the truth and keeping a friend. You can measure the health of a team or an organization by measuring the number of “undiscussables.” Progress begins when we start to unwind the myth.

Your job as a leader is to model, teach, coach, and measure a small number of crucial conversations that drive the health of your organization.

The Three Crucial Moments in Churches

1. Performance problems with volunteers or staff.
2. Members who are struggling in sin or disconnecting from the church.
3. Concerns with pastors.

Crucial Conversations are either a pit or a path.

The vital behavior that enables most any positive organizational outcome is CANDOR at moments of acute emotional and political risk.

1. Start with Heart
2. Learn to Look
3. Make it Safe
4. Master My Stories
5. STATE MY Path
6. Explore Others’ Path
7. Move to Action

Mutual Purpose. The Entrance Condition. Your job is to help them know that you care about their interests, cares, concerns.

Mutual Respect: The Continuance Condition. You know that I care about you.

Candor Is Never the Problem. People NEVER become defensive about what you’re saying. People become defensive because of WHY they think you’re saying. It’s not the content, it’s the intent.

2014_Faculty_Erica_FoxSession 5 – Erica Ariel Fox: Winning From Within

“Your Performance Gap,” the distance between what you do at your best, and what you actually do in real life, in practice.

You are more like an orchestra, than an instrument.

The Dreamer (Your Inner CEO): Creates Possibilities. Sets strategic vision. Senses a path forward. Gives direction.

The Thinker (Your Inner CFO): Clarifies Perspectives. Analyzes data. Manages risk. Considers consequences.

The Lover (Your Inner VP of HR): Cars about People. Feels emotions. Manages relationships. Collaborates with others.

The Warrior (Your Inner COO): Catalyzes Performance. Takes action. Reaches goals. Speaks hard truth.

2014_Faculty_Don_Flow,Kagina,de_JesusSession 6 – Don Flow, Allen Catherine Kagina, & Wilfredo De Jesús: Heart Session: A Grander Vision

How does your faith affect every aspect of your business? Through prayer, daily interactions, company culture, and the animation of our operations.

Trust that God is at work in our lives, every day.

God does not know the division between church and marketplace, church and business.

If we invite God into the public places, and in some churches, then God will take over.

Once the moral condition of your community has been revealed to you, you must move to action.

A time comes when we must take a position because it is neither safe, political, or popular, but because it is right.

2014_Faculty_Ivan_SatyavrataSession 7 – Ivan Satyavrata: The Power Paradox

Can anything good come out of Calcutta?

How do you live with the burden of the massive need all around you?

Power is simply the ability to make things happen.

There is no such thing as leadership without power. The real question is, How shall leaders manage power that comes with the role, position, charisma, etc.?

KNOWLEDGE POWER: Those of us who possess this power are obligated to share it with the world. The challenge is sharing this with others of a different worldview without doing so coercively? Knowledge power can also intoxicate us.

PEOPLE POWER: The ability to influence people. Great leaders refuse to use influence or intimacy for intimidation or control.


2014_Faculty_Tyler_PerrySession 7 – Tyler Perry: When Leadership Meets Inspiration

For creativity, I have to clear the noise; clear the clutter. Clear the naysayers, and all those voices in my head. I want to be as clear as I can so I can hear from God. Be still, and listen. Turn off the news, the TV, etc. I don’t just want to write a story that people will see, I want them to leave with a message.

How do you inspire your workers? I try to surround myself with people who are like me. I was told I was never going to make it. Sometimes I will pass over the most qualified person with a bad attitude for a person who may be less qualified but with the right attitude.

It’s not just about the laughter. It’s about using laughter as the anesthesia to get to the message.

Regarding race relations, my hope is just that each generation gets better. All the struggles are the same, but I hope that our children get better.

How do you deal with your critics? It is a matter of your own opinion, where you come from, or whether you can even understand it or not. While I could focus on a critic, I would rather focus on those who are touched and transformed by my work. “Thou preparest a table before me, in the presence of my enemies.”

I wish more celebrities could just go to church, feel the presence of the assembly, hear a word, and just be.

People may forget what you said to them, what you did to them, but they’ll remember how you made them feel.

2014_Faculty_Louie_GiglioSession 8 – Louie Giglio: Closing Session

The doorposts of the Kingdom of God are humility and honor.

The number one thing that every leader must breathe in, is that life is short.

The second thing is that God is big.

There are a lot of exceptional leaders here at the Summit. There are no saviors. Only Jesus.

Humility is not a character trait we develop. It is the byproduct of being with Jesus.

— VIA —

It’s becoming more difficult to reflect, for after almost 10 years of attending these conferences, and keeping a habit of personal leadership development, the concepts, ideas, principles, and behaviors are becoming repetitious (though there is always something new to learn). Perhaps, this is the strength of “leadership,” that there are fundamental human behaviors and attitudes that are consistent throughout tumultuous and changing times. Yet, I continually wonder if leadership principles and ideas will actually radically change, as our humanity evolves. And while the answer to that inquiry may remain unknown, it is the question itself from which I hope to never depart, as the engagement of piercing interrogatives, more than the answers, are of great value in leadership.

Regardless of those musings, there are a few things from this Summit that I appreciated — both new things and reminders — that I want to keep close at hand:

1. Do not sacrifice people for vision.

2. The kindest form of management is the truth.

3. The highest calling of leadership is to unlock human potential.

4. The 60% skeptics.

5. No job is beneath me.

6. If you believe in talent and meritocracy, then you must believe in diversity.

7. They may question my decisions, but they’ll never question my intentions.

8. It is the horizontal strength that keeps institutions together.

9. Don’t ever become a leader for the wrong reasons.

10. If you don’t talk it out, you will act it out.

11. People never get defensive because of content (what you’re saying). People become defensive because of intent (why you’re saying it.)

12. People may forget what you said to them, or what you did to them, but they’ll always remember how you made them feel.