Too often, when you are close to people in power, you're trying to make them happy; you're trying to tell them what they want to hear. But I find that really good leaders don't want that. They want the truth. And you do them a service, and yourself a service, by just being honest and straightforward.
Interpretation
Good leaders value honesty over flattery and seek the truth from their close associates.
This quote emphasizes the importance of honesty in leadership. Daniel H. Pink suggests that rather than trying to appease those in power by telling them what they want to hear, it is more beneficial for both the leader and the individual to be truthful and straightforward. Good leaders appreciate candor, as it aids in better decision-making and fosters genuine relationships.
In practice
During a corporate meeting, I shared this quote to remind my colleagues of the value of transparency with our management.
While complying can be an effective strategy for physical survival, it's a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those in control. Yet in our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you through the day, but only the latter will get you through the night.
Succeeding makes us feel good. But beating someone else makes us feel really good. Comparing ourselves to others and coming out on top creates a sense of entitlement. And when we feel entitled, we cheat more because, of course, the rules don't apply to awesome people like us.
When we make progress and get better at something, it is inherently motivating. In order for people to make progress, they have to get feedback and information on how they're doing.
We have this myth that extroverts are better salespeople. As a result, extroverts are more likely to enter sales; extroverts are more likely to get promoted in sales jobs. But if you look at the correlation between extroversion and actual sales performance - that is, how many times the cash register actually rings - the correlation's almost zero.
Too many people hold a very narrow view of what motivates us. They believe that the only way to get us moving is with the jab of a stick or the promise of a carrot. But if you look at over 50 years of research on motivation, or simply scrutinize your own behavior, it's pretty clear human beings are more complicated than that.
Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
Courage gives a leader the ability to stand straight and not sway, no matter which way the wind blows.
Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.
One of the key qualities a leader must possess is the ability to detach from the chaos, mayhem, and emotions in a situation and make good, clear decisions based on what is actually happening.
We must acknowledge that there are factions in our movements... We should not be telling lies to each other; we should tell the truth to each other with the view that there will be unity.
The priesthood is not really so much a gift as it is a commission to serve, a privilege to lift, and an opportunity to bless the lives of others.
Hold on to your own ideal. . . . Above all, never attempt to guide or rule others, or, as the Yankees say, "boss" others. Be the servant of all.
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