Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others

Summary

The speaker emphasizes the importance of trust and inspiration in leadership, contrasting it with traditional command and control methods. He advocates for a leadership style that nurtures potential, viewing people as more than mere means to an end. Using the metaphor of a gardener, he suggests creating conditions for growth rather than trying to fix people. The talk highlights the need for a high-trust culture to innovate and stay relevant in a changing world, urging leaders to model trust, inspire others, and connect with purpose to unleash greatness.

Takeaways

• 🌟 The speaker emphasizes the importance of trust and inspiration in leadership, particularly for Evergreen companies and leaders.
• 🌱 A metaphor of Death Valley is used to illustrate the potential for growth and greatness that may be lying dormant in people, and the leader's role in creating conditions for that growth.
• 🔧 The traditional command and control style of leadership is contrasted with the trust and inspire approach, which focuses on leading people rather than managing them.
• 🌐 The script highlights how the changing world, including technology disruption and evolving work dynamics, necessitates a new style of leadership that builds high trust and inspires collaboration.
• 🌱 The concept of 'gardeners' versus 'mechanics' is introduced to describe the leader's role in nurturing growth versus fixing problems.
• 🌟 The speaker introduces the idea of 'trust and inspire' leadership as a response to the shortcomings of the old command and control paradigm.
• 📈 The script discusses the five generations in the workforce and the need for a leadership style that can engage and lead them effectively.
• 💡 Five fundamental beliefs of a trust and inspire leader are presented, which form the paradigm for viewing people and leadership.
• 🔑 Three stewardships or responsibilities of leaders in the trust and inspire model are outlined: modeling, trusting, and inspiring.
• 🏔 The story of Eric Weihenmayer, the first blind person to climb Mount Everest, is used as an example of trust and inspire leadership in action.

Q & A

What is the main message of the speaker in the transcript?

The main message is about the importance of trust and inspiration in leadership, particularly for Evergreen companies and leaders. The speaker emphasizes that the traditional command and control style of leadership is outdated and that a trust and inspire approach is more relevant in the current changing world.

What is the metaphor used by the speaker to describe the potential for growth in people?

The speaker uses Death Valley, California, as a metaphor to describe the potential for growth in people. Just as Death Valley bloomed with wildflowers after an unusual rainfall, people have the potential for growth and greatness that may be lying dormant and can be unleashed with the right conditions.

How does the speaker differentiate between the roles of a leader and a gardener?

The speaker differentiates the roles by stating that a leader, like a gardener, creates conditions for growth and flourishing, rather than trying to fix people as a mechanic would. The focus is on nurturing and inspiring people to reach their potential rather than controlling or managing them.

What are the five fundamental beliefs of a trust and inspire leader as mentioned in the transcript?

The five fundamental beliefs are: 1) People have greatness inside of them. 2) People are whole people, meaning they bring their body, heart, mind, and spirit to work. 3) There is enough for everyone (abundance mentality). 4) Leadership is stewardship, which is about responsibility, not rights. 5) Enduring influence is created from the inside out.

What is the difference between command and control leadership and trust and inspire leadership according to the speaker?

Command and control leadership focuses on managing people and things with a mechanistic view, external motivation, and a focus on results through people as a means to an end. Trust and inspire leadership, on the other hand, manages things but leads people, operates with a growth mindset, and aims to get results in a way that grows people, viewing people as an end in themselves.

What are the three stewardships or jobs that leaders have when moving from command and control to trust and inspire?

The three stewardships are: 1) Modeling - being a model of the behavior and values you want to see. 2) Trusting - extending trust to others and being willing to give trust. 3) Inspiring - connecting with people and connecting to purpose to inspire them.

How does the speaker define 'inspiration' in the context of leadership?

The speaker defines 'inspiration' as an internal, intrinsic motivation that comes from within people. It is about lighting the fire within individuals, which can sustain them for a long time without the need for constant external stimuli. Inspiration is contrasted with external, extrinsic motivation like rewards.

What is the significance of the Wegman's Food Markets example in the transcript?

The Wegman's Food Markets example is significant because it demonstrates a company that has successfully implemented a trust and inspire culture, leading to high rankings in both employee satisfaction and reputation with customers. It shows that prioritizing trust and inspiration in leadership can lead to success both internally and in the marketplace.

What is the speaker's advice for becoming better at trust and inspire leadership?

The speaker advises picking one of the five fundamental beliefs or one of the three stewardships to focus on improving. By concentrating on enhancing one aspect at a time, leaders can incrementally become better at trust and inspire leadership.

How does the story of Eric Weihenmayer, the blind man who climbed Everest, relate to trust and inspire leadership?

Eric Weihenmayer's story exemplifies trust and inspire leadership by showing how a team put aside their own goals to support him, demonstrating service above self-interest. This collective effort not only helped Eric achieve his goal but also allowed the entire team to reach the summit, illustrating the power of inspiration and trust in leadership.

Outlines

00:00

🌟 Trust and Inspire Leadership

The speaker begins by expressing honor in being with a group of leaders and companies, focusing on the theme of 'Trust and Inspire' as a leadership style. He introduces the concept based on his new book, emphasizing its relevance to current times and Evergreen companies. The speaker suggests that traditional leadership styles have not kept pace with the changing world and proposes a new style of leadership that fosters a high-trust culture. He uses the metaphor of Death Valley to illustrate the potential for growth and greatness that lies dormant in people, likening leaders to gardeners who create conditions for growth rather than mechanics who fix problems.

05:03

🛠 Transition from Command and Control to Trust and Inspire

The speaker contrasts the traditional 'command and control' leadership style with the 'Trust and Inspire' approach. In the former, people are seen as means to an end, while in the latter, they are seen as ends in themselves. The speaker advocates for a leadership mindset that views people as whole individuals with body, heart, mind, and spirit, and emphasizes the importance of inspiring rather than merely motivating. He outlines the shift from a mechanistic view to that of a gardener, from a fixed mindset to a growth mindset, and from external motivation to internal inspiration. The speaker also discusses the evolution of leadership paradigms from authoritarian to enlightened command and control, and finally to the trust and inspire model, which is based on partnership and inspiration.

10:03

🌱 Fundamental Beliefs of Trust and Inspire Leaders

The speaker outlines five fundamental beliefs that form the paradigm of a 'Trust and Inspire' leader: 1) People have greatness inside them, 2) People are whole beings with body, heart, mind, and spirit, 3) There is enough for everyone (abundance mentality), 4) Leadership is stewardship focused on responsibility, and 5) Enduring influence comes from the inside out. He encourages leaders to embody these beliefs to inspire and elevate their teams. The speaker also introduces a tool, a deck of cards, that can help leaders delve deeper into these concepts and improve their leadership skills.

15:05

🚀 Stewardships of Trust and Inspire Leadership

The speaker discusses the three stewardships or responsibilities of leaders in the 'Trust and Inspire' model: modeling, trusting, and inspiring. He explains that leaders must first model the behavior they wish to see, then lead by extending trust to their team members, and finally, inspire by connecting with people and linking to a higher purpose. The speaker emphasizes that inspiring others is a learnable skill and not just the domain of charismatic individuals. He also highlights the importance of caring, belonging, and contributing to a purpose as key elements in inspiring teams to achieve more than just satisfaction or engagement.

20:06

🏔 Trust and Inspire in Action: Climbing Mount Everest

The speaker concludes with a powerful example of 'Trust and Inspire' leadership in action, the story of Eric Weihenmayer, a blind man who climbed Mount Everest. The narrative illustrates how a team put aside personal goals to support Eric's dream, demonstrating the power of service above self-interest. This act of trust and inspiration not only helped Eric achieve his goal but also enabled the entire team to reach the summit, underscoring the transformative impact of 'Trust and Inspire' leadership on individual and collective success.

Keywords

💡Trust and Inspire

Trust and Inspire is the central leadership style discussed in the video, which emphasizes building trust and inspiring others to unleash their potential. It contrasts with traditional command-and-control leadership. The video suggests that in a changing world, this style is essential for fostering collaboration, innovation, and high-performance teams. The speaker uses the metaphor of a gardener to illustrate how leaders should create conditions for growth, rather than trying to fix people like mechanics.

💡Evergreen Companies

Evergreen Companies are organizations that are built to last, focusing on long-term success and sustainable growth. The video suggests that the Trust and Inspire leadership style is particularly relevant for such companies, as they aim to create a lasting impact and a culture that can adapt to changing environments. The speaker believes that Evergreen leaders embody the Trust and Inspire style, which is crucial for their enduring success.

💡Command and Control

Command and Control is a traditional leadership approach where leaders direct and control their teams with a focus on efficiency and compliance. The video argues that this style is outdated and insufficient for the modern, fast-paced, and collaborative work environment. It is presented as the opposite of the Trust and Inspire style, which values people's autonomy and potential for growth.

💡Gardener Metaphor

The Gardener Metaphor is used to describe the Trust and Inspire leadership style, where leaders are likened to gardeners who nurture and create conditions for growth rather than trying to fix people. This metaphor is used to illustrate the idea that leaders should focus on fostering an environment where team members can flourish, much like a gardener tends to the soil and plants to help them grow.

💡Death Valley Metaphor

Death Valley is used as a metaphor in the video to illustrate the potential for growth that may lie dormant but can flourish under the right conditions. The speaker recounts how a rare rainfall led to a burst of wildflowers in Death Valley, which is typically barren. This story serves as an analogy for the potential within people and organizations that can be unlocked with the right leadership approach.

💡Leadership Paradigm

Leadership Paradigm refers to the underlying beliefs and worldview that guide a leader's approach and actions. In the video, the speaker discusses shifting from an old paradigm of command and control to a new paradigm of Trust and Inspire. This shift involves viewing people as resources to be developed rather than as problems to be fixed, and it is central to the Trust and Inspire leadership style.

💡Modeling

Modeling is one of the stewardships or leadership responsibilities discussed in the video, emphasizing the importance of leaders setting an example through their behavior, character, and values. The speaker suggests that leaders must 'go first' and demonstrate the qualities they wish to see in their teams, which is essential for building trust and inspiring others.

💡Trusting

Trusting is another stewardship highlighted in the video, which involves leaders extending trust to their team members. The speaker points out that trust is a two-way street; while leaders need to be trustworthy, they also need to be willing to trust others. This act of trust is crucial for creating a high-trust culture and fostering collaboration and innovation.

💡Inspiring

Inspiring is the final stewardship discussed, which is about connecting with people and igniting their passion and purpose. The video argues that inspiration is a more powerful motivator than traditional external rewards or fear-based motivation. Leaders who inspire create a deeper sense of engagement and fulfillment, leading to higher productivity and well-being among team members.

💡Five Fundamental Beliefs

The Five Fundamental Beliefs are core principles that form the paradigm of a Trust and Inspire leader. These beliefs include viewing people as having inherent greatness, recognizing people as whole beings with body, heart, mind, and spirit, adopting an abundance mentality, seeing leadership as stewardship, and understanding enduring influence comes from within. The video suggests that internalizing these beliefs is essential for leaders to effectively practice the Trust and Inspire style.

Highlights

The speaker emphasizes the importance of trust and inspiration in leadership, particularly for Evergreen companies.

The concept of 'trust and inspire' leadership is introduced as a contrast to traditional 'command and control' methods.

A metaphor of Death Valley is used to illustrate the potential for growth that lies dormant in people, similar to the valley's dormant seeds.

Leaders are compared to gardeners who create conditions for growth, rather than mechanics who fix problems.

The rapid changes in technology, work dynamics, and workforce demographics necessitate a new style of leadership.

The traditional command and control leadership is critiqued for not fostering the high trust and inspiration needed in today's world.

The speaker outlines the five fundamental beliefs of a 'trust and inspire' leader, forming a new paradigm for leadership.

People are seen as whole beings with body, heart, mind, and spirit, requiring more than just economic motivation.

Leadership is viewed as stewardship, with a focus on service above self-interest.

The importance of modeling the behavior and values desired in others is discussed as a key leadership responsibility.

Trust is not just about being trustworthy but also about being willing to extend trust to others.

Inspiring others is presented as a learnable skill and a new competitive advantage for leaders.

The speaker invites participants to choose one of the five beliefs or three stewardships to work on improving their leadership.

The story of Eric Weihenmayer, the first blind person to climb Mount Everest, is used as an example of trust and inspire leadership in action.

The talk concludes with a call to action for leaders to embrace the 'trust and inspire' model to lead not only in organizations but also in communities and homes.

Transcripts

[Music]

and good morning everyone I'm absolutely

honored to be here with such a

extraordinary group of companies and of

leaders and my message is on trust and

Inspire how truly great leaders unleash

greatness in others as as Dave mentioned

this is based upon this new book my

follow on to the speed of trust is just

out I'm really excited about it because

I think it's relevant for our time and

if I could um connect this to what we do

here at Tugboat Institute and you as

Evergreen companies I believe that trust

and Inspire is the style of

leadership that is relevant for

Evergreen companies and Evergreen

leaders I think this is trying to

describe and give a framework and a

language and a process for the kind of

leadership that you exhibit so today is

all about getting better at this kind of

leadership in our world and the basic

premise is that things have changed all

around us I'm going to give you a

metaphor this is Death Valley California

is considered the hottest place on Earth

has the world's highest recorded

temperature

134° it not only is hot at Death Valley

it's dry the average rainfall in a year

is 1 in there was a 40-month period in

which only half an inch of rain fell so

it's hot it's dry as a result nothing

grows there it's probably why they call

it Death

Valley interestingly in the winter of

2005 for some unexplained reason six

Ines of rain fell in just a very brief

brief period sure enough a short time

later here's what Death Valley looked

like wild flowers popped up and carpeted

the entire

Valley it turns out it wasn't dead after

all it was just dormant as the late

great sir Kenneth Robinson said maybe we

shouldn't call it Death Valley but

instead dormant Valley it's not quite as

catchy but it's a lot more

accurate now if you think about it

people are a lot like this the potential

for growth for greatness is there it may

be lying

dormant it may be may not be seen but

it's there our job as

Leaders is more like a gardener than it

is a mechanic we're gardeners creating

conditions for the seeds to flourish for

the people people to grow versus

mechanics trying to fix people as

Leaders we are gardeners I'll come back

to this metaphor as we move along but

the basic premise is that the world has

changed all around us and

yet the traditional style of leadership

has not or at least it's not kept pace

with this changing world now I think

what you're doing here at Tugboat is a

new way of leading that I'm going to try

to name and describe now the interesting

thing about this is that you look at the

change that's hit us it's everywhere we

know this um technology disruption the

pace have changed the amount have

changed but also how work is done it's

more collaborative more team-based

interdependent the nature of the

workplace has changed where suddenly you

can work from home work from everywhere

anywhere remote work hybrid work the

nature of the workforce has changed we

have as many as five generations at work

with completely different expectations

of how they want to be engaged and led

especially the younger

Generations Millennials gen Z but also

people have choices and options today

they didn't have before so all these

changes put a great puts a great premium

on the need for each of us to really

build a high trust culture that

inspires so we can attract the best

people and bring out the best in people

but also so that we can collaborate and

innovate to stay relevant in is changing

world the old way of leading the

traditional way of leading won't achieve

those outcomes I call the old way of

leading command and

control and we become better at it as a

more enlightened command and

control but it's not going to create the

high trust culture that inspires and

it's not going to create the

collaboration Innovation that's needed

to stay relevant we need a new way to

lead in a new world I believe this new

way is trust and Inspire so what is

trust and Inspire let me describe it in

contrast to command and control so in

command and control the idea is that you

manage people and things with trust and

Inspire I manage things but I lead

people see we need good management of

things of systems of structures of

processes of the business of the numbers

we manage things but we lead people what

I've learned is this is that people

don't want to be

managed people do want to be led they

want to be trusted they want to be

inspired so it's not either or it's and

manage things lead people trust Inspire

or excuse me command and control the

idea is I get results through people

that sounds good but push it to the

extreme people are just a means to an

end in trust and Inspire I get results

in a way that grows people people are

not just a means they are an end in and

of themselves people first one of your

seven PS command and control I'm a

machinist it's a mechanistic view of the

world I'm fixing things and people trust

Inspire I'm a gardener I'm creating

conditions for the people to grow and to

flourish command and control I have a

fixed mindset towards others so I try to

contain and control them trust Inspire I

operate with a growth mindset towards

everyone so I'm trying to release and

unleash the capability the potential the

talent that's inside of them command and

control I operate in the premise of

motivation it's external extrinsic

outside of us so it's heavy car and

Stick

Motivation nothing wrong with it per se

do rewards work sure they motivate

people to want to get more

rewards but trust and Inspire are Opera

in the premise of

inspiration it's internal it's intrinsic

it's inside of people I'm trying to

light the fire within that fire once lit

can burn on for months if not years

without the need for a constant new

external stimuli to inspire comes from

the Latin term inspir Ferrari it means

to breathe life

into you breathe life into relationships

into teams into cultures whereas command

and control tends to suck the life out

of now look at the progress that we've

made through the years we started with

the kind of the authoritarian command

and control that Scientific Management

Frederick winsell Taylor that was useful

became efficient but we then said we got

to focus more on people so we added to

it strengths and emotional intelligence

and and Mission and a lot of positive

things including trustworthiness but we

didn't shift the Paradigm so it became

for most just in the enlightened form of

command and control a better version of

it far

better but we need to really cross the

chasm take that leap into trust and

Inspire different in kind not just in

degree see authoritarian command of

control operates in the premise of fear

what I can do to you enlightened command

of control operates in the F premise of

fairness and transactional exchange what

I can do for you but trust and Inspire

operates in the premise of inspiration a

partnership what I can do with

you now this is the leap we need to make

I believe the people in this room have

made this leap it's about getting better

at this now and be having this become

the dominant culture and the way that

our entire organization leads so how do

we get good at this well first look for

models of it there's a lot of models

right here we've heard some this morning

here's another model of this this is

Colleen Wegman I just was with her two

months ago CEO of Wegman's Food Markets

operates in the Northeast grocery store

11 billion in Revenue she's a trust and

Inspire leader in every way they build a

trust and Inspire culture they are on

the top 100 best companies to work for

they're in the top five they've been on

this list every year since this came out

25 years ago but but interestingly

they're also on the top five of the

reputation quotient index companies

which is really trust with the

marketplace the first being trust with

the with your own people see she is

winning in the workplace with her own

people and she is winning in the

marketplace with customers and partners

the reputation of the brand I believe

the sequence matters I believe the

reason she wins in the marketplace with

customers is because she first wins in

the workplace with her own people she's

a model of this that's the idea so

friends let me talk about how we

increasingly become trust and Inspire

how we become better at this it starts

with our Paradigm the way that we view

people the way that we view leadership

and I'm going to give you five

fundamental beliefs of a trust Inspire

leader that collectively form the

Paradigm for how I view people how I

view leadership let me describe these

quickly be thinking about it because I'm

going to have you pick one to work on

from these five to get even better at

first I believe that people have

greatness inside of them I see the

potential of the greatness even if it's

dormant so my job as a leader is to

unleash their potential not control them

treat people according to their

potential not just their

behavior second belief I believe that

people are whole people meaning body

heart mind spirit and they bring their

whole self to work

so if I buy that belief my job as a

leader is to inspire not merely motivate

now if people were only economic beings

just a body then paying them would be

enough but they're more than a body they

have a heart so they want to connect and

to care and to love they have a mind

they want to grow and develop they have

a spirit they want to contribute and

matter and have purpose so inspiring can

go so much farther than merely

motivating now how do I view leadership

well I believe that there is enough for

everyone that's an abundance

mentality so my job as a leader is to

elevate caring above competing yes let's

compete in the marketplace but let us

care and collaborate in the

workplace I believe that there is that

leadership is stewardship it's about

responsibility not

rights so if I buy that belief my job as

a leader is to put service above

self-interest my personal man for this

is always seek to bless not to

impress and finally I believe that

enduring influence is Created from the

inside out not outside in so my job as a

leader is to go first someone needs to

go first leaders go first now look at

these five fundamental beliefs together

this is a paradigm of how to view people

how to view leadership is more complete

and accurate and friends I've given you

it was in your epic bag of goodies and

gifts that you got from tug tugbo last

night a deck of cards that you can use

that will give you these fom beliefs and

other tools you can go deeper with these

ideas if it appeals to

you but take a look at this would you

pick one of these that you would like to

work on and get better at as you walk

out of our session today by picking one

you don't ignore the other four but what

if we could get better at just one now

let me move from the beliefs the

Paradigm into the stewardships these are

stewardships or jobs with the trust

responsibilities that we have as Leaders

as we move from command and control to

trust Inspire there's three of them

they're simple they're just not

easy we model we trust and we Inspire

modeling trusting inspiring modeling is

who we are trusting is how we lead

inspiring is connecting to why it

matters so take modeling this is what

starts first this is our first

stewardship this is our credibility our

character our competence our influence

it's who we are and the main point here

is you model you go

first um mat Madeline talked about this

go first model be a model of the

behavior you would like to see be a

model of your values leader go first

someone does you're the leader you go

first you model second trusting this is

how we

lead consider this you could have two

trustworthy people working together and

yet no trust between them even though

they're both

trustworthy if neither person is willing

to extend trust to the other to give it

so if we want a high trust team a high

trust culture if if trust is the outcome

that we want yes we have to be

trustworthy we earn that by

demonstrating our character and our

competence but as Leaders we also need

to be

trusten and we give that and as I work

all over the world I find the bigger

gaps in creating High trust teams and

cultures especially with senior teams is

not that people aren't trustworthy it's

that we're not trustworthy trusting

enough we're not giving that trust

enough we need to do both it's a smart

trust but we got to be not only trust

but trusting

finally inspiring this is connecting to

why I think you do this so well and the

premise here is that look this is where

leadership is going towards inspiration

inspiring others is the new competitive

Advantage here's a study from Bane it

shows this that if you that inspiration

this is my words inspiration is the new

engagement the next Frontier the study

shows that employees who are inspired

are 125% more productive than than

merely satisfied employees now we might

expect that cuz satisfaction is not a

high bar but look at this and they're

even 56% more productive than fully

engaged

employees there is something even Beyond

engagement it's inspiration it's where

leadership is going not only are they

more productive they are happier and

they Thrive it increases their

well-being so this is vital this is a

new Advantage but also here's the idea

inspire iring others is a learnable

skill everyone can Inspire too often

we've conflated inspiration with

Charisma thinking to inspire I got to be

charismatic and that's just not me no

you don't have to be they're different

inspiring others as a learnable skill

everyone can Inspire so if that's true

how do we Inspire well you think about

it you inspire when you model that first

stewardship will inspire your people you

inspire when you trust them trusting

inspires others and you will inspire

when you connect with people and then

connect to purpose again you know this

well connecting with people it is all

about caring and belonging the caring

Dave called it

love the the genuine care the empathy

The Compassion demonstrating that you

care a sense of belonging gives you a

sense of an identity that inspires

um I love how Maya Angelo put it she

said I've learned that people forget

what you said people will forget what

you did but people will never forget how

you made them feel and they feel caring

and belonging and then you inspire by

connecting to purpose and no one does

that better than you as Evergreen

companies this is your first PE and you

can create an embed purpose meaning and

contribution into almost any role into

almost any organization and you know how

to do this let's run with this friends

three stewardships I invite you would

you pick one of

these to work on to get better at as we

walk out of our session this morning

that doesn't mean you ignore the other

two but start by getting better at just

one of these we'll become increasingly a

better trust Inspire leader let me give

you a final example of trust Inspire in

action so this is a trust Inspire person

leader team culture this is Eric wein

Meer some of you may know of him he

describes himself this way he says I'm

the blind guy who climbed Everest Watch

his story it is trust and Inspire in

[Music]

action

[Music]

Mount Everest the tallest point on

Earth for a sighted person climbing

Mount Everest is one of the greatest

physical challenges on the face of the

Earth ever since I went blind it's been

a dream in the back of my mind to climb

the world's tallest

peak I knew that only 10% of the people

who try Everest make it to the top and

for every six people who Summit I've

heard one

dies as a blind person I knew I could

never get to the summit of Everest alone

and what would get me to the top wasn't

necessarily technology what would get me

to the summit with the people that I

surrounded myself with after that I I

forced myself to sit

in front of my tent and envision myself

and my team on the top to actually

believe myself

forward there's a 12,000 ft drop on this

side a 9,000 ft drop on the other side

at that point I don't think it really

matters which side you fall off of

sometimes you have to rise the occasion

right now you got to be good and execute

right now every step of the

[Music]

way the to

[Applause]

I can't believe

[Music]

it you did it man we're on top of the

world we are on top of the world I don't

think I'm very different from anyone

else I think everyone has a yearning for

greatness inside them that ability to

reach out into uncertainty in a in a

sense I guess to climb

[Music]

blind here's how the filmmaker Michael

Brown described that Ascent he said what

I find to be really intriguing about

that Milestone is that everybody on the

team put aside their own self-serving

need to get to the top to get behind

Eric's Summit most of the time in

Everest is every man or woman for

himself saying I want to be on top

they're more disc concerned about well

am I going to reach my goals our team

had a loftier purpose to get behind Eric

and make sure he was able to safely get

to the top and back down as a result of

that

everybody on the team was able to get to

the top it was the greatest descent in

history putting service above

self-interest and in the process

self-interest was served my friends we

need this kind of leadership in our

world today we yes we need it in

organizations in our teams but we need

it in our communities in our

neighborhoods in our homes this is a

better way to lead I'm looking

at the kind of leaders trust Inspire

leaders in this room and beyond that can

provide this kind of leadership not only

to inspire those within our teams and

organizations but also to inspire in our

neighborhoods in our communities and

ultimately in the world thank you so

much my friends what an honor to be with

you today thank you very very

[Applause]

much