Great leadership comes down to only two rules | Peter Anderton | TEDxDerby
Summary
TLDR本视频通过巧克力饼干的比喻,探讨了领导力的真谛。演讲者指出,领导力并非职位或权力,而是个人内在品质的体现。他强调,真正的领导力基于两条简单而强大的原则:一是领导力不是关于你,而是关于激励他人;二是要实现改变,必须从自身做起。演讲者通过历史人物和现代理论,揭示了领导力的本质,并分享了自己在巧克力饼干工厂的失败经历,来强调理解并实践这些原则的重要性。
Takeaways
- 🍫 巧克力饼干(巧克力霍布诺布)被用作一个隐喻,来探讨领导力的深层含义。
- 📚 领导力并非关于职位,而是关于个人品质,每个人都能以某种方式成为领导者。
- 🔍 网络上关于领导力的信息量巨大,但真正有价值的领导力原则往往被复杂性所掩盖。
- 📉 很多人停止寻找领导力的本质,转而寻找快速解决方案,这反而增加了复杂性。
- 🕰 历史上的领导力观念经历了从服务到统治的转变,但真正的领导力原则是古老且持久的。
- 👥 领导力的第一条规则是:它不是关于你,而是关于你如何启发他人。
- 🌟 伟大的领导者激励人们对自己有信心,而不仅仅是对领导者有信心。
- 🔄 领导力的第二条规则是:如果你想创造变化,必须从自己做起。
- 🤔 真正的领导者会反思自己的行为和态度,而不是仅仅指责他人。
- 🌐 我们周围的环境是我们内心世界和行为的反映,领导者应该意识到这一点。
- 🔑 我们可能在寻找领导力的“银弹”,但实际上,古代智慧已经提供了我们需要的所有答案。
Q & A
巧克力饼干(巧克力霍布诺布)在视频中被用来比喻什么主题?
-巧克力饼干在视频中被用来比喻领导力,讲述者通过巧克力饼干引出领导力的两个简单而强大的规则。
视频中提到,领导力的真正含义是什么?
-视频中提到,领导力的真正含义不是关于职位,而是关于你是谁,即领导力是关于服务,而不是统治。
为什么说领导力不是关于你,而是关于人民?
-因为伟大的领导者能够激发人们对自己的信心,而不是仅仅对领导者有信心,这体现了领导力的第一规则,即领导力是关于服务人民。
视频中提到的两个领导力规则是什么?
-视频中提到的两个领导力规则是:1) 领导力不是关于你,而是关于人民;2) 如果你想要创造变化,它只能从你自己开始,即只有关于你。
视频中提到了哪些历史人物对领导力的看法?
-视频中提到了孙子、孔子、西塞罗、耶稣、尼科洛·马基雅维利、托马斯·卡莱尔和弗雷德里克·泰勒等历史人物对领导力的看法。
为什么说现代领导力理论造成了混乱?
-因为现代领导力理论过于复杂,许多人停止寻找领导力的本质,而是寻找所谓的‘银弹’,即一种新的、能够一次性解决问题的方法,这反而增加了复杂性,使领导力的真正信息被埋没。
视频中提到的‘巧克力霍布诺布工厂’的故事有什么寓意?
-‘巧克力霍布诺布工厂’的故事寓意着领导者需要认识到问题可能源于自己,而不是他人,领导者需要从自身做起,改变自己的行为和态度来影响他人。
视频中提到的‘仆人式领导’是什么?
-‘仆人式领导’是罗伯特·格林里夫在70年代提出的概念,强调领导者应该像仆人一样服务他人,而不是仅仅追求权力和控制。
如何理解视频中提到的‘真实领导力’?
-‘真实领导力’强调领导者应该真实地展现自己,了解自己的优势和弱点,并以透明的方式行事,而不是试图成为别人或模仿他人。
视频中提到的‘钥匙精灵’比喻了什么?
-‘钥匙精灵’比喻了人们在寻找领导力的‘银弹’时,往往忽视了已经存在的答案和智慧,而应该学会倾听和寻找那些已经被记录和传承下来的知识。
Outlines
🍫 巧克力饼干与领导力
本段讲述了巧克力饼干(巧克力霍布诺布)如何与领导力相关。演讲者提出三个信息点,强调领导力与个人位置无关,每个人都可以成为领导者。同时指出,真正的领导力被复杂的理论所掩盖,而领导力的本质其实非常简单,可以归结为两条基本原则。演讲者分享了自己作为工程师对领导力简单性和一致性的热情,并以自己曾经制造巧克力霍布诺布的失败经历作为案例,引出了领导力的旅程。
📚 领导力的历史演变
这段内容回顾了从古代到现代的领导力理论的演变。从孙子、孔子、西塞罗到耶稣,他们认为领导力是关于服务而非统治。然而,随着时间的推移,出现了像马基雅维利这样的思想家,他们强调领导者需要不择手段地维持权力。19世纪和20世纪的领导力理论进一步复杂化,如泰勒的科学管理法,它忽视了工人的主动性。这些理论使得领导力的基本原则被埋藏得越来越深,演讲者呼吁回归领导力的本质。
🤔 领导力的两大原则
演讲者提出了领导力的两大原则:第一,领导力不是关于你,而是关于人民;第二,如果你想创造变化,它必须从你自己开始。他强调了真正的领导者不是创造更多追随者,而是培养更多领导者。演讲者通过自己的经历,说明了不理解这些原则会导致失败。他引用了罗伯特·格林里夫的仆人式领导和其他理论,强调了领导者应该真实地表现自己,并通过自己的行为来启发他人。
🔑 寻找领导力的钥匙
最后一段中,演讲者以钥匙地精的比喻结束了他的演讲,指出我们在寻找领导力的“银子弹”时,往往忽视了早已存在的答案。他建议我们应该倾听并学习古代智慧,而不是盲目追求新的理论。演讲者强调,领导力的真正意义在于理解并实践那些已经被时间检验的原则,而不是不断寻找新的、复杂的解决方案。
Mindmap
Keywords
💡领导力
💡服务型领导
💡自我反思
💡权威
💡简化
💡传统智慧
💡责任
💡复杂性
💡授权
💡自信
Highlights
巧克力饼干可以教我们很多关于领导力的知识,领导力不关乎职位,而是关乎个人特质。
领导力的真正含义被埋藏多年,信息过载导致难以找到真正有用的领导力信息。
领导力其实非常简单,尽管不容易,但理解起来并不复杂。
领导力的爆炸性增长导致了理论的混乱,人们停止寻找领导力的本质,而开始寻找快速解决方案。
历史上的领导力观点强调服务而非统治,但现代理论往往忽视了这一点。
尼科洛·马基雅维利的观点将领导力的焦点转向了个人权力的维持。
20世纪的科学管理理论忽视了人的因素,导致了管理层与工人之间的隔阂。
领导力的特质研究未能找到决定性的特征,除了身高和智力略高于平均水平。
行为模型和名人CEO的自传未能提供有效的领导力复制途径。
真正的领导力是关于服务,而不是成为英雄或救世主。
领导力的第一规则是:领导力与你无关,而是关于你如何启发他人。
罗伯特·格林里夫的仆人式领导模型重新强调了领导力的第一规则。
真正的领导者创造更多的领导者,而不是追随者。
领导力的第二规则是:如果你想创造变化,必须从自己做起。
领导者的行为和态度是周围环境的反映,改变应从自我开始。
纳尔逊·曼德拉和古代智者都强调了自我改变的重要性。
我们今天对领导力的理解大多是对古代智慧的重新包装和分发。
领导者应该倾听并学习古代智慧,而不是盲目追求新的领导力理论。
生活中的“钥匙小精灵”比喻了我们在寻找领导力答案时的困惑和盲目。
最终信息是,我们应该倾听并学习那些已经被记录和验证的领导力原则。
Transcripts
[Music]
what i want to talk to you about today
is chocolate knobs
what can chocolate hobnobs teach us
about leadership well a lot more than
you might think i've got three messages
that will apply to each one of us today
whatever you think of chocolate hobnobs
and whether you see yourself as a leader
or not
because you don't actually have to be a
politician
or a four-star general or some sort of
chief executive to be a leader actually
every single one of us can make a
difference every single one of us is a
leader in some way or another because
leadership isn't actually about position
leadership is about who you are
but the real message of leadership has
been buried deep over the years the last
time i googled leadership i got 760
million results
in half a second
it's impossible to find what we really
want in all that information
i don't if you know but the average
person in the uk spends up to six months
of their life searching for everyday
things like keys
and mobile phones
six months and of course the more stuff
we have the harder we have to search for
the things that we're looking for
imagine searching through 760 million
things to find your case
and that's the problem that we see today
because thousands of different
leadership models and concepts have all
come together to form this complex
tapestry like some sort of remarkable
chemical formula that we assume any
university professors can understand
well i'm here to tell you today that
leadership is actually very simple
it's not easy
but it is simple
and everything you ever need to know
about leadership comes down to one of
two simple but very powerful rules
and if you grasp these rules and put
them into practice you cannot fail to
inspire others be they teams
organizations or communities
so why this explosion in leadership
theories that causes so much confusion
well i think the problem is this too
many of us have stopped searching for
the keys of leadership
and we've started looking for the silver
bullet instead
constantly on the lookout for something
new this wonderful thing that once i
understand this everything will change
and fall into place
if i can just take my shiny new silver
bullet and load it into my barrel and
fire all will be well
and yet rather than producing simplicity
it should produce more and more
complexity more and more models have
buried the true message of leadership
deeper and deeper and deeper and these
two rules are lost
somewhere underneath all the stuff
i'm going to let you into a secret
people have been practicing leadership
for a very long time
and the essence of leadership goes back
for centuries millennia even
now i'm not actually a head of state
i'm not a professor i'm not einstein i'm
an engineer with a passion for
leadership simplicity and alignment
and i've seen leadership from all sorts
of angles
i've seen great successes and i've seen
some monumental failures and because
i've learned more from my failures than
from my successes i'm going to share
with you my ultimate failure today
because i used to be the man who made
chocolate hobnobs
it was the problem child of a factory
not so far from here
and i was brought in as the young
hotshot who would be able to save the
day irrespective of what the line had
done to my two predecessors
how little we knew
now before we join my worst ever shift
we're going to go on a journey and the
journey we're going to go on is the
journey of leadership
and it's a journey through time and
space we're going to head back to the
6th century bc
and we're going to join out soon
but on our way there let's just
recognize it in under 15 minutes
we're going to go through centuries of
leadership thinking so the one thing we
can be sure of is we're going to leave a
lot out
so like tsu believed that the leader was
best when people barely knew he existed
that when his job was done his aim
fulfilled the people would say we did it
ourselves
not so far away sun tzu was writing the
art of war a book that's on the
recommended reading list for a lot of
top executives today
and he believed that the general who
advances without coveting
and who retreats without fearing
disgrace whose only thought is to
protect his country and do good service
for his sovereign is the jewel of the
kingdom
the roman consul cicero in the first
century bc absolutely understood that
the leader could only deliver results
through other people
he had to focus his attention on others
if anything was going to happen if
anything was going to change
jesus in the first century taught if
anyone would be great amongst you
let him be your servant his disciples
liken the relationship between leaders
and followers
to the relationship between a shepherd
caring for their flock all of these
agreed that leadership wasn't actually
about dominion leadership was about
service
until we come to the 16th century and
our cunning italian nicolo machiavelli
wrote his famous book the prince he
believed it was all about the leader
the leader had to maintain power at all
costs the focus was entirely upon them
they would maintain power by force or by
deceit if necessary
and in fact it needs to appear to be one
thing whilst in reality being something
else altogether
and we're still clearing up his mess
today
because whilst he taught us some great
insights in the perils of managing
change
what we also learned from machiavelli
was how to lock up rule number one of
leadership and throw away the
key then we come to the 19th century the
scott thomas carlisle believed that
leaders were born not made you either
had it or you didn't and if you had it
then you would make great things happen
if you didn't well tough
you were either a leader or a follower
you either a manager or a worker then
into the 20th century frederick taylor
comes along with scientific management
he says forget people becoming their
best just optimize the way their work is
done
the right way to do a job was defined
and workers no longer had any
responsibility for how they did their
work it was all decided for them
and whilst scientific management was
parked by the 1940s the impact of his
thinking still lingers on like a bad
smell today
with this massive gap between managers
and workers
all of this stuff unraveled
the ancient wisdom on leadership
all of it taking the principles the
fundamental principles
of rule number one of leadership turned
inside out and placed it on its head
so in that desperate attempt they find
themselves looking for the traits of
leaders the characteristics what if we
were to study the best leaders and
measure them and see what we can develop
ourselves
and then this study was put to one side
when they recognized that actually the
only statistically significant thing
that they could come up with was that
the best leaders were slightly taller
and slightly above average intelligence
and that was as good as it got
so then finally they moved to what
leaders did they said well let's look at
this behavioral model surely we can copy
the best leaders
and then become great ourselves and this
led to the birth of the celebrity chief
exec
this is where their books their
autobiographies were
written and read like leadership manuals
the whole thinking was if you need to be
brilliant you need to be like me you
need to walk like me you need to talk
like me you need to dress like me in
fact the only way you can actually be
brilliant is to have a frontal lobotomy
and that was essentially the thinking
that went forward
it led to what professor richard jolly
from the london business school called
the heathrow airport school of
leadership this is where your boss goes
on holiday and gets to the airport
realizing they've forgotten their book
so they head to the airport bookshop and
they end up in the business section
clutching the latest celebrity chief
exec autobiography and they go away and
they devour it and they come back trying
to be like them and of course it never
works
so the really enlightened employees
learn to save a lot of pain by buying
their boss a novel before they went away
on holiday
and all of this stuff just buries the
principles of leadership deeper and
deeper and deeper
and so we get to the point that rule
number one is buried and in amongst all
of the
stuff and yet rule number one is
incredibly simple
well number one is the starting point
everything that you need to know about
leadership starts from this one
principle
rule number one of leadership is that
it's not about you
or to misquote bill clinton it's about
the people stupid
everything starts here
eleanor roosevelt put it like this she
said a good leader can inspire people to
have confidence in the leader
a great leader inspires people to have
confidence in themselves
why because they get rule number one
and a leader of course is only a leader
when they've got followers so the
temptation is to create more followers
who need you for the answers that you
can actually then provide but of course
the best leaders don't create more
followers they create more leaders they
recognize that the idea of the hero
flying in to save the day solving all of
the problems answering everything just
doesn't make sense the world is too
complex for any one of us to have all of
the answers
and there i was
with our problem child
i was everywhere solving this problem
solving that problem coming up with
fabulous ideas working all hours
convinced that i could sort it all out
and terrified that i would let the side
down terrified that i'd be some sort of
failure
but i got it all wrong
because at the end of the day i didn't
understand rule number one so the whole
situation was unraveling around my ears
because right then i thought it was all
about me in my head it was my blood my
sweat
my tears and my
ego you see whenever we find ourselves
in a situation where we think everything
is dependent upon us
when we think we're the only one who
cares we're the only one who gets it
whether it's in our home whether it's in
school whether it's at work whether it's
in our community the secret is to get
back to rule number one
robert greenleaf in the 70s brought back
the key to leadership with his model of
servant leadership he brought back rule
number one loud and clear but it was
only part of the picture
the other key was still missing and that
key was rule number two
so just before we come to rule number
two we're going to check in with
authentic leadership
it's not the only leadership theory
during the rounds at the moment but it's
the one that brings us to rule number
two because authentic leadership isn't
about a great man it's not about a fixed
set of characteristics it's about
turning up at the top end of who we
really are it's less about trying to be
somebody else and it's more about trying
to be ourself
brilliantly because any one of us can be
a leader it starts with having a clear
understanding of who we are
of what we stand for of what our
strengths and weaknesses are
and then behaving in a transparent way
that draws all of these things together
john maxwell talks about five levels of
leadership he says people follow first
of all because they have to that's level
one leadership
if you're the boss they have to do as
adult
that's where in the biscuit factory
you've got a queue of people waiting at
five minutes before the end of the shift
all changed and ready to go just to
slide their card to the clock machine as
they head out the door they give you
their minimum never their best
level two is where they follow you
because of how they feel about you as an
individual
level three is where they follow you
because of what you've achieved
level four is where they follow you
because of what you have done for them
and level five is where they follow you
because of what you of who you are and
what you represent
you see each layer going deeper and
deeper
forms a deeper level of commitment and
as you move from each layer to the next
it's all about choice but not your
choice their choice
that's leadership rule number
one so the change apparently much
misquoted
be the change that you want to see in
the world brings us face-to-face with
rule number two
which is as simple and as powerful as
rule number one it's only about you
if ever you want to create change around
you it starts with who you are
and how you behave
a whole range of theories from evolios
to zeleznics takes us through to the
point that ultimately if we want to
inspire others it's about who we are
so wrenches brings us back to our
chocolate hobnob factory
because i thought everybody else needed
to change
i didn't think the problem was me i was
the only one who got it i was the only
one who understood the problem i was the
only one who cared they were the ones
who needed to change
but in reality what was going on around
me and my team and the piles of
chocolate hobnobs that we were crunching
through
they were just a reflection of me
because leadership and life is a bit
like that
things can go a bit pear-shaped from
time to time
and it's easy to find ourselves blaming
other people
and pointing the finger elsewhere but
the true leader looks themselves in the
mirror and says if i want anything to be
different
it starts with me
because the true leader recognizes
that's what's going on around them is a
reflection of who they are that's the
power of rule number two
we recognize there's no point waiting
for everybody else to get their act
together we need to start cleaning up
our own act
but if we want others to live up to our
expectations then it starts with who we
are and what we stand for and are we
standing up for what we believe
or are we just doing time
nelson mandela absolutely nailed rule
number two and he said
i couldn't change others until i changed
myself
and don't think for a minute this is
anything new
ancient wisdom had this long ago
lao tzu said mastering others is
strength
mastering yourself is true power
cicero said the enemy is within the
gates
it is with our own luxury our own folly
our own criminality that we must contend
jesus said as you want others to do
until you do so and to them
his principles have been around for a
very very long time because the rule
number two of leadership recognizes that
people around us don't come with remote
controls
they recognize that if we want to bring
about change in those around us it
starts with our behaviors it starts with
who we are
because the environment that we create
around us is simply a reflection of our
thinking and of our behavior
so it's time for us to ask the question
what environment are we creating
is it like this
or is it like this
because all of us are leaders
we all lead in one way or another we're
all creating an environment around us
so when it comes to leadership in
reality all that we're doing in today's
world
is repackaging and redistributing what
has been known for millennia
and yet too many of us are sitting on
the floor surrounded by wrapping paper
playing with the boxes
rather than focusing on the messages
that are right at the core
i'd love to say that the only mistakes i
ever made in leadership involve
chocolate hobnos but life's not quite
like that
life is a journey and sometimes we go
around in circles
and there's no such thing as the perfect
leader
but the next best thing is a leader who
really gets rule number one
and rule number two
we live in a really complex world
that is crying out for simplicity
so let's just take the lead on these two
simple rules because there isn't a
single element of leadership that
doesn't hinge on one of these two
principles
it's not about you
and it's only about you
so those are my first two messages i'm
going to close with the third
and i'm going to introduce you to my
little friend here the key goblin i
don't know if anybody else has key
goblins in their house but whenever i'm
about to head out the key goblin notices
that i'm trying to get out the door and
it takes my keys and it tucks them away
somewhere safe
you know sometimes it's hidden under a
pile of stuff sometimes it's in plain
view
and the really devious ones will hide my
mobile phone but only when it's on
silent
so there i am just picture the scene
wandering around frantically trying to
find my mobile phone until i recognize
that actually although it's on silent
it's set to vibrate
so i call the number
and i walk around
listening carefully trying to identify
and find what i think is lost
and there it is tucked in my shoe for
some unknown reason
all i had to do was listen
and that's really my final message today
we can find ourselves spinning around in
circles searching for the silver bullet
something new that will magically let
everything fall into place
and my suggestion is that maybe
everything that we need to know about
leadership
and life
was written down a long time ago
maybe it's simply time for us to start
listening
listening to what's already been said
thank you
you
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