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What to expect when you're in charge

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    Peter Bregman on the emotional adventure of leadership

  • Duration 5:38
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-- joining us to talk about.

Leadership -- general for the most part right it's not it's hard to be a leader of any stories and you advised many of these multinational CEOs and if I think politicians.

I don't advise politicians that's but I yeah exactly exactly but you know we're all living in the same.

Nestle little bit right and that and the fear of what's gonna come next and trying to predicted and -- to know what's happening.

And and I mean it's just like we were just talking about with politicians that the -- the business people.

-- we make our best effort to move forward in a state of uncertainty and an environment where we just don't know exactly what's gonna happen.

They both say business leaders should address -- -- -- like new buzz -- the -- everything we're going to be answer and through the election and this that.

You know I'm -- -- -- -- the word answer and rightly doesn't erase that feeling yet you know what we are certainly not now.

Absolutely.

I -- I believe absolutely that you know the this leadership is the art of acting.

In the context.

Of uncertainty.

And when leaders stand up and say this is exactly what's gonna happen and we totally understand we know it.

You actually begin to lose credibility because for sure they're going to be mistaken in some things.

And you what you also do is that you block engagement so for example I'm leaving and I know everything and then there's no place for you to jump in and contribute.

But if I say look I'm making a couple of best guess is this is where I think we're going.

What do you guys think how can you help.

How can you engage with me in the process of sort of navigating this uncertainty seat on you don't need all you want someone with they sort of -- some ability answers and they love to knock them down when their answers are wrong.

And and I also think that like -- -- -- got right I mean I don't wanna be in the in the position of being knocked down at that point.

But I also think it's like that's the emotional adventure of leadership which is to say that there's times when you feel certain and there's -- -- you feel uncertain.

Confidence that we like they're different arrogance it's a great great question and I think there's a tremendous difference between -- -- the company to -- takes.

A tremendous amount of confidence.

To exist in that uncertainty and to act and uncertainty you have to sort of be willing to make mistakes to make best guesses and to move forward so.

Up -- against is I know all the answers.

And so I'm not gonna listen to or look at the facts around me.

And and oftentimes if I'm wrong I'm going to be crushed because I'm not gonna see it coming and I'm -- can have an answer for an arrogance.

Keeps me moving in a direction that even though it's wrong I'm gonna stick to because I'm insecure.

Arrogance actually is a derivative of insecurity.

-- confidence.

Is incredible security you have to be incredibly confident to act when you don't know.

Should -- liter pretend to gain control and they don't feel.

I don't think so so my belief is.

If I see someone effort we.

We live in a world in which everything's really transparent.

And so we sort of know right you sort of know well somebody pretend that he is 109 ways of getting.

Information online -- -- you really can't and also -- don't -- -- -- you -- to a kid and they know immediately.

And we're actually not that different you know you to look at there's no chocolate in the -- You know what they're gonna check and the gonna see the talk -- the recovered.

Now I don't feel comfortable talking banning these big CEOs that have been under fire you -- JPMorgan's Jamie Dimon -- now you have out at Barclays Bob Diamond.

Right right you have -- Kinda comments on their leadership levels to this point you know it.

At what I've found in working very very close -- -- leaders is that the public face and the private face are often very very different is that Canada and you know it's just reality it's it's reality and it's.

-- -- -- it's hard for me to comment in some ways on people that I don't actually know because when I know them I see a much deeper much more complex story than what we see in the outlook.

Diamond I feel like heat heat seems like -- cool guy that you -- grab a beer with and he's gonna tell you this story.

Just as it is he's straight shooter right that's the impression I can't write him right seems to exemplify to meet the qualities that you talk about in the and I liked so well -- right.

Right well I think -- who -- right but I think.

Think people even in a mess who come off as authentic and you come off authentic when you are authentic right diet and were able to both project and be.

Themselves.

And not pretend to know things not to pretend to be in control when they're not in control right just act in a way that's authentically themselves.

That those people instill confidence and make you want to be on their side.

-- and it seems like this environment not many people want you know there's a lot right that's absolutely right a lot of people are scared and a and it's -- really hard emotion.

To feel scared you know I had a personal experience -- just this morning.

A very small thing and it's but my children.

But I sat down and I meditate in the morning and -- meditated for ten minutes and I noticed in myself a lot of anxiety we just came back from vacation.

The kids are going to camp for the first day.

And I immediately realized that if I don't notice that in -- self.

I'm gonna projected and push it on to my kids and I'm gonna make them even more anxious than they are.

So knowing yourself and being able to know what's going on so knowing your own anxiety your leader -- you feel anxiety.

Recognize it admit it.

Be clear about it so that you don't end up putting it on other people and running around and yelling and screaming in and projecting things and you don't actually -- know to be true.

Peter -- Foxbusiness.com.

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