The Diary Of A CEO with Steven Bartlett XX
[0] Did you know that the DariVosio now has its own channel exclusively on Samsung TV Plus?
[1] And I'm excited to say that we've partnered with Samsung TV to bring this to life, and the channel is available in the UK, the Netherlands, Germany and Austria.
[2] Samsung TV Plus is a free streaming service available to all owners of Samsung Smart TVs and Galaxy mobiles and tablets.
[3] And along with the Dyeravisio channel, you'll find hundreds of more channels with entertainment for everyone all for free on Samsung TV plus.
[4] So if you own a Samsung TV, tune in now and watch the Dyer of a Cio channel.
[5] right now.
[6] I wanted to know, really from you, like, what role responsibility plays in people's outcomes.
[7] Okay, that's a big one.
[8] You promised me some easy questions today.
[9] No, so responsibility is huge.
[10] It's just massive.
[11] It's one of the predeterminance of successful outcomes is our ability to take ownership and accountability.
[12] So circumstance and situation, push and pull us in different directions on a daily basis.
[13] The world is complex, it's uncertain, it's unpredictable, all of those things.
[14] The people who perform best have huge levels of response ability, an ability to respond to those circumstances and situation, no matter what they are, to drive the best outcomes or opportunities.
[15] So I always said there's a circle of concern, water cooler conversations, the stuff that's going on around us, circumstance, situation, incidents and accidents.
[16] Then there's a circle of influence.
[17] and the circle of influence is where we make choice.
[18] That's what it's about.
[19] So responsibility is all about choice for me. I absolutely guarantee you now that circumstance and situation is not a predictor of success because we know of people who are born into privilege.
[20] They're great role models.
[21] They had good access to opportunity, to wealth.
[22] They had good guidance and good support.
[23] And they ended up dying heroin addicts in prison.
[24] We know some people born with a physical disadvantage.
[25] Now, the lack of good role models, now the lack of guidance, lack of support, lack of opportunity.
[26] They grew up to be some of the most successful people who have ever walked this earth.
[27] So it proves beyond doubt that attitude is more important than intelligence or facts.
[28] And I genuinely believe that to be true in all areas of high performance, that attitude is more important than intelligence or facts.
[29] I always say give me I will over IQ, any one of my teams, and rather have I will over IQ.
[30] Because high technical expertise, I'm talking about the Western world at the moment, high technical expertise is no longer as valuable as it used to be and the reason why high technical expertise is no longer as valuable as it used to be is because we can Google things that's why so knowing a lot isn't where your success is going to come from it's not what you know which is important is how you think about what you know and how you bring it to life with your character and personality to determine the best outcomes or opportunities So, you know, I genuinely believe that the only way in which businesses or people will become successful and truly perform to their optimum is taking full accountability and ownership.
[31] We need to almost move away from circumstance and situation, which is a distraction.
[32] So more that we realize that our success is dependent upon us and not on the situation, the better.
[33] And because the world is so unpredictable, I need to simply learn to dance on a shifting carpet, not see the rug being pulled from under our feet.
[34] You know, life is a game of continual adjustment.
[35] And it doesn't matter what happens.
[36] It's how we react and respond to it to determine those best opportunities or outcomes.
[37] And I think that, you know, it's funny because initially I'm working with a lot of businesses and on culture, on team, people's strategies.
[38] And the focus on responsibility has never been higher.
[39] Mainly because we've been asked to stay apart.
[40] People are having to determine their own work schedules.
[41] People have to determine their own working week.
[42] They're going to have to take responsibility for driving the best outcomes whilst they're not surrounded by a team or working directly with a leader.
[43] So it's been a greater call for responsibility.
[44] I wonder whether, in answer to your question, and I don't know the answer to this, I wonder whether we'll see a better shift or greater shift towards more responsibility in the Western world.
[45] Because I agree with you.
[46] I think that many of us will see ourselves as a victim of circumstance.
[47] and situation and not necessarily see the beauty in the chaos because of it.
[48] You talk there about the internet as well and the power of the internet and how that's been a bit of a leveller, which is a really wonderful thing, I think.
[49] How important is it, do you think, when you think about the successful people you've worked with to be a sort of self -driven learner beyond school, do you see specifically in the of upper echelons of like business, the ones that the people that are most successful are proactive, sort of self -driven.
[50] Yes.
[51] Yeah.
[52] I think that it's true.
[53] I think that, um, I've said our only sustainable competitive advantage is to learn faster and better than your competitors.
[54] So, you know, and you think about that for a business, you think about that for a leader, you know, you think about as a sportsman.
[55] It's probably true, isn't it?
[56] You know, our only sort of sustainable, competitive advantage is just learn faster and better than anyone else.
[57] It's like the two power line line Yeah, yeah.
[58] And I think that, you know, I think that how can we learn faster and better, yeah, if we're not proactive lifelong learners?
[59] And so, you know, and I think that, you know, learning isn't necessarily about being taught.
[60] We don't necessarily need teachers.
[61] It's a strive for greater curiosity.
[62] You know, I think curiosity is worth more than creativity at the moment, but it's a strive for greater curiosity.
[63] It's a matter of being open -minded.
[64] It's a matter of being agile in our thinking, so we can deploy resource to opportunity as it becomes visible.
[65] It's about self -discovery.
[66] So it's about a variety of things which are based not necessarily upon traditional learning, but more in a way in which we can open our mind up to experimentation and feedback, and understanding ourselves differently.
[67] And I think the best leaders have this ability to reimagine, repurpose, reinvent.
[68] I don't think they're beholden to a particular or wedded to a particular mindset.
[69] But that's, for a lot of people, that's terrifying.
[70] The thought of experimentation and being agile and reinvention.
[71] I've seen that in my own business.
[72] I've seen over the years, I was, I was known as being the guy that would walk in.
[73] I think a lot of business leaders are walking in the morning and be like, we're going in a different direction.
[74] Everyone come in this room.
[75] We're going to launch this part of our business and we're going to take a, we're going to experiment.
[76] And I, I would often say to our team that experimentation is like at the heart of all of our strategy.
[77] It's like why, especially as a social media company where our platforms, social media changes every day, there's new updates pushed by Facebook and Instagram every day.
[78] So our company slogan was keeping brands at the forefront of what's possible, which meant that we had to be agile.
[79] But I'd often see people in my organization that were really against change, fearful of it.
[80] They would take, you know, they would resist it.
[81] Yeah.
[82] You know, and I, I, um, I wonder how you, if it's, I always wondered why it was.
[83] Some of them had levels of imposter syndrome, so they were, you know, they were just, just trying to get a hang of the role they were in and not do more.
[84] They, you know, they were already, you know, conscious, but I wonder what your thoughts were on that.
[85] I think, I think people don't like change because they don't know what it results in.
[86] I think that's one of the things.
[87] So, let's take, let's take, moving your desk.
[88] Yeah.
[89] Someone sat at a desk for 10 years in a particular office, and you said, Do you know what?
[90] You need to move down the corridor.
[91] I'm going to make a move.
[92] But people won't like that in the slightest.
[93] If you said to them that, you know, you need to move down the corridor.
[94] You know, we really appreciate the move.
[95] We're going to give you a million pounds at the end of the year because of it.
[96] They'll be trotting off with their potted plant in hand.
[97] I guarantee it.
[98] So I think that because people don't necessarily know what it results in, why should we invest in doing something different, which is uncomfortable because it goes against our mental tram lines, are habitual thinking.
[99] So now you're asking me to compromise my patterns and I don't know what for.
[100] I know what's going to result in.
[101] It could be good, it could be bad.
[102] So therefore I'm not sure I want to go to the trouble of investing in this change when I haven't determined to resolve of it.
[103] As human beings, we like patterns.
[104] That's good and it's bad.
[105] And it works in our favour sometimes.
[106] Sometimes it doesn't.
[107] So we like patterns and so we like consistency.
[108] And we compartmentalise.
[109] and I'm going to viewpoint on the world.
[110] And in fact, if you look at the office is a good example.
[111] The office is a great example of keeping people in patterns.
[112] You've got your phone on your desk here, you've got your computer there, coming at a certain time, working a certain way, take your lunch at a certain time.
[113] So we're conditioned to work in a way which is reflective of the consistency which takes out variance in business.
[114] So you think that management has been around for about 100 years.
[115] And the reason why management's been around for about 100 years is to reduce variance.
[116] because then you can get then you can scale so businesses got bigger a lot bigger a hundred years ago because of the ability to keep people habitual so so because we become conditioned to do this and everything around us keeps us in in a pattern that we quite like being in as soon as you start to move outside of that there's a level of discomfort so I guess leaders can allow people to make change at an embrace change I guess there's a few points one it's always best if it's co -authored and co -created.
[117] So let's involve people in what that change looks like.
[118] It's always best if we look at our organizations or teams as a community instead of as a team or an organization.
[119] At the moment, communities are outperforming bureaucracies and hierarchies when it comes to maximise the human talent.
[120] So let's try and form a community.
[121] Let's co -author and co -create.
[122] And then let's have a look at peer recognition, peer coaching, peer challenge.
[123] it doesn't need to be a top -down thing done to people.
[124] It can be something which can happen from the inside out.
[125] You know, it's meaningful when something is endorsed by others that, you know, you feel an affinity with.
[126] Did you know that the Dariovacio now has its own channel exclusively on Samsung TV Plus?
[127] And I'm excited to say that we've partnered with Samsung TV to bring this to life, and the channel is available in the UK, the Netherlands, Germany and Austria.
[128] Samsung TV Plus is a free streaming service available to all owners of Samsung Smart TVs and Galaxy mobiles and tablets.
[129] And along with the Diary of a CO channel, you'll find hundreds of more channels with entertainment for everyone all for free on Samsung TV Plus.
[130] So if you own a Samsung TV, tune in now and watch the Diary of a CEO channel right now.