Insights from the book "Leadership Wisdom from the Monk who sold his Ferrari" by Robin Sharma.
Learning from the session :
Ritual 2 - Manage by Mind, Lead by Heart
“It is not because things are difficult that we do not dare; it is because we do not dare that they are difficult.”
3. CHANGES
• Peter wanted to avoid the Performance Gap so he started practicing
• Shared the wisdom with his management team
• Wanted to become a Liberator
• Gave all employees a $1000 annual budget for self-improvement
e.g. educational audiotapes, motivational books
• Started taking risks – reading, exploring office – “The farther you go out on
a limb, the easier it is to fall; But then again, out on the limb is where all the
fruit is.”
5. “When you enrich the relationship,
you enhance the leadership”
• Visionary leaders are not people who squeeze as much profit out of a
company in a short time period.
• Visionary leaders understand that by taking time to allow their people to
develop the fullness of their potential and put strong systems in place, upon
which the company can build, massive profits are guaranteed.
6. • A world-class organization is a high-
trust organization
• Trust is one of the ageless elements
of peak-performing companies
• Without trust, there is no
commitment
• Without commitment, there is no
company
7.
8. 1. PROMISE KEEPING
• Every time you avoid doing right, you fuel the habit of doing wrong
• This breed consistency – know what to expect from each other, therefore
rely on each other, which breeds trust
• Peter doesn’t keep promises
• “Every promise you break chips off your character”
• Erode trust by not returning phone calls or miss meetings
9. 2. AGGRESSIVE LISTENING
• Visionary leaders capture the hearts of their people by deeply listening to
them.
• Visionary leaders become excellent listeners, and thereby become superb
communicators
• Show empathy, identify with them, invest yourself in them
• The person who feels understood is the person who listens when it’s your
turn to speak
10. 2. AGGRESSIVE LISTENING contd…
• Get excited about listening – be passionate about understanding your people
• Cultivate the skill of asking superb, open-ended questions and then really
listen to their responses.
• Never Forget – the person asking the questions is actually leading the
conversation
• Briefly summarize or paraphrase their responses
• Take notes
• Shows them that you are serious about taking them seriously
11. 3. Be Consistently Compassionate
• Visionary Leaders show kindness and think of ways to show that their
concern is sincere
• Visionary leaders blend humanity with courage
• Dictatorial Leadership has 2 outcomes:
• People are afraid
• People start to rebel
• Visionary leaders are strong when circumstances call for it – it takes great
courage to maintain fidelity to one’s vision & do what’s right
12. 3. Be Consistently Compassionate contd…
• People want leaders who value and cherish them as people, with vision of a
compelling cause to meaningfully work towards. Above all, they seek a leader
who is kind.
• Minor Acts of Caring: small actions have big consequences (The Butterfly
Effect)
13. 3. Truth Telling
• Best leaders are open and honest – they are fanatically honest, and earn trust
• To truly win people’s support and deep commitment to your future vision,
you must communicate as much key information as possible – the more they
know about what you are doing, the more they’ll invest in where you are
going.
• When you keep open lines of communication, your employees will value you
as a leader – and will not want to let you down.
• People who were fully informed would understand the rationale of decisions
and have confidence in them.
14. 3. Truth Telling contd…
• Being open and truthful avoids little issues and skirmishes before they
escalate into full-blown wars.
16. “I’ve had dreams and I’ve had nightmares. I’ve overcome my
nightmares because of my dreams.”
- Jonas Salk
“The fish is often the last to notice the water in which it
swims.”
- QUOTES -
17. “Stop listening with the intent to respond. Instead, listen with
the intent to understand.”
- QUOTES -
“It is not because things are difficult that we do not dare; it is
because we do not dare that they are difficult.”
- Seneca
Editor's Notes
Ritual 1: Link Paycheck to Purpose
- Leader should make the company mission/goals aligned with employees’ purpose
- Develop & enrich their employees, and then automatically the business missions/goals will be met
Peter went back and did Leadership audit: wrote down weaknesses and strategy to overcome it
Short man bought stool to help him during production
Every Friday, for 2 hours they discuss the latest books
Ritual of Human Relations and Communication Competency
Long-term benefits more important that short-term profits
Short term leaders are like sprinters running a marathon
Married for 43 years and they are still wonderfully in love
Cornerstones of effective human relations which will help perform Ritual 2 on a daily basis
Leaders who follow this can inspire his people to achieve extraordinary things
Tells people to come talk to him but avoids them at all costs; neglect to give promised responsibilities
Couple keeps promises – meets each other on time, goes cycling as promised
It is a human hunger to be understood - Listening is a mark of respect
Greatest Gift: listening is the highest compliment
Awareness precedes change: an unknown weakness can never be transformed into a strength
E.g. at a cocktail party, you talk to someone and you know everything about them except their name;
Humans can listen at a higher rate than someone can talk, therefore, attention wanders
One leader at a high-performing company got input from his employees: employee morale increased, free advice
Showing courtesy, consideration and respect.
Peter thinks leaders should be tough because otherwise his employees think they are soft
Butterfly in Singapore causes a hurricane in North Carolina (Chaos Theory)
Butterfly in Singapore causes a hurricane in North Carolina (Chaos Theory)
Quickly and accurately inform them of things that will affect them shows that they are important
Example of executive who was unfairly let go despite performing well and rumors started
Leader told them that she was hired for 3 months to improve the performance, and division performed well therefore she was not needed
Showed employees that the division was performing well.