** What it takes to be a great leader?**
What it takes to be a great leader
- Why is the leadership gap widening?
o Characteristic of leader
o Preparation of people to growth their potential
- What are successful leaders doing?
o Outlook of the situation
o Prepare for their action
o Knowing the result/purpose or the benefit from their action
- Where are you looking to anticipate change?
o Make preparation for any situation need to face or decrease risk
by some action
o Look around not look down to the situation
o Adapting and learning from the change as the experience
- What is the diversity measure of your network?
o Keep their network as diversity as possible to cross learning from
o Differ functional network to co-op and achievement the goal
o People think different than yours
- Are you courageous enough to abandon to the past?
o Take the action out of comfortable zone
o Ready and face the challenge of the life
**Trial, error and the God complex **
Trial, error and the God complex
- The God complex: overwhelm the tings is right in the solution no
matter how the complex situation it is
- In the experiment or even the life experiment, trial and error test
is very important.
- Causing emotion: awkward in error
- Uncertainty and fallibility being challenged
**Trial leadership **
- Tribe: society gets built (natural occurring group)
- People form tribe and there are different
- tribes can only hear one stage above and below where they are
- will your tribe change the world?
- stage one: life sucks
o functional trick
o culture of prison and gang
o as people see, that is how they behave
- stage two: my life sucks
o culture makes people dumb (your belief)
- stage three: close to home to most of the people to stay ‘I’m great’
o individual value is so different between each other
o the individual gel into the group as the larger or larger group
with the same position
- stage four: develop into the group ‘we are great’ (political
o group/tribe effect immerge the value
- stage five: ‘life is great’ (change the world)
• connect who strange to each other
神经学家 David Eagleman
**Listen, learn … then lead **
Listen, learn … then lead
- build trust in what the leader said with the specific behaivour
- build interaction between leader and follower
- leadership by humiliation
- get the trust within the team — build confident to build the faith
- shared purpose and shared consciousness to build shared scene
- promise as the powerful vow to create relation
- leader is willing to learn
Dame 雪丽 的诡异生活
Dame Stephanie Shirley是三个切磋在逆境中坚强意志首要性的专家。她在那一个TED分享了他令人困惑的生存。她并不是用一种鸡汤式的意在言外去演说，而是一种鼓舞人心却又不失科学视觉的办法告知大家如何去击溃人生的每一道阻力，去驾驭为何她有说话甚至改用了Steve这么些名字。
** Inspiring a life of immersion **
Inspiring a life of immersion
- what is the cost of trying/not trying?
- Social justice: provide the chance to support the life by getting
into them to be the member within that group to get the same
consensus and work with them together
- Stand out the position as the leader to contribute the work
**How to start a movement? **
How to start a movement?
- Following behaviour: need to be public; first followers transform
all performance to the leader
Why we have too few women leaders?
Why we have too few women leaders?
- Keeping women in the workforce: Sit at the table; Make your partner
a real partner; don’t leave before you leave
- Women systematically underestimate their ability than men
- women believe that they need to get reliability but not work
**The difference between winning and succeeding **
- learn more others rather than bit someone down always – ‘never try
to be better than someone else’
- never be late: neat and clean for the mind and work, and even the
- negative emotional effect (mostly) when event doesn’t be controlled
under the time (like late for opening and closing)