Bill George

Aligning Strengths with Motivations

George suggests that aligning your greatest strengths with your most powerful motivations creates a state of optimal performance, often referred to as functioning 'in the flow.' He explains, 'Aligning your greatest strengths with your most powerful motivations is like flying with a tailwind.' This alignment, or 'sweet spot,' enables leaders to excel naturally. Reflecting on past experiences to identify when one felt most motivated and effective can help in finding this sweet spot.

The hardest person you will ever have to lead is yourself.

Your True North is the moral compass that guides your actions, derived from your most deeply held beliefs, your values, and the principles you lead by.

Authentic leaders are true to themselves and their beliefs. They engender trust and develop genuine connections, which enables them to motivate people to achieve high levels of performance.

As servant leaders, they are more concerned about helping others succeed than about their own success or recognition.

To have an effective organization, information must flow freely— up, down, and sideways. Authentic leaders share the complete picture with colleagues. They don't expect perfection; they insist on openness.

By developing these three qualities—telling the whole truth, being fully transparent, and building trust with all your stakeholders—you gain credibility as an authentic leader.

Purpose‐driven leaders COACH their teammates to achieve their full potential by Caring, Organizing, Aligning, Challenging, and Helping.

Phase I is Preparing for Leadership, where leaders develop through education and studying, as well as extracurricular experiences and early work as individual contributors.

Phase II is Peak Leadership, which begins as individuals take on more responsibility for leading others and culminates in their peak leadership experience.

Leadership is not a destination—it is a long journey with many stops along the way.

Ultimately, the only thing that matters is what we do for others.

Life is like a game of cards: no one controls their hand, but everyone controls how they play their cards.

Courage is not the absence of fear. It is acting despite fear, stepping through that fear.

None of us controls the circumstances in our lives, but we control how we show up and how hard we try.

People who lose their way do not start off as bad people, yet somewhere along the way they get pulled off course. Little by little, they get caught up in their own success and are emboldened to push the limits even further.

Leaders who focus on external gratification instead of inner satisfaction have trouble staying grounded. They reject the honest critic who holds up a mirror and speaks the truth.

It is lonely at the top. For leaders, talking with their subordinates or their boards about their biggest problems and deepest fears is risky.

Although it's relatively easy to rebound from a business failure, it's considerably harder to recover from a significant character failure.

Self-awareness is the foundation of authenticity.

The key to culture change is empowerment that brings out the best in everyone.

Self-awareness is the key to everything because all positive changes begin with an honest appraisal of who we are, where we are, and why we are here.

If your life's purpose is to accumulate possessions, fame, or power over others, you may discover these rewards are unsatisfying and chasing them will pull you away from your True North.

When you are operating in your sweet spot —in a role where you add distinctive value and are highly motivated, you'll develop your skills faster because your work fascinates you.

Authentic leaders build close relationships with people who will counsel them in times of uncertainty, support them in times of difficulty, and celebrate success with them.

Having a strong personal life has made the difference. The world can shape you if you let it. To have a sense of yourself as you live, you must make conscious choices.

The servant leader is servant first. One wants to serve first; then one aspires to lead. This is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions.” - Robert Greenleaf

When leaders make the transition from I to We, they move from thinking that leadership is about them and their personal needs to seeing themselves as serving others by bringing out the best in them.

Work must be guided by the pursuit of a noble purpose with people at its center.

The heart of business is pursuing a noble purpose by putting people at the center and creating an environment where you can unleash human magic.

Your title makes you a manager; your people make you a leader. - Bill Campbell

The most important thing in leadership is truly caring. The best leaders care about people they lead, and people know when caring is genuine. - Dean Smith

If we want to change this elusive culture, it requires changing behaviors because that defines the culture. - Mary Barra

Your True North compass points you toward your North Star, your leadership purpose. Your North Star will guide your purposeful leadership to an organization where you can align with your organization's mission.

The capacity to develop close and enduring relationships through care with empathy and candor is essential to building trust. If you do not deeply understand people and care about them, you cannot help them unlock their full potential.

Servant leadership is an important driver of the culture we want to create. Satisfied employees create satisfied customers. In the service business, customers understand very quickly whether you legitimately care about serving them.

Nothing is more destructive to a team than having someone play outside their sweet spot. Such a situation hurts the individual's confidence, slows the team down, and ultimately prevents the organization from fulfilling its purpose.

The coaching leader's most challenging task is to align employees with the company's mission and vision and inspire them to take on bold goals to make the mission real.

If people just work for a paycheck, they won't go the extra mile, but if they believe in a purpose that transcends profit, they will give all they have.

The heart of leadership is the leader's relationship with followers. People will entrust their hopes and dreams to another person only if they think the leader is a reliable vessel.

You do your best work when you show up as your authentic self and you feel you're in a safe environment." - Beth Ford

To create a sustainable impact, people must feel fully included, valued, and appreciated. We must be very clear about our destination—our True North—and get everyone aligned. We must create a fully inclusive environment where everyone can perform their best." - Herschel Herndon

Any company that's not truly focused on diversity with measurable outcomes is committing corporate suicide. It's not a question of if they will die— but when." - Mellody Hobson

To sustain success, as leaders we not only need diverse voices at the decision‐making table, but we must also build cultures of inclusion and belonging for everyone.

To create an inclusive culture, leaders must foster cultures built around a sense of belonging, where everyone feels accepted for who they are, regardless of their gender, race, religion, national origin, or sexual identity.

The key to inclusive organizations is ensuring everyone is accepted for who they are, not what they are.

As leaders, the question for us becomes: How should we lead through these unexpected events?

In leading through crisis, think of yourself as captain of the ship. Because of all the uncertainty, you need to have a clear vision of where you are going.

Doing well and doing good are not mutually exclusive." - Marc Benioff, CEO, Salesforce

Leadership is how leaders touch hearts, not just minds, how they enlist others in a shared and significant endeavor, and create the conditions where everyone can contribute their fullest talent and realize their deepest humanity." - Dov Seidman

You can't have a healthy bank if your community is falling apart." - Richard Davis

Profits are important, but so is society. If our quest for greater profits leaves our world worse off, we teach our children the power of greed. It's time for a new capitalism—fair, equal, and sustainable capitalism that works for everyone where businesses give back and have positive impact." - Marc Benioff

Imagining the most likely scenario for your derailment is not only a potent antidote to narcissism, but conducting an honest premortem on yourself is also a powerful remedy for each of the five hazards in this chapter.

Real authentic leadership is defined by how we handle these moments in our lives.

Your role as a leader is to organize individuals into a cohesive team where all members operate in the sweet spot that plays to their strengths, compensates for their weaknesses, and motivates them to peak performance.

If you're aiming to be like somebody else, you're being a copycat because you think that's what people want you to do. You'll never be a star with that kind of thinking.

People are willing to work extremely hard, but they will do so only for leaders they trust and organizations whose purpose they believe in.

Understanding Your Life Story

Bill George emphasizes the importance of understanding one's life story to become an authentic leader. He states, 'Your development as an authentic leader begins by analyzing your life story and your formative experiences.' By reflecting on significant moments and challenges, leaders can derive a sense of purpose and direction. This self-awareness helps leaders connect with others and lead more effectively. For example, George discusses 'crucibles,' intense experiences that test individuals to their limits, shaping their character and leadership abilities.

Transitioning from 'I' to 'We' Leadership

Transforming from an 'I' leader, who focuses on personal achievements, to a 'We' leader, who prioritizes the collective success of the team, is crucial for authentic leadership. George illustrates this through examples from Harvard Business School, where students learn the importance of group projects and collective results. 'If you want to be a leader, you've got to flip that switch and understand that it's about serving the folks on your team,' says Jaime Irick from GE.

Building Trust Through Vulnerability

Trust is often built through informal, intimate interactions where people can let their guard down and be themselves. George states, 'Casual moments, social dinners, coffee breaks, heart-to-heart chats, and fun activities set the scene for exchanges where you can let your guard down and be yourself.' These interactions foster deeper connections and understanding among team members, leading to greater empathy and engagement.

Inclusive Leadership

Inclusive leadership is essential for fostering a culture of diversity, equity, and inclusion within organizations. George emphasizes that true inclusion involves recognizing individuals for who they are rather than what they are. 'To sustain success, as leaders we not only need diverse voices at the decision-making table, but we must also build cultures of inclusion and belonging for everyone.' Inclusive leaders create environments where diverse voices are heard and valued.

Leading Through Crises with VUCA 2.0

Navigating a crisis requires specific leadership qualities encapsulated in VUCA 2.0: Vision, Understanding, Courage, and Adaptability. George underscores that many leaders are unprepared for crises because they are trained for stability. Effective leaders must have a clear vision, deep understanding, exhibit courage, and adapt tactics while remaining steadfast in their objectives. 'To navigate through them, you need to have a deep understanding of how things work—the knowledge that comes from years of experience.'

Moral Leadership

Moral leaders follow their True North, making a difference in the lives of the people they serve. This involves being authentic, pausing before acting for self-reflection, and striving to serve all stakeholders, not just shareholders. 'Making capitalism work for everyone is a vital task for today's moral leaders.' George encourages leaders to speak out on issues directly related to their and their organization's purpose and values, contributing to the greater good.

Cultivate Self-Awareness

Engage in regular introspection and seek feedback from trusted colleagues to develop a deeper understanding of your strengths and weaknesses. Use this self-knowledge to guide your personal and professional growth.

Identify and Utilize Strengths

Regularly assess your team members to understand their individual strengths and weaknesses. Position them in roles where they can excel and stay motivated, ensuring they are operating within their 'sweet spot.'

Foster Psychological Safety

Create a work environment where team members feel safe to express ideas without fear of ridicule or retaliation. This cultivates a culture of belonging and inclusion, enhancing innovation and employee satisfaction.

Embrace Crisis as Opportunity

Use crises as opportunities for transformative change. Analyze what went wrong, identify weaknesses, and reshape strategies to better align with your organization’s strengths and goals.

Form a True North Group

Create or join a small, trusted group of peers to share your leadership journey's highs and lows. Prioritize openness and existing relationships to enhance support and reflection.

Without a moral compass, you will swim in chaos.

Self-awareness is a necessary first step toward self-acceptance.

Practicing your values in a consistent way brings meaning to your work and life, and enables you to be congruent and authentic.

Creating sustainable value starts with the alignment of all stakeholders around a shared mission and values in service to a corporation's customers and all those who have a stake in its success.

To sustain success, as leaders we not only need diverse voices at the decision-making table, but we must also build cultures of inclusion and belonging for everyone.

Nothing will put your leadership to the test like a crisis...Leaders should look for opportunities to take on challenges. In other words, embrace the turnarounds and welcome the mishaps.

A fulfilling life is about serving something or someone greater than ourselves—a worthy cause, an organization important to you, your family, or a friend in need. In my experience, that's the best way to know your life matters.

In making transformative strategic moves that anticipate societal changes, leaders need to stay on course, warding off or adapting to intervening events with tenacity and the courage of their convictions.

Crisis is the real test for every leader. All leaders inevitably face crises during their time at the helm. To navigate through a crisis, you need to be unwavering in your vision with deep understanding of how things work, summon the courage to lead your team through the storm, and be flexible and adaptable in your tactics.

The challenge is to understand ourselves well enough to discover where we can use our leadership to serve others

The hardest person you will ever have to lead is yourself.

Your True North is the moral compass that guides your actions, derived from your most deeply held beliefs, your values, and the principles you lead by.

Authentic leaders are true to themselves and their beliefs. They engender trust and develop genuine connections, which enables them to motivate people to achieve high levels of performance.

As servant leaders, they are more concerned about helping others succeed than about their own success or recognition.

To have an effective organization, information must flow freely— up, down, and sideways. Authentic leaders share the complete picture with colleagues. They don't expect perfection; they insist on openness.

By developing these three qualities—telling the whole truth, being fully transparent, and building trust with all your stakeholders—you gain credibility as an authentic leader.

Purpose‐driven leaders COACH their teammates to achieve their full potential by Caring, Organizing, Aligning, Challenging, and Helping.

Phase I is Preparing for Leadership, where leaders develop through education and studying, as well as extracurricular experiences and early work as individual contributors.

Phase II is Peak Leadership, which begins as individuals take on more responsibility for leading others and culminates in their peak leadership experience.

Leadership is not a destination—it is a long journey with many stops along the way.

Ultimately, the only thing that matters is what we do for others.

Life is like a game of cards: no one controls their hand, but everyone controls how they play their cards.

Courage is not the absence of fear. It is acting despite fear, stepping through that fear.

None of us controls the circumstances in our lives, but we control how we show up and how hard we try.

People who lose their way do not start off as bad people, yet somewhere along the way they get pulled off course. Little by little, they get caught up in their own success and are emboldened to push the limits even further.

Leaders who focus on external gratification instead of inner satisfaction have trouble staying grounded. They reject the honest critic who holds up a mirror and speaks the truth.

It is lonely at the top. For leaders, talking with their subordinates or their boards about their biggest problems and deepest fears is risky.

Although it's relatively easy to rebound from a business failure, it's considerably harder to recover from a significant character failure.

Self-awareness is the foundation of authenticity.

The key to culture change is empowerment that brings out the best in everyone.

Self-awareness is the key to everything because all positive changes begin with an honest appraisal of who we are, where we are, and why we are here.

If your life's purpose is to accumulate possessions, fame, or power over others, you may discover these rewards are unsatisfying and chasing them will pull you away from your True North.

When you are operating in your sweet spot —in a role where you add distinctive value and are highly motivated, you'll develop your skills faster because your work fascinates you.

Authentic leaders build close relationships with people who will counsel them in times of uncertainty, support them in times of difficulty, and celebrate success with them.

Having a strong personal life has made the difference. The world can shape you if you let it. To have a sense of yourself as you live, you must make conscious choices.

The servant leader is servant first. One wants to serve first; then one aspires to lead. This is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions.” - Robert Greenleaf

When leaders make the transition from I to We, they move from thinking that leadership is about them and their personal needs to seeing themselves as serving others by bringing out the best in them.

Work must be guided by the pursuit of a noble purpose with people at its center.

The heart of business is pursuing a noble purpose by putting people at the center and creating an environment where you can unleash human magic.

Your title makes you a manager; your people make you a leader. - Bill Campbell

The most important thing in leadership is truly caring. The best leaders care about people they lead, and people know when caring is genuine. - Dean Smith

If we want to change this elusive culture, it requires changing behaviors because that defines the culture. - Mary Barra

Your True North compass points you toward your North Star, your leadership purpose. Your North Star will guide your purposeful leadership to an organization where you can align with your organization's mission.

The capacity to develop close and enduring relationships through care with empathy and candor is essential to building trust. If you do not deeply understand people and care about them, you cannot help them unlock their full potential.

Servant leadership is an important driver of the culture we want to create. Satisfied employees create satisfied customers. In the service business, customers understand very quickly whether you legitimately care about serving them.

Nothing is more destructive to a team than having someone play outside their sweet spot. Such a situation hurts the individual's confidence, slows the team down, and ultimately prevents the organization from fulfilling its purpose.

The coaching leader's most challenging task is to align employees with the company's mission and vision and inspire them to take on bold goals to make the mission real.

If people just work for a paycheck, they won't go the extra mile, but if they believe in a purpose that transcends profit, they will give all they have.

The heart of leadership is the leader's relationship with followers. People will entrust their hopes and dreams to another person only if they think the leader is a reliable vessel.

You do your best work when you show up as your authentic self and you feel you're in a safe environment." - Beth Ford

To create a sustainable impact, people must feel fully included, valued, and appreciated. We must be very clear about our destination—our True North—and get everyone aligned. We must create a fully inclusive environment where everyone can perform their best." - Herschel Herndon

Any company that's not truly focused on diversity with measurable outcomes is committing corporate suicide. It's not a question of if they will die— but when." - Mellody Hobson

To sustain success, as leaders we not only need diverse voices at the decision‐making table, but we must also build cultures of inclusion and belonging for everyone.

To create an inclusive culture, leaders must foster cultures built around a sense of belonging, where everyone feels accepted for who they are, regardless of their gender, race, religion, national origin, or sexual identity.

The key to inclusive organizations is ensuring everyone is accepted for who they are, not what they are.

As leaders, the question for us becomes: How should we lead through these unexpected events?

In leading through crisis, think of yourself as captain of the ship. Because of all the uncertainty, you need to have a clear vision of where you are going.

Doing well and doing good are not mutually exclusive." - Marc Benioff, CEO, Salesforce

Leadership is how leaders touch hearts, not just minds, how they enlist others in a shared and significant endeavor, and create the conditions where everyone can contribute their fullest talent and realize their deepest humanity." - Dov Seidman

You can't have a healthy bank if your community is falling apart." - Richard Davis

Profits are important, but so is society. If our quest for greater profits leaves our world worse off, we teach our children the power of greed. It's time for a new capitalism—fair, equal, and sustainable capitalism that works for everyone where businesses give back and have positive impact." - Marc Benioff

You can step up and lead at any point in your life

Seek authenticity in your leadership through your life experiences

Ask yourself: "If not me, who? If not now, then when?"

Gain self-awareness

Stay focused on your True North, don't stray from the path

Practice your values and principles under pressure

Staying grounded by integrating your life

You don't have to be born with the characteristics or traits of a leader

Balance your extrinsic and intrinsic motivations

Take your inspiration and passion for leadership from your life story.

Understanding your passions and purpose of your leadership

Imagining the most likely scenario for your derailment is not only a potent antidote to narcissism, but conducting an honest premortem on yourself is also a powerful remedy for each of the five hazards in this chapter.

Real authentic leadership is defined by how we handle these moments in our lives.

Your role as a leader is to organize individuals into a cohesive team where all members operate in the sweet spot that plays to their strengths, compensates for their weaknesses, and motivates them to peak performance.

If you're aiming to be like somebody else, you're being a copycat because you think that's what people want you to do. You'll never be a star with that kind of thinking.

People are willing to work extremely hard, but they will do so only for leaders they trust and organizations whose purpose they believe in.

Without a moral compass, you will swim in chaos.

Self-awareness is a necessary first step toward self-acceptance.

Practicing your values in a consistent way brings meaning to your work and life, and enables you to be congruent and authentic.

Creating sustainable value starts with the alignment of all stakeholders around a shared mission and values in service to a corporation's customers and all those who have a stake in its success.

To sustain success, as leaders we not only need diverse voices at the decision-making table, but we must also build cultures of inclusion and belonging for everyone.

Nothing will put your leadership to the test like a crisis...Leaders should look for opportunities to take on challenges. In other words, embrace the turnarounds and welcome the mishaps.

The key to your values is not what you say you believe in, or even how you behave when things are going well. You really find out what your values are when you are under pressure or things are not going your way.

A fulfilling life is about serving something or someone greater than ourselves—a worthy cause, an organization important to you, your family, or a friend in need. In my experience, that's the best way to know your life matters.

In making transformative strategic moves that anticipate societal changes, leaders need to stay on course, warding off or adapting to intervening events with tenacity and the courage of their convictions.

Crisis is the real test for every leader. All leaders inevitably face crises during their time at the helm. To navigate through a crisis, you need to be unwavering in your vision with deep understanding of how things work, summon the courage to lead your team through the storm, and be flexible and adaptable in your tactics.