Lenny Rachitsky: belief

Transcript context

…Yeah, you want to gauge it. I mean, when we communicate with other people, we communicate on an emotional level and on an intellectual level at the same time. And if we ignore the emotional signals that are coming at us or say don't take it personally, then we're just not going to communicate very well. Along these same lines, another question that came in is from a coach of yours that works I think for you or somehow with the program. She asked this question of many top leaders have very low self-awareness. They believe obnoxious aggression is the only way to give feedback, or they just ignore the problem and fire people with no feedback. Is there something you've learned about how to change their mind about this is the way to operate? Yeah, I think the most important thing with leaders like that, that you can do is to explain to them the impact that they're having and to also show them that there is another way that is going to help them succeed. Very often the leaders who are low on the care personally dimension, they do care about their results and they do care about their own careers. And so when you sort of explain this to them in terms of enlightened self-interest, they tend to get better at it. And also, I mean there I can think of maybe one or two people I've worked with who are truly low on care, who truly don't care. Very often people are bad at showing they care, but they do actually care. And also sometimes there are leaders who think they're not supposed to care. And so unleashing that capacity that they innately have to care and telling them this is actually part of the job can make them a much better, more effective leader. But look, if someone is a psychopath and they truly don't care, they shouldn't be a manager. That's the solution.…

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