[
  {
    "start": 13.9,
    "end": 16.01,
    "text": "Hello and welcome to this episode."
  },
  {
    "start": 16.63,
    "end": 19.79,
    "text": "Today we're closing season one of the New Work Playbook."
  },
  {
    "start": 21.85,
    "end": 24.03,
    "text": "Let us picture two very different bosses."
  },
  {
    "start": 24.77,
    "end": 30.39,
    "text": "Think of first as a genuine leader, how he moves through world and handles his responsibility."
  },
  {
    "start": 31.25,
    "end": 34.71,
    "text": "Considered is kind of leader you would want follow or aim."
  },
  {
    "start": 34.93,
    "end": 35.65,
    "text": "be yourself."
  },
  {
    "start": 36.65,
    "end": 37.91,
    "text": "Now picture second one."
  },
  {
    "start": 38.55,
    "end": 39.61,
    "text": "He's just as genuine."
  },
  {
    "start": 40.05,
    "end": 41.59,
    "text": "What do see what get?"
  },
  {
    "start": 42.31,
    "end": 48.11,
    "text": "But it's the kind of manager that people refer to as a bad boss, The kind they try to escape from."
  },
  {
    "start": 48.79,
    "end": 50.37,
    "text": "Just picture the two-form moment."
  },
  {
    "start": 51.41,
    "end": 61.129,
    "text": "I call this episode Authenticity Theatre because thats exactly what we mostly get to watch on stage That i deliberately called management and not leadership."
  },
  {
    "start": 61.79,
    "end": 64.67,
    "text": "but before I explain let me take you into theatre."
  },
  {
    "start": 65.47,
    "end": 69.07,
    "text": "We're in audience waiting for our two imagined bosses."
  },
  {
    "start": 69.79,
    "end": 89.53,
    "text": "The authentic leader you consider worth following stands at the right wing."
  },
  {
    "start": 99.59,
    "end": 102.71,
    "text": "And confidence matters, even when you're not sure of something."
  },
  {
    "start": 103.21,
    "end": 104.13,
    "text": "Don't let them see it!"
  },
  {
    "start": 104.83,
    "end": 105.81,
    "text": "Say it with certainty."
  },
  {
    "start": 106.45,
    "end": 108.49,
    "text": "Hesitation in your position reads as"
  },
  {
    "start": 108.59,
    "end": 109.01,
    "text": "weakness.\""
  },
  {
    "start": 109.81,
    "end": 111.47,
    "text": "Don't spend too much time on your team."
  },
  {
    "start": 112.07,
    "end": 113.93,
    "text": "Spend more with the people who matter."
  },
  {
    "start": 114.55,
    "end": 117.57,
    "text": "Build the right network — that's how you make a career."
  },
  {
    "start": 118.39,
    "end": 119.95,
    "text": "Keep the focus on results."
  },
  {
    "start": 120.59,
    "end": 127.45,
    "text": "Results are what gets measured—not how your people felt while they produced them."
  },
  {
    "start": 129.169,
    "end": 132.43,
    "text": "The more they know, the more there is to be used against you."
  },
  {
    "start": 133.55,
    "end": 135.77,
    "text": "And now the script for the authentic jerk."
  },
  {
    "start": 136.65,
    "end": 139.13,
    "text": "Before you go on stage A few notes."
  },
  {
    "start": 139.95,
    "end": 143.37,
    "text": "You come across quite cold Sometimes even aggressive."
  },
  {
    "start": 144.13,
    "end": 145.21,
    "text": "Warm it up a little bit."
  },
  {
    "start": 145.91,
    "end": 147.95,
    "text": "Let them see you as empathetic."
  },
  {
    "start": 148.77,
    "end": 151.67,
    "text": "Show them a little vulnerability Just a little."
  },
  {
    "start": 152.41,
    "end": 153.57,
    "text": "It makes people trust you."
  },
  {
    "start": 154.47,
    "end": 157.05,
    "text": "Use your charisma just dazzle the room."
  },
  {
    "start": 157.61,
    "end": 159.21,
    "text": "Talk about people and values."
  },
  {
    "start": 159.77,
    "end": 163.43,
    "text": "Say that you care, give them someone they can relate to a bit more."
  },
  {
    "start": 164.25,
    "end": 166.61,
    "text": "You don't have to mean it just sell it."
  },
  {
    "start": 167.55,
    "end": 169.85,
    "text": "Now tell me what's the kind of performance?"
  },
  {
    "start": 169.93,
    "end": 171.21,
    "text": "That your expecting to see?"
  },
  {
    "start": 172.33,
    "end": 175.11,
    "text": "I think most of us Have experienced something similar."
  },
  {
    "start": 175.83,
    "end": 177.47,
    "text": "The authentic jerk gets polished."
  },
  {
    "start": 177.57,
    "end": 186.87,
    "text": "until he passes for manager the organization Can defend and use And the authentic leader He's shaped into a version which accompany allows."
  },
  {
    "start": 187.15,
    "end": 190.29,
    "text": "when the strong leadership culture isn't deliberately built."
  },
  {
    "start": 191.07,
    "end": 196.79,
    "text": "We picture two very different but authentic managers, only one of them is true leader."
  },
  {
    "start": 197.21,
    "end": 207.63,
    "text": "both got handed scripts by their environment that put masks on faces and under bright spotlight from distance audience they might almost look same."
  },
  {
    "start": 209.37,
    "end": 216.71,
    "text": "in less constrained moments mask comes off again And the people closest to them get a glimpse of the real person."
  },
  {
    "start": 217.65,
    "end": 225.21,
    "text": "In moments of stress when stakes are high and jerks polish slips, When they perform empathy or care is gone."
  },
  {
    "start": 225.77,
    "end": 228.07,
    "text": "The values praised become thin air."
  },
  {
    "start": 229.11,
    "end": 238.37,
    "text": "When pressure eases on conforming leader They can show again that in this role lead well."
  },
  {
    "start": 239.19,
    "end": 243.39,
    "text": "So most what we're seeing can be called constrained authenticity."
  },
  {
    "start": 243.95,
    "end": 255.65,
    "text": "It is kind of a performance, and the question that follows is how did we end up with such performances when authentic leadership as a concept has been around for over sixty years?"
  },
  {
    "start": 256.07,
    "end": 258.649,
    "text": "When it has roots in ancient Greek philosophy?"
  },
  {
    "start": 259.57,
    "end": 261.61,
    "text": "there isn't a clear single answer to this."
  },
  {
    "start": 262.43,
    "end": 265.21,
    "text": "several ideas and developments had an impact."
  },
  {
    "start": 265.81,
    "end": 269.95,
    "text": "With this episode I'm giving you my observation on key influences."
  },
  {
    "start": 270.729,
    "end": 279.349,
    "text": "You'll get a perspective on authentic leadership as something we build in relation with others, and not something we find by searching inside ourselves."
  },
  {
    "start": 279.909,
    "end": 280.39,
    "text": "And don't worry!"
  },
  {
    "start": 280.77,
    "end": 285.59,
    "text": "This isn't the history lesson of authenticity – this is about real authentic leadership."
  },
  {
    "start": 286.109,
    "end": 288.75,
    "text": "I will now take you much further back in time than necessary."
  },
  {
    "start": 289.75,
    "end": 294.69,
    "text": "Let me start showing when the idea for Authentic Leadership took wrong turn."
  },
  {
    "start": 295.469,
    "end": 300.89,
    "text": "The important moment lies in the wake of corporate scandals like Enron, In the early two thousands."
  },
  {
    "start": 301.409,
    "end": 303.01,
    "text": "It was a crisis of trust."
  },
  {
    "start": 303.75,
    "end": 312.63,
    "text": "Some of the largest companies were brought down by leaders who lied Who enforced cultures that put performance above everything and everyone."
  },
  {
    "start": 313.349,
    "end": 325.07,
    "text": "Managers built fraudulent systems who enriched themselves while people trusted them lost their jobs savings pensions And the questions that got asked absolutely mattered."
  },
  {
    "start": 325.89,
    "end": 345.71,
    "text": "How do we put integrity, ethics and morality back into leadership?"
  },
  {
    "start": 348.989,
    "end": 352.429,
    "text": "So, they reached for the psychology that focused on the individual."
  },
  {
    "start": 352.87,
    "end": 355.33,
    "text": "On understanding and developing ourselves."
  },
  {
    "start": 355.89,
    "end": 363.109,
    "text": "This gave them authenticity as a description of genuine person And translated it into someone with integrity."
  },
  {
    "start": 363.909,
    "end": 377.59,
    "text": "By then The word already carried the weight of our western culture A culture that has spent decades teaching us That becoming ourselves means looking inward Figuring out who we are Expressing our true selves."
  },
  {
    "start": 378.39,
    "end": 383.89,
    "text": "By now, this focus has conflated authenticity with individuality almost entirely."
  },
  {
    "start": 384.39,
    "end": 389.07,
    "text": "As if being authentic simply means being as much ourselves as possible."
  },
  {
    "start": 389.87,
    "end": 393.15,
    "text": "but individuality and authenticity are not the same."
  },
  {
    "start": 393.669,
    "end": 402.89,
    "text": "people can be highly individualistic And completely inauthentic at the same time a performed self With no connection to who they really are."
  },
  {
    "start": 403.75,
    "end": 407.729,
    "text": "Just sit with the following question for moment How do we develop?"
  },
  {
    "start": 408.01,
    "end": 409.049,
    "text": "our genuine self."
  },
  {
    "start": 409.929,
    "end": 418.849,
    "text": "When we look at this inward focus, it reads as if our true self is something innate – something hidden in the inner world that we need to discover…."
  },
  {
    "start": 419.71,
    "end": 427.27,
    "text": "It feels like its independent of what's around us and can only be uncovered by focusing on whats inside!"
  },
  {
    "start": 428.03,
    "end": 434.65,
    "text": "But thats not what builds authenticity... Not even for us as individuals.. We don't become ourselves."
  },
  {
    "start": 436.51,
    "end": 438.71,
    "text": "Humans develop through social connection."
  },
  {
    "start": 439.349,
    "end": 451.21,
    "text": "Who we are is shaped in relation to and with other people, Through those who raised and taught us the ones We looked up too or avoided And The People who cared about Us Or Didn't?"
  },
  {
    "start": 452.01,
    "end": 459.469,
    "text": "We got also shaped by the culture that we grew Up In With its beliefs values language and the rituals That Are all part of it."
  },
  {
    "start": 460.289,
    "end": 468.51,
    "text": "Thats why the inward individualistic reading Of authenticity Is a distortion and I consider it problematic in many areas."
  },
  {
    "start": 469.349,
    "end": 478.969,
    "text": "But leadership is where i see this focus creating the biggest problems, because leadership is a responsibility when the relationship with others isn't optional."
  },
  {
    "start": 479.81,
    "end": 483.71,
    "text": "Think of someone you know whose reference point are mostly themselves."
  },
  {
    "start": 484.37,
    "end": 488.03,
    "text": "Keep in mind that I'm not talking about introverts or extroverts here."
  },
  {
    "start": 488.83,
    "end": 493.849,
    "text": "Self-referential authenticity has nothing to do whether somebody's introverted."
  },
  {
    "start": 495.049,
    "end": 500.53,
    "text": "Some of the most charismatic, outgoing people have themselves as their only real reference point."
  },
  {
    "start": 501.27,
    "end": 509.01,
    "text": "The question is where someone's attention goes and in the person I'm describing it goes mostly inward As a way of being."
  },
  {
    "start": 509.09,
    "end": 514.25,
    "text": "many would say there's nothing wrong with that especially not In a highly individualistic society."
  },
  {
    "start": 515.03,
    "end": 521.89,
    "text": "to most It looks like freedom Someone totally free from others expectations And conformity with the outside world."
  },
  {
    "start": 522.59,
    "end": 526.689,
    "text": "Isn't this what the whole find-and-bring-your-true self movement has been aiming for?"
  },
  {
    "start": 527.41,
    "end": 532.01,
    "text": "But, What happens when we give such a person or team people they are responsible."
  },
  {
    "start": 533.15,
    "end": 534.949,
    "text": "This makes an important difference."
  },
  {
    "start": 535.569,
    "end": 540.05,
    "text": "A person can live with themselves as their main focus and be fully authentic."
  },
  {
    "start": 540.79,
    "end": 541.87,
    "text": "a leader cannot."
  },
  {
    "start": 542.59,
    "end": 545.43,
    "text": "Leadership is not away of being ourselves."
  },
  {
    "start": 545.93,
    "end": 548.069,
    "text": "It's a responsibility towards People."
  },
  {
    "start": 548.75,
    "end": 551.85,
    "text": "It only exists in the connection with people you lead."
  },
  {
    "start": 552.63,
    "end": 564.77,
    "text": "What surprised me most is what researchers eventually measured – The authentic leadership questionnaire comes into two forms, one where leaders rate themselves and another where others rate their leader."
  },
  {
    "start": 565.67,
    "end": 574.27,
    "text": "So this field that asked leaders to turn inward and discover their authenticity ended up measuring it through both-the leader's view of themselfs."
  },
  {
    "start": 574.569,
    "end": 579.569,
    "text": "And when those pictures don't match, we're back in the theatre."
  },
  {
    "start": 580.329,
    "end": 584.689,
    "text": "Other academic fields definitely looked at leadership through the lens of people led."
  },
  {
    "start": 585.29,
    "end": 592.11,
    "text": "Research on what people expect from a leader – how they actually experience and judge them goes to the nineteen eighties."
  },
  {
    "start": 592.829,
    "end": 599.15,
    "text": "But somehow modern authentic leadership movement stayed focused self-awareness & inner discovery."
  },
  {
    "start": 600.01,
    "end": 608.25,
    "text": "What leaders got primarily trained was that side Find your true self discover your true north, bring yourself to work."
  },
  {
    "start": 608.89,
    "end": 614.069,
    "text": "This focus went into books shaped keynotes leadership development and coaching."
  },
  {
    "start": 614.89,
    "end": 618.11,
    "text": "Now don't get me wrong self-awareness clearly matters."
  },
  {
    "start": 618.47,
    "end": 623.069,
    "text": "a leader has to know who they are but knowing ourselves is the starting point."
  },
  {
    "start": 623.709,
    "end": 626.29,
    "text": "great leaders are not just in tune with themselves."
  },
  {
    "start": 626.81,
    "end": 631.569,
    "text": "They're equally well attuned to others In particular To the ones that lead."
  },
  {
    "start": 632.31,
    "end": 634.59,
    "text": "So authentic leadership needs others."
  },
  {
    "start": 635.209,
    "end": 640.209,
    "text": "It needs observers, the people who experience a manager as genuine leader."
  },
  {
    "start": 640.89,
    "end": 643.949,
    "text": "Which clearly isn't a boss whose just an authentic jerk!"
  },
  {
    "start": 644.89,
    "end": 648.81,
    "text": "You see both of them exist – The Authentic Leader and The Authented Jerk."
  },
  {
    "start": 649.61,
    "end": 654.47,
    "text": "What modern inward-focused development overlooked when it comes to leadership."
  },
  {
    "start": 654.73,
    "end": 664.65,
    "text": "being in tune with outer world matters much if not even more And maybe the next part explains why this relational part was left aside."
  },
  {
    "start": 665.27,
    "end": 677.85,
    "text": "Because the incomplete concept of authentic leadership is just one part of what produces The Authenticity Theatre, What we're seeing on stage got mostly shaped by what companies reward and allow for."
  },
  {
    "start": 678.689,
    "end": 690.15,
    "text": "We all know that there are many organizations with great leadership Great cultures and remarkable performance But let's be honest, there are just as many that haven't been built on great leadership."
  },
  {
    "start": 690.91,
    "end": 695.189,
    "text": "And in twenty-twenty six it doesn't look like the trust crisis got solved."
  },
  {
    "start": 695.55,
    "end": 699.51,
    "text": "Employee engagement surveys are rather pointing in opposite direction."
  },
  {
    "start": 700.11,
    "end": 708.67,
    "text": "You may remember I mentioned the Gardner survey from last year showing only forty eight percent of employees trusted senior leaders."
  },
  {
    "start": 710.29,
    "end": 720.13,
    "text": "Considering that trust in leaders is the proxy most often used to measure authentic leadership, I'd say we haven't come very far in the last twenty years."
  },
  {
    "start": 720.829,
    "end": 726.17,
    "text": "And there's less to do with a concept of authentic leadership and more with companies themselves!"
  },
  {
    "start": 726.81,
    "end": 730.77,
    "text": "It clearly not that you don't know by now what great leadership looks like."
  },
  {
    "start": 731.37,
    "end": 745.05,
    "text": "Leadership and organizational research alongside practitioner voices has produced substantial knowledge And we have plenty of proof that putting it into practice serves both employees and companies."
  },
  {
    "start": 745.75,
    "end": 750.65,
    "text": "But remember our authentic leader, in the script he was handed before walking on to stage?"
  },
  {
    "start": 751.35,
    "end": 753.63,
    "text": "The Stage is a workplace where you enter."
  },
  {
    "start": 754.31,
    "end": 769.59,
    "text": "You can be really good leaders but if you step onto a company which has been shaped by very different managers And independent of where you stand with your own true self, Your values."
  },
  {
    "start": 769.97,
    "end": 774.01,
    "text": "Your leadership capabilities There is a pull towards conformity."
  },
  {
    "start": 774.75,
    "end": 783.73,
    "text": "Just like You don't develop in isolation You also Don't lead an Isolation and YOU & YOUR TEAM are part Of the company AND its culture!"
  },
  {
    "start": 784.37,
    "end": 791.59,
    "text": "Of course you can resist that Pull to conform depending on how much power you hold and How easy it is for you to accept friction."
  },
  {
    "start": 792.39,
    "end": 799.03,
    "text": "There are many great leaders who managed to reshape entire organizations, even with jerks as bosses."
  },
  {
    "start": 799.73,
    "end": 805.05,
    "text": "But they were working from solid ground – They had the power, track records of successes…."
  },
  {
    "start": 805.43,
    "end": 813.03,
    "text": "…they trained others-to-be leaders and they were experienced in navigating a highly ambiguous leadership culture & organization."
  },
  {
    "start": 813.85,
    "end": 823.35,
    "text": "Many leaders struggle with this... ...They feel the pull of the environment The political games The pressure to fit in and perform the reliance on others."
  },
  {
    "start": 824.09,
    "end": 828.63,
    "text": "How can you be a genuine leader when true leadership is not being asked of you?"
  },
  {
    "start": 829.41,
    "end": 835.99,
    "text": "And how do you navigate an environment that lets polished or even authentic jerks thrive because they still bring"
  },
  {
    "start": 836.05,
    "end": 836.569,
    "text": "results?\"."
  },
  {
    "start": 837.41,
    "end": 842.49,
    "text": "You see, most organizations aren't built on clear leadership principles and values."
  },
  {
    "start": 843.069,
    "end": 856.37,
    "text": "Company cultures evolve through the principles, values, and behavior And for anyone joining, this means do the work within our constraints."
  },
  {
    "start": 856.689,
    "end": 861.949,
    "text": "Within our norms and culture... ...and produce the results we require the way we want."
  },
  {
    "start": 862.61,
    "end": 866.63,
    "text": "Conformity with these constraints is not an individual flaw."
  },
  {
    "start": 867.17,
    "end": 868.79,
    "text": "it's an organizational failure!"
  },
  {
    "start": 869.59,
    "end": 875.09,
    "text": "The bad bosses were talking about are just rare exceptions in a sea of great leaders."
  },
  {
    "start": 875.689,
    "end": 880.329,
    "text": "This something that has been studied across industries & countries for decades."
  },
  {
    "start": 881.03,
    "end": 885.069,
    "text": "A meaningful share of bosses are the polished and authentic jerks."
  },
  {
    "start": 885.79,
    "end": 889.23,
    "text": "And they influence how other managers below them act."
  },
  {
    "start": 889.81,
    "end": 892.67,
    "text": "Toxic cultures emerge from such bosses."
  },
  {
    "start": 893.59,
    "end": 903.15,
    "text": "Robert Sutton, organizational psychologist and professor at Stanford has spent decades researching what such bosses do to people working under them."
  },
  {
    "start": 903.91,
    "end": 907.43,
    "text": "He described that these leaders actually cost an organization."
  },
  {
    "start": 909.43,
    "end": 914.949,
    "text": "is that even top performers are more trouble than they're worth when the cost is fully counted."
  },
  {
    "start": 915.75,
    "end": 917.37,
    "text": "So why do these people survive?"
  },
  {
    "start": 918.069,
    "end": 921.59,
    "text": "Unfortunately, many companies never look at this costs."
  },
  {
    "start": 921.689,
    "end": 927.55,
    "text": "They see obvious results but damage isn't measured or gets overlooked on purpose."
  },
  {
    "start": 928.49,
    "end": 931.81,
    "text": "A company culture is shaped by bosses at the top."
  },
  {
    "start": 932.49,
    "end": 939.569,
    "text": "If it's not built on what great leadership looks like It's very unlikely to produce more genuine leaders."
  },
  {
    "start": 940.41,
    "end": 944.77,
    "text": "So the question is, how can we be good leaders under these influences?"
  },
  {
    "start": 945.65,
    "end": 968.39,
    "text": "I would say that first thing is to accept needs continuous practice and learning."
  },
  {
    "start": 969.209,
    "end": 974.97,
    "text": "So any leadership concept that promises you are done once you finish the program is lying!"
  },
  {
    "start": 975.63,
    "end": 987.15,
    "text": "The reality of our ever-changing world already tells us there's no finished line for learning, especially not in leadership – certainly with AI entering stage two."
  },
  {
    "start": 987.99,
    "end": 997.069,
    "text": "And a third point I want to make specifically on this episode and always will be a responsibility towards other people."
  },
  {
    "start": 998.03,
    "end": 1007.43,
    "text": "If the motivation to take a manager position doesn't come with the acceptance of that responsibility, such managers will have a hard time becoming a good leader."
  },
  {
    "start": 1008.209,
    "end": 1017.61,
    "text": "Authentic leadership is also not as state-that we reach – it shows through what we practice consistently in tune with ourselves and world around us!"
  },
  {
    "start": 1018.29,
    "end": 1020.09,
    "text": "And this where I would like to come back."
  },
  {
    "start": 1022.949,
    "end": 1028.71,
    "text": "If you've tuned in regularly, You know that each topic is carried by a main and reflection episode."
  },
  {
    "start": 1029.31,
    "end": 1033.53,
    "text": "The last six weeks cover topics that are foundational to good leadership."
  },
  {
    "start": 1034.27,
    "end": 1039.39,
    "text": "Taken together these leadership practices help develop authentic leadership."
  },
  {
    "start": 1040.17,
    "end": 1043.97,
    "text": "Each practice also holds against the forces I mentioned today."
  },
  {
    "start": 1044.77,
    "end": 1046.81,
    "text": "Let's take short walk through this season."
  },
  {
    "start": 1048.27,
    "end": 1053.91,
    "text": "In the episode We Are Losing Respect, we looked at the difference between selective and grounded respect."
  },
  {
    "start": 1054.41,
    "end": 1056.83,
    "text": "Grounded respect is a true practiced value."
  },
  {
    "start": 1057.13,
    "end": 1059.23,
    "text": "Selective respect is performance."
  },
  {
    "start": 1059.79,
    "end": 1067.55,
    "text": "The difference is that first is independent of whether you know person in front or if they can do anything for you."
  },
  {
    "start": 1068.23,
    "end": 1073.39,
    "text": "Great leaders don't use respect as social strategy And employees are watching this."
  },
  {
    "start": 1073.83,
    "end": 1077.99,
    "text": "They see how to treat others Whether it's genuine or performance."
  },
  {
    "start": 1078.77,
    "end": 1082.97,
    "text": "With grounded respect, we resist the pull of granting it only to those."
  },
  {
    "start": 1086.35,
    "end": 1107.45,
    "text": "The paradox is that people tend to rise through the kind of qualities we want a leader to hold."
  },
  {
    "start": 1108.11,
    "end": 1125.29,
    "text": "But power's corrupting nature leads to selfishness, less ethical behavior exploitation of status and other careless actions And a significant portion of managers reach for positions of power not with intention but with primary motivation."
  },
  {
    "start": 1128.41,
    "end": 1134.39,
    "text": "So the motivation to lead matters, and it should be assessed before giving anyone a manager position."
  },
  {
    "start": 1135.19,
    "end": 1140.85,
    "text": "And the corrupting nature of power has a negative pole on everyone – The good & bad bosses!"
  },
  {
    "start": 1141.47,
    "end": 1146.37,
    "text": "And handling power with care and awareness is what closes the door for these influences."
  },
  {
    "start": 1147.29,
    "end": 1152.03,
    "text": "With this episode I introduced Adam Grant's pairing."
  },
  {
    "start": 1154.67,
    "end": 1159.35,
    "text": "Most people consider them opposites when they actually live in balance, in a true leader."
  },
  {
    "start": 1160.01,
    "end": 1162.69,
    "text": "Confidence is the trust and our capabilities."
  },
  {
    "start": 1163.23,
    "end": 1169.23,
    "text": "Humility is knowing we are human that we have blind spots... ...and that we don't know what we do not know."
  },
  {
    "start": 1169.97,
    "end": 1178.99,
    "text": "Practicing confident humility resists the pull to become overconfident.. ..and perform certainty as shield against our own fallibility."
  },
  {
    "start": 1179.93,
    "end": 1186.61,
    "text": "It keeps leaders connected with reality open for learning which links to the following episode about curiosity."
  },
  {
    "start": 1187.45,
    "end": 1198.17,
    "text": "In The End of Why, we looked at the importance of Curiosity for continuous learning development and innovation And the ability really see other people."
  },
  {
    "start": 1198.83,
    "end": 1203.63,
    "text": "Curiosity not only helps us avoid becoming blind our own weaknesses."
  },
  {
    "start": 1204.35,
    "end": 1209.11,
    "text": "It also lets us see capabilities & strengths others Which is essential."
  },
  {
    "start": 1209.55,
    "end": 1210.35,
    "text": "leading them well."
  },
  {
    "start": 1211.13,
    "end": 1217.41,
    "text": "Our willingness to learn keeps us in tune with the world, and it holds against a pool of overconfidence."
  },
  {
    "start": 1218.11,
    "end": 1220.39,
    "text": "This also impacts whether people trust us!"
  },
  {
    "start": 1221.07,
    "end": 1222.59,
    "text": "In Trust – The Broken Spine."
  },
  {
    "start": 1223.07,
    "end": 1225.83,
    "text": "I addressed that we haven't moved out from our trust crisis."
  },
  {
    "start": 1226.43,
    "end": 1232.93,
    "text": "We explored self-trust as the foundation for confidence And others putting trust into ourselves."
  },
  {
    "start": 1232.97,
    "end": 1235.25,
    "text": "Self-Trust is based on self awareness."
  },
  {
    "start": 1235.69,
    "end": 1243.85,
    "text": "It's what we build when we act in line within our compass And others, trusting us is the reflection of it in our relationship with them."
  },
  {
    "start": 1244.69,
    "end": 1253.47,
    "text": "So walk-the-talk Is The Trust Earning Practice That Holds Against The Forces That Can Make Us Look Like A Performer Instead Of An Authentic Leader?"
  },
  {
    "start": 1254.37,
    "end": 1259.89,
    "text": "It also keeps us from bending or abandoning Our Values and Commitments Under Pressure!"
  },
  {
    "start": 1266.45,
    "end": 1271.89,
    "text": "With the following episode, Daring to Care I explain the difference between empathy and care."
  },
  {
    "start": 1272.71,
    "end": 1277.03,
    "text": "Empathy only gives us an understanding of what another person is going through."
  },
  {
    "start": 1277.75,
    "end": 1280.11,
    "text": "Care is what moves us to act on it."
  },
  {
    "start": 1280.93,
    "end": 1288.67,
    "text": "A leader who doesn't genuinely care will eventually reach for performance Performed warmth and talks about people in values."
  },
  {
    "start": 1289.21,
    "end": 1293.49,
    "text": "Some may even go further And use empathy as a manipulative tool."
  },
  {
    "start": 1294.39,
    "end": 1296.17,
    "text": "Great leaders care about people."
  },
  {
    "start": 1296.39,
    "end": 1303.37,
    "text": "They know that it cannot be performed, and they resist the pull to care less – especially when it costs them something!"
  },
  {
    "start": 1304.09,
    "end": 1306.59,
    "text": "They are ones who fight for balance of power…."
  },
  {
    "start": 1307.05,
    "end": 1309.31,
    "text": "…for connection with humanity."
  },
  {
    "start": 1310.31,
    "end": 1314.89,
    "text": "Conformity in performance is not how they act."
  },
  {
    "start": 1315.71,
    "end": 1319.03,
    "text": "Those leaders care enough take a stand for authentic leadership."
  },
  {
    "start": 1319.55,
    "end": 1323.69,
    "text": "They are the ones who make a difference and reshape organizations from within."
  },
  {
    "start": 1324.69,
    "end": 1339.95,
    "text": "And yes, individual leaders practicing all of this inside an organization that pulls the other way... ...are swimming against the current which is why these practices also what an organization has to build into its leadership culture."
  },
  {
    "start": 1340.75,
    "end": 1344.97,
    "text": "It's what turns great value statements for marketing into reality."
  },
  {
    "start": 1345.85,
    "end": 1356.91,
    "text": "The crisis of trust will continue if leaders are being asked to perform under the constraints of systems and organizations that already lack values, ethics & humanity."
  },
  {
    "start": 1357.79,
    "end": 1374.57,
    "text": "So genuine authentic leadership is not what we achieve by focusing on self-awareness but by practicing what true leadership is A responsibility towards people a complex and challenging role with all kinds of forces pulling you in different directions."
  },
  {
    "start": 1375.21,
    "end": 1381.15,
    "text": "It's certainly not an easy job, but it can be highly rewarding when you see the results of great leadership."
  },
  {
    "start": 1382.03,
    "end": 1385.33,
    "text": "What I have given you with this first season is a starting point!"
  },
  {
    "start": 1386.09,
    "end": 1389.69,
    "text": "Like i said – its journey to continuous learning and practice."
  },
  {
    "start": 1390.21,
    "end": 1403.85,
    "text": "No one gets there in same way within time or challenges And even those who are called Great Leaders know that their successes are achievement for the great people they lead."
  },
  {
    "start": 1404.63,
    "end": 1413.15,
    "text": "They know that there are no great leaders without great people to follow them and That brings us to the end of season one."
  },
  {
    "start": 1414.07,
    "end": 1419.59,
    "text": "I will return on July seventh with this starting topic of Season two Psychological safety."
  },
  {
    "start": 1420.19,
    "end": 1426.95,
    "text": "if you don't want to miss it hit the subscribe button connect With me, and share your thoughts questions And challenges?"
  },
  {
    "start": 1427.85,
    "end": 1429.99,
    "text": "If you enjoy my work please leave a review."
  },
  {
    "start": 1430.79,
    "end": 1432.41,
    "text": "Meanwhile stay curious."
  },
  {
    "start": 1432.75,
    "end": 1433.43,
    "text": "Stay tuned."
  },
  {
    "start": 1434.35,
    "end": 1436.27,
    "text": "Thanks for tuning into the New Work Playbook."
  },
  {
    "start": 1436.85,
    "end": 1439.59,
    "text": "Where work gets better, because people matter!"
  }
]