Scott Keller, a senior partner at McKinsey and co-founder of Digital Divide Data, shares invaluable insights from his extensive experience in leadership and teamwork. He emphasizes the importance of staffing for both aptitude and attitude, advocating for a 'first team' mindset among leaders. The conversation reveals how top CEOs navigate personnel changes and establish a team-first culture through effective communication. Scott also discusses the delicate balance of personal connections in leadership, offering fresh perspectives on fostering collaboration and enhancing overall team performance.
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Dream Team’s Initial Loss
Chuck Daly, coach of the 1992 Dream Team, let the team lose a scrimmage against college players.
This loss shifted the team's psychology from arrogance to hunger and determination, leading to Olympic success.
volunteer_activism ADVICE
Staffing for Aptitude and Attitude
Staff your teams for both aptitude and attitude.
Consider both short-term needs and long-term potential when selecting team members.
insights INSIGHT
Prioritizing the "First Team"
Top CEOs prioritize the "first team" mindset.
They encourage team members to prioritize the organization's success over individual departments.
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The Six Disciplines for Leading Change and Achieving High Performance
Quinn, Robert E.
In "CEO Excellence," Robert E. Quinn explores the six disciplines that successful CEOs employ to lead change and achieve high performance. The book emphasizes the importance of building strong relationships, fostering a culture of innovation, and effectively managing organizational change. Quinn's framework provides a practical guide for CEOs to navigate the complexities of leadership in today's dynamic business environment. The book also delves into the personal qualities and skills necessary for effective leadership, highlighting the importance of self-awareness, adaptability, and resilience. Ultimately, "CEO Excellence" offers valuable insights for CEOs seeking to enhance their leadership capabilities and drive organizational success.
The Hidden Life of Trees
Peter Wohlleben
Benjamin Flouw
Peter Wohlleben's "The Hidden Life of Trees" explores the complex social lives of trees, revealing their communication methods, symbiotic relationships, and intricate ecosystems. Wohlleben challenges traditional forestry practices and advocates for a more holistic approach to forest management. The book uses scientific research to illustrate the surprising intelligence and interconnectedness of trees, highlighting their ability to cooperate and support each other. It emphasizes the importance of preserving old-growth forests and understanding the vital role trees play in maintaining a healthy planet. The book's accessible style and captivating storytelling have made it a bestseller worldwide.
Scott Keller: CEO Excellence
Scott is a senior partner in McKinsey’s Southern California office. He co-leads the firm’s global CEO Excellence service line and is the author of six books, including the bestseller Beyond Performance. Scott spent his early consulting years working on business strategy and operational topics until his life was turned upside down when his second child was born with profound special needs.
After taking time off to attend to his family, Scott returned to McKinsey with the desire to bring the best of psychology, social science, and the study of human potential into the workplace. He is a cofounder of Digital Divide Data and one of a few hundred people in history known to have traveled to every country in the world. His most recent book written with Carolyn Dewar and Vikram Malhotra is titled CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest*.
In this conversation, Scott and I examine McKinsey’s research on what the top CEOs do (and avoid) when building great teams. We look at a few of the key mindsets that the best CEOs bring to their organizations — and how teamwork plays into this. Plus, we explore some of the key questions top leaders should ask when determining if it’s time to exit someone from the team.
Key Points
Top leaders staff for both aptitude and attitude. The have an eye to both the short and long term.
The most successful CEOs have a mindset of “first team” and expect leaders in the organization to prioritize serving the whole team/organization over any functional area.
New CEOs are often known for acting quickly on staffing, but the most successful leaders also temper this with fairness. They use the four questions below to act with both fairness and speed.
Top leaders stay connected with people throughout the organization, but also keep some distance. There’s a key distinction between being friendly and making friends.
The best CEO’s ensure that they have positively addressed all four questions below before removing somebody:
Does the team member know exactly what’s expected of them: i.e., what the agenda is and what jobs need to be done to drive that agenda?
Have they been given the needed tools and resources, and a chance to build the necessary skills and confidence to use them effectively?
Are they surrounded by others (including the CEO) who are aligned on a common direction and who display the desired mindsets and behaviors?
Is it clear what the consequences are if they don’t get on board and deliver?
Resources Mentioned
CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest* by Carolyn Dewar, Scott Keller, and Vikram Malhotra
The Hidden Life of Trees: What They Feel, How They Communicate - Discoveries from a Secret World* by Peter Wohlleben
Interview Notes
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Related Episodes
How to Create Team Guidelines, with Susan Gerke (episode 192)
How to Sell Your Vision, with Michael Hyatt (episode 482)
Your Leadership Motive, with Patrick Lencioni (episode 505)
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