6 leadership lessons from New Amsterdam, the popular TV medical drama
New Amsterdam is the latest TV medical drama watched by viewers worldwide.
The series follows Dr Max Goodwin as he becomes the medical director of New Amsterdam Hospital, one of the United States’ oldest public hospitals. His responsibility is to make changes that would improve the hospital’s financial situation while providing high-quality medical services for patients.
Max’s decisions are great examples of good leadership.
Max Goodwin / nbc.com
6 leadership lessons from the popular TV medical drama New Amsterdam
1. Serve your people
If I were to sum up Max Goodwin in four words they would be How can I help?
This is the question that Max asks every doctor in his team. He doesn’t tell people what to do, he doesn’t boss them around. Instead, he invites them to tell him what they need to do their jobs better.
How can I help? is one of the most powerful questions a leader could ask. And one of the most uncomfortable too.
It is powerful because it shows so much in so few words.
When a leader asks an employee How can I help?, he opens a communication channel. Instead of a speech delivered to the whole team at the same time, the leader chooses to talk to one person at a time. It’s a conversation, not a speech; it’s one-to-one, not one-to-many.
The leader offers his undivided attention to the employee and trusts them to tell him what they need to do their jobs better hence get better results for the company.
It is also an uncomfortable question because it puts the leader in a situation that many might find uneasy.
Some leaders believe they provide employees with everything they need to deliver the best results. Others believe they know better than their employees or that the company is running so well there’s no need for improvement.
Max Goodwin is the servant leader type.
Servant leaders tell their employees My job is to meet your needs. In a company led by a servant leader, team members feel heard and supported in their work which leads to high worker satisfaction rates.
The servant leader strives to help people grow, has good listening skills and a high level of empathy and emotional intelligence.
Of course, it’s not enough to listen and nod in approval, the leader must also deliver on his promise.
2. Implement radical decisions, challenge the status quo
At the first all-hands meeting since his appointment as the medical director of New Amsterdam Hospital, Max’s first decision is to fire the entire cardiac surgical department.
The department had the highest infections and death rate in New York City and the doctors were corrupt and greedy placing their earnings above their patients’ interests.
A decision deemed outrageous by the rest of the city’s medical directors. This is Max’s first in a series of controversial yet beneficial decisions to both the hospital and the patients.
When something needs to change, change it.
Be fearless and make the necessary decisions to improve your company or your team’s productivity.
Change the guidelines, change the requirements, change the company’s values if they don’t reflect your vision any longer.
Provide your team with the opportunity to support the change.
3. It’s ok to go back on your decisions
After Max fired every cardiac surgeon at New Amsterdam Hospital, he went back on his decision regarding dr Reynolds.
Dr Reynolds was a cardiac surgeon who stood out among his department colleagues as the only surgeon who had always put his patients’ well-being above his surgeon paycheck.
Max hires dr Reynolds back, promotes him to Head of Cardiovascular Surgery and assures him of his full support in putting a team of the best and diverse cardiac surgeons.
No one sets out to make bad decisions.
We make decisions based on the information we had at the time. If later those decisions prove to be wrong, it’s no use feeling bad about it. It’s the best we could have done at the time being.
Tell your team about your decision and the reasons behind it, why it was a good decision at the time and why it isn’t good anymore now.
Be open and honest, your team will appreciate and respect you for it.
4. Find a partner to keep you in check and brainstorm ideas with
Some studies on startups have reported that startups with two or more co-founders are more successful while others argued that startups with a single founder do better. This article writes about the pros and cons of married co-founders.
On one hand, if your startup is looking to raise money, statistics showed that companies with two or more founders were able to attract more money than those led by a single founder.
On the other hand, companies with a single founder were more likely to still be in business than those with two or more.
Whichever option you go with, whether you are leading a company or just a team, it’s always better to have someone to run your ideas by and keep you grounded.
A different viewpoint on a certain situation could provide additional insight and a potential solution.
Dr Helen Sharpe is Max’s partner. She is the Head of Oncology and Hematology and the Deputy Medical Director of New Amsterdam Hospital.
Helen is practical and realistic. She understands what Max is trying to achieve and is totally supportive although sometimes she sees things differently and pushes against his decisions.
5. Find creative solutions to difficult problems
There are many reasons viewers enjoy watching New Amsterdam. One of them is seeing Max find creative solutions to difficult problems which would be easily solved by firing employees or accepting the status quo.
Like the time he tried to find a solution for hospital employees doing obsolete jobs.
Instead of firing them, he decides to open a new hospital in a city where medical services were needed. These employees had a new hospital they could work in and feel useful.
Or the time he tried to help save the hospital money by finding a solution for a homeless patient, whose frequent hospital visits had cost New Amsterdam over a million dollars in one year. He realizes the patient knew the hospital inside out so instead of sending him to live on the street again, he gives him a job in the hospital.
6. Always do what’s best for your stakeholders
The Shareholder Theory states that a company’s main responsibility is to its shareholders i.e. owners of shares in the respective company. Milton Friedman, Nobel Prize recipient, economist and the author of the Shareholder Theory which he published in 1970 argued that the business goal of any company is to maximize returns to its shareholders.
This theory had a great influence on the business world and laid the foundation for corporate America. Big for-profit corporations had negative consequences on the American economic system and society at large.
Things have changed. Today, 181 CEOs of billion-dollar companies say it’s time to put the Shareholder Theory where it belongs – in the past and focus their efforts towards stakeholders.
For New Amsterdam, the stakeholders are the patients.
Max Goodwin’s decisions are always focused on providing exceptional care to patients by fighting bureaucracy and overturning the status quo.
For companies, stakeholders are their customers, employees, suppliers and the communities they do business in.
Corporations like Apple, Amazon and Coca-Cola have committed to deliver value to customers, invest in employees, deal fairly and ethically with suppliers and support the communities in which they work.
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What is the McKinsey 7S framework for successful management
What is the McKinsey 7S model explained briefly?
The McKinsey 7S model is a business framework to address the essential role of coordination, rather than structure, in organizational effectiveness.
This business framework states that the organization is not the structure and is a model of organizational change.
Whenever organizations need to adapt to new business environments the hierarchy of the organization (who is tasked with what, who reports to whom, who needs approval from whom etc) is irrelevant.
The organization goes beyond its structure. It’s a complex ecosystem comprised of seven factors which interact with each other and influence an organization’s ability to change.
What are the 7S of McKinsey’s framework?
The seven factors of the McKinsey 7S framework are STYLE, SKILLS, SYSTEMS, STRUCTURE, STAFF, STRATEGY and SHARED VALUES.
For an organization to change successfully, it needs to approach every S factor.
The framework shows that every factor interacts with the other six. The organization cannot make significant progress towards change by focusing on one area and ignoring the rest. The organization must tackle its approach to change by moving into all seven S factors.
Let’s explain every S factor of the McKinsey model.
McKinsey 7S framework – Style
By style, the authors of the McKinsey 7S framework mean culture.
What is organizational culture and why is it essential to an organization’s success?
The culture of a company or organization is a set of shared beliefs, values and practices. The organization’s CEO, founder or top management are responsible for outlining the organization’s culture and hiring the right people that will maintain it.
For many organizations, culture drives success.
Neflix’s No rules policy is at the heart of its culture. The famous entertainment company nurtures employee freedom and encourages responsibility.
At UiPath, the efforts of top management are focused on providing employees with psychological safety beyond anything else.
At Amazon, employees are encouraged to think like an owner.
In every one of these organizations, success is synonymous with innovation and culture is the medium that facilitates innovation.
McKinsey 7S framework – Skills
Skills refers to organizational skills as well as individual skills.
What does your organization do best? What is your organization known for? What are its strengths? Is it creativity and design? Is it distribution or sales?
BMW is known for its innovative engineering and fast engines.
Coca-Cola has one of the most successful distribution systems in the world.
Louis Vuitton is renowned worldwide for its high-quality luxury handmade handbags.
The skills factor is also important to reveal skills gaps in the organization. With the business environment being disrupted by new technologies, organizations face increasing needs to fill skills gaps. They can either hire highly-specialized talent or upskill their current employees.
Another question that organizations must aks is do we need to improve hard skills or soft skills?
It’s an important question because the needs of an organization may shift every few years to follow changes taking place in our society. Read about the top 5 most in-demand soft skills in 2021.
Marketing is an industry where learning never stops. The professional growth and career advancement of a marketer now hinge on his or her desire and ability to learn new things. Read 4 skills that every successful marketer should acquire in 2021.
McKinsey 7S framework – Systems
By systems, the McKinsey framework means all the procedures, formal and informal, that make the organization go day by day.
How does the organization get things done?
Here are some of the main systems that an organization operates to achieve its goals:
- IT
- Financial
- Hiring
- Customer service
- Product development and delivery
- Information management
- Internal communication
- Planning
- Employee evaluation
There is a significant difference between how organizations were doing customer service in the 1980s and how it’s done today.
Organizations nowadays have a slew of digital tools they can use to solve the customer’s requests efficiently – Chatbots, Whatsapp, social channels etc.
McKinsey 7S framework – Structure
The structure factor of the McKinsey 7S framework refers to the way the organization is structured.
Is it centralized, decentralized or a hybrid?
Historically, the first organizations were centralized with one man, ie the founder or the CEO, taking every decision.
Apple under Steve Jobs is an example of a centralized organization where the founder made decisions regarding design, functionality, features etc.
The centralized organization can be very effective and ensures that the founder’s vision is carried out throughout the company and reflected in the product. But when the organization scales up, this type of organizational structure reveals its flaws. The organization is slow to make decisions and adapt to changing circumstances.
Starting with the 1950s, decentralization became the focus of organizations which had achieved a certain level of size and complexity.
Within these organizations, the number of employees had increased and subsequently the number of interactions required to make things work. The size and complexity of these organizations had become a burden and they were in danger of breaking down.
Decentralization was the solution. A decentralized organization is able to make decisions fast and adapt swiftly to its environment.
Other organizational structures are the line structure, the functional structure, the line-and-staff structure, the project-based structure, the matrix structure etc.
McKinsey 7S framework – Staff
Staff refers to the people in the organization and looks into the ways the organization nurtures and develops its employees.
How does the organization motivate its employees? What strategy does the organization employ to hire for diversity? Once diversity achieved, does the organization have an inclusion strategy?
Workforce diversity is a competitive advantage. A team which includes members of different generations, background cultures, interests and talents provides the organization with different insights and perspectives and drives creativity.
McKinsey 7S framework – Strategy
Strategy is defined as the actions a company plans to take to achieve its business objectives.
The plan outlines what (resources), how (specific tools, activities, platforms etc) and why (the reasons behind your choice of a specific resource or tool) the company will use to achieve its goals.
The strategy’s secondary goal is to define how the organization differentiates itself from the competition and create unique value. Learn how to create a strategic plan in 5 steps.
A successful organization must be able to change its strategy to match the current business environment. When organizations fail to see the need to change, they miss out on the opportunity to adapt and survive.
Nokia’s culture of status, shared fear and temporal myopia made the company vulnerable to competitive forces and prevented it to adapt its strategy (more on this in Why did Nokia fail?).
Microsoft, on the other hand, learned from Nokia’s mistakes (Microsoft acquired Nokia in 2014). When Satya Nadella became CEO, his main leadership challenge was to change the company’s culture. In his opinion, “The C in CEO stands for Culture”.
McKinsey 7S framework – Shared values
What is the organization trying to achieve? What is the organization’s social mission? How does the organization respond to the question Why?
In 2009, best-selling author Simon Sinek defined the concept of Why as the purpose, cause or belief that drives every one of us, leaders and employees alike.
Google’s mission is to organize the world’s information and make it universally accessible and useful.
TikTok’s mission is to inspire creativity and bring joy.
BRAND MINDS’ mission is to unite the business world by providing world-changers with the ultimate business experience.
Having a clear mission statement and delivering on it is paramount for a company’s reputation and bottom line. Consumers and employees expect organizations to stand for something. When they fail to deliver, organizations are met with protests and call-outs. For some organizations, change is now coming from employees putting pressure on the management, not the other way around.
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Change: Friend or Enemy?
Change is inevitable because life is about change. It’s normal to fear change but the key to a thriving life is to not let it paralyse you. Make change your friend, not your enemy.
Read on to find how Stela handled her latest professional change and discover her list of 6 helpful tips you can use to make your change easier and less frustrating.
When you are finished changing, you are finished.
Benjamin Franklin
After 14 years in a multinational company learning and growing in several roles, I was ready to make a change.
For the first time, I experienced a coaching relationship that actually inspired me to become a coach afterwards.
Was I afraid to make a change? Of course!
Did I know how it will be? No, I could just imagine or hope for the best.
At the same time answering the proper questions and looking at this change from different angles, made me more comfortable.
How I prepared for my change
It was a big change.
I was about to step out of a world in which I thought I would spend the rest of my life, with people that I knew, with familiar processes, environment, a world in which I felt secure.
A lot of questions were popping up in my mind:
Will I be able to earn enough money to have the same standard of living?
Will people judge me for this change?
How will this affect my relationship with my family and friends?
Will I adapt quickly?
Will I feel I am useful enough for society and will my work have a visible impact?
It took me almost half a year to get prepared for this change and during this time I had the privilege to work with a coach that guided me through this decision-making journey, which really helped me to figure out the right way.
Finally, I came to the conclusion that it’s not about money or other’s opinion, it’s really about what is it I want to do further with my professional life and what is giving me the feeling of accomplishment.
[bctt tweet=”Stela Toderascu on #change: It’s not about money or other people’s opinion; it’s really about what it is you want in your professional life and what gives you the feeling of accomplishment.” username=”brand_minds “]
So, I did it. I followed the 4-month Systemic Coaching course held by Alain Cardon, a well-known Master Certified Coach, speaker, trainer and author.
After hundreds of hours of practice with colleagues, I had the chance to work with real clients and get the Associate Certified Coach accreditation from the International Coaching Federation. It is a dream which came true in less than one year.
So, after this experience, I can say loudly: no matter how hard it seems, if you really want something and you are open to change, you can do it!
Change is different for everyone
Based on each of your experiences you can judge if it’s an easy or a hard step to make.
Imagine that for some people moving from one desk to another in the same office, means a big change, and it can affect their job performance, relationship with colleagues and overall engagement.
The fear of change or changing things is called Metathesiophobia. The fear of change is evolutionary in humans. Since times immemorial, man has liked routine. Our internal predispositions (heredity and genetics) teach us to resist change mainly to ‘always feel in control’. But the normal fear of change becomes a full-blown phobia when it is irrational, persistent and very intense.
www.fearof.net
Each person has its tolerance towards change. It’s great when it’s you who decides to make a change and you can prepare thoroughly for it, analyze all the possibilities and then just embrace it when you are ready, without any regrets.
What about changes that occur suddenly, that take you by surprise and out of your comfort zone? Can you prepare for that?
There are some challenges that you can choose from that would take you out of your comfort zone and it might be easier for you next time when a change takes you by surprise.
Matt Cutts, the former head of search quality at Google is supportive of trying something new for 30 days. Watch him talk about his challenges in this short TED Talk:
6 helpful tips to make your change easier
When an unexpected change occurs each of us goes through a process of denial, rage or frustration, exploration and just after that we could finally accept the change. This process can be shorter or longer depending on the impact of the change we are facing and our willingness to move forward.
When we least expect it, life sets us a challenge to test our courage and willingness to change; at such a moment, there is no point in pretending that nothing has happened or in saying that we are not yet ready. The challenge will not wait. Life does not look back. A week is more than enough time for us to decide whether or not to accept our destiny.
Paulo Coelho, ‘The Devil and Miss Prym’
So, what could actually help you to get through a change easier?
Let me share with you my list of 6 tips which proved helpful for me:
1. Get as many details as you can
First and foremost, try to get as many details as you can so you can analyze the change with full awareness and so “the unknown” we all fear becomes more familiar.
After getting all the details, answer the following questions:
2. What are the positive parts/outcomes of this change?
Even if anytime a change occurs it’s the negative things coming to your mind first, changing the perspective with positively oriented questions really helps to get out of the frustration area faster.
3. How can I, my family, my team, or my company benefit from this change?
Doesn’t matter how dramatic the change sounds or looks, there is always something that could transform it into an opportunity.
4. What can I do to make the impact even more positive?
There must be something which with the help of your skills can become even better or have a bigger impact. Maybe your communication skills could help you pass on the news to your colleagues or family in a friendly manner, which could help overcome the unnecessary frustrations.
5. Who can help/support me on this journey?
A partner is always welcomed to help you to achieve your goal faster and help you to discover other options/opportunities.
6. What are the steps to be followed to ensure a successful transition?
A plan, as simple as it is, is always helpful to be clear regarding the steps and tracking the results.
After all, it might be that from an initially frustrating, threatening and unwanted change you can turn out to be the hero of the day .
Good luck with embracing the change, world changers!
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Meet Joe Escobedo, One of Singapore’s Brand Minds
Recognized as one of the “Top 20 Content Marketers” worldwide and awarded the “Most Influential Global Marketing Leader” at the World Marketing Congress, Joe has helped countless organizations and executives transform from relative unknowns to superheroes online. He has also created and led successful digital marketing, branding and PR campaigns for both startups and Fortune 500 firms. He is a contributor for both Forbes and the HuffPost, as well as an award-winning speaker. His articles, interviews and talks have been read or heard by nearly one million people.
What is the significance of Joe Escobedo “The Brand Builder” and what is the story behind it?
“The Brand Builder” is a moniker given to me by my colleagues when we were trying to create ‘superhero’ names for the team.
You worked with companies from U.S., China and Singapore, which market did you like the most and why so?
The safe answer would be Singapore, but my five years in the gauntlet known as China made me what I am today. It taught me humility and the importance of guanxi (relationships).
Name one situation that made you want to quit and change your career.
I want to learn something everyday so there were times in my career where I felt like I wasn’t learning anything new or pushing myself hard enough. It’s during those times that I’ve transitioned to a completely new field or market. Sometimes I’ve failed miserably, but I learned from each experience and have grown from it.
Name one situation that made you want to go forward.
I’m driven when people tell me I can’t do something. I’ve been told that more times than I can count throughout my career. During those times, I think in my head, “hold on a second and watch this!”
What do you think are the most difficult challenges marketeers have to face in Asian markets nowadays?
Taking a long-term view. Too often, global headquarters look to the regional office in Asia and say, “You’re our growth engine now so you should be growing at a double-digit rate.” The problem with that is that it forces marketers to look only at the month ahead, rather than what’s going to rise up and disrupt their industry next year.
Investment matters. If you would invest in one particular business field nowadays. What would that be?
If I were looking for some quick cash, I’d say anything A.I. related. But I generally play the long game so I’d invest in things people always need, like food and toilet paper.
If you could change something about Singapore’s marketing community to improve it in any way what would that be?
I’d encourage the Community to take risks and invest more in digital. An ad plastered over the MRT may look great but what’s the return on your investment?
What made you settle down in Singapore?
The short answer: love. I followed my wife who received a job offer before I did.
Meet Joe Escobedo, The Man behind the suit
Name one good habit that helps you deal with your active life.
Reading to my daughter, because in that moment, I’m not Joe “The Brand Builder.” I’m whichever character I’m reading in the book.
Name one bad habit you can’t quit.
Speed walking. I tend to walk like I’m always 15 minutes late to a meeting.
If you could be anything else but a marketing leader, what would you be?
In another life, I would’ve been a film director. I wrote, directed and edited a sketch comedy movie when I was in college. I loved the experience and think I could’ve been a third-rate Christopher Nolan.
You are recognized as “One of the Most Influential Global Marketing Leaders”. What’s your favorite movie of a global marketing leader?
Don’t know if it’s about a global marketing leader per se, but Game of Thrones. After over a decade as a marketer, I see too many similarities between that show and the marketing world, albeit slightly less violent. For instances, strong alliances with the “right” groups can help you get closer to the corporate Iron Throne.
Tell us your favorite book. What’s the best thing you learned from it?
“How To Win Friends & Influence People,” by Dale Carnegie. I’ve read the book at least 10 times and everytime I ‘learn’ something new. My favorite lesson is about putting yourself in the other’s shoes – thinking about what they would want rather than what you’d want them to do.
Name the most important value you have.
Grit. It’s the only reason I’m still around and kickin’ in the professional world. Because even when I get battered to the ground, I claw my way back up. It’s an invaluable trait for any marketer or entrepreneur.
Name the most important value a leader should have.
Empathy. Every boss wants to make the most profit they can but they can only do so with a strong team behind them. And the only way to build and retain a strong team is to empathize with your staff’s situation. If they get demotivated because a client scolded them, then give them a pep talk. If there are unseen circumstances that caused them to miss a deadline then be understanding to their situation.
If you could compare your journey as an entrepreneur with a song, what song would you choose?
“Highway To Hell.” Just kidding! Instead of a song, my journey can be best described by “The Road Not Taken” by Robert Frost. From my move to China when I was 22, my career has been characterized by these lines: “Two roads diverged in a wood, and I— I took the one less traveled by, and that has made all the difference.”
Tell us the funniest experience you had this year related to your work.
Some of the funniest moments during the past year happen behind-the-scenes. For instance, we use to have “Happy Friday” dance parties at my company. And I’m not one to brag but my rendition of “Hotline Bling” by Drake stole the show.
If you would give our readers one advice from your professional experience, what would that advice be?
To quote the great Conan O’Brien, “If you work really hard, and you’re kind, amazing things will happen.” I truly believe that. Because everyone wants to help the hardworking nice guy or gal.
What is your biggest expectation for the Brand Minds ASIA event?
I’m looking forward to seeing Gary V walk on stage to a deafening cheer, unleash some savage knowledge and drop the mic.
The secret to winning a Cannes Lion
No matter the changes that the advertising world saw in the last years, Cannes Lions remains the most important festival of the industry and its awards the most wanted and desired. Therefore, it’s only natural for all the agencies and marketers to be curious to know the secret of winning one. So what are the ingredients that turn your campaigns or executions into possible winning ones? The important, big awards are given to disruptive, irreverent, totally different pieces of work that are known and loved at an international level.
Looking at the works that one and listening to several jury members, we were able to highlight some points that will give you a clearer picture on the topic.
“We felt the new integration is about transcending intermedia and really integrating into culture and society,” said Jury President Tham Khai Meng, for AdAge.com.
- Works that push humanity forward.
- Works that are deeply original and sharable.
- Campaigns that effectively impact business objectives
- New ideas that change people’s perspectives. When inspiration is combined with a rigorous experimentation program, companies can push today’s marketing innovation.
- Intuition balanced with data, big ideas with bold experiments, inspiration with rigorous validation.
- What wins a Grand Prix in a particular category is work that represents best the category and shows the way forward to the industry.
- Old ideas reinvented and putting things in a completely different perspective
- Including a societal angle in your campaign when producing your case study.
- Going big (a strong idea, consolidated by a depth of the execution and all the content created around it). Jury members were very vocal in saying that they wanted to focus on work that had been widely shared, got press coverage and was being made by big real brands.
- The PR component of the campaign becomes more and more important. No winning campaign has been “discovered” at Cannes. All Grand Prix winners were operations that had been already widely shared and talked about in the media, and had also made an impact on marketers all over the world, even before the start of the festival.
- The concept is still the king.
- Using emotion and focus on a positive attitude. Let’s not forget that jurors are humans as well, and if you can make them feel something, you’re much closer to being in the winner’s circle. The stronger the emotion, the better.
- Short videos presenting the campaign’s idea, execution and results. The shorter and to the point as possible, the better.
- “Work that has impact far beyond its initial intention or that creates a category shift is work that stands out. It’s often not the big brands, but the truly smart, innovative, and conscious work that scores highest with the judges”. – Sue Daun, Creative Director Intebrand London.
- Inspiring creativity envy.
- Works that break the rules and do not conform to what we expect to see—work that transcends a category.
10 Things You Might Not Know About Gary Vaynerchuk
We are thrilled to announce that Gary Vaynerchuk is coming to BRAND MINDS 2020!
BRAND MINDS is The Central and European Business Summit taking place in Bucharest, Romania.
Here are 10 things you might not know about Gary Vaynerchuk
American serial entrepreneur, four-time New York Times bestselling author, speaker and internationally recognized internet personality. First known as a leading wine critic who grew his family’s wine business from $3 million to $60 million, Vaynerchuk is now best known as a digital marketing and social-media pioneer at the helm of New York-based VaynerMedia and VaynerX. Angel investor or advisor for the likes of Uber, Birchbox, Snapchat, Facebook, Twitter and Tumblr, he is a regular keynote speaker at global entrepreneurship and technology conferences.
1.No matter the amount of success and money he has at this point he is still working 13-15 hours a day.
2. He is into every aspect of his life 100 %, ready to give 51 % of the value to the other person.
3. He tries to figure out what you are going to do, before you do it
4. He’s passionate with the New York Jets. His dream as a child was to become the owner of the New York Jets and it still is.
5. He’s an HR Driven CEO. He is very interested in his employees’ ideas and opinions and their feedback on everyday work. He uses empathy and tries to understand “why”.
6. He believes it’s in his DNA to be an entrepreneur. It’s the life he breaths and loves to, every day.
7. He doesn’t care about others’ opinion on him, as he knows very well who he is. “I put zero weight into anyone’s opinion about me because I know exactly who I am. Can you say the same?”, quotes medium.com
8. He believes that a person’s friends and family can influence their success. “Maybe if you got rid of one friend or spent a lot less time with one friend who’s a real drag and a negative force and added a positive person in your office … If you switched it from 80 days hanging out with your negative friend and one day with your office acquaintance who’s super positive, to four days with your negative friend and 12 with this new person. I’ve physically watched I mentor in my organizations have a totally different life on that thesis……I think that people are keeping very negative people around them and if they aspire to change their situation, it’s imperative to audit the seven to 10 people who are around you,” Vaynerchuk told Business Insider.
9. He is a Judge and Adviser at the Apple’s show ” Planet of the Apps“, alongside Jessica Alba, Gwyneth Paltrow, Will I.AM. More on the program you can read here.
10. In #AskGaryVee he cuts straight to the heart of the question and what it says about the person asking the question — their motivations, their fundamental assumptions and what their real question should actually be.
Are you a #worldchanger?
Come to BRAND MINDS 2020: Gary Vaynerchuk, Malcolm Gladwell, Martin Lindstrom, Michio Kaku, Tara Westover and host Richard Quest
