You know, it’s a small visual cue that not only helps you but I think importantly helps set the tone that you are listening, that you do care what people are saying. So as a behavior, when we say as leaders we want to be open to feedback, we want to have a growth mindset, we want to learn from others. And so I’ve really started taking that up after that and I found, you know, whether it’s in client meetings or other situations, people later on even remark, “Hey, you really cared, because you were sitting there taking notes.” And (a) I really find that it’s valuable, but (b) I do think that is a physical manifestation that you care about what someone is saying. ![]() And after he left, we were continuing the conversation, getting into more detail, and one of the banker says, “That was really extraordinary to see him scribbling notes.” And I was used to him doing that so I said, “What do you mean by that?” And he said, “You know, most senior leaders aren’t willing to take notes like that because that conveys there are things they don’t know, or things that they need to write down to remember.” And, you know, I reflected on that and thought, “Well, that’s kind of crazy because we’re all trying to learn things.” But I do think that’s something that a lot of leaders don’t do, or don’t want to convey that they don’t know things. And the CEO, who is an extraordinary person and an extraordinarily accomplished person, was scribbling notes, and scribbling notes, and scribbling notes and asking questions. And we had some advisors and bankers telling us, you know, kind of their thoughts about next steps and what we should do. And I remember one meeting, in particular, the CEO was in there, I was in there with a few others. And we had bankers coming in and giving us advice. ![]() And I was reflecting back on a story I was recently telling about when I was at Delta, we were getting into financial trouble after 9/11. And I’ll take one example that I think there are a lot of different circumstances where we can think about as leaders, how we model behaviors.Īt IBM right now, as we think about the cultural elements that we’re injecting into, you know, kind of the future of IBM, one of the things we talked about as leaders is how do we model a set of behaviors that kind of help set the tone that others follow. Hey, everybody, I want to spend a couple minutes talking about the importance of modeling behaviors.
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