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HHH Yes, the design of national policy is important, how our economic development plans for the next five years, how the implementation, how to make our economy even faster. Are designed to advance our focus to invest money in what ways it should be carefully arranged.

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Through these activities, the student is able to widen their horizon and trained to look at the issue in a broader perspective.

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Lying disguises our mortality, our inadequacies, our fears and anxieties, our loneliness in the midst of the crowd. We yearn for the comfort of familiar lies to create a more amenable reality. What do you think?


Absolutely! Treating the people you're leading as if they're stupid; as if they can't handle the information that you can, is a sure way to lose respect.

Oddly enough, I've spent more time on the Tube in London than I have the Subway in NYC and the the drivers who speak over the PA system have something close to cult-status; everyone in the carriage smiles with the announcment that "some fool has decided to get some exercise on the tracks". Much better than generic robo-lady of the Subway. Definitely the way to go.

However, the NY Subway evens up the score with their ticket sellers and station staff. Sure, you may get the odd grouchy worker, but noting that comes close to the outright aggressiveness and rudeness of the Tube Grinches behind their plexi-screens. Surely another leadership lesson would be to not put all of your unhappy staff in the same department, spread them out a bit!

kare anderson

Author if the book, Influence, Robert Cialdini found in his research that when people are given a reason - even one that is not rational or even related - they are more patient - and, if asked to do something, are more likely to comply

JF Grissom

Hi Simon,

I agree with your paradigm on this 100%.

As to the cause of communication that doesn't really communicate...

Like the person on the microphone in New York vs. London.

Leaving people in the dark is sort of a way to exert power.

The 47 laws of power (interesting book if you're looking to acquire power with treachery and deception) talks a lot about subject like this...

Interestingly, since reading that book I see a LOT of "leaders" that communicate horribly, utilizing this law of power that leaves people in the dark.

I've also seen it in sales pitches as a tool to weed out the wheat from the chaff.

Pretty interesting observation you have made here... Thanks for sharing your perspective... I think sharing/teaching is a much better way to build the value/power we need as a society.



Account Deleted

I would add another variable to the analysis: humor.
I live in São Paulo, Brazil. Once I was on the subway (we call it "Metrô") and it was so crowded. By the time the train should leave, some more people tried to get in and kept some doors open, avoiding the departure. And then again. And for the third time...
So the operator, with a tone that didn't seem angry at all (I'd bet he was even smiling) said on the PA: "C'mon guys, if you go on keeping the doors open, we're all going to sleep here".
It seems that every passenger got the message as a really friendly, even humorous message. Guess what? All doors closed completely and the train finally left.
The operator started with Why: Leaving the station and going home, and not being hard on people that kept doors open. With his humor, he inspired people to collaborate.


Not entirely accurate. In NY (I'm a New Yorker) they often say things about a sick passenger, or some issue ahead. They do -- at times -- give details. Doesn't help much, though - certainly not w/ impatient, demanding New Yorkers who hear those things all the time.

Still, you make a great point about the honesty + transparency. THIS part is very true.


Steve Martin - theThinkShack

We in the lean world call this Respect For People. Respect For People is one of the 'pillars of lean' from the Lean thinking house by Toyota.

Originally, lean (or lean thinking) was named the Respect for Humanity System.

One very interesting concept within the Respect For People pillar, is Don't Trouble Your Customer. Ideas include: don't force people to do wasteful work, don't make them wait, and don't overload them.

Lean leaders have lost sight of the importance of respecting people. Lean implementation is now all about continuous improvement. We've forgotten the other pillar of lean.

Letting folks know about critical information regarding what's going on around them is a great example of not overloading people. I love your description of what happens in NY when no one is given anything useful. People get anxious, they start to worry, etc. That's all waste and doesn't solve the issue.

You're right on about how people respond positively when we choose to respect them.

Everyone wins and it DOES make a huge difference. Thanks.

Angela Schaefers

I love it Simon! There is so much value in just being aware of life and learning from these systems, groups, activities etc around us... you have a knack for capturing those very key messages.

I would add that in sharing information, sharing a part of us and our story is critical in doing business... I posted some things about me and hope you will share some about you!




This is an example of what I call Relational Connectivity™.

By providing human delivered context, London Transport create rapport that then salves the feelings of disgruntlement. (and in the UK, National Rail (formerly British Rail) do the same thing) create rapport that then salves the feelings of disgruntlement.

When we hear that someone has fallen on the track or thrown themselves in front a moving train and that paramedics are racing to the scene, we're given vidid descriptors that build vivid mental images. While those mental images load, our thinking about our own delay is diverted; our urgency in being late gets diminished by the suffering of someone less fortunate than ourselves.

Information gives context. Context generates rapport, which in turn creates empathy and understanding. When we empathize, our innate sense of caring, of actually giving a damn about another person, even if it's someone we don't know and have never met, kicks in.

It's hard wired into our DNA.

Ivana Sendecka

Hey Simon,
right on! Information which is delivered with empathy, can make truly miracles.

People definitely tend to response better when they don't feel left out, when information is personal and not some automated message.

Some "leaders" are protecting their status quo by holding information for themselves, thinking that it is giving them control over others. This "fake power" is having pretty short life, though. Plus it is pretty exhausting to be focusing on protecting know-how.

Sharing, opening up, employing potential of others and empowering as many people as we can will make this world a better place, will bring more innovation and action with passion into our lives.

And that is what we want right?
Machine like responses and information deficit, is not the "train" which will take us there;-)

Ladies and gentlemen,
your "collaborative innovative leadership train" arrived to the platform no.1 Passengers traveling to destination "the better creative world" please prepare to lead others to the train;-)


Simon, Great Post! Interesting analogy to highlight the leadership aspect. Honesty and Transparency are a driving force between any relationship, It works wonderfully specially in the employer-employee scenario as the emotions aspect is very less within an work atmosphere. Being transparant will not only create greater levels of faith and trust and loyalty in an employee, but will also boost his dedication and conviction towards work.



Mars Dorian

Nice one, you keep surprising me, Simon.

Being honest with your team and telling them what you know right from the start can establish deep trust, and create that feeling: we are all in this together.

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