Owners

• The owners of the organisation you’re leading/managing matter a lot in how a manager performs
• Owners can make or break a manager at their organisation
• They need to be thinking about winning in the long term
• Owners need to support managers unequivocally — money to build a team, trust & don’t meddle with routine stuff, available when needed & compensation.

Control

• Abuse of power & complete control are different things
• Complete control is sometimes necessary as a leader for you to make your team win
• You can’t get the best out of people when they’re perpetually afraid of you
• Temper is only useful when used sparingly
• Leaders can be intimidating to their team, and they might not realise it
• The team is bigger than one player
• Be a puppet master, not a control freak

Delegation

• Doing everything yourself is not the quickest/best way to do everything
• Working through other people will allow you to do more & help amplify your reach
• As a leader, your job is to set high standards

I slowly came to understand that my job was different. It was to set very high standards. It was to help everyone else believe they could do things that they didn’t think they were capable of. It was to chart a course that had not been pursued before. It was to make everyone understand that the impossible was possible. That’t the difference between leadership & management.