WEBVTT - Preview: Harvard Professor Linda Hill on Emotional Intelligence in Action

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<v Speaker 1>Hi everyone, I'm Francis Laqua and we have another great,

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<v Speaker 1>great interview in the Pipeline for the Leaders with Me

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<v Speaker 1>Froncin Lacua podcast. Now next week, I'm speaking with Linda Hill,

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<v Speaker 1>Professor of Business Administration at Harvard Business School and faculty

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<v Speaker 1>chair its Leadership Initiative. Hill has advised some of the

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<v Speaker 1>world's biggest companies through her consultancy Paradox Strategies, and she's

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<v Speaker 1>also written some of the defining books on leadership and innovation,

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<v Speaker 1>including Genius at Scale and Becoming a Manager. Throughout the

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<v Speaker 1>season on the podcast, I've been asking industry leaders how

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<v Speaker 1>they've navigated big decisions, managed crises, and built successful organizations.

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<v Speaker 1>So in this conversation I turned that idea on its head.

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<v Speaker 1>I use my time with Hill, someone who has spent

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<v Speaker 1>an entire career studying leadership, asking what actually makes a

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<v Speaker 1>great boss, what characteristics are indicators of success, and how

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<v Speaker 1>she thinks artificial intelligence could shape the next C suite generation.

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<v Speaker 2>What you need is you need CEOs who fundamentally know

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<v Speaker 2>that they're there for the enterprise. It's not about them.

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<v Speaker 2>So I almost always start by saying, think about not

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<v Speaker 2>the rights and privileges that come with being a CEO,

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<v Speaker 2>but the duties and obligations, and people can tell if

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<v Speaker 2>you care, if you actually are concerned about the bigger

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<v Speaker 2>picture or not, because you're going to make many unpopular

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<v Speaker 2>decisions or I shouldn't say unpopular controversial decisions because they're

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<v Speaker 2>tough decisions to be made and you're going to have

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<v Speaker 2>to deal with trade offs, and they want to know

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<v Speaker 2>about your character. And then fundamentally, do you know how

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<v Speaker 2>to make connection? If you can't connect with people, then

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<v Speaker 2>they're not going to want to be as I talk

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<v Speaker 2>about now, not so much as following you, but co

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<v Speaker 2>creating the future with you. And if you can't get

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<v Speaker 2>that connection going, that's when you know there's going to

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<v Speaker 2>be a failure.

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<v Speaker 1>Is it different if you're an Ai something of Dariel

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<v Speaker 1>Muday sam altman elon Musk. They're not traditional chiefly in

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<v Speaker 1>that sense.

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<v Speaker 2>I have not studied them specifically, but they don't appear

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<v Speaker 2>to be so they would strike me in some ways.

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<v Speaker 2>You know, when I was doing the work at Pixar,

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<v Speaker 2>obviously Steve Jobs was someone who was deeply admired. Now

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<v Speaker 2>Steve Jobs and people have a point of view about

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<v Speaker 2>Steve Jobs, so Ed Catmill, who's brilliant, was one of

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<v Speaker 2>the co founders. Everyone tells me there's no one who

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<v Speaker 2>knows Steve Jobs better than him, and two of my

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<v Speaker 2>business partners work with Steve Jobs for many years. And

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<v Speaker 2>one of the things that Steve Jobs understood is that

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<v Speaker 2>most action that happens is collective action. There would be

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<v Speaker 2>times when Steve being in the room was not going

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<v Speaker 2>to be possible because he was going to throw off

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<v Speaker 2>the dynamic too much, not because he couldn't behave well necessarily,

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<v Speaker 2>but because other people would be uncomfortable with him, so

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<v Speaker 2>he would remove himself. Other times, you need him there right,

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<v Speaker 2>so again being aware Ed and him trusting Ed well

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<v Speaker 2>enough to say not this meeting and Ed Ed has

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<v Speaker 2>unbelievable emotional intelligence on every dimension. But he knew how

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<v Speaker 2>to If you think about the stars they had at Pixar,

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<v Speaker 2>he understood people and what they needed and didn't need,

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<v Speaker 2>and what the dynamics would be of a group if

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<v Speaker 2>a certain mix was there, and if they had certain

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<v Speaker 2>decisions to make and he thought it's not the right mix,

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<v Speaker 2>then he had no problem saying to you, Steve, you

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<v Speaker 2>can't come. But as you become more senior people don't

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<v Speaker 2>give you feedback.

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<v Speaker 1>That was a bit of my conversation with Blinda Hill,

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<v Speaker 1>Professor of Business Administration at Harvard Business School and faculty

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<v Speaker 1>chair of its Leadership Initiative. So be sure to listen

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<v Speaker 1>to it when it comes out next week.