listening for the good

Stephen: First I want to talk about—you have issued another beautiful book inspired by your late mother. It's called Just Shine!. One of the things I understand she says is, you don't know what's going on with someone else. You may disagree with them.

Justice Sotomayor: You have to ask them.

Stephen: Does that come in handy in your job?

Justice Sotomayor: A lot. But she showed me something else, which is you can't really judge people by their opinions because you may differ in them. You may not like what people do. One of my favorite stories—she had a friend who talked nonstop. How many of you have those kinds of friends? I bet a lot of you. They walk in, they never stop talking. My brother and I would scurry out of the room as fast as we could. My brother would probably go out to play basketball. I would go hide in my room and read. My mother would sit there and just listen.

One day after this woman had left, I looked at her and said, "How do you have that patience?" And she said, "Sonia, it can be frustrating moments, but I always remember that she really has such a wonderful heart. When I've been sick, she comes over and she's the first one to bring me food. If I am stuck not having a ride somewhere"—so she didn't drive at the time—"I call her up and she offers before I say anything. Not everybody does that."

She taught me to look for the best in people. That was the lesson that moment gave me, and it's one I look for in my colleagues, you know. I don't agree with them much—at least not with the majority—and they can be really frustrating. And there are moments when I want to scurry out of the room. But I don't. And what I look for to maintain our collegiality is the good in them. My mother was right—there is good in almost everyone. I say "almost everyone" because I was a prosecutor, and there are some evil people.

Sotomayor, Sonia. Interview by Stephen Colbert. The Late Show with Stephen Colbert. YouTube, uploaded by The Late Show with Stephen Colbert, 10 Sept. 2025, https://www.youtube.com/watch?v=xKSzq4keAx8.

a good story

The best arguments in the world won't change a person's mind. The only thing that can do that is a good story.

Richard Powers

The Overstory. W. W. Norton & Company, 2018, p. 336.

I only have one

"Would you be interested in acting in public office or politics?" they asked me at a lively dinner, while I gave my enthusiastic opinion on contemporary geopolitical and economic issues. 

To justify my negative answer, I shared a story I once heard from Marcos Lutz, the great executive former president of the Ultra and Cosan groups. Rubens Ometto, Cosan's main shareholder, asked Lutz why he had stepped down as CEO of the group, since the relationship between the two was very good and the group offered interesting challenges.

"Rubens, if I had three or four lives, one of them I would certainly dedicate entirely to the Cosan group. The problem is that I only have one."

Luciano Siani Pires

Linkedin post. May 2025

Original in Portuguese: “Você teria interesse em atuar em cargos públicos ou na política?”, me perguntaram num jantar animado, enquanto eu opinava entusiasmado sobre temas geopolíticos e econômicos contemporâneos. 

Para justificar minha resposta negativa, compartilhei uma história que ouvi certa vez de Marcos Lutz, o grande executivo ex-presidente dos grupos Ultra e Cosan. Rubens Ometto, principal acionista da Cosan, perguntou a Lutz por que havia deixado o cargo de CEO do grupo, uma vez que a relação entre os dois era muito boa e que o grupo oferecia desafios interessantes.

“Rubens, se eu tivesse três ou quatro vidas, uma delas eu certamente dedicaria inteiramente ao grupo Cosan. O problema é que eu só tenho uma”.

primary test of leadership

Grading the importance of various initiatives in an environment of finite resources is a primary test of leadership.

Derek Lidow

"A Better Way to Set Strategic Priorities," Harvard Business Review. February 13, 2017

empathic communication

Business practices evolve rapidly, but there’s one technique business leaders should always rely on to effectively motivate and lead: empathic communication. Develop and show empathy for everyone involved in your corporate transition, and you’ll lead a team that feels valued, included, and driven to help your initiative succeed.

Patti Sanchez

"The Secret to Leading Organizational Change Is Empathy," Harvard Business Review. December 20, 2018

acknowledge fears

While you may need to keep some facts private during a transition, the general rule is that the more informed your people are, the more they’ll be able to deal with discomfort. So, learn about your team’s specific fears, then acknowledge them openly.  

Patti Sanchez

"The Secret to Leading Organizational Change Is Empathy," Harvard Business Review. December 20, 2018

how information is communicated

When I sat down with the CEO and her executive team to think through their communication plan, I asked not about the change itself, but about how her employees might feel about what’s ahead. We started with her team because, in my work as a communication consultant, I’ve observed the same thing time and time again: how information is communicated to employees during a change matters more than what information is communicated. A lack of audience empathy when conveying news about an organizational transformation can cause it to fail.

Patti Sanchez

"The Secret to Leading Organizational Change Is Empathy," Harvard Business Review. December 20, 2018

the possibilities to become

Jesus believed in his followers, not alone for what they were, but for what they had the possibilities to become. While others would have seen Peter as a fisherman, Jesus could see him as a powerful religious leader—courageous, strong—who would leave his mark upon much of mankind. In loving others, we can help them to grow by making reasonable but real demands of them. Jesus gave people truths and tasks that were matched to their capacity. He did not overwhelm them with more than they could manage, but gave them enough to stretch their souls. Jesus was concerned with basics in human nature and in bringing about lasting changes, not simply cosmetic changes.

Spencer W. Kimball

"Jesus, The Perfect Leader" January 15, 1977. From an address delivered to the Young Presidents organization, Sun Valley, Idaho. 

time and self-mastery

Wise time management is really the wise management of ourselves.

Spencer W. Kimball

"Jesus, The Perfect Leader" January 15, 1977. From an address delivered to the Young Presidents organization, Sun Valley, Idaho. 

growth through shared work

Jesus knew how to involve his disciples in the process of life. He gave them important and specific things to do for their development. Other leaders have sought to be so omnicompetent that they have tried to do everything themselves, which produces little growth in others. Jesus trusts his followers enough to share his work with them so that they can grow. That is one of the greatest lessons of his leadership. If we brush other people aside in order to see a task done more quickly and effectively, the task may get done all right, but without the growth and development in followers that is so important. Because Jesus knows that this life is purposeful and that we have been placed on this planet in order to perform and grow, growth then becomes one of the great ends of life as well as a means.

Spencer W. Kimball

"Jesus, The Perfect Leader" January 15, 1977. From an address delivered to the Young Presidents organization, Sun Valley, Idaho. 

Listening with Perfect Love

Jesus was a listening leader. Because he loved others with a perfect love, he listened without being condescending. A great leader listens not only to others, but also to his conscience and to the promptings of God.

Spencer W. Kimball

"Jesus, The Perfect Leader" January 15, 1977. From an address delivered to the Young Presidents organization, Sun Valley, Idaho. 

“Do What I Do” Leadership

Jesus said several times, ‘Come, follow me.’ His was a program of ‘do what I do,’ rather than ‘do what I say.’ His innate brilliance would have permitted him to put on a dazzling display, but that would have left his followers far behind. He walked and worked with those he was to serve. His was not a long-distance leadership. He was not afraid of close friendships; he was not afraid that proximity to him would disappoint his followers. The leaven of true leadership cannot lift others unless we are with and serve those to be led. Jesus kept himself virtuous, and thus, when his closeness to the people permitted them to touch the hem of his garment, virtue could flow from him.

Spencer W. Kimball

"Jesus, The Perfect Leader" January 15, 1977. From an address delivered to the Young Presidents organization, Sun Valley, Idaho. 

swap the battlefield for the boardroom.

CEOs love a good war metaphor — “battlegrounds,” “offensives,” “fighting for market share.” It sounds bold. Strategic. Even inspiring.

But new research from João Cotter Salvado and Donal Crilly shows that this language may backfire — especially with financial analysts.

📉 Analysts interpret war metaphors not as strength, but as signals of recklessness and risk. In fact, just a 1% uptick in war-related language can lead to a 20% increase in negative analyst sentiment.

In volatile markets or for dominant firms, the effect is even worse.

💡 The takeaway? Words matter. Especially when the audience is trained to assess risk.

👉 Leaders: Swap the battlefield for the boardroom. Choose metaphors that signal stability, not chaos.

João Cotter Salvado and Donal Crilly

"Research: When CEOs Use War Metaphors, Analysts Worry," Harvard Business Review. January 3, 2025

#Leadership #Communication #Strategy #InvestorRelations #BusinessLanguage #CEOInsights

cheer up, george

A pilot once told us a story about an accident on an early morning flight in the 1950s. As the aircraft accelerated to take off, the captain noticed his flight engineer’s sullen expression and called out, “Cheer up, George.” But in his sleepy state, what the engineer heard was, “Gear up, George” — and he duly raised the landing gear — prematurely as they were not quite airborne. The aircraft sank onto its fuselage and slid to a halt, causing much damage. Luckily, nobody was hurt.

The story illustrates an important point: miscommunication and misunderstanding are both much more likely when context is unclear or not shared. Had George known that the topic of conversation was his mood rather than the flying of the plane, he would have been less likely to misunderstand what his captain was communicating to him, and he most certainly would not have acted the way he did.

Constantinos C. Markides and Andrew MacLennan

"3 Ways to Clearly Communicate Your Company’s Strategy," Harvard Business Review. May 24, 2024

we did this ourselves

A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. Fail to honor people, They fail to honor you. But of a good leader, who talks little, when his work is done, his aims fulfilled, they will all say, "We did this ourselves."

老子 Lǎozi 

Tao Te Ching, late 4th century BC. Chapter 17. 

poor strategy execution

"Sixty-one percent of corporate strategists say poor strategy execution is the primary reason that new growth initiatives fail,” says Marc Kelly, VP at Gartner. “It’s more of a problem than the strategy itself or the funding of that strategy, and it stems from a range of issues."

Jackie Wiles

The 5 Pillars of Successful Strategy Execution. Gartner. July 17, 2023

after just 10 minutes

A recent Finnish study of 380 virtual work meetings showed that remote viewers reported feeling drowsy (and some nearly fell asleep) after just 10 minutes...

The study reinforces another experiment that University of Washington biology professor John Medina conducts with his students every year, which reaches the same conclusion.

Medina says, "After 9 minutes and 59 seconds, the audience's attention is getting ready to plummet to near zero."

Carmine Gallo

Scientists Pinpoint the Exact Moment People Loose Interest in a Presentation: Three ways to keep your audience engaged beyond this cliff. Inc. Feb. 27, 2024

avoid priority proliferation

To avoid priority proliferation, managers can inject discipline into the prioritization process by making choices more explicitly and systematically. At Diageo Ireland, for instance, issues are triaged into one of three categories: soft opportunities or threats, which receive ongoing monitoring but no action; hard opportunities or threats, which require immediate action and become a priority within the company; and nonissues, which are dropped from the agenda. Teams can also adopt a small set of simple rules to guide the prioritization process. Consider All America Latina Logistica S.A., which began life as a privatized branch of Brazil’s freight railway. The new company had only $15 million for capital spending to offset decades of underinvestment. So, to select from among countless capital budgeting proposals, management adopted a set of simple rules, such as “eliminate bottlenecks to growing revenues,” “lowest up-front cash beats highest net present value” and “reuse of existing resources beats acquiring new.”

Donald N. Sull

"Closing the Gap Between Strategy and Execution," MIT Sloan Management Review. July 1, 2007

your presence isn't really about you

So let's talk about Taylor Swift and the Super Bowl...

Swift was there, of course. For a while things looked tough for the Chiefs, until they won the game on a last-second touchdown pass in overtime.

Afterward, Swift made her way down to the field, where she reunited with Kelce....

I was curious what they would say to each other... But I also realized that it doesn't matter. What mattered much more is the fact that Swift was there.

Remember, in the days before the Super Bowl, one of the storylines was whether Swift would be able to make it to Las Vegas from Tokyo, where she had a concert Saturday evening, in time for the game...

The trip required Swift to leave immediately after her concert and fly for about 12 hours to Los Angeles, before a one-night stopover and then another hour flight to Las Vegas on Sunday. 

Obviously, Swift wasn't flying in the middle seat on a commercial flight, but it still took a significant effort. And, that effort is a statement...

Sometimes the thing that matters most is that you show up and support the people you care about when they're facing a challenge. 

So, you go to their games and performances. You applaud, you cheer; if they come up short, you're there for them.

You sit in on their presentations, if you're allowed; if not, you make sure to reach out to them and offer encouragement beforehand.

You stand by them in their hours of need. When they've fallen short at something, you tell them you still think they're great, and you believe in them, and they'll do better next time.

When they're sick or they have suffered a loss, you visit them in the hospital; you go to the funeral. 

You understand that your presence isn't really about you; it's about the other person. That's part of why you don't have to say very much sometimes, because being there speaks volumes. 

But if you're not there, you understand as a leader that the opposite is true, too: Your absence would speak volumes. 

Bill Murphy Jr.

"With Literally Zero Words, Taylor Swift Just Taught a Crucial Lesson in Leadership," Inc. Feb 12, 2024

the operating plan

The strategy process defines where a business wants to go, and the people process defines who's going to get it there. The operating plan provides the path for those people. It breaks long-term output into short-term targets. Meeting those here-and-now targets forces decisions to be made and integrated across the organization, both initially and in response to changes in business conditions. It puts reality behind the numbers. The operating plan is not budgeting for "We did better than last year." Such budgeting looks into the rearview mirror to set its goals; an operating plan looks forward to the hows.

Ram Charan 

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 226, 227