How to Use Leadership Language to Deepen Relationships, with L. David Marquet

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By Alexa Ward

Mo asks L. David Marquet: How can we use the language of leadership to deepen our relationships? There is a language difference between resilient and adaptive teams, and fragile teams.

Show Notes

Mo asks L. David Marquet: How can we use the language of leadership to deepen our relationships?

  • There is a language difference between resilient and adaptive teams, and fragile teams. Adaptive teams are more open to dissenting opinions with people being willing to speak up. On fragile teams, only the loudest tend to get heard.
  • One of the most common patterns is that word distribution matches the salary distribution of the people involved in the meeting.
  • If you’re in a meeting, the point is not to get your point across, it’s to understand other people’s points and to structure the meeting so that the people that are underrepresented are invited to share. Vote first, and then discuss.
  • If you sense there is a dissenting opinion you should shine a light on that. You need to celebrate a dissenting opinion because that’s where all innovation comes from.
  • Avoid binary questions when you want to increase variability and increase innovation. Always go to the minority dissenting opinion first, you want to hear from the people that feel strongly one way or the other.
  • You should focus your time and energy finding out what the group knows and maximizing learning in the limited time that you have, and you don’t do that by rehashing what the majority thinks.

 

Mentioned in this Episode:

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