[MUSIC].
Welcome back. Now, when we stop and think about how the
exercise you did in Module One feels, and, and you could just think about
moments you had with the person on the left, how did you feel about what you
were doing or why you were doing it? And I would expect, from a lot of other
people's response to that recently, that you would say, well I felt a part of
something important. That's because one of the things that
effective leaders do, these resonant leaders, is they help us understand the
context of what we're doing. They know that as adults we don't learn
unless we attach new experiences on to a framework, a context.
What the effective leaders do, is they use the purpose of the organization as
the context. It's one of the reason why people who
start management meetings with financials are really very uninspiring, and usually
not very effective, because they're telling everybody around them, that
there's a confusion between why we're doing what we're doing, the purpose, and
the measures, of how well we're doing. But one of the things, for example, I had
the opportunity not too long ago, to witness the CEO of a ultimate low tech
steam valve company, kick off his annual meeting of his top 350 managers in
Philadelphia. And, it was really an amazing moment
because he said, thank you. Good morning.
The next thing out of his mouth was a name of a small town in upstate New York,
and he said, in that town, last year they gave birth to 350 lives.
Last year they saved 1800 lives, as a result of surgery in tertiary care.
And not, none of it would've been possible if they didn't have 40 of our
steam valves moving oxygen and gases through the hospital.
And, then he mentioned a small town in Western Pennsylvania where people,
parents got up this morning, they got their kids breakfast, and dressed, and
off to school and they got dressed and went to work.
And, none of it would've been possible if the local gas and electric utilities
didn't have 400 of their steam valves. As he was talking about this, you could
feel something in the room go click. And that, that click was very important,
because people were sitting there saying, hey, you know, I don't make steam valves.
I make steam valves. It was a click of meaning.