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From Checking Your Ego to Making Meetings Less Scary for Introverts: 99U’s 10 Best Ideas for Leaders

Author: Mike Sager / Source: 99U by Behance

The pattern of bright circles represents 99U's best ideas on leadership. Image by Julie Campbell.

Being in charge means having a lot on your plate. Leaders juggle everything from managing bottom lines to overseeing top-tier team culture. We’ve heard it said that it’s lonely at the top, so we sourced some words of wisdom from iconic leaders such as Beth Comstock, Scott Belsky, and Tina Roth Eisenberg to help you out.

From how to hire more authentic people to how to host more inclusive meetings, their advice will make you feel like you’re not in this on your own.

Wise words from Adobe Chief Product Officer, Scott Belsky. Image courtesy of Belsky.

1. Don’t make decisions out of fear.

We all hit low points in the struggle to get our big idea off the ground. At those times, we’re prone to self-doubt and that is when we start to make knee-jerk decisions. In his recent book, The Messy Middle, Scott Belsky encourages us to put people first by “being empathetic with what the customer is suffering from, and [focus] on doing what’s right for the team.”

Ueno founder Haraldur Thorleifsson smiles at the camera. Image courtesy of Ueno
Ueno founder Haraldur Thorleifsson. Image courtesy of Ueno.

2. Amplify the voices on your team.

The design studio Ueno is vocal about social issues, driven by its diverse team of employees. Rather than fear a business fallout, founder Haraldur Thorleifsson has embraced speaking up on important cultural issues. “I have no idea if it is good or bad for our business,” says Thorleifsson. “But I really don’t think about it that way. If this will be our downfall, then that’s the hill that I am willing to die on.”

3. Build momentum.

Your big, world-changing vision deserves more than a few obligatory head nods from your team. It needs genuine buy-in from everyone working together towards a greater objective. Imagine It Forward author Beth Comstock says that a leader’s goal is to create a movement, not to strong-arm people into saying you’re right. “It can become about my idea versus their idea, and that’s often where things fall down in companies because it gets to be a bit of either turf war, function war, or ego war,” Comstock says.

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