317. Good Power: How Ginni Rometty Redefined Leadership and Influence (Part 2)

The Greg McKeown Podcast

Greg McKeown

Education, Business, Self-improvement

4.8 • 1.1K Ratings

🗓️ 18 July 2024

⏱️ 49 minutes

🔗️ Recording | iTunes | RSS

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Summary

About the Guest: Ginni Rometty is the former Chairman and CEO of IBM, where she led one of the most significant transformations in the company’s history. She reinvented half of IBM's portfolio and launched a $25 billion hybrid cloud business, positioning IBM as a leader in AI and quantum computing. Beyond her technical prowess, Ginni initiated innovative educational programs and redefined corporate ethos through the business roundtable. She's also co-chair of One Ten, a nonprofit committed to providing substantial employment opportunities for individuals without college degrees. Recognized as Fortune's number one most powerful woman for three consecutive years, Ginni's journey is detailed in her memoir, "Good Power: Leading Positive Change in Our Lives, Work, and World." Episode Summary: Greg engages in a thought-provoking conversation with Ginni Rometty, delving into the dynamics of leadership, teamwork, and organizational transformation. Rometty shares valuable insights drawn from her extensive experience at the helm of IBM, shedding light on the importance of being in service of a greater purpose, building belief, managing change, leveraging technology responsibly, and cultivating resilience. The episode underscores the significance of embracing resilience, fostering meaningful relationships, and navigating challenges with a growth mindset. Key takeaways from the episode include: Being in service of a greater purpose leads to meaningful and enduring impact. Building belief requires appealing to both the head and the heart of individuals. Distinguishing between what should change and what should endure is crucial for sustained success. The stewardship of technology plays a vital role in driving positive societal impacts. Resilience is a key attribute for overcoming hardships and pursuing long-term goals. Notable Quotes: "Be sure you're in service of something." "Building belief means talking to people's head and heart." "Learning the difference between what should change and what should endure." "Resilience is the importance of your attitude and relationships." Resources: Ginni Rometty’s Book: Good Power: Leading Positive Change in Our Lives, Work, and World 110 Nonprofit Organization: 110.org Join my weekly newsletter. Learn more about my books and courses. Join The Essentialism Academy. Follow me on LinkedIn, Instagram, X, Facebook, and YouTube.

Transcript

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0:00.0	Thank you,
0:07.0	and welcome back to the show.
0:09.0	When I work with organizations, the most common form of dysfunction on teams is not people screaming at
0:18.5	each other. In fact I hardly ever see that. What I see is awkward silence and I think in fact corporations
0:27.2	have invented the micronod and and this this is what I'm looking for if I think there's dysfunction on a team
0:36.1	and it's when a leader a manager is saying well this is what we're going to do you
0:40.0	know how does everyone feel about this or we on board and everyone in the room is
0:44.0	doing exactly the same thing they will not disagree but they don't want to nod because
0:48.7	they don't really agree so they have the tiniest most infinitesimal nod that is humanly possible.
0:56.5	So that they can't be the one that was not supportive, but they didn't give a really
1:01.5	warm support.
1:02.4	Is that tiny mmm mmm okay fine I don't
1:05.8	I know not more than anyone else not I'm wondering first do you see that too
1:09.7	and how would you answer the question about dysfunction on teams?
1:13.8	Like what did you observe at IBM that was the most toxic thing?
1:18.4	I couldn't remember early in my career there being a very senior leader who coined a phrase,
1:23.0	bite me in the nose, not in the back.
1:25.3	And a lot of that had to do as well,
1:27.7	I saw passive resistance to things, right?
1:29.8	And which is a little bit of what you just described.
1:31.9	People won't say anything, but they won't really do it.
1:34.2	Now look, I think just from a practical matter,
	...

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