So you said you coach the top 50 leaders in Yum Brands. I start out the year and I sit down and I write down what am I today who is David

Novak today and then on the opposite side of it say I write down and not but and how can I be more effective. This is how I used to coach people. I called our three by five exercise. I had this one guy. I thought he had so much potential but if I went to other people in the organization and asked about this guy,

he wouldn't get one good comment. I had to say, listen, if you don't change,

you're never going to be half of what you could be.

You know, if you've got a real issue with somebody, they need to know it.

Too many people just, they have a hard time really you know dealing with conflict.

Seemingly different ideas can be linked to what you do and you can come up with

something that might be totally unique.

How are you learning outside of maybe the business but working on yourself?

Hello folks, welcome to another conversation here on the Ken Colman chair.

This time we are with David Novak who is an absolutely brilliant CEO and now the

author of a new book called How Leaders Learn.

This is a fun conversation as we go deep into

the CEO of Yum Brands. We're talking Kentucky Fried Chicken, pizza hut and taco bell and some of the

cultural institutional processes he put in place. I learned a ton I think you will

as well. Here is my conversation with David Novak.

I'm really excited that you're here because as I'm covering the world of work trying to

help people win in their profession it's only a matter of time in the American system after you get promoted two or three times, you know, rule of thumb here, you're going to get promoted into a management position.

And yet, we see less and less training.

We see more ill-equipped people being pushed into leadership

and then almost essentially left alone.

And if they've not had a good experience being led, then they're almost left to their own devices to figure it out.

...