SUMMER 2022 / REAL-LEADERS.COM 25 LEADERSHIP 3. Master the Secrets toDaily Joy and Lasting Fulfillment in Life and at Work — TAL BENSHAHAR, CREATOR OF THE MOST POPULAR COURSE AT HARVARD: THE PSYCHOLOGY OF LEADERSHIP “If you put your mind to being happy, if you say to yourself, I want to be happy; you actually get in your own way. People who do that end up being less happy. Why is that? Think about sunlight. If you look at the sun directly, you’ll hurt yourself. To enjoy sunlight, you need to look at it indirectly. Then you can look at the colors of the rainbow, enjoy them, and derive benefits from them. It’s the same with happiness. When I pursue it directly, I’m hurting my happiness. But if I pursue it by breaking it down into its constituents, I’m much more likely to increase my level of happiness.” 4.The NewRules for Unlocking Creativity, Courage, and Success — REBECCA MINKOFF, FASHION DESIGNER “I was willing to experience anything. I was willing to experience people’s biggest nightmares. It was like, ‘All right. Fine. Good. That’ll totally suck. But I’ll rebuild.’ I think that’s probably the biggest ingredient — that you can just stare at the failure or the risk head-on and really get cozy with it. And then, if and when you fail, it’s about asking: What did I learn?” 6. Make Your Story Meaningful — DEBORA SPAR, HARVARD BUSINESS SCHOOL PROFESSOR “One of the meanings that we’ve grappled with as humans is what do we leave behind us? And increasingly, as I’m getting older, I think that what we leave behind us are our stories. In the Jewish tradition, on the Day of Atonement, you say, ‘May she be inscribed in the book of life, make her story live on, may her descendants remember her.’ At some level, our meaning is to write our stories and then have them be remembered.” 5. Play Nice, But Win — MICHAEL DELL, CEO OF DELL TECHNOLOGIES “I think most people don’t take on enough risk. On a scale of zero to 10, many people hang out in the one, two, maybe three zone. There’s a lot of potential left on the field because you haven’t got up into the five, six, seven, eight area. I’ve always been comfortable up there in the high single digits. Indeed, when you’re starting out, if you’re not taking risks, you’re doing it wrong. Risk is demonized in our society, particularly in larger organizations; you have risk reduction and risk management and risk committees, and it’s all “risk is bad.” Well, no risk, no reward, no innovation, no breakthroughs, no nothing — that’s what’s bad. You’ve got to embrace risk and take those big swings.” 7. Master a Culture of Reinvention — ERIN MEYER, INSEAD PROFESSOR “We’re still working with this industrial era hangover, focused on managing every little thing, optimizing efficiency, and reducing error. I would encourage you to not think so much about KPIs but instead try to release people to just really use their best judgment and feel things out and see how things are going.”
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