Atlas Insurance Magazine Atlas Insurance Risk & Business Summer 2018 - Page 19

BAD HABITS OF SMART LEADERS
ones – he was ! I pointed out that no one in the room but him had an IQ of 170 . They were good people , who worked hard , they were smart people . They were just not quite as smart as he was . Almost nobody in the world was quite as smart as he was . Joe needed to learn to work with normal human beings . I also added that , unless he changed , no one who was as smart as he was would ever want to work for him .
‘ Super-smart ’ people can often make connections and see patterns that are not obvious to normal people – or even ‘ smart ’ people . It can be challenging for any of us to accept that what may seem obvious to us may be a complete mystery to the people around us . In many cases , the smarter we are , the more difficult this may be to understand .
A FINAL THOUGHT Great leaders help others to succeed
One of the greatest leaders I have ever met taught me a wonderful lesson : “ For the great individual achiever , it is all about me . For the great leader , it is all about them .”
It can be incredibly difficult to make the transition from ‘ it is all about me – proving I am smart , proving I am right , knowing all of the answers ’ to it is all about them – ‘ proving they are right and being proud of them having the answers ’.
There can be a huge difference between intelligence and wisdom . While smart leaders may spend their time proving how clever they are , wise leaders spend their time helping other people be the heroes . +

THE FOUR HABITS

1 . PROVING HOW SMART WE ARE 2 . PROVING HOW RIGHT WE ARE 3 . I ALREADY KNOW THAT 4 . WHY CAN ’ T THEY BE ME ?
Dr . Goldsmith is the author or editor of 35 books , which have sold over two million copies , been translated into 30 languages and become best-sellers in 12 countries . His two other New York Times bestsellers are MOJO and What Got You Here Won ’ t Get You There - the Harold Longman Award winner for Business Book of the Year . In February 2016 , Amazon . com recognized the ‘ 100 Best Leadership & Success Books ’ in their To Read in Your Lifetime series . The list included classics and newer books - management and self-help books . Both Triggers and What Got You Here Won ’ t Get You There were recognized as being in the top 100 books ever written in their field . Marshall is only one of two authors with two books on the list .
Dr . Goldsmith ’ s Ph . D . is from UCLA ’ s Anderson School of Management where he was the Distinguished Alumnus of the Year . He teaches executive education at Dartmouth ’ s Tuck School of Business . He is one of a select few executive advisors who has worked with over 150 major CEOs and their management teams . He served on the board of the Peter Drucker Foundation for ten years . He has been a volunteer teacher for US Army Generals , Navy Admirals , Girl Scout executives , International and American Red Cross leaders – where he was a National Volunteer of the Year .
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BAD HABITS OF SMART LEADERS ones – he was! I pointed out that no one in the room but him had an IQ of 170. They were good people, who worked hard, they were smart people. They were just not quite as smart as he was. Almost nobody in the world was quite as smart as he was. Joe needed to learn to work with normal human beings. I also added that, unless he changed, no one who was as smart as he was would ever want to work for him. THE FOUR HABITS 1. PROVING HOW SMART WE ARE 2. PROVING HOW RIGHT WE ARE 3. I ALREADY KNOW THAT 4. WHY CAN’T THEY BE ME? ‘Super-smart’ people can often make connections and see patterns that are not obvious to normal people – or even ‘smart’ people. It can be challenging for any of us to accept that what may seem obvious to us may be a complete mystery to the people around us. In many cases, the smarter we are, the more difficult this may be to u FW'7FBdDTt@w&VBVFW'2VFW'2F7V66VV@RbFRw&VFW7BVFW'2fRWfW"W@FVvBRvFW&gVW76( f"FPw&VBFfGV6WfW"B2&WBRf"FRw&VBVFW"B2&WBFV( ФB6&R7&VF&ǒFff7VBFPFRG&6Fg&( B2&WBR( 0&fr6'B&fr&vBvrbFR7vW'>( FB2&WBFV( 2( &frFW&R&vB@&Vr&VBbFVfrFR7vW'>( FW&R6&RVvRFffW&V6R&WGvVVখFVƖvV6RBv6FvR6'@VFW'27VBFV"FR&frp6WfW"FW&Rv6RVFW'27VBFV FRVrFW"VR&RFRW&W2G"vG6֗F2FRWF""VFF"b3R&2v6fR6BfW"Gv֖Ɩ6W2&VVG&6FVBF3wVvW2B&V6R&W7B6VW'2"6VG&W22GvFW"Wr&FW2&W7G6VW'2&RBv@vBRW&Rv( BvWBRFW&RFR&Bvv&BvW"f"'W6W72&bFRV"fV''V'#b6&V6v旦VBFR( &W7BVFW'6b7V66W72&>( FV"F&VBW"ƖfWFR6W&W2FRƗ7B6VFVB67672BWvW"&2vVVBB6VbֆV&2&FG&vvW'2BvBvBPW&Rv( BvWBRFW&RvW&R&V6v旦VB2&VrFRF&2WfW"w&GFVFV"fVB'62ǐRbGvWF'2vFGv&2FRƗ7BG"vG6֗F( 2B2g&T4( 2FW'666bvVVBvW&RRv2FRF7FwV6VBVW2`FRV"RFV6W2WV7WFfRVGV6FBF'FWF( 2GV666b'W6W72R2Rb6VV7BfWrWV7WFfPGf6'2v2v&VBvFfW"S"4T2BFV"vVVBFV2R6W'fVBFR&&BbFPWFW"G'V6W"fVFFf"FVV'2R2&VVfVFVW"FV6W"f"U2&גvVW&2gF֗&2v&66WBWV7WFfW2FW&FBW&6&VB7&72VFW'2( 2vW&RRv2FfVFVW"bFRV"