I want you to do a little thought experiment./ Think about the best/ leader you have ever worked with. // Take a couple of seconds./Think about that person. // What did he or she/ do, / say, and so on?// Now, / all of you will have experienced other people, but I would dare to say,/ I don't think you will have things like, well,/ you know,/ the way that person yelled at me in the morning, that was excellent, that was.../that was just brilliant,/the way. And I wanted "Oh... say more..."/ probably not. // Probably that person would have done different things. // And I want to explore that together with you.// // Now,// I do think leadership is an interesting thing, and sometimes it's over-glorified./ But whenever you.../ you become a leader, and I had the chance to/ lead small teams, large organizations, non-profit, profit organizations, /whenever you/ become a leader, / you have like a rendezvous with reality. // Leadership is a bit like/ parenting,/ right?// You have all these visions and ideas, what you will do,/ and then you're in the moment,/ and then/ what I would call the leadership problem formula kicks in.// And probably the people you have thought about/ just a second ago have mastered this formula.// What does that formula look like? // Every leader,/ when any of you who has ever been/ in a leadership position might have faced these challenges.// I think every leader faces the leadership problem formula, and that goes TLT times people times power. // First one is TLT, which for me stands for too little time.// There's just not enough time to do things, and you can't pass it around, oh, somebody will take care of it./ No,/ it's you, and then you / need to do something. // And what many people then fall back in is what I would call the headless chicken syndrome.// They run around / and say, oh, no, no, you do that, you do that, you do that, you do that,/ and that might then not be the greatest leadership. // Then comes as well people.// All leaders have to deal with people,/ and for me,/ I'm always reminded of my very first/ official / leadership position,/ more than 10 years ago. // So I would have my first direct report, and/ the first direct report was coming into the room,/ and I had it all lined up./ I had the vision. // I had the team spirit. // I had the story to tell,/ basically,// and that was a very / assertive/ young gentleman who came to me and said, / Lars, / that's all nice,/ but I have a question for you.//Actually, / I studied the email policy / of the company,/ and you know,/ I have a motto I live by,/ and I always include this, and I have this for the past five years. I always include this in my email signature. // Can I do this as well/ in this company?// And there I was with all my stories and with all my vision and so on. It was like, what? // Is that what leadership is all about? / So I was studying the manuals for two hours and so on. Finally,/ we said, okay, let's go ahead with this one. // But everybody who's ever lead will see, like, it's not always about the glorious and shiny things. / It's all about the little things,/ the little discussion that we have to do. // The last element is power,/ and that's an interesting one.//There's a very interesting study done at the University of Berkeley in 98, / and they brought in/ random students / and selected them randomly in groups of three.// And from these/ groups of three,/ two of them had to do a two-hour assignment, / and one of them was randomly assigned to be the supervisor.// And then, as social science experiments goes, there was a special twist to it. At half an hour, / the researchers then brought in/ cookies. // And of course, / it was videotaped, / and then they observed what happens actually there. / They had some hypothesis, / and sure enough, / the people who were randomly assigned / to be supervisors / significantly ate more of the cookies, but not only this.// They actually left significantly more of the breadcrumbs as well on the table, like, I'm this. And it was very visually measurable. // And that shows, after 30 minutes of random status, higher status, this power thing kicks in.// It's something within us as humans,/ and I think / that/ is also something that we need to take care of. Now, I do think these are the classic leadership problems that are not very often taken care of, but I think in a Utopia,/ we need to address those. //