Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone
by Satya Nadella
That is what leadership is about. It’s about bringing out the best in everyone. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of an individual and a team. I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading. My personal philosophy and my passion, developed over time and through exposure to many different experiences, is to connect new ideas with a growing sense of empathy for other people. Ideas excite me. Empathy grounds and centers me.
That is what leadership is about. It’s about bringing out the best in everyone. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of an individual and a team. I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading.
My personal philosophy and my passion, developed over time and through exposure to many different experiences, is to connect new ideas with a growing sense of empathy for other people. Ideas excite me. Empathy grounds and centers me.
A leader must see the external opportunities and the internal capability and culture—and all of the connections among them—and respond to them before they become obvious parts of the conventional wisdom.
An empathetic leader needs to be out in the world, meeting people where they live and seeing how the technology we create affects their daily activities.
On reflection, a second principle is simply the importance of putting your team first, ahead of your personal statistics and recognition.
"That is what leadership is about. It’s about bringing out the best in everyone. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of an individual and a team. I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading."
"My personal philosophy and my passion, developed over time and through exposure to many different experiences, is to connect new ideas with a growing sense of empathy for other people. Ideas excite me. Empathy grounds and centers me."
"A leader must see the external opportunities and the internal capability and culture—and all of the connections among them—and respond to them before they become obvious parts of the conventional wisdom."
"An empathetic leader needs to be out in the world, meeting people where they live and seeing how the technology we create affects their daily activities."
"On reflection, a second principle is simply the importance of putting your team first, ahead of your personal statistics and recognition."
"Why does Microsoft exist? And why do I exist in this new role? These are questions everyone in every organization should ask themselves."
"The first principle is to compete vigorously and with passion in the face of uncertainty and intimidation."
- →That is what leadership is about. It’s about bringing out the best in everyone. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of an individual and a team. I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading.
- →Why does Microsoft exist? And why do I exist in this new role? These are questions everyone in every organization should ask themselves.
- →“To be a leader in this company, your job is to find the rose petals in a field of shit.”
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