A Walk in the Park
During a recent stroll through Riverside Park with my friend Caroline Webb , I was captivated by her ability to identify every flowering plant and tree we passed, complete with intricate details about their genus, species, and unique characteristics. As the author of the bestselling book "How to Have a Good Day" and a former McKinsey partner, Caroline's keen observation skills and vast knowledge left me impressed and intrigued. Her upcoming book, an epic tome and practical guide to leadership, is a testament to her deep understanding of what it takes to be an effective leader in today's complex world. As we walked and talked, I couldn't help but reflect on how her wondrous way of being embodies three essential leadership traits: the art of noticing details, the importance of considering one's audience, and the courage to think big.
The art of noticing details is a skill that often distinguishes great leaders from the rest. Focusing on the subtle nuances in one's surroundings is a rare and valuable asset in a world where information is abundant and distractions are plentiful. Leaders gain a deeper understanding of the world and the people around them by paying attention to the little things – the flowers along the path, the expressions on people's faces, the unspoken dynamics in a meeting. This heightened awareness allows them to make more informed decisions, anticipate challenges, and seize opportunities others might overlook. Noticing and appreciating the details is a significant competitive advantage, enabling leaders to adapt quickly and stay ahead of the curve. If it is not a gift you are born with, it is an important one to cultivate.
The new book is based on Caroline’s passion for leadership and is being written for a broad audience. Rather than writing in truisms that appeal to the lowest common denominator, Caroline ensures that there are stories and examples that appeal to different groups within the broader whole. Effective leaders also understand the importance of considering their audience. They recognize that leadership is not a one-size-fits-all proposition and that different people require different approaches. By taking the time to understand the needs, preferences, and perspectives of those they lead, they tailor their communication style, their decision-making process, and their overall leadership approach to best serve their team. This audience-centric mindset enables leaders to build stronger relationships, foster a sense of empathy and connection, and create a shared sense of purpose within their organizations. When leaders put themselves in others' shoes, they inspire loyalty, trust, and a sense of engagement among those they lead.
The scope of Caroline’s next book -- and the volume of research going into it – is staggering. Great leaders possess the courage to think big. They are not content with the status quo or incremental progress; instead, they dream boldly and pursue ambitious goals, even amid uncertainty or adversity. This willingness to go big drives innovation, fuels progress, and sets true leaders apart from mere managers. These leaders create a culture of possibility and empowerment by embracing a growth mindset and challenging themselves and their teams to push beyond their perceived limitations. They inspire others to think creatively, take risks, and strive for excellence in all that they do. And when setbacks occur, as they inevitably will, these leaders view them not as failures but as opportunities for learning and growth.
In life and leadership, the art of noticing, the importance of considering one's audience, and the courage to think big are essential traits that can transform how we navigate the world. For those we lead and love, embodying these qualities can create a ripple effect of positive change, inspiring others to pay attention to the details, put themselves in others' shoes, and dream boldly. As we strive to become better leaders and make a meaningful impact in our personal and professional lives, we can be inspired by the lessons we can learn from the flowering plants and trees in Riverside Park and the wisdom of those who take the time to notice them. By cultivating a keen sense of observation, a deep understanding of others, and the courage to pursue our boldest visions, we become flourishing leaders who unlock our potential and help those around us do the same.
With love, gratitude, and wonder,
Scott
In a recent post, Jim Citrin shared insights from a Global CEO Retirement Survey conducted by Spencer Stuart. The survey, which included over a thousand current and former CEOs, explored their experiences and emotions surrounding the transition into retirement. Jim noted that many leaders he speaks with express anxiety about this change, worrying about finding meaningful opportunities, maintaining their lifestyles, and staying engaged.
However, the survey results surprised Jim, as CEOs reported feeling more positive emotions like excitement and peace rather than apprehension or fear. He questioned whether these findings were unique to CEOs, who may have greater financial security and access to opportunities post-retirement, or if they could be applied to senior executives in general. Jim invited readers to share their reactions to the survey results and whether they aligned with the anxiety he often perceives among executives preparing for retirement. Ultimately, he expressed hope that the findings might indicate retirement is not as daunting as he once thought.
Sandy on Talent Newsletter: Insights for the Future of Work by Sandy Ogg
Sandy Ogg recently shared some fascinating insights in his April 2025 talent newsletter. He discusses the constant state of disruption in today's business landscape, emphasizing the importance of aligning talent with roles to achieve optimal performance. Sandy also highlights two captivating episodes from his podcast, featuring @Erik Bakich, the Head Baseball Coach at Clemson University, and Jean Salata , Chairman of EQT Asia.
In his conversation with Erik Bakich, Sandy explores the coach's philosophy on developing players and his ability to engineer remarkable turnarounds by employing "talent to value." Jean Salata's episode delves into his journey to leadership and the lessons he learned about confidence, team-building, and navigating complexity. Additionally, Sandy shares his insights on the evolving role of the Chief People Officer, emphasizing the importance of deploying talent capital in the right places to deliver on the value plan.
Why You Forget So Much of What You Just Learned by Ruth Gotian, Ed.D., M.S.
Ruth Gotian’s recently wrote an insightful article about how we often forget new information shortly after learning it. She explains that this rapid forgetting is due to the "forgetting curve," which shows that we forget about 50% of new information within an hour, 75% within a day, and up to 90% within a week if we don't reinforce it. Ruth points out that in today's age of information overload, we often move quickly from one topic to the next without taking time to absorb and engage with what we've learned, which hinders retention.
To combat the forgetting curve, Ruth recommends several effective strategies:
1) Summarizing what you learned in your own words soon after learning it,
2) Reflecting on how the new information connects to what you already know and how you might apply it,
3) Using the new knowledge right away by teaching it to someone else or incorporating it into a project, and
4) Leveraging AI tools to summarize, quiz you, and remind you to review the material later.