Habit Number 3, all the answers. This is when a leader figures or thinks that he or she has all the answers to all the problems that exist. Look, we want all of us to be able to solve problems. If you can't solve any problems, then we're not going to be very successful in whatever it is we do. But imagine that we're not just solving a problem, or solving some problems, or contributing to solving some problems. Imagine that every time there's something on the table, we've got all the answers. Is there anyone out there who has all the answers? I used to joke, if you know someone, a leader, any individual, no matter how smart they are, that has all the answers to all the problems, write to me, email me, I want to know about because I'm prepared to write a book about somebody like that. I know this is going to be a very thick book, but all the answers. You remember An Wang, of course, who we talked about quite a bit in Module 1, from Wang Labs. An Wang, was the guy that his company created the word processor, which was a blockbuster product. When the personal computer started to come on the market in the late 1970s into the early 1980s, and IBM was the major player there. As a reminder for Module 1, he didn't think it was good, he thought that was the dumbest idea he ever had. That's his quote. Why would I want to do that, if IBM is doing that? Eventually he did go into the PC business very late, and he adopted his own proprietary operating system that had really no software and therefore, no customers. All of these actions that I just described and that we went into quite a bit more detail in Module 1, they're all completely consistent with all the answers. He wouldn't listen to his son Fred, who had advised him on what was going on, and to really be more change-oriented and adapt more quickly. He wouldn't listen to anyone on his team. He wouldn't delegate to them. As a result, he had to make all the decisions. There was no one else who could make a decision at Wang Labs other than, An Wang. In fact, it's reflected in his titles. He was the CEO, and he was the founder, but he was also chairman of the board. He was president of the company and was even the head of R&D. Really, is there anything that could happen there without An Wang having his thumb on there? What does that mean for other people in that business? What does it mean for colleagues for the next level down in terms of their influence, their chance to have an impact? Is there any millennial out there who hears a story like that and says, I would have liked to work for them? There aren't going to be any, because everyone wants to have an impact. Everyone wants to play a role and wants to try to make stuff happen. When you have a boss, when you have a leader that has this all the answers mentality, it's just very difficult. It's counterproductive. Let me give you another example. Rubbermaid and Wolfgang Schmidt. We touched on Rubbermaid also in Module 1, when we refer to Rubbermaid, if you remember, as this company there's innovative powerhouse, and they kept innovating and innovating. But the market changed around them and companies like Walmart, basically we're telling them value had migrated away from innovation, into cost-control and logistics, and efficiency. Even Wolfgang Schmidt was the CEO, was under his watch that these things happened, and that Rubbermaid fell from the top to a much weaker position. In my research, I talked to several people who told me the story of how the entire senior executive team at Rubbermaid, they were meeting in a conference room at an airport hotel. They all flown in, they were meeting on a really important project on challenge that they had, and they were there all day, but Wolfgang Schmidt wasn't there. They were working, the CEO wasn't there, but his entire team was there. They're working all day long. You've been in those rooms. There's coffee stains on papers, there's white boards loaded, or flip charts loaded with ideas, and at the end of the day, Wolfgang Schmidt comes in. He comes in and he says, hello everyone, he looks around, he's looking at what's on the walls, on the flip charts, and he says, this's great. You're doing great work. Here's what we're going to do. We're going to do this, and then we're going to do that. Afterwards I want to do this. He's there literally maybe 15 minutes. Then he turns around and says, I have a business meeting tonight over dinner, and I've got to go. Keep up the good work, and he walks out. Imagine that. Do you think in the space of 15 minutes, Wolfgang Schmidt is so capable that he can have all the answers to what his entire top management team was working on all day long, for hours and hours? Is there anyone who's always right about everything? There isn't anyone. But again, think about the impact of this Rubbermaid Wolfgang Schmidt story, really would have had on the senior executives. I interviewed a couple of those senior executives who told me the story. How demoralizing can you get? You're working, you're trying to figure things out, the boss shows up and right away, he's got the answer. It's just not realistic. Maybe this is true for several of these habits. It sounds almost impossible like, who would do this? But actually a lot of people would do it. I'm telling you about An Wang, I'm telling you about Wolfgang Schmidt. Probably as you think about, and do the application exercise, and you think about not just Elizabeth Holmes from Theranos, and hopefully not you too much, but give that some thought. But the leader of your choice, maybe a boss, maybe a past boss, it happens. I often say, that when it comes to management, there's just so many examples of ineffective management, of even dangerous management. This drives talent away, and so counterproductive. These are human faults, I recognize that. They're ego driven faults, but they are faults nonetheless, and they're fixable. This is the thing, they're fixable. Earlier I encourage you to think about early warning signs. Give that some thought here also. Could there be some early warning signs, at work for you right now, or at school or wherever you're contexts happens to be? Are there's some early warning signs about all the answers for somebody you're looking at, or thinking about, or even for yourself? Can you check yourself as much as you possibly can? Habit Number 3, all the answers.