And immediately, they put a Luminary on the team. And the Luminary scanned through lots of other curriculum that was out there -- with an Entrepreneur. So they had a Luminary and an Entrepreneur first.
And the Luminary scanned through lots of other curriculum that was out there -- with an Entrepreneur. So they had a Luminary and an Entrepreneur first. Then, they got a Networker to see if the rough ideas would be bought by anybody.
So I invited them up for a role play. They agreed. And one was a Luminary /Organizer, uh, Luminary /Entrepreneur. And the other was a Manager/Organizer. And the guy -- I said, "Replay what happened." He said to her, "I got this great idea for a new business. It's a brilliant idea. It's going to be fantastic.
I'll give you an example. I was down the road at a semiconductor company, shall we say, and most of the people in the room -- directors, vice presidents -- indicated that the CEO was a Luminary /Entrepreneur, which he was. And they were paid just to do stuff. They weren't paid to think, basically.
So the next day, it was quite cute. We had some of the corporate office staff and the execs were manning the phones. And there was the product development lead -- VP of Product Development -- who's a Luminary , talking like a real schmoozer on the phone to somebody out there, because he figured out how to speak their language and connect with them. So, let me give you a simple example.
And the book is organized chronologically, so the menus start actually in 1972 and alongside the menus are short text that tell sort of different stories about maybe the events or the person it was made for or some visiting luminary or some other occasion. And, uh, before we get into me really showing you those menus I want to tell you a little
And some people say that, "Managers have no heart." That's not true. They connect with people through consistency. It might not be the brilliance of the Luminary , or the excitement of the Entrepreneur, but through consistency. These are the folks who actually do your annual reviews on time. The other guys don't necessarily do it.
When you ask somebody, "Is the project done?" And they say to you, "It's finished," what do they really mean? Well, you better know who you're talking to. Because, if a Luminary says, "It's finished." Then what he means is, "I've thought about it quite a bit. You know, I might have written a white paper.
you. You've got it if you understand how to ruin the day of a LEMON. It's pretty easy. How would you ruin the day of a Luminary ? Any suggestions? Audience: Details. Brett Johnson: Oh yeah, give them a lot of details -- that'll be good.
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. So he throws out a little bit of Luminary bait.
question you get a prize how's that I bring a prize with me and you get a prize if you ask the first question so that'll encourage you um and what a luminary panel we have um let me quickly introduce them uh Jeffrey uh rayport is uh the chairman of Market space Andrew
Carnegie Mellon University where he got his PhD and he is also the recipient of four honorary doctorates and numerous academic prizes such as the Humboldt Foundation research prize the EU Innovation luminary award and the Portuguese national medicine National medal of science um due to his work on open Innovation
on uh this uh artist versus bureaucrat um is it do you think it's true that hi good to see you again yeah Jan is an old Pixar luminary and film
to understand LEMON Leadership was, switch things around. And immediately, they put a Luminary on the team. And the Luminary scanned through lots of other curriculum that was out there -- with an Entrepreneur.
And Number 2 would just take them, change a few names, and send them off again, right? So, you can ruin a Luminary 's day by stealing their ideas. Right. How about an Entrepreneur? How can you ruin their day? Okay?
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. That's what they do. He's a Luminary /Organizer. She's a Manager/Organizer.
They gave me so much information about the women that they had interviewed, the women who were the inspiration for these roles and also investors. And then I was on the phone with Barbara Byrne, who is a Wall Street luminary . And she was wonderful.
And the truth couldn't be further from this. But even when you know this, you still can't help but look at a luminary and imagine that he or she had a somewhat easier time than you might have getting to where they are.
on thousands of assessments of Leaders. So world population -- 9% are Luminaries. When you get the combinations, like "What percent are Luminary /Organizers?" for example -- primary Luminary , secondary Organizers -- the numbers will drop lower. But 9% are Luminaries. Then, about 14 percent only are Entrepreneurs -- pretty small number. Then, Managers are about 22 percent.
You can also stack up the scores for a department. So, this department is fine, if you're in customer service. If this department is R & D, you've got a problem, because they don't have enough from the Luminary side of things. Obviously, you have to weight the data for teams, and you can see somebody might be high on scoring themselves, and somebody might be low, but you can weight the data for the
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. So you can be an indirect Manager. You can be an abstract or a concrete Luminary .
intelligent uh literate audience um about artificial intelligence that really explains the whole field what it means how it works Etc uh we're lucky for the people on camera can't see this but Peter norvig's here who's a luminary in the field and U you know he he's a real Superstar and he's written the book
Yes. Our full selves. I was curious your thoughts, if you had any-- recently it's come out that Peter Thiel, who is a luminary figure in the valley,
Among other things, we have a lot of projects around civic innovation. And we are really, really proud to be a partner and collaborator with Code for America, and welcome our luminary guest speaker today, Jenn Pahlka. She's the founder of Code for America.
New York times, Washington post. I could go on and on. Gary: Please do. Female Presenter: And yeah, the New Yorker actually named him one of the 20 under 40 luminary fiction writers. So I'm really excited to have him here today.
have a hemispheres restaurant, but we did have expense accounts. And I had many, many, many memorable meals at Liberad, including uh one that Eric donated to a charity. And we we purchased and had a luminary set of guests from u the time 100, and it was really a thoughtful session, but mostly
reviews on time. The other guys don't necessarily do it. You know, they'll talk about it, they'll think they've done it if they're a Luminary , they imagine they did it. They sold somebody else on doing it, like Huckleberry Finn. But Managers do it themselves.
If you go on their Facebook, they're up in the thousands over there. Actually, we ran a LEMON Assessment recently, and a guy from Microsoft came to me, and it showed up that he was something like a Manager or an Entrepreneur or a Luminary . And he came to me, and he said, "I think I'm a Networker. I think I'm a Networker." I said, "Look. The scores are accurate. You're not a Networker."
So I said, "What was your response?" She said, "Well, give me the functional specs and the business plan -- the cost-benefit analysis." I said, "Hold on. Mr. Luminary , what did you hear when she said that?" "Oh, you know, you may as well have told me to walk on nails, jump in the fire, pour cold water on myself. It was like the kiss of death." We went back and forth, and I tried to get them to speak each other's languages, which
they did. You know, eventually, they killed the project and it was a new business opportunity that they killed. But here was the telling thing -- I asked the Manager/Organizer, "What probability of success did you put on this venture?" I had asked him the question first, Luminary /Entrepreneur. He said, "85 percent." She said, "0 to 1 percent." That's the gap when we don't understand how people are wired and we don't adjust the communications. Okay.
Audience: Invite them to a planning session. Yeah, okay -- so long as they don't have to do too much, they wouldn't mind being there for awhile. Okay. How else would you ruin the day of a Luminary ? Audience: Kill their ideas.
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. And what they talked about is, "Is it fair for the parents to discipline the two kids the same, because one's a Luminary and one's a Manager?" You know?
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. credibility index just starts going down, because the Manager is thinking, "This person doesn't have the facts, right?" If you're a Luminary , and you go in and somebody
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. As a leader, you have to figure out, "What does this situation call for?" because you might be a Manager/Networker, and the situation calls for a Luminary /Entrepreneur.
Just for the heck of it. Now, Managers actually believe that other people understand systems and just don't obey them just to get up the manager's nose. That's super helpful to me. On a good day, I'm a bright Luminary -- good ideas, and so on. On a bad day, I'm the Manager from hell, right?
When you get the combinations, like "What percent are Luminary /Organizers?" for example -- primary Luminary , secondary Organizers -- the numbers will drop lower. But 9% are Luminaries. Then, about 14 percent only are Entrepreneurs -- pretty small number. Then, Managers are about 22 percent. And Organizers -- 35 percent. And Networkers -- 20 percent.
And you guys are pretty data-driven. So, here's the results -- globally first -- and then, I'll give you the Silicon Valley split, as to what percentage we see out there based on thousands of assessments of Leaders. So world population -- 9% are Luminaries. When you get the combinations, like "What percent are Luminary /Organizers?" for example -- primary Luminary , secondary Organizers -- the numbers will drop lower.