Okay, we talked about the Yin of motivation, let's talk about the Yang. How do super bosses motivate people the Yang of inspired town, that's what the Yang is. And they inspire others to believe that they're important, that they could do almost anything. I mean Ralph Lauren used to tell his people we are the ones that set the standards. We will not follow anyone else, they might try to follow us, they might try to copy what we're doing, but we're not going to copy anyone else. We set the standard and by the way, you better really believe that if you say a thing like that right? Because people see right through just happy talk, it has to be authentic and it most definitely was when it comes to Ralph Lauren. And these other super bosses, they set the standard, they get people to believe in it. They create this calmness in the face of stress. I've seen this myself in some situations with leaders, things are tough, it's confusing, it's easy to kind of lose your edge on it. And super boss leaders, they keep you calm, you don't get relaxed, but they keep you calm because they demonstrate this this sense of self confidence. And so they instill this sense of confidence in other people and do you tell people on your team or your peers that you're special. That you're the chosen ones, that you're the ones that really are the right people and the right place at the right time. All the super bosses really did that, why do people work as hard as they work, you got to give them a reason to do it right. And just cracking the whip and being tough, that Yin of high expectations and a performance driven culture. That's not enough, you have to also inspire them. I've seen plenty of managers over the years that do one without the other. The most likely pattern is when they push people really hard, but they don't also really inspire people. They don't help people understand why am I getting up early in the morning or working late, why am I working so hard? Supercross leaders do that, if you're just inspiring people and you're not actually creating that performance driven culture. That's not so great either and that's why you need both of these two things together and super boss leaders, they're proud of their people. And what better way to demonstrate your pride in the people is to publicly pronounced just how good they are. And to tell other people how good they are that doesn't mean internally they don't push you and push you hard but publicly, this is the a team, these are the best people. It's kind of like the latter of confidence, one important way that super bosses inspire is by instilling the self confidence, this ladder of confidence in their proteges again and again. People that work for super bosses told me that the greatest strength of their super boss was to make staff members, employees, team members believe in themselves. As I unraveled how super bosses did this, I found that they actively modeled self confidence. I mean the gumption of a Lorne Michaels, from Saturday Night Live, who seemed to have no doubt that Saturday Night Live would be a television landmark. I mean, that's what he said, he had no doubt about that. It rubs off on people. Proteges noticed that, the team members noticed that, colleagues noticed that and they feel elevated by it. They become more aware of their own, I don't know their own greatness, their own potential by virtue of being, having this kind of close proximity to that super boss. George Lucas had a right hand man for years, name was Howard Rothman and I interviewed him. And he remembered that when he first took the position of head of licensing at Lucasfilm's Star Wars had already lost traction in the market. It was years after Star Wars was beyond blockbuster, right? And before it had been resurrected, Rothmans job was to sell people on the film again and get them excited about it. And so when he met with retailers with licenses with other industry players, it turns out he found that they weren't really buying it. Every one of them, this is Rothman talking, every one of them looked at me like I was crazy. They were telling him that quote unquote Star Wars was dead, Rothman feared having to go back to George Lucas with his message. I mean, how do you tell George Lucas, Star Wars is dead. And Rothman said, I thought the wrath of God would come down on me, but when he told Lucas, Lucas, just laughed it off. He said, Star Wars isn't dead, it's just sleeping, it's taking a rest, just give it some time someday. All of those people who saw it are going to have their own kids and they're going to want to introduce them to Star Wars. We can try to make a comeback then think about that for a minute. That ability to sustain confidence in the face of deep industry disbelief made such a profound impression on Rothman. That had jumped to mind decades later when I interviewed him. That's something, isn't it? Look, it is the super bosses combination of lofty expectations and aspirations that enables these exceptional people under their wing to do sometimes impossible things. It's an upward spiral performance. It takes root among these people that work with and for super bosses as they become accustomed to surviving. And thriving really in an intense environment, their ambitions only increase, which is a really interesting phenomenon, right? You start, you're in the game, you start to do well, you do better and better. You start to see further down the line and say, I could do more and that's a powerful thing. They become so addicted to success that they seek out ever more challenging assignments. And they feel so great upon meeting or exceeding the expectations of super boss leaders that they want to do it again and they want to do it again. They feel this closeness to a super boss, to his or her inspiration and their energy and they'll do whatever it takes to stay in that orbit. It's really a cyclone, a pressure success, acknowledgement, rising confidence and even more success. That makes proteges the super boss and the super bosses organizations seem utterly unstoppable. One of the employees of Jaysh, I had summed it up well when he said to me. He left something in people that makes it hard for you to go back to being ordinary. Once you feel it, you can't change it. Who doesn't want that?
