Understanding Good Power

Ginni Rometty discusses the concept of 'good power', emphasizing the importance of building belief, authenticity, and empathy in leadership. She shares personal experiences, including her visit to Japan post-Fukushima and the acquisition of PricewaterhouseCoopers Consulting, to illustrate how leaders can inspire and co-create with others. Rometty highlights the need for leaders to be honest and provide hope, ultimately aiming to build and empower others.

What is a common perception of power according to the speaker?

• It is always positive and beneficial.

• It is self-serving and fear-inducing.

• It is a collaborative effort.

• It is irrelevant in modern society.

What does the speaker mean by 'good power'?

• Power that is used to control others.

• Power that is used for personal gain.

• Power that is used to do meaningful things positively.

• Power that is used to avoid responsibility.

What was the speaker's main action during her visit to Japan post-Fukushima?

• She ordered her team to leave Japan.

• She listened to people's stories and thanked them.

• She avoided visiting customers.

• She focused on expanding business operations.

According to the speaker, what is essential for building belief?

• Focusing solely on profits.

• Dictating orders to others.

• Ignoring personal connections.

• Co-creating the future with others.

What does the speaker emphasize about acquiring a company?

• It's about acquiring hearts, not parts.

• It's about focusing on financial gains only.

• It's about minimizing risks at all costs.

• It's about acquiring assets, not people.

What is the role of a leader according to the speaker?

• To avoid difficult conversations.

• To dictate and control.

• To paint reality and give hope.

• To focus on short-term goals.

How does the speaker suggest leaders should handle challenges?

• By focusing on past successes.

• By delegating them to others.

• By being honest and providing hope.

• By ignoring them.

What does the speaker believe is more important: buying people or building them?

• Buying people.

• Building people.

• Neither is important.

• Both are equally important.

What does the speaker reflect on regarding the evolution of power?

• It focuses more on financial success.

• It remains constant over time.

• It evolves from personal influence to inspiring others.

• It becomes less relevant in leadership.

What is the speaker's perspective on hiring people?

• To build them.

• To buy them.

• To ignore their development.

• To focus solely on their skills.