3 guiding principles of thoughtful leadership | Steve Stoute for Big Think+

Key Concepts

• Core Company Values: The foundational beliefs that guide a company’s operations, talent acquisition, and overall ambition.
• Physical Presence (“Getting on the Plane”): Prioritizing in-person interaction to demonstrate commitment and build stronger relationships.
• Constructive Conflict: Viewing disagreement as a positive force for innovation and improved decision-making.
• Fearless Leadership: Embracing challenges and opportunities despite a lack of expertise, driven by a willingness to learn and solve problems.

Building a Company: Core Values & Leadership Principles

Steve Stoute, founder of UnitedMasters and Translation, emphasizes the critical role of core values in building a successful company. He asserts that these values, defined by the CEO or founder, form the “DNA” of the organization, influencing hiring decisions, employee expectations, and the overall pursuit of the company’s “North Star.” He recommends identifying five to seven core values that all employees should understand and embrace as guiding principles.

1. “Getting on the Plane”: The Power of Physical Presence

Stoute’s first core value, “getting on the plane,” stems from his early experiences in business. He observed that physically traveling to meet with individuals – even for brief periods – demonstrated a level of care and commitment that significantly impacted outcomes. He states, “I can’t tell you how much of a difference maker it’s been in my career, the fact that I was able and I prioritize physical presence.” This effort not only elevated the perceived value of ideas but also prioritized his own proposals over potentially equally good ideas from others, simply due to the demonstrated effort. This value highlights the importance of prioritizing relationship building and demonstrating genuine investment in collaborations.

2. Conflict is Critical to Success

Contrary to common perception, Stoute argues that conflict is essential for a high-performing team. He frames conflict not as a sign of dysfunction, but as a natural byproduct of passionate, high-achieving individuals striving towards a common goal. He explains, “You show me an organization that seamlessly gets through conflict in a positive way, and I’ll show you a winning team.”

The key, he emphasizes, is to foster an environment where conflict is viewed as a constructive force. This involves focusing on the best outcome for the company, removing personal ego, and challenging ideas respectfully. Stoute clarifies, “I can challenge this person as long as I am not disrespecting them while I challenge them.” He advocates for actively running towards conflict to leverage diverse perspectives on critical decisions, such as marketing strategies, product development, or hiring choices. He stresses that “Conflict is not a bad word. How you deal with conflict can make it a bad word.”

3. Being Fearless: Embracing the Unknown

Stoute identifies fearlessness as a crucial trait for both leaders and their teams. He advocates for leading by example, demonstrating a willingness to tackle challenges even without complete expertise. He illustrates this with his experience co-founding Carol’s Daughter, a beauty company.

He admits, “I didn't know anything about the beauty business,” but he recognized a problem he could solve. This willingness to enter an unfamiliar industry, despite the potential for failure, exemplifies his definition of fearlessness. He emphasizes the importance of acknowledging what you don’t know, embracing that lack of knowledge, and approaching challenges with “a big, open heart and a wealth of acceptance of what you don't know.” He believes this process builds “muscle memory” and transforms fearlessness into tangible results. He qualifies this by stating that fearlessness isn’t about being fearless in everything, but rather in pursuing ambition and dreams.

Logical Connections & Synthesis

The three core values presented – prioritizing physical presence, embracing conflict, and cultivating fearlessness – are interconnected. “Getting on the plane” demonstrates a commitment to building strong relationships, which in turn creates a safe space for constructive conflict. Fearlessness allows leaders to initiate these interactions and navigate disagreements effectively.

Stoute’s overall message is that building a successful company requires more than just a good idea; it demands a strong internal culture built on clearly defined values, a willingness to challenge assumptions, and a commitment to continuous learning and growth. He advocates for a leadership style that prioritizes genuine connection, embraces diverse perspectives, and empowers employees to take risks and pursue ambitious goals.