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Award-Winning Leadership Speaker, Executive Coach & New York Times Best-Selling Author

Dave Butler

Dimensional Fund Advisors Co-CEO says: Take something off your boss’ desk and bring it back better than expected

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Forty years later, Dimensional Fund Advisors leader Dave Butler can still remember his new basketball coach’s first speech word for word.

“My teams do three things,” Coach Lou Campanelli told them. “We play defense, we play hard, and we play together. That’s it.”

His system impressed Butler. “I think for any organization, especially as you get bigger, simplification is the important part,” explained Butler in the podcast. “Those simple statements are things that people can rally around.”

Butler went on to be drafted by the Boston Celtics, only to be denied an NBA career because of a player’s strike and injury. But he pivoted to a career in finance and now serves as Co-CEO of Dimensional Fund Advisors. In the 25 years since he joined, the firm has grown from $10 billion in assets under management to nearly $700 billion.

He may have switched career tracks but Campanelli’s words continue to serve as a model for how Butler motivates his corporate team. Butler also admires the way Campanelli operationalized the value of simplicity by creating a point system that rewarded players for acting on the team’s values. For example, if you scored a basket, you got one point. But if you took a defensive charge, you got five points. If you dove for a ball on the ground, you got four points.

“His system taught me that big, broad, simplistic statements that people can rally around are important, but you also have to have the tactics underneath that are going to support those statements. Otherwise, they become empty,” said Butler

Listeners looking for creative ways of connecting a broad mission with specific tactical measures will benefit from Butler’s lessons, including:

  • Using powerful storytelling to effect changes in corporate culture.
  • How to hire “characters with character” rather than clones in your organization.
  • The case for involving your most junior people early on in evaluating important hires.

You will learn:

  •  6:00   How easy it is to cut corners in practice and why you’ll suffer as a result.
  •  8:00   How to emphasize the power or “we” on your team.
  • 11:00  How living and working in Japan in the aftermath of the Fukushima disaster taught Lane that caring was the universal language of respected leaders.
  • 15:00  The level of employee interaction required to achieve success.
  • 18:30  The difference between being accountable and responsible.
  • 27:00  How to identify a meaningful friend or mentor.

Resources:


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