Humility, Vulnerability and Leadership Teaming With Ideas

Following his passion led Mark to become an extremely successful manager of people, even though he no longer works in photography or music (though he did just release a CD of his guitar!)
Mark cites being humble by being truthful when you don't know the answer, for example, as his first lesson in building trust with both his employer, and his employees.
When the world changed with the creation of the internet, he had stumbled into being a leader by having been unintentionally the most successful salesperson at the stock photography company where he worked.
He went on to move from NYC to Seattle and work for Getty, who acquired a lot of companies and found himself managing people with far more expertise in the business than he.
Aligning his team on the business' strategy seemed like a mandate, until he found other fellow managers whose people didn't know what the strategy was. This taught him how to have the difficult conversation with a colleague about their improvement opportunities.
Mark goes on to relay stories about horrible team building events, and one remarkably successful team-building event. The difference? vulnerability. Then, learn and know your strengths and weaknesses, and your team members' strengths and weaknesses. We all have both. But how do we foster psychological safety in a team environment to allow discussions about particularly our weaknesses? Mark's answer; be a model of genuine vulnerability and humility.
As humans we have the emotional intelligence that artificial intelligence does not. Let's use this to our advantage.