Matthew Thompson

The reason Riley has his incredible resume is that he understands leaders don’t need a resume or banners. They need: 1. Honesty without fear of confrontation. 2. Be direct, don’t pull punches, but don’t act in anger. 3. Set the standard, become the standard. 4. Don’t play favorites. 5. Remain confident with a sense of humility. 6. Blame no one. 7.

They aren’t scared of confrontation; they are willing to be brutally honest and are always genuine. They are always willing to do the right thing when the right thing isn’t popular. They are strong in their convictions. There is no gray area — nothing is left to interpretation, as leaders have a distinctive plan and are willing to always evaluate

Happiness is not about getting all you want. It's about enjoying all you have. You are rich when you are content and happy with what you have.

Actually, what’s really powerful is to give people responsibility for their own freedom. There’s this paradoxical way of showing love.

Everyone has ideas, but ideas are cheap and easy. Knowing the real problem is rare and precious and strategic. If you’re in an organizational setting, if you want to be seen as different and valuable, be the person who’s going, “What’s the problem? What are we really trying to solve here?”

(The first) question is “What’s your mind?” The last question is “What was most useful and most valuable?” The other one is “What’s the real challenge here for you?” It’s almost an identity element. It helps people figure out the real challenge rather than be the person who has the ideas. That’s actually a much rarer, more useful skill in most

I think “And what else?” is the best coaching question in the world. It does two things: It extends the period of curiosity, and it tames your advice monster.

Curiosity unlocks insight about the situation and yourself. Curiosity helps people feel seen, understood and encouraged. If you lead with curiosity, it’s a more powerful place to lead from most of the time.

The way I define coaching is behavioral. Can you stay curious a little bit longer? Can you rush to action and advice-giving a little bit more slowly?