Unlearning for Leadership Growth | Francesco Buquicchio and Murat Yesildere

If I may go back to that's also great point about being comfortable in this comfort in this complex world. One of the things you increasingly underline you also said today the curiosity part. But as well as the curiosity you also mentioned quite a bit of times in our discussions letting go. And if I may follow up with that you know curiosity and letting go being comfortable in this comfort. Could you maybe elaborate a bit on that? I often use this analogy of being a container. All right, if you see yourself as a container your job is really to hold the complexity and to hold the polarities that the organization needs to face. Uh I I help leaders moving from the notion that they have strengths and weaknesses, right? That was a language of probably that was um very much in fashion 20 years ago. I think we need to move from there. Uh we are not what we have done. know. Right? We're not just our experiences. We are a container that contains the experiences, the skills, even the traits. Uh and many of those things have served us in the past to get us to where we are. But some of those won't serve us anymore and those are the things that you need to let go of. Right? You need to start getting rid of. I always talk about the importance of unlearning. Mhm. How do we find those things that have served us well until now but they probably won't serve us. In fact, they will get in our own way in the future. How do we identify them? And how do we let them go? Right? How do we unlearn those skills so that our container can contain new skills, new traits um and will make us a you know a larger leader.