I'm nowhere near Ben's experience and don't fully understand the challenges of layers of management yet, but positive energy (clear objectives and highlighting success to the group) has always worked better for me than negative energy (threatening to fire). Maybe it's specific to the workplace, but I think it'd prefer the former as a leader or employee.
Agree the "why" is key to buy-in and success. But leaders need to coach not command. 1:1s and firing can be necessary, but only after the CEO has done a great job of setting clear objectives that everyone buys into. It's also ideal when people hold themselves accountable versus a leader having to (e.g. report at group meetings).
As a data point, Jeff Bezos, who Ben references, apparently doesn't like 1:1s. He prefers group meetings so everyone gets on the same page and to avoid "the telephone game." [source - Bing Gordon's 2011 talk at the Endeavor Summit: http://www.youtube.com/watch?v=jdTaywChuYM]
Agree the "why" is key to buy-in and success. But leaders need to coach not command. 1:1s and firing can be necessary, but only after the CEO has done a great job of setting clear objectives that everyone buys into. It's also ideal when people hold themselves accountable versus a leader having to (e.g. report at group meetings).
As a data point, Jeff Bezos, who Ben references, apparently doesn't like 1:1s. He prefers group meetings so everyone gets on the same page and to avoid "the telephone game." [source - Bing Gordon's 2011 talk at the Endeavor Summit: http://www.youtube.com/watch?v=jdTaywChuYM]