Arthur Brooks is the president of a think tank that emphasizes competition, a former professor of economics and entrepreneurship, and a friend of the Dalai Lama.
How does that happen? Being super smart helps, but also being nice. No one who has met Brooks could argue he's not nice.
And it turns out, his approach is a technique that can work for more leaders. Brooks points to a 2013 study that shows that "positive, kind" leaders are 132 percent more effective than "unpleasant" ones.
It doesn't mean leaders have to be a pushover or naÏve, nor does it mean less debate or not standing up for one's beliefs. But with so many leaders acting out Machiavelli's "The Prince" these days, a "nice" strategy could surely turn some ears toward a meaningful message.