Deep acting is a kind of emotional performance in which one actually experiences the feelings one is projecting. Walker’s research demonstrates that this kind of authenticity can be a powerful tool, as it capitalizes on emotional contagion, which occurs more quickly than conscious thought. For leaders, deep acting is thus one way to Master Emotional Regulation Without Suppressing Intensity.

A glue guy is a team member who contributes not through overt individual excellence but rather through prioritization of team cohesion. While all of the leadership characteristics that Walker highlights contribute to making someone a “glue guy,” the role shares particular overlap with the “charismatic connector”: someone whose communication skills manifest in one-on-one talks with teammates, conflict mediation, etc., rather than impressive oratory. A glue guy is also unlikely to seek the spotlight; they Lead Through Service, Not Stardom.

Adopted from psychologist Carol Dweck’s research, the term “growth mindset” refers to the view that one’s potential and abilities are malleable rather than fixed. The most successful captains have this attitude, allowing them to see not only their own challenges but also team setbacks as opportunities for improvement. Cultivating a growth mindset helps in applying one of the text’s key takeaways: to Prioritize Relentless Effort Over Natural Talent.

Having a “kill switch” means having the ability to compartmentalize emotions that could jeopardize team performance, like anger or fear. This is not the same as repression; rather, it is a sign of emotional health, as individuals who can set aside their emotions for a discrete period of time can also revisit them later. This is an important trait for captains, who might otherwise struggle to fulfill their role or inadvertently transmit their own to their teammates.

Practical communication, as distinct from things like verbal mastery, public speaking skills, or raw charisma, is on-the-ground communication: the ability to cement team relationships, bolster team members’ moods, inspire renewed effort, etc., by circulating among one’s teammates and ensuring that everyone’s voice is heard. Practical communication depends heavily on emotional intelligence and often operates on a nonverbal level—smiles, pats on the back, etc.—making it key to Walker’s advice to Communicate Constantly Through Actions, Not Speeches. Such communication must also be tailored to the individual and their circumstances.