Leadership Feeds

ORGANIZATIONAL teams determine overall performance, shape culture, drive growth, and deliver results — or not. Today’s teams face a new reality. Never before have they encountered the changes and challenges brought on them by remote, hybrid, and in-person work environments. Add in the emergence of AI and countless other workforce and societal trends, and it’s apparent that yesterday’s approaches no longer apply to today’s realities. This time of disruption demands that organizational leaders take an honest look at their teams and how they function and then apply accurate data to inform new ideas, explore strategies, and pursue professional development to position themselves for success. A recent study of 1,000 working Americans revealed essential actions needed for navigating today’s evolving work environments and team dynamics. The findings point to seven key behaviors, practices, and mindsets that describe high-achieving teams. Together, these qualities will enable leaders to reshape culture and drive high performance. As leaders realize the importance of getting it right to survive this new environment, they can draw from the study’s data-driven guidance and take action to redirect the trajectory of today’s teams. These key insights will inform leaders on where and how to take immediate action that will have impact and add immediate value to their teams: 1. Ensuring accountability. The study found that some 4 out of 10 people on a team at work are not experiencing the accountability that is so often requisite for trust, collaboration, teamwork, and results. Further, 54 percent have mentally checked out…

Infants mimic adults when they learn to talk. Adults choose their own words. Novices imitate. Experts craft their own path. Imitation comes before mastery. Don’t copy successful people too long. We master something when we understand the principles behind it. How to move from mimicry to mastery?

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Richard Farson on contradictions: “Contradictory impulses to both succeed and fail can be found in every project, every work team, even every individual. Every management choice, Job offer, or new applicant can appear both appealing and unappealing. Every deal is both good and bad. That is why leadership is essentially the management of dilemmas, and why tolerance for ambiguity—coping with contradictions—is essential for leaders, and why appreciating the coexistence of opposites is crucial to the development of a different way of thinking. It is often the most valuable service one can offer an organization. But it requires nontraditional thinking. Deeply held ideologies and cultural values, tunnel vision, selective perception, deference to the judgment of others—these are all enemies in our efforts to see what is really going on.” Source: Management of the Absurd: Paradoxes in Leadership II. Steven B. Sample on thinking gray: “The leader whose thinking is constrained within well-worn ruts, who is completely governed by his established passions and prejudices, who is incapable of thinking either gray or free, and who can’t even appropriate the creative imagination and fresh ideas of those around him, is as anachronistic and ineffective as the dinosaur. He may, by dint of circumstances, remain in power, but his followers would almost certainly be better off without him.” Source: The Contrarian’s Guide to Leadership * * * Look…

Many leaders weaken decision-making by prioritizing agreement over commitments. Over-concern about agreement sabotages decision-making. In some situations, people don’t commit until they agree 100%. When that’s true, change your process and expect everyone to commit once decisions are made. Those who aren’t committed find fault. Those who are committed find a way.

Consensus decision-making is an obstacle to success when groups are large, and issues are complicated. Requiring 100% agreement unnecessarily complicates decisions. Forget consensus; aim for commitment when making decisions.

Microsoft (MS) missed the Smartphone revolution. Windows operating system never got traction in the mobile sector. Zune – Microsoft’s music player was a colossal failure. The launch of Xbox One required a retooling of their approach to gaming. They weren’t learning fast enough. CEO Satya Nadella is building a learn-it-all mindset at Microsoft.

ORGANIZATIONAL teams determine overall performance, shape culture, drive growth, and deliver results — or not. Today’s teams face a new reality. Never before have they encountered the changes and challenges brought on them by remote, hybrid, and in-person work environments. Add in the emergence of AI and countless other workforce and societal trends, and it’s apparent that yesterday’s approaches no longer apply to today’s realities. This time of disruption demands that organizational leaders take an honest look at their teams and how they function and then apply accurate data to inform new ideas, explore strategies, and pursue professional development to position themselves for success. A recent study of 1,000 working Americans revealed essential actions needed for navigating today’s evolving work environments and team dynamics. The findings point to seven key behaviors, practices, and mindsets that describe high-achieving teams. Together, these qualities will enable leaders to reshape culture and drive high performance. As leaders realize the importance of getting it right to survive this new environment, they can draw from the study’s data-driven guidance and take action to redirect the trajectory of today’s teams. These key insights will inform leaders on where and how to take immediate action that will have impact and add immediate value to their teams: 1. Ensuring accountability. The study found that some 4 out of 10 people on a team at work are not experiencing the accountability that is so often requisite for trust, collaboration, teamwork, and results. Further, 54 percent have mentally checked out…

Feeling bad isn’t always bad. Stretching yourself creates uncertainty. Tough issues cause discomfort. Learning new skills calls for courage. The purpose of empathy is empowerment. Here are 5 ways to express empathy like a leader.

THINK back to the last difficult conversation you had. What happened? Maybe you lashed out, got defensive, dodged or overexplained; possibly you lied, got passive-aggressive, or completely shut down, unable to talk. Whatever the reaction, I want you to know that it’s normal. In high-stress interactions, our walls go up, and our armor comes on and we’re ready to protect ourselves in any way we can. Most of the time in difficult interactions, we turn cold. Our bodies tense up, and we’re on the defensive. We start saying things that are hurtful and unhelpful and likely have to repair the situation with multiple conversations to get the issue resolved. This toughness that we exude during hard interactions has a tendency to keep us rigid and unable to move the conversation forward in a productive way. Think about what might happen if you did the opposite. If you were able to relax in these high-stakes and stressful moments — what would change? Those in leadership are often scared of losing their edge. They don’t want to be too soft or too Zen because they’re nervous to be more human in a work setting. It’s more professional to be at odds, cold, serious, standoffish, untouchable, inaccessible. Since being human isn’t necessarily what got them to where they are in their careers, to begin with, they aren’t sure if the act of softening is for them. I would raise an eyebrow if some people didn’t think this was a bit outside the…

Never make decisions until there’s disagreement. A camel is a horse designed by consensus. Consensus distills dynamic options into dull decisions. Complex situations have many solutions. People aren’t thinking when everyone agrees. Consensus empowers obstructionists. You haven’t found the best decision when everyone agrees. You found the easiest decision.

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Michael Doctoroff on conflict: “Conflicts, when properly controlled and resolved, can be a powerful tool for developing creative business plans and objectives. Without conflict, the organization would remain in a happy state of inactivity. In a way, business is built on conflict. Conflict, you might say, is the mother of change. You see a problem and do something to remove it. After it has been eliminated, conditions are no longer the same. Through change, the organization strengthens itself and restores harmony within itself and with its environment. We need to make sure that we have mechanisms for resolving such conflicts in a fruitful way. This can only be achieved by improving communications throughout the organization.” Source: Synergistic Management: Creating the Climate for Superior Performance II. Robert Shaw on blindspots: “Blindspots are not simply problems to be identified and fixed. Managing blindspots is learning to accept them as inevitable and, in some respects, positive because they force you to remain vigilant. Your weaknesses and the threats you face are ever-present, and the greatest risk is believing otherwise. That is, knowing you have blindspots forces you to look more carefully and deeply at your own behavior and situation. In this regard, they both threaten and protect.” Source: Leadership Blindspots: How Successful Leaders Identify and Overcome the Weaknesses That Matter * * * Look for these ideas…

HOW do successful people think? The key to doing well is thinking well. It’s a way of being in the world. Becoming great means making the hard choices necessary to get you there. Performance coach Doug Hirschhorn advances eight principles in 8 Ways to Great that direct the decisions of top performers. Principle #1: Find Your “Why?” How questions bring up negative thoughts and inadequacies. “The reason most people go through life with big dreams but fail to achieve them is because they ask themselves ‘how’ before they know their ‘why.’” The why question energizes and motivates, “Knowing your ‘why’ is what’s going to get you to figure out how.” Ask yourself, “Why have I chosen this, and why am I still doing it?” Principle #2: Get To Know Yourself Identifying and understanding your strengths and weaknesses allows you to leverage your strengths and minimize the weaknesses that hold you back. I’m talking about the kind of self-awareness that allows you to acknowledge both your strengths and your weaknesses so that you can use them to balance each other and keep yourself going overboard in either direction. Self-awareness allows you to do more of what you’re good at and less of what you’re not. It can also send up the red flag that lets you know you’re about to do something stupid. Your weakness can force you to put guardrails in place that address your issue in such a way that it strengthens the habits that drive you forward….

WITH THE SUPER BOWL around the corner, what can business leaders learn from elite athletes about high-level performance? Be like Roger. And Michael. And Simone. And Usain. And many others. That’s key advice for business leaders seeking to improve their impact and excel in a sustainable, long-term way that’s good for them and everyone around them. The Roger, in this case, is none other than Roger Federer, the tennis legend considered an exemplar of athleticism and sportsmanship. But underlying Federer’s and other top athletes’ outsized success is rigorous devotion to routines and practices that optimize their state of mind and body for high-level performance. This matters to effectiveness in the business domain, too, where such practices are often ignored or dismissed, even though they support one’s centeredness and capacity to maintain focus, be creative, and make good decisions, even under great pressure. The takeaway? Leaders in any organization can enjoy higher performance on every dimension if they establish a discipline of daily, weekly, monthly, and annual practices that systematically support their centeredness. So why does maintaining practices that yield a high-performance state of mind matter so much for leadership? Here’s why. The Need for a Performance-Enhancing State of Mind A key thing athletes and leaders share is the need for a performance-enhancing state of mind. Specifically, both perform best when they are able to enter and maintain a calm, alert state under high stress, whether facing match point on the tennis court or an unexpected setback at the negotiation…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Jonah Sachs on the expert’s trap: “While expertise can make us enormously efficient at playing an established game, it can also make us slower to realize when the game has changed and less able to respond to those changes. Our expert’s mind, so used to moving quickly and efficiently, tries to fit new information into old boxes so it can use its rapid processing power. ‘Oh, that’s just a new flavor of an old problem,’ our expert brain says. Too often it’s not. After all, most of the problems we face in a world of rapid change have little in common with a two-dimensional chessboard with rules that never change.” Source: Unsafe Thinking: How to be Nimble and Bold When You Need It Most II. Robert Pirsig on egotistical endeavors: “When you try to climb a mountain to prove how big you are, you almost never make it. And even if you do it’s a hollow victory. In order to sustain the victory you have to prove your self again and again in some other way, and again and again and again, driven forever to fill a false image, haunted by the fear that the image is not true and someone will find out.” Source: Zen and the Art of Motorcycle Maintenance * * * Look for these ideas every Thursday on the Leading…

There are times when fear is good. It must keep its watchful place at the heart’s controls. —Aeschylus MANY people view fear as a negative, crippling emotion. However, it can act as a potent stimulus that enhances performance if we take the time to understand – and modulate – its power. The Sweet Spot of Fear Table tennis Olympian Amy Wang has had plenty of practice performing in the face of fear. She’s won the US National Table Tennis Championships in age categories of nine, ten, eleven, and thirteen before winning multiple open women’s national titles. Wang does, indeed, get scared when playing before a large crowd or on a big international stage. “But I need some kind of fear to boost my adrenaline to help me get ready,” she explains. In fact, Wang has a preferred level of “nervousness” while playing a match. On a one-to-ten scale, “Five to seven is the best for me,” she says. “If I’m not feeling any nerves before the match, it means I don’t care. I relax and don’t focus properly.” Wang’s coaches can easily tell when she’s overly nervous during a match. Usually, it’s enough to remind her to loosen up and take one point at a time to bring her back down to her preferred range. And when she’s not nervous enough? A sort of self-correcting mechanism kicks in. “If I’m too chill during a match, my opponent will start catching up, which will eventually increase my nervousness level,” she…

OUR mindset can either work for us or against us. A mind full of false narratives—false beliefs—will keep us from growing into our potential. Unchallenged, these negative beliefs will become the soundtrack we live by and keep us from moving in the direction of our best selves and change the outcome of our lives. Josh Axe identifies in Think This, Not That twelve mental barriers that obstruct personal growth and hinder success. Each comes with a critical mindshift—think this, not that—to realign our thinking and liberate us from our limiting beliefs. Mindshift 1: Create a Breakthrough by Unlimiting Your Beliefs We all have limiting beliefs like “I am not enough or not good enough” or “nothing good ever happens to me.” A belief changes the outcome of our life for better or worse. We need to identify our beliefs and determine if they are serving us well. Going from limiting beliefs to unlimiting beliefs is not like flipping a switch. It is a process taking one belief at a time. There’s one caveat when it comes to discerning your beliefs. You are not the things you say you will do; you are what you actually do. Beliefs are more than your feelings or deepest convictions. They align with your behavior; they demand action. THINK THIS: I can because… NOT THAT: I can’t because… Mindshift 2: Redefine Success by Becoming, Not Accomplishing Success is about what you are becoming as a result of what you do. “When you accumulate accomplishments…

HERE’S A LOOK at some of the best leadership books to be released in February 2025 curated just for you. Be sure to check out the other great titles being offered this month. Rethinking Work: Seismic Changes in the Where, When, and Why by Rishad Tobaccowala We have a choice. We can either be reactive and struggle to adjust to transformational events on the fly, or we can be proactive and control the narrative—reinventing work to align with the evolving environment. Futurist Rishad Tobaccowala has had a highly successful career because he has anticipated and capitalized on emerging trends. In Rethinking Work, Rishad outlines the reasons why being proactive in this era of unprecedented change is the only way organizations will survive and thrive. Schools, banks, law firms, startups, medical offices—every sector will be affected by the current or soon-to-be-emerging trends and events that Rishad describes in this invaluable guide. Win the Inside Game: How to Move from Surviving to Thriving, and Free Yourself Up to Perform by Steve Magness Striving is in our nature. We all want to perform at our best when it matters most. But in today’s world, many of us feel lost, isolated, and overwhelmed. We’re paralyzed by fear of failure and crippled by insecurities. We know we’re capable of more, yet no matter how hard we try, we feel stuck. We’ve been sold the wrong path to success and personal fulfillment. Renowned performance scientist and bestselling author Steve Magness reveals a new path to…

Here is a selection of Posts from January 2025 that you will want to check out: Nine rules turnaround leaders can live by that don’t involve ‘fixing the culture’ by @artpetty 4 Ways To Constantly Adapt by @JosephLalonde 5 Things Leaders Need to Quit Doing by @Mark_Sanborn It Don’t Take Much To Show A Little Love by @JohnBaldoni Success Through Synergy by @KevinPaulScott Genuine synergy rests on four essential pillars Sputnik Moments, Moonshot Visions by @jamesstrock What should our moonshot be? Minimum Levels of Stress by @morganhousel Thinking of Managing? Six reasons why you might love this role by @artpetty The Hard Truth About Mismanagement by MarleneChism @stopyourdrama Unlock Your Best Writing by Getting Enough Good Sleep. Here’s How. by @WallyBock Scale your impact as a manager—six areas where you need to do the heavy lifting by @artpetty How substitution is changing the game for me this year – and 4 ways to strategically use it in your leadership by @suzimcalpine A Part-Time Author’s Guide To Staying Motivated by @wallybock What Will You Commit to in 2025? 5 Leadership Steps to Your Best Year Yet by @gavin_adams The Top 10 Benefits Of Quality Leadership in 2025 by @BrianKDodd The Serve to Lead podcast with @jamesstrock: Historian and educator Elisabeth Griffith discusses American Women Making History: Past, Present & Future The Great Differentiator by @James_Albright Leadership and Main Visualizing the Strategy via @AdmiredLeader 60 Years Later: The Power of Churchill’s Leadership and Vision via @TheDaily_Coach Shake Off the TDS &…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Retired Navy SEAL commander Rich Diviney on empathy: “A lack of empathy in any leader obviously is a huge detriment huge detriment. But too much empathy can be just as damaging. It’s hard to be productive if you’re functioning at the whim of other people’s emotions. Empathy is an invaluable tool, so long as it is properly calibrated.” Source: The Attributes: 25 Hidden Drivers of Optimal Performance II. Nikos Mourkogiannis on purpose: “Purpose is preparation for doing what is right and what is worthwhile. As such it creates a sense of obligation. But this obligation is not a weight or a drag in any way—it’s a way of knowing what you can and can’t do. Because Purpose provides certainty, it also provides confidence. All of that comes together to contribute to a firm’s competitive advantage. ‘Do the right thing and do well’—a new way of saying ‘Do well by doing good.’” Source: Purpose: The Starting Point of Great Companies * * * Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. * * * Follow us on Instagram and X for additional leadership and personal development ideas.  …

IT IS ALWAYS a challenge to change the way you think. And success can make it that much harder. In Seduced by Success, Robert Herbold observes that “whether you are talking about individuals, small groups, or large organizations, success generates the risk of falling prey to the mindset of becoming proud, to being very comfortable with your current practices, and to losing your sense of urgency.” Instead of building on your successes, you become complacent, repeating what you have always done. The “legacy of success is too often failure.” As Peter Drucker wrote, “Success always makes obsolete the very behavior that achieved it. It always creates new realities. It always creates, above all, its own and different problems. Only the fairy tale ends, ‘They lived happily ever after.’” Here are nine traps that we face to help us put our past success into perspective and become “trapped in the exhilaration of the present.” Trap #1: Neglect: Sticking with Yesterday’s Business Model Things change. What you did yesterday does not guarantee success tomorrow. Every component of your business plan needs to be objectively examined for potential vulnerabilities. “It’s very important that your people understand that part of their job is to spot vulnerabilities and to make a lot of noise in bringing them to people’s attention so that you can take action.” At the same time, focus on what is working well. “What we should be doing is broadening the impact of what is working and adding new but related…

ORGANIZATIONS are better managed than ever before. They have been optimized for safety, security, stability, and control. But what we need going forward is dynamic and, yes, inefficient. What is needed now is some deliberate chaos. In The Illusion of Innovation, author Elliott Parker believes that the focus on capital efficiency makes companies less capable of making big innovation bets that progress society because those bets have an uncertain payoff. The problem is that managing for predictability negates learning and progress. They are optimized for the wrong outcomes—predictability, not learning. The result is the illusion of innovation and progress while sacrificing resiliency. Over the long run, resilience beats efficiency and is, therefore, a more productive objective for scaled organizations. Innovation can (and should) be directed at both efficiency and resilience. Still, the pendulum often swings too far to efficiency, which produces organizations that are extraordinarily fragile and subject to shocks. The challenge is that our scaled organizations are optimized for the preservation of what already exists, not for building the new. Inefficiency creates learning. Corporations waste money and time on innovation efforts that destroy value. Efficient and scaled organizations may make fewer mistakes but have fewer insights. To correct this, they try to “repurpose their existing operating system—designed for efficient, scaled execution—to do something it was never designed to do: operate with a degree of inefficiency to create learning. Clayton Christensen wrote, “The worst place to develop a new business model is from within your existing business model.” There…

Botanists will tell you to have a vision for how you want a plant to look before you start pruning it. The same is true for your life and your business. Whether you’re talking about programs, processes, personal commitments, or even people – over time, they all tend to accumulate. You simply end up with more of everything. However, overgrowth impedes your ability to scale yourself and your business. In order to grow, you’re going to have to prune. Continue reading The Pruning Principle at Full Focus.

It’s that time of year again. The weather is changing, leaves are falling off the trees, and your favorite leadership podcast is talking about Strategic Planning again. If there’s one thing that humans do well, it’s imagining the future. (We can do it badly, too, of course.) But the important thing is that we can create better outcomes for ourselves and our businesses when we do it intentionally. That’s where Strategic Planning comes in. Continue reading 6 Essential Ingredients for Effective Strategic Planning at Full Focus.

“Quiet quitting” seems to be the hot topic of conversation in business and leadership circles right now. But what exactly is “quiet quitting”? How can you figure out if your employees are doing it? And, perhaps most importantly, how can you create an organizational culture where your team members will feel empowered in their job?   Continue reading How to Avoid Quiet Quitting in Your Business at Full Focus.

You spend your days managing details, scheduling meetings, and replying to emails — by the time you start on the “real work,” the workday is half over. This ends up cutting into your personal life as you try to make up for lost time. It all leads to you feeling more tired, more stressed, and less productive at work and at home. If you heed our advice, you can minimize this pain. The advice is simple: hire an executive assistant! Continue reading 5 Mistakes Business Owners Make When Hiring an Assistant at Full Focus.

Last week we talked about the importance of a thriving company culture. Hopefully, Michael and Megan made the case that a company culture is both important and the responsibility of the leader. We’re going to continue that conversation by talking about how businesses can actually cultivate a thriving company culture – no matter where they’re starting from.   Continue reading 4 Ingredients for a Thriving Company Culture at Full Focus.

Anywhere you find a group of people, you’ll find a culture. That’s true for families, churches, cities, neighborhoods, and anything else you can think of that includes more than one person. This idea is especially true for businesses. Leaders need to have a vision for how they want their culture to look and feel. If they don’t, they could find themselves surrounded by a toxic culture that not only hurts business but makes everyone miserable. Continue reading Why a Thriving Culture Is Essential at Full Focus.

Your business is probably the largest single asset in your portfolio. You’ve invested time and money, and, one day, you may want to see a healthy return on those investments. If you want to maximize the value of your business, then you should start making plans today. Continue reading How to Maximize the Market Value of Your Business in 8 Steps at Full Focus.

There is no denying that you will get further, faster with a good coach. But what about a great coach? How much further could you get with amazing coaching? Today’s episode tackles that question by talking with LeeAnn Moody, Director of Performance Coaching for Full Focus. LeeAnn and Michael break down the four characteristics of great coaching and help you identify what you might need to be successful for your organization. Continue reading What Makes Good Coaching Great at Full Focus.

During the height of the pandemic, everyone was forced to go remote. But, now that offices have opened back up, leaders and staff are confronted with some challenging questions around a seemingly basic concept: Where should work happen? Continue reading What Elon Musk Gets Wrong About Remote Work at Full Focus.

What if you could grow your business and only do about 20% of the work you’re currently doing? If that were true, you would do almost anything to find out how to do it, right? Continue reading The 10/80/10 Principle: Grow Your Business with 20% of the Work at Full Focus.