Leadership Feeds

TO make the best decisions, we need to expand our view and think through a wider range of experiences and opinions. See panoramically. Increasing change and complexity require that we get more complete and diverse information and look outside of our usual suspects. We need panoramic intelligence. In The Panoramic Leader, Cornelia Choe and Marshall Goldsmith say that “panoramic intelligence is about training yourself to see through more than just your own lens. The real power is when you move beyond simply noticing others and start to see the world through their eyes, understanding the experiences and beliefs that shape their maps.” The lenses we choose to see the world determine the reality we see. The authors have identified three lenses—inner, outer, and relational—that allow us to see more fully. The inner lens helps us to gather self-awareness through self-reflection. It impacts how we see the world through our outer lens. The outer lens expands our view through our interaction with others, “taking in the systems, perspectives, and shifting conditions that define the world around us.” The relational lens creates insights between our inner and outer perspectives and transforms each with the insights gained from that enhanced perspective. We grow from the intersection of each lens. The relational lens gathers the insights we develop internally and shines that light back outward to our stakeholders through our outer lens, expressed in dialogue and leadership. This continuous refraction of insight—taking in light and returning it transformed—is what distinguishes panoramic leaders. They…

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. Bill Burnett and Dave Evans on detachment: “A state of mind that is fully engaged but calmly detached is the best place from which to do design. When you are fully engaged in any task—really buckling down and getting the work done—you have the best chance of unlocking a great solution. However, most of us can’t shake off the fear of a bad outcome, and this tends to stifle our creativity and burden our actions. But when you can cultivate a mindset that is detached from outcomes, which are ultimately out of your control, you are the freest and most creative. When something goes as hoped for, you’re pleased. When something unexpected or negative happens, you’re bemused and happy to learn from the experience (which is why you come to think that just about everything is a prototype).” Source: How to Live a Meaningful Life: Using Design Thinking to Unlock Purpose, Joy, and Flow Every Day II. Gary Hamel on decision-making: “Paradoxically, as decisions get bigger, the ranks of those able to challenge the decision maker get smaller. Hubris, myopia, and naivete can corrupt decisions at any level, but that risk goes up when the decision maker’s power is, for practical purposes, incontestable. Give someone monarch-like authority, and sooner or later there will be a royal screw-up.” Source: What Matters Now: How to Win…

LOOK at how most people plan. They open the calendar, see the squares, and start filling them. A meeting here, a block there, a few tasks wedged into the gaps. By the end, the week looks full and feels productive. It is also completely backward. Starting with the calendar means you are organizing your time before you have decided what any of it is for. That is how founders end up busy for months and somehow no closer to anything that matters. The fix is to flip the whole thing. Build your day from the top down, not the calendar up. Borrow the Inverted Pyramid I spent years writing before I built businesses, and the most useful structure I ever learned came from journalism: the inverted pyramid. You lead with the single most important point, and everything below it exists to support that point. The further down you go, the smaller the detail. That structure became the spine of the Time Management Inverted framework, a productivity system that I’ve built over the past decade. At the very top sits the most important thing you have, the one I call your Grand Vision. Everything beneath it, all monthly goals, weekly tactics, and daily tasks, exists only to support that vision. Nothing earns a place on your calendar unless it props up the thing at the top. Most planning advice has you building from the bottom. You stack up tasks and hope they add up to something. The inverted pyramid does…

SPORTS analyst Ric Bucher wondered, after rubbing shoulders with some of the greatest athletes, which traits separate the best from the rest? The common denominator was: I was coachable. In Coachable, Bucher explores ten truths of coachability through the stories of all-time great athletes. The truths are applicable to all walks of life. What is coachability? “Synthesizing your vision of who and what you want to be with someone else’s vision of who and what you can be by collaborating to realize that shared vision.” TRUTH 1: Giving In Is Not Giving Up Change is a constant in the short and long term. Sometimes what you set out to do is not what you should be doing. Giving in to a pivot may be just the best thing. It’s not giving up on your dream; it’s growing. “Being coachable is fundamentally about self-improvement. I want to get better, and I’m willing to go backward to go forward.” TRUTH 2: A Fixed Flaw Is a Fountain of Faith Humility to take correction and do something with it. Every problem is there to teach us something—to move us forward. The frustration of having to reconstruct something as fundamental as his shot led Stephen Curry to learn to have faith in the process. He told Bucher, “There’s faith that comes with going through that, working toward that intended outcome of who I want to be. But that whole process, for me, requires having trust in myself to be able to solve whatever…

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. Jeremy Pollack on certainty: “Certainty is the nemesis of peace. Our drive toward certainty, which underlies our subconscious and conscious desires to be right, is antithetical to our capacities for flexibility, open-mindedness, and collaboration with those we perceive as sources of conflict. And the unfortunate news is that our brains are certainty-seeking machines.” Source: Wired for Peace: Using 7 Neuroscience-Based Principles to Resolve Conflicts II. Phil Le-Brun and Jana Werner on organizational slogans: “Your organization’s clarity isn’t found in your mission statement; your employees and stakeholders find it in what they experience. They find clarity in the last difficult decision a leader made and how it made sense given their understanding of the business. They find clarity in the project that got funded (and those that didn’t) and how it matches the mission as everyone understands it. They find clarity in the last person who got promoted because they operate in a way that reflects desired values. These actions are the signals that communicate ‘what matters here.’ If your stated clarity contradicts these lived realities, the slogans are worthless.” Source: The Octopus Organization: A Guide to Thriving in a World of Continuous Transformation * * * 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…

AS an executive coach, I’ve noticed something interesting. People almost never hire me because they’re questioning their definition of success. Business owners call because they want to grow their business or prepare for an exit. Executives call because they want to become a better leader, figure out why their team isn’t performing, or be more influential. But coaching never stays in one place, and business is always personal. A good coach will never help anyone build a strategy without digging into the reason for the intended growth. I’ve had leaders sit across from me with thriving companies, respected reputations, and everything they once thought would make them happy, only to finally find the courage to ask me, “Why doesn’t this feel like success?” And admit “I’m not sure I even want this.” It’s rarely because something has gone terribly wrong. In fact, it’s usually the opposite. Their business is growing. Their career is thriving. People admire them. They’re well compensated for their efforts. They’ve achieved goals they once only dreamed about. The problem isn’t that they aren’t successful. The problem is they never stopped to ask whether they were chasing their definition of success—or someone else’s. From an early age, many of us absorb a remarkably consistent message about what success should look like: a bigger title, more responsibility, a larger paycheck, constant growth, a reputation for always being available, and always achieving. What many people don’t realize is that the way leaders define success shapes every decision they…

HERE’S A LOOK at some of the best leadership books to be released in August 2026 curated just for you. Be sure to check out the other great titles being offered this month. Practice Makes Culture: How Welcoming Elephants, Creating Ownership, and Facilitating Daily Practice Transform Organizations by Christine Hudson and Ronica Roth After decades of organizational transformation efforts, the failure rate remains stubbornly high: over 70%. What’s missing? The human element. In Practice Makes Culture, you’ll discover why most transformations still fail and how to ensure yours succeeds by addressing what other approaches miss: the emotional dynamics, hidden narratives, and everyday behaviors that truly shape your organization. This practical guide introduces a powerful framework centered on three critical focus areas: Elephants: Address the emotional aspects of change, recognize diverse perspectives, and tackle difficult conversations that most leaders avoid. Ownership: Create transformation that people actually want by ensuring those affected by change are the ones steering it. Practice: Transform meetings into powerful practice fields for cultural change through consistent, daily reinforcement of desired behaviors. Inviting Genius: How Good Leaders Use Conflict to Become Great by Matthew Abrams Most teams don’t fail because of conflict. They fail because they avoid it. In Inviting Genius: How Good Leaders Use Conflict to Become Great, Matthew Abrams offers a roadmap for leaders who want to build high-performing teams without sacrificing humanity. After 15 years working with visionary leaders, Abrams shows that tension isn’t the problem. It’s the path. As you apply the concepts…

Here is a selection of Posts from July 2026 that you will want to check out: Organizational Complacency Statistics: USA 2026 by @Mark_Sanborn It turns out, resistance to your change initiative is (mostly) a good sign by @artpetty Has AI Already Killed How-To Nonfiction? Sales Trends, My Personal Data, and What It Might Mean for the Future by @tferriss The market for transformation—for sitting with one mind, at length, on a subject it has bled for—might just get smaller, weirder, and more interesting. I’d bet on it. A Field Guide to Information Overload: How to navigate an environment built to distract us by Hana Lee Goldin Theodore Roosevelt and Nationalism by @jamesstrock Moral courage is a leadership competency by Ena Inesi via @LBS What the Room Knows by @Julie_WG World Cup Showcases Positive Nationalism by @jamesstrock Let’s Build on This. Surrendering My Thinking to Claude by @davidburkus How to Stay Focused When Everyone Else Has an Urgent Request via @LetsGrowLeaders When AI Makes Answers Cheap, What Are Business Schools For? by @jacobides The best institutions won’t just teach AI. They will redefine their own value and develop managers with the crucial skills for the AI age 3 Words That Separate Elite Leaders from Everyone Else by @BrianKDodd To Him Who Restores by @donhornsby Founder Energy by @jamesstrock Unity Is Our Strength. The Myth of Suffering for Greatness by @BStulberg The Cost of Convenience via @LBBOnline We Don’t Control Time—But We Do Control Our Decisions by @AlanSteinJr 7 Leadership Lessons…

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. Chris Hodges on growth: “Growth is rarely impressive in the moment. Most days it looks ordinary. Quiet. Unnoticed. It’s choosing to learn when it would be easier to coast. Choosing to reflect when reacting feels faster. Choosing to stretch when settling feels comfortable. I’ve had to make those choices more times than I can count. Start where you are. Use what you have. You don’t need to see the whole path or have everything figured out. You just need the humility to stay teachable and the courage to take the next step.” Source: Legacy Letters: Timeless Principles I Learned, Lived, and Leave Behind II. Ron Friedman on feedback: “When feedback is tied to a formal review, the conversation shifts from growth to judgment. That shift triggers anxiety and defensiveness, two emotions that make it almost impossible to learn. Busy managers often assume that no feedback communicates that everything is fine. But employees tend to interpret silence differently. A lack of feedback makes them feel invisible. Feedback is therefore About more than just guidance. It’s a signal that we’re valued, respected, and seen.” Source: Superteams: The Science and Secrets of High-Performing Teams * * * 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 agency is the ability to see choices and the belief in your ability to act on them. Agentic people take ownership of their own lives. You Can Just Do Things author Cate Hall believes that personal agency is learnable. And while agency may not matter on an average day, “agency really matters when you’re faced with an opportunity that could change your life completely. A little moment when choosing to deviate from your routine could have outrageous results.” You Can Just Do Things provides valuable insights into growing our agency and living an intentional life. Hall says that most people are selectively agentic. That is, they don’t apply the same can-do approach and resourcefulness equally in all areas of their life. If you divide life into three areas: work, relations of all types, and self-relationship, which includes health, mindset, and spirituality, then you might be high-agency in one but not the others. “The exertion of willpower makes you feel like you’re trying. But the feeling of effort doesn’t mean that you’re Actually Trying.” You may think that you’re really struggling to deal with problems in the other areas of your life. “But struggling is not evidence that you’ve tried everything. To the contrary, the continuous need for willpower may be the sign of a badly engineered life.” I’ve talked with people who don’t think they have a choice. They just take has been handed to them. “The human default is to voluntarily accept constraints, convincing ourselves that they…

I’VE SPENT 45 years in the pest control industry: 30 in corporate leadership and 15 building my own company, Pied Piper Pest & Lawn, from the ground up. In that time, I’ve seen just about every kind of infestation imaginable. But some of the worst ones never required a spray wand. Early in my management career, I started noticing something strange: the same thought processes I used to assess and control pest infestations worked just as well for diagnosing problems with employees, clients, and suppliers. The behaviors were almost identical. The strategies for dealing with them? Surprisingly similar. Whether you’re managing a cockroach or a coworker who helps themselves to whatever they want, understanding their behavior is the key. Once you know what motivates them, what they’re scared of, and what their kryptonite is, you can manage your environment and make your business a place where good people actually want to stay. Here are four field-tested principles I use to keep both kinds of pests from taking over. 1. Know your pest before you decide how to control it. In pest control, the biggest mistake an amateur makes is the shotgun approach: buy whatever’s on the shelf, apply it everywhere, and hope for the best. It rarely works. That’s because different pests require completely different treatment methods. What eliminates a flea infestation will do nothing for termites. The same logic applies to managing difficult people. In my book Infested, I break workplace pests into four categories: Bloodsuckers (those who…

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. Edward Hess and Katherine Ludwig on managing emotions: “Stress, anger, and anxiety can cause narrow-mindedness and the fight-flee-or-freeze syndrome. It’s not at all helpful when you need to engage in critical thinkIng, problem solving, innovative thinking outside the box, or designing experiments to learn. Positive emotions, on the other hand, have been scientifically linked not just to higher health and well-being but also to broader attention, open-mindedness, deeper focus, and more flexible thinking, all of which underlie creativity and innovative thinking.” Source: Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age II. Walter Lippmann on getting the questions right: “The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully. Here lay the political genius of Franklin Roosevelt: that in his own time he knew what were the questions that had to be answered, even though he himself did not always find the full answer. It was to this that our people and the world responded, preferring him instinctively to those who did not know what the real questions were.” Source: Roosevelt Is Gone, Today and Tomorrow, April 14, 1945 * * * Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. * * * Follow us on…

ORGANIZATIONS often believe they’re selecting the best candidate when in reality they’re selecting the person who best matches familiar credentials, patterns, or assumptions. That distinction matters. As the 2011 movie Moneyball demonstrated through baseball recruiting how success improves dramatically when talent is evaluated against the factors that actually predict performance — not the ones people traditionally favor. The same lesson applies in hiring. If companies want to identify exceptional talent before competitors do, they need a clearer, more disciplined way to define what success in a role truly requires. What Baseball Got Right About Talent Billy Beane of “Moneyball” fame inherited one of the smallest budgets for any MLB team player salaries in 2002. Frustrated with his inability to outbid other teams for talented players, he took a different approach. He called Paul DePodesta, a Harvard alum and professional sports executive interested in data analysis. They combed through decades of data on hundreds of individual players to devise a better strategy for recruiting players. They discovered scouts were overlooking statistics that could better predict a player’s performance versus relying on subjective things like attitude or whom they’d played for in the past. In short, scouts were asking the wrong questions to assess talent. The scouting process failed to include individual components that made up a player’s performance and match that to what the baseball team needed — much like hiring managers looking at academic qualifications or years of experience as a proxy for the responsibilities the individual needs to…

SOME things never change. When it comes to human behavior, some things stay the same. And those behaviors can make the future more knowable even as so much is changing all around us. Throughout history, circumstances change, but human nature does not. You may not know specifics of the change, but you can know how people will respond. And that can help to explain how we got where we are. In Same as Ever, Morgan Housel presents us with 23 things that never change. He asks, “What would be true in every imaginable version of your life, not just this one? Those universal truths are obviously the most important things to focus on, because they don’t rely on chance, luck, or accident.” Every current event-big or small-has parents, grandparents, great-grandparents, siblings, and cousins. Ignoring that family tree can muddy your understanding of events, giving a false impression of why things happened, how long they might last, and under what circumstances they might occur again. Viewing events in isolation, without an appreciation of their long roots, helps explain everything from why forecasting is hard to why politics is nasty. Let’s look at six of the twenty-three timeless truths Housel presents. Risk is What You Don’t See Risk is what you are not prepared for. “As financial advisor Carl Richards says, ‘Risk is what’s left over after you think you’ve thought of everything.’” It’s what you don’t see coming. If you knew what was coming, you would be prepared for it….

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. Eric Ries on the incoherent organization: “An incoherent organization is one where what gets rewarded contradicts what gets proclaimed. Where the values on the wall are betrayed by daily reality. Some such companies claim they value innovation but ostracize those whose experiments fail. Others promise work-life balance while ensuring only workaholics are invited to strategy meetings. Still others swear they put customers first but praise employees who engage in deceptive sales practices. Departments clash due to opposing cultures-product aspires to be Apple, but finance aspires to be Goldman Sachs. The result is a company at war with itself. And like a human body suffering from an autoimmune disease, it becomes increasingly weak and vulnerable.” Source: Incorruptible: Why Good Companies Go Bad… and How Great Companies Stay Great II. Walter Lippmann on the forgotten foundation of democracy: “What separates us from the totalitarian regimes is our belief that man does not belong to the state. This is true. But if we are to be clear about what that really means, we must say also what it is that man does belong to. There are, perhaps, many different ways of saying it. But there is no better way of saying it than to say it as the authors of our liberties were accustomed to say it. They said that man belonged to his Creator, and that…

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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.

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