Leadership Feeds

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 Utley on Ai and the Zero Problem: "Often people jump into AI without regard for what they bring to the experience. I call this the “zero problem.” That’s because Zero times any number, no matter how great the multiplier (the power of AI…times nothing!), is still zero. If your thinking is shallow, AI will make it shallow faster. If your problem selection is poor, AI will help you pursue the wrong problems with incredible efficiency. If your judgment is underdeveloped, AI will faithfully scale that weakness. This is also why the organizations that rush to deploy AI without investing in their workers’ underlying capability are setting themselves up for long-term disaster." Source: The Human Advantage: What AI Can’t Do Without You II. Jeremy Utley and Perry Klebahn being problem-centric rather than idea-centric: "A good idea may not be viable, but a good problem will usually lead somewhere." Source: Ideaflow: The Only Business Metric That Matters * * * 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….

WHY do we listen to coaches? We know that great coaching leads to performance development and can transform individuals and organizations. But what gives coaches power and influence, especially when they are hired outside of the organization? If you’re interested in becoming a coach or hiring one, this is critical for you to understand. The role as a coach ultimately comes down to building trust. You can’t influence a coachee who doesn’t trust you. Authority and expertise play a role in coaching, but as the relationship evolves, it’s trust that enables long-term impact. That’s why it’s critical you build that trust quickly so you can get to work. The quickest way to build that trust is by showing the person that you care about them, that you’re listening, and that you’re genuinely on their team. It’s not just about whatever the organization hired you to address. It’s I care about you as a person, and I’m here to help you succeed. The role of a coach begins with establishing psychological safety – safety that allows the coachee to share the real details and vulnerabilities behind the situation. You have to say it and show it. That trust is built, in large part through clarity of intent. Coachees are constantly subconsciously asking, Is this person really for me? The most effective coaches make that answer unmistakable: I’m here to help you have a better life. Not just better results. Not just better performance. A better life. And when that intent…

IMAGINE two leaders join your organization in the same month. The first arrives with an impressive résumé: a top-tier MBA, fast-track promotions at a well-known company, and a reputation for ‘executive presence’. The second has a solid but more understated track record. This individual is self-effacing and relational. Six months later, the first is struggling to get colleagues to commit to their ideas. The second has a team that would follow them through a wall. What happened? The first leader thought his reputation would win the day. The second focused on building strong relationships with colleagues. The lesson. People don’t follow resumes. They follow the individuals who proactively earn their trust. Most of us attempt to build credibility with colleagues in one of three ways – all wrong. We try to assert credibility through credentials: an impressive title, a recent promotion, an engineering degree. Sometimes we try to manufacture it through sheer confidence and enthusiasm for an idea. Or we try to build it with logic and slide after slide of data. We assume that the analytics and numbers will demonstrate how credible – and clever – we are. None of these succeed by themselves. More importantly, they are not the foundational element of your credibility. Why expertise isn’t enough to earn you credibility Expertise answers only one question about your credibility: "Do you understand the issue you are championing?" While that question matters, it isn’t the one your team is really asking. Their question is: "If I commit…

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. Amy Edmondson on psychological safety: "Psychological safety is a belief that the work environment is safe for speaking up with ideas, questions, concerns, and even mistakes and failures. It is not being nice, being comfortable or lowering standards. In fact, let me put this very concisely. I think your job—each and every one of you—is to create the environment where candor is expected and welcome, and standards are as high as possible for your context. Think of it as productive discomfort." Source: Amy Edmondson at the Global Drucker Forum 2026 II. Peter Senge on a learning organization: "Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning. This, then, is the basic meaning of a learning organization—an organization that is continually expanding its capacity to create its future. For such an organization, it is not enough merely to survive. Survival learning, or what is more often termed adaptive learning, is important—indeed, it is necessary. But for a learning organization, adaptive learning must be joined by generative learning, learning that enhances our capacity to create." Source: The Fifth Discipline:…

THE Global Peter Drucker Forum is an annual international management conference, held in Vienna, Austria, dedicated to the management philosophy of Peter Drucker. This year again, they graciously broadcast live the opening session of the conference from the Vienna Hofburg. What follows are a few of the insights from that session that have been slightly edited for clarity. Richard Straub, Founder and President, Global Peter Drucker Forum: We are living through an astonishing technological moment. Artificial intelligence and what we increasingly call thinking machines are acquiring capabilities that only a few years ago seemed unimaginable. We should not approach this development with fear. The potential is enormous. These technologies can amplify human capacities. Give people access to knowledge and capabilities they never had before and help us make connections that we couldn’t see before. It can help us to create new knowledge and new solutions for improving our lives at an unprecedented scale. But innovation cannot be an end in itself. The question cannot only be what can we create; it must also be what is the impact of what we create on people and institutions, on markets, on society. An algorithm can optimize the route to a given objective. It cannot decide whether that objective is good. A machine can make a decision and act on it autonomously, but it cannot accept moral responsibility for the consequences. That responsibility remains ours. That is why technology must remain our servant and never become our master. Management is not simply…

WHEN we think about persuasion, we picture the visible part: the rousing pitch, the polished slide deck, the closing argument that wins the room over. But the visible part is only half the equation. Persuasion’s real impact is determined by an invisible architecture. Here’s what that architecture is made of—the frame. In persuasion, the frame establishes what problem needs solving, what opportunity exists, or what future you’re proposing. You can think of it as the core interpretation of the reality that you’re asking your stakeholders to understand. This interpretation guides how an audience interprets the issue you’re persuading. The frame you choose determines whether your decisionmakers see a problem worth solving or a complaint worth dismissing, a strategic priority or a budget burden. It’s critical to understand that the framing, not just the issue’s merits, determines whether decisionmakers will care enough to act. As persuaders, framing is also our biggest blind spot. Immersion in an issue makes one way of seeing it feel obviously right – which is not the same as it being the most effective or compelling frame for our decisionmakers. As you deepen your understanding of an issue you wish to champion, you become invested in that perspective, in that framing. This perspective becomes fixed and causes you to communicate from your own point of view rather than that of your decisionmakers. This is a big mistake. Wouldn’t it be fine if all our stakeholders shared the same perspective as you do? Unfortunately, they rarely do….

HERE’S A LOOK at some of the best leadership books to be released in November 2026 curated just for you. Be sure to check out the other great titles being offered this month. Illuminating Hidden Brilliance: The Power of Multidimensional Leadership in a One-Dimensional World by Tony Martignetti Most high-performing leaders share a quiet secret: they have been suppressing the very dimensions that make them extraordinary. The pressure to specialize, perform, and fit the mold has created a generation of leaders who are accomplished on paper—and hollow inside. In Illuminating Hidden Brilliance, leadership advisor and keynote speaker Tony Martignetti challenges the myth of specialization and offers a proven framework for leaders ready to stop fragmenting themselves and start integrating all of who they are. This book is for visionary leaders at inflection points—executives navigating complexity, high performers who sense something essential is missing, and anyone who has been told their breadth is a liability. It is time to stop competing in a one-dimensional world and start leading from your whole, multidimensional self. The Persuasive Leader: Proven Strategies for Moving People and Ideas by Jay A. Conger Most change efforts fail not because of poor strategy but because leaders struggle to win genuine commitment. Between 60 and 70 percent of major organizational change initiatives fall short or fail outright. The missing ingredient? Constructive persuasion. Drawing on over two decades of research and coaching thousands of executives worldwide, Conger shatters outdated myths about persuasion as manipulation or performance. Instead, he reveals…

Here is a selection of Posts from October 2026 that you will want to check out: Predicting the Present by @kevin2kelly It is clear that all predictions of the future are really just predictions of the present. Their visions tell us more about what people were thinking of then, than of what we have now. Judge the Judger by @garyvee Be thoughtful on whose judgment you decide to accept How to Recognize When You Have Stopped Growing via @AdmiredLeaders What It Costs to Think by @chrbutler AI is best understood as infrastructure, and that the sooner we think of it that way, the sooner we can stop being astonished and get back to making things. AI Agents Are Here. Are Leaders Ready? via @KelloggSchool Work in a feedback desert? Tips to help your executive boss grow comfortable giving feedback by @artpetty While individuals at the executive level are typically savvy communicators in a variety of settings, the ‘f’ topic for ‘feedback’ is a stressor for many. 10 Theodore Roosevelt Leadership Lessons by @jamesstrock TR’s Project of Personifying American Nationalism Is Evergreen 5 Traits That Make One Leader Capable of Changing Everything by @BrianKDodd Words Matter. The Power of Language Is Sitting Unused Inside Your Company by @sorenkaplan The Uneasiness of the Open Office by @edbatista The New Identity Politics by @jamesstrock | 1 of 4 30 Hours in a Massive Earthquake by @SahilBloom When chaos hits, lower your expectations. Six Problems Leaders Misdiagnose as Fear of Conflict by @stopyourdrama…

EARLY in my career, I spent about six years just going through the motions. I was busy. I had meetings, email, work, kids, responsibilities, all the normal stuff. If you had asked me whether I had a lot going on, I would have said absolutely. But if you had asked me where all of that activity was actually taking me, I am not sure I could have told you. At the time, I worked at a university and my family lived in campus housing. We had a place to live. I had a job. Our basic needs were being met. Nothing was really wrong, and I think that was part of the problem. We were comfortable enough that I never felt much pressure to ask whether I was actually satisfied, and for a few years I was satisfied. Running in Place, Going Nowhere That is what I mean when I talk about the hamster wheel. A hamster can run like crazy and still end up in exactly the same place. I think people do the same thing. We fill our days, keep ourselves busy, and sometimes mistake all that activity for progress. My days were filled with meetings, email, and whatever problem needed to be solved next. I worked hard, but I was not spending much time thinking about where I wanted my career to go or what kind of life my wife and I were actually trying to build. I had speed, but not much velocity. The strange…

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. Jeffrey Cole and Harlan Lebo on disruptors: "Intense focus on long-time rivalries distracts from an even more important priority: being prepared for unexpected change from a source that is unknown—especially “two guys in a garage”—and that tears apart a business model. Such change rewrites all the rules, reorganizes the players, and in extreme cases, eliminates an industry. The biggest mistake a successful organization can make that invites disruption is to focus exclusively on the competitive threat from a known rival." Source: Disrupters at the Gate: When Visionaries, Trailblazers, and Two Guys in a Garage Turn the World Upside Down II. Constantine Alexandrakis on inertia: "Inertia rarely announces itself as resistance. More often, it shows up as a subtle change in the feel of the organization—less candor, more caution, and often silence—or through the withholding of resources. Not just money or headcount, but emotional commitment. The strategy is agreed at the top, yet the right people aren’t assigned. Leaders nod in the meeting, then return to their own functional priorities. No one openly blocks the strategy. They simply fail to fuel it." Source: The Catalyst CEO: Why CEOs Can’t Lead Transformation Alone—And What the Best Do Instead * * * Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. * * * Follow us on Instagram and…

WHEN I started a business at 19, I knew next to nothing about leadership. The only thing I did know was that I wanted to put my people first, always. I was a servant leader through and through. Being so others-focused was a huge strength. It helped me become a caring leader who was in tune with other people’s needs and who focused on making people feel valued. It helped me build a company and a culture that people loved being a part of. It filled me with a sense of purpose. But years later, I would learn that this strength had a shadow side. In becoming so others-focused, I had become disconnected from myself. I’d taken servant leadership to the extreme, and now, I knew others’ needs better than I knew my own. I had strong, trusting relationships with my team and almost no relationship with myself. That meant that in my worst and lowest moments, like when I was overworking myself and burning out, or when I felt let down by my team, my instinct was to put the blame externally. I became resentful, and I never once stopped to look at my own role in how I was feeling. It wasn’t until I started working with an executive coach that I became aware of this pattern in myself. In one of our calls, we identified something he called a personal narrative. Narratives form in childhood, he told me, and most people have at least one, if…

LEADERSHIP that is effective in uncertain times is equally effective in times of relative stability. The opposite, however, is not true. There are many actions taken by leaders in routine circumstances that give the leader power and influence, yet such behaviors may not work well when uncertainty dominates. Why? When things are going well, and not stirred by uncertainty or crisis, people are willing to put up with all sorts of poor leadership, often obeying leaders whether they trust them or not. Yet in uncertainty, trust becomes essential for influence. That’s when trust in the leader must be earned, rather than assumed. Against the Storm: How True Leaders Prevail When the World Shakes, holds more than a dozen practical techniques to build trust in uncertainty. Here are two: 1. Leader Meeting Control All leaders host meetings. One type of meeting that is common, yet difficult, is the “town hall” meeting—meetings of 50-200 people with open questioning to the leader. Town halls are quite useful for academic, political, and business leaders. In those circumstances, the best leaders find ways to control dialogue. Uncontrolled dialogue in open meetings is a recipe for disaster—as many politicians have found out, having lost the ability to control their meetings and having been advised by their political leadership to stop having them. Such meetings allow people with specific agendas—some well-meaning, some not—to take over the direction and purpose of the meeting. Competent leaders always put rules or procedures in place that give them some control…

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 P. Feynman on not knowing: "Admitting that we do not know, and maintaining perpetually the attitude that we do not know the direction necessarily to go, permit a possibility of alteration, of thinking, of new contributions and new discoveries for the problem of developing a way to do what we want ultimately, even when we do not know what we want." Source: The Meaning of It All: Thoughts of a Citizen-Scientist II. Lloyd Blankfein on the importance of history: "Every so often, when a young person asks my advice on what to study in college as preparation for a career in finance, I always recommend history rather than math or economics. I say that because it is valuable to have a sense of what has happened before, a consciousness of historical cycles, and the ability to distinguish secular changes from the kind that tend to recede and recur. That kind of perspective helps you keep your head on when things go awry and keeps you from getting too cocky when things go well. Ultimately, an awareness of history makes you a better boss, a better leader, and a better risk manager. It makes you better able to practice resilience, knowing that things do recover." Source: Streetwise: Getting to and Through Goldman Sachs * * * Look for these ideas every Thursday on the…

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. Dave Rossi on living with purpose: "Without this sense of purpose, emotion and rumination can take over, acting like a thick fog that distorts vision and clouds judgment. While emotions are powerful, they are not the objective truth. They can trigger impulsive reactions that feel right in the moment but ultimately lead to regret. Living with purpose forces you to challenge your automatic responses. It requires you to pause and ask yourself: Am I acting from fear, ego, or programming, or am I acting from a place of alignment with my deeper values? This simple shift-learning to recognize emotion and then choosing behavior instead of reacting—is profound. You either live for approval or live for purpose." Source: Alphas Die Early: For the Man on a Mission — And the Women Who Love Him II. Nathan Bennett and Stephen Miles on the shifting role of COOs: "COOs must simultaneously guide organizational development and manage high-velocity operations where necessary skills constantly evolve. Success depends less on executing predetermined plans than on orchestrating continuous adaptation—a skill set many traditional operators never mastered. Executive search professionals caution that operators without strategic depth face limited growth prospects. The label ‘solid operator,’ once praise, now functions as a ceiling. Today’s COOs are expected to act as strategic architects who not only translate vision into execution but provide operational insights that…

IN the early stage of an enterprise software startup, the founder is often the best – and main – salesperson. And that makes sense – founders have the deep product knowledge, intuitive understanding of the market, and heartfelt enthusiasm to win over customers, even when they thought ‘sales’ wasn’t really their thing. But if you want to scale up, at some point founder-led sales are going to hit a ceiling, and founders have to work out how to transition to a different model. This can be difficult: Intuition, improvisation, and sheer force of character often work to get deals over the line when a founder is the one working with the customer, but it is very hard to recreate once they pass the torch. The foundational principle of my go-to-market framework – which I detail in my new book, Built to Grow: A Handbook for High-Performance Sales Teams – is that every startup passes through three distinct phases on the road to success. First, you experiment with the tactics that will form the bedrock of your business. Second, you build systems and processes that create a repeatable and sustainable business. And then you scale everything: you hit the gas pedal and accelerate, investing heavily to drive growth. When it comes to sales, founders and CEOs play a different role and must have different priorities in each of these phases. The approach that gets a business going isn’t the same one that will get it to $100m in sales. Here’s…

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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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