Leadership Feeds

AT first glance, leadership mistakes are difficult to explain. Many failed decisions are made by highly intelligent, experienced, and capable people. The leaders involved often possess strong analytical skills, deep industry knowledge, and years of practical experience. They are not careless. They are not uninformed. And yet, serious mistakes still happen: A company commits to the wrong strategy despite clear warning signs. A leadership team continues investing in a failing initiative long after the evidence turns negative. An executive becomes increasingly confident precisely when caution is most needed. From the outside, these failures often appear irrational. But internally, they rarely feel that way. That is what makes them dangerous. Most flawed leadership decisions do not feel obviously wrong when they are made. They feel reasonable. Logical. Sometimes even unavoidable. The problem is rarely intelligence itself. The problem is the thinking structure behind the decision. In strategic environments, strong decision-makers eventually learn an uncomfortable truth: expertise does not eliminate cognitive distortions. In some cases, it amplifies them. Experience improves pattern recognition, speed, and confidence. But it can also create hidden rigidity. The more successful people become within a particular model of reality, the less likely they are to question the assumptions behind that model. This creates a subtle trap. Leaders become highly effective at solving problems inside the framework they already understand, while becoming less willing to question whether the framework itself still fits reality. Intelligent people are often exceptionally good at defending conclusions that feel internally consistent. Once the…

Everyone sucks at something. Stop pretending everyone is great at everything. When people don’t have weaknesses, you need to know them better. Here’s an exercise to tap the power of weaknesses. Click for more!

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. Brad Stulberg on goals: “Goals are like mountaintops. They are important insofar as they provide definition and direction for our journeys. They serve as targets, offering a wellspring of motivation. They keep us focused and prevent us from aimlessly wandering. Yet nearly all of our growth, development, and meaning occur not at the point of accomplishing a goal but during its pursuit. There is no greater illusion than thinking the accomplishment of some goal will change your life. What will change your life is how you are transformed in the process of going for it. When you select what goals to pursue, you are selecting what kind of person you want to become.” Source: The Way of Excellence: A Guide to True Greatness and Deep Satisfaction in a Chaotic World II. Anne Lamott on forging ahead: “There are parts of your life you keep placing just out of reach because they feel inconvenient, unclear, or not quite ready yet. So you wait for the right stretch of time, the right version of yourself, or the right set of circumstances that will finally make it all make sense. But life doesn’t rearrange itself for clarity. It responds to movement. The thing you keep circling might not need more thinking. It might need a first step. What you are waiting for may be created by the…

Obsessing over small issues wastes talent on trivialities. But how can you tell the difference? Bring It Up When… #1. Failure is about character. Honesty doesn’t need a high IQ. Click for more!

Unsuccessful leaders often work as hard as successful. What’s the difference? Lackluster leaders know too much and grow too little. But every thriving leader I’ve met is hungry to learn. Here’s how to use meeting openers as tools of hope.

The best ability is teachability. Those who love learning seek transformation. Are you? You don’t learn when… Confidence requires being right. Success kills curiosity. Self-reflection is for hippies. Seeking transformation means you’re weak. Learn how to develop the best ability….

One option is a choice. Many options make a dilemma. I work with leaders in the throes of a dilemma. I asked one leader, “Six months from now, what will you regret not doing?” He saw the path instantly. The issue becomes courage after you see the path. How coaches build courage?

THE causes of job strain, burnout, and poor mental health at work are well understood — and so are the solutions. Workload can be managed. Jobs can be designed with autonomy and voice. Leaders can be trained to create psychological safety. Systems can be built that reward recovery and fairness, not just output. Which means harm to our workers isn’t inevitable — it’s a design choice. Organizations that fail to design for good work will pay for it in absenteeism, turnover and disengagement. But the deeper cost is borne by the workers. People don’t thrive when they’re confused, unsupported, or underused. They thrive when they feel capable and valued. Research by organizational psychologist Arnold Bakker shows that when employees have structural resources (such as autonomy), social resources (such as support), and challenging demands (such as growth tasks), they experience more flow and less burnout. If organizations are serious about sustainable performance, they need to design for it. That means pacing workloads instead of treating every week like quarter-end. Well-designed work provides energy. Poorly designed work sucks it out. Designing roles that are sustainable, setting realistic expectations, and creating cultures where people feel safe and valued are central to worker’s mental health and sustainable high performance. They also fuel innovation and pay dividends in productivity. The pathway for enabling a fully functioning and committed workforce is through designing the way that people work. Every role has an architecture — the tasks, responsibilities, and demands that make up a day. Too…

The life you wish you had can poison the life you have. I have seen fantasies hobble leaders. The team you wish you had condemns the team you have. Your current paycheck mocks you. Your title insults you. Envy is self-sabotage. Find the cure for toxic aspiration.

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. Nicole Vignola on learning as default thinking: “The first major underpinning of a growth mindset is that people with this mindset understand that learning is a valuable opportunity in the face of adversity. When people believe that they can improve and grow from failure and setbacks, they are more likely to engage in challenging tasks and persist through difficulty. When people know and understand that the brain is malleable and are willing to adapt to circumstance, they are more likely to persist in the face of obstacles. This perseverance can enhance pathways in the brain that are associated with learning, which strengthens the notion that learning is a dynamic process that’s forever evolving.” Source: Rewire: Break the Cycle, Alter Your Thoughts and Create Lasting Change (Your Neurotoolkit for Everyday Life) II. Morgan Housel on happiness: “Your happiness depends on your expectations more than anything else. So in a world that tends to get better for most people most of the time, an important life skill is getting the goalpost to stop moving. It’s also one of the hardest. A common storyline of history goes like this: Things get better, wealth increases, technology brings new efficiencies, and medicine saves lives. The quality of life goes up. But people’s expectations then rise by just as much, if not more, because those improvements also benefit other people…

MOST leaders reach a point where they can see exactly where their company needs to go. The vision is clear — more sophisticated, more scalable, more aligned with the leader they’ve become. They didn’t get to this point by accident. The clarity they have now is the product of a commitment to transformation expressed through years of building, learning, and evolving. But the company is still organized around an earlier version of their leadership. The revenue is real. The clients are happy. On paper, it works. But the routines, the roles, the decision-making patterns were designed for a different stage. Maybe a different strategy entirely. As the founder, every day pulls you back into the same patterns: the firefighting, the decisions only you can make, the sense that if you stop moving, everything stops. This is the tension between where you’re going and what got you here, and it’s one of the most common inflection points in a founder’s journey. At this stage, part of your responsibility as a leader is to transform the company along with you. New Goals Demand New Thinking A founder I worked with ran a specialized professional services firm. Over a few years, he had made an important leap from transactional operator to strategic advisor. He built a new framework, renamed his practice, and reimagined his value proposition to create a market segment he could own — higher-trust, higher-fee, more durable client relationships. He knew where he was going. But the company was still…

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. Carey Nieuwhof on large and loud opponents to change: “The loudest people affected by a proposed change are those who are most opposed. The more opposed people are, the louder they tend to become. The problem arises because the noise of opponents to any change will make you a bad mathematician.“You will confuse loud with large. And you will confuse volume with velocity. You will begin to believe that because opponents are loud, they are many, and because they have volume, they have momentum. Those are the two traps almost every leader falls into at some point. We simply assume loud means large, and that volume signals velocity. But loud does not equal large. And volume does not equal velocity. Just because a voice is loud doesn’t mean you should listen to it most.” Source: Leading Change without Losing It: Five Strategies That Can Revolutionize How You Lead Change When Facing Opposition II. Julia Dhar, Kristy Ellmer and Philip Jameson on leading change: “Leaders of successful change do more than follow a checklist; they draw on a nuanced understanding of human nature to respond to unique challenges every day. For this reason, we sometimes say that change leadership is a rough-water sport. Every four years, you may watch some footage of an Olympic event called canoe slalom, in which competitors crash down a course…

THERE’S a phrase that seems to be everywhere in the business world right now, but it is likely missing from most companies’ crisis management plans: Artificial Intelligence (AI). Crack open any decent crisis planning playbook, and you’ll find detailed roadmaps for navigating natural disasters, system failures, and traditional cyberattacks. These risks are well understood, and crisis management planners have often seen how other organizations have handled these setbacks or even dealt with them themselves. Although AI now touches on great swaths of our professional and personal lives, it is still a very young technology. And while most people vaguely understand that AI introduces some new level of risk, these dangers largely have yet to materialize in the sorts of public disasters that make headlines and get business leaders to take notice. Although no one can predict exactly how AI-related risks will unfold in the years to come, businesses should start incorporating the technology into their crisis management plans now. Bad actors are already using (and misusing) the technology, and some of the vulnerabilities in early AI deployments are starting to reveal themselves. Armed with this knowledge, organizations can prepare for AI-driven incidents before these events cause full-blown crises. How AI Is Reshaping Cyber Threats Unfortunately, AI is already making cyber attackers faster and more effective. Attacks that once required ample time, expertise, and manual effort to carry out can now be automated and scaled. The technology is also opening organizations to new attack types meant to leverage the vulnerabilities…

HERE’S A LOOK at some of the best leadership books to be released in May 2026 curated just for you. Be sure to check out the other great titles being offered this month. Inside the Box: How Constraints Make Us Better by David Epstein We live in a world that gives us seemingly infinite choices and prizes freedom above all else. We have an unprecedented number of options regarding what to do, who to be, and how to spend our time. All that choice is wonderful; it is also overwhelming. The irony is that total freedom can be paralyzing, and unlimited resources don’t necessarily lead to the biggest breakthroughs. In fact, overvaluing complete freedom can be disastrous for everything from starting a company to harnessing creativity to finding personal satisfaction. David Epstein argues that all of us—individuals, businesses, institutions, even societies—can benefit from narrowing our options. Valuable and Visible: Redefining Personal Branding by Leading with Impact Over Image by Vanessa Errecarte You’ve built real skill. You’ve solved real problems. But in a world that rewards visibility, doing meaningful work isn’t enough. Recognition matters. Yet the modern version of “personal branding” feels exhausting. Somewhere along the way, personal branding became synonymous with self-promotion, follower counts, and algorithm-chasing. For thoughtful professionals and students like you, that version feels performative at best and misaligned at worst. And yet invisibility is no longer neutral. If your work is going to matter, your ideas have to travel. In Valuable & Visible: Redefining Personal Branding…

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. Paul Ingram on values: “When you know your values-really know them-you unlock something vital. You get clarity when things are uncertain. You gain confidence when decisions get hard. You find resilience when life throws something unexpected your way. And you create deeper connections with others because you’re leading from a place that’s honest and grounded.” Source: What Do You Really Stand For? The One Question That Will Transform Your Work and Life II. Stanley McCrystal on the ends justify the means: “It is the ‘end justifies the means’ conundrum. We often can’t be all we want to be without departing from the character we aspire to cultivate. The choice is rarely binary, although we often wish it were. But, if we choose an inflexible adherence to certain values, this can prove difficult to pull off within the complexities of the real world. On the other hand, once we depart from our core character, we join the legions of those who have abandoned what matters most.” Source: On Character: Choices That Define a Life * * * 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.  …

Here is a selection of Posts from April 2026 that you will want to check out: VIDEO: AI Is Replacing Leaders Who Can’t Do This One Thing by @cnieuwhof Worth watching! If You Get the Chance by @tedlamade via @collabfund Comfort in the Chaos? via @LBBOnline In periods of instability – economic pressure, cultural fragmentation, a constant sense of flux – people look for grounding. Lincoln Leadership Failure | Succession Planning by @jamesstrock 6 Reasons People Pleasing Hurts Your Leadership by @DanReiland What Hollywood Taught Me About Getting Ahead by @PhilCooke 5 Hidden Forces That Will Undermine Your Leadership Decisions by @WScottCochrane Why designers make better entrepreneurs than they think by @vcastillo630 The same orientation that made them uncomfortable to manage makes them deeply competent at building something of their own. Owning Your Creative Model by Bulandundonnelly It is no longer simply: Can you make this? It becomes: Do you know what is worth making? That is a very different kind of creative problem. Long-Term Money by @morganhousel The Cost of Misalignment by @samchand Get Unstuck by @James_Albright 3 Questions Great Leaders Ask Before It’s Too Late by @BrianKDodd Why Emotion Drives Effectiveness More Than We Might Like to Admit by @jacquesburger LBBOnline Great Company Culture Is More Than Creating a Nice Place to Work | Stanford Graduate School of Business An Institutional Reckoning via @commentmag A series of essays on the need for renewal of our institutions What The Astronauts Of Artemis II Know About Teamwork – 7…

MY go-to definition of leadership is “helping others do better.” I use it because it is simple, inclusive, and focused on the practical impact leaders have. Leadership is ultimately about having a positive effect on other people, teams, and organizations. But my best advice for achieving that starts by looking inward. By leading oneself—what I call ‘personal leadership’—a leader is better able to affect others positively. In more than three decades of research and teaching on leadership, the most powerful tool for personal leadership that I have come across is to leverage the leader’s own values. Doing this requires an upfront investment by the leader in work to clarify their top values, and an ongoing effort to keep those values salient and accessible, so they can be recalled at key leadership moments. Below, I offer concise advice on how to build this tool by clarifying your own values. But first, I’ll share some of my favorite evidence that the tool works. How Do You “Be Authentic?” Authenticity has been called the gold standard of leadership. Everybody wants it in themselves and in the people they follow. But just how do you ‘be authentic?’ If I asked you to be authentic, what should you do? I found one answer to this question through an experiment with my colleagues Yoonjin Choi and Sheena Iyengar. We studied how mid-career managers communicated with their teams by asking them to write and deliver a motivational speech to a camera. For half of the leaders,…

While Companies Race to Adopt AI, Many Lack the Skills to Make It Work AI isn’t the top workplace advantage, human skills are. TalentSmartEQ, the world’s premier provider of emotional intelligence (EQ) solutions, has released its 2026 State of EQ Report, examining how leaders and organizations navigate rising economic uncertainty, rapid change and the acceleration of AI adoption. The report reveals that the human skills required to make technology effective are now the strongest predictor of organizational performance in an AI-driven world. Drawing insights from nearly 700 leadership, HR and L&D professionals and EQ data from more than 23,000 individuals, this year’s report shows a widening gap between companies’ technological ambition and their human readiness to execute. “Technology has dominated the workplace conversation, but data continues to show that technology doesn’t create performance, people do,” said Howard Farfel, TalentSmartEQ CEO. “As AI adoption accelerates, the organizations coming out ahead in 2026 are deliberately building the people skills that allow leaders and teams to think clearly, stay steady under pressure and execute when conditions are uncertain.” Four themes that will define a company’s performance in the next three to five years: Build the “Human Skills Stack” When asked which skills will matter most in the years ahead, the top response was keeping up with technology, followed closely by adaptability to change, critical thinking, emotional intelligence and communication. Together, these capabilities form an integrated “human skills stack” that enables technology to deliver results. EQ sits at the center, shaping how leaders…

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. Rachel Barr on recall: “When we switch from books to screens, we’re also changing how we interact with information. Which introduces a new variable time. Online searches deliver results instantly, but this speed can flood our working memory—the brain’s sketchpad for holding and manipulating information in real time. Working memory has its limits, and scribbling too many notes too quickly can mean the ideas get muddled and lost. By contrast, the slower pace of searching through a book naturally aligns with the brain’s capacity to absorb information. The act of searching creates a pause that allows working memory to empty its contents, shuffling some of those items onto the next stage of processing to become short-term memories. The lesson here isn’t thar the internet is a threat to memory; it’s that it operates at a faster pace than we do.” Source: How to Make Your Brain Your Best Friend II. Robert Greene on learning by doing: “The problem with formal education is that it instills in us a passive approach to learning. We read books, take tests, or maybe write essays. Much of the process involves absorbing information. But in the real world, we learn best by doing, by actively trying our hand at the task. The brain is designed to learn through constant repetition and active, hands-on involvement. Through such practice and persistence,…

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. Nir Eyal on change: “Positive thinking alone so often fails to create lasting transformation. Simply telling yourself you have control isn’t enough. Your brain needs direct evidence that change is possible. Every small victory that proves our actions matter helps build beliefs that override our default passivity.” Source: Beyond Belief: The Science-Backed Way to Stop Limiting Yourself and Achieve Breakthrough Results II. Paul Ingram on values-based leadership: “Individuals are more motivated when they are responding to intrinsic motivations, such as when they are acting in accordance with their values. Leaders who affirm their values tap into this benefit, but they also invite others to think about their own priorities. Good leaders know that it is better to explain your thinking, and let followers reach their own conclusions as to how to behave, than to issue commands. Values-affirmed leaders are more likely to give their followers this opportunity.” Source: What Do You Really Stand For?: The One Question That Will Transform Your Work and Life * * * 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.  …

YOU can have an amazing business plan and strategy, but if there are issues with recruiting and keeping your people, your strategy will fail. Finding the right people and incorporating essential elements so that they will stay, are key to managing your organization’s greatest asset — your people. It starts with hiring for fit. Let’s say, hypothetically, that you could have two companies in the same industry in adjacent buildings. They may have very similar business models and customer bases; however, the two owners have very different values and personal philosophies — which lead to very different cultures and, therefore, very different strategies and plans. The target candidates for each company will be very different given the values and cultural differences. The way candidates are sourced, hired, trained, deployed, engaged, and evaluated might be very different. I know of two competing companies in which one has a strict uniform policy, and the other doesn’t. Can you see how that would affect everything? Looking back at my career, I can remember working for companies where I didn’t fit in. I can also recall places where I felt fully engaged. From a talent management perspective, it’s necessary to clearly define — and relay as early in the recruiting process as possible — what it means to “fit in” with your company. Strategies and plans can then be formulated to increase the company’s chances of attracting and hiring the candidates that fit that definition. Some organizations think that fitting in somehow happens…

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.