Leadership Feeds

CONFLICT will always be with us. We’re human. William Ury says, “We actually need more conflict, not less—if we are to learn, grow, evolve. The problem is the destructive way we handle conflict—destroying relationships, lives, and resources. Thankfully, we have a choice.” In Possible: How We Survive (and Thrive) in an Age of Conflict, Ury explains how to embrace conflict and transform it constructively to bring out the best in us—not the worst. From his own experience dealing with eminent civil war, coal strikes, boardroom battles, Cold War nuclear tensions, and his own family feuds, Ury has developed a framework to help turn challenge into opportunity. Many conflicts seem impossible. But if you start from that assumption, that is most likely where you will end up—it’s impossible. But if you start from possibility, you might just end up with a practical solution to de-escalate the conflict. You become what William Ury calls a possibilist. One of the problems we face when in conflict is that we get caught up in the past instead of focusing on what is possible—what the possible future could look like. We attack one another instead of the problem. Possible does not mean a neat resolution. More often, it means gradual improvements in relationships that, over time, can make a difference. Relationships can be messy. Possible means finding ways forward where there seem to be none. It means creating little breakthroughs that can build into bigger breakthroughs over time. Possible means gradual transformation. The core…

Glen wasn’t thrilled with my use of “obsessed”. Glen Van Peski said, “Always thinking about better ways to do things … can be frankly annoying to people.” We talk about, having enough, drive to be better, bacon, and 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. David Rock on listening for potential in others: “When you listen for potential, you’re assuming that others have the capacity to answer the question for themselves; you then respectfully see how you can best make yourself useful. Listening for potential is a choice in every moment. By choosing to listen to people as successful, competent, and able to resolve their dilemmas, guess what’s likely to happen? They often solve their problems and get on with the job. Quiet Leaders listen for potential. They listen to people as though they have all the tools they need to be successful, and could simply benefit from exploring their thoughts and ideas out loud.” Source: Quiet Leadership: Six Steps to Transforming Performance at Work II. Roger Martin on our personal knowledge system dynamics: “Personal knowledge systems are highly path-dependent. When a person starts in a given direction, that direction is likely to be reinforced and amplified, not diminished or altered. This can happen for good or bad. A narrow and defensive stance will lead to acquisition of extremely limited tools and extremely limiting experiences. Those experiences then feed back into the acquisition of even more limited tools and the formation of an even narrower stance.” Source: The Opposable Mind: How Successful Leaders Win Through Integrative Thinking * * * Look for these ideas every Thursday on the Leading…

It’s a colossal failure to anticipate when you solve the same problems repeatedly. You maximize the present when you anticipate the future. Failure to anticipate is an ineffective leader’s path to glory. Here are 5 ways to develop the skill to anticipate.

Leaders who love telling people what to do can’t coach. The use of authority creates conformity. The leader as coach ignites vitality. Here are 10 essential qualities of the leader as coach.

You lose it when you don’t own it. When you don’t own your marriage, it dies. When you don’t take responsibility for your team, it founders. Taking responsibility is vitality. It’s self-centered to take failure personally. “See how I’m struggling.”

HUMAN BEINGS are complex. Throw in complex organizations operating in complex markets, and you’ve really got to marvel at how it all comes together every day. In the face of all this complexity, there are four basic behaviors that leaders can adopt that will drastically improve their leadership and, by extension, the experience of those they lead. 1. Create Effective Organizations A very common mistake I see leaders make is to conflate the terms effective and efficient. Efficiency is a focus on process, maximizing outputs while minimizing resources. In business, this often looks like keeping employees busy. Ken Rubin, an agile leadership visionary, has a fantastic analogy that I refer to often to explain the concept. In relay racing, there are four runners, with only one running at a time. One hands off the baton to the next. Rubin likes to say that if we treated relay races the way we treat our team members, we’d tell them, “I’m not paying you to stand here. I’m paying you to run. So go run up and down the bleachers while you wait for the baton.” However, the team that wins the relay race is the team that gets the baton across the finish line first, not the team that had runners running the most. The winners in business are the ones that deliver value the fastest. Efficient organizations focus on the runner. But, effective organizations focus on the baton. Leaders who get this wrong design team formations to keep everyone…

The first step to becoming a leader is in the heart. You learn to love people. A person who loves people turns their focus outward. The second step to leadership is practicing things leaders say. Words without heart are meaningless irritants.

WE habituate everything. The more often we experience something, the less we respond to it. It’s the way we are built. What was once exciting—a relationship, a job, a song—becomes unremarkable after a time. Where we once saw the need for change, we now shrug off and move on. Our brain stops responding to things that don’t change. In Look Again: The Power of Noticing What Was Always There, Tali Sharot and Cass Sunstein ask what if you could, to some extent, dishabituate? What if you could once again appreciate what you now take for granted? How do we rekindle the love we once had? How do we become passionate again about changing ourselves or situations we now accept as normal? Habituation works for us and against us. We need to habituate some things, but not everything. Habituation to the good drives you to move forward and progress. If you did not experience habituation, you would be satisfied with less. A delicate balance must be struck here. Habituation can lead us to be unsatisfied, bored, restless, and greedy. But without habituation (and dare we say some boredom, restlessness, and greed), we might have remained cave dwellers. You habituate to things—a fancy car, a large-screen TV—but you don’t habituate to the joy of learning because learning by definition is change. One cannot habituate to change. Relationships need time together and common experiences to grow stronger, but they also need some independence to keep the spark. As the saying goes, too…

Thoreau wrote, “The cost of a thing is the amount … of life which is required to be exchanged for it. When you give yourself “for” something you work for gratification. When you give yourself “to” something you lead with purpose. Two things leaders give themselves to….

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. Professor Mary Murphy on organizational mindsets: “The question is not: ‘Are you a person with more of a fixed or growth mindset?’ The question is: ‘When are you in your fixed mindset and when are you in your growth mindset?’ At the organizational level, the question is not: ‘How can we avoid hiring fixed mindset people?’ The question is: ‘What triggers our employees to adopt more fixed- or growth-mindset views and behaviors? How can we shape the environment to encourage more of a growth mindset more of the time?’” Source: Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations II. William Ury on how we become our own worst enemy: “The greatest power we have in difficult situations is the power to choose not to react but to go to the balcony instead. The balcony is a place of calm and perspective where we can keep * our eyes on the prize.” Source: Possible: How We Survive (and Thrive) in an Age of Conflict * * * Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. * * * Like us on Instagram and Facebook for additional leadership and personal development ideas.  …

BRAD JACOBS, CEO and serial entrepreneur—United Rentals and XPO Logistics—has made and kept a few billion dollars and aims to show us how to do the same in How to Make a Few Billion Dollars. The most valuable part of the book for me was the first chapter on transforming how you use your mind. Here are ten ideas for rearranging your brain to achieve “big goals in turbulent environments where conventional thinking often fails.” Love He begins with love. Why? Love “has a lot to do with getting your brain in the right place to make good decisions. Fast-paced business environments swing between ups and downs, with many stressful interactions. Love is in an expansive emotional state that allows you to neutralize conflict and get everyone to a better place.” How do you get there? Through one-on-one gratitude conversations. Think about why other people deserve your gratitude and then sit down with them and let them know in a direct, personal manner. Expect Positive Outcomes Negative thoughts come to us quite naturally. The trick is not to let them control your thinking. Negative thoughts are often our knee-jerk reaction to a given situation. We need to acknowledge them and then reframe them in a positive light. Jacobs provides an instructive example from his family life: When we put our kids to bed at night, we’d ask them the same question many parents do: How was your day? Sometimes, we’d hear the good, sometimes the bad, and sometimes the…

INNOVATION is more about being bold than being disruptive. If you want to push your career and your organization forward, you need to get bold. Using examples of some of the most extraordinary disruptors, Shawn Kanungo offers eight lessons to help you become bolder in The Bold Ones. Bold Ones are those who are brave enough to fundamentally reinvent themselves, challenge norms, and revolutionize their worlds. Bold Ones think, act, and build for a future they see, one that others close their eyes to. Disruption strategist Kanungo presents the mindset needed and the strategies to adopt to create your own path forward. Success Is a Pitfall Past success kills innovation. You become the expert. You get comfortable with the status it brings you. To innovate, you need to let go of those things. You must approach things as if you knew nothing. “If you approach problems with the same “mindset” accessed five minutes ago, I promise you, you’re starting to become an expert, ripe for disruption.” Tragically poignant observation: “He was the gatekeeper of a world he didn’t understand anymore.” He clung to the status quo, going down the only path he knew, and missed what was coming. Don’t let that be said of you. We see this too often. Chipping Toward Your Next Big Move We are advised to stick to our core competency. “The intention may be good, and there’s clearly wisdom in focus, but if we’re not careful, we’ll fall into a trap, one where we…

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 Deaver and Ian Clawson on co-creating: “The dark truth of success is that if we make it all about ourselves, our own egos, our individual performance, it eventually breaks down. It won’t have staying power. Most of us have experienced the reality of bosses or corporate cultures that go it alone, pushing agendas on us rather than building with us. Startups know this feeling. People running full speed toward their dreams know this feeling. But it’s fleeting. It doesn’t last if it’s not built with others, co-created.” Source: Brave Together: Lead by Design, Spark Creativity, and Shape the Future with the Power of Co-Creation II. Adam Grant on personality and character: “Character is often confused with personality, but they’re not the same. Personality is your predisposition—your basic instincts for how to think, feel, and act. Character is your capacity to prioritize your values over your instincts.Knowing your principles doesn’t necessarily mean you know how to practice them, particularly under stress or pressure. It’s easy to be proactive and determined when things are going well. The true test of character is whether you manage to stand by those values when the deck is stacked against you. If personality is how you respond on a typical day, character how you show up on a hard day.” Source: Hidden Potential: The Science of Achieving Greater Things…

WE ALL MAKE bad or certainly less-than-stellar decisions for any number of reasons. Sometimes, there are too many options to choose from. Or, conversely, we don’t bother to explore other options than the ones in front of us. We easily create narratives to fit our interpretation of reality, cherry-picking the information that gets us what we want. And these are just the more common challenges we face. So, what do we do? In Wise Decisions, Jim Loehr and Sheila Ohlsson take us through some science-based approaches to help us make better choices. The starting point for good decision-making is perhaps obvious but easily overlooked and ignored, especially amid the rush of life. Our health is the foundation for good decision-making. Our holistic health—mental, physical, emotional, and spiritual—is the vital starting point for sound, thoughtful, and measured decision-making. We simply cannot take in, consider, and thoughtfully process multiple streams of relevant information, both tangible and intangible, when we are anxious, depressed, sleep-deprived, sedentary, isolated, and self-medicating with wine and M&Ms! Good decision-making is a process of reflecting and responding rather than reacting. We all hear something that can be vital to making good choices, but it doesn’t always get through. We block it. Inside of us, we have a gatekeeper who decides what gets through and what gets blocked. The authors call it our Y.O.D.A. – Your Own Decision Maker. To be your best advisor possible, Y.O.D.A. should be preloaded with critical life coordinates such as core values, beliefs, and…

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. General Gordon R. Sullivan on the power of reflection: “Lieutenant Colonel Hal Moore said that he had been reflecting, asking himself three questions: “What is happening? What is not happening? How can I influence the action?” Moore’s behavior captured the essence of strategic leadership. Moore was scanning his environment, thinking about his situation, then determining his best course. The future was winning the battle, simply parrying each thrust. The genius in Moore’s approach lies in his second question. By reflecting on what was not happening, he opened his mind to broader opportunities, to see the full range of his options. He was better able to anticipate what might or might not happen next and to plan his moves to best advantage. When asking can I influence the action?” he could thus envision a far greater range of responses than if he had simply been thinking in terms of action and counteraction.” Source: Hope Is Not a Method: What Business Leaders Can Learn from America’s Army II. Fred Kofman on transcendent leadership: “Transcendent leaders work to align the individual purposes of those under them into a larger collective purpose that makes each individual larger as well. They align their best efforts with the organization’s in natural ways that other systems can’t lead them to do. It is the difference between rowing and sailing. A boat…

HERE’S A LOOK at some of the best leadership books to be released in April 2024 curated just for you. Be sure to check out the other great titles being offered this month. Uptime: A Practical Guide to Personal Productivity and Wellbeing by Laura Mae Martin Google’s Executive Productivity Advisor offers insights on how to make the “new way of work” work for you, providing actionable steps to optimize your productivity, accomplish more, prevent burnout, and cultivate a harmonious work-life balance. Every day, tens of thousands of Google employees, from executives to interns, rely on Laura Mae Martin’s tips and best practices for how to make the most of their time. Now, with Uptime, Laura brings her unique approach to productivity and well-being to anyone who wants to be more effective and experience “calm accomplishment,” whether at work, at school, or in their own personal lives. Co-Intelligence: Living and Working with AI by Ethan Mollick Something new entered our world in November 2022 — the first general purpose AI that could pass for a human and do the kinds of creative, innovative work that only humans could do previously. Wharton professor Ethan Mollick understood that humans had developed a kind of co-intelligence that could augment, or even replace, human thinking. Through his writing, speaking, and teaching, Mollick has become one of the most prominent and provocative explainers of AI, focusing on the practical aspects of how these new tools for thought can transform our world. In Co-Intelligence, Mollick urges…

Here is a selection of Posts from March 2024 that you will want to check out: Honor Converts by @jamesstrock Progress Results When Persuasion Overcomes Do You Want To Be Liked or Loved? by @MLombardiNFL via @TheDaily_Coach How to Offer Feedback in a Fragile World by Tim Elmore @GrowingLeaders The Culture of Work: Beyond the Paycheck by @toddordal Introduction to The Manager’s Journey by @artpetty The Parallels Between The Hero’s Journey and The Manager’s Journey Are Strong It’s Not A Big Sacrifice by Marlene Chism @stopyourdrama Consideration requires you to see a bigger picture Four Responses to Feedback by @edbatista Feeling Invisible at Work? It’s Time for Action by @artpetty Relevance is earned, not given. 6 Ways You Can Reduce Anxiety And Make Gratitude A Stronger Emotion by @LaRaeQuy It is impossible to be grateful and negative at the same time Seven Ideas to Help Harness the Power of One-on-Ones by @artpetty How to Write a Book Introduction that Engages the Reader by @wallybock 10 Ways We Create Unhealthy Team Environments by @RonEdmondson Driver Type Leaders: Words They Don’t Want to Hear by @KateNasser What is the Right Amount of Empathy for Leadership? by @TerriKlass How To Avoid The “I Hate Meetings” Culture Killer by @WScottCochrane How to Make Good Decisions as a Team via @PredSuccess Preserving Tacit Knowledge At Work from @JohnBaldoni The Dumber Side of Smart People by Morgan Housel @morganhousel via @collabfund The Power of Beauty in Communicating Complex Ideas by @louischarron How to find success…

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. Executive coach Daniel Harkavy on the core coaching competency of discernment: “Discernment refers to the ability to see what is not visible, to understand what is not being said. Discernment enables a coach to ask effective questions, unearthing roadblocks, fears, and doubts that keep a team member from reaching his or her goals. And where do you get discernment? It comes with time in the coach’s seat. The more you invest in people and the more focused and intentional you become about helping people overcome obstacles, the more you will develop your discernment muscle.” Source: Becoming a Coaching Leader: The Proven System for Building Your Own Team of Champions II. Pete Davis on democracy and commitment: “In many ways, our whole democracy is an exercise in intertwining commitments and change. Democracy is all about the institutionalization of constant change. Even at the smallest level of democracy—a simple political conversation with someone with whom you disagree—we need commitment. Both people have to come to the table in good faith. If you’re not committed to a deliberative process, it has no chance of transforming you. A conversation you can easily exit is one where there will be none of the reconciliation, transformation, discovery of commonality, or higher synthesis—none of the development of a shared culture—needed to make democracy work. In a democracy, we’re working on something…

ANGER comes down to a distortion of the self in relation to the world. It is the distorted view that we are the arbitrators of truth and justice. Anger assumes privilege. Anger exercised gives us a jolt of temporary superiority. It is fair to say that there is often much at work and the world at large to legitimately get angry about—when things are not working as we think they should. Anger always seems to be waiting in the wings. Our anger is too often out of proportion—that is to say, out of context—because our sense of self looms large. Not all anger is bad, but if we don’t deal with it appropriately, it will sap our conviction to do anything positive to improve the situation. Anger can alert us to take positive, constructive action when we keep it in check, slow down, and think. Anger is a choice we make. In Why Is Everyone So Cranky: The Ten Trends Complicating Our Lives and What We Can Do About Them, author Leslie Charles provides us with ten principles to keep our anger in check: 1. Live with purpose. Have a sense of who you are and what your life stands for. Connect your sense of purpose with your everyday behavior to keep your life meaningful and congruent. 2. Enhance your self-awareness. Stay focused on your purpose. 3. Quit judging others. Take the energy you put into criticizing, judging, or sniping at others and channel it toward behaviors you can…

A CRISIS most often comes when you expect it least. How do you deal with the damage and move forward? Vice Admiral Mike LeFever and Roderick Jones state in End Game First, “In a crisis, you have to consider your end game first. At some point in the future, you will be out of danger and back in the day-to-day. Where do you want to be when that happens?” The end game is your exit strategy. It’s not the end of the crisis, it’s where you want to be after the crisis. It is the result of the actions you take instead of letting the crisis lead you. The end game is about how you will actively shape the outcome. There is risk with any decision made during a crisis, but it is better than standing still. If you don’t identify and act in accordance with the end game, you’re going to be caught unaware when the world moves on without you. The authors identify the four phases of any crisis—a dynamic but predictable path: Phase 1: 911 The opening moments of a crisis require immediate action—most often reactionary action. And that’s normal. But at some point, you will need to step back and observe what is happening so you can develop your strategic end game plan. Once the 911 moment begins, you’ll find yourself reacting any number of challenges. This is when you need to trust your instincts, and your preparations, as you endure the initial chaos. Even…

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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