Sitemap - 2024 - Admired Leadership Field Notes
Everything You Own Owns a Piece of You, Too
Delay During Performance Allows Negative Pressure to Build
It’s Time to Discard the Sandwich Technique for Giving Feedback
Expertly Introducing a Speaker
Selecting Value-Congruent Vendors, Suppliers, and Partners
Getting to the Bottom of Poor Performance
Good Leaders Make the Implicit Explicit
Liking Yourself Too Much Can Hinder Personal Growth
Be Sure to Water the Roots of Your Original Passions
If You Want Outsiders to Invest, Ask for Their Advice, Not Their Money
When Judging Talent, Recruiters Must Weigh All of the Data
Are You Culturally Intelligent?
Do You Know the Critical Set of Technical Skills or Actions Required for Your Best Performance?
Confirming What Others Think Doesn’t Mean You Agree With Them
Ambitious Goals Work for Teams But Not for Individual Habits
Learning From Famous Decision-Makers
The Power of Nearing the Finish Line
Are You a Courageous Delegator?
Teaching Team Members to Care About Customers and Clients
Good Leaders Are Easy to Please But Hard to Satisfy
Decisions Against Consensus Can’t Be Because You’re Smarter Than Everyone Else
The 24-Hour Rule of Celebration and Mourning
When Processing Email Stands for Productivity
The Pain of Leaving Your Team for Another Opportunity
Good Leaders Help Others to Recognize Harmful Patterns in Their Behavior
When Was the Last Time You Used a Decision Tree?
People Want to Be Part of Something Special
Leaders Who Own All of the Key Decisions
Good People Like to Help Good People
The Kiva Method for Inclusive Decision-Making
When It Comes to End-Users and Customers, It’s All About Reducing Friction
At Some Point, You Have to Stop Repeating the Bad News
Thinking Slowly About Loss Aversion
Optimism Is Not Wishful Thinking
The Relationship Between Feedback and Caring
Leaders Who Need to Turn Off Their Relentless Focus
When to Accept Differences in Views and When to Stand Your Ground
Shaping How Others Define Success
The Leadership Ratio That Matters Most
When Making Decisions, Acknowledge What You Don’t Know First
Great Leadership Is Both a Generous and a Selfish Act
Prime Important Meetings With Prework
Raising the Aspirations of Those Who Are Better Than They Think
Correcting Your Leader Is Best Done by Asking for Clarity Instead
Does Your Team Need an Elon Musk Moment?
Impatience Can Be About People or Outcomes
Achieving Outcome Independence During Performance
Leaders, Not Teams, Squander Leads
People Often Express Content Conflict Relationally
People Often Express Relationship Conflict Through Content
Teaching People to Think Strategically
Asking for Advice From Others Who Don’t Expect It
The Upside of Boundless Energy
If I Truly Learned From All of My Mistakes, I Would Be a Genius by Now
Why Are We Sometimes So Wrong About Who Has Extraordinary Talent?
Leader Visibility Is Even More Important When Team Members Work Remotely
What Does It Really Mean to Be Productive
Expand the Set of Options to Produce Higher-Quality Decisions
Clarifying Next Steps Before the Meeting Ends
Does Your Team Take and Enjoy Its Own Medicine?
With Some Help, You Can Find Your Fatal Flaws During Practice
Confirming That People Care About You Before Performance
Treating Decisions as Mysteries
In Large Groups, Someone Will Always Be Offended
An Organization’s Collective Networks Can Help Eliminate Bad Hires
Reactively Retaining Top Talent Can Create a Real Mess
How an Organization Views Itself Can Have a Profound Influence on Decision-Making
What You Practice Is as Important as How You Practice
Conversations That Pass in the Night
Leaving Behind a Trail of Inspiration, Ideas, and Suggestions
People With a Chip on Their Shoulder
In the Absence of Feedback, the Most Experienced People Presume the Negative
When You Lose, Learn Like You’ve Won
Can a Good Leader Be Too Candid?
The Stand-Up Exercise to Illustrate Shared Values and Experiences
What Is Your Leadership Derailer?
Tolerate People Until You Don’t Have To
Mid-Point Adjustments Can Be the Winning Strategy
Communicating Constructive Displeasure
Thinking About the Consequences in the Moment of Decision
Team Members Who Are Always Late
Momentum and the Gambler's Fallacy
When Consensus Decision-Making Strangles an Organization
Working With a Trusted Advisor
When It Comes to Rewards, the Longer the Delay, the Less the Perceived Value
Giving Others What They Need to Save Face
What Are Your Hands Saying to People?
What Percentage of Your Life Outcomes Do You Control?
Winning Over Peers Before You Need Them
Do Good Leaders Ever Act Aggressively?
I Can’t Do That But I Can Do This
Learn to Respond Instead of React
Communicating Honestly in Times of Uncertainty
How Would You Describe Yourself in One Word?
Motivating People to Fully Engage
Don’t Allow Team Members to Delegate Up
Concentrated Focus and Repeat-Back Messages
How a Leader Spends Money Tells You Who They Really Are
Why Good Working Relationships Sour and End When They Didn’t Need To
Holding Yourself Accountable Is Easier With a Buddy
Schedule a Conversation Instead of a Meeting
True Advocates Don’t Let Others Bad Mouth You
The Power of Appreciation or Not
True Genius Expresses Itself in Multiple Mediums
If You Must Punish, Design Punishments That Make People Better
Penalty Is Better Than Punishment
A Handful of Great Decisions Drown Out All of the Bad Ones
Sharing Best Practices Across Teams
Leaders Are Great Students of Cause and Effect
Where Else Would You Like to Be?
Small Signs of Respect Tell People You Honor Relationships
Going Last Increases Your Luck
Encouraging Others to View Critical Feedback as a Reward
Why Some People Don’t Like Public Recognition
Making the Day More Enjoyable by Doing the Most Difficult Things First