Strong leaders embrace feedback, seek to understand it, and put it to use. Even when they may disagree, they don’t become defensive; instead they engage in dialogue and honest inquiry to figure out where the gaps between their intentions and others’ perceptions come from. The feedback may be wrong, but they embrace it to understand it nevertheless.

Negatively, they set limits on confusion and distraction. They prohibit practices and behaviors that sow the seeds of a negative emotional climate in any way, realizing that toxic behavior and emotions impede high performance. They disallow silos, compartmentalization, individual agendas, fragmentation, isolation, or divisions among their people. I

As we look at how the boundaries a leader sets bring clarity, you will learn techniques and practices that will fill in some gaps, giving you clear leadership action steps to take. You will learn how to turn the tide that already exists. You will learn how to deal with the root causes of dysfunction and how to create immunity against these infectio

Ask if you are performing to your defined values, behaviors, and activities, and forget about keeping track of the daily score. Instead

It was truly up to him. As a leader, he was going to get what he built, or what he allowed.

See if you can identify with any of these issues: Results are less than the combined talent should be producing. Negative thinking and negative outlooks take root, and people sound like “victims” of the economy, the market, or someone else’s actions. One or two people have too much power on a team or in a department, which allows dysfunction to see

Good boundaries, both those that help us manage ourselves and lead others, always produce freedom, not control.

not. You are “ridiculously in charge” of the vision, the people you invite in, what the goals and purposes are going to be, what behavior is going to be allowed and what isn’t. You build and allow the culture. It is all yours. You set the agenda, and you make the rules. And what you find there, you own. It is your creation or your allowances that h

Sometimes the smartest and most talented leaders are very, very close to significant success, if they can get their “people issues” sorted out.