leadership

Confident leaders have the conviction to advocate for their ideas even in new situations that might make them uncomfortable.

We all want to believe we're indispensable. You have to be self-aware enough that you don't cling to the notion that you are the only person who can do this job. At its essence, good leadership isn't about being indispensable; it's about helping others be prepared to step into your shoes-giving them access to your own decision-making, identifying t

When you want to inspire someone, when you want to get them to do something different, three things you need to ask yourself are:

What do I want them to Feel?

How do I want them to Know?

What do I want them to Do?

“If you care about being thought credible and intelligent, do not use complex language where simpler language will do,” writes Nobel prize–winning economist Daniel Kahneman in Thinking, Fast and Slow . He argues that persuasive speakers and writers do everything they can to reduce “cognitive strain.”

The choice:

Every morning tasks and responsibilities thrash and scream for your attention. Your heart races while you look in the mirror. You’ve already lost yourself.

A bit of your soul shrivels when you give yourself to tasks before choosing how you show up.

Begin your day slowly.

Choose how you show up BEFORE getting lost in obligations and tasks.

Ho

It is true that those who would lead must first learn to serve. And it is equally true that to train men a person must be willing to spend time with those men in hours of conversation and association in the normal affairs of life.

The CONNECT play is the antidote to fear. Connect makes it safe to say what we see and think, even if no one else sees or thinks the way we do, even if we are not 99 percent sure that we're correct. Connect creates cultural conditions that encourage diversity of thought and variability of opinion. Connect is what allows us to move from paralysis to

Yeah, and it's a classic over-rotation.Style with very minor tweaks can make big differences.

When we wanted to change plans midstream on an operation, we didn’t have to recreate an entire plan. We had the freedom to work within the framework of our disciplined procedures.