leadership

Each of us, to our core, is drawn to being part of something larger than ourselves, something with purpose, something we can believe in.

Anger can be deadly, but frustration is your friend.

#1. Frustration points to aspiration.

Negative energy transforms to positive action when you ask, “What do I really want?”

In the beginning, frustration tells you what you don’t want and don’t like. Use negative energy to clarify positive aspiration to serve others.

#2. Frustration says it’s time to

communicate what counts, and it has just five steps: clarify, connect, design, rehearse, and deliver.

Our fathers taught, “Your actions speak so loudly I can’t hear what you say.” Today’s young people tell us, “Don’t talk the talk if you don’t walk the walk.” Each maxim merely reflects a higher wisdom that urges Christian leaders to “conduct [themselves] in a manner worthy of the gospel” (Phil. 1:27).

Cuddy and others instruct leaders to focus on how they feel (feeling strong will help you project strength, and feeling warm will help you project warmth). Our work with executives focuses on their actions and behaviors. Power and attractiveness are determined by what you display toward others, regardless of how you feel on the inside. For instance

Good leaders don't automatically favor low performers ok hieh trust nor do they immediately dump high performers ch low trust, If someone's performance is struggling, or if they are acting in a way that is negatively impacting team dynam ics, the primary question a leader needs to ask is, “Ate they coachable?" Our goal, as leaders, is to ensur

Once you ask someone about their true feelings, leave a lot of empty space and drawn-out pauses in the conversation. In other words, try to stop talking. This may feel uncomfortable, but have faith that, when they’re ready, the other person will fill the silences with their true thoughts.

According to management consultant Elliott Jaques, the higher you go in an organization, the further out you need to think.

Rather than just doing the work of today, leaders must constantly scan for what’s next and make sure their teams are prepared. This is at odds with how our brains evolved to value the immediate and short-term future. Indeed, in one study, 27% of Americans say they rarely or never think about what might happen five years into the future.