Sublime

Unless you’re a guard on a chain gang, others follow you based on the quality of your actions rather than the magnitude of your declarations.

When leaders are unwilling or unable to make choices among competing values and parties, bad strategy is the consequence.

From my own perspective, most attempts to analyze the Jonestown incident have focused too much on the personal qualities of Jim Jones. Although he was without question a man of rare dynamism, the power he wielded strikes me as coming less from his remarkable personal style than from his understanding of fundamental psychological principles. His rea

Dr. Michelle Buck to help us out. Buck is a clinical professor of leadership at the Kellogg School of Management at Northwestern University, where she served as the school’s first director of leadership initiatives.

a state managed by experts dedicated to solutions without an ideology would do for the country what it did for the war: it would breed success. But of course, this became a principle, the principle became a belief, and the belief became an ideology. The ideology created a class who felt entitled to govern and who were believed to be suitable to gov

a person who is too fearful will end up performing defensively and thus fail to seize offensive advantages.

The more powerful our client is, the less likely she is to receive the unvarnished truth that is so critical for making good decisions and correcting ineffective leadership behaviors that may greatly impede her effectiveness.

No one (except perhaps a tyrant) has a private life that can survive public exposure by hostile directive.

The second kind of failure is internal. A leader can simply lack the courage to lead. Sometimes leaders have to oppose the crowd. They have to say no when everyone else is crying yes. That can be terrifying. Crowds have a will and momentum of their own. To say no may be to put your career, even your life, at risk. That is when courage is needed, an