Sublime
An inspiration engine for ideas
There have been many times over the years when I've had to deliver difficult news to accomplished people, some of whom were friends, and some of whom had been unable to flourish in positions that I had put them in. I try to be as direct about the problem as possible, explaining what wasn't working and why I didn't think it was going to change. Ther
... See moreRobert Iger • The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company
We engage in respectful, collaborative, TIMELY, and complete dialogue. We clearly and directly convey ideas and share our point of view, while maintaining openness to different perspectives. We listen to understand and respectfully question to achieve clarity, IN BOTH MESSAGE AND MUTUAL EXPECTATIONS. We openly discuss critical issues, and deliver d
... See moreHenry Cloud • Boundaries for Leaders (Enhanced Edition): Results, Relationships, and Being Ridiculously In Charge
1. Replace curiosity with curiositas.
2. Treat therapeutic self-disclosure as the zenith of intellectual intimacy.
3. Assume that talking about great books is the same thing as having a great discussion.
4. Allow your conversations to become sclerotic.
5. Focus on the form of your conversations to the neglect of the co... See more
Luke Burgis • Tweet
Alain de Botton • The School of Life: An Emotional Education: An Emotional Education
If you are not in a position of authority, then you can help protect troublemakers by making sure they are invited to meetings. And when they do say something that creates disequilibrium, you can choose to be curious: ask them to say more about their idea rather than allow everyone else in the room to ignore them.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
