John Doerr highlights common pitfalls when creating OKRs that he learned from Intel CEO Andy Grove under what he calls "Dr Grove's OKR hygiene".| Leading Sapiens
Training in biases is standard fare these days. However, I see managers regularly fall for one particular bias: the fundamental attribution error. Unlike other biases, FAE directly affects several aspects of leadership. In this piece, I dive into what fundamental attribution error is, how it trips up leaders, and ways| Leading Sapiens
What makes someone "leadership material"? This often depends on who's making the call and what their Implicit Leadership Theory is - we all have one.| Leading Sapiens
Most leaders tend to have a default go-to style with possibly another that they use in extreme situations. Each style has its own set of characteristics.| Leading Sapiens
Setting high standards is well understood. But a critical step often gets left out. Bezos captured this key idea in his 2017 shareholder letter.| Leading Sapiens
7 personal qualities that build power| thelsweekly.substack.com
The difference and what makes it hard| thelsweekly.substack.com
Most managers suck at giving effective, constructive feedback. Equally, most of us are bad at receiving and processing constructive feedback. This is a lost opportunity for everyone. Edgar Schein, professor emeritus at MIT, was one of the foremost experts in organizational behavior and interpersonal interactions. He articulated a set of| Leading Sapiens
Johari Window is a 2x2 matrix that captures how we communicate based on self-knowledge and how others see us. It’s a disclosure-feedback model of awareness based on principles of feedback and learning. It can be used for increasing levels of openness, self-awareness, and self-understanding. This makes the Johari Window a particularly relevant tool for leaders and managers.| Leading Sapiens