If you're the ambitious type, you've probably had your fair share of leadership books and management training. More than likely you've come across two stalwarts of the leadership literature and their models : emotional intelligence and authentic leadership. A key thrust of these models, including many others, is that there are| Leading Sapiens
In his classic The Adult Learner, Malcolm Knowles makes the distinction between creative leaders and controlling ones. By understanding teams and organizations as systems, and their energy as a parameter, one approach tries to control energy while the other works on releasing energy in the system. Leadership as controlling vs| Leading Sapiens
Leaders have to master the basics of the human OS. We examine these core attributes that underlie all frameworks of human peak performance.| 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 advice on leadership communication focuses on getting better at advocacy – crafting the message, effective delivery, and so on. What leaders forget is to balance their advocacy with equal amounts of inquiry. How are the two different and why does it matter? I take a closer look at the critical| Leading Sapiens
Implementing a framework of conversations can improve leadership communication and effectiveness. Closure conversations are one such type.| Leading Sapiens
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