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
Self-doubt is not an impediment to be eliminated as is commonly thought of. It's a condition of the game and can even be a positive indicator.| Leading Sapiens
Leadership development is usually about positive abilities. Negative Capability is often forgotten but equally critical. What is it and what prevents it?| Leading Sapiens
We think action comes from the right mindset. This can be counter-productive. Often mindset follows action. It's easier to control physical action.| Leading Sapiens
Identity is often thought as something static from which our actions come. It's more helpful to see it as an effect that follows from our actions.| Leading Sapiens
Excellence is more mundane than we think. Understanding its nuances increases our likelihood of success. Not doing so sets us up for failure.| Leading Sapiens
In their book, Business Experimentation, Rob James and Jules Goddard highlight two approaches to strategy that are diametrically opposite to each other. The lone big bet is still the norm First is the traditional big bet approach characterized by centralized once a year planning, while the second is a culture| Leading Sapiens
Naïveté is considered a liability. But is it really? We've been oversold on the merits of sophistication and cleverness, meanwhile missing out on the benefits of a considered approach to naiveness.| Leading Sapiens
Leaders are often cautioned to watch their actions and behavior because it sets an example and gets replicated through the organization. Which begs the question: why do people copy leaders? The common explanations tend to be psychological. But it goes beyond simple carrot and stick notions from behaviorism. There's a| Leading Sapiens