I recently wrote a piece on leadership myths. While writing, I realized these weren’t just organizational myths. They’re also personal myths about careers. The same cognitive leaps that make us believe in heroic CEOs also lead us to fall for formulaic career paths. The attribution errors| Leading Sapiens
The executive stared out the window, shell-shocked and feeling blindsided. Her boss had just asked for her resignation. How did it come to this? This scene plays out in organizations more often than we think.Leadership derailment — when a once-promising leader stumbles and falls— isn't limited| Leading Sapiens
If you're a leader, you've likely faced a problem that refused to be solved by your usual methods. A problem that made you question everything you knew about leadership. Consider this scenario: You're a senior manager, respected for solving complex business| Leading Sapiens
We think effective leaders are great problem-solvers. That’s only partially true. What they’re really good at is multi-frame thinking. They help solve problems by changing how they are framed, operating one level upstream where the real leverage lies. Multi-frame thinking means deliberately shifting interpretive lenses until| Leading Sapiens
Why do organizations repeat the same leadership mistakes despite research showing they don't work? A key reason is pervasive leadership myths. When Boeing's board asked CEO Dave Calhoun to step down, it followed a familiar script. New leader, fresh start, problems solved. It was supposed to| Leading Sapiens
When it comes to change that sticks, willpower is overrated. So are tactics and techniques. In fact, most of our efforts fail, not due to lack of determination, but something more simpler, but also more insidious. Marshall Goldsmith, one of the world's most respected executive coaches, spent decades| Leading Sapiens
"I don't want to step on anyone's toes." This is a common and reasonable stance in organizational life. But this mostly logical approach often does more damage than good. If “that’s not my job” tops the| Leading Sapiens
Modern organizations worship at the altar of efficiency, focus, and relentless execution. We follow suit at the personal level as well by trying to optimize everything to the hilt. While mostly helpful, this often misses the point. The same organizations that tout “innovation” also create environments that stifle it. Productivity| Leading Sapiens
For 16+ years, we master the rules of school. Study hard, get good grades, follow the formula and ultimately merit wins. Then we enter the workforce and discover none of it works quite like we thought. This becomes painfully obvious as you rise higher in the org. But even seasoned| Leading Sapiens
It's easy to assume that leaders derail due to obvious flaws—poor judgment, unchecked ego, toxic behavior. But most leaders don't derail because of recklessness. They derail because they lean too hard on the very strengths that got them there. Like a rope fraying one thread at a time, this| Leading Sapiens
"Radical transparency" is often touted as a leadership virtue. So why do leaders still struggle with openness? Using the Johari Window's Quadrant 1 (Open/Arena), this article examines the complexities of leadership transparency and presents a nuanced approach to mastering openness in leadership. Through the lens of Quadrant 1 (Open/| Leading Sapiens
"I'm just not strategic enough for that role," Joe told me, shaking his head. With fifteen years of stellar technical leadership and a track record of flawless execution, he seemed like an obvious candidate for the open VP position. But he wouldn't even consider applying. He disqualified himself before anyone| Leading Sapiens
I am an executive/leadership coach. Before LS, I worked for 20 years in corporate America in various technical & leadership roles. Have feedback? You can reach me at sheril@leadingsapiens.com.| Leading Sapiens