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
Control was the dominant management paradigm in early twentieth century industrial factories. A century later, in many modern workplaces it continues to be dominant and mostly goes unquestioned. Often we don’t even realize that this is the case. But in knowledge work, context is a far more effective and| 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
Leaders have to be masters at developing themselves aka self-development. Why is self-development so critical to effective leadership?| Leading Sapiens
We don’t usually think of courage in the context of careers and organizations. But this is a mistake. Courage is more fundamental than we think, and equally relevant. The key is to understand the specific type of courage required, and how it applies to an ordinary work life. Ordinary| Leading Sapiens
Context is a powerful tool in leadership but goes underutilized and misunderstood - a deep dive into why mastering context is essential to effective leadership.| 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
How do you view your role of leader or manager? Is it as a chess master or a gardener? The lure of control Often unknowingly, leaders and managers suffer from the myopia of control. The underlying ethos is of knowing everything, solving problems directly and having everything under control. It's| Leading Sapiens
The "if...then" way of thinking about cause and effect is common in business. Circular causality is often missed in the decision making process.| 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