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
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
In leadership and life, ambitions often outpace our ability to consistently execute on them. A hidden hurdle that trips up many is their level of “frustration tolerance.” This is particularly true in large organizations that are literally designed to frustrate ambitions and agendas. In this piece, I unpack the critical| Leading Sapiens
There are scores of tomes written on “authentic” leadership, but all too often in practice they come across as farce. People simply don’t trust managers — perhaps the reason why authentic leadership is a cottage industry of its own. A primary reason for this mistrust is the disconnect between the| 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
Small wins and small bets can be an effective strategy instead of going for the big win. But there are several nuances that are misunderstood.| 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
Leaders are paid to think clearly. And a big impediment to clear thinking is what CBT/REBT calls Cognitive Distortions: errors in thinking or thinking traps we commonly fall for. Most high-performers are not pathological, but instead fall for them when upset or in high-stress situations. In this post, I| Leading Sapiens
