General Stanley McChrystal commanded forces in one of the most results-driven environments imaginable — yet his deepest insight about leadership has nothing to do with outcomes. If someone whose career depended on winning wars discovered that results aren't what leadership is about, what does that say about how the rest of| Leading Sapiens
Lee Bolman and Terrence Deal’s four frames model of organizations and leadership is a versatile tool for managers. This article delves into the human resource frame of their 4-frame model — its assumptions, dimensions, examples, tensions, and what makes leaders effective in the human resource aspect. These insights come from| Leading Sapiens
How can I be more trustworthy? How can I show up more authentically? Leaders at all levels grapple with this fundamental challenge of leadership. The answer lies in Aristotle's 2,000+ year old framework of ethos, logos, and pathos or what Harvard prof Frances Frei and Anne Morris call the| Leading Sapiens
Transitioning into leadership roles can be especially challenging for experts/specialists. The domains of competence framework explains why.| Leading Sapiens
Learning as central to strategy is still not common. But it's a powerful anti-dote to uncertainty that can help leaders and organizations.| 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
Managing effectively using data is all the rage today. But most of it is shallow "hard data". The real challenge is to get so called “soft data”. How do you get the real pulse of your teams, or your customer’s true opinion? There’s a simple method that can| Leading Sapiens
Most leaders and organizations ignore the basics of the human OS. Their assumptions are from the domain of machines and material, not the human domain.| 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
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
Most leaders tend to have a default go-to style with possibly another that they use in extreme situations. Each style has its own set of characteristics.| Leading Sapiens
The ongoing turbulence at Twitter under the mercurial and coercive leadership of Elon Musk is perhaps one of the biggest and costliest social science experiments ever attempted at scale. Musk has broken almost every rule of well-understood and well-researched aspects of organizational performance. Peter Drucker is widely considered as the| Leading Sapiens
Understanding systems thinking is a must for modern leaders. In Reading the Room, David Kantor outlines a list of leadership capacities based on systems thinking and structural dynamics. They are particularly useful as a reference for developing your own leadership philosophy, practice, and model. Some of the terms Kantor uses| Leading Sapiens
A deep dive into Amazon's leadership principles, complete with videos and reading recommendations.| Leading Sapiens
Why do people leave managers, not jobs? Herzberg’s theory of hygiene factors vs motivators, satisfiers vs dissatisfiers, might explain why.| Leading Sapiens
Viktor Frankl, a concentration camp survivor and the founder of Logotherapy, is most known for his classic book Man’s Search for Meaning. The construct of meaning forms the core of his philosophy. He identified an important framework that’s not as widely known — his laws of dimensional ontology. Although| Leading Sapiens