"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
Confidence is overrated. A more effective, scientifically-grounded approach to improve performance is self-efficacy. We often hear about the importance of confidence. "Believe in yourself," the advice goes. Although intuitive, it's not as helpful. What exactly is confidence? Is it innate? Or can you work at it? Self-efficacy is a more| Leading Sapiens
We are being constantly told to be better communicators. As part of this push, courses and programs tell us to become "active" listeners. But this active approach towards listening can actually be counter productive and make our communication worse, not better. Consider some of the common recommedations of active listening:| 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
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
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
Johari Window is a 2x2 matrix that captures how we communicate based on self-knowledge and how others see us. It’s a disclosure-feedback model of awareness based on principles of feedback and learning. It can be used for increasing levels of openness, self-awareness, and self-understanding. This makes the Johari Window a particularly relevant tool for leaders and managers.| 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
