Leaders often look "proven" formulas. That's the promise of technology. But there are downsides and often not applicable to the human domain.| 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
In his classic The Adult Learner, Malcolm Knowles makes the distinction between creative leaders and controlling ones. By understanding teams and organizations as systems, and their energy as a parameter, one approach tries to control energy while the other works on releasing energy in the system. Leadership as controlling vs| 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
Our habitual ways of looking at time in linear, spatial terms can limit us. Human time is different from mechanical clock time. Do we know the differences?| 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
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
Why do we need props like vision, mission statement, and goals? Our orientation towards the past and future radically influences present actions.| Leading Sapiens
Why speed as the default criteria is not helpful when it comes to human change and development. We want both ourselves and others to change quickly.| Leading Sapiens
When we communicate, there are several layers of invisible filters that can muddle the message. Knowing the most common communication filters we use can help avoid the traps of miscommunication and make sure our message gets across. Why we use filters One key aspect of leadership is that your words| Leading Sapiens
Often in coaching engagements, clients are asked to "try on" a new behavior just as they would try on new clothes at the store so they get a "feel" for it. The pushback often comes in the form of "but I don't know how to do that". We've all been| Leading Sapiens
Conversations are the building blocks of effective leadership and organizations. Getting better at this core skill is often ignored because we don't have an actionable stance.| 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