The Leadership Quality Nobody Talks About in the Boardroom

EVERY year, organizations spend billions of dollars developing leaders in strategy, finance, and operational execution. Organizations sponsor employees through MBA programs, leadership academies, and executive coaching. They teach how to read a balance sheet, build a competitive moat, and manage a P&L. What rarely makes the curriculum is the inner work — the cultivation of self — that actually shapes how leaders make decisions under pressure; how they treat people when no one is watching,

The word "spirituality" makes most boardrooms uncomfortable. It conjures images of incense and meditation retreats, not quarterly earnings calls and market strategy. And yet, the qualities that spiritual traditions have long cultivated — integrity, empathy, hope, purpose, a sense of something larger than oneself — are exactly what research increasingly shows drives long-term organizational performance. These are not soft skills sitting at the margins of leadership. They are the foundation.

The real question isn't whether these principles belong in business. The evidence has settled that debate. The question is why we have kept them out for so long — and what it is costing us.

The Cost of Leading Without Coherence

The numbers are striking. According to Deloitte research, three global companies lost a combined $70 billion in market value as a direct result of trust failures — not market disruption, not technological obsolescence, but the erosion of trust. Meanwhile, Gallup's 2024 data reveals that employee engagement has hit a ten-year low, with just 31% of workers actively engaged and approximately 8 million fewer engaged employees than in 2020. These are not abstract statistics. They represent organizations hemorrhaging talent, productivity, and competitive advantage.

The pattern beneath these numbers is consistent: leaders who default to authority, control, and short-term metrics create cultures of disengagement and, eventually, cynicism. Innovation slows. Collaboration becomes transactional. The best people start looking for exits.

This is the coherence gap — the distance between what leaders say they value and how they actually lead. It is where organizations quietly break down, long before the crisis becomes visible on a balance sheet. And it is, at its core, a spiritual problem: the failure to integrate who we are with how we lead.

What High-Performing Leaders Do Differently

In researching this question through extensive interviews with CEOs, investors, and senior leaders across sectors, four qualities emerged with striking consistency among those who built genuinely high-performing, resilient organizations.

These qualities — Hope, Empathy, Abundance, and Legacy thinking (HEAL) — are not personality traits or leadership styles. They are practices. Disciplines. Things you cultivate, not things you simply have.

• Hope as a practice, not a feeling. Most leaders think of hope as an emotion — something that rises and falls with circumstances. High-performing leaders treat it as a discipline. Data from meQuilibrium shows that employees with high hope are 74% less likely to burn out. Shiva Dustdar, at the European Investment Bank Institute, offers a compelling example of what this looks like in practice: deliberately cultivating hope as an organizational discipline, not simply as a byproduct of good news. This means communicating a credible vision of the future, acknowledging difficulties without catastrophizing them, and modeling the belief that obstacles are navigable. In a climate of chronic uncertainty, a leader who can hold and transmit genuine, grounded hope is an organizational asset of the highest order.
  
  
• Empathy through brave spaces. The leadership conversation has spent years emphasizing "psychological safety," and rightly so. But the most effective leaders have moved beyond safe spaces to what might be called brave spaces: environments where people are both genuinely heard and genuinely challenged. Where vulnerability is not only permitted but becomes a catalyst for creativity and ethical clarity. This is empathy in its fullest form, not the softening of standards or the avoidance of difficult conversations, but the capacity to hold another person's reality with enough presence and care that they can bring their full self to the work. Leaders who build brave spaces don't just reduce turnover. They unlock the discretionary energy that drives breakthrough performance.
  
  
• Abundance as generosity, not scarcity. Leaders who lead from abundance do not just create more engaged teams. They create cultures where people bring their full creativity and commitment to the work because they trust that there is room for everyone to succeed. An example of a company that cultivates abundance is Devoted Health. They follow a practice of all of their employees, before engaging with their patients, imagining that the patient is a beloved family member. They credit their success as an organization to this simple practice.
  
  
• Legacy as a decision-making filter. Niren Chaudhary, during his tenure at Chairman of Panera, used what he called a "triple accretive test" for every significant decision: Is this brand accretive? Is it people accretive? Is it culture accretive? This is legacy thinking operationalized, a concrete method for keeping long-term organizational health at the center of day-to-day decisions rather than allowing short-term pressures to erode the foundations that make performance sustainable. Leaders who ask "what kind of organization am I building?" alongside "what are our numbers this quarter?" make fundamentally different choices and build fundamentally different organizations.

The Business Case is Settled

For those who still need the data before the philosophy, purpose-driven companies outpaced the S&P 500 by 10.5 to 1 over a fifteen-year period.

These are not the results of luck or favorable market conditions. They are the compounding results of leaders who chose to build organizations with coherence, trust, and genuine purpose at their core.

The Choice Every Leader Faces

Leadership begins in the mind. The way a leader thinks, what they attend to, what they believe about people and about their own purpose, shapes every decision they make. The inner work of cultivating hope, empathy, abundance, and a long-term view is not separate from the hard work of building organizations. It is the hard work. It is the work that determines whether all the other work blossoms or collapses.

Every leader faces a choice, often unconsciously: to lead from default, reactive thinking — the accumulated habits of a career spent optimizing for the next result — or to cultivate the spiritual and moral qualities that create lasting impact. The first path is easier, at least at first. The second is harder, but it is the only one that builds something worth building.

That choice defines not just your organization's performance. It defines your legacy.

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Jenna Nicholas is an impact investor, entrepreneur, and president of LightPost Capital. She has led initiatives that shifted billions of dollars toward sustainable solutions and bridged the gap between capital and underserved communities through Impact Experience. Nicholas has worked at the World Bank Treasury and Calvert Special Equities, and her angel investments support innovative ventures in fintech, health care, and climate solutions. She has been recognized as a Forbes 30 Under 30 Social Entrepreneur, Council on Foreign Relations member, Stanford Social Innovation Fellow, and Echoing Green Fellow. She holds BA and MBA degrees from Stanford and studied at Oxford. Her work has been featured in the New York Times, Financial Times, and Forbes. Her new best-selling book is the Enlightened Bottom Line: Exploring the Intersection of Spirituality, Business, and Investing. Learn more at jenna-nicholas.com.

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Posted by Michael McKinney at 02:38 PM
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Leading Thoughts for March 26, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Jenna Nicholas on hope:

“Real hope is not a spectator state of mind but rather a passionate mobilization to get up and join forces with the world around us. This kind of hope dares us to transcend fear and indifference by taking deliberate steps toward building a better future through our relationships and our work. Optimism is not just a nice feeling; it’s a courageous pledge to action, a belief in the possibility of change, and a summons to support solutions of hope-whether they’re grand and sweeping or just a tiny next step in the direction we want to go. This kind of hope keeps us going and inspires those around us.”

Source: Enlightened Bottom Line: Exploring the Intersection of Spirituality, Business, and Investing

II.

Jane Goodall on hope:

“Hope is often misunderstood. People tend to think that it is simply passive wishful thinking: I hope something will happen, but I’m not going to do anything about it. This is indeed the opposite of real hope, which requires action and engagement.”

Source: The Book of Hope: A Survival Guide for Trying Times

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Posted by Michael McKinney at 02:45 PM
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I Stopped Wearing the Corporate Costume — and My Business Exploded

A former rancher turned finance leader explains why the “costume of conformity” is costing you clients, credibility, and the career you actually want.

EARLY in my finance career, a client and I hit it off over the phone. We had a natural personality match — easy conversation, good rapport, real trust building in real time. When he came to my office for a face-to-face consultation, he saw me from across the room before we’d been formally introduced. He walked out. Didn’t say a word. He wasn’t going to trust the largest transaction of his life to what he saw as an immature individual who didn’t look the part.

At the time, I was doing everything I’d been told to do. I’d come into finance from cattle ranching, welding, heavy equipment, truck driving, and underground mining — environments where you dressed for utility, not appearances. When I entered the corporate world, I was subjected to constant scrutiny: how I talked, how I groomed, how I dressed, how I stood. All of it presented as a necessity of success. So I conformed. I put on the costume. And I lost a client anyway — not because I was being myself, but because I wasn’t. That experience, and several like it, taught me something that changed the trajectory of my career: authenticity isn’t just a feel-good buzzword. It’s a business strategy. Here’s why.

The People Who Told Me to Conform Didn’t Stick Around

Not long after I started dressing and grooming the way I was told to, every single one of the people who insisted their way was the path to success had disappeared. They left the business. They weren’t successful. And there I was, sitting alone in an office, “dressed for success” according to the standards of people who had failed. That forced a hard question: if the people prescribing the formula couldn’t make it work for themselves, why was I following their playbook? The advice we accept about how to present ourselves often comes from people who haven’t achieved what we’re trying to achieve. Before you take someone’s word on what success looks like, check whether they’ve actually built any.

The Costume of Conformity Creates a Mismatch — and People Can Feel It

Here’s what I figured out from losing that client: the problem wasn’t that I didn’t look like a finance professional. The problem was that I looked like one on the outside and sounded like something completely different on the inside. My words and personality created one impression. My appearance created another. The mismatch made people uneasy, even if they couldn’t articulate why. I was essentially lying with my appearance. When your outside doesn’t match your inside, people sense it — and any trust you built through conversation gets undermined the moment they see the disconnect. Conformity doesn’t build trust. Consistency does.

Authenticity Is the Fastest Way to Sort Through People

When I finally made the decision to let my outward appearance match the person inside, something unexpected happened: I started saving an enormous amount of time and resources. If someone took issue with the honest representation of who I am before we ever discussed business, neither of us invested time that would result in a loss. No deep personal analysis across multiple meetings just to discover we weren’t a fit. No weeks of small talk built on a false first impression. Showing up as yourself is the most efficient filter in business. The people who can’t get past how you look were never going to be the right clients, partners, or colleagues anyway. Better to find that out in the first thirty seconds than the first three months.

Walls Come Down When the Costume Comes Off

The flipside was just as powerful. When I stopped conforming, the people who were a fit connected with me faster and deeper than they ever had before. Walls came down. Conversations were more open and relaxed. There was no scripted small talk, no rehearsed objection-handling techniques taught by industry trainers. Just two people having a real conversation. I’ve found that the greatest way to overcome objections is to develop an actual relationship with a person — to truly care about them. And the best way to evidence that care is by being authentically yourself. Any sort of fakeness, no matter how polished, brings everything into question. If someone suspects you’re performing, they’ll wonder what else you’re hiding.

Being Yourself Is a Risk — Take It Anyway

I won’t pretend this is easy. When you stop conforming, you will lose people. Some clients will walk. Some colleagues will judge. Some opportunities will close before they open. That’s the cost, and you have to be willing to pay it. But here’s what I’ve learned over decades in this business: the opportunities you lose by being yourself are always smaller than the ones you gain. The clients who stay are better clients. The relationships are deeper. The referrals are stronger. And you get to wake up every morning without dreading the performance you have to put on. If you’re going to be judged for your appearance either way, you might as well make sure what people are judging is actually you.

Drop the Costume

The choice is simple, even if it’s not easy: you can keep hiding behind the costume of conformity, hoping it earns you approval from people who may not even be around next year. Or you can show up as the best, most honest version of yourself and let the sorting happen naturally. Be authentic. Be kind. Be excellent at what you do. And if someone can’t get past the packaging to see the substance, that’s not a client you lost — it’s time you saved.

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Aaron Chapman is a mortgage finance leader, entrepreneur, and sought-after speaker who went from working oil fields and driving long-haul trucks to becoming one of the most respected figures in investment property lending in the United States. A huge percentage of all investor real estate mortgages in the country are underwritten by him and his team. He has shared the stage with industry greats across the country, helping audiences rethink what it takes to build a business and a life through grit, authenticity, and relentless action. His new book is Redneckonomics: Unconventional Success by Takin’ the Beatin’ Path. Learn more at quitjerkinoff.com and aaronchapman.com.

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Posted by Michael McKinney at 12:13 PM
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Leading Thoughts for March 19, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

John Kenneth Galbraith on power:

“An important tendency in all modern political comment is to exaggerate the role of personality in the exercise of power. What rightly should be attributed to the property or organization surrounding them is thus accorded to their personality. Vanity also contributes to the exaggeration of the role of personality. Nothing so rejoices the corporate executive, television anchorman, or politician as to believe that he is uniquely endowed with the qualities of leadership that derive from intelligence, charm, or sustained rhetorical capacity—that he has a personal right to command. Divorced from organization, the synthetic personality dissolves, and the individual behind it disappears into the innocuous obscurity for which his real personality intended him.”

Source: The Anatomy of Power

II.

Jeffrey Sonnenfeld on bouncing back:

“William Shakespeare penned the immortal words ‘Some men are born great, some men achieve greatness, and some men have greatness thrust upon them.’ But perhaps what marks greatness above all else is the ability to be great again؅—to reachieve greatness when greatness, however initially gained, is torn from our possession. It is the ability to bounce back from adversity—to prove your mettle once more by getting back into the game—that separates the lasting greats from the fleeting greats.”

Source: Firing Back: How Great Leaders Rebound After Career Disasters

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Posted by Michael McKinney at 04:25 PM
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4 Ways Leaders Can Turn Difficult Experiences into Clarity

LEADERSHIP clarity rarely comes from comfort. More often, it’s found in moments of disruption, when certainty disappears and only what truly matters remains.

For more than four decades, I’ve helped leaders learn through experience rather than theory. Across more than 50 countries, I’ve designed leadership development programs built around challenges: ropes courses, night orienteering, search-and-rescue scenarios, scuba expeditions, and even dogsledding in remote environments. The approach draws heavily from the experiential leadership model used by Outward Bound, where I served as both an instructor and board trustee.

The premise is simple: place people in unfamiliar situations, require real decisions, and then reflect deeply on what happened and what they learned from the experience. Over time, however, I began asking a more personal question: What if the most powerful leadership lessons don’t come from simulations at all, but from our own lives?

When I was 18, I traveled across 11 African countries on an overland expedition. What was supposed to be a four-month journey stretched into six as we navigated breakdowns, border delays, and unpredictable conditions. Along the coast of Cameroon, on the volcanic sands of Batoke Beach, I contracted malaria.

I was living in tents in a swamp, thousands of miles from home, with no nearby hospitals and little certainty about treatment. The situation was frightening and uncertain, and the small group of travelers around me suddenly depended on one another in ways we hadn’t anticipated.

Years later, I realized that experience had quietly shaped how I approach leadership challenges.

The lesson was simple but powerful: If I could get through that, I could get through anything.

That belief didn’t make me reckless. It made me grounded. It changed how I viewed risk, adversity, and uncertainty.

What struck me later was how often leaders overlook the insights buried in their own experiences. We rush past difficult moments and move on. But leadership growth doesn’t come from the experience itself; it comes from the meaning we extract from it.

4 ways leaders can turn difficult experiences into clarity:

1. Start with a moment of real disruption: Think about a time when certainty disappeared, and the outcome wasn’t guaranteed. Leadership insight often begins in moments when familiar assumptions no longer apply.
2. Ask what the moment demanded of you: What instincts, behaviors, or values helped you navigate the situation? Difficult experiences often reveal capabilities we didn’t know we had.
3. Identify the belief that stayed with you: Most defining experiences leave behind a quiet conviction: I can adapt. I can endure. I can lead through uncertainty.
4. Apply that belief to current challenges: Leadership growth happens through transfer. The lessons from past adversity can shape how you approach today’s decisions, risks, and unknowns.

When leaders take time to reflect on difficult moments, they build an internal library of insight that is far more powerful than any case study. Every challenge becomes a potential leadership lesson.

In today’s volatile environment, marked by rapid change, economic pressure, and constant disruption, that perspective matters more than ever. The ability to remain steady doesn’t come from having all the answers. It comes from knowing that you’ve faced uncertainty before and learned from it.

Your defining leadership moment doesn’t have to involve malaria. But it does require reflection. When leaders take time to revisit the experiences that shaped them, they often discover that the clarity they’re seeking is already there.

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Peter H. Bailey is an author, global facilitator, and leadership strategist whose four decades of work have taken him to more than 50 countries. As President of The Prouty Project, a leading strategic planning and leadership development firm, he has guided executives and teams through organizational transformation with a rare blend of insight, empathy, and hands-on learning expertise.

Peter’s book, The Epic of You: Reframe Your Past to Navigate Your Future, invites readers to see their lives in a new light. By reframing past experiences, Peter discovered “honey to my heart” in the hardships that deepened his compassion, and “strength to my arm” in the challenges that built resilience and fortitude. He believes every choice (made or missed) shapes who we are, and that viewing life as a Heroic Journey can help anyone reclaim authorship of their story and live a richer, more purposeful life.

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Posted by Michael McKinney at 02:59 PM
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Leading Thoughts for March 12, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Tim Elmore on balancing confidence and humility:

“Leading today requires combining these two attributes—confidence and humility. Reality changes so quickly, leaders cannot become arrogant, but must remain in a learning posture. At the same time, team members long for their leader to inspire them with confidence. Bob Iger said, “There’s nothing less confidence inspiring than a person faking a knowledge they don’t possess. True authority and true leadership come from knowing who you are and not pretending to be anything else.”

Source: The Eight Paradoxes of Great Leadership: Embracing the Conflicting Demands of Today’s Workplace

II.

Hasard Lee on decision-making:

“When we rashly turn over our decision-making to external aids, such as committees or computers, we lose the ability to bring the full power of our brain to bear on a problem. We, in essence, have carved out a hole in our understanding and replaced it with someone else’s solution. If we don’t learn the underlying concepts behind that new infor-ation, then we’re blindly trusting that it’s correct. We lose the ability to quickly reconfigure concepts into creative solutions, which is one of the great strengths of the human mind.”

Source: The Art of Clear Thinking: A Stealth Fighter Pilot’s Timeless Rules for Making Tough Decisions

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Posted by Michael McKinney at 03:57 PM
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The Common Leadership Practices That Cultivate (Or Crush) Hope at Work

THE gap between what leaders say and what they do may be the single greatest destroyer of hope in organizations today. I learned this the hard way—by being that leader whose midnight emails contradicted my daytime messages about work-life balance. Often, without realizing the impact, organizations reinforce hopelessness across culture, policy, and procedure. From leaders and employees alike, I’ve heard consistent stories about what creates hopelessness in organizations. Frequently, it begins with the signals leaders send through their actions, including:

• Learned helplessness modeling: Leaders who themselves display resignation demonstrate that there’s no reason to push for change.
• Inconsistent standards: Different rules applied to different people without clear rationale leave everyone confused and can incite workplace paralysis.
• Information hoarding: Withholding context that would help employees understand decisions can spark a feeling of detachment.
• Mixed messaging: Saying one thing while incentivizing another implies there is no clear path to follow.
• Failure intolerance: Punishing well-intentioned experimentation that doesn’t succeed leads, predictably, to a lack of experimentation.

Leadership patterns influence organizations, quietly shaping what people believe is achievable. I noticed this dynamic unfold while coaching a new director. When our work together began, she approached her role with creative ideas and genuine enthusiasm. She would share thoughtful solutions in leadership meetings and engage her team in meaningful initiatives.

Over the next several months, however, I noticed a change in her approach. She started introducing her suggestions with phrases like, “I know this might be challenging, but…” and became more selective about which ideas she brought forward. During our coaching conversations, she would cautiously assess which situations merited her advocacy.

This shift wasn’t a reflection of her abilities. Rather, it seemed to develop through repeated exposure to subtle organizational signals suggesting that innovation, while publicly encouraged, faced numerous obstacles in practice. She had observed how established executives often highlighted potential problems with new approaches, had seen how resource allocations didn’t always align with stated innovation goals, and now recognized that maintaining current practices often received more positive attention than proposing change.

When there’s a disconnect between what’s communicated in formal settings and what’s reinforced through daily decisions and recognition, even the most highly motivated leaders may begin to question the potential for meaningful progress.

I recognized this same pattern in my own leadership. I found myself regularly telling my team to maintain work-life boundaries that I myself ignored. I’d send emails about wellbeing at midnight, speak about psychological safety in town halls while reacting defensively to challenging questions in private sessions, and emphasize the importance of rest while visibly exhausted. The realization was uncomfortable: what I said and what I did didn’t align, and this gap was gradually eroding my team’s trust in meaningful change.

Even more troubling was the unintended message I was sending: if you want to advance to a role like mine, you too must sacrifice balance and authenticity. Without realizing it, I was modeling the very behaviors I claimed to want to change. This insight transformed my approach. I began to see that creating hope means empowering others to do things differently — and perhaps better — than I had done. True leadership isn’t about demanding what we ourselves can’t demonstrate; it’s about creating conditions where others can surpass our own limitations, building environments more balanced and humane than the ones we inherited.

The path out of hopelessness isn’t paved with motivational posters or forced optimism. It begins with the step of acknowledging reality exactly as it is — including the legitimate reasons for feeling hopeless.

It’s not only okay to feel hopeless at times, it may be necessary. Hopelessness isn’t failure; it’s an honest recognition of reality that creates the possibility for authentic hope to emerge. Leadership expert Margaret Wheatley calls this “facing reality without fear.” It’s the difficult but essential practice of seeing clearly without becoming paralyzed.

Hopelessness can coexist with hope — sometimes within the same hour or meeting. This paradox confused me until I recognized that both stem from how we make meaning of our experiences. We can hold serious concern about climate change while feeling authentic hope about specific environmental programs. We can understand the shortcomings of current structures while building pockets of effectiveness within them.

This coexistence isn’t a contradiction — it’s a natural aspect of human experience.

Many people find that during recovery from professional challenges, they can hold both perspectives simultaneously. While recognizing limitations in certain organizational areas, they often discover new possibilities for contribution by shifting focus to areas where impact remains possible. The concerns don’t disappear, but they no longer define one’s professional approach.

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Jen Fisher is a global authority on workplace wellbeing, the bestselling author of Work Better Together and Hope Is the Strategy: The Underrated Skill That Transforms Work, Leadership, and Wellbeing. She is the founder and CEO of The Wellbeing Team. As Deloitte US’s first chief wellbeing officer, she pioneered a groundbreaking, human-centered approach to work that gained international recognition and reshaped how organizations view wellbeing. From her personal experiences with burnout and cancer to her role as a trailblazer in wellbeing intelligence and co-creator of WellQ360, Jen has dedicated her career to helping leaders build work cultures where people can thrive—physically, mentally, and emotionally. Jen is also the creator and host of The WorkWell Podcast, a TEDx speaker, and a sought-after voice at events such as Workhuman, SXSW, the Milken Global Conference, and Happiness Camp. She has taught at Harvard and UCLA, served as editor-at-large for Thrive Global, and contributed to leading media outlets, including Fortune and Harvard Business Review.

Leading Thoughts for March 5, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Alan Stein on self-awareness:

“It’s called “self” awareness, but the people you choose to surround yourself with play a part in that. A self-aware person is going to invite healthy criticism, and one way to do that is not to shy away from hearing the truth. It’s important to have supportive people who aren’t afraid to tell you things that you need to hear instead of the things that you want to hear.”

Source: Raise Your Game: High-Performance Secrets from the Best of the Best

II.

Patty McCord on sharing information:

“If your people aren’t informed by you, there’s a good chance they’ll be misinformed by others. If you don’t tell them about how the business is doing, what your strategy is, the challenges you’re facing, and what market analysts think of how you’re doing, then they’ll get the information elsewhere – either from colleagues, who will often be equally ill informed, or from the Web, which loves nothing so much as a rumor of doom or a juicy conspiracy theory.”

Source: Powerful: Building a Culture of Freedom and Responsibility

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Posted by Michael McKinney at 06:51 PM
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