Leading Thoughts for May 16, 2024

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.

Nido Qubein on becoming a transformational leader:

“People value authenticity ahead of charisma. Charisma gets you in the door, but it takes substance to deliver results. We all must remember it’s not about us. It’s about everyone around us. They are our team; you are their coach. You have to listen to what they say and engage your mind to absorb and understand their concerns. We need to listen twice as much as we talk, and others will hear twice as much of what we say. By listening, you will gain information and knowledge. Write it down to remember it. Then, execute. The end result? Wisdom begins to blossom.”

Source: Extraordinary Transformation: An Entrepreneurial Blueprint for Leaders Who Seek Transformational Growth in Any Organization Proven Lessons on How a ... and Inspired the Next Generation of Leaders

II.

Julia DiGangi on being right:

“What’s the fastest way to end a tug-of-war? Drop the rope. Maybe you’re starting to protest, “But why do I have to drop the rope? Why can’t they drop the rope?” Dropping the rope may seem like dropping out of the fight. Giving up. Losing. It’s not, though. Whoever voluntarily drops the rope is the leader.

To understand why, zoom out and look at tugs-of-war in the context of the leadership you want to create. Your role as a leader is to translate your vision into collective momentum—it’s about moving people from where they are to where they have the potential to be. No one will follow you while they’re busy fighting you. People get locked into exhausting tugs-of-war when they feel their independence is being disrespected—when their needs are ignored and their ideas devalued. Command energy is often the cause: Human beings can handle not getting their way; what they can’t handle is feeling dominated.”

Source: Article: The Anxious Micromanager—Why Some Leaders Become Too Controlling and How They Find the Right Balance

* * *

Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.

* * *
Like us on Instagram and Facebook for additional leadership and personal development ideas.

 

Posted by Michael McKinney at 05:47 AM
Permalink | Comments (0) | Find more on this topic in Leading Thoughts

4 Rules to Unlocking the Secret Language of Connection

THE GOAL of any communication is to connect. Some people are supercommunicators. That is, as they talk, they align with the person they are speaking with, constantly adjusting how they communicated in order to match their companions.

In Supercommunicators, Charles Duhigg explores how we communicate and connect. He explains why our communication sometimes goes awry and what we can do to make it better. “Anyone can become a supercommunicator—and, in fact, many of us already are, if we learn to unlock our instincts.”

To begin, we need to understand that many discussions are actually three different conversations, and if we want to connect, we need to be “engaged in the same kind of conversation, at the same time” as the person we are communicating with.

There are practical, decision-making conversations that focus on What’s This Really About? There are emotional conversations, which ask How Do We Feel? And there are social conversations that explore Who Are We? We are often moving in and out of all conversations as a dialogue unfolds. However, if we aren’t having the same kind of conversation as our partners, at the same moment, we’re unlikely to connect with each other.

With that in mind, we can see that the most meaningful conversations should be characterized as learning conversations. We want to learn how others see the world and help them to understand how we see the world too. Learning conversations are based on the following four rules:

Rule One: Pay Attention to What Kind of Conversation Is Occurring

We miscommunicate when we are having different kinds of conversations. “Effective communication requires recognizing what kind of conversation is occurring, and then matching each other.” When we connect with others, it is because our brains have come into a kind of alignment. When we dominate a conversation, we make it difficult for others to sync up; they become pushed into their own thoughts.

Effective communication requires recognizing what kind of conversation is occurring, and then matching each other.

Characteristics of Supercommunicators:

• They tend to ask ten to twenty times as many questions
• They constantly adjust how they communicated in order to match their partner

Rule Two: Share Your Goals and Ask What Others Are Seeking

Every meaningful conversation begins as a negotiation about what this conversation is to achieve and how it’s going to go or how we’ll make choices together.

Matching is understanding someone’s mindset—what kind of logic they find persuasive, what tone and approach makes sense to them—and then speaking their language. And it requires explaining clearly how we, ourselves, are thinking and making choices, so that others can match us in return.

Rule Three: Ask About Others’ Feelings, And Share Your Own

Emotions are a part of nearly all conversations if we choose to acknowledge it. When we do acknowledge it—their emotion, their vulnerability—and are vulnerable in return, we build trust, understanding, and connection. You begin by asking someone how they feel about their life as opposed to the facts of their life.

Margaret Clark, the Yale psychologist, said, “The best listeners aren’t just listening. They’re triggering emotions by asking questions, expressing their own emotions, doing things that prompt the other person to say something real.”

Laughter is one of proving that we hear how someone feels. We exhibit emotional intelligence by showing people that we’ve heard their emotions-and the way we do that is by noticing, and matching, their mood and energy. When we match or acknowledge another person’s mood and energy, we show them that we want to understand their emotional life. It’s a form of generosity that becomes empathy. It makes it easier to discuss How Do We Feel?

Acknowledging emotions is critical when dealing with conflict. If you don’t get to the emotions, you’ll never know what the fight is actually about. “This is the real reason why so many conflicts persist: Not because of a lack of solutions or because people are unwilling to compromise, but because combatants don’t understand why they are fighting in the first place. They haven’t discussed the deeper topics—the emotional issues—that are inflaming the dispute.”

Lessons from Martial Conflict

Nearly all couples fight from time to time. And whether happy or unhappy, they tend to fight about the same things. For the most part it comes down to control issues. Consider these findings:

Researchers noticed that many divorces happened after major life changes, in part because these changes had triggered a sense of losing control. It might be an illness—control over our health—or a big upheaval as retirement or kids leaving for college, which makes the future seem less predictable. These shifts made people exhausted, lonely, anxious, as if they had lost agency over their days and bodies and minds.

But happy and unhappy couples, the scientists saw, sought to assert control in very different ways. Among unhappy couples, the impulse for control often expressed itself as an attempt to control the other person.

Among happy couples, however, the desire for control emerged quite differently. Rather than trying to control the other person, happy couples tended to focus, instead, on controlling themselves, their environment, and the conflict itself. Happy couples, for instance, spent a lot of time controlling their own emotions. Happy couples also focused on controlling their environment. Finally, happy couples seemed to concentrate more on controlling the boundaries of the conflict itself.

One advantage of focusing on these three things-controlling oneself, the environment, and the boundaries of the conflict—is that it allowed happy spouses to find things they could control together.

Lesson: Share control.

Good thought: “It’s a complicated world, you know? You need friends who are different if you want to figure it out?

Rule Four: Explore If Identities Are Important to This Discussion

Our social identities shape how we speak and how we hear. In crucial conversations, we often get locked in on one identity. But we possess multiple identities so we need to look for identities we have in common.

In a Who Are We? conversation, we sometimes latch onto a single identity: I am your parent or I am the teacher or I am the boss. In doing so, though, we hobble ourselves, because we start to see the world only through that one lens. We forget that we are all complex and that, if we were thinking like parents instead of doctors, we might also ask skeptical questions about the drugs a stranger wants to inject into our kids. We might remember that asking questions is what good parents are supposed to do.

So, in a Who Are We? conversation, we need to begin by drawing out our conversational partners’ multiple identities. Second, we need to put everyone on equal footing. “Don’t offer unsolicited advice or trumpet your wealth or connections. Seek out topics where everyone has some experience and knowledge, or everyone is a novice.” Finally, look for similarities and create new groups by building on existing identities.

* * *
Follow us on Instagram and X for additional leadership and personal development ideas.

* * *

 

Posted by Michael McKinney at 12:09 PM
Permalink | Comments (0) | Find more on this topic in Communication

Leading Thoughts for May 9, 2024

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.

Lee Bolman and Terrence Deal on organizational politics:

“Leaders need friends and allies to get things done. To sew up support, they need to build coalitions. Rationalists and romantics sometimes react with horror to this scenario. Why should you have to play political games to get something accepted if it’s the right thing to do? One of the classics of French drama, Molière’s The Misanthrope, tells the story of a protagonist whose rigid rejection of all things political is destructive for him and everyone involved. The point that Molière made four centuries ago still holds: it is hard to dislike politics without also disliking people. Like it or not, political dynamics are inevitable under three conditions most managers face every day: ambiguity, diversity, and scarcity.”

Source: How Great Leaders Think: The Art of Reframing

II.

Biologist John Medina on sleep:

“Sleep loss means mind loss. Sleep loss cripples thinking in just about every way you can measure thinking. Sleep loss hurts attention, executive function, immediate memory, working memory, mood, quantitative skills, logical reasoning ability, and general math knowledge. Eventually, sleep loss affects manual dexterity, including fine motor control and even gross motor movements, such as the ability to walk on a treadmill.”

Source: Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School

* * *

Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.

* * *
Like us on Instagram and Facebook for additional leadership and personal development ideas.

 

Posted by Michael McKinney at 12:47 PM
Permalink | Comments (0) | Find more on this topic in Leading Thoughts

Deploying AI Requires Understanding What’s Both Possible and Practical

THE vast majority of today’s business leaders are either embarking on AI deployment to improve their operations or are considering it. Some 83 percent of organizations worldwide claim AI is a top priority for their business. The expansive growth of AI isn’t just a trend but a fundamental shift to the business ecosystem. The simple truth is if you don’t update your business processes to reap the rewards of growth, quality, or both that AI brings, your competitor will. It’s only a matter of time.

Although most C-suite executives, mid-level managers, and data practitioners aren’t AI experts — no one is at this pace of change — they shouldn’t implement AI for the sake of implementing AI. Deploying AI requires a clear understanding of what’s both possible and practical.

The business case for AI is that it can help you accelerate, facilitate, and amplify workloads and processes with better consistency and quality.

Consider these findings:

• AI has proven to improve the productivity of 61 percent of employees. For example, agents who use AI can handle nearly 14 percent more customer inquiries per hour.
• Some 54 percent of organizations say AI has been cost-effective for their business operations. Netflix, for example, claims to have saved more than $1 billion annually using machine learning.
• Organizations can do more with less. They are now working smarter, not harder.

Just as email transformed communication and iPhones and apps created widespread connectivity, AI is reshaping everything from healthcare to education to manufacturing to travel. In time, no industry will remain untouched. The surge of AI can be attributed to a convergence of three key factors: ground-breaking algorithms, data explosion, and enhanced computing power. Together, they’ve created a tipping point for AI.

Singling out just one segment of industry, consider some of the ways retailers are putting AI to use: Every interaction online is analyzed to better understand customer’s shopping patterns, click-throughs, and page views. The system deterministically maps their preferences in order to provide relevant product recommendations. Chatbots provide customer service 24/7 without the need for human staff. Meanwhile, Crawlers and Bots scour the web and analyze customer reviews, competition, and social sentiment. This information guides retailers to align their offerings with emerging trends.

Embarking on your own AI journey

While your goal is to be innovative, relevant, competitive, and forward-looking, your approach should be to bend but not break your team and your operations. In order to be smart in your approach to an AI project, start with a strategy that you can realistically deploy.

Use the principle of “thinking big, starting small, and scaling quickly.” I learned this principle when helping clients brainstorm how best to leverage AI within their operations. I quickly came to recognize that executives and stakeholders knew how to think big, but they also wanted to start big without thinking through the risk implications.

1. Thinking big - This is all about the art of the possible — embracing opportunities and imagining the possibilities. Envision the possibilities for your business and uncover ways to enhance them as you reclaim valuable time, maximize savings, and channel energy toward tasks and activities that give back. Don’t let restraints, resources, and funding hold you back. Just think about possibilities.
2. Starting small - Imagine you’re a budding gardener testing your green thumb. Would you start with landscaping and planting an entire garden or nurturing a small spot first? This strategy is all about being realistic with what’s feasible and considering the practicalities of your business landscape to minimize risks, squandered money, and wasted time. By starting small, a use case that suits your organizational maturity and recourse, you gain firsthand experience with the processes, learn valuable lessons, and set yourself up for success on a grander scale.
3. Scaling quickly - In the pursuit of innovation, thinking big is about laying the foundation of bigger things, starting small is about mitigating risk by only biting off what you can chew, and scaling quickly is about commitment. When transitioning to scaling, avoid analysis paralysis at all costs. As leaders, being decisive is paramount. After you’ve evaluated the output, looked at the data, and measured the business benefits, make the decision to either productionize your Proof of Concept into full-scale production, or pivot towards a new use case. This time period is critical as it signals your intentions to your team. The objective is to avoid decisional stagnation in pursuit of rapid and informed action.

AI isn’t just a trend but a fundamental shift touching every aspect of our lives and the broader business ecosystem. If you haven’t already, it’s time to explore how to embark on your AI journey that will catapult your organization toward a promising future.

* * *
Sol Rashidi is an esteemed executive, leader, and influencer within the AI, data, and technology space, having helped IBM launch Watson back in 2011, and has been doing “hands-on” AI deployments since. She’s held numerous C-Suite roles and has been named 50 Most Powerful Women in Tech, Top 100 Innovators in Data & Analytics, CAO of the Year, CDO of the year, Global Data Power Women, and holds eight patents. Her new book The AI Survival Guide: Scraped Knees, Bruised Elbows, and Lessons from Real World AI Deployments made it to the bestseller list in less than one month. Learn more at solrashidi.com.

* * *
Follow us on Instagram and X for additional leadership and personal development ideas.

* * *

 

Posted by Michael McKinney at 10:03 AM
Permalink | Comments (0) | Find more on this topic in

Leadership Vulnerability: A Personal Journey Through the Eye of the Storm

IN THE HIGH-STAKES world of leadership, where every decision can be scrutinized and every failure magnified, the concept of vulnerability often takes on a negative connotation, especially among men, who are taught to equate emotional openness with weakness. Yet, if we delve deeper into the annals of history and the realms of effective leadership, a different narrative emerges—one where vulnerability is not a liability but a profound source of strength.

My own confrontation with vulnerability’s raw power came unexpectedly during a pivotal moment in my career. Tasked with addressing the top 400 leaders of Raytheon Corporation, a defense juggernaut, my inner turmoil was at its peak.

The recent passing of my father had left me emotionally bereft, a state further intensified by the daunting prospect of following luminaries such as General Stanley McChrystal and Jon Meacham. Standing before these distinguished leaders, my vulnerability was not just a shadow—it was my companion.

As I shared my insights, weaving through personal anecdotes of loss and resilience, the connection forged with the audience was palpable. Ultimately, the overwhelming reception to my address was a testament to the power of vulnerability in forging genuine human connections.

Harnessing Vulnerability: A Guide for Leaders

In the realm of leadership, where the pressure to perform and appear unflappable is relentless, allowing oneself to be vulnerable is an act of bravery. It breaks down barriers, fosters genuine connections, and cultivates an environment where innovation and loyalty can flourish. For emerging leaders aiming to chart a successful course, remember that vulnerability, wielded wisely, is not your Achilles’ heel but your strength —fortifying you face the world head-on.

• Embrace Visibility: Brené Brown, a luminary in the study of vulnerability, posits that true leadership requires the courage to be seen, warts and all. It’s about dropping the facade and allowing your team to see you as human—capable but fallible. This transparency fosters trust and encourages others to be equally open, creating a culture of authenticity.
• Solicit Support: The act of seeking help is often misinterpreted as a sign of weakness, yet it signifies the opposite. It’s a declaration of strength, signaling a leader’s awareness of their limitations and their willingness to learn and grow. This humility not only humanizes you it also strengthens the bonds within your team.
• Navigate Vulnerability with Intent: Vulnerability should not be an unchecked floodgate of emotions. It’s about strategic openness with boundaries. Sharing personal stories or challenges should be purposeful, aimed at building connections or illustrating lessons, rather than seeking sympathy. It’s about leading not from a place of invulnerability but from the helm of authenticity, where acknowledging one’s limitations becomes a source of collective strength.
• Lead with Empathy: Showing empathy is a powerful manifestation of vulnerability; it requires leaders to connect with their own experiences of challenge and uncertainty to relate to others. By genuinely understanding and sharing the feelings of another, leaders can create a deeply supportive culture. This connection not only humanizes the leader but also elevates the entire team’s morale and cohesion.
• Cultivate a Culture of Open Dialogue: Teams thrive on clear and open communication. Leaders should encourage an environment where feedback flows freely in all directions. By being open to receiving feedback, leaders demonstrate vulnerability in action—showing they value growth and learning over maintaining an image of infallibility. This openness invites team members to share ideas and concerns without fear, fostering innovation and problem-solving.
• Share Failures as Learning Opportunities: Acknowledging failure as an integral part of the learning process makes it easier for team members to embrace risks and innovate without the paralyzing fear of making mistakes. Leaders should share their past mistakes and the lessons learned from them. This not only demystifies the path to success it also encourages a growth mindset within the team.
• Practice Self-Care and Encourage It Amongst Your Team: My study, State of Working America Report – Thriving in Resilience and Brilliance, found that 82% of working Americans think great leaders have to inspire resilience in those they lead. But how can leaders inspire resilience if they’re not practicing self-care themselves? Leaders must recognize the importance of their own well-being and set an example by practicing self-care. This might include acknowledging when they are under too much pressure, taking time off to recharge, or engaging in activities that nurture their mental and physical health. By doing so, leaders send a powerful message that taking care of oneself is not a sign of weakness but a critical aspect of sustaining performance and leadership over the long term.

Embracing Vulnerability

Incorporating these strategies into your leadership approach not only deepens your own practice of vulnerability, it sets a powerful example for your team. A leader who embraces vulnerability with intention and wisdom opens a path for their team that is marked by resilience, trust, and unparalleled success. Together, these practices transform vulnerability from a perceived weakness into the very cornerstone of strong, effective leadership.

* * *
Simon T. Bailey is the world’s leading expert in Brilliance. His groundbreaking research, State of Working America Report Thriving in Resilience and Brilliance, solidifies his insights in his 11th book, Resilience@Work: How to Coach Yourself Into a Thriving Future.

With Disney Institute as his launchpad, he’s left an indelible mark on 2,400 plus organizations in 54 countries, including American Express, Deloitte, Visa, Signet Jewelers, and Taco Bell. He has made a remarkable impact on 120,000 professionals who’ve experienced his pioneering courses on the LinkedIn Learning platform. He’s also been recognized as Success Magazine’s Top 25, alongside Brené Brown, Tony Robbins, and Oprah Winfrey, as well as being on leadersHum Top 200 Power List. His viral video, released on Goalcast through META, has over 91 million plus views to date. Learn more at simontbailey.com.

* * *
Follow us on Instagram and X for additional leadership and personal development ideas.

* * *

 

Posted by Michael McKinney at 06:22 AM
Permalink | Comments (0) | Find more on this topic in General Business

Leading Thoughts for May 2, 2024

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.

Robert Cooper on preparing for the unexpected:

“We don’t always handle difficult situations as well as we could. Consider that the most exceptional people in many fields—athletes, teachers, and artists, for example—spend more time rehearsing than they do performing, whereas for most people, it’s just the opposite: almost no time practicing and most of their time performing. In the rush to achieve objectives, there is little attention to actually learning, in advance, better ways to live and lead. It takes serious rehearsal to build new skills, especially when the task involves overturning deeply ingrained brain patterns and habits.

Mentally rehearsing a new way that you might behave in the face of adversity activates the prefrontal cortex, and your imagined activities begin firing neurons and wiring them into brain patterns that can be activated whenever they’re needed. Without attentive rehearsal, your brain will not mobilize in advance, and despite your best intentions, you will act out old, counterproductive routines instead—or new, counterproductive ones, fired not by calm effectiveness but by frustration, anger, and other emotions that can distract you from giving best. When you prepare the prefrontal cortex to activate ahead of time, you will be better at calmly, effectively performing the right action.”

Source: Get Out of Your Own Way: The 5 Keys to Surpassing Everyone’s Expectations

II.

Morgan McCall, Jr. on leadership development:

“People are complex tapestries of values, attitudes, beliefs, and abilities. It is misleading to believe that these ten or those ten virtues apply to all successful executives in all situations, even within the same company. How that tapestry is woven, not its individual threads, determines how it looks. The room it is hung in and the surrounding decor—not individual threads—determine whether the colors and patterns of the tapestry are a good fit.”

Source: High Flyers: Developing the Next Generation of Leaders

* * *

Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.

* * *
Like us on Instagram and Facebook for additional leadership and personal development ideas.

 

Posted by Michael McKinney at 10:35 AM
Permalink | Comments (0) | Find more on this topic in Leading Thoughts

First Look: Leadership Books for May 2024

HERE'S A LOOK at some of the best leadership books to be released in May 2024 curated just for you. Be sure to check out the other great titles being offered this month.

High Road Leadership: Bringing People Together in a World That Divides by John C. Maxwell

The world’s most influential leadership expert, John C. Maxwell, tackles the problem of our divided world in his latest book High Road Leadership. “Today it is causing people to fall—into disputes, frustration, anger, and despair. His solution is to expose the problems of taking the low and middle roads when interacting with others and teach people how to instead take the high road. Leaders who practice high road leadership value all people, do the right things for the right reasons, take accountability for their actions, and place people above their own agenda. In his trademark communication style, Maxwell teaches the principles and practices of high-road leadership that can increase anyone’s influence and help them make their world a better place.

Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs In Leadership and Life by Jeff Wetzler

Ask leads to smarter decisions, more creative solutions, and deeper relationships. Too often, we don’t find out what’s truly on others’ hearts and minds because we don’t know how to ask the right questions in the right ways. Co-founder of Transcend and former international business consultant and Teach for America executive Jeff Wetzler wants to show you how to fix that. In Ask, he brings you a powerful method called The Ask Approach™, based on a simple premise: that tapping into what other people truly think, know, and feel is a game-changing superpower.

The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes) by Ty Wiggins

Becoming a CEO is a high-stakes moment, whether it's your first, second, or third time in the seat. What you say and how you act in your early days as CEO sets the tone for how you'll be perceived for years to come. Yet, until now, few CEOs have shared their stories on what worked, what didn't, and what they wish they'd done differently. In The New CEO, Dr. Ty Wiggins, an experienced leadership advisor specializing in CEO transitions, explains how to land well as a new CEO, accelerate your impact, and unlock the most affirming experience of your career.

The Mentally Strong Leader: Build the Habits to Productively Regulate Your Emotions, Thoughts, and Behaviors by Scott Mautz

Scott Mautz defines mental strength as the ability to self-regulate emotions, thoughts, and behaviors to achieve exceptional outcomes, despite adversity. It’s the leadership superpower of our times. Mentally strong leaders are confident and in control of themselves and their environment; they have endurance, are disciplined, and external stressors make their decision-making sharper. They’re a safe port in a storm for their team. The Mentally Strong Leader gives readers a mental exercise plan to become such a leader. Readers will walk away with a menu of over 50 proven tools they can choose from to build a tailored set of habits in six areas that will make them mentally stronger

Bosses, Coworkers, and Building Great Work Relationships (HBR Work Smart Series) by Harvard Business Review

I'm not here to make work friends. Or am I? Managers, peers, work friends, mentors, frenemies, annoying people, romantic interests, your boss's boss, and so on. We probably spend more hours with our coworkers than with anyone else. So even if they're not all perfect, it's worth building connections with them that will provide you with support, help you network and learn, and keep your career moving forward.

Rise faster with quick reads, real-life stories, and expert advice. The HBR Work Smart Series features the topics that matter to you most in your early career, including being yourself at work, collaborating with (sometimes difficult) colleagues and bosses, managing your mental health, and weighing major job decisions. Other titles in this series include Authenticity, Identity, and Being Yourself at Work, Experience, Opportunity, and Developing Your Career, and Writing, Presenting, and Communicating with Confidence

The Venture Mindset: How to Make Smarter Bets and Achieve Extraordinary Growth by Ilya Strebulaev and Alex Dang

Inspired by venture capitalists’ unique way of thinking, The Venture Mindset offers a transformative playbook for delivering results in a rapidly changing world from a top Stanford professor and a technology executive. Venture capitalists are known for their extraordinary ability to spot opportunities. They know how to identify emerging trends, how to bring new industries into being, and when to hold them and when to fold. Their unique mindset has made them the force behind world-changing companies such as Amazon, Google, Moderna, SpaceX, and Zoom. Stanford Professor Ilya Strebulaev has devoted two decades to studying VCs’ counterintuitive approaches to decision-making and the reasons behind the successes and failures of corporate innovations. Alex Dang has witnessed up close how VCs’ thinking and mechanisms can create successful businesses at companies like Amazon and McKinsey. Combining their insight and extensive experience, they present nine distinct principles that will help you make better decisions, transform your business, and achieve remarkable results, no matter your industry.

For bulk orders call 1-626-441-2024

* * *
“Miss a meal if you have to, but don't miss a book.”

* * *
Follow us on Instagram and X for additional leadership and personal development ideas.

 

Posted by Michael McKinney at 08:40 AM
Permalink | Comments (0) | Find more on this topic in Books

LeadershipNow 140: April 2024 Compilation

Here is a selection of Posts from April 2024 that you will want to check out:

• Three Options to Help You Strengthen Your Feedback Skills by @artpetty
• Person Behind The Title via @LeadershipMain Be curious. Be Empathetic.
• Charisma vs. Character by @KevinPaulScott
• Transitions the Easier Way: Career & Life by @KateNasser
• The Law of Reversed Effort Caring a little less and coming to terms with a potential negative outcome doesn’t necessarily make us lazy or indifferent
• When You're on Thin Ice by @edbatista
• 7 Questions That Changed My Life by @SahilBloom Focus on Questions, Not Answers
• The Magic of Creativity by @wallybock
• How to tame your "I'm the smartest person in the room' problem by @artpetty
• Ferrari: Powering The Myth from @JohnBaldoni
• Theodore Roosevelt In the Arena Speech Anniversary via @jamesstrock
• How to Structure a Speech or Presentation by @DrNickMorgan
• Ten Critical Keys For Designing a Creative Culture by @PhilCooke
• First Principles by @KevinPaulScott
• Winning Isn't Just About Talent: It's About Culture by @mlombardiNFL via @TheDaily_Coach
• Finding Our Soul In Civility from @JohnBaldoni
• Lucky vs. Repeatable by Morgan Housel @morganhousel The way to get luckier is to find what’s repeatable.
• The Many Hats We Wear via @LeadershipMain
• How to turn problems into a curiosity engine by @neuranne Anne-Laure Le Cunff
• Quiet Quashers: Unseen Change Resistance in the Workplace by @Julie_WG
• 2 Reasons Why You Need Help To Write Your Book by @wallybock
• The Curiosity Matrix: 9 Habits of Curious Minds by @neuranne Anne-Laure Le Cunff
• The Gold Medal Fallacy by @SahilBloom Self-improvement is the natural byproduct of consistently taking actions that feel bad now, but good later.
• Does Your Team Need an Elon Musk Moment? via @AdmiredLeaders
• Get Serious About the 'E'--Drop the 'S-G' by @jamesstrock It's Time to Put the Environment First
• Where Have All The Good Leaders Gone? by @BrianKDodd
• Feedback Is the Breakfast of Champions. How Nutritional Is Your Feedback? by @wallybock
• The Power of Absence by @samchand

See more on Twitter.

* * *
Follow us on Instagram and X for additional leadership and personal development ideas.

 

Posted by Michael McKinney at 08:18 AM
Permalink | Comments (0) | Find more on this topic in LeadershipNow 140