Lead Better - On Becoming a Leader Everyone Roots For
In this episode of Lead Better, Scott Baker and Mikey discuss the field note "On Becoming a Leader Everyone Roots For," which distills the core of admired leadership into a simple behavior: leaders must consistently go first—taking on tasks before asking others to do them. They explain how this "going first" taps into human reciprocity, builds genuine fan‑ness, and differentiates admired leaders from those who are merely results‑driven or popular. The conversation highlights historical examples, such as Lewis and Clark, and warns against using the behavior as a status‑driven gimmick or micromanagement tool. Ultimately, the hosts argue that authentic, fan‑like leadership creates lasting followership and elevates both the leader’s and the organization’s reputation.
Curiosity Is How Long You Stay in Discovery Mode
Curiosity is framed as a competitive advantage that hinges on how long individuals remain in discovery mode rather than merely asking questions. The article argues that staying engaged with the “What makes you say that?” line of inquiry uncovers deeper...
Is This Your Best Work?
The article promotes asking “Is this your best work?” as a leadership prompt to spark self‑reflection and elevate quality standards. By framing feedback as a question rather than criticism, managers turn routine reviews into coaching conversations. The technique reveals gaps...
Lead Better - Is This Your Best Work?
In this episode of Lead Better, hosts Scott Baker and Mikey dissect the provocative question, “Is this your best work?” using a historic anecdote about Winston Lord and Henry Kissinger, where Kissinger repeatedly challenged Lord to deliver his finest output....
Clarity Is What Creates Speed
A Formula One pit crew changes tires and adjusts the front wing in just two seconds because every member knows exactly what to do. The article argues that business teams achieve similar speed by building clarity before urgency. It outlines how...
Using Checklists to Teach Quality Standards
Leaders often struggle to articulate quality standards for intangible work such as meetings, communication, and analysis, leaving expectations vague. The article proposes using checklists to convert these nebulous standards into concrete, binary criteria that are easy to apply and evaluate....
Use Audience Projection to Let People Discover Your Feedback
The article introduces “audience projection,” a technique where leaders ask team members to view their work through another’s eyes, prompting self‑discovered feedback. By framing questions that simulate a reader, customer, or junior colleague, leaders help employees uncover insights without direct...
Talk People Out of a New Role Before Talking Them Into It
Leaders who first disclose a role’s toughest challenges before highlighting its benefits help candidates form realistic expectations. By candidly outlining potential obstacles, they avoid the “reality shock” that often follows a glossy recruitment pitch. Once the negatives are acknowledged, leaders...
The Good and Bad of Replaying Conversations in Your Head
Leaders often replay critical conversations to extract lessons and improve future interactions. This reflective practice can enhance understanding, emotional processing, and decision‑making when used strategically. However, when the replay becomes repetitive and unstructured, it can trigger rumination, anxiety, and even...
If the Team’s Values Truly Matter, Then People Need to Be Evaluated on Them
The article argues that true cultural integration of organizational values requires more than signage—it demands embedding those values into performance management. By translating abstract principles into observable behaviors and scoring them in reviews, companies align daily actions with stated ideals....
Failure to Confront Poor Performance for Fear of Demotivating a Critical Team Member
Leaders often avoid confronting indispensable team members for fear of demotivating them, creating a double standard where poor behavior goes unchecked. This avoidance erodes credibility, fuels resentment among other staff, and raises turnover risk. Research shows that small, frequent feedback...
Lead Better - Failure to Confront Poor Performance for Fear of Demotivating a Critical Team Member
In this episode, hosts Scott and Mikey discuss the common leadership dilemma of avoiding confrontation with a high‑performing but problematic team member for fear of demotivating them. They explore the tension between performance‑focused and relationship‑focused leadership styles, emphasizing that even...
How Generations See Privacy Differently
The article highlights a generational split in workplace privacy expectations, with older employees treating privacy as a default right and younger workers viewing it as an actively managed construct in a world of constant exposure. This philosophical divide influences communication,...
Overloading on the Negative Can Sometimes Be Highly Persuasive
Advocates traditionally avoid highlighting many downsides, fearing reduced support. Research shows two‑sided arguments increase credibility, and an “overload” strategy—explicitly enumerating every negative—can paradoxically boost persuasiveness by demonstrating confidence and passion. After presenting a comprehensive list of objections, the speaker pivots...
Leaders Who Make Relationships a Task to Achieve
The article warns that leaders who prioritize tasks often turn relationships into another checklist item. While this approach can earn short‑term productivity accolades, it typically leads to superficial gestures like forced lunches that fail to build genuine trust. Over time,...
Lead Better - Leaders Who Make Relationships a Task to Achieve
In this episode of Lead Better, hosts Scott Baker and Alana Weinstein discuss the field note "Leaders Who Make Relationships a Task to Achieve," exploring how task‑oriented "GSD" (Get Stuff Done) leaders often treat relationship‑building as a checklist item. They...
Bonding Through a Common Life Experience
Legendary coach Dawn Staley built trust with future WNBA star Bianca Cuevas by revealing a shared inner‑city upbringing, turning a defensive recruit into a top guard. The story illustrates how leaders can leverage common life experiences to break down barriers...
Less Forceful Ways of Expressing Disagreement
Leaders often need to voice disagreement, but forceful tactics can erode trust and stifle innovation. The article outlines three indirect methods—engaging with curiosity, soliciting alternative options, and probing underlying evidence—to convey dissent without alienating team members. By shifting from outright...