4 Ways to Build Tenacity in Others
The article outlines four practical ways leaders can cultivate tenacity in their teams. First, it urges an “earn‑it” mindset that frames opportunities as rewards for effort. Second, it recommends adding challenge weight incrementally to avoid overwhelming employees. Third, it suggests focusing on the next fifteen minutes to break down big goals. Finally, it warns against over‑helping, encouraging leaders to wait for requests before stepping in.
Lipstick on a Pig
The article warns leaders against superficial fixes—"lipstick on a pig"—that conceal deeper organizational problems. It distinguishes technical issues, solvable with tools, from adaptive challenges that require behavior change, such as rebuilding trust. The author urges leaders to stop treating symptoms...
5 Questions That Unleash Humility
The article presents a five‑question framework to cultivate humility in leaders, emphasizing curiosity, gratitude, and openness to alternative views. It argues that humility drives continuous learning, better decision‑making, and stronger team dynamics. By turning abstract virtues into concrete prompts, the...
Howling Monkeys Make Lousy Leaders
The article argues that vocal, controlling leadership – likened to a howling monkey – hampers productivity and engagement. It contends that effective leaders provide clear guardrails, trust competent team members, and step back to let talent operate. By reducing noise...
The Forgotten Habit
Stephen R. Covey’s classic Seven Habits omits a crucial eighth habit: the ability to begin again. The article proposes a "to‑stop" list that helps leaders discard outdated practices and embrace purposeful abandonment. It links kindness with excellence, urging leaders to...
7 Tests to Expose Wise Leaders
The article outlines seven observable tests that separate wise leaders from merely competent managers. It argues that wisdom is demonstrated through curiosity toward feedback, listening to understand, seeking input, consistent conduct, influential peers, emotional control, and the ability to develop...
The Dogs In the Shed
Leadership expert uses dog‑breed metaphors to illustrate that employees thrive when placed in roles that match their innate strengths. The article argues managers should stop trying to fix mismatched talent and instead focus on identifying and releasing individuals into positions...
The 6 Sense-Making Questions
The article frames sense‑making as a map‑making process that helps leaders interpret events rather than react reflexively. It outlines six core questions—from labeling what’s happening to deciding what to do—that structure how people assign meaning, cause, identity, and future expectations....
Multiply Or Die
“Multiply Or Die” contends that true leadership is measured by the ability to develop other leaders, not by exercising control. It promotes freedom over authority, urging leaders to set direction, establish boundaries, and let capable team members act independently. The...
Comfort Makes You Stupid
Leadership Freak outlines four practical habits to counteract complacency and boost mental growth. It urges readers to step out of comfort zones, ask probing questions, reflect through journaling or coaching, and avoid the arrogance trap by staying open to diverse...
Enjoy Happiness
"Enjoy Happiness" offers a contrarian view that chasing happiness directly hampers well‑being, recommending instead that individuals focus on meaning, accept sadness, and cultivate intentional positive habits. The piece lists seven actionable steps—from pursuing purpose over fleeting pleasure to giving away...
Absolutely Fit to Lead
Leadership expert Jimmy Collins argues that true leadership starts with the ability to follow. He emphasizes humility, learning from experienced mentors, and aligning with a larger vision as essential steps before assuming a title. The article outlines four practical ways...
Escape The 4 Traps
The article outlines four common leadership traps—friction, relational, moral drift, and ego—that silently undermine organizational health. Each trap is described with behaviors that create inefficiency, erode trust, compromise ethics, or stifle collaboration. Simple action steps, such as “to‑stop” meetings and...
The Destruction of “Maybe”
The article warns that using “maybe” as a stand‑in for “no” creates false hope, stalls decision‑making, and erodes trust within teams. It lists common “maybe” phrases that leave talent hanging and explains how indecision paralyzes progress. The piece advocates for...
3 Ways to Ignite Commitment
The article argues that true employee commitment, unlike forced compliance, is generated through genuine relationships and mutual investment. It outlines three practical levers—demonstrating care, committing to people through development, and aligning personal benefits with organizational goals—to transform intent into action....