leadership   43182

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Help Your Team Do More Without Burning Out
As we begin our coaching session, Nick is fired up. He radiates energy, his eyes are beaming with determination, and he never really comes to a full rest.
leadership  pinboard 
1 hour ago by cwebbdesign
If Humility Is So Important, Why Are Leaders So Arrogant?
Indeed, humility in the service of ambition is the most effective and sustainable mindset for leaders who aspire to do big things in a world filled with huge unknowns.
leader  leadership  humility  humble 
8 hours ago by johnnyreach
The Downside – The Startup – Medium
I had to learn how to mitigate my propensity to treat every conversation as the most important one I was having that day, and really try to understand how important it was to me and what value, if any, my opinions were adding.
leadership  management  collaboration  feedback  change  strengths  weaknesses 
16 hours ago by devin
On Mars | Board Game | BoardGameGeek
In 2025, the first settlers arrived on Mars! The first small colonies developed and now, 10 years later, a group of very powerful space exploration companies are establishing a major colony ruled by a terrestrial organization, the OMDE (Organization for Mars Development and Exploration).

As an astronaut from a private space exploration company, you want to be a pioneer in developing the biggest, most advanced colony on Mars, achieving the OMDE goals as well as your company’s hidden agenda.

By bringing in and managing settlers, you’ll be able to explore, mine, build, power, and upgrade buildings.

You will lead the construction and assembly of farm domes, water compounds, and power generators.

Trade or buy in markets both locally and on Earth.

And in the end, become a self-sufficient colony independent of any terrestrial organization.

Do you dare to take part in mankind’s next biggest conquest?

Grab a piece of it for yourself!

The game starts with a small colony and a few buildings already built: the O₂ factory, shelters, a generator, a farm, and a water compound.
Pol._11  mars  state  Power_materials  Violence_y_Power  Leadership  SON 
yesterday by Jibarosoy
The Seven Leadership Secrets of Great Team Captains - WSJ
The captains of history’s most successful sports teams relied on a range of unexpected traits, from dissent and rule-breaking to quiet communication and emotional self-control.
leadership 
yesterday by mwa4
The traits I value most in the people I work with... - macton
Be a champion for quality
Be a champion for efficiency
Have an insatiable curiosity
Have a point of view
Value good communication
Value introspection and self-review
Be pro-active
Be fearless in the face of hard problems
Value performance
Value simplicity
Be responsible with expectations
Be responsible with time and resources
Bring more value than cost
Give and receive feedback well
Be a leader
leadership  inspiration  advice  management 
2 days ago by tobym
The Best Bosses Are Humble Bosses - WSJ
Teams led by humble leaders outperform teams led by egocentric ones.
Sprint2  leadership 
2 days ago by neilperkin
Clear is Kind. Unclear is Unkind. | Brené Brown
We started our interviews with senior leaders with one question: What, if anything, about the way people are leading today needs to change in order for leaders to be successful in a complex, rapidly changing environment where we’re faced with seemingly intractable challenges and an insatiable demand for innovation?

There was one answer across the interviews: We need braver leaders and more courageous cultures.

To better understand, we followed up by asking, Why courage? and What’s getting in the way of building more daring cultures? Of the ten behaviors and cultural issues that leaders identified as barriers to courage, there was one issue that leaders ranked as the greatest concern: Avoiding tough conversations, including giving honest, productive feedback.

Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of “nice and polite” that’s leveraged as an excuse to avoid tough conversations.

Whatever the reason, there was saturation across the data that the consequences of avoiding tough conversations or tapping out of a difficult rumble as soon as it gets uncomfortable include:

1. Diminishing trust and engagement;
2. Increases in problematic behavior, including passive-aggressive behavior, talking behind people’s backs, pervasive backchannel communication (or “the meeting after the meeting”), gossip, and the “dirty yes” (when I say yes to your face and then go behind your back); and
3. Decreasing performance due to a lack of clarity and shared purpose.

Over the past several years, my team and I have learned something about clarity and the importance of hard conversations that has changed everything from the way we talk to each other to the way we negotiate with external partners. It’s simple but transformative: Clear is kind. Unclear is unkind.

I first heard this saying two decades ago in a 12-step meeting, but I was on slogan overload at the time and didn’t even think about it again until I saw the data about how most of us avoid clarity because we tell ourselves that we’re being kind, when what we’re actually doing is being unkind and unfair.

Feeding people half-truths or bullshit to make them feel better (which is almost always about making ourselves feel more comfortable) is unkind.

Not getting clear with a colleague about your expectations because it feels too hard, yet holding them accountable or blaming them for not delivering is unkind.
psychology  brenebrown  leadership 
2 days ago by cnk

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