We all want to get things done. We need to get things done. Some of us naturally bring more urgency to our work than others. And sometimes external factors push us toward greater urgency, whether that urgency is truly needed or not. In our world, urgency is a big deal. It can drive performance. It can help
Your brain is in a constant state of change. Every day, in every interaction, it’s being wired and rewired based on what you feed it, how you respond to challenges, and the habits of thought you practice. The question isn’t whether your brain is changing — it’s whether you’re taking a conscious, intentional role in
I’ve asked hundreds of people to tell me the first thing that comes to their mind when I say the word learning. Over half reply with the word “school” or a closely related idea. This is an understandable result, unfortunate, but understandable.Why the Learning = School Connection is UnfortunateWhy do I call it unfortunate? Three big
Are you stubborn or persistent? Those two words are closely related. In fact, you might even find them listed as synonyms. They can describe similar characteristics, similar choices, and similar actions. And yet, they don’t feel the same, do they? Most of us would rather be called persistent than stubborn. Persistent sounds positive. It sounds like something we
Leadership is a judgment and decision-intensive role. Now, more than ever, we need leaders skilled in these abilities. And the quality of decisions is directly impacted by the quality of thinking involved in those decisions. The best leaders have honed their thinking skills, and the best thinking isn’t necessarily done alone. In fact, some of our
Confidence is one of the most important leadership traits — and one of the least discussed.We all want confidence for ourselves. We want it for our children. We admire it in others. Yet when it comes to leadership development, most organizations spend far more time building competence than building confidence.The truth is, both matter. And
Don’t we need leaders rather than managers? It is a question that has been posed for years. I’ve been asked this question hundreds of times. It’s an understandable question, but the wrong one. Prior to 1977, no one would have asked this question until Harvard Business School professor Abraham Zaleznik published the article “Managers and Leaders:
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