How not to jump to conclusions: ask what else could be true
To avoid making rash decisions on incomplete information, it’s important to pause and ask yourself what else could be true.
To avoid making rash decisions on incomplete information, it’s important to pause and ask yourself what else could be true.
Don’t be the type of person who throws out their umbrella in a rainstorm because they stopped getting wet. And don’t put that type of person in leadership.
It’s all the same water, but go in from one side you’re safe, and go in from the other side you’re in danger. There’s a metaphor in here somewhere.
“Why” is a way to get answers, but it’s also an accusatory, aggressive question to ask. Empathetic leaders don’t ask why. Here’s why.
Leaders need to understand the four basic types of motivation and how they can exploit them all to get their teams moving forward.
I’m celebrating milestones today. It’s important for a person, and it’s especially important for leaders. We don’t pause to celebrate milestones often enough.
You have a dream. Someday you’ll do it. But you never quite make progress. Here are three traps that may be keeping you from achieving that dream.
Getting people to consensus, not conflict, relies on sticking to the basics of leadership. Meetings that devolve into opinion free-for-alls serve no one.
Business trends seem to be focused on dehumanizing interactions. I want to be someone that people want to work with. It’s core to who I am. But am I sabotaging myself?
If you have a dream, some charlatan sees you as a good mark. Here are red flags and green flags to help you tell the quality service providers from the liars and cheats.