Lead from the Front (Page 2)

Strategy as a Unifier

What holds an organization together after the plan stops working Great strategy unifies. When we set strategy, we set direction and the intent behind it. Which tells people where we're going and why the destination is worth the trip. A five-year plan does something narrower. It lists

The Myth of the "A Player"

When we look at people, organizations, and what drives leadership decisions, I’ve found no bigger stumbling block than the myth of the A-player. It's always sexy, and it has filled countless conversations, leadership seminars, and bookshelves. Find the A-players. Build the team of A-players.

How Shortcuts Compound

A wrap-up on our Leadership Development series. Over the past four posts, we've covered the steps we all take to establish ourselves as leaders. From that first emotionally crushing experience, where we acknowledge the difficulties and the challenges in front of us, to learning how to step

The Reason Behind the Rule

Handing Over the Compass, Part 4 of 4 in our Leadership Development series. Part 3 ended on the right to be wrong, and on how quietly it gets taken back, with the authority handed over in the meeting and then withdrawn one explanation at a time. The fourth stage turns

The Right to Be Wrong

Part 3 of 4 in our Leadership Development series. Building the skill to be a leader can be difficult, as we've talked about before; however, building leadership in others is often the hardest skill for anyone to learn. Where the third stage stalls Part 2 ended on two

The (Un)Comfortable Half

Preparation and Readiness, Part 2 of 4 in our Leadership Development series. What leaders do with diagnosis We ended Part 1 with a dependency. Will, then skill, then trust, then legacy, each unusable without the one before it. The crucible supplies will and a diagnosis. It names a capability you