books
It's not much fun to carve out time to write things down about who can do what -- there are many more fun things leaders can do. But if you don't invest the time in that, then the people who work for you, and colleagues outside
leadership
I recently found the Second City Works presents Getting to Yes, And podcast, which has great interviews and a great host (love their intro/outro music from Jukebox the Ghost) -- I really liked their Marina Nitze and Nick Sinai interview about their new book Hack Your Bureaucracy, as I
leadership
I recently listened to a great Second City Works podcast, where Kelly interviewed Annie Duke about her new book Quit. It was a fascinating discussion with so many great insights. A highlight for me was hearing about Alphabet (Google) X's Astro Teller's concept of Monkeys and
leadership
I was enjoying this Strong in Six - You Need Process So Quit Calling It Boring podcast this morning -- they made a great point that organizations need to continuously balance new actions/initiatives/goals, often coming from visionary leaders who are casting/updating where the organization is doing) with
agile
Michael Gerber's The E-Myth Revisited, from way back in 1955, talks about the concept that an entrepreneur who starts and grows a company can't just work "in" the business (e.g. doing the work that generates revenue), but they have to work "on&
leadership
While there are many aspect of our schedules that we can't control, such as bosses or peers scheduling various meetings or setting certain expectations, there people often have more influence over their schedule than they use. Step back and think about your schedule (in the context of work
leadership
I find a that the metaphor of a cornerback (CB) and the safety is valuable in a lot of professional discussions, as it makes the concepts of layers of defense or resilience a little more interesting to talk about. In football, the cornerback directly defends the wide receiver (WR), trying
leadership
There's a concept you find in a lot of domains about how valuable it is to find problems earlier in the process. * In software engineering, engineers are taught that the cost of a bug goes up exponentially the longer is exists -- it's cheap during a
leadership
When I was a junior engineer, years ago at Lockheed, I had a great senior architect who I looked up to. One time, we were heading into a meeting with several very senior directors, and he leaned over to me as we walked in, and he told me to pay
leadership
One of the things that was so important early in my relationship and marriage with my wife, was the concept of identifying gaps between what was normal to her and what was normal to me. Everyone has their own expectations of normal, based on where they grew up, how their
leadership
When creating a presentation or developing the agenda for a meeting, it's tempting to jump into writing the content, and then refine and organize it later. Fight that urge -- instead you should start by mentally 'stepping back' and thinking about the big picture (as a
leadership
Years ago, I was in a series of meetings with a partner company, and one of their leaders kept taking up big blocks of time in the meeting to talk about some of the significant problems that we were wrestling with. While sometimes it's useful to step back