10 min read · From 2015 · Kim Scott cut her teeth as a manager at Apple and Google, and now helps create great leaders as an author and coach for companies like Twitter. Here's the secret that's made all the difference for her.
From 2015 · Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question "Why?" His examples include Apple, Martin Luther King, and the Wright brothers ...
3 min read · Apr 20th · Your next meeting should be silent Here’s how to change the conversation Meetings can be completely sidelined in the first 30 seconds. There’s one in every group: the guy who opens his mouth first.…
This silence, paradoxically, allows us all the same amount of time to speak our mind….except we’re doing it in our heads first, and on a shared canvas second. Everyone’s voice can be heard equally in this way.
People respond instead of think.When someone shares their first thoughts and opinions on a particular idea, we frame what we say next based on a response to what the first person said. We agree or we don’t. We offer a “Yes and…” or a “No, but…”
1 min read · Jul 14th · Where would we be without curiosity? Curiosity is: Enthusiastic “not knowing”.Willingness to be wrong.Drive to make sense of things.Delight in surprises.Dissatisfaction with the status quo. Curiosi…
6 min read · Jul 24th · Leadership tends to be the expectation. If you want to move up in the world, you have to be a leader. But that's not the case—and here's why it's important to understand that.
These meetings involved everyone, and everyone had a voice and gave input. It didn't matter if you were a leader who'd been at the company for five years or an individual contributor who just started the day before. Everyone had a voice because these decisions would impact everyone.
6 min read · Jul 26th · In writing The CEO Test, I teamed up with Kevin Sharer—former CEO of Amgen, board director, leadership professor at Harvard—to tap into his experience as well as the breadth of all my interviews to…
3 min read · Jul 23rd · Understanding the transition will help increase your chance of actually making it.
Level three is the expert leader. This leader is still hands-on to some extent, helping to shape the project, leading from the front, and guiding the team with their subject manager expertise and knowledge. Level four is the engaging and enabling leader. At this stage, leadership changes. It's not about your contribution to the results; it's about your ability to engage teams, build teams, and set them up for success even if they work in a field outside your expertise.
Each level has its own challenges and difficulties, but the biggest and most difficult transition is from expert leader to engaging leader. In all the other transitions, it's just about doing more of the same but on a bigger scale, but the jump from level three to level four requires a change of skillset.
1 min read · Jul 23rd · Matt Mochary was on a high. AngelList CEO Naval Ravikant had just told the leadership consultant and former startup founder that their 90-minute session had solved a problem Ravikant had been…