The Leadership Briefings

  • The Humble Leader Makes Room for Others to Grow

    The Humble Leader Makes Room for Others to Grow Some leaders need to be the smartest person in every conversation. They provide the answer before others finish describing the problem. They correct every imperfect idea. They hold onto decisions that someone else may be ready to make. The team may become efficient at following instructions.…

  • The Servant Leader Does Not Avoid the Hard Conversation

    Most workplace conflicts do not begin as formal complaints. They begin with a dismissive comment, a vague expectation, an email written in frustration, or a concern that no one addresses. The first incident may seem too small to justify a difficult conversation. The manager waits. The people involved begin interpreting one another’s motives. Colleagues take…

  • Retention Can Hide Disengagement

    When fewer employees resign, leaders may assume the organization is becoming healthier. Turnover is down. Experienced people are staying. Positions are easier to fill internally. From a distance, the workforce appears stable. But stability and commitment are not the same thing. Some employees remain because they believe in the mission, trust their leaders, and see…

  • Technology Can Redesign Work. It Cannot Form the People Who Lead It.

    Technology Can Redesign Work. It Cannot Form the People Who Lead It. A company can deploy new technology, redraw its organizational chart, and establish ambitious productivity goals. But it cannot order people to trust the transformation. Trust is built when leaders tell the truth, listen to those closest to the work, and remain accountable for…

  • When Leadership Becomes a Responsibility You Cannot Ignore

    When Leadership Becomes a Responsibility You Cannot Ignore Many of the best leaders I have known were not chasing leadership positions. They were not collecting titles or looking for authority. In fact, some had to be encouraged to step forward. That instinct can be healthy. Leadership should never become primarily about status. But there is…

  • The Leaders Closest to the Work Matter Most

    Organizations are under pressure to become faster, leaner, and less bureaucratic. In response, many are flattening structures, widening spans of control, and eliminating layers of management. I have expereinced this recently within my organization with the federal government. Some of this restructuring is overdue. Excessive approvals, duplicated reporting, and unclear accountability can slow good people…

  • Positive Leadership Is Not Pretending Everything Is Fine

    Leading in a challenging environment can test even the most experienced leader. Resources are limited. Expectations continue to rise. Employees are tired. Change seems constant, and every decision carries consequences for people who may already be carrying more than we realize. In that environment, leaders often hear that they need to “stay positive.” That advice…

  • Be a Connector, Not a Collector

    Be a Connector, Not a Collector The servant leader’s approach to building and stewarding relationships Most of us were taught to think about networking like collecting. Collect more contacts. Meet more “important” people. Grow your reach. Build a list of people you might call one day for advice, an intro, or an opportunity. And there’s…