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Women, Leadership, and the Double Bind

This week, I participated in an event on “Exploring the Strength of Women in Leadership” hosted by my alma mater, Claremont McKenna College (CMC), with presentations from Dr. Sherylle Tan (CMC Professor and Director of Internships and Research, Kravis Leadership Institute), Claudia Raigoza (Director of Project Management, Fiserv), and Jessica Dang (Head of Customer Experience, Vode Lighting), and moderation by Evan Rutter (Assistant Vice President for Alumni and Parent Relations, CMC). The discussion covered many important topics that are highly relevant to all of us in the modern workforce and, of course, on International Women’s Day. Here’s my take on

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The Telltale Actions of Courageous Leaders

These days, we find ourselves with a dearth of courageous leaders. Too often, we have cowardly leaders who duck, dodge, and go along instead of leading from the front. This comes with painful consequences, from low trust in organizations and institutions to low respect and engagement in the workplace. We can—and must—do better. We need more courage. Think of the inspiring courage of Alexei Navalny. Consider Volodymyr Zelenskyy. Think of Malala. Consider the young women who testified to Congress about the wrongdoing they witnessed, despite grave personal and professional risks. And think of the poll workers who continue to do

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10 Benefits of Credibility in Leadership

When many people think about what makes a leader, too often they think about things like vision, inspiration, and charisma. They think about knowing what to do and getting people to do it. Or they think about confidence and decisiveness. Sure, these are important sometimes. But there are many other aspects of leadership that remain hidden to many—and to new leaders. A big one is credibility. When we have credibility, we’re worthy of belief and trust. It comes from a powerful combination of both character and competence. Credibility is one of the most important elements of effective leadership. High credibility

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The Telltale Signs of a Bad Boss

What’s the deal with all the bad managers out there? According to a Gallup study of 7,272 U.S. adults, one on two had left their jobs at some point in their career to get away from a bad manager. A YouGov and MHR survey of 2,006 workers found that 80 percent of U.S. workers have experienced poor management or a poor manager at least once in their career. What’s the situation in your workplace?   Signs of a Bad Boss Here are the telltale signs of a bad boss: micromanaging people lying, cheating, stealing, otherwise acting unethically being egotistical (self-centered

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What I Learned about Leadership from Playing Sports

I’ve been reflecting lately on lessons I’ve learned from playing sports over the years. Last week, I wrote about what sports taught me about life, so here I’m addressing leadership lessons from sports. We all know how sports can help build our character as well as our fitness, how we can learn about teamwork, and how athletes can be fierce and unyielding in competition but also honorable and graceful in defeat. But what do sports teach us about leadership? Here are 12 of my top lessons based on my experiences, starting at age five, on the soccer fields, tracks, Little

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Great Questions Leaders Should Be Asking

Article Summary: Many leaders are too focused on providing answers and not enough on asking great questions. On the benefits of asking questions, plus great questions leaders should ask themselves and their direct reports—and about other stakeholders. +++ Many leaders assume that their job is to provide answers. And if they don’t, they’ll look stupid, weak, or ineffective—and harm their credibility. These assumptions, while common, can get leaders into trouble. Of course, there are times when leaders must provide answers. But in many cases, they overlook the value of asking great questions. Case in point: In a Harvard Business Review

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It's OK to say no

Good Leaders Learn to Say No

Article Summary: Many leaders agree too quickly to the many requests they receive. Such frequent assent can undermine key priorities. Good leaders learn to say no. Here’s how. +++ Many of us are bombarded with requests, opportunities, and decisions to make. Our subordinates and colleagues make compelling cases for things they want or need, and we want to support them. But it’s too easy to get drawn into agreeing too often, undermining our ability to address more important priorities. It’s easier to say “yes” to our employees and associates than “no.” We don’t want to be negative, especially to those

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How Good Leaders Drive Execution in Their Organization

Article Summary: Creating an execution-driven organization is essential for leaders. There are specific tasks leaders can do with strategy, people, and operations to align their organization to execute well. Good leaders embed excellent execution into the culture of their organization. +++ Execution entails carrying out a strategy, plan, directive, or course of action. Good leaders ensure the disciplined, ethical execution of key functions that drive the necessary results of their organization. Effective execution is essential. If we can’t execute, we won’t survive long as a leader. Much has been written about purpose, values, vision, culture, leadership styles, and more, but

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How Good Leaders Handle Factions and Office Politics

Article Summary: Factions and office politics are common in organizations. Good leaders learn to bridge such factions and address the politics to help create unified and aligned organizations that excel. +++ Factions are small, dissenting groups within larger groups. Many factions take a contentious approach, fueled by their self-serving agenda and narrow and stubborn view of the way things should be. The idea of a faction is built into the founding of the United States, with heated debates about how to institute controls on government to avoid the kinds of tyranny and corruption the Colonists were fighting against. (1)  

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listening

How Leaders Can Become Better Listeners

Article Summary: Good leaders make sure they don’t talk too much. They listen more and listen well. On the benefits of being a better listener and the best practices of listening, including how to build a culture of listening. +++ Many leaders talk too much. After all, they’re in charge, and people want to know what they think (or so they assume). Some leaders are impatient. They may be quick thinkers and want to get on with taking action. Kevin Sharer tells the story of when he joined Amgen, a global biotech company, as its president and COO after coming

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The Art of Giving versus Taking Credit: A Primer

Article Summary: Deciding when to take credit versus give credit for accomplishments is a more complicated issue than many people realize. Generally, it’s best to give credit to others, but there are some scenarios where it’s more nuanced. +++ The issue of giving versus taking credit for accomplishments is a tricky one for many leaders and organizations. Many of us have worked with people who take credit for others’ work—or who deflect blame when something goes wrong. Many of us have had our ideas stolen by a colleague or even a boss. We may have worked with glory hounds, attention

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Leaders, Do You Have Your People’s Backs?

Article Summary: Good leaders tell their people, “I’ve got your back”—and mean it. They make good on that promise. They protect their team, in the process building loyalty and trust. Do you have your people’s backs? +++ In the film “A Few Good Men,” Lieutenant Daniel Kaffee, played by Tom Cruise, defends two dedicated young U.S. Marines charged with the alleged killing of a fellow Marine. At issue was a “code red” (a disciplinary action brought against a Marine who’s fallen out of line) that went horribly awry. During the court-martial proceedings, Lt. Kaffee questions Base Commander Colonel Nathan Jessep,

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The Power of Dialogue for Leaders and Groups

Article Summary: Dialogue is a rarely used but potentially transformative gathering and communication process that can help groups tap into their collective wisdom, realize new insights, and bridge divides. +++ Good leaders are effective communicators. One powerful but rarely used form of communication is dialogue. Dialogue is a special form of respectful conversation between people involving an open exchange of ideas, opinions, and experiences in which participants understand they don’t (and can’t) know everything, so they’re open to genuine sharing and learning. It elicits collective wisdom and understanding through openness, respect, and deep listening. Dialogue is an ancient practice with

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Good Leaders Believe in People–And Show It

Do you believe that most people are basically good, want to do the right thing, and have inherent talents? Good leaders have that mindset. They believe in the inherent capabilities of people. “I bring you the gift of these four words: I believe in you.” -Blaise Pascal, French mathematician, physicist, inventor, philosopher, and writer Or do you believe most people are lazy or out for themselves? Unfortunately, some bosses have that mindset.   Lacking Faith in People Some leaders have a negative mindset about people. That mindset may have been instilled by their parents, teachers, peers, or poor bosses. They

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Leadership Lessons from the Great Works

Article Summary:  A wealth of life and leadership wisdom is readily available in the great works of literature, film, theater, and oratory. We’re wise to plumb this fount of extraordinary knowledge. +++ We can learn much from the great works of history, including classic books, films, great poems, theater, and speeches. Thomas Jefferson created lists of great books for friends. Many universities have courses on the great works. Our ancestors learned from each other by telling stories around the campfire. We often learn best through stories. “We tell ourselves stories in order to live.” -Joan Didion, author Stories are full

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