Daniel Kahneman, Nobel Laureate and founder of behavioral economics, says that we have two selves: our experiencing self and our memory self. Our experiencing self likes to be happy in the moment—with people we like, in a comfortable environment, and engaging in fun activities. Our memory self is more interested in goal attainment than comfort and familiarity; it seeks out experiences that make for good, memorable stories.
Category: Exceptional Leadership
Leadership Goals are accomplished by great leaders by using the process known as GPSing. You must first begin by asking goal questions, then position Q.
Leadership Efficiency can be costly to the sustainability of an organization. When you strive for efficiency you can lose your sense of purpose.
Criticism feels so harsh and none productive. It is often hard to listen to from others and although we don’t like to admit it. It is difficult for others to hear from us. Converting criticism into commitment can be done in several ways. Read this post to find out how you can be more effective.
By Jonathan Bennett In this paper I shall present not just the conscience of Huckleberry Finn but two others as well. One of them is the conscience of Heinrich Himmler. He became a Nazi in 1923; he served drably and quietly, but well, and was rewarded with increasing responsibility and power. At the peak of his career he held […]
When I ask leaders where they are most productive, they often say on the plane. They enjoy being unplugged for several hours, and they get more done. Avoid using wifi on planes if you can. And if you’re not on a plane, imagine you are for the next few hours. What might you be able […]
Sometimes not feeling like you belong has more to do with you than with the others in the group. Try changing the question. Instead of asking yourself “Do I belong?” or “Why don’t I belong?” ask, “How do I belong?”
This is part three of our seven part series on Trust. Many leaders think of trust is something for them to gain rather than give. This series supports the priority of giving trust to support your goal to become an exceptional leader.
Capacity is one of the core tenants of having trust for others. Imagine that you don’t believe one of your co-workers has the capacity to carry out a specific, objective, strategy, or action because they are beyond their capacity to get another initiative done. How likely are you to give them another opportunity to carry forward? You will likely find a work around; do it yourself, find someone down the chain of command to do it. Defer the project. It makes it very difficult to have trust for someone when they show-up this way.