Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
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A Reminder: Credible Leaders Don’t Rely on AI to Compose Their Writing
A Reminder: Credible Leaders Don’t Rely on AI to Compose Their Writing
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The Best Decision-Makers Are Value-Driven But Not Ideologically Committed
The best leaders and decision-makers are value-driven. They know what they stand for and let their values guide them in deciding the best path forward in most situations. Values play such a central role for good decision-makers that it is hard to find an exceptional leader in any industry or arena who isn’t guided by
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The Downside of Emotional Intelligence
What If Meetings Were Voluntary?
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What if Meetings Were Voluntary?
What If Meetings Were Voluntary?
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The Leader’s Antidote for Worry
The Leader’s Antidote for Worry Leaders have a lot to worry about. The rate and pace of change and the challenge of navigating an uncertain future are enough to keep even the most confident leaders up at night.
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Unconscious Competence or Why the Best Leaders and Performers Are Sometimes the Worst Teachers
Top leaders and performers often can’t fully explain how they create excellence because much of their skill is tacit, automatic, and built through experience rather than existing consciously. Once expertise becomes fluent, people stop noticing the steps, decisions, patterns, and cues that drive it, which is why experts often struggle to articulate their own know-how.
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How Candor Keeps the Blue Angels Safe
How Candor Keeps the Blue Angels Safe
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When Peers Strongly Disagree About a Decision
When Peers Strongly Disagree About a Decision
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The Case for Seeking Early Commitment
There’s wisdom in getting alignment on the destination before diving into the details. When people agree to the goal up front, they are more likely to push through the messy middle when friction ensues, rather than complain or delay. Early commitment also creates psychological ownership. People who agree to a direction early tend to invest
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Leaders Who Ask for Your Opinion But Really Don’t Want It
Some leaders feign that they are interested in what others think about an issue when, in fact, they have little interest or have already made the decision. This masquerade rarely starts as manipulation. More often than not, the leader simply believes they know best, has strong convictions, or views consensus as compromise. Over time, the