The true enemy may be within the walls of the organization. Ask team members to anonymously rate how many of their colleagues are fully engaged and committed to the short and long-range goals of the organization or team, and you are likely to be surprised at the estimate.
Admired leadership AXIS Capital x Admired Leadership Dialogue Program Leadership Credibility – Why Should Anyone Follow You? I’m Not Above What I Ask You to Do The Credit Is Yours the Blame Is Mine Is Your Operating Principle Treat the Unimportant Importantly No One Gets Embarrassed On Your Watch Express Credibility by Understanding Constraints Elevate What Matters, Especially After Success and Failure
Admired leadership Connecting to Admired Leadership With Admired Leadership Coach & Partner, John Cook“Cracking the Code on Talent” June 3, 2025 Schedule some time with Wes to discuss specific needs for you and your team.
People who want to avoid acting or executing often ask to “study” the problem or issues. By engaging in serious inquiry about a problem or decision, they create a delay that inhibits action. Whenever people are feeling uncertain, uncomfortable, or less expert, it is not uncommon for them to suggest that studying or thinking more deeply about the problem is the next step.
Good leaders anticipate the challenges and issues faced by team members and move to prevent them from becoming problems. They provide invaluable advice when they offer a caution or warning about a potential quagmire. When given in a caring and positive way, these “guard against” messages can avert an unfolding issue or thwart an unseen roadblock.
The most critical period of a person’s brain development is determined between birth and four years old. During this span, a large part of brain growth is completed and brains begin to lose plasticity (p. 51). It’s during this period that the amount and quality of the words children hear establish life-long patterns that impact their ability to learn from healthy relationships and reach their
creative potential.
The reasons people have for doing what they do reveal a great deal about their character, values, fears, and needs. This is especially true when we examine why people speak up and register their views with others.
Humility is a superpower when possessed by competent and experienced leaders. Humble leaders draw the respect and admiration of everyone around them. By engaging others with humility, leaders build trust, deepen relationships, become more approachable, and create an atmosphere of openness and collaboration.
It is quite common for top performers to reach a level of performance where they stop making gains in their skills, outcomes, and insights. When they reach this plateau, they seem incapable of improving any further. Psychologists call this stall in improvement “arrested development,” and it happens to just about everyone at some point. As long as team members and performers continue to do what has taken them this far, they are doomed to flatline in their progress. Whatever got
At Disney’s theme parks, Magical Moments are planned events. “The Cast,” as Disney calls their park staff, are charged with a series of staged activities to enhance the guest experience and make it memorable. For instance, each day a family is chosen to officially open the park, a child is asked to introduce each live show, characters round up children for a dance captured on video and broadcast throughout the park, and a young patron is asked to become a