Field notes

People who are fond of each other often engage in good-natured teasing. Mutual teasing expresses closeness and signals that the parties are comfortable with each other and enjoy the mutual exchange of light humor. It often builds and solidifies relationships by displaying affection in a playful way.

Some leaders and team members say or do the wrong thing. Frequently. Those who are self-aware and responsive to feedback set their sights on regulating their behavior whenever they are triggered or find themselves “doing that thing” — the very thing they would prefer not to do.

It’s not uncommon for some leaders to treat their teams as families. They ask everyone on the team to care, trust, respect, and support each other unconditionally, regardless of their performance or contribution.

People who develop and maintain professional relationships only to serve their own needs and purposes don’t fool anyone for very long. By prioritizing personal benefits over personal attachments and emotions, these utilitarian mercenaries don’t develop authentic or rich relationships with others. Instead, their relationships remain shallow, underdeveloped, and transactional.

Smart leaders and decision-makers have a fallback position for any strategic choice or decision they make. They choose not to finalize their decision or enter negotiations without it. That’s because a fallback position serves as a reference point against which they can judge the quality of offers, options, and choices. But the best advantage of a fallback position is the protection it provides. A good fallback position is a leadership safety net.