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03.13.25
Leading Thoughts for March 13, 2025
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Chris Deaver and Ian Clawson on leading together: “The dark truth of success is that if we make it all about ourselves, our own egos, our individual performance, it eventually breaks down. It won’t have staying power. Most of us have experienced the reality of bosses or corporate cultures that go it alone, pushing agendas on us rather than building with us. Startups know this feeling. People running full speed toward their dreams know this feeling. But it’s fleeting. It doesn’t last if it’s not built with others, co-created.” Source: Brave Together: Lead by Design, Spark Creativity, and Shape the Future with the Power of Co-Creation Joel Kurtzman on leadership: “The leader is not separate from the group he or she leads. Rather, the leader is the organization’s glue—the force that binds it together, sets its direction, and makes certain that the group functions as one. Good leaders are not outsiders who cheer on a group. They are part of that group, integrated deeply into its fabric and emotional life. Connecting with the group you lead means demonstrating you are part of the group, understand its challenges, can do its jobs, and can stand the pressure and the heat.” Source: Common Purpose: How Great Leaders Get Organizations to Achieve the Extraordinary Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.   Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 12:21 PM
03.06.25
Leading Thoughts for March 6, 2025
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Andrew Kakabadse, Nada Kakabadse, and Linda Davies on leading to learn: “It is clear that successful leadership is never truly mastered as it is an organic service which must be ever refreshed and refined. The changing nature and demands of the follower and the changing nature and demands of the external environment mean that even once the leader has reached a point of maximum provision for their troops in their current state, they must put some serious planning into the next likely situation they will face. There is no rest. Learning to lead never stops and the truly successful, the truly great leader knows that they are leading to learn.” Source: Leading for Success: The Seven Sides to Great Leaders Greg Satell on identifying a keystone change: “To create real change, change that sticks and won’t be soon reversed, you need to identify a fundamental issue that encapsulates the value of the mission—a keystone change that is concrete and tangible, unites the efforts of multiple stakeholders, and paves the way for greater change. Revolutions don’t begin with a slogan—they begin with a cause. Source: Cascades: How to Create a Movement that Drives Transformational Change Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 08:36 AM
03.05.25
Collaborative Design Thinking in Action: How to Achieve Breakthrough Outcomes
A team approach to problem-solving, informed by the process of design thinking, can be optimally effective in triggering inspiration, leading to fresh ideas that are highly responsive to stakeholders. Indeed, collaboration can be a force multiplier in an effort to reach an intended objective. However, what seems to be missing is how team members can perform successfully and work as a collaborative entity for the good of the project. Collaborative design thinking suggests a customized framework for team members and stakeholders to work together so that the process is unique and relevant for a particular challenge and the individuals involved. A project leader can adjust the design thinking approach to the required matrix of specialties, personalities, tasks, and circumstances — and determine how and when collaboration occurs — to yield the best possible outcome. The following three summary examples include distinctive challenges. The process for arriving at an optimal solution, however, applies to many types of problems in many types of organizations. In each of these instances, the team was able to use an aspect of collaborative design thinking to ask the questions that needed to be asked and achieve breakthrough outcomes. Example 1: Empathy as a Means to Innovate in a Pharmaceutical Company Empathy — a key component of design thinking — helped this team develop a fresh mindset and a full appreciation for special needs, leading to a new way of thinking and, ultimately, to an innovative product. Developing meaningful empathy for stakeholders is a remarkable tool for problem definition and, ultimately, solutions. The better we can get to know the people who will be using the spaces, solutions, or, in this case, products that we design, the better problem solvers we can become. It’s a simple, commonsense idea that is surprisingly neglected. In this case, one team member assumed the role of stakeholder advocate, serving as a proxy for a typical product user. Armed with primary empathic data, she was then able to propose a wonderful, responsive, economical solution that the user could not have imagined. The project was denture adhesives for small sections, or “partials,” that replaced one or two missing teeth. The biggest problem for consumers was that their appliances didn’t fit properly, and would wobble and put stress on their teeth. Food particles would lodge beneath them, causing irritation. That was the initial problem definition from a consumer-need perspective, and also what the team was focused on solving from R & D and marketing standpoints. At a team meeting, one member held a jerry-rigged gardening glove — a simulation of what the consumers were going through. She said, “I’ve been listening to you talk about the consumers, and I’ve been thinking about their challenges. What you’re missing is that you’re not hearing them say, ‘It’s really hard to apply this!’” When they (accidentally) over-applied the adhesives, it was difficult to clean up; the adhesive was essentially a polymer mixed in oil, so consumers would end up with excess oil in their mouths. She also pointed out that the team was perhaps failing to address the right problem, which was over-applying the product. The adhesives are very viscous products that are squeezed out of a tube. They are much more difficult for this consumer group to squeeze than toothpaste—and she wanted the team to understand that. Back to the gardening glove. The member attached bits of hard plastic to the fingers on the glove to provide resistance, so it required more effort than usual when squeezing or doing any sort of motion — mimicking an arthritic hand and giving the R & D team an empathic sense of the experience of the typical consumer. While using the glove, it was very hard to properly apply the new products the team was trying to develop: they were all too thick. One solution was to rethink the original tube design and develop a novel application device. Similar to a pen clicking, a click would provide a metered dose, which was easier on the arthritic hand and did not require a squeezing force. With the glove on, it was much easier to click on the prototype device than it was to squeeze from a tube. Here, empathy provided the means to transcend a given problem, formulating questions that expand, illuminate, or otherwise open up the problem. Example 2: Improving Outpatient Services in a Health Care Clinic Recently, a team investigated how they might improve outpatient services for the family medicine clinic at a major urban hospital center. This is one of the busiest single-site clinics in the country, with over 80,000 patients per year. The team initiated a design workshop with the clinic’s providers to fully understand their challenges. One issue is the late patient who shows up 15 minutes after a scheduled appointment and the resulting stress on the provider, who still has to see that patient and then be late for other patients for the rest of the day. Business as usual — a slip of paper with the scheduled follow-up appointment and a phone call reminder to the patient — was clearly ineffective. The team thought about ways to assist patients to arrive on time for their appointments. They interviewed patients and providers, then prototyped and mocked up potential solutions. They used a storyboard technique to propose an app that would message patients at different times before their appointments, reminding them to show up on time. The team did not create anything brand new; there are existing platforms that accomplish the same thing. However, from the interviews with patients and from a review and analysis of precedents, they were able to ascertain that there are optimal times for reminder texts to be effective and to not be perceived as an annoyance. The team succeeded in proposing a solution that could be immediately implemented in the family medicine clinic, with a simple messaging app for the 90% of patients who had smartphones that could receive text messages. Example 3: Applying Collaborative Design Thinking to Find New Treatment Pathways for Disease Inspiration can come from just about anywhere — even from unrelated disciplines that enable us to examine problems from a fresh perspective. In this case, it was parents, not researchers, who recognized that cannabidiol (CBD) was effective in treating rare pediatric seizure disorders that were unresponsive to mainstream therapies. Investigators, regulators, and physicians took their cue from parents and brought Epidiolex to market. Reframing the question is another tactic in collaborative design thinking that facilitates new ways of examining a problem. Instead of asking, “Is there another, creative way of effectively destroying or removing cancer cells?” we might ask, “What if there is a different, perhaps better, means to achieve remission in a given case?” Articulating questions can be extremely valuable in determining whether or not they lead in a fruitful direction. Posing the right questions is a component in the design thinking loop that can be weighted heavily in the process to provoke a creative response. The innovative response to the “what if” question above involves a promising approach to transform the cancer cells rather than destroy them. Be mindful to pose questions that may be counterintuitive or completely off the wall to elicit the most potentially innovative responses. Obviously, specific and investigational treatment plans are far more complicated and individualized than suggested here, but the point is to demonstrate how bold new ideas can evolve from a different way of thinking. Closing the Gaps Not just for designers and architects, collaborative design thinking can be applied across many disciplines to solve real-world problems and reconcile dilemmas. Design thinking can infuse collaboration with a disciplined way of working; it can close many of the gaps in typically unfocused, occasional brainstorming sessions and attempts at collaboration that ultimately don’t work. While there is no magic formula, components of both collaboration and design thinking can be studied, systematically characterized, and rationally wedded to a process that yields effective and innovative solutions.  Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 09:56 AM
03.01.25
First Look: Leadership Books for March 2025
HERE'S A LOOK at some of the best leadership books to be released in March 2025 curated just for you. Be sure to check out the other great titles being offered this month.
as our job expands, the added pressure to perform corrupts our actions, and our increased power will blind us to the impact of those actions. Even the most well-intentioned manager can quickly become the boss nobody wants to work for. You’re the Boss is your executive coach in book form. It offers a fresh, evidence-based framework for managing pressure and power with grace and intelligence. Nawaz’s potent, proven strategies guide you to anticipate the unavoidable hazards of leadership without changing who you are, based on over two decades of coaching and in-depth research into the psychology of behavior and relationships. Discover a powerful way to manage yourself and others, navigate working relationships, and communicate effectively. Become the boss you want to be—and others need—while experiencing less stress and greater impact.
Life isn’t linear, and yet we constantly try to mold it around linear goals: four-year college degrees, ten-year career plans, thirty-year mortgages. What if instead we approached life as a giant playground for experimentation? Based on ancestral philosophy and the latest scientific research, Tiny Experiments provides a desperately needed reframing: Uncertainty can be a state of expanded possibility and a space for metamorphosis. Neuroscientist and entrepreneur Anne-Laure Le Cunff reveals that all you need is an experimental mindset to turn challenges into self-discovery and doubt into opportunity. Readers will replace the old linear model of success with a circular model of growth in which goals are discovered, pursued, and adapted—not in a vacuum, but in conversation with the larger world.
Humans have always been good at inventing tools that change the way we live and work—though not always good at adapting to those changes. Will the power of AI create a new era of robotic, impersonal efficiency, or will it catalyze a renaissance, redefining leadership and the world of work? So far, that question has mostly prompted a wave of anxiety about the disappearance of jobs and the loss of humanness in our work lives. AI has the power to transform leadership for the better—the key is in how leaders use it. By delegating tasks to AI and using it to augment skills and behaviors, leaders have an opportunity to unlock a truly human experience of work while enhancing organizational performance. The AI-augmented leader moves beyond a focus on the technology itself to constantly probe how it can enhance and deepen the core qualities of human-centered leadership: awareness, wisdom, and compassion. In this way, AI can help leaders and organizations become more human.
No matter who you’re talking to, The Next Conversation gives you immediately actionable strategies and phrases that will forever change how you communicate. Jefferson Fisher, trial lawyer and one of the leading voices on real-world communication, offers a tried-and-true framework that will show you how to transform your life and your relationships by improving your next conversation. The Next Conversation will give you practical phrases that will lead to powerful results, from breaking down defensiveness in a hard talk with a family member to finding your own assertive voice at the boardroom conference table. Your every word matters, and by controlling how you communicate every day, you will create waves of positive impact that will resonate throughout your relationships to last a lifetime.
Conflict is getting the better of us. From our homes and community centers to C-Suites and Congress, disagreements are happening everywhere, with increasing frequency, and are being treated like zero-sum games that allow little margin for error and even less room for productive conversations. Conflict Resilience is not another book about conflict resolution, nor is it about problem solving. Conflict Resilience combines practical applications of advanced conflict management and study of the human brain to teach anyone how to turn conflict and negotiation into an act of union. This book provides the most cutting-edge and scientifically-grounded tools for driving agreement when possible and for empowering you to disagree better when the differences cut deep and the relationships matter most. This is a chance to bring people together, and an invitation to radically transform how we interact with our friends and families, our co-workers, our students, and our neighbors—anyone with whom we find ourselves in disagreement.
In our distracted, divisive world, the transformative power of true listening has never been more essential. Radical Listening is a revolutionary guide to mastering this vital skill from renowned experts Christian van Nieuwerburgh and Robert Biswas-Diener. Moving beyond simply hearing words, their groundbreaking framework teaches you to actively co-create meaning and connection. Though we spend nearly three hours a day on the receiving end of communication, listening is frequently neglected. We're bombarded by data, digital distractions, and a culture that celebrates talkers over listeners. Radical Listening provides the antidote, equipping you with six core competencies: Noticing, Quieting, Accepting, Acknowledging, Questioning, and Interjecting.
In The Super Upside Factor, Daniel Kang draws on his experience as a venture capitalist at Softbank Vision Fund and a Y Combinator-backed founder to adapt asymmetric principles for personal and professional life. He offers a clear framework for maximizing luck and generating outsized returns―what he calls Super Upsides. Through vivid, real-life experiments, Kang demonstrates how he put these principles into practice―from securing a book deal writing just 15 minutes a day; to recovering from a spiralling plane as a pilot; to raising millions by betting on pivotal career shift. Backed by decision science research and personal experimentations, the book strikes a balance between theory and practical advice, guiding readers to identify and optimize skewed life bets. Beyond the tactical elements, Kang explores the human side of applying these principles, including discussions on mental health, emotional struggles, and even tactically quitting.
   
“You can't think well without writing well, and you can't write well without reading well. And I mean that last "well" in both senses. You have to be good at reading, and read good things.” — Paul Graham, Y Combinator co-founder
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Posted by Michael McKinney at 09:56 PM
02.28.25
LeadershipNow 140: February 2025 Compilation
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Posted by Michael McKinney at 08:07 AM
02.27.25
Leading Thoughts for February 27, 2025
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Craig Wright on the value of thinking opposite: “The more a person can exploit the contradictions of life, the greater his or her potential for genius. Great artists, poets, playwrights, musicians, comedians, and moralists embed oppositional forces in their work for dramatic, and sometimes comic, effect. Brilliant scientists and mathematicians seemingly do not go in search of contradictions but are comfortable when they find them. Transformative entrepreneurs look for contrarian solutions. If you want to better understand an object or concept, conceive of the opposite.” Source: The Hidden Habits of Genius: Beyond Talent, IQ, and Grit—Unlocking the Secrets of Greatness Clay Scroggins on the key to simplifying: “Find that one sentence that defines why you do the things you do, and it can have massive repercussions on your life moving forward. When you can clarify your why—and by that, I mean the answer to every ‘why do you do what you do’ question—you can start to live and lead effectively.” Source: How to Lead in a World of Distraction: Four Simple Habits for Turning Down the Noise Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 07:01 AM
02.20.25
Leading Thoughts for February 20, 2025
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Richard Farson on contradictions: “Contradictory impulses to both succeed and fail can be found in every project, every work team, even every individual. Every management choice, Job offer, or new applicant can appear both appealing and unappealing. Every deal is both good and bad. That is why leadership is essentially the management of dilemmas, and why tolerance for ambiguity—coping with contradictions—is essential for leaders, and why appreciating the coexistence of opposites is crucial to the development of a different way of thinking. It is often the most valuable service one can offer an organization. But it requires nontraditional thinking. Source: Management of the Absurd: Paradoxes in Leadership Steven B. Sample on thinking gray: “The leader whose thinking is constrained within well-worn ruts, who is completely governed by his established passions and prejudices, who is incapable of thinking either gray or free, and who can’t even appropriate the creative imagination and fresh ideas of those around him, is as anachronistic and ineffective as the dinosaur. He may, by dint of circumstances, remain in power, but his followers would almost certainly be better off without him.” Source: The Contrarian’s Guide to Leadership Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 07:20 AM
02.17.25
7 Qualities that Drive High-Impact Teams
ORGANIZATIONAL teams determine overall performance, shape culture, drive growth, and deliver results — or not. Today’s teams face a new reality. Never before have they encountered the changes and challenges brought on them by remote, hybrid, and in-person work environments. Add in the emergence of AI and countless other workforce and societal trends, and it’s apparent that yesterday’s approaches no longer apply to today’s realities. This time of disruption demands that organizational leaders take an honest look at their teams and how they function and then apply accurate data to inform new ideas, explore strategies, and pursue professional development to position themselves for success. A recent study of 1,000 working Americans revealed essential actions needed for navigating today’s evolving work environments and team dynamics. The findings point to seven key behaviors, practices, and mindsets that describe high-achieving teams. Together, these qualities will enable leaders to reshape culture and drive high performance. As leaders realize the importance of getting it right to survive this new environment, they can draw from the study’s data-driven guidance and take action to redirect the trajectory of today’s teams. These key insights will inform leaders on where and how to take immediate action that will have impact and add immediate value to their teams: 1. Ensuring accountability. The study found that some 4 out of 10 people on a team at work are not experiencing the accountability that is so often requisite for trust, collaboration, teamwork, and results. Further, 54 percent have mentally checked out because a member wasn’t stepping up or was ineffective. In contrast, great teams are accountable to their leader and to each other — whether or not the leader is around. 2. Addressing distractions. The number and magnitude of distractions confronting workers has greatly increased through new technology, social and global events, and changes in the workforce and work environment — think hybrid and work-from-home settings. The findings showed that 1 in 3 workers were on teams without established standards to address distractions. In contrast, high-achieving teams have clear, agreed-upon, and proven standards to increase the likelihood of alignment, efficiency, and positive outcomes. 3. Elevating direct communication. A majority (57%) of workers said their teams do not freely share issues and ideas without being prompted — often referred to as “reactive honesty.” More alarming, 1 in 8 (12%) remain silent even when prompted to speak up. In contrast, high-achieving teams share issues and ideas without being prompted. Teams that embrace “straight-line communications” — addressing challenges directly through clear, direct communication — promote faster resolutions, better collaboration, and greater success. 4. Systemizing communication. The study explored communication on teams from a variety of angles and found that 39 percent of workers feel out of the loop on their teams. In contrast, a clear communication strategy and framework creates a foundation for effective, consistent communication across teams at all levels. Holding regular informative meetings, engaging in active listening, and instilling trust were among the top strategies for systemizing effective communication. 5. Understanding the influence of power. Close to half (44%) of workers said they felt only conditional power — or even powerless — on their teams. For leaders at every level, it’s important to understand the mindset, role, and influence of power on teams. Those who do so help to better engage and unlock the high achievement of different team members. 6. Optimizing differing work environments. Study findings highlighted the difficulty of addressing differences in workplace preferences. More than two-thirds (69%) reported that they found working in person at the office to be the most effective type of team interaction — followed by email (45%), online video conferencing (44%), and instant messaging (43%). High-achieving teams continually examine the interactions that allow them to most effectively move forward. 7. Promoting consistent high achievement. A great majority (75%) of workers said that being on a consistently high-achieving team would be a significant improvement to their work experience. In this time of workplace complexity, creating highly effective teams is a key solution to overcoming intrusive organizational challenges and to creating great cultures that drive results. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 10:53 AM
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You're the Boss
Tiny Experiments
More Human
The Next Conversation
Conflict Resilience
Radical Listening
The Super Upside Factor
Here is a selection of 
