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04.10.26
Why Managing Attention Is the Key to Effective Leadership
IN MANY organizations, productivity is flat while stress and burnout are climbing. While many blame the unmanageable workload, the problem is really the overwhelming thoughtload. Thoughtload is the invisible tax on performance and productivity that comes from a treacherous triad of rising cognitive demands, escalating emotional burdens, and declining energy reserves. As thoughtload increases, it’s less likely that team members will be productive, creative, or collaborative. Managers need to support their teams in reducing each component of thoughtload, but first, they need to address their own chaotic experience. It’s impossible to manage the madness if you’re creating it. Focus Your Distracted Attention While the endgame is for you to reduce your team’s thoughtload, you cannot manage the madness if you’re caught up in it. Just think of all the ways your thoughtload impacts your team members. If your attention is diluted across a vast range of issues and initiatives, your team won’t know what to prioritize. If you’re nervous, impatient, demoralized, or hostile, you’ll pass that emotionality on to your people. If you’re run down, exhausted, and uninspired, how do you expect your direct reports to have pep in their step? You need to tackle your thoughtload first. But where to start, given that your attention, emotions, and energy are so intimately intertwined? I always tackle attention first, because you have no hope of taming emotions or restoring energy if you don’t manage your attention. The Achievable Ambition: Focused and Flowing Before we talk about how to effectively focus your attention, let’s agree on what “good focus” would look like. I’m not promising you that you can achieve Zen master status, but I’m promising you that you can create a world where you experience periods of deep concentration, leading to productive work and a sense of accomplishment. What if you could experience this:
Science Synopsis What’s going on in your body and mind when your attention is distracted? To put it simply, your brain is a mono-tasker, not a multi-tasker. For the most part, you can pay attention to only one thing at a time. Sure, you can walk and chew gum, but that’s because you don’t need to pay conscious attention to do either. If you switch out gum chewing for walking and texting, you’ll get a different result. Your attention goes to texting, not walking, and you’re okay until there’s a bump on the sidewalk. While you feel like you’re multitasking, what you’re actually doing is toggling—switching your attention from one thing to the other. It turns out that toggling is inefficient:
And multitasking doesn’t just slow you down; it gets you down. Attempts to multitask are associated with increased stress, heightened anxiety, and even temporary depressive symptoms. When it comes to thoughtload, multitasking is part of a vicious cycle. When you’re anxious about how much you have to do, you tend to multitask to alleviate anxiety. Ironically, instead of helping you plough through more work, multi-tasking can make you less productive, leaving you with more to do, which in turn makes you even more stressed. Brutal! If multitasking doesn’t work, why do we keep attempting it? That’s another aspect of the vicious cycle. The more tired and overwhelmed you are (the energy component of thoughtload), the poorer your brain is at calibrating what you should attend to and what you should ignore. Instead of focusing on the most important thing, you prioritize based on more primal criteria like recency (What was the latest notification to ping?), fear (Who’s the scariest person breathing down your neck?), or comfort (What’s the easiest or most fun thing you could strike off your to-do list?) When you make one of these suboptimal prioritization decisions, you dig yourself into a deeper hole. Bad attention choices lead to poor outcomes for your emotions and your energy. A Better Alternative What does science tell us about a better alternative? Most of us work more effectively when we focus on one thing at a time and work uninterrupted for 30 to 45 minutes. Between blocks, we need a 5- or 10-minute rest to reset, and then we’re able to do another sprint. After two or three blocks, we need a longer break. One series of studies showed a range in the most productive durations with sprints ranging from 52 to 112 minutes with the accompanying rests of between 17 and 26 minutes. Working this way, in a series of sprints and rests, we get more done, with higher quality, and less stress. But before you start hacking productivity like a tech bro and thinking that your goal should be eight (or eighteen) hours a day of uninterrupted, heads-down focused productivity, note that you’re probably built for at most four hours a day of this quality of work. Your brain doesn’t stay at peak performance for longer than that. Another thing to understand about your brain is that different tasks require different brain processes. Task batching, that is grouping similar activities, reduces the cost of switching and decreases errors. When speed is the goal, put like with like. In contrast, to increase creativity or provide some mental relief, deliberately switch tasks to something with an entirely different vibe. Armed with that understanding of the value of focus, let’s talk about what you can do to reduce your thoughtload by managing your attention. Here’s what I’ve seen when it comes to your focal point: Focus on activity, become a busy person. Focus on outputs, become a productive person. Focus on outcomes, become an effective person. Sure, being productive is better than being busy, but if your productivity isn’t leading to changes in your outcomes, what’s it worth? Being effective is what it’s all about. When you pay attention to being effective, you don’t need to be as productive because all those things you were churning out that weren’t making a dent aren’t required anymore. When you don’t need to be as productive, you can be less busy because fewer outputs mean fewer tasks. That’s the first step in managing your thoughtload—choosing your quest and aligning your attention to accomplish it. Once it’s clear, find a way to keep your quest top of mind. The work to confront how your environment and even your own delusions direct your attention to all the wrong things can be intense and excruciating. And it’s not lost on me that your boss, who is slagging you for not making more progress, is the person most likely to be swamping you with low-value activities. (If that’s the case, your boss needs this process as much as you do. Work through it together.) You have things to accomplish. Real things. Meaningful things. The better defined they are, the easier it is to see what’s essential versus what’s trivial and wasteful. When you do more of the former and less of the latter, your team will benefit and both you and your boss will get kudos.    Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 02:56 PM
04.09.26
Leading Thoughts for April 9, 2026
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Greg Satell on change: “It is never enough to merely state grievances to challenge the status quo. To create meaningful change, you must put forward an affirmative vision for what you want the future to look like. This is not about messaging. It’s not enough to merely express your grievances more artfully. You have to define an alternative that is actually better, not just for those who agree with you, but for the vast majority of those who will be affected by the change you seek.” Source: Cascades: How to Create a Movement that Drives Transformational Change Richard S. Tedlow on seeking truth: “Denial is a powerful impulse, but we are not entirely powerless to resist it. Through self-knowledge, openness to criticism, and receptivity to facts and perspectives that challenge our own, we can arm ourselves against denial. This is easier said than done.” Source: Denial: Why Business Leaders Fail to Look Facts in the Face—and What to Do About It 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 03:16 PM
04.02.26
Leading Thoughts for April 2, 2026
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Frank Barrett on Provocative Competence: “Leadership as design activity means creating space, sufficient support, and challenge so that people will be tempted to grow on their own. The goal is the opposite of conformity: a leader’s job is to create the discrepancy and dissonance that trigger people to move away from habitual positions and repetitive patterns. I’ve come to think of this key leadership capacity as ‘provocative competence.’” Source: Yes to the Mess: Surprising Leadership Lessons from Jazz Jeff Brown and Mark Fenske on self-awareness: “Developing your sense of Self-Awareness not only helps you gauge how you are likely to react in a given situation, but it can also provide some in-sight into the people around you. Having a stable sense of self can therefore ground you in situations when many other circumstances are beyond your immediate control.” Source: The Winner's Brain: 8 Strategies Great Minds Use to Achieve Success 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 07:05 AM
04.01.26
First Look: Leadership Books for April 2026
HERE'S A LOOK at some of the best leadership books to be released in April 2026 curated just for you. Be sure to check out the other great titles being offered this month.
Think about the last time you said, "I love that." Maybe it was about a product that exceeded expectations, a service experience that built instant loyalty, or a moment when your work brought out the best in you. That reaction isn't just emotional—it's electric. In the organization, it fuels engagement, strengthens performance, and drives lasting success. Yet most leaders don't even acknowledge it, let alone measure or make use of it. In Design Love In, leading researcher on human performance and bestselling author Marcus Buckingham reveals how love—the deep connection that makes people feel seen, valued, and inspired—isn't just a soft feeling. It's a measurable driver of performance and growth. He shows how leaders, as experience-makers, can intentionally "design love in" to everything we do: our interactions with team members, our company policies and practices, the products and services and experiences we create for those we lead and serve.
Increasingly today we find ourselves surrounded by chaos, turbulence and existential threats. We are at a destiny-shaped moment for humanity that calls for a next level of consciousness, courage and compassion from business leaders, who have a chance to contribute to the common good. In this context, and building on the main themes of Janni’s first book, he has come together with another pioneering leadership expert, Amy Elizabeth Fox to create Leading in Chaos, based on their mutual recognition of the unique demands the world faces today. Together, they encourage leaders to take one step further on the journey of self-discovery and self-mastery. Today’s fast-changing, uncertain times call for leaders to develop new capacities of consciousness and to view leadership as a sacred vocation – to become a blessing in the world through presence, coherence and deep human connection.
Can a manager really influence an organization’s culture, or do executives just try to impose a culture on their employees? Is the concept of culture too vague to measure objectively and improve? What happens to valuable employees who feel left out by the prevailing culture? Even if a “good” culture makes team members happy, does it actually affect the bottom line? This essential book answers the biggest questions about organizational culture, offering research-backed insights for leaders on shaping and managing an environment that spurs achievement. The authors draw on social-scientific findings to evaluate and debunk common misconceptions. They show how research on culture empowers managers to identify what really matters and deploy it productively. Chatman and Carroll also provide actionable levers to build and maintain organizational culture, from crafting a culture that supports strategic objectives to ensuring that it can adapt as conditions change.
Fearless Persistence is about the systems that quietly shape creative success and why so many talented people struggle without ever understanding why. Drawing on decades inside film studios, creative institutions, and leadership classrooms, Adam Leipzig reveals the hidden systems that support and constrain success-how power, pressure, time, belief, and structure shape whose work travels and whose work stalls, regardless of talent. Rather than offering inspiration or hustle culture, Fearless Persistence reframes persistence as design. It shows how creators and leaders build structures that allow their work to continue when conditions change, as they always do. Clear-eyed, deeply practical, and grounded in real experience, this book helps readers see the system beneath the story and redesign their creative lives for endurance, integrity, and impact. Creative success is shaped by systems. This book shows how to design a life that thrives inside them.
Every leader reaches a moment when skill isn’t enough.When the challenge cuts deeper and tests conviction, humility, and heart. The Core takes readers into that defining space, introducing us to Clint Smith and his mentor, Dr. Bill Jackson, and revealing that the foundation of lasting influence doesn’t come from power or position—it comes from the strength of one’s core. Through the journey of a young man whose plans are upended by tragedy, The Core blends a compelling story of mentorship with timeless principles of leadership. Under Dr. Jackson’s guidance—a hospital CEO who leads with quiet strength and deep conviction—Clint discovers that great leadership grows from the inside out.
Why do some of the most successful people in the world―from Bill Gates to Steve Jobs, Oprah Winfrey to Ralph Lauren―never finish college, while others with every academic advantage still struggle to find their way? For William R. Brody, a renowned physician-scientist and the former president of Johns Hopkins University, the answer lies in a truth higher education all too often overlooks: life, unlike textbooks, has no answer key. Most of the truly important questions we face rarely have a ready rubric and a simple solution. In Uncommon Sense, Brody distills lessons from decades in medicine, engineering, entrepreneurship, and academic leadership into a thoughtful, surprising, and often humorous exploration of how to think―and live―beyond the syllabus. Born from his popular Johns Hopkins seminar aimed at graduating seniors, the book exposes the gap between classroom achievement and real-world wisdom, offering readers a practical framework for navigating the unpredictable opportunities and sometimes contrarian decisions that define success and fulfillment.
   
“Books are the quietest and most constant of friends; they are the most accessible and wisest of counselors, and the most patient of teachers.” — Charles W. Eliot
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Posted by Michael McKinney at 09:54 AM
03.31.26
LeadershipNow 140: March 2026 Compilation
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Posted by Michael McKinney at 05:09 AM
03.30.26
Why Best Practices Hold You Back: When Yesterday’s Logic Meets Today’s Complexity
BEST practices are often viewed as the key to success in the business world. Certifications to prove practitioners are competent in accordance with a best practice make sense at the surface. However, they’ve become psychological cover that create mediocre results at best. It’s reassuring to be able to point at the protocol and say, “I followed the best practice. It’s not my fault.” Take project management, for example. Most project managers I’ve met (my younger self included) come from technical backgrounds who love best practices. I genuinely thought project management was about following the best practice and forcing people to follow my plan. Spoiler alert: That didn’t work. With today’s disruption and volatility, “business as usual” means little when there’s no “usual” anywhere in sight. Although Disruption and Volatility would make great names for a law firm, they require an adaptive approach to ensure survival and sustainability. Best practices bring a false measure of certainty for keeping threats at bay. However, they’re largely irrelevant as they’re developed by looking in the rearview mirror according to what worked under the conditions at that time. The solution is enhancing critical thinking to navigate complexity in real time. These days, to be successful, you need to be adaptable. This requires developing the critical thinking skills to solve the unique challenges your situation presents. To do so, follow these tips: 1. Don’t Mistake Motion for Mastery Attending endless meetings, always agreeing with leadership, escalating decisions, and “checking the boxes” that show you observed the best practice are all compliance-based behavior. You feel like you’re providing value but are really providing only a superficial benefit. Busy work consumes energy. It moves the needle little in terms of value delivered. This puts your organization and yourself at risk. Mastery comes from thoughtful distillation to what matters. Condense your work down to its essence — the 1 percent that really moves the needle. This involves having the important coaching conversation to shift the thinking of a team member, sharing the contrarian viewpoint that no one else sees, or carving out time for learning and growth to build new thinking. These are all leverage plays that return far more over time than they consume. 2. Understand That Best Practices Become So in Hindsight I started my career in engineering and realized early on that the work I did was a “good enough” approximation of the real-world physics my designs operated in. This allowed me to build things that consistently worked at a reasonable cost. Best practices are an approximation of what works in the real world. However, they’re only a snapshot of what worked at one point in time in the past. The business environment evolves rapidly at an ever-increasing rate of change. Best practices are backward-looking and largely irrelevant to the modern environment in which we try to apply them. This is why we talk of “better” practices and not “best” practices. You should always be getting better in the system in which you operate. Once you think you’ve arrived at the “best,” there’s no point to continue getting better. That leads to complacency. 3. Realize That Value Lies Beneath the Surface Understand what the organization you work within truly values. I often find when working with clients, whatever leadership thinks provides value in terms of outcomes are in tension with what leaders actually show they value day to day. For example, they may say the organization needs to be the top innovator in its industry globally. Then, leaders micromanage, reinforce compliance, and criticize mistakes. You can’t get to innovation if you value compliance, shame risk-taking, and make it intimidating for people to pursue efforts that might come up short. Success comes to those who are brave and can push back against the behavioral norms despite the daily rhetoric. Speak up when it feels uncomfortable. Have one high-leverage conversation tomorrow that you’ve been putting off. I rarely meet leaders who don’t value results when you show them you can achieve them. People who can do this write their own ticket. That means you need to be ready for some social discomfort on your journey to delivering the results your organization truly wants. Best practices are misaligned with the needs of the modern business environment because they’re rooted in yesterday’s logic and provide convenient psychological cover. In a world that previously rewarded compliance, many professionals were never required to develop strong critical thinking. That world has shifted. Leaders must move beyond the comfort those practices once provided and focus instead on the high leverage work that creates real outcomes. The willingness to think, question, and adapt is now what separates compliance from true leadership. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 09:46 AM
03.27.26
The Leadership Quality Nobody Talks About in the Boardroom
EVERY year, organizations spend billions of dollars developing leaders in strategy, finance, and operational execution. Organizations sponsor employees through MBA programs, leadership academies, and executive coaching. They teach how to read a balance sheet, build a competitive moat, and manage a P&L. What rarely makes the curriculum is the inner work — the cultivation of self — that actually shapes how leaders make decisions under pressure; how they treat people when no one is watching, The word "spirituality" makes most boardrooms uncomfortable. It conjures images of incense and meditation retreats, not quarterly earnings calls and market strategy. And yet, the qualities that spiritual traditions have long cultivated — integrity, empathy, hope, purpose, a sense of something larger than oneself — are exactly what research increasingly shows drives long-term organizational performance. These are not soft skills sitting at the margins of leadership. They are the foundation. The real question isn't whether these principles belong in business. The evidence has settled that debate. The question is why we have kept them out for so long — and what it is costing us. The Cost of Leading Without Coherence The numbers are striking. According to Deloitte research, three global companies lost a combined $70 billion in market value as a direct result of trust failures — not market disruption, not technological obsolescence, but the erosion of trust. Meanwhile, Gallup's 2024 data reveals that employee engagement has hit a ten-year low, with just 31% of workers actively engaged and approximately 8 million fewer engaged employees than in 2020. These are not abstract statistics. They represent organizations hemorrhaging talent, productivity, and competitive advantage. The pattern beneath these numbers is consistent: leaders who default to authority, control, and short-term metrics create cultures of disengagement and, eventually, cynicism. Innovation slows. Collaboration becomes transactional. The best people start looking for exits. This is the coherence gap — the distance between what leaders say they value and how they actually lead. It is where organizations quietly break down, long before the crisis becomes visible on a balance sheet. And it is, at its core, a spiritual problem: the failure to integrate who we are with how we lead. What High-Performing Leaders Do Differently In researching this question through extensive interviews with CEOs, investors, and senior leaders across sectors, four qualities emerged with striking consistency among those who built genuinely high-performing, resilient organizations. These qualities — Hope, Empathy, Abundance, and Legacy thinking (HEAL) — are not personality traits or leadership styles. They are practices. Disciplines. Things you cultivate, not things you simply have.
The Business Case is Settled For those who still need the data before the philosophy, purpose-driven companies outpaced the S&P 500 by 10.5 to 1 over a fifteen-year period. These are not the results of luck or favorable market conditions. They are the compounding results of leaders who chose to build organizations with coherence, trust, and genuine purpose at their core. The Choice Every Leader Faces Leadership begins in the mind. The way a leader thinks, what they attend to, what they believe about people and about their own purpose, shapes every decision they make. The inner work of cultivating hope, empathy, abundance, and a long-term view is not separate from the hard work of building organizations. It is the hard work. It is the work that determines whether all the other work blossoms or collapses. Every leader faces a choice, often unconsciously: to lead from default, reactive thinking — the accumulated habits of a career spent optimizing for the next result — or to cultivate the spiritual and moral qualities that create lasting impact. The first path is easier, at least at first. The second is harder, but it is the only one that builds something worth building. That choice defines not just your organization's performance. It defines your legacy. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 02:38 PM
03.26.26
Leading Thoughts for March 26, 2026
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Jenna Nicholas on hope: “Real hope is not a spectator state of mind but rather a passionate mobilization to get up and join forces with the world around us. This kind of hope dares us to transcend fear and indifference by taking deliberate steps toward building a better future through our relationships and our work. Optimism is not just a nice feeling; it’s a courageous pledge to action, a belief in the possibility of change, and a summons to support solutions of hope-whether they’re grand and sweeping or just a tiny next step in the direction we want to go. This kind of hope keeps us going and inspires those around us.” Source: Enlightened Bottom Line: Exploring the Intersection of Spirituality, Business, and Investing Jane Goodall on hope: “Hope is often misunderstood. People tend to think that it is simply passive wishful thinking: I hope something will happen, but I’m not going to do anything about it. This is indeed the opposite of real hope, which requires action and engagement.” Source: The Book of Hope: A Survival Guide for Trying Times 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 02:45 PM
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Design Love In
Leading in Chaos
Making Organizational Culture Great
Fearless Persistence
The Core
Uncommon Sense
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