No one leader can be all things to all people. s.hbr.org/3SrZxIt

Leaders with good judgment listen for what’s unsaid. They surround themselves with people who will tell them what they need to know — not what they want to hear. And they think carefully about the risks of implementation — even for small projects. s.hbr.org/3QWbwh5

There are many kinds of effective leaders. But they usually have one thing in common: emotional intelligence. hbr.org/2004/01/what-makes-a…

Smart people often forget that relationship-building is important, too. hbr.org/2018/11/5-ways-smart…

“We discovered that people who don’t give up have a habit of interpreting setbacks as temporary, local, and changeable.” hbr.org/2011/04/building-res…

In a study of 60 leaders, those who were most successful in overcoming resistance were the ones who diagnosed the root of a disagreement before trying to persuade. hbr.org/2020/07/how-to-actua…

When you coach, you don’t need to be the expert. You don’t need to be the smartest person in the room. And you don’t need to have all the solutions. hbr.org/2015/02/how-great-co…

Why we work determines how well we work. s.hbr.org/462xl2Q

Managers can’t expect the development plan for one of their employees to work for all of them. s.hbr.org/3qAxLys

When people experience gratitude from their manager, they're more productive. And when teams believe that their colleagues respect and appreciate them, they perform better. hbr.org/2020/01/the-little-t…

When you become a leader, your job is to define the problem — not solve it. hbr.org/2012/06/how-managers…

Leadership is changing — but the need to balance traditional management with new ways of leading is creating a handful of tensions. hbr.org/2020/02/every-leader…

Disagreements — when managed well — have lots of positive outcomes, such as better work products, opportunities to learn and grow, better relationships, and a more inclusive work environment. hbr.org/2018/01/why-we-shoul…

Finding meaning starts with awareness. hbr.org/2023/07/what-makes-w…

Leaders may be strong, but they’re not superhuman. The good ones know they need to ask for help sometimes. hbr.org/2019/01/the-best-lea…

Coaching is about inspiring people to do their best. It’s also about challenging people to come up with answers on their own. hbr.org/2015/02/how-great-co…

Working with people who are different from you challenges your preconceptions and helps you grow. hbr.org/2016/11/why-diverse-…