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Reality-avoidance is the dark side to the pursuit of excellence. It’s ironic: when leaders drive for results at all costs, making it difficult for their people to point out unrealistic objectives, they actually get further away from achieving their objectives. There is a fine line between challenging a team to achieve beyond all expectations and living in a fantasy world. The only way a leader can discern the boundary between “all-out effort” and “this is total make-believe” is to create a culture where team members feel empowered to push back on their leaders’ demands...
“You can do it!” isn’t motivating and it’s not productive. Show your team that you live in the Land of Reality, not the Land of the Overly Optimistic, by encouraging a culture that’s that say it’s OK to speak up.

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“What has happened to leadership? With all the crises and challenges we face and the increasingly risk-averse environment in which we operate, leadership has become generic, ephemeral, and bland...
The problem is we’re no longer leading. We’re hiding behind committees. We’re using the crutches of data and metrics to make our decisions for us. We blame policies and corporate culture for the problems our teams face rather than delivering the tough messages with a sense of ownership.
The result of all of this is our people don’t trust us anymore. Work has become transactional. They do the work and we pay them. It’s a fee-for-service mindset. When they find someone who will pay them more for their services, they’re gone. And when we no longer have need of their services, we simply cast those people aside. It’s a toxic environment. It’s hard for people to trust their leaders when they feel like they’re simply a cog in the machine.”

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Tomorrow is my birthday — always an opportunity for reflection, but especially this time. For several weeks now, I've been thinking about what I've learned during the past six decades that really matters.
(A great list!)

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Deciding to cut options can be terrifying — but it is the very essence of what we mean by making strategic decisions. The Latin root of the word "decision" — cis — literally means to cut...
Jobs said in an interview with Betsy Morris in 2008, "People think focus means saying 'yes' to the thing you've got to focus on. But that's not what it means at all. It means saying 'no' to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things we have done."
Since my initial conversation at Apple, I have made a point of asking leaders to define strategy. I've polled more than 200 leaders since and they have universally defined strategy as: "Saying what you want to do and how to do it." Not one person has opted for Jobs' definition.

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Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.
Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

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You don’t teach people how to build a ship, you teach them how to yearn for the sea

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Make a deliberate, concentrated effort to get better...
Most great leaders are also good managers and supervisors. All three kinds of work come with the job. Master them all.
This is a people game. People with their knowledge and relationships are the only source of sustainable competitive advantage. Master the arts of relationships and communication. Learn to help others develop their knowledge and relationships...
You are more likely to regret the things you failed to try than the things that didn't turn out as you expected. So try stuff.
You are less likely to remember the details of your triumphs than the people who were with you at the time. So work on relationships.
You are more likely to measure the impact of your life by its affect on other people's lives than by counting the trophies in your trophy case. So concentrate on contribution.

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of all the events that can deeply engage people in their jobs, the single most important is making progress in meaningful work...
managers at all levels routinely—and unwittingly—undermine the meaningfulness of work for their direct subordinates through everyday words and actions. These include dismissing the importance of subordinates’ work or ideas, destroying a sense of ownership by switching people off project teams before work is finalized, shifting goals so frequently that people despair that their work will ever see the light of day, and neglecting to keep subordinates up to date on changing priorities for customers...
four traps that lie in wait for senior executives...
Trap 1: Mediocrity signals
Trap 2: Strategic ‘attention deficit disorder’
Trap 3: Corporate Keystone Kops
Trap 4: Misbegotten ‘big, hairy, audacious goals’

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ydney Finkelstein, the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth College, published “Why Smart Executives Fail” 8 years ago.
In it, he shared some of his research on what over 50 former high-flying companies – like Enron, Tyco, WorldCom, Rubbermaid, and Schwinn – did to become complete failures. It turns out that the senior executives at the companies all had 7 Habits in common. Finkelstein calls them the Seven Habits of Spectacularly Unsuccessful Executives.

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Everyone gets caught in the fog during their life. That's when you need something to help you get your bearings, the way instruments work for a pilot.
You can shore up your moral sense in lots of ways. Reading, reflection, and prayer work for me. But when the fog is dense and you're totally turned around or flipped over you need something more, something outside yourself.
When you're in the fog you need people who love you enough to help you get right.

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Great satirical list

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Good article on priorities & time management for executives

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Harvard Business Online's Bill Taylor writes a Memo to a Young Leader

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The idea that people are interchangeable parts and that there is one best way to do every job is so embedded in our thinking that we never question it. We need to.

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Ex-CEOs from JetBlue, Starbucks, and Motorola discuss what they learned when they lost their jobs.

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