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The Conscious Lifestyle: The Soul of Leadership

The Conscious Lifestyle: The Soul of Leadership | Coaching Leaders | Scoop.it
In almost every situation someone is called upon to lead. Taking up the call involves a conscious choice, and yet for many leaders, even those who are very experienced, not much consciousness is

Via Richard Andrews, Roger Francis
David Hain's insight:

Well worth reading!

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Pedro Barbosa's curator insight, January 2, 2013 7:59 PM

Lifestyle & Leaderhip

 

Pedro Barbosa | www.pbarbosa.com | www.harvardtrends.com

Scott Span, MSOD's curator insight, January 3, 2013 4:17 PM

As a leadership and change practitioner (and behavioral scientist) I often find myself having to make the case to leaders for the importance of awareness - which in my mind, like many other of the great traits listed, can't exist without consciousness! The graphic is a wonderful visual for...

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3 Leadership Traits Your Employees Need to Exhibit When You Aren’t Around - Linked 2 Leadership

3 Leadership Traits Your Employees Need to Exhibit When You Aren’t Around - Linked 2 Leadership | Coaching Leaders | Scoop.it
Whether you’re out of the office or your team members are out in the field, they must be able to step into leadership roles and make decisions that will result in positive customer outcomes.

And when something goes awry, your employees need to:

Be prepared to find solutions
Placate frustrated customers
And ultimately turn a potential disaster into a nonissue
This requires that each and every team member is properly prepared to lead with responsibility.

Cultivating a sense of personal responsibility among your team members isn’t just good for your company; it also helps your employees grow.
David Hain's insight:

You're only ever as good as the people who hold the fort when you're not around. Set the right standards!

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The Virgin Way

A review of some of the strategies and practices of The Virgin Group and observations on the leadership approach of Sir Richard Branson
David Hain's insight:

Informative take on the leadership workings of Branson, from Peter Cook @AcademyOfRock

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Tips to Resist a Controlling Corporate Culture - Rebel Jam June 2015

Do you feel constrained by your organization and its culture? Do you want more space to push forward innovative ideas, and feel better at work? Here are a few tips, taken from my experience. Hope they help!
David Hain's insight:

Celine Schillinger on staying an amoeba and resting the box! Excess of control kills innovation and engagement!

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4 Questions That Help Build a Winning Leadership Team

4 Questions That Help Build a Winning Leadership Team | Coaching Leaders | Scoop.it
In the SEALs, whenever we were on patrol, there were three fundamental questions each operator would constantly ask himself:

Is my gun up?
Where would I go if we were contacted by the enemy?
How can I support my buddy?
Of course, asking the same questions over and over for hours on end gets monotonous, so the occasional, “How am I going to beat the next level in HALO?” question would surreptitiously sneak in, too.

The takeaway here is this. What questions -- when asked repeatedly -- breed relevance and avoid obsolescence? In other words, what questions never get old, continue to foster growth, and directly apply to every situation?

If delivering value every day is part of your organizational “menu,” consider these four questions to drive perpetual leadership development:
David Hain's insight:

Attain? Train? Sustain? Retain? 4 key leadership questions from Jeff Boss

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Dr. Deborah Brennan's curator insight, June 29, 8:19 AM

Leaders must have the will -skills can be taught...so true for struggling schools!

Ian Berry's curator insight, June 29, 7:07 PM

4 great questions and a great premise that the right questions never get old

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Wacky leadership ideas that worked

Wacky leadership ideas that worked | Coaching Leaders | Scoop.it

What unconventioIt really is lonely at the top—especially for CEOs who desire leadership training.

According to a 2013 study conducted by the Stanford Graduate School of Business and the Miles Group, nearly 100 percent of CEOs welcome coaching and leadership advice, yet nearly two-thirds didn't receive any. The study indicated that nearly half of senior-level executives also lack leadership coaching.

Maybe part of the problem is that staid leadership methods don't work. Once a surefire recipe for execs to nod off while counting down the hours to lunch, leadership training no longer means status quo PowerPoint slides and dry motivational speeches.

David Hain's insight:

What unconventional methods have worked for your leadership development?  For me, it was volunteering...

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DR. CUMMINGS: The ‘Five Leadership Laws’

DR. CUMMINGS: The ‘Five Leadership Laws’ | Coaching Leaders | Scoop.it
If anybody looks up to you, you’re a leader. If anybody follows your directions, or your ideas, or even your hunches, no matter who you are, you have to consider this reality: You’re a leader. If you’re a parent or a teacher or a pastor or a rabbi or a deputy who stops speeding cars on the freeway, you’re leading other people. If your peer group at work seeks you out and asks your opinion, you don’t need titles -- you’re a leader.

But how good of a leader are you? Think about the people who consider you their leader (even though it may be difficult for you to visualize this). Think about the many moments during the day when you come face to face with them, or maybe communicate by email. Think about your interactions, your words, your gestures, your body language and how these people react to you. Now answer the questions that follow these Five Leadership Laws:
David Hain's insight:

One man's Five Laws of Leadership.  What would your  laws be?

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Do you challenge your staff out of their comfort zone?

Do you challenge your staff out of their comfort zone? | Coaching Leaders | Scoop.it
As an employer I want my staff to enjoy what they do for a living. I know that a more engaged workforce is more productive and more loyal and that this means businesses benefit from greater profitability. It also results in lower rates of absenteeism and better staff retention, leading to lower recruitment and training costs and greater continuity for customers. 
I believe the desire to create a contented workforce is admirable but business owners and managers need to be careful - if contentment stifles ambition in large numbers, a business will struggle to develop its full potential and that won’t benefit anyone. 
David Hain's insight:

Risk aversion and dependency are bad habits to get into. Are you unwittingly breeding them?

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Our Projects Are Our Journey and Our Life

Our Projects Are Our Journey and Our Life | Coaching Leaders | Scoop.it
“I believe we were born to be happy and that all the projects we realize together in our collective journey can AND MUST contribute to a greater happiness for all of us.”

 All projects carry the same complexity and issues as any individual or collective endeavor in our lives. Our projects are our journey, and our life.This is a compass we bought recently for our 5-year-old granddaughter Stéphanie. We will save it until she is ready to go out on her own. The inscription is the most important piece of advice we can share to guide her on the many projects that will come and go the rest of her life.   
Projects, be they business or personal matters, all follow the same patterns.
David Hain's insight:

Heartfelt piece from experienced project guy @Claude Emond, HT @justcoachit

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Claude Emond's comment, June 23, 11:21 AM
Thanks for scooping this David. Cheers from Montreal
David Hain's comment, June 23, 11:24 AM
My pleasure Claude, it was excellent! Merci a vous!
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Heidrick & Struggles on the changing nature of leadership

Heidrick & Struggles on the changing nature of leadership | Coaching Leaders | Scoop.it
The world is increasingly volatile, uncertain, complex, and ambiguous. What does that mean for leaders? In this interview, Tracy Wolstencroft, chief executive officer of global executive-search firm Heidrick & Struggles, discusses with McKinsey’s Rik Kirkland the implications the changing world has for the art and science of leadership and what companies are looking for in potential executives. An edited transcript follows.
David Hain's insight:

The more you can convey that inner sense of integrity & authenticity,  the more folks will give you the benefit of the doubt. Tracy Wolstencraft

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3 Actions Legendary Leaders Take to Get Ahead ~ Switch & Shift

3 Actions Legendary Leaders Take to Get Ahead ~ Switch & Shift | Coaching Leaders | Scoop.it
The writing is on the wall: “Adapt, evolve, thrive… or get out of the way.”

For many of us, the greatest barrier we face is internal. Our habits – our way of thinking, communicating and doing, for example – keep us stuck where we are now. We become frustrated. We spend too much time on unfruitful efforts. We do not evolve.

And yet we resist change.

It isn’t until something dramatic happens – the departure of a valued colleague, the loss of a long-time client, a severe decrease in market share or share value, or perhaps even health issues – that with new eyes we see change for what it is: the solution, not the problem.

Here are a few powerful, practical ways to adapt, evolve, and thrive; proven ways to use the changes, challenges and opportunities before us as a catalyst that reveal your greatest potential as a leader.
David Hain's insight:

Irene Becker @justcoachit on how to build your 3Q edge. 'Change is not the problem, but the solution!'

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Identify your context and build everything around it

Identify your context and build everything around it | Coaching Leaders | Scoop.it
According to Lynda Gratton, work is no longer being defined by HR, but rather by ‘context’, which is created by the emergence of megatrends and their impact on society: “Work is being shaped by technology, globalisation, democracy and the ageing workforce, and the opportunity you have to make work as you want it,” she tells me.
“We are now faced with a “hollowing out” of work – medium-skilled jobs have disappeared and are being replaced by technology, so there’s either low-paid work or specialised high-paid work, with a huge emphasis on education and lifelong learning.”
And because people lie at the heart of corporate purpose, this means that organisations must build a context to innovate and excite them – which, for Gratton, presents a huge opportunity for HR to be positioned as ‘enabler’ and ‘inspirer’.
David Hain's insight:

What should HR leaders do if they don’t have a seat at the table? “Leave. It’s not a place you want to be in. I think HR has to be courageous about that,” ~ Lynda Gratton

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Ron McIntyre's curator insight, June 19, 10:29 AM

Absolutely true. HR should be the heart of a company, not the stepchild but it has been commandeered over the last 2 decades. They need to become proactive advocates for change.

Ian Berry's curator insight, June 19, 6:17 PM

Like this from the article 

"For Gratton, ‘context’ is made up of three layers: your corporation, your supply chain, and those who support your organisation in the outer world. Successful leadership in this new era of work is about engaging with those three levels.

 “As we enter this new era of work, where change is the norm and employees and customers are seeking greater transparency, organisations must endeavour to help every employee be as good as they can be,” she says."

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5 Leadership Lessons From the NBA Champion Golden State Warriors

5 Leadership Lessons From the NBA Champion Golden State Warriors | Coaching Leaders | Scoop.it
A rookie coach and a band of upstarts defy the odds. Here's what you can learn from their success.
David Hain's insight:

'If you aim for B-level performance, that's the highest you'll ever achieve. Shoot for the stars, and you just might do something great.' ~ Justin Bariso

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Kirk Kerkorian, the Modest Mogul Who Quietly Built Vegas, Dies at 98

Kirk Kerkorian, the Modest Mogul Who Quietly Built Vegas, Dies at 98 | Coaching Leaders | Scoop.it
In six decades of dealmaking in Las Vegas, Kerkorian built the world’s largest hotel three times. He shunned the spotlight, rarely granted interviews, and let his actions do most of his talking. He remained off stage not because he was a drug-addled, psychological wreck like Howard Hughes, the man to whom he’s most often compared, but because bragging just wasn’t his style. In the land of gaudy resorts and blaring casino bosses, the only thing occasionally loud about Kerkorian were his sports jackets.
David Hain's insight:

In memory of the man who built Las Vegas.

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Leadership: Why a perennial issue?

Leadership: Why a perennial issue? | Coaching Leaders | Scoop.it
Why is leadership a perennial issue?

For the third year in a row, leadership soared to become one of the most pressing talent challenges faced by global organizations. Nearly 9 out of 10 global HR and business leaders (86 percent) cited leadership as a top issue. Fully 50 percent of respondents in our survey rated their leadership shortfalls as “very important.” Yet only 6 percent of organizations believe their leadership pipeline is “very ready”—pointing to a staggering capability gap. (See figure 1 for capability gaps across regions and selected countries). Respondents’ overall capability gap in leadership, which has grown in magnitude since last year (figure 2),1 is striking, considering that leadership program spending has increased compared to last year.2
David Hain's insight:

If nearly every company recognizes leadership as a critical talent problem, why are so few companies making any progress? ~ Deloitte POV

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Ian Berry's curator insight, June 19, 1:57 AM

A key reason we're failing to make progress is only focusing leadership development on executives and designated leaders rather than focusing on everyone. Self-leadership is everyone's business and is the starting place to leading for others.

Ron McIntyre's curator insight, June 19, 10:36 AM

I totally agree with Deloitte's question here? So few companies have any type of career planning for anyone in the organization. It is a part of leadership that must begin to get traction. Planning for succession is one thing but open, transparent career planning is another.

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Wildest-Dreams Leadership

Wildest-Dreams Leadership | Coaching Leaders | Scoop.it
Eight hundred years ago, on June 15, a number of British barons presented their king with a written document they wanted him to sign, guaranteeing them their rights. King John (of Robin Hood fame) signed – and the Magna Carta was born.

Why is this event, eight centuries ago, a leadership-teaching moment?

After all the signing of the charter was just a small group of people getting together, addressing a very specific set of problems and unknowingly planting the seeds of something huge that would occur in the future. Of course the British nobles wanted relief from the king’s tyranny. But they set something into motion that would be greater than they could have imagined at the moment of signing. Beyond their wildest dreams.
David Hain's insight:

Magna Carta - an amazing story that has lasted 800 years and counting!

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Putting CEO Pay in an International Context

Putting CEO Pay in an International Context | Coaching Leaders | Scoop.it
The Wall Street Journal reports that the pay gap between CEOs and rank-and-file workers at big American banks has narrowed in recent years. However, the leaders still made 124 times the average worker’s salary in 2014. The heads of five top banks made $18.5 million on average.

The huge pay packages of major players in the corporate and financial worlds are the subject of a lot of outrage, but they’re also a matter of great interest to economists and management researchers. Why would for-profit organizations, which generally try to keep costs as low as they can, pay so much to an individual employee?
David Hain's insight:

The dubious (IMHO) assumptions behind CEO reward in the West!

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Ron McIntyre's curator insight, June 17, 11:19 AM

I would love to see a follow-up study completed. With the impact of the crash has there been any major shifts either way. With the massive growth in millionaires and billionaires in the last decade there will be some interesting insights that could come out of it. In 2011 someone projected the number of millionaires would grow by 72.5% by 2020 to 68.5 million worldwide.

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Deflategate, Shmategate: Aren't We All Cheaters Anyway?

Deflategate, Shmategate: Aren't We All Cheaters Anyway? | Coaching Leaders | Scoop.it
So Why Do We Cheat?

Anyone might bend, break, or stomp on the rules for any reason—from the pursuit of glory to the eternal and subconscious quest to fill the void left by the absence of parental love. But some identifiable factors appear at play:
David Hain's insight:

'We’re impressed by people who push the envelope.

But we cry foul when a toe goes over the murky, always shifting line.' ~ Alex Nunes

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Ron McIntyre's curator insight, June 17, 10:56 AM

This is a tough issue because one of the first rules of business is to push the envelope so you can gain a competitive edge. Have we become so focused on catching people crossing the line that we begin to slide backwards? Integrity should be the foundation of sports and business and that means that we push to the line but don't cross it. It also means that we accept responsibility & accountability if someone should challenge, not blame someone else. Unfortunately, too many are jumping on the finger pointing band wagon so they avoid being viewed themselves.

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How managers are killing the productivity of their employees

How managers are killing the productivity of their employees | Coaching Leaders | Scoop.it
Over the past few years, I’ve watched as my company evolved from an early-stage, scrappy startup to an established tech company. As Okta has transitioned, so has my role. I’ve gone from being extremely hands-on and getting most of the work done myself, to charting the course and navigating the industry. Nowadays, my role is to collect information from customers, employees, and industry leaders and get out of everyone else’s way.

In other words, it’s my job to not have work to do. I think of it as constantly working myself out of a job — any time I’m a bottleneck, or someone is reliant on me for something, I’m making the entire company less productive. Just like some of my co-workers want to end the day with “Inbox zero” my goal is to reach “Work zero.” My company’s productivity is my ultimate priority, and anytime I take away from that productivity, I’m taking away from Okta’s success.
David Hain's insight:

Forget being the best technician - take on the adaptive challenge of being the best at letting your people go, but helping them to make meaning!

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The Linchpins of Leadership

The Linchpins of Leadership | Coaching Leaders | Scoop.it
During the past decade, I have trained more than 5,000 federal executives in leadership and executive core competencies, coached political appointees, and worked with roughly 400 executives entering into the Senior Executive Service (SES) or SES Candidate Development Programs. Hearing the stories of these leaders has given me a unique perspective into the federal leadership world. My conclusion: successful leadership depends on trust, credibility, and respect.
David Hain's insight:

More on being human- what it gains and why you need it in any walk of life!

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Five-Click Leadership: How Introverts Can Get Ahead

Five-Click Leadership: How Introverts Can Get Ahead | Coaching Leaders | Scoop.it
The CEO of a major multinational came to class and told us that as an introverted leader, he had to put his “game face” on whenever he left his floor. If you want to be the CEO of a big company, he said, you need to act like an extrovert at times. To do this, he shared one of his techniques, which he called “Five-Click Leadership.”

When he was a senior executive in the running to be the CEO in the not too distant future, his firm arranged for a leadership coach to help him. The coach introduced him to the technique: at least five times during the day, he was to approach coworkers and engage them in a friendly interaction, something a bit contrary to his natural disposition. He logged these encounters on a clicker he carried around with him, hence the name “Five-Click”. Introverts are somewhat less apt to just talk to people when they get in an elevator, but he was encouraged to do so — nothing profound, just a “good morning” and a comment on the weather.
David Hain's insight:

The extraordinisation of the mundane - or maybe just being human?

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Why Special Ops Stopped Relying So Much on Top-Down Leadership

Why Special Ops Stopped Relying So Much on Top-Down Leadership | Coaching Leaders | Scoop.it
When Fredrick Winslow Taylor designed the world’s first modern assembly line and forever changed industry, persuasion was the last thing on his mind. Taylor believed assembly line workers simply needed clear direction on how to execute prescribed tasks. His belief, which manifested in both physical design and organizational structures during the decades that followed, was that the human factor should be removed from the production equation to the greatest extent possible. Stopwatch and measuring tape in hand, Taylor designed and advocated for systems that maximized efficiency and predictability through vertical integration and top-down control. And with that, the 20th century’s great quest for bureaucratic efficiency began.

Taylor’s approach, and the hierarchical models that it created, were the dominant force of the 20th Century. His influence can be found in everything from factory floors to Fortune 500 org-charts. But when the information age arrived, it brought with it networks of globally distributed individuals suddenly able to connect across boundaries, share information at light-speed, rapidly attract new members, and create seemingly leaderless action at a pace that put traditional bureaucracies to shame.
David Hain's insight:

An ex-SEAL explains how Special Ops learned to lead from the middle after 9:11.

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The Power of Focus. The Start-Up Files #4

The Power of Focus.                                     The Start-Up Files #4 | Coaching Leaders | Scoop.it
The very best businesses usually grow up around a single idea. A mindset. Something to be revered. An elegant solution to a problem. The further most businesses get from the original idea, the worse they generally become.

But the temptation is always there. If we do this, we can get these clients over there too. More clients is better! More money is better! It's usually not too hard to talk ourselves into this sort of thing. 

I'm here to tell you - stop it. Stop trying to be the solution to everyone's problem. 
David Hain's insight:

"Focus is about saying No! " ~ Steve Jobs


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Ron McIntyre's curator insight, May 29, 11:57 AM

Focus is the new mantra for business today. What is your point of view on the subject? Do you really care?

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How the Navy SEALs Train for Leadership Excellence

How the Navy SEALs Train for Leadership Excellence | Coaching Leaders | Scoop.it
Almost every world-class, high-performance organization takes training and education seriously. But Navy SEALs go uncomfortably beyond. They’re obsessive and obsessed. They are arguably the best in the world at what they do. Their dedication to relentless training and intensive preparation, however, is utterly alien to the overwhelming majority of businesses and professional enterprises worldwide. That’s important, not because I think MBAs should be more like SEALS—I don’t—but because real-world excellence requires more than commitment to educational achievement.

As an educator, I fear world-class business schools and high-performance businesses overinvest in “education” and dramatically underinvest in “training.” Human capital champions in higher education and industry typically prize knowledge over skills. Crassly put, leaders and managers get knowledge and education while training and skills go to those who do the work. That business bias is both dangerous and counterproductive. The SEALS can’t afford it. “Under pressure,” according to SEAL lore, “you don’t rise to the occasion, you sink to the level of your training. That’s why we train so hard.” When I see just how difficult and challenging it is for so many smart and talented organizations to innovate and adapt under pressure, I see people who are overeducated and undertrained. That scares me.
David Hain's insight:

How Navy SEALS get better at getting  better - and lessons for the business world.

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Ron McIntyre's curator insight, May 29, 12:00 PM

While I totally believe there are elements of Seal training that can be applied to business, however the big difference is, that in business our lives are not directly and physically at risk so we tend to minimize the role. It boils down to attitude.

Jerry Busone's curator insight, May 30, 8:40 AM

Seal Motto: "You rise to the level of your training "

John Michel's curator insight, June 2, 8:24 AM

If your organization cares about innovation or transforming customer service or being data-driven, how do you lead by example? In Laszlo Bock’s otherwise superb Google-based book on performance analytics—Work Rules!—the phrase “lead by example” is nowhere to be found. That’s both a pity and opportunity missed because, as Webb stresses, leading by example is what truly empowers small teams and teamwork.

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Difficult bosses: can neuroscience help?

Difficult bosses: can neuroscience help? | Coaching Leaders | Scoop.it
Difficult bosses are always a challenge but usually also a learning opportunity.
David Hain's insight:

What does brain science suggest you do with a narcissist boss?

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Lessons in Lousy Leadership

Lessons in Lousy Leadership | Coaching Leaders | Scoop.it
Few leadership challenges are more important than understanding the meltdown in trust and confidence between a chief executive officer (such as Obama) and his chief operating officer (McChrystal) during an absolutely critical moment in operations (like the Afghanistan surge). We know, of course, that Obama had every right to fire McChrystal. On the other hand, this incident is only one of many signs that, at the highest levels of this administration, civil-military relations have been unusually tense. Building a team of teams among senior leaders is an important task. Lessons learned from this high-profile experience would have fit nicely in the book.
David Hain's insight:

Interesting review of Gen Stanley McChrystal leadership memoirs.

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Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.