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10 Mind-Blowing Experiments That Will Change The Way You Understand Yourself

10 Mind-Blowing Experiments That Will Change The Way You Understand Yourself | Coaching Leaders | Scoop.it
Why do we do the things we do? Despite our best attempts to "know thyself," the truth is that we often know astonishingly little about our own minds, and even less about the way others think.

Via Wise Leader™, Jose Luis Anzizar, Bobby Dillard
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John Michel's curator insight, October 19, 2013 6:23 PM

Psychologists have long sought insights into how we perceive the world and what motivates our behavior, and they've made enormous strides in lifting that veil of mystery. Aside from providing fodder for stimulating cocktail-party conversations, some of the most famous psychological experiments of the past century reveal universal and often surprising truths about human nature. Here are 10 classic psychological studies that may change the way you understand yourself.


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What Happens When A Toxic Leader Is In Charge? » 3Q Leadership Blog

What Happens When A Toxic Leader Is In Charge? » 3Q Leadership Blog | Coaching Leaders | Scoop.it
It’s tough at the top, and once you get their, staying there means developing a leadership footprint, a way of thinking, communicating and doing that takes YOUR people forward at the speed of change. The new ecosystem is a trajectory of change, challenges, hyper-competition and opportunities that have become the NEW normal and will only continue to grow. There are many reasons why the focus of my work is the optimization of human potential and results in disruptive times. My passion for 3Q Leadership™ is the fire that lights my day, my work and my commitment to helping those who lead, and those who aspire to greater leadership succeed.
David Hain's insight:

How to recognise a toxic leader - useful infographic.

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Leading Blog: A Leadership Blog: Do you have Moxie?

Leading Blog: A Leadership Blog: Do you have Moxie? | Coaching Leaders | Scoop.it

Do you have Moxie?
Leaders with moxie are leaders that have what it takes to lead others in tough circumstances. They are tough on the outside but soft on the inside. When knocked down they know how to get back up and they can bring others with them because they are likeable.
John Baldoni, author of MOXIE, says that “Leadership post-crash is not really any different from leadership pre-crash, except for one thing: resilience.” Leaders with moxie have four key attributes:

Fire. They have a passion for what they do and have a need to make a positive difference in the lives of others.

Drive. They have ambition and want others to share in it.

Resilience. They have known defeat and it doesn’t scare them. They know how to pick themselves up after a fall.

Street Smarts. They know how the world works and what makes people tick.

Baldoni breaks moxie down into five characteristics that you can practice and develop to be a leader that demonstrates moxie. Each characteristic is brought to life through the examples of leaders who have demonstrated it in their own life and leadership.

The first is Mindfulness. “A mindful leader knows the situation as well as his capabilities and those of the people around him.” aware if his situation but at the same time focused on what could be done to improve it. Mindfulness “prepares leaders to focus on the present as well as prepare for the future”— to be aware of your situation but at the same time focused on what could be done to improve it.

Second is Opportunity. “An opportunistic leader looks for ways to make things better. She is motivated by a desire to make a positive difference.” That means a willingness to see beyond the immediate problem and see the possibilities over the horizon.

Third is X-Factor. “A leader with the X-Factor has what we call ‘the right stuff of leadership.’ She radiates character and uses her ambition to focus on the right goals. She has the persevering spirit that radiates resolve. Leaders with the X-Factor are humble, and their humility attracts others to them.” The X-Factor is those things that allow you to do what you do well: character, beliefs and talent. These can all be examined and improved. In addition, look for opportunities to improve through more training and consider taking on responsibilities that stretch you.

Fourth is Innovation. “An innovative leader knows that life is not lived in a linear fashion. Sometimes you need to take risks. That means thinking differently, doing differently, and rewarding others who do the same.” Leaders with moxie aren’t content with the status quo. They are tuned to the future. A “forward-themed outlook is not merely one of observation, it is one of application….That gives rise to innovation.”

Fifth is Engagement. “Persons with moxie seek to engage with the wider community around them. They are focused on making a positive difference in their teams and in their organizations.” Leaders must work through others. “Engagement is an essential part of extending the leadership self in order to make a positive difference.”

All of us can demonstrate moxie when the going gets tough. Preparing and developing yourself now sets you up to make better decisions when you do get knocked down.

Moxie is full of great stories and examples making it immediately relatable and practical. It is structured so that you can thoughtfully and tactically look at each of these areas to see where you can better prepare yourself. Baldoni also provides an appendix that works as a handbook to guide you in this. Questions, examples, additional thoughts and action steps help you access where you are at and what you might need to do next.

Moxie is not just about your work life, it also impacts every other aspect of your life and positively influences the lives of those you touch.


Via Linda Holroyd
David Hain's insight:

How much moxie do you have in your leadership style? ~ John Baldoni

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Linda Holroyd's curator insight, November 18, 11:28 AM

Here's to those with MOXIE!

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What Coaching Leaders Do Differently

What Coaching Leaders Do Differently | Coaching Leaders | Scoop.it
The term "coaching" has been trending as a corporate buzzword for some time now. We're all familiar with athletics coaches. But when someone advises us to find a coach to learn a new skill or solve...

 

- Coaches Don’t Set the Agenda

- Coaches Focus on the Future

- Coaches Listen

 

- Coaches Ask Questions

- Coaches are Action-Oriented

 

- Coaches Give Responsibility


Via Gust MEES, Roger Francis
David Hain's insight:

In the end, coaching is a philosophy about enabling people to bring out their best.

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Pascale Hotterbeex's curator insight, November 17, 7:06 AM

Six things coaching leaders do that set them apart.

Miguel A. de Jesus's curator insight, November 18, 12:33 AM

Who is responsible for Self Development? You are.

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Why CEOs Need Mentors -- They Accelerate Learning

Why CEOs Need Mentors -- They Accelerate Learning | Coaching Leaders | Scoop.it
A young entrepreneur explains the benefits of the advice he received from an seasoned executive at a large company.
David Hain's insight:

If learning quickly is the key to staying ahead, getting a mentor can help you speed up.  Why wouldn't you?

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MBA = Much Better Attitude

MBA = Much Better Attitude | Coaching Leaders | Scoop.it
We delivered one of our unique "hybrid keynotes and musical experiences" at the climax of an MBA level Leadership Executive Education residential on behalf of Henley Business School just recently. Having done an MBA, taught MBA's and delivered MBA Alumni events over 18 years, I've encountered more than my fair share of MBA Leadership alumni. A certain amount of controversy exists in the business world regarding the value of such things:

Supporters say that an MBA gives you a proper grounding in business knowledge and skills across a broad spectrum of topics, giving you the basis to work at the top of your company where these qualities are essential
Critics point to those people who drown in theory and who cannot apply their ideas to the real world due to becoming too analytical and having no attitude, rather like a musician who relies on technique too much that they forget to engage with the band
Both viewpoints are correct, although I believe the root cause of whether an MBA is useful or not comes down to the person who takes the programme and is not the "fault" of the MBA per se. Basically if you develop someone who has no basic capability or motivation in the subject area you don't always get what you are looking for as an output. There has to be basic skill and will.
David Hain's insight:

Peter Cook on how rock can offer leadership lessons, including the "Chumbawumba Factor'. ~ @AcademyOfRock

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COACHING vs. MENTORING

COACHING vs. MENTORING | Coaching Leaders | Scoop.it
If you really want to understand the difference between coaching and mentoring, author Nigel MacLennan in his book Coaching and Mentoring helps distinguish the difference between a coach and a mentor quite well.

“The two roles are worlds apart and overlapping, depending on which dimension they are compared.
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EQ in Social Leadership - People Development Magazine

EQ in Social Leadership - People Development Magazine | Coaching Leaders | Scoop.it
As we enter the Social Age, we’re applying the techniques we use to assess EQ – social skills, self-awareness, motivation, problem solving.
David Hain's insight:

"Listen? Collaborate? Facilitate? Way back when (maybe 5 or 6 years ago) those weren’t leadership skills." ~ Mark Babbit.   They sure are now!

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The Complexity of Complexity

The Complexity of Complexity | Coaching Leaders | Scoop.it
It’s not enough to say your organization is simple or complicated—you must also understand what kind of complexity you’re dealing with.

Via Philippe Vallat
David Hain's insight:

Sense making is a critical leadership capability - occupies much of my coaching time.

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Philippe Vallat's curator insight, November 14, 10:45 AM

Quote: "Rather than settling for simplistic representations of reality, leaders must continually work to provide clarity on the complexity, particularly along three lines: purpose, values, and performance."

... and COMITANS may help you in understanding the kind of complexity you are dealing with.

Josie Gibson's curator insight, November 17, 11:29 PM

Sense-making - a critical leadership skill - via David Hain.

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Culture Of Courage: Creating A Culture That Breeds Bravery

Culture Of Courage: Creating A Culture That Breeds Bravery | Coaching Leaders | Scoop.it
Fear drives people to shore up what they have rather than to go after what they want. During times of rapid change and uncertainty, anxiety levels go up and our appetite for risk goes down. Yet these are the exact times when bold action can reap the greatest rewards, and avoiding risk can exact the steepest toll (albeit not in the short term).  Which begs the question: How do leaders foster the type of bold thinking and brave behavior needed to build competitive advantage and grow collective prosperity? They do so by cultivating a “Culture of Courage” that makes people feel safe to take risks and provides a compelling reason to do so.  Here are five ways to do just that.
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Micromanagers: Flushing Companies Down the Toilet, One Detail at a Time

Micromanagers: Flushing Companies Down the Toilet, One Detail at a Time | Coaching Leaders | Scoop.it
Leaders set the tone of an organization. The outer environment is a reflection of the inner environment of those who establish the quality of the company. When the leader(s) are chaotic and manage without a solid foundation or strategy, the whole operation turns into fire drills, with everyone running around like beheaded chickens.

The only thing this creates is a sustained profile of hysterics and frustration.
David Hain's insight:

"So much of what we call management consists in making it difficult for people to work." Drucker

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Ian Berry's curator insight, November 15, 11:33 PM

Trying to manage people is a dead concept. Real management today is about ensuring that PPPPSs (policies, procedures, practices, processes, and systems) make it simple to bring their best to their work. See more http://blog.ianberry.biz/2014/08/do-your-ppppss-make-it-simple-for.html

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Everyone Brings Emotional Baggage to Work | LinkedIn

Everyone Brings Emotional Baggage to Work | LinkedIn | Coaching Leaders | Scoop.it

We all bring it – we all have it. It is a matter of degree - and awareness.
In every interaction we have at work, we bring the dynamics of our families, culture and personal psychology with us.

The first problem is that most of us don’t even realize it.Workplace dynamics are part of a system. We’ll define a system here as- a set of interconnected things or parts that form a complex whole.

The second problem is that the modern workplace does not operate as a whole.

In her book Don’t Bring it to Work: Breaking the Family Patterns that Limit Success, Sylvia La Fair, explains, “Most business leaders aren’t trained to think systematically, but rather in dichotomies or dualities. When problems occur, they resort to a predictable analytic response: sort and judge.”

Many of today’s leaders are responding to complex problems with an outdated toolkit – isolate the problem (even if the “problem” is human complexity) and fix it.

David Hain's insight:

Brilliant post by Louise Altman @intentionalcomm. It's rarely the process problem that's the real problem, it's the people stuff beneath it! 

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On Leadership and Truth

On Leadership and Truth | Coaching Leaders | Scoop.it
Leaders are often put in precarious positions when it relates to truth.  They are expected to withhold sensitive information and be authentic, not disclose everything about direction and motivate.  It is dangerous balancing act that often times results a systemic mistrust of leaders and leadership by employees.
A recent study (find study by McKinsey) showed that less than a 33% of employees believed what their employers and leaders were saying.  33%!  Essentially, that means that employees don’t believe 2/3 of what they are told.
Is there really any question why the rumor mill/grapevine/water cooler talk is so powerful?
Given the nature of the social media, any slip of leaking information of a new product or potential merger could mean the difference between a blockbuster new initiative and an idea that is picked apart before it sees the light of day.
David Hain's insight:

The grapevine rules in inverse proportion to the quality and authenticity of communication in an organisation.

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Nadine Hack's curator insight, November 12, 1:22 AM

Thanks to David Hain for sharing this!

donhornsby's curator insight, November 12, 9:53 AM

(From the article): Leaders have to be able dish it out and take it.  It’s not enough to give honest feedback.  That is almost expected.  One of the most important paths to an open honest environment is when employees see that they can be honest too.

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6 Leadership Myths and Realities

6 Leadership Myths and Realities | Coaching Leaders | Scoop.it
There are many false impressions of what makes a great leader. Many people think that it's baked into your DNA whether or not you are destined to become an effective leader. Well guess what, they are wrong. I've shattered the top leadership myths and am giving you the reality.
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Kimberley Richardson's curator insight, November 12, 8:13 PM

As you live your life, you lead your life - either an example or not.  It's your values and how you treat others that make you someone to follow and emulate.

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Content Creation and Cerebral Activity: A Story's Power over the Brain

Content Creation and Cerebral Activity: A Story's Power over the Brain | Coaching Leaders | Scoop.it
Stories Activate Brain Regions That Are Dormant When Processing Facts

Via David Ednie
David Hain's insight:

Yet more evidence of the neuro power of stories. Which ones are you telling?

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David Ednie's curator insight, November 19, 3:01 AM

Make your message 1) remarkable and 2) memorable using stories.

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12 Psychological Tricks You Can Use to Improve Your Productivity

12 Psychological Tricks You Can Use to Improve Your Productivity | Coaching Leaders | Scoop.it

Today I’ll share with you 12 psychological tricks that can help you influence your own psychological state in such a way that you reframe your mindset to create a mental environment that safely results in increased productivity.

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Four Keys to Long-Haul Leadership

Four Keys to Long-Haul Leadership | Coaching Leaders | Scoop.it
He was once regarded as one of the best business leaders in the world. At the end of his career, he was disgraced and, by some measures, considered one of the worst business leaders of all time.

Al Dunlap believed that the primary goal of a company was to make money for its shareholders. To that end, he would lead an organization to massive layoffs and plant closings. The short-term profits would soar, and so would the value of the company.

He led Scott Paper with that ruthless behavior. Thousands of employees lost their jobs. Plants were closed. But it seemed like he had the formula for success when he sold Scott Paper to Kimberly-Clark for $2.8 billion and walked away with his own $100 million golden parachute.

Over time, Dunlap’s true colors began to become clear. He would become CEO of Sunbeam in 1996. He took measures to make the company profitable at all costs, even if they were unethical or illegal. He eventually led the company to bankruptcy.

Short-term leaders and Long-haul Leadership
David Hain's insight:

True leadership value only shows over time. Beware the short term merchants.  A cautionary tale!

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John Michel's curator insight, November 16, 11:00 AM

Because they were passionate about their work, long-haul leaders had a strong work ethic. They did what was necessary to get the job done. They were not clock punchers. Because they so loved their work, they hardly saw their vocation as work. It was fun and rewarding.

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The Missing Piece Of The Puzzle | LinkedIn

The Missing Piece Of The Puzzle | LinkedIn | Coaching Leaders | Scoop.it
What is the Puzzle Piece you're missing? Your relationship capital. Now, more than ever, our individual and group success in business is determined by the quality of our social relationships. Relationships have always mattered but with the new dimension of digital and social networks, how we connect, collaborate, engender trust, keep promises , and earn relationship capital is the source of competitive advantage and distinction.
David Hain's insight:

Rob Peters @StandardOfTrust on how #RelaationshipCapital can create sustainable advantage and how to accumulate it.

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The Leader Who Wasn't There

The Leader Who Wasn't There | Coaching Leaders | Scoop.it
The prevailing story is that we have more distractions, more information and more decisions pressing our lives than ever before. Our attention span is shrinking; as little as 20 seconds according to some experts. Leaders in many organizations are stretched to breaking; juggling meetings, emails, inquiries and issues. As we manage the task in front of us we are already considering the next or perhaps mulling over a more complex issue that awaits our attention.

This frantic mental traffic puts us into a sort of trance. We see without seeing. We listen without hearing. We are here but not present. We may be in the room but our mind is in some faraway place or time.

So what does this mean in practical terms?
David Hain's insight:

A plea for leaders to be present, by Scott Mabry @scot_elumn8.  Couldn't agree more!

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Ian Berry's curator insight, November 15, 11:27 PM

I love

Presence says – “I see you.”

Presence says – “I hear you”

Presence says – “You matter”

Presence says – “I care.”


Being present is a choice. As Nigel Risner says "when you're in the room, be in the room."

Miklos Szilagyi's curator insight, November 16, 5:03 AM

"And let’s face it..

it’s hard to be an effective leader…

if you’re not there."


"As we manage the task in front of us we are already considering the next or perhaps mulling over a more complex issue that awaits our attention.

This frantic mental traffic puts us into a sort of trance. We see without seeing. We listen without hearing. We are here but not present. We may be in the room but our mind is in some faraway place or time."


Dixie Binford's curator insight, November 17, 9:36 AM

This is especially true for our education leaders.

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9 Powerful Leadership Lessons From The US Military - Business Insider

9 Powerful Leadership Lessons From The US Military - Business Insider | Coaching Leaders | Scoop.it
Three US military veterans explain how their time serving as officers prepared them for leadership roles in the corporate world.
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John Michel's curator insight, November 15, 3:00 PM

True leaders know that they cannot handle every challenge on their own and that they can employ others to make up for their deficiencies.

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The Agency Moment - NYTimes.com

The Agency Moment - NYTimes.com | Coaching Leaders | Scoop.it
She asked him not to forsake her, “If you become attached to someone else, then I must die, but until then I could gather courage to work and make life valuable, if only I had you near me. I do not ask you to sacrifice anything — I would be very glad and cheerful and never annoy you.”

Finally, she added a climactic flourish: “I suppose no woman ever before wrote such a letter as this — but I am not ashamed of it, for I am conscious in the light of reason and true refinement I am worthy of your respect and tenderness, whatever gross men or vulgar-minded women might think of me.”
David Hain's insight:

How George Eliot came by her agency moment. Great story by David Brooks, HT @BlairGlaser!

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Why Brevity Makes You Look and Sound Like a Leader

If you keep it short and keep it simple, you'll gain people's attention, consideration, and respect.
David Hain's insight:

Less is so often more, as I am often forced to reflect. But brevity needs an understanding of complexity and context...

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How Successful People Stay Calm | LinkedIn

How Successful People Stay Calm | LinkedIn | Coaching Leaders | Scoop.it

The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control


While I’ve run across numerous effective strategies that successful people employ when faced with stress, what follows are ten of the best. Some of these strategies may seem obvious, but the real challenge lies in recognizing when you need to use them and having the wherewithal to actually do so in spite of your stress.


Via Linda Holroyd
David Hain's insight:

Great, practical tips for getting the most from stress.

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Linda Holroyd's curator insight, November 13, 10:18 AM

Here's to those who can keep calm! Ohm....

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The Surprising Rise Of The Human Executive | LinkedIn

The Surprising Rise Of The Human Executive | LinkedIn | Coaching Leaders | Scoop.it
Over the last 10 years we have seen a dramatic rise in the more human side of our executives. This has not been caused by our leadership suddenly joining support groups, seeking counseling, or - as HBO's comedy Silicon Valley would have you believe - going on a drug fueled vision quest. Our executive class has become more human because the markets and the customers have demanded it.
David Hain's insight:

Be more human at work. Try an experiment between Thanksgiving and Christmas.  Reap the rewards in 2015!

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The Most Underutilized Tool in Making People Happier at Work

The Most Underutilized Tool in Making People Happier at Work | Coaching Leaders | Scoop.it
By now there’s enough statistical evidence that recognition done right plays a critical role in engaging employees and creating high-performance cultures. Our research shows it also creates enhanced feelings of trust and communication in employees. But it’s hard to benefit from the impact of gratitude if you don’t do it.

No one knows this better than Kirt Walker, president and chief operating officer of Nationwide Financial in Columbus, Ohio. I was working with Kirt and his amazing leadership team at a meeting last week when he issued this challenge: “It's Thanksgiving. Lets make sure we thank our people.”

He then gave them a great way to accomplish the task: He asked them to consider writing a handwritten note to every direct report, expressing specifically what that employee has done to help the organization thrive. And he said it would be great to do it before Thanksgiving Day.
David Hain's insight:

This happened to me, years ago. I still remember! CEO's, what are you doing to thank people this Thanksgiving?

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Leadership That Gets Results

Leadership That Gets Results | Coaching Leaders | Scoop.it

Research by the consulting firm Hay/McBer, which draws on a random sample of 3,871 executives selected from a database of more than 20,000 executives worldwide, takes much of the mystery out of effective leadership. The research found six distinct leadership styles, each springing from different components of emotional intelligence. The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division, or team, and in turn, on its financial performance. And perhaps most important, the research indicates that leaders with the best results do not rely on only one leadership style; they use most of them in a given week—seamlessly and in different measure—depending on the business situation. Imagine the styles, then, as the array of clubs in a golf pro’s bag. Over the course of a game, the pro picks and chooses clubs based on the demands of the shot. Sometimes he has to ponder his selection, but usually it is automatic. The pro senses the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work. That’s how high-impact leaders operate, too.

David Hain's insight:

Classic Harvard article by Goleman identifying 6 styles and their correlation with success. Well worth re-reading.

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