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Hello Reader, Seek Double Wins Through Problem-SolvingResolving conflicts is an essential skill for any leader. The goal is not just to resolve the conflict but to do so judiciously, which means making wise and fair decisions that benefit everyone involved. Here are some steps you can take to resolve conflicts:
Following these steps can help you resolve conflicts judiciously, promote positive outcomes, and maintain relationships. Conflict can be an opportunity for growth and learning, and by handling it well, you can become a more effective and respected leader.
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Become a better leader without being a jerk with this Boston-bred, California-chilled Leadership Advisor, Writer, & Podcast Host
Hi Reader, Many capable leaders are working harder than necessary due to structural friction within their organizations. Decisions escalate unnecessarily. Accountability softens. Initiatives multiply while execution slows. I’m gathering input for a short diagnostic on the constraints that most often slow leadership execution. The survey takes about three minutes. TAKE THE SURVEY Participants will receive early access to the aggregated findings from the 2026 Leadership Velocity & Constraint...
Hi Reader, My best teachers, my best professors, and some of my best mentors have been women. The best managers I have had throughout my career have been women. My most outstanding employees have been women. Some of my greatest advocates and supporters of what I create and promote have been women. The vast majority of my clients, referrals, and friends are fierce, independent, strong-willed women. The women I know succeed despite fewer resources, unequal footing, ridicule, and resistance....
Hi Reader, Leaders talk about standards. They speak about culture, model excellence, and emphasize accountability. But setting a standard represents only the visible layer of leadership. Sustaining it requires structural discipline. Leadership drift rarely announces itself. It begins with erosion: slower decisions, softer enforcement, inconsistent reinforcement. Over time, what was clear becomes optional. Directors in particular must control three structural signals. 1. Decision Velocity...