Leadership

I think “And what else?” is the best coaching question in the world. It does two things: It extends the period of curiosity, and it tames your advice monster.

Actually, what’s really powerful is to give people responsibility for their own freedom. There’s this paradoxical way of showing love.

I had to bet on myself being different. Everybody showed up in blue suits and white shirts and red ties, business dress of the early 1990s. I was wearing a tie-dyed, pink tie, I had long blonde hair and earrings in. I thought I’m either going to come in a distant last or I’m going to come in first. That’s it. I don’t want to come in the middle. Bet

The way I define coaching is behavioral. Can you stay curious a little bit longer? Can you rush to action and advice-giving a little bit more slowly?

Every organization needs some type of scale or monitoring device, not to measure employees’ weights, but rather to check on accountability and set a benchmark for progress. - Daily Coach

They aren’t scared of confrontation; they are willing to be brutally honest and are always genuine. They are always willing to do the right thing when the right thing isn’t popular. They are strong in their convictions. There is no gray area — nothing is left to interpretation, as leaders have a distinctive plan and are willing to always evaluate i

Curiosity unlocks insight about the situation and yourself. Curiosity helps people feel seen, understood and encouraged. If you lead with curiosity, it’s a more powerful place to lead from most of the time.

You have to bet on yourself and how you're different to make it work," he said.

Everyone has ideas, but ideas are cheap and easy. Knowing the real problem is rare and precious and strategic. If you’re in an organizational setting, if you want to be seen as different and valuable, be the person who’s going, “What’s the problem? What are we really trying to solve here?”