Sublime

What we have found is that in winning organizations, leaders are deliberate about ensuring that Layer 3 (social circuitry) is supportive of people’s efforts in solving Layer 1 (technical object) and Layer 2 (tools) problems. Their role is less supervisory, in the characterized fashion of directive leadership or command and control (e.g., “I say; yo

For us as leaders, to become the complementary puzzle piece for each member of our team, we must be as inconsistent, emotionally variable and fluctuating as the people in our teams are.

So, what is it that Rick Rubin does? How has he helped artists make their best music for almost half a century across such disparate genres and styles? The secret seems to be rooted in self-discovery. As Natalie Maines of the Dixie Chicks put it, Rubin “has the ability and the patience to let music be discovered, not manufactured”—or, to use our te

This question of how teams could meet happily day in and day out led me to the coaches. Leadership coaches, team coaches, personal coaches: “It’s all about relationships,” they explained. “If the people in the room can’t trust one another—if they’re anxious, worried, or angry, no amount of fancy facilitation will work. Building relationships matter