A leadership story from the Olympics about a small budget, a much larger partner, and the awkward conversation I should have had earlier.

The closed office door suggested a serious conversation was coming. But was it a problem I should be addressing?

Can vulnerable leadership actually improve team performance?
In my case, it helped me double my team’s output in less than a year.

I once came dangerously close to knocking out my CEO during a team-building exercise. Funny in hindsight, but it raised a bigger leadership question: can trust actually be forced?

When I first became a manager, I wanted to hire people who thought just like me. Then my boss explained why that was one of the worst hiring instincts a leader can have.

I once climbed into a dumpster for an employee after making a management mistake. Oddly enough, that awkward moment ended up building far more trust than I expected.

Recently I talked to a sales person from a firm that offered AI personality tests to prospective job candidates so that organizations could filter the right people to hire. What do I think of that?

Are you a leader who wants consitently great work from your employees?
You may want to ask yourself a simple question first: What does great work actually look like?

What do you do when you mess up in front of your team or a candidate?