Leadership in an Ever-Changing Industry
summary
Argues that leadership’s job is to create space where people can be excellent, grounding advice in Gallup’s team predictors and Dan Pink’s motivation model; recommends treating motivation as purpose autonomy mastery plus weekly recognition and a sense of belonging. Uses situational leadership/skills matrix to decide when to teach coach enable and warns that only about 10% telling is needed. Recommends deliberate practice (challenge with feedback), pairing for learning, and balancing craft currency with people work.
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chapters (12)
- 0:00Introduction and background
- 2:11Leadership fears and realities
- 3:57Science of motivation in teams
- 8:35Purpose and team engagement
- 10:21Four pillars of high performance
- 11:30Leadership styles and coaching
- 13:18Learning from peers
- 14:43Deliberate practice at work
- 16:28Balancing leadership and expertise
- 17:53Stages of skill development
- 19:18Cultivating inclusion and diversity
- 22:27Enabling everyone to excel
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