FieldNotes
Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
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This Email Comes With a Countdown. 3, 2, 1…
Over the course of our lives, we have been conditioned to change our behavior when a countdown is introduced. Sports, game shows, rocket launches, video games and sales promotions often use a countdown to mark the end or beginning of something important. The countdown pushes people to act, or as Amazon tells us, if we
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Not Responding Is the Ultimate Checkmate
In 1776, the new United States of America was fighting the best army in the world. George Washington needed a surprise to gain an advantage, so he made a daring crossing on the Delaware River above Princeton to engage the enemy. Unfortunately for Washington, a loyalist spy named Moses Doan observed Washington and his boatload
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Great Leadership Has No Off Switch
In addition to painting, Pablo Picasso was also a sculptor, a printmaker, and a theater designer. French artist Henri Matise was a painter and a draughtsman in addition to his work as a printmaker. Painter Marc Chagall also excelled as a glassmaker and a tapestry maker. We see a similar pattern in painter Joan Miró,
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Hunt Like Tom Brady
At the zenith of his Super Bowl-winning stardom with the New England Patriots, quarterback Tom Brady hosted an episode of Saturday Night Live. During the rehearsals leading up to his appearance, Brady was particularly watchful of Lorne Michaels, the legendary founder and producer of the show. He peppered Michaels with questions, looking for insights and
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Talent Density Requires Tough Decisions
Talent attracts talent. Talent density refers to the consolidated talent of the group or team. It goes up when the “right” people join the team and weak performers depart. Talent density goes down when the wrong people leave. High performers thrive in any environment where talent density is high. This includes our engagement with world-class partners and
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Would You Pass This Secret Trust Test?
As leaders rise in organizations and become more senior, they regrettably receive information that is more filtered and less candid. It’s just a fact of upward feedback. People generally offer less honest feedback when engaging those leaders above them in a team or organization. To preserve their reputations and goodwill with those they report to,
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The Power of the Unreasonable Challenge
Several decades ago, Sandy Tatum crafted the words that define golf’s U.S. Open. After the first round at Tatum’s home course of Winged Foot, the host of the 1974 championship, no player was under par. The course was so hard it was giving the players fits. The best player in the field, Jack Nicklaus, rolled
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When Should You Tell the Boss That You Disagree?
Disagreeing with those more senior than you can be a nerve-racking experience, primarily because it is often difficult to predict how the senior leader will react. As a leader yourself, you have an obligation to express your honest views, even if this might upset “the boss.” Leadership demands you voice your concerns honestly, while recognizing
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Victory in Helping the Other Team Win
Some acts of leadership are so powerful they are worth remembering and retelling. Take a college softball game contested more than a decade ago, when the Central Washington women’s softball team faced Western Oregon for a chance to make the playoffs. With the game on the line and two runners on base, Western Oregon’s Sara
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Always Keep a List of Nevers
Never, as an idea and commitment, is a very long time and is usually unrealistic. When people say “never,” they usually mean “most of the time.” When it comes to leadership, “never” is particularly hard to accept, as situations and people require different strategies and tactics. In the words of Peter Pan, who took us