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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Good Leaders Explain the Logic Behind Their Everyday Beliefs
Observe great leaders in action, and you will frequently hear them use simple statements that justify their beliefs with evidence, facts, and data. They don’t do this to convince or persuade as much as to reduce the self-doubt others might have and to instill confidence in their proposed actions. Providing an evidence-backed rationale for their beliefs and
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The Unique Challenge of Leading in a Matrix Organization
In a matrix organization, team members report to more than one leader or manager at the same time, typically a functional leader and a business or regional leader. This creates a grid-like system of accountability instead of a single straight line of reporting. Think of a finance team in a centralized function (Corporate Finance), but with
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How Leaders Can Micromanage a Team by Owning Too Many of Their Problems
Good leaders support their teams and remove obstacles that get in the way of high performance. They make themselves accessible and available to opine on issues of concern to team members and work hard to provide the resources the team needs to succeed. On occasion, they step in and get involved with issues and problems
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Great Onboarding Makes People Feel as if They Belong Right Away
For newcomers, belonging is an entirely different experience from fitting in, feeling welcome, or being accepted. Belonging means the new team member is treated as an “insider” and they can be themselves by speaking candidly without the fear of rejection. When new team members belong, they feel valued as a person, not just for the
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Ask Team Members to Create Their Own Goals
This is the season when planning and goal setting for the next year takes up mindshare for both leaders and team members. Setting individual goals to be achieved in the next calendar year sets expectations for team members and keeps them centered on their personal performance and development. Goals are the lifeblood for enhanced performance,
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Who Are the Best Informal Coaches and Mentors on Your Team?
Behind the scenes, under the radar, and without being asked, team members work to improve the knowledge and skills of less experienced colleagues. They informally coach, mentor, guide, and tutor junior members of the team, helping them navigate the organization and leading them to higher performance. The generosity and leadership these team members display often
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Why Does My Organization Have So Many Meetings?
In far too many organizations, the stream of meetings is endless. They occur back-to-back and all day long. Instead of getting things done, people gather to discuss getting things done. For every meeting that rightly serves to inform, update, and engage, there are other meetings where the primary purpose is to signal commitment, busyness, and
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Why Granting a Favor Makes You Like People More
The counterintuitive idea that asking people for small favors produces feelings of liking is hard to understand but has been known for centuries. People generally believe they must feel warmth and connection before choosing to help someone. Liking people before agreeing to help them seems like the natural order of things. But the opposite is also true.
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Do You Watch Too Many Revenge Films?
Thoughts of revenge can channel complex emotions—anger, grief, humiliation, and power—into a controlled narrative with closure. The idea of exacting revenge restores feelings of agency and control and amplifies feelings of empowerment. Reclaiming power through decisive action is invigorating to watch and think about for many people. No wonder revenge movies are one of the
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Be Careful Not to Weaponize Gratitude
When used as a directive, rather than as an expression, gratitude can be highly coercive. Telling people they should be grateful chills dissent and legitimate concerns and complaints while dissuading people from challenging the status quo. Leaders rarely do this intentionally, but the effect is the same nonetheless. Statements like “You should be grateful for your job,” “You