The False Appeal of "Common Sense"

It's become common for people to justify opinions or decisions by claiming they are just "common sense." However, this phrase is often used to stifle thoughtful discourse and shut down alternate perspectives. As leaders aiming to make wise choices in a complex world, we must be wary of relying on simplistic common sense rationales.

The Risks of Invoking Common Sense

Appealing to common sense tends to demonstrate flawed critical thinking in several ways:

It discounts the need for nuanced analysis. Most modern challenges involve layers of technological, social, political complexity. Surface logic rarely suffices. We must be willing to research issues from many lenses.

It implies dissenters lack basic intelligence. Dismissing those who see things differently hinders exchange of ideas and accumulation of wisdom. Diverse insight propels understanding.

It conceals contradictions and hypocrisy. So-called "common sense" often crumbles under scrutiny. For instance, people may claim everyone knows governments can't manage healthcare efficiently while ignoring how well Medicare works.

It breeds arrogant close-mindedness. Once people believe they have all the answers, cognitive biases take over and actual learning stops. Confirmation bias renders leaders deaf to anything outside their worldview.

It justifies the status quo. Improving any system requires questioning existing norms and power structures. Common sense rationales defend upholding current conditions.

Cultivating Intellectual Humility

The world is complex, yet individual human brains are limited in perspective. As ethicist John Lachs noted, true wisdom requires acknowledging that we cannot see the whole picture nor have all the answers on our own.

Intellectually humble leaders therefore cultivate perpetual curiosity and avoid rigid certainty. Rather than defaulting to "common sense", they:

• Question underlying assumptions and conventional thinking instead of blindly accepting them

• Earnestly invite debate and challenge from diverse perspectives outside their bubbles

• Actively listen to different views without judgment or defensiveness

• Take time to deeply analyze root causes of issues, not just symptoms and superficial perspectives

• Thoroughly consider potential pitfalls and unintended consequences before acting

• View challenges as opportunities to learn something new and improve rather than reinforce the status quo

Beyond Either/Or Thinking

Many debates framed in terms of common sense are actually complex issues with multiple reasonable perspectives. Leaders who recognize reality's nuance are cautious about absolutist rhetoric.

For instance, pragmatic leaders acknowledge free market capitalism has benefits like spurring innovation, and flaws like exacerbating inequality. Truth incorporates paradox.

Seeking Inclusive Wisdom

True progress depends on often questioning the status quo, humbly hearing those most impacted by issues, and synthesizing the best collective thinking available. Blind allegiance to "common sense" limits potential. Pursuing truth requires nuance, inclusion and perpetual humility.

To explore leading with more inclusive wisdom, please don't hesitate to reach out. Seeking multiple lenses always brings complex realities into sharper focus. The path of lifelong learning never ends.

The Perils of Short-Term Thinking

In our hype-driven world, some prominent leaders achieve fame by making bold claims and promoting themselves as geniuses. However, research confirms that true wisdom and excellence come from empowering teams, prioritizing quality, and cultivating long-term thinking.

Sustainable success requires valuing people over profits, craft over speed, and community over ego. It means making decisions informed by expertise and empathy rather than bravado.

The Myth of the Lone Genius

Stories of brilliant mavericks single-handedly changing the world make for great media narratives. However, academics note that most major innovations emerge from collaborative networks, not solo stars.

As Isaac Newton remarked, "If I have seen further, it is by standing on the shoulders of giants." Real progress comes from teams sharing knowledge and building on each other's work.

False Narratives About Overwork

Some prominent leaders perpetuate myths that their achievements come from working exceptionally long hours and making extreme personal sacrifices. However, extensive research confirms working excessive hours consistently reduces productivity, performance, and employee wellbeing over time.

Sustainable results come from supporting people to do their best work in humane conditions, not pushing them to exhaustion. As Sidney Dekker notes, some organizations “mistake disengagement, burnout, and negligence for heroism.” We must recognize the difference.

Short-Term Thinking Destroys Value

Obsessing over immediate results often degrades long-term reputation, returns, and stakeholder value. Research by McKinsey finds that companies focused solely on quarterly earnings underperform in resulting stock returns compared to those focused on multi-year horizons and compounding capabilities.

While maximizing short-term profits pleases some shareholders, it risks severely damaging corporate conscience, culture, and capacity for future innovation. Ethical, wise leaders consider systemic impacts beyond just this quarter.

Empower Teams Through Mastery and Autonomy

Studies confirm that enabling people to find meaning and mastery in their work breeds excellence over the long run. As Daniel Pink explains, humans intrinsically crave autonomy, mastery, and purpose. Command-and-control leadership crushes motivation and innovation.

Empowered teams who continually hone skills drive breakthroughs. Like Toyota’s andon cord, collaborative learning cultures turn problems into insights rather than placing blame. Psychologically safe environments enable sustained growth.

The Risks of Ego and Arrogance

Extensive research reveals the loudest, most arrogant leaders often lack wisdom and competence. True expertise is humble, nuanced and reflective. Wise leaders ask open questions, actively listen, and sincerely consider divergent views.

Surrounding oneself with yes-men breeds groupthink and epic blunders that could easily be avoided by promoting cognitive diversity. Actively seeking out broad perspectives counters dangerous blind spots.

If these topics resonate, I offer coaching on values-driven leadership, empowering teams, systems thinking, and long-term strategy. Reach out anytime to discuss coaching tailored to your context and goals. The road to lasting greatness starts with a single step.

The Critical Role of Responsiveness for Today's Leaders

The Dangers of Constant Connectivity

In our increasingly fast-paced, constantly connected business environment, responsiveness has become a crucial skill for effective leadership. Leaders who fail to diligently manage their calendar, regularly check emails, and make time for meetings run the risk of appearing aloof, undependable, and unconcerned.

However, while technology has enabled us to be more reachable than ever, this constant accessibility comes with downsides. It's tempting for leaders to keep one eye perpetually on their inbox, allowing messages and notifications to interrupt their focus countless times per day. However, research clearly shows that this reactive state of perpetual distraction severely impairs productivity, creative thinking, analytical ability, and capacity for strategic thought.

The Benefits of Protecting Focus Time

Leaders cannot afford to undermine their cognitive abilities with constant context switching and fractured attention. They owe it to their teams, colleagues, and stakeholders to preserve periods of deep focus free from unnecessary distractions. This enables complex cognitive processes to occur, leading to higher quality decisions that consider a wider array of factors. It also sets the tone for the organization, giving others permission to disconnect and concentrate.

The Perils of Poor Responsiveness

While focus is crucial, leaders must balance it with mindfulness regarding their communication and scheduling commitments. Failing to regularly check for calendar updates, changes to meeting times, and new invites leaves leaders unprepared and out of sync.

Arriving late, canceling last minute, or missing important meetings altogether signals disrespect and breeds resentment. Colleagues feel their time has been devalued if a leader consistently fails to honor scheduled appointments and agreed upon meeting times.

Leaders who cancel or reschedule only when absolutely necessary preserve trust and dependability. Thoughtfully blocking off chunks of focus time well in advance allows colleagues to plan accordingly. When leaders unexpectedly appear unavailable or unreachable for long stretches, people hesitate to depend on them.

Delays in responding to urgent questions and requests gives the impression leaders are indifferent. Team members stop bringing critical issues to inattentive leaders.

Why Responsiveness Earns Respect

On the other hand, responsive leaders who deeply respect others' time are revered. Those who show up promptly, prepared for meetings large and small demonstrate their reliability. Leaders who keep their calendar updated and frequently communicate their availability facilitate smoother coordination.

Answering messages in a timely fashion, especially regarding time-sensitive matters, keeps projects moving forward. Making time to power through emails, offer prompt responses, and share schedule changes shows leaders value communication and their relationships.

When people know a leader's "open door" policy is genuine, they feel comfortable bringing concerns. Replying quickly to questions makes people feel valued, not ignored. Being reachable for urgent issues demonstrates true care and commitment.

Best Practices for Responsiveness

There are several best practices leaders can adopt to hone responsiveness:

• Mindfully plan each day by reviewing your calendar and establishing top priorities considering any scheduling constraints or conflicts. Build in small buffer windows between meetings.

• Obsessively manage your calendar by continuously checking for updates throughout the day. Evaluate any new invites carefully before accepting to protect focus time.

• Keep your inbox under control by allotting specific times to power through new messages, especially first thing in the morning. Flag emails that require more thoughtful responses for later.

• Constantly communicate your availability after any calendar changes, as well as when you have blocks of focus time. Let your team know when you will be offline and for how long.

Conclusion

Mastering the art of responsiveness while also preserving focus time is crucial for today's leaders. But excellence isn't easy - it takes commitment and repetition. Don't hesitate to seek help through coaching and training tailored to improving your time management abilities as a leader. I offer proven techniques to help leaders strike the right balance. Please reach out if you would like to discuss further!

Do You Make This Common "Respect" Mistake That Destroys Company Culture?

Respect Does Not Mean Treating People Like Authority Figures

There is a quote that eloquently captures an important distinction when it comes to respect:

"Sometimes people use 'respect' to mean 'treating someone like a person' and sometimes they use 'respect' to mean 'treating someone like an authority.' And sometimes people who are used to being treated like an authority say 'if you won't respect me I won't respect you' and they mean 'if you won't treat me like an authority I won't treat you like a person.' They think they're being fair but they aren't, and it's not okay."

This quote deeply resonates with me as a coach who works with leaders and executives. I have seen many leaders who feel they inherently deserve respect simply because of their position or authority. They believe that respect means treating them like an unquestionable authority figure and following their directives without hesitation.

However, true respect first and foremost means treating people like human beings. It means showing care, empathy and consideration for their wellbeing. As a leader, you earn genuine respect by exhibiting integrity, listening intently to others, valuing diverse perspectives, and cultivating an environment of psychological safety where people feel comfortable expressing themselves.

Unfortunately, some leaders have an overly authoritative mindset where they view employees merely as resources to control rather than complex humans to engage. These leaders care more about preserving their status and power than uplifting others. When their authority is challenged or questioned in any way, they retaliate by pulling the "respect" card.

In essence, these leaders knowingly or unknowingly stop respecting individuals who don't defer to their authority. They may ostracize, undermine, or even ultimately fire people who stand up to them. This authoritarian approach is entirely unfair and counterproductive. It breeds fear, stifles innovation, and leads to disengaged, demotivated teams who follow directives out of compliance rather than commitment.

Adopting a "Respect for People" Mindset

The most successful leaders I've worked with take a completely different "respect for people" approach. They:

• Seek to deeply understand before being understood

• Encourage candid feedback and diverse opinions without retaliation

• Admit when they're wrong and sincerely apologize for mistakes

• Empower others through coaching and mentorship

• Show humility rather than expecting deference from others

• Value growth, learning and excellence over status and power

• Lead with compassion, elevating others over self

This "respect for people" mindset is essential for building a culture of trust, engagement and high performance. If you want your team to bring their best selves to work each day, you must reconsider what respect really means in your own leadership style.Here are some tangible steps you can take:

• Listen without judgment: Give your full attention when others speak up. Don't interrupt or let your mind wander. Reflect back what you heard without inserting your own biases.

• Adopt a growth mindset: Believe that abilities and intelligence can be developed with effort. Praise the process, not just the outcomes.

• Encourage challenges: Invite alternative perspectives. Don't just surround yourself with "yes" people. Ask "What am I missing?"

• Appreciate unique skills: Recognize that each person brings value through their distinct talents, backgrounds, and experiences.

• Give up control: Enable others to take ownership of projects and decisions. Guide the mission, but let your team determine how to get there.

• Admit imperfections: Be vulnerable and authentic about your limitations. Your humanity will empower others.

The Bottom Line

If you want to earn genuine respect as a leader, let go of commanding authority and focus on elevating others. Lead with compassion, not control. Value each person as a complex human, not just a role. By adopting this "respect for people" mindset, you will build trust, engagement and excellence.

If you recognize areas where you need to grow in showing true respect as a leader, don't hesitate to seek help. Consider working with an executive coach who can provide an outside perspective and tailored guidance. I'd be happy to have a free introductory consultation to discuss your leadership goals. Please reach out if you would like to learn more about how I can help you develop your strengths while letting go of unproductive authority mindsets. The first step is acknowledging the need for change, and you have the power to become a more respected, inspiring leader.

Overcoming Insecurity as a Leader

Insecurity can completely undermine even the most competent and experienced leaders. As a leader, your insecurities are often far more obvious to your team than you realize. Left unchecked, insecurity can corrode trust, provoke doubt, and limit your effectiveness.This post explores common insecure behaviors, why insecurity backfires, and how to overcome insecurity as a leader.

Insecure Behaviors to Avoid

Insecurity manifests in many subtle behaviors and communication patterns. Here are some of the most common to be aware of:

• Rambling or over-explaining: When insecure, leaders often ramble on to fill silence or over-explain simple concepts. This causes others to tune out.

• Controlling conversations: Insecure leaders often dominate conversations, interrupt frequently, or neglect to solicit input from others. This stifles healthy dialogue.

• Asserting authority unnecessarily: Saying things like "I'm the boss!" or emphasizing your authority in situations where it's already clear comes across as posturing.

• Repeating yourself: Repeating the same point multiple times screams self-doubt. It makes employees doubt your confidence.

• Acting like you know everything: No one knows everything. Refusing to admit knowledge gaps or limitations makes you seem arrogant and discourages questions.

• Not listening to feedback: Constructive feedback is invaluable for growth and self-awareness. Leaders who get defensive or refuse to listen to feedback appear insecure.

• Needing to be the hero: Insecure leaders often swoop in to solve problems personally that should be delegated. This suggests you need to be the hero.

• Taking credit: Insecure leaders take credit for successes that should be attributed to their team. This screams self-validation.

Why Insecurity Backfires

The root of insecurity is self-doubt. As a leader, any behavior that conveys self-doubt can undermine your credibility and make employees uneasy. People want confidence, vision, and decisiveness from their leaders. When you act insecure as a leader, common consequences include:

• Employees lose trust in your judgment: Self-doubt breeds distrust. Employees wonder if you have the judgment needed to make big calls.

• Employees doubt your competence: Insecurity makes you appear less capable in your role. Employees may question if you're qualified to lead.

• Employees feel you are not fit to lead: Overall, insecurity creates an impression that you lack the poise, confidence, and vision required in a leader.

• Employees get frustrated: Behaviors like repetition, rambling, and controlling dialogue frustrate employees and make them tune out.

• Employees hesitate to bring concerns: Insecure leaders who get defensive about feedback train employees not to bring concerns to them. This impedes communication.

• Insecurity perpetuates imposter syndrome: Struggling with self-doubt yourself makes employees doubt their own abilities and contributions.

In the end, the very doubts and undermining insecure leaders fear become self-fulfilling prophecies. Employees pick up on the cues and begin to doubt in turn.

Overcoming Insecurity as a Leader

The first step is acknowledging when your own insecurity gets triggered. Common triggers include new challenges, criticism, or situations that make you feel inexperienced. Once you notice insecurity arising, you can consciously choose more constructive responses.Here are some tips for overcoming insecurity as a leader:

• Accept that you'll never know everything. No leader is an expert across all domains. Admitting knowledge gaps shows maturity and humility. Employees respect transparency about limitations.

• Focus outward, not inward. Insecure thoughts often run in loops like "Do they like me? What if I'm not qualified?" Practice redirecting your focus outward to your team's needs and goals.

• Don't take feedback personally. Feedback is about improving, not about you as a person. Let go of ego and listen openly.

• Surround yourself with trusted advisors. Bounce ideas off mentors and peers you trust. They can reality test you when insecurity warps perspective.

• Work on emotional intelligence (EQ). Insecurity often stems from poor EQ. Self-awareness, empathy, vulnerability, and relationship skills help immensely.

• Get a leadership coach. Coaches provide unbiased support to identify blindspots and overcome insecurity triggers as a leader.

• Remember employees look to you. Focus on modeling the confidence, poise, and vision you expect from leaders. Employees take cues from you.

With self-reflection and conscious effort, leaders can keep insecurity in check. The first step is noticing when insecurity arises. From there, redirect your focus to leading effectively by seeking input, playing to your strengths, and developing self-awareness. Model the mindset and behaviors you expect from your team.

Conclusion

Insecurity is common among leaders, but it can sabotage you when unchecked. Through self-awareness and focusing outward on your team's needs, leaders can overcome insecurity. The right support and a commitment to growth helps leaders cultivate the confidence and poise that inspires others to follow.

As a leader, take time to reflect on when you feel insecure and how it impacts your leadership. Identify 1-2 specific insecure behaviors you want to work on. Share these insights with a trusted mentor or coach and create an action plan to practice responding constructively when insecurity arises. Small mindset shifts go a long way.

If insecurity is holding you back as a leader, a professional coach can provide unbiased guidance tailored to your needs. Coaching helps leaders gain self-awareness, improve emotional intelligence, and develop new leadership skills. Reach out to learn more about how coaching can accelerate your leadership growth. What steps will you take today to become the leader your team deserves? Don't let insecurity fester - you owe it to your team to proactively strengthen your leadership.

Hard Lessons from the Worst Manager I’ve Ever Had

We’ve all had our share of ineffective managers. But early in my career, I experienced a truly toxic supervisor who taught me invaluable lessons through negative example. Deeply reflecting on why he failed helps underscore the key behaviors that distinguish great leaders.

I joined my first company right after college, brimming with enthusiasm and eager to add value through hard work. But my new manager, promoted from within after years as a thoroughly average individual contributor, cared little for actually developing people.

He demanded respect simply for obtaining a management title. But respect is earned through actions, not automatic with a promotion. Here are some of the critical flaws he demonstrated that progressive leaders must avoid:

Lacked Self-Awareness Despite Unimpressive Track Record

He acted self-important, entitled and arrogant, yet openly admitted flunking out of college previously due to excessive drinking issues. He felt his manager title alone meant we should defer to him as a leader.

In contrast, the best managers stay humble and self-aware even after promotion. They remember leadership is an ongoing journey, not a permanent achievement. Outstanding leaders don’t rely on prestige but instead prove themselves daily through service, competence and vision. You must continually re-earn your team’s respect.

This manager’s hubris revealed deep insecurity rather than warranted confidence. Great leaders know no matter how much they accomplish, they can always grow in self-awareness.

Micromanaged Despite Lacking Expertise and Skills

Because he had previously held our roles before being promoted, he claimed to know best how to do our jobs. But I personally heard him handle escalated calls from customers, where he came across as awkward, stumbling, overly apologetic and weak.

Outstanding leaders recognize they cannot possibly have all the answers. Instead of micromanaging, they strive to develop team capabilities and autonomy based on individuals’ unique strengths. People excel when playing to their strengths in areas you may not master yourself.

By refusing to acknowledge his own shortcomings, he limited the team’s potential. The best leaders acknowledge gaps in their knowledge and empower others to fill them.

Dismissed Employee Perspectives

When I tried to share candidly that aggressive sales tactics didn’t suit my natural abilities and talents, he completely disregarded my insights about myself. I consistently had some of the highest quality metrics on the team when it came to customer satisfaction and handling time. But I struggled with upselling and “leads.”

The best managers listen deeply, exhibit curiosity and appropriately leverage unique talents. They don’t force square pegs into round holes or make people work against their nature.

His refusal to tailor roles to strengths showed lack of interest in my success. Adaptive leaders realize they must see each person’s full potential in order to unlock it.

Prioritized Self-Interest Above the Team

He explicitly made my career development and growth within the company contingent on boosting certain metrics he wanted to win a personal all-expenses-paid leisure trip and reward. In his mind, as the manager he was owed that.

True servant leadership always puts the team first. You should strive to advance others, not leverage or coerce them purely for personal gain. Sacrificing employees' growth for your own reveals your values.

His self-centeredness damaged trust and morale. The most effective leaders nurture employees’ goals and potential as vigorously as they do their own.

Promoted Toxic "Customer is Always Right" Mentality

He refused to support team members when interacting with customers who were clearly abusive, condescending or unreasonable. However, during my interview process the job was explicitly described as a non-sales role, which I respected.

Great leaders have the courage and confidence to set boundaries and act ethically, not appease one side at the expense of employees. They understand the need to balance empathy and empowerment for multiple stakeholders.

The hypocrisy in expectations and unwillingness to address abusive treatment revealed lack of integrity. Trust stems from modeling consistency between words and actions.

The Worst Experiences Can Lead To The Biggest Realizations

While often painful, these searing trials by fire taught me invaluable lessons about how not to operate. I vowed to pursue self-awareness, nurture potential in others, and always lead with integrity.

In retrospect, the worst bosses provide our most transformational lessons. Their shortcomings shape us by starkly revealing what we must avoid becoming. Reflecting on those hard lessons guides our personal growth into the leaders we wish we had.

Have you taken time to distill key lessons, both positive and negative, from your most impactful managers? Past experience only elevates future performance when mindfully translated into insight. We must each commit to becoming the leader we needed when starting out.

Executive coaching provides objective guidance on developing emotional intelligence and leadership skills — especially valuable when lacking models in your current environment. Please don’t hesitate to reach out if you would like to discuss further. We all rise together through shared wisdom and support.