How We Conduct 1:1s

Leaders must routinely spend time with each members of their team to discuss what they’re working on and how to improve. This infographic by NOBL Collective distills a handful of practices from leading teams, scientific research, and the observations on how to effectively have 1:1s.

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>> on Leadership, People Dynamics & Culture <<
Published by NOBL Collective

Building A Resilient Organizational Culture

While human resilience may be thought of as a personality trait, in the aggregate, groups, organizations, and even communities can learn to develop a “culture of resilience” which manifests itself as a form of “psychological immunity” to, or the ability to rebound from, the untoward effects of adversity.

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>> on Leadership, People Dynamics & Culture <<
Written by George S. Everly, published by HBR

To Be A Disrupter, You Don’t Have To Be An Asshole

Steve Jobs was a great role model for many things. Original thinking and nonconformity. Seeing the future more clearly than others and working relentlessly to create that future. Obsession with beautiful design and quality. Building a world-class tech company without knowing how to code. That doesn’t mean he was a great role model for how to treat others. Disrupters are often disagreeable. But you can be disagreeable without being an asshole.

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Written by Adam Grant, published on LinkedIn

How To Go From 1 Million To 100 Million

Gary Vaynerchuk builds businesses. Fresh out of college he took his family wine business and grew it from a $3M to a $60M business in just five years. Now he runs VaynerMedia, one of the world’s hottest digital agencies. Along the way he became a prolific angel investor and venture capitalist, investing in companies like Facebook, Twitter, Tumblr, Uber, and Birchbox before eventually co-founding VaynerRSE, a $25M angel fund. Here’s is personal insight on how to grow a business from $1 Million to $100 Million.

1 Min video, published by Gary Vaynerchuk

4 Principles for Building Beautiful Organizations

Tim Leberecht the author of the book “The Business Romantic” argues for designing organizations and workplaces that celebrate authenticity instead of efficiency and questions instead of answers. In this talk he proposes four (admittedly subjective) principles for building beautiful organizations and leading with beauty.

 

Watch 12 Video by Tim Leberecht, published by TED

Radical Candor — The Surprising Secret to Being a Good Boss

Guidance — praise and criticism — is the key to being a good boss and building a great team. This interactive session from Goal Summit 2016 will help you understand why feedback is so hard, and how you can get better at giving it, getting it and encouraging it on your team. Presented by author and advisor to Twitter and Dropbox, Kim Malone Scott.

Watch 22 minute talk by Kim Scott, Co-Founder at Candor, Ex-Googler, published by FreshBooks University

What Sets Successful CEOs Apart

The authors’ research findings presented in this article and their experience suggest that when leaders who aspire to the CEO’s office deliberately develop four specific behaviors, they dramatically raise the odds that they’ll become high-performing chief executives.

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Written by Elena Botelho, Kim Powell, pubslihed by HBR

The Religion Of A Human Based Company

Gary Vaynerchuck, founder and CEO of VaynerMedia, believes that the continuity of a great team trumps everything. Just like in sports—a team that has been playing together for a long time usually beats a group of superstars that came together for just a season. And that’s what he aspires to build at his company, a team that’s built to win for decades based on the continuity they have with one another.

Watch 15 min video, published by Gary Vaynerchuck

Why Leaders Eat Last

In this talk leadership expert Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being. Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.”

Watch 45 video published by 99U

The 10 Biggest Questions We Have As People Managers

Buffer has a strong culture of nurturing people into more advanced roles and promoting from within. This is fabulous for the opportunities this affords to their teammates; however, it does lead to a steep learning curve with disciplines like strategy, vision, coaching, and mentorship that aren’t as big a part of an individual contributor role. This article is about the biggest questions Buffer had for Jason Evanish, the Founder of HR start-up Lighthouse, and the answers and ideas he shared with the Buffer team.

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Article by Kevan Lee on Open Buffer