Newsletter
Hi and welcome! I’m Richard Brisebois and this is my newsletter in which I share some of my writings as well as interesting articles, interviews and research about management, leadership, and strategy. My apologies for this issue not dropping at its usual time. I was moving last week. At
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You don’t. You never do. Leading by example is based on a faulty assumption: that people will see only the behavior you want them to see and follow only the behavior you want them to follow. News flash: the people who work with you see everything. They see not
Newsletter
You really should fire yourself
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In memory of my mother's passing, I'm paraphrasing a passage from a book by Parker Palmer. It expresses exactly what I experienced. I share this as a way to reach out to other people who are dealing with loss and grief. A few years ago, my
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I'm a jazz fan, always have been. And I'm a Monk fan. Monk created this list when a musician joined his band for a multiple-week gig. I encourage the managers I work with to have a readme document for themselves and to have a structured,
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Today is the tomorrow you worried about yesterday
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To make the cut technologies had to have the potential to spur progress in societies and economies by outperforming established ways of doing things. They also needed to be novel (that is, not currently in wide use) yet likely to have a major impact within the next three to five
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Leadership is about doing something new or better, whether a simple process improvement or a transformation. It is more about reframing for improvement. It likely calls upon people to learn new skills and shift beliefs. Our tendency to ascribe leadership to individuals that hold a formal entitlement as head of
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You're leading when you're reframing for improvement
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With dimwitted politicians across the political spectrum, our celebrity-crazed culture, the destructive power of unrestrained capitalism, the groaning of the despoiled earth, the cries of the back row that go unheard, the disillusionment and disorientation of a society that desperately needs to be rehumanized—all of this requires broken
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The principle: Humans crave independence and control so giving it to them at work should be a good thing. The caveat: As people feel increasingly autonomous, they can also become unmoored from others' needs, expectations and social norms. Research results: Managers who value being respected will respond to empowerment
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