pressure and stress

Pressure and stress feel fundamentally different. Pressure is positive. It pushes us to give our best and rise to a challenge. Stress is an anticipatory feeling based on fear of something that may not transpire. As a leader, your job is to give people purpose and direction so they can put appropriate pressure on themselves to achieve the company’s goals. You need to explain the challenge so they believe their actions can influence the outcome.

When you communicate your own panic, you can leave people feeling responsible for a situation they have little power to change. When you show that you can handle the pressure, you are giving them a reason to believe in their own contribution. That’s how success is built. Your job is to help create solutions, not just verbalize the things that aren’t working. Leaders who demonstrate problem-solving skills are more likely to inspire their team to come up with solutions.

Sara Bell

"Careful, managers. Your mood affects your whole team’s performance," FastCompany. October 20, 2026

confidence / humility

Confidence belongs to direction. Humility belongs to method. I’m not tentative about where my company is going or what we won’t compromise on, but I’ve been wrong often enough about how to get there that I stopped treating my first instinct as the final word. The fix isn’t personality, it’s structure. We hold a rule that if we can’t explain in plain language how we reached a decision, we don’t act on it. That rule has killed ideas of mine. Humility that lives in your temperament is a mood. Humility that lives in your process is a system.

Stan Gregor, Summit Financial

As quoted in "38 leaders on balancing confidence with humility," by the FAST COMPANY EXECUTIVE BOARD. Fast Company. October 19, 2026

multiple, simultaneous efforts

Most prescriptions for organizational change have focused on how to launch a single change initiative. This made sense in a stable world in which undertakings were planned and executed gradually and sequentially — like controllers directing airplanes taking off on a single runway, one at a time and well distanced from one another. However, the challenges of coping with dynamic markets, global crises, and advancing technologies are forcing organizations to transform quickly, which can require multiple, simultaneous efforts on several fronts. When time-pressured controllers launch many airplanes in close succession, the risk of collision increases significantly. Yet change managers have a very limited understanding of how such “collisions” happen or how to reduce those risks.

Failure to manage interrelationships between change initiatives can generate poor overall performance in three ways. First, it can lead to a large number of seemingly discrete initiatives with unclear prioritization and insufficient resources allocated for implementation. Second, it creates misaligned incentives for managers whose concern for their own key performance indicators inhibits cooperation across departmental siloes, when cooperation could better generate the desired benefits. Third, it prevents managers from perceiving connections between their own initiatives and those occurring elsewhere in the organization, creating unexpected conflicts about resource allocation or the timing of implementation. These conflicts undermine each change initiative and decrease overall corporate performance.

Quy Nguyen Huy, Rouven Kanitz, Julia Backmann, and Martin Hoegl

"How to Reduce the Risk of Colliding Change Initiatives," MITSloan Management Review. June 3, 2021

magnitude, activity, or direction

Change can involve magnitude, activity, or direction, and the first step toward a clearer vision for change is to clarify what form of change should be considered:

• Magnitude: “We need to enhance our execution of the current path.”
• Activity: “We need to adopt new ways of pursuing the current path.”
• Direction: “We need to take a different path.”

Companies that have doubled down on flawed or outdated business strategies, for example, Kodak, Nokia, Xerox, BlackBerry, Blockbuster, Tower Records, and J.C. Penney are guilty of believing that a change of magnitude was sufficient instead of either a change of activity, such as adopting new technologies or distribution channels, or a change of direction, such as exiting certain businesses altogether.

Contrast these examples with companies whose ambitions led to risky changes in direction when their context called instead for changes of activity or magnitude: GE’s attempts to be a first mover in green energy and the industrial internet of things through Ecomagination and Predix; Sony’s move into entertainment content; or Deutsche Bank’s efforts to become a global investment bank.

Many of the most impressive and successful corporate pivots of the past decade have taken the form of changes of activity — continuing with the same strategic path but fundamentally changing the activities used to pursue it. Think Netflix transitioning from a DVD-by-mail business to a streaming service; Adobe and Microsoft moving from software sales models to monthly subscription businesses; Walmart evolving from physical retail to omnichannel retail; and Amazon expanding into physical retailing with its Whole Foods acquisition and launch of Amazon Go.

"Changing How We Think About Change" by B. Tom Hunsaker, Richard Ettenson, and Jonathan Knowles. MITSloan Management Review. August 13, 2020.

never tell people how to do things

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

George S. Patton, Jr.

War as I Knew It by General George S. Patton Jr. Houghton Mifflin. 1975. p.357. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World.

lift where you stand

Some years ago in our meetinghouse in Darmstadt, Germany, a group of brethren was asked to move a grand piano from the chapel to the adjoining cultural hall, where it was needed for a musical event. None were professional movers, and the task of getting that gravity-friendly instrument through the chapel and into the cultural hall seemed nearly impossible. Everybody knew that this task required not only physical strength but also careful coordination. There were plenty of ideas, but not one could keep the piano balanced correctly. They repositioned the brethren by strength, height, and age over and over again—nothing worked.

As they stood around the piano, uncertain of what to do next, a good friend of mine, Brother Hanno Luschin, spoke up. He said, “Brethren, stand close together and lift where you stand.”

It seemed too simple. Nevertheless, each lifted where he stood, and the piano rose from the ground and moved into the cultural hall as if on its own power. That was the answer to the challenge. They merely needed to stand close together and lift where they stood.

I have often thought of Brother Luschin’s simple idea and have been impressed by its profound truth.

Dieter F. Uchtdorf, “Lift Where You Stand,” Ensign, Nov 2008, 53–56

the leader must become a servant

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant.

Max De Pree

Leadership Is an Art by Max De Pree. Crown Publisher. June 22, 2011. As quoted in "The Neuroscience of Trust: Management behaviors that foster employee engagement," by Paul J. Zak. Harvard Business Review. January-February 2017. 

the frogs and the jackdaws

Thank goodness we don't understand the language of ravens, jackdaws, crickets, frogs, and pigs. Otherwise we'd probably worry about what they think too. Yet how many people seem more brainless than the frogs and the jackdaws? Does that make any difference to us? No. We let what they say upset us and render our lives utterly miserable.

Dio Chrysostom (ca. 40–ca. 120) 

His Meditations, ~200 BC

allow yourself to fail in public

Risk, creativity and defining your own path is made possible only through a series of failures, some big, some small. Hide none of them. Take pride in your ability to recognize them faster and better than anyone else, and your drive to learn from them to improve yourself.

Advise given to Sarah Friar by Jack Dorsey

"'Allow yourself to fail in public': Read what Square CEO Jack Dorsey told his CFO after she took a top job at another company" by Javier E. David. CNBC. Oct. 13, 2018

provide a vision

In every successful transformation effort that I have seen, the guiding coalition develops a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees. A vision always goes beyond the numbers that are typically found in five-year plans. A vision says something that helps clarify the direction in which an organization needs to move.... A useful rule of thumb: if you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process.

John P. Kotter

"Leading Change: Why Transformation Efforts Fail" Harvard Business Review. May-June 1995

the leader's number one job

[Clear direction] is the leader's number one job. If you don't do anything else, you absolutely must give clear direction to your team. Let them know what the goals and objectives are. Too often there is a lack of clarity, which can lead to confusion, misalignment, frustration, and disengagement. Sometimes, clear direction is all a team needs; General Patton said, "Tell them what to do and they will surprise you with their ingenuity."

Gordon Tredgold

"4 Simple Things Every Team Wants From Their Leader" inc.com. May 8, 2017

leadership as a support role

Personally, I see leadership as a support role — a listener, a facilitator, a translator, a navigator. I know its common to think of the leader as the visionary, but if you’re a good listener, facilitator, translator and navigator then the leader shares ownership over the vision with the entire team.

Your time to lead is in developing a framework for the team to work within. In order to be successful in executing this shared vision, it’s the leader’s responsibility is to help people understand the role they play and how they can successfully measure their performance. Then you need to take a step back and get out of their way.

Phoebe Hayman

"Phoebe Hayman, the founder of Seedling, Talks About Leadership as a Support Role" by Ramon B. Nuez Jr. Huffington Post. August 28, 2017.

creating a safe and trusting environment

[Effective leaders have "high ethical and moral standards” and “communicat[e] clear expectations”...]

Taken together, these attributes are all about creating a safe and trusting environment. A leader with high ethical standards conveys a commitment to fairness, instilling confidence that both they and their employees will honor the rules of the game. Similarly, when leaders clearly communicate their expectations, they avoid blindsiding people and ensure that everyone is on the same page. In a safe environment employees can relax, invoking the brain’s higher capacity for social engagement, innovation, creativity, and ambition...

Sunnie Giles

"The Most Important Leadership Competencies, According to Leaders Around the World" Harvard Business Review. 3/15/2016

providing purpose, direction, and motivation

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22)...

Influencing is getting people... to do what is required. Influencing entails more than simply passing along orders. Through words and personal example, leaders communicate purpose, direction and motivation.

Purpose gives subordinates the reason to achieve a desired outcome. Leaders should provide clear purpose for their followers...

Providing clear Direction involves communicating what to do to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates understand the standard. Although subordinates want and need direction, they expect challenging tasks, quality training and adequate resources. They should have appropriate freedom of action. Providing clear direction allows followers to adapt to changing circumstances through modifying plans and orders through disciplined initiative...

Motivation supplies the will and initiative to do what is necessary to accomplish a mission. Motivation comes from within, but others' actions and words affect it. A leader's role in motivation is to understand the needs and desires of others, to align and elevate individual desires into team goals and to inspire others to accomplish those larger goals. Some people have high levels of internal motivation to get a job done, while others need more reassurance, positive reinforcement, and feedback...

Improving for the future means capturing and acting on important lessons of ongoing and completed projects and missions. Improving is an act of stewardship, striving to create effective, efficient organizations...

Headquarters, Department of the Army

ARMY LEADERSHIP (INCL C1) 6-22. Army Doctrine and Training Publications. 8/1/2012

objectives and key results

LinkedIn manages its teams using a task-tracking system called ‘Objectives and Key Results,’ abbreviated as “OKRs.” First developed by Andy Grove at Intel, the strategy was popularized by John Doerr from Kleiner Perkins. Today, this shorthand is all over Silicon Valley. But it’s easy to dismiss a corporate-sounding acronym as just another leadership trick for distilling people’s work. Nothing about OKRs sounds inspiring. It’s how LinkedIn used them that helped employees connect more to the company’s collective mission.

In Grove’s famous manual “High Output Management,” he introduces OKRs by answering two simple questions: (1) Where do I want to go? (2) How will I know I’m getting there? In essence, what are my objectives, and what key results do I need to keep tabs on to make sure I’m making progress? When you think about it, these questions are very personal, speaking to the core of how people spend their days. It makes sense that everyone within an organization should have their own OKRs every quarter. The important thing is tying these individual OKRs to team OKRs and, ultimately, organizational OKRs. This alignment packs power and efficiency.

Understanding the personal nature and motivating potential of OKRs, Weiner defines them more broadly. They should be about “something you want to accomplish over a specific period of time that leans toward a stretch goal rather than a stated plan. It’s something where you want to create greater urgency, greater mindshare.” For all these reasons, OKRs should become more important the more senior an employee becomes. When you’re in a leadership position, “You are sending the signal to the rest of the organization that ‘this matters,’” Weiner says.

OKRs should definitely not be is easily achievable. Low expectations may seem to yield glowing results, but they eventually stall people, teams and companies in the long run. OKRs shouldn’t be too malleable either. They’re supposed to be quarterly beacons, not shifting from week to week. Along these lines, Weiner prefers that his team members set three to five OKRs for themselves in any given quarter. Anything more than that has the potential to distract from what really needs to get done.

Interview with Jeff Weiner, Linkedin CEO

"The Management Framework that Propelled LinkedIn to a $20 Billion Company" First Round Review. 8/2/2013

a company's true north

“Vision is the dream,” says Weiner. “A company’s true north. It’s what inspires everyone day in and day out. It’s what you constantly need to be aspiring to.” He defines LinkedIn’s vision as “Creating economic opportunity for every professional," where 'professional' refers to every single one of the over 3.3 billion people in the global workforce.

The mission, on the other hand, defines how the company strives to fulfill that vision. For LinkedIn, that means “connecting the world’s professionals to make them more productive and successful.” Here the term ‘professional’ is all about the company’s immediate audience of more than 600 million knowledge workers in its network, and the opportunity to change their lives.

Visions aren’t immediately achievable. They’re pie in the sky ideals that may take generations, many partnerships, and many people to achieve — and even then, perhaps only in part. Missions, however, can be defined in terms of concrete objectives, and a company can be measured by how well it achieves them, Weiner says. Most companies, even startups, will only have one or the other. But a vision without reference to what the company actually does is unmoored from reality, and may not serve its purpose to inspire and organize employees.

Interview with Jeff Weiner, Linkedin CEO

"The Management Framework that Propelled LinkedIn to a $20 Billion Company" First Round Review. 8/2/2013

a lone figure - a first follower

So how does a leader get the workforce to buy into their new vision? One speaker pointed to the YouTube video Leadership lessons from dancing guy, which shows a man dancing wildly on his own at a pop festival. Eventually, another man joins in and they dance eccentrically together. After a while, a couple more revelers join in and after a few minutes, there is a rush of people joining the dance.

The message is that a lone figure needs a first follower to join them in order to trigger a social movement. This is equally true in setting a new direction for a company. “What you need is someone who starts joining the lone nut – that’s when you get the flywheel effect and the movement gains momentum,” said the speaker.


Eva Eisenschimmel
"Inspiring leadership and the need for a creative, empowered workforce" The Guardian. 10/8/2015

great teams win

Leadership is all about team. It is easy and somewhat understandable to get self-absorbed when you are responsible for a project in crisis. During those Xbox trials, I certainly fixated on what I should do differently and why I was failing. I took a sabbatical shortly after the launch of the first Xbox, and with the help of some fabulous advisers, I realized that I was not the secret to success. Instead, the team around me held all the keys required to unlock our potential. My job was to give them the necessary strategy framework and direction and then allow them to apply their unique skills to improving our results. Great leaders find a way to attract the right people, and the right people form great teams, and great teams win.

Robbie Bach

"The Big Leadership Lessons I Learned Almost Failing To Create Xbox For Microsoft" Forbes. 11/5/2015

managing vs. leading

Companies manage complexity first by planning and budgeting-setting targets or goals for the future (typically for the next month or year),establishing detailed steps for achieving those targets, and then allocating resources to accomplish those plans. By contrast, leading an organization to constructive change begins by setting a direction - developing a vision ofthe future (often the distant future) along with strategies for producing the changes needed to achieve that vision.

Management develops the capacity to achieve its plan by organizing and staffing-creating an organizational structure and set of jobs for accomplishing plan requirements, staffing the jobs with qualified individuals, communicating the plan to those people, delegating responsibility for carrying out the plan, and devising systems to monitor implementation. The equivalent leadership activity, however, is aligning people. This means communicating the new direction to those who can create coalitions that understand the vision and are committed to its achievement.

Finally, management ensures plan accomplishment by controlling and problem solving – monitoring results versus the plan in some detail, both formally and informally, by means of reports, meetings, and other tools; identifying deviations; and then planning and organizing to solve the problems. But for leadership, achieving a vision requires motivating and inspiring – keeping people moving in the right direction, despite major obstacles to change, by appealing to basic but often untapped human needs, values, and emotions.

John P. Kotter
“What Leaders Really Do.” Harvard Business Review. 1990.