An approach to understanding management based on my twenty years doing it, and four+ years coaching it. A bit of a long read, but I hope helpful in thinking through the art/craft/path of guiding people at work.
A good set of questions to ask about your calendar (doesn’t apply just to CEOs, by the way). I would add: make the overall question you are asking be more pointed: “what do I really, really need to keep?”. Everything else should go.
Curiosity is a super-power, I believe. It’s also scary if your view of management is control. This is a longish, but complete piece of research into the value of curiosity and how to foster it in an organization. Good stuff.
This is long, but very worthwhile. Explains why feedback is so hard to give, and includes recommendations for overcoming the deep, human barriers that inevitably exist.
“Feedback conversations, as they exist today, activate this social threat response. In West and Thorson’s study, participants’ heart rates jumped as much as 50 percent during feedback conversations” Yikes.
“The good thing about projections, though, is that they are based on the status quo. We don’t believe in the status quo. We believe that people, when given tools and opportunity, can defy the odds”