Leadership begins with the story of vision. This possible future, and not our personal preferences or desires, is what we lead towards.

Leadership allows us to change other's behavior. When we lack leadership, we use power to force others to behave in the way that we want.

You can’t possibly lead if you aren’t on the floor, where you see the functions of leadership and the process of work in action.

Life is a process of narrowing. When we are young, we explore the world. We experience many things, we meet many people, and we begin to...

Job interviews are hard. The hardest part is often the situational questions, where we demonstrate our capabilities by telling the story...

This is a case study of a leader who is stuck. Where are you stuck? Because that moment is where you need to learn.

When we lead, it becomes difficult to separate "what we know" from "who we are". This is when leaders get fired.

Only when we see the external limitations placed upon us can we understand our full potential.

Every interaction has the possibility of creating value in the world. If you want to lead, learn Priya Parker's methods.

Sometimes we don't know what behavior a situation requires, even though we see everything else. That's when we need a leadership cookbook.

Feedback is useless without a process to assess and learn from it. Here's how to do this.

Inadequacy, self-doubt, failure: these feelings allow us to see that we could have performed a task more effectively. Without them, we...

If we try to improve without new ideas, we aren't learning: we are practicing what we already know.

How to Have a Good Day is a practical, grounded work that covers a wide range of the reality of professional life.

Imposter syndrome prevents learning. The label creates pressure to avoid, not explore, the two-sided coin of self-doubt and perfectionism.

Behvioral science explains why our success as leaders depends on seeing things that we might not notice.

You Can Change Others offers vital tactics to help others see what really is. This book is a companion to the functional approach.

There are two parts to the process of developing a new skill: learning, and behavioral change.

McKinsey says leadership development doesn't work unless we do these four things. The functional approach to leadership shows why.

A good compliment shares vision, builds relationships, and leads to a learning organization. But it needs these four things.