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.

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

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

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

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

Friedman is right that high-performing groups have social connections. This insight does not help us lead effectively.

Compliments aren't just personal recognition, they are an opportunity to lead. But if we do them wrong, we can do harm.

Shared accountability is where members hold each other accountable for the group's performance. Here are four things ways to encourage this.

Functional leadership shows us that feedback is an interchange that moves information from the customer to where it helps improve work.

Culture change is often a judgment that behaviors are bad. Functional leadership flips this paradigm upside down, to performing work.