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.

The most important leadership skill we develop is our ability to see and act at the right moment, in the right way.

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.

Organizational culture is a symptom of work. To change culture, we have to understand what these created cultural elements.

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

The functional approach to leadership gives us specific actions to improve the quality of our meetings and the work that they enable.

Asking "What do good leaders do?" leads us to ineffective leadership. Here are six reasons and what we should ask and do instead.

The function of learning allows the group to explore new, better ways to do the work.

Reading is a foundation of a deliberate learning practice. This REVIEWED discusses how to read as a leader.

Now that we have cultivated a shared story of vision and created productive relationships, our expanding organization is ready to explore...

Vision begins with listening and ends with sharing. Everything in the middle is how we assemble what we hear into forms that make sense...