An Entire Leadership Book In A Single Page

People don't buy what you do; they buy why you do it. Start from the inside out.

Maslow's Hierarchy of Needs
(Focus on meeting lower needs first)

Self-Determination Theory
Autonomy (Control over work)
Competence (Mastery and growth)
Relatedness (Connection with others)

Herzberg's Two-Factor Theory
Hygiene factors prevent dissatisfaction; motivators drive engagement.

Intrinsic motivation drives long-term engagement and performance.

Each stage requires different leadership approaches and focus areas.

Spend most time in Q2. Every "yes" is an implicit "no" to something else.

Focus on high-impact activities, delegate the rest.

Define work hours, limit availability, protect personal time.

Surround yourself with competent, trusted leaders.

1-5 mins: Stretch, breathe, hydrate

15-30 mins: Walk, disconnect

1hr+: Hobbies, completely unplug

1. 1 Preparation - Gather facts, define the goal
2. 2 Delivery - Use "I" statements, focus on behavior
3. 3 Discussion - Encourage dialogue, listen actively
4. 4 Follow-up - Set clear next steps, offer support

Feedback should be a continuous loop, not a one-time event.

Three Triggers That Block You

1. T Truth - "The feedback itself seems wrong"
2. R Relationship - "Who are you to tell me?"
3. I Identity - "This threatens who I am"

The 5 A's: Absorb → Ask → Acknowledge → Appreciate → Apply

Your ability to receive feedback determines how much truth you'll ever hear.

• G - Goal: What do you want to achieve?
• R - Reality: What is happening now? What are the obstacles?
• O - Options: What could you do? What are the possibilities?
• W - Will: What will you do? By when? How committed are you?

Unlock potential through guided questioning and empowerment.

1. 1 What's on your mind?
2. 2 And what else?
3. 3 What's the real challenge?
4. 4 What do you want?
5. 5 How can I help?
6. 6 What are you saying no to?
7. 7 What was most useful?

1. 1 What's on your mind?
2. 2 And what else?
3. 3 What's the real challenge here for you?
4. 4 What do you want?
5. 5 How can I help?
6. 6 If you're saying yes to this, what are you saying no to?
7. 7 What was most useful for you today?

Use these questions to empower your team, not solve their problems.

Match your leadership approach to team member readiness. No single "best" style.

1. 1 See It - Acknowledge reality honestly
2. 2 Own It - Take personal responsibility
3. 3 Solve It - Find and implement solutions
4. 4 Do It - Follow through with action

Rise above circumstances. Move from "Below the Line" blame to "Above the Line" ownership.

1. 1 Identify the Conflict
2. 2 Understand Perspectives
3. 3 Find Common Ground
4. 4 Brainstorm Solutions
5. 5 Agree on Action Plan
6. 6 Implement & Monitor

Focus on interests, not positions. Separate people from the problem.

1. 1 Address the Behavior directly and specifically
2. 2 Explain the Impact on team, projects, or company
3. 3 Listen to Their Perspective, ask open-ended questions
4. 4 Agree on a Plan with clear expectations and consequences

Focus on facts, maintain professionalism, and seek commitment to change.

1. 1 Preparation - Review goals, gather feedback
2. 2 Discussion - Performance, wins, growth areas
3. 3 Goal Setting - SMART goals, company vision
4. 4 Follow-up - Regular check-ins, adjust plans

• Have I clearly communicated expectations and standards?
• Have I provided adequate training and resources?
• Have I given specific, timely, and documented feedback?
• Have I offered coaching or mentorship?
• Have I considered any personal or external factors?
• Is the issue a skill gap or a will gap (motivation)?
• Have I explored alternative roles within the company?
• Have I consulted with HR or legal counsel?

Firing is a last resort. Ensure due diligence before making the decision.

Tailor your engagement strategy to each stakeholder group's power and interest level.

The right tool depends on the right diagnosis. Start here on a messy Tuesday.

1. 1 Some teams can't be saved
2. 2 Culture never beats incentives
3. 3 Values only matter when they cost you
4. 4 Not everything should be fixed
5. 5 Some decisions are irreversible
6. 6 Inaction has a compounding cost
7. 7 You are the constraint you can't see