Merry Christmas 2024🍬

Côte d'Azur, France

Start gaining control of your reactions by labeling negative emotions things like “impatience,” “frustration,” or “anger.” s.hbr.org/3tqtCJY

Five questions to guide one-on-one meetings: 1. What’s going well? 2. Where can I help? 3. What are your top priorities these days? 4. Is there anything new or upcoming you’d like to put on my radar? 5. How are you feeling outside of work? mitsmr.com/3XNMUYq

It's a simple strategy to connect with others and gain their trust. trib.al/phndecj

A scorecard enables business leaders to visualize what each team contributes toward its purpose and how it is managed and advanced. ▶️ mitsmr.com/3Mrn7Pk

Too many leaders are bad at critical thinking — and it’s hurting their organizations. s.hbr.org/3akFiVT

Here's a decision tree to help senior leaders decide which organizational processes to pursue. s.hbr.org/3OBVgj0

Good leaders don't work themselves to the bone. Research shows taking your work home and working on issues after hours can be counterproductive. s.hbr.org/3YZnYAe

"Visibility in the workplace isn’t nice to have. It’s a necessity." s.hbr.org/3OpOHjv

The Path Forward: How to Organize Better for Expertise 1. Balance specialization with collaboration. 2. Recognize that expertise extends beyond a person’s job title. 3. Promote a broader spectrum of expertise. 4. Make domain expertise an element of leadership. Learn more:

Self-care is a crucial tool for leaders who want to perform their best. Here are five favorite self-care rituals of Inc. 5000 CEOs. trib.al/fCvRFzS

Air to air image of a Spitfire, taken over RAF Coningsby.

Morning.

Too many leaders are bad at critical thinking — and it’s hurting their organizations. s.hbr.org/3akFiVT

Fully support Premier Smith protecting our oil and gas from a unilateral Ottawa export ban on energy. Some say we need Team Canada. That may have had more appeal if there had been a Team Canada to help us get our resources to market in the past. But that support wasn't there ⬇️

Too much going on right now? Ask yourself: - What are the 1–2 things that are mission critical today? - What is something I can do to recharge my batteries? - Who or what will I have to say “no” to during this time? s.hbr.org/2NQ1UFX

If you want to understand why some companies have a toxic culture, underperform relative to their potential, and eventually collapse — look no further than the quality of their leadership teams. s.hbr.org/2YBEs1k

We tend to make mistakes when things speed up, especially in unfamiliar territory. It can make all the difference to slow things down. s.hbr.org/3pgWHVL