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Managers if there is a conversation you are trying to avoid with your team, it is probably the one you most need to have. Be candid, be kind, and speak with their best interests in mind. A difficult but necessary conversation is better than avoidance.

Soliciting feedback and listening to it are not the same thing. When you ask for input, make sure you acknowledge & respond to it. Speaking up takes courage! And demonstrating that you value your team’s perspectives helps ensure that they keep sharing them!

Changing an organizational culture does not happen by fiat. In order for changes in attitudes, beliefs and norms to be genuine, they have to be modeled, supported, and celebrated. You can’t command cultural change; it only happens through intentional & sacrificial leadership.

There are 3 things that every manager should strive to give their team: -Respect -Clear Communication -An appreciation for each team member’s contribution Regardless of age, industry, or level of education & experience- giving these 3 things to your team, will go a long way.

Managers - look for opportunities to say “yes” to your employees. If you are constantly shutting down their ideas, eventually they will shut down too.

Despite what you might have heard, sometimes it does in fact, hurt to ask.

One dimensional managers are not good leaders. Leadership requires nuance & the ability to see beyond what is readily apparent. Be an expert in your field. And at the same time, expand your horizons. If you know only what everyone else knows, how much value can you add?

It is ok to end an unproductive conversation. Just because you can’t resolve something now, doesn’t mean it can’t be resolved. Be courteous. Be respectful. But don’t think you have to keep pounding on a problem if you reach an impasse. Time is a great curator of ideas.

Trust is earned, not given. One way to build trust is through vulnerability. We all know that no man is an island. If we act as if we are, we can’t be trusted. And if we are not willing to admit when we are wrong, we aren’t able to be vulnerable or trustworthy.

A genuine apology for a mistake is a sign of strength not weakness.

This year - how will you show your team that you care? And who is going to hold you accountable to make sure you do this?

You will likely spend over 2,000 hours working this year. How many hours will you invest in: - Helping someone else - Cheering on your team - Cultivating gratitude - Giving without expecting in return? The hours will be spent some way; let’s use them to make a difference.

A good question for a leader to ask: When I am away from the office is my team relieved or disappointed? And a good follow-up: Does my presence enhanced their work environment or stifle it?

10 years after my dad passed away, a man he hired email me to tell me that he was retiring and that before he did so, he wanted to make sure I knew how much he appreciated my dad as a boss. Ten.Years.Later. Lead like that.

Be careful not to confuse hubris with confidence. Confidence shares credit. Hubris hoards it. Confidence focuses on execution. Hubris focuses on ego. Confidence builds teams. Hubris destroys them.

A person’s most important relationship at work is with their manager. A good manager can make a bad job bearable. A great manager can make a bad job, good. But a bad manager can turn a good job into something to flee.

A manger can only make a request without context if they have the trust of their team. If they don’t have trust, any request to go above and beyond or to change the norms will be met with fear and doubt. If you need to build trust (and you probably do) explain; don’t demand.

It is a leader’s responsibility to encourage their team-literally to give them courage. If your team isn’t willing to push boundaries, swing for the fences, think outside the box (or any other high-performing cliche), it may be because they don’t think that you think they can.

You will never regret being grateful. You will never lament expressing thanks. There is a lot that we can’t control, but a leader can always appreciate their people and the opportunity to lead them. And we should.

Most of the things that truly matter in life can’t be measured. In a time where algorithms and analytics drive decision-making, leaders should remember this.