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Managing Smart People Who Are Bad Employees
In this lesson, investor Ben Horowitz discusses how to effectively manage brilliant but challenging employees—categorized as Heretics, Flakes, and Jerks—by leveraging their strengths while minimizing their disruptive behaviors to benefit the organization.
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Accounting for Management Debt
Venture capitalist Ben Horowitz warns that neglecting tough decisions, akin to ignoring a small leak, leads to “management debt” that compounds organizational issues, resulting in dissatisfied employees and ineffective teams, while effective leaders confront problems directly to prevent long-term dysfunction.
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Making Hard Decisions the Smart Way
In leadership, making tough decisions that may upset others is essential for long-term success, as great leaders embrace courage and prioritize the organization’s needs over personal relationships, even when faced with incomplete information and emotional challenges.
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Why Great Leaders Run Toward Their Fears
Confidence is often mistaken for fearlessness; however, true leadership lies in the courage to act despite fear, as emphasized by Cus D’Amato and Ben Horowitz, especially during uncertain times when decisive action is crucial.
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How to Win in a Winner-Take-All World
Today’s fast-paced job market requires agility and a new career strategy, as traditional paths of starting at the bottom and retiring with a pension are increasingly rare, according to journalist Neil Irwin.
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Create Early Momentum
In this video lesson, Professor Michael Watkins emphasizes the importance of securing early wins in a new leadership role to build a positive reputation and momentum, while also considering the organization’s culture and goals to ensure effective execution.
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Transitioning Into a Leadership Role
To thrive in a new leadership role, Michael Watkins advises understanding the organization’s culture and assessing its needs, which will help you adapt your leadership style and gain support from superiors and team members.
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The Planning Fallacy
In this lesson, Julia Galef explains “The Planning Fallacy,” the tendency to underestimate task duration due to overconfidence, and offers strategies to plan more realistically by acknowledging that most tasks will take longer than expected.
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Make Resiliency Your Bedrock for Long-Term Growth
In volatile markets, CEO Brent Gleeson emphasizes that resilience—rooted in adaptable mindsets, agile behaviors, and strategic execution—must replace outdated hierarchies to foster growth and engagement within organizations.
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Create a Culture of 100% Accountability
Real accountability, as emphasized by CEO Brent Gleeson, involves individuals taking full responsibility for project outcomes, fostering a culture of trust and resilience, and requires leaders to model this behavior by owning mistakes and prioritizing ethical values in peer reviews.
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Develop and Execute a Competitive Strategy
Bill McDermott, CEO of ServiceNow, emphasizes the importance of simplicity in competitive strategies, advocating for clear communication and understanding of customer needs to enhance brand loyalty and drive innovation while reducing the complexity that can hinder profitability.
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Unleash Innovation with Audacious Ambition
Innovation thrives on audacious ambition rather than incremental steps; in his video lesson, Charles Duhigg emphasizes that starting with “stretch goals” can inspire revolutionary change by encouraging a fresh perspective on challenges.
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The Art of Modern Management
In today’s complex marketplace, effective leaders must balance self-management, network influence, and team collaboration to close performance and opportunity gaps, transforming from mere bosses into value creators and game changers.
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Four Key Principles for Successful Delegation
As startups grow, leaders must learn to delegate effectively by assessing each employee’s capabilities and enthusiasm, adapting their management style accordingly, and clearly communicating expectations for project outcomes.
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Unlocking Your Team’s Hidden Potential
Organizational psychologist Adam Grant emphasizes that while no one excels at a skill initially, effective leadership can uncover and nurture the untapped potential in team members through guidance and practice.
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Becoming Indistractable
Nir Eyal argues that to become “indistractable,” one must first address internal triggers rather than external distractions, emphasizing that effective time management is fundamentally about managing emotional pain.
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Balancing Your Approach to Running a Team
Professor Suzy Welch introduces “lanaging,” the art of balancing leadership and management by blending inspiration with execution, enabling leaders to build trust, drive results, and effectively communicate between teams and senior leadership.
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The Team Leader’s Guide to Leadership and Management
Professor Suzy Welch argues that the simplistic divide between leaders and managers is misleading; successful teams require a “lanager,” who combines visionary leadership with practical management, as she explains in her video lesson on fostering team success.
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Rein in Perfectionists
Jesse Eisenberg emphasizes that while perfectionism can hinder project completion, effective leaders should manage time by acknowledging their team’s contributions and guiding them to prioritize essential tasks over unnecessary refinements.
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The 6 C’s of a Connected Leader
Dan Pontefract, TELUS’s Chief Envisioner, introduces the Collaborative Leader Action Model (CLAM), which emphasizes emotional and transformational connections in leadership, guiding leaders through a structured process of connection, evaluation, communication, execution, confirmation, and celebration of outcomes.