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This web archive houses articles featured since Summer 2013, when our site launched on its new web platform. However, Peak Development's archive of articles goes back at least 5 years, and in some cases further. If you are unable to find what you're looking for in this archive, feel free to contact us, and we may be able to assist.
As Peter Drucker said: “Follow effective action with quiet reflection. From the quiet reflection, will come even more effective action.” Author and coach Jennifer L. Porter asks, “So, if reflection is so helpful, why don’t many leaders do it?”
“Habits are formed by practice and repetition—by simply making better choices more often. Not all of the time, but most of the time,” says Doug Conant. “Over time, the power of your habits is likely to surprise you as your leadership effectiveness grows and grows.”
“If your company is like many, an enormous amount of time and money is dedicated to systems design,” writes Eric McNulty. “Yet, too few leaders devote similar consideration to the design of the important human relationships that all of those systems are created to facilitate.”
Inc’s Marcel Schwantes asks, ‘Where are you in your own journey as a leader in relation to these characteristics?”
How leaders frame questions shape the conversations that are possible. Author David Marquet says it all starts with one word.
“Despite all of their styles, there are really two kinds of leaders,” suggests Norman Arvidsson on Switch & Shift. “There are those who manage to make the people that are working for them become more than their parts together. And there are those who don’t. To be the former kind of leader means creating trust, respect and an environment where the people who are working for you can get on with the task that they’re supposed to without distraction.”
“Amid the never-ending blizzard of leadership books and talks with the latest advice, it is good to remember that getting the basics right is the first, essential step to building a great organization.” Eric McNulty talks with the CEOs of two organizations that seem dissimilar, but that share striking commonalities in how they’re run.