Leadership

I’ve got a dirty little secret to share with you today. Buried deep inside the guts of far too many popular books on leadership, lies a seductive premise. It’s a premise that sells a lot of books, and it goes something like this: “This books contains Ingredient X, the secret to success as a leader in all circumstances and settings. If only you master the art of X, and perform it rigorously in all situations you face as a leader, then you will succeed.” So X is whatever the author claims to be the secret of success as a leader. Just master that key perspective or skill and make sure that you rigorously apply it to every situation. Be consistent in practicing these enumerated habits or those leadership secrets of Abraham Lincoln/ Jesus Christ/ Attila the Hun and you will be the effective leader you aspire to become. […]

The value proposition for this blog is unassuming but profound (in our humble collective opinion). Indeed, my TrueBearing colleagues and I stake our intellectual and pragmatic passion on four interlocking principles of organizational leadership and decision-making that we refer to as The Four Degrees of Freedom. The Four Degrees are important touchstones in our work as evaluators. Without further ado, here they are: The Four Degrees of Freedom             •  Context is king.             •  It’s always a good time for a gut check.             •  Data rules.             •  Bring it. Tweak it. Repeat. In the next several posts we’ll explore  what the Four Degrees are and why they are so urgently needed in today’s work environment. Let’s start by looking at where the term “four degrees of freedom” came from. […]