My last article argued that we need to follow before we can lead, to listen before we can expect to be listened to. So, what does that look like in practice? What behaviors can we practice…

Building on my last post, I would like to introduce a tool that can help leaders implement New Leadership’s two key principles: setting clear boundaries, and giving people autonomy within them. One of the most intriguing…

In my last post, I discussed the ‘pecking order’ mentality that can often subconsciously drive our behaviors. I wrote about how these learned, yet unconscious and emotionally-guided behaviors often keep us from letting employees (and ourselves)…

I’ve introduced the three underlying principles of New Leadership. The idea that employees are autonomous, meaningful partners, driven by the natural desire to behave according to these natural ways of being. And yet, across our organizations,…

My last article suggested a different approach to motivation, driven by intrinsic factors and our innate tendencies towards purpose and autonomy. Using a few examples, I illustrated the ways that protecting others’ self-esteem with respect is…

In my previous blog, I looked at how the two previous centuries have been characterized by certain beliefs about motivation. Most commonly, that rewarding, punishing, or giving people attention was ‘the best’ way to motivate them….