Leading Through Uncertainty
summary
Argues that values — not one-off management training — make leadership changes stick, naming trust, clarity, courage as core examples; cites Gallup-style data that 50% leave because of bad bosses and describes running a ~200-person org across seven squads supporting a $100M ads business. Recommends concrete tools: a me canvas, CliftonStrengths, team assessments, Ruth Malan’s technical leadership masterclass, curated reading, and small peer communities like a text “board of advisors” and Black Tech Twitter to practice and sustain leadership.
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chapters (17)
- 0:00Introduction
- 0:21Excitement to emergent design
- 1:45Good leadership first principles
- 3:30Navigating compounding uncertainties
- 6:44People quit bosses not jobs
- 8:30Why leadership training fails
- 10:58Good managers in your career
- 12:47Values for intentional leadership
- 15:13Clarity as leader's duty
- 17:01Courage beyond performative
- 18:26Personal canvases for values
- 20:11Self-assessments for strengths
- 21:56Leadership as practiced craft
- 24:03Context for leadership learning
- 26:12Leadership as team sport
- 29:03Conclusion and call to action
- 30:29Q&A: Managers vs leaders
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