Category: The 3-Minute Leader™
James R. Rector Publisher, Profiles in Leadership Journal Some leaders wait for obvious talent to appear. Others design systems to uncover hidden ability. The difference often decides who builds an average team and who builds a great one. Talent hides for many reasons. Titles mask potential. Meetings reward extroverts. Busy teams mistake visibility for skill.… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal Most leaders fear looking inconsistent. They dig in, defend, and double down. Yet the best leaders know when to turn-and they do it fast. A 180 begins with clarity. Name the new fact, the faulty assumption, or the shift in context. Do not dress it up as… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal Inclusion is not a slogan or program. It is a daily discipline that multiplies results. Teams perform best when people know their voice matters and their work has weight. The inclusive leader builds meetings where every perspective can surface. They rotate who speaks first. They ask for… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal Leaders are trained to go. Launch the plan, close the deal, drive results. Yet some of the best decisions happen at a stop. A red light feels like wasted time. The meeting stalls. A partner delays. The budget gets held up. But pause is not failure. It… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal When we talk about aesthetics, we often think of art, design, or architecture. But every leader also creates an aesthetic: a look, a feel, a style that shapes the experience of those they lead. A leader’s aesthetic shows up in small things: the tone of a meeting,… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal In 2011, Profiles in Leadership Journal recognized Mary Barra as a Women Worth Watching®. At the time she was rising through the ranks at General Motors. Three years later she became the first woman to lead a major global automaker. More than a decade into her tenure… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal The lights may go out in the office, but for many leaders the switch inside their head does not. Long after meetings are adjourned and decisions made, leaders lie awake carrying concerns that refuse to rest. What are these worries? They are the weight of uncertainty, what… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal To prevaricate is to dodge the truth, to sidestep, to equivocate. Leaders who do it may not think they are lying, but they are not leading either. In the workplace, prevarication often shows up in three ways: Prevaricating may feel safe in the moment, but it corrodes… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal Betrayal isn’t always dramatic; it can be quiet and subtle. It can arrive the day you’re promoted and a colleague is not. Or when the company brings in an outsider, leaving insiders wondering, “Why not me?” A leader must recognize that disappointment often breeds disloyalty. It may… Read the full article
James R. Rector Publisher, Profiles in Leadership Journal “All roads lead to Rome.” Not true. Some roads lead nowhere. Some run in circles. A few end in ditches. Rome was reached because people chose the right roads, or had the courage to build new ones. That’s leadership. The path is rarely given. You choose it,… Read the full article
