Leadership
None of this is expert advice. It's what people worked out for themselves, usually the hard way — what actually helped, and what they'd tell someone standing where you are. Take what fits and leave the rest.
If you only read a few
When a boss makes you feel bad or acts pushy, ask them why they are saying what they are saying to stop the conversation and force them to think.
It stops the conversation, forces reflection, and shifts the power dynamic if they lack a good reason.
one person who lived it
- Disengage from bosses who insult your opinions by muting yourself or leaving the conversation, as they often seek attention and may apologize once they realize they are not getting it.1
Never allow employees to work for free, even if they offer to help voluntarily.
Their skill is valuable.
one person who lived it
When introducing yourself or your team socially, state that you 'work together' with your team rather than saying they 'work for you' to foster humility and respect.
It makes people feel great and you'll get far more respect.
2 people, independently
If you are a programmer, lead by example: create an elegant solution to existing code and offer a brief tutorial so others can see it is easier.
Others may adopt the new approach after experiencing that it is easier.
one person who lived it
When a leader proposes grandiose or unfeasible ideas, ask specific questions about the plan's impact on key variables to reveal flaws to others in the room.
While the leader may remain unfazed, others will see the issues.
one person who lived it
Read 'Minimalism: Live a Meaningful Life' by Joshua Fields Millburn and Ryan Nicodemus to turn abstract ideas into tangible actions.
The book's structure makes it easy to take abstract ideas into something tangible.
one person who lived it
Build respect and relatability with others to establish leadership presence.
Gaining respect and relatability puts you on the path to obtaining leadership.
one person who lived it
Observe the traits of people in leadership positions to identify which traits lead to promotion versus firing.
one person who lived it