https://www.amazon.com/Grow-W-H-M-Leadership-Fundamentals-ebook/dp/B0GX2YK34Q

Please note: this article contains spoilers. Would you have given Chris Gardner a chance? Answer it before you read any further, because the reflexive answer is worth nothing. Everybody says yes to the man they have already watched succeed for two hours. So take the version of him who actually arrives at your door. No degree. No finance background. A failing one-man business selling medical scanners that hospitals keep calling a luxury. Homeless, though that will not appear o

LET'S GROW · ISSUE 04 · BY OMAR L. HARRIS In 2019 I bet that the stages of team formation could be hacked. Seven years — and a system taken from San Francisco to Saudi Arabia — later, I'm more convinced than ever. Now I'm looking for ten leaders to build with. § 01 · The bet I made in 2019 If you've been following my journey, you know I'm fairly obsessed with high-performance teaming. That obsession has a starting point. In 2019 I wrote Leader Board: The DNA of High Perfo

Gates, Jobs, Musk, Zuckerberg. If low character pays this well, why should anyone do things the right way? The cynics are not wrong about the facts. They are wrong about what the facts mean.

The winners are not the people who fixed their weaknesses. They are the people who got best at hiding them. A brief history of the wrong obsession, and the character alternative it took two centuries to name.

The eight-module system Bruce Tuckman pointed toward, and why every team needs to install it before anything else can compound.

Almost nobody scouts character. Ten lessons from the longest day of Sonny Weaver's life, and why the data that mattered was sitting in the file, unread.

How the ORI and W.H.O.M. for Teams work together, and why licensing them into your practice changes what you can actually sell.

A reluctant astronaut with no memory, no team, and no playbook. Eight lessons on leading through the impossible, from ambiguity to the truest definition of bravery.

Seven dimensions of resilience, and why an engagement score cannot measure any of them. Engagement measures the good day. The ORI measures what your team does when the day goes wrong.

Leadership development has spent decades answering what to do. The question underneath it almost never gets asked: who am I being while I do it?

The most misread film of my lifetime is not about illusion. It is about allocation, and about what happens when someone decides in advance how much reality you can be trusted with.

The Declaration was not a mission accomplished. It was a mission statement. An honest accounting of the principles, priorities, processes, and practices of 250 years.

Fifty-three years of waiting. Eight players. One coach. The Knicks did not out-talent the league. They out-charactered it.

Three milestones in a single week, one principle underneath them, and the operating system almost no one is being shown. High character begets high character.

The mountain strips you in stages: first your vanity, then your plan, then your optimism. What's left is character, and it is the only thing that gets you to the summit and home again.

Kate Macer questions, documents, and escalates through every proper channel. She loses anyway. Ten lessons on what unlimited authority actually needs from people of character.

Focus, time, and capacity renew every single day. The only question is whether your leadership replenishes them or strip-mines them.

Most strategic plans are not failures of execution. They are failures of conception. Three construction defects that show up in nearly every plan, and how to build differently.

A burnout film with web-shooters. Grit is the multiplier, not the resource, and Peter Parker spends four years multiplying a shrinking sum.