Train your teams by putting junior people in charge so they become more experienced and knowledgeable. The best way to transfer knowledge and to build experience in a new team member is to put them in a leadership position. …

Fundamental rules to keep in mind in order to succeed as a new leader, by former U.S. Navy Seal Jocko Willink Be humble. It is an honour to be in a leadership position. Your team is counting on your to make the right decisions. Don’t act like you know everything…

I’m reading a book called “The Dorito Effect” and it raised and answered an interesting question: Why does food have flavour? It’s a question that reinforces why you shouldn’t eat anything with natural or artificial flavouring in it: When you eat a blueberry, your body associates the nutritional content of the blueberry with the FLAVOUR…

“Once a CEO hungers for a deal, he or she will never lack for forecasts that justify the purchase. Subordinates will be cheering, envisioning enlarged domains and the compensation levels that typically increase with corporate size. Investment bankers, smelling huge fees, will be applauding as well. (Don’t ask the barber whether you need a haircut.) If the historical performance of the target falls short of validating its acquisition, large ‘synergies’ will be forecast. Spreadsheets never disappoint.”

“The day soldiers stop bringing you their problems is the day you have stopped leading them. They have lost their confident that you can help them or concluded that you do not care. Either case is a failure of leadership.” — Colin Powell

The commander in the field is always right and the rear echelon is wrong, unless proved otherwise. — Colin Powell

Twelve key principles of leadership, taken from the book “Extreme Ownership” by Jocko Willink and Leif Babin Principle #1: Extreme Ownership On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame…

Pay no attention to macroeconomic trends or forecasts, or to people’s prediction about the future course of stock prices. Focus on the long term business value — on the size of the returns down the road. Stick to stocks within your “circle of competence.” …

The best way to avoid having to fire underperformers is not to hire them. This is why we would rather our hiring process generate more false negatives (people we should have hired but didn’t) than false positives (we shouldn’t have hired but did). Test yourself: If you could trade the bottom 10 percent of your team for new hires, would your organization improve? If so, then you need to look at the hiring process that yielded those low performers and see how you can improve it. Another test: Are there members of your team whom, if they told you they were leaving, you would not fight hard to keep? If there are employees you would let go, then maybe you should.