Constant collaboration and endless meetings create "excess interdependence," a key driver of burnout. A better model is "figure-eight" collaboration: work together, then separate for focused individual work, then reconvene. This approach respects the need for both deep work and team synchronization, improving productivity and well-being.
Leaders often assume their team understands their intent, leading to costly misunderstandings. A brainstorming session can be misinterpreted as a list of directives. Use explicit "signposting" to declare your communication mode, such as saying, "Hey, we're just brainstorming now," to ensure the team has clarity and doesn't waste effort.
Effectiveness isn't always possible because some roles are designed to fail. These jobs often require leading through influence without real power or driving change in an organization that fundamentally resists it. Recognizing that your role is structurally broken is crucial to assessing your chances of success, regardless of your effort.
Job descriptions are poor approximations of your actual work. A disconnect between what you do, what your boss thinks you do, and what your team needs creates friction. Proactively discussing and defining the real job with stakeholders is a neutral and highly productive conversation to improve performance and happiness.
Research shows crows derive pleasure from using tools. We do this in our personal lives but approach work tech joylessly, aiming for basic competence. Instead, carve out time to "play" with new tools like AI. This childlike exploration increases enjoyment and mastery, reducing frustration and improving outcomes.
Under pressure, we default to fight, flight, freeze, or befriend. To make better choices, leaders should consciously consider four alternative pathways: Lean In (actively engage), Lean Back (be objective and rational), Lean With (connect and nurture), and Don't Lean (intentionally do not react). This builds strategic flexibility in high-stakes moments.