All discussions

I'm reading Extreme Ownership for the second time, and this round I'm trying to sit with it longer instead of just nodding along. Taking ownership was already wired into me before I ever picked up this book. It followed me into the working world without much effort. But I've noticed that some days ownership is easy, and some days it isn't. When a project goes sideways and nobody is really at fault, owning it is simple. I can look back, find the three decisions I'd make differently, and move forward. That kind of ownership feels good. Almost clean. The hard version is different. It's when I genuinely believe someone else made the mistake. A leader above me. A designer on my team. Something that had nothing to do with how I led. I know the answer. Point the finger back at yourself. Ask what you could have done to set them up so they didn't fail you. How could you have done things differently to help them make better choices? I know it. I still find it hard. So I'm curious how other leaders handle that second kind. What actually helps you get there?

We ran three interviews for a pricing change and leadership called it anecdotal. How are you deciding when you have done enough to act?

Hall treats stakeholder interviews as organizational research. Does anyone run them before every study, or only on new projects?

The book argues for a constrained scale. Which base has worked for your team?