Peaceful Direction Resource Library

Sharpen these five skills.

You’re not too busy to do it.

Concrete advice for a squishy challenge

Are you an expert or a learner? A tactician or a visionary?

The deeper your knowledge, the narrower your outlook.

Shame is what keeps failure from becoming wisdom.

Don’t be shy about bringing your ideas to the table.

You may not even realize you’re doing it.

First, figure out what is driving their negative behavior.

Three questions to ask about each candidate.

You’ve started in a new role: congrats!

Five ways to close the gap — without crushing their spirit.

Hit the ground running with a thoughtful personal pitch.

They’re some of the most expensive mistakes you can make.

‎Show Women at Work, Ep The Essentials: Retaining Talent - Apr 4, 2022

A leader learns how to move from managing individual contributors to managing other managers.

Stanford B-school professor Bob Sutton says: Write a letter, focus on compassion, and hide the tissues.

If you’re shackled to who you are now, you can’t reach for who you might become next. You're stuck in the identity mindtrap.

When I start working with a new female-identified coaching client, I often assign the homework of making a resentment list. This means…

How can you manage an underperforming team as a new leader? Here are a few ideas to help design your approach to transforming your team into superstars.

Overcoming the Need to Be Exceptional - Articles from The School of Life, formally The Book of Life, a gathering of the best ideas around wisdom and emotional intelligence.

As of this August, I’ve been a people manager at Pivotal for four years. I reflected on my time in this role, and wrote down some thoughts…

We don't consider this enough as a first-time manager. Here are 6 critical questions to reflect on when considering if you should become a manager or not.

Everyone has an idea of what self-awareness is, but do you know why self-awareness matters so much in counseling? We answers questions like these.

New research suggests that the most effective executives use a collection of distinct leadership styles—each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, it can be learned.

We humans aren’t very good at assessing true leadership qualities and gravitate towards arrogant confidence in those in charge. Unfortunately, that is often a sign of weakness and the fallout can be tough on teams.

We're hiring quite a lot of new people at GDS, and that's brilliant because there are so many new brains and new skills and new faces to get to know. It's also difficult. It's difficult for those newcomers to know …