A German silent film melodrama depicts an airship bombing London during World War I. Lit up by searchlights and strafed by fighters, the crippled airship loses altitude as the captain frantically jettisons dispensable gear to lighten weight. Eventually, the only weight left is human. So the captain orders members of the crew overboard. A grisly scene unfolds as the airmen, one by one, without parachutes, step up to the hatch, salute the captain and the first mate, then jump to their deaths. Lightened, the airship returns safely to Germany...

Leaders do nothing more important than get results. But you can't get results by yourself. You need others to help you do it. And the best way to have other people get results is not by ordering them but motivating them. Yet many leaders fail to motivate people to achieve results because those leaders misconstrue the concept and applications of motivation...

Your career advancement is predicated not only on your being a good leader but also on your being recognized by others that you're a good leader...

Many leaders mistakenly use anger to prod people to take action. The author calls it "leading with a chip on your shoulder", and he shows why such a leadership trait should be avoided...

After a quest of several decades to identify the differences between great leaders and poor leaders, leadership expert Brent Filson has taken a cue from Albert Einstein and the great physicist's quest to find the unified field theory of the universe...

Leaders often hamper their effectiveness by focusing on solving problems that eventually turn out to be the wrong problems. Here is a tool to help you focus on the right problems and solve them in the right ways...

Most leaders eventually have to contend with people who want to leave their team or organization. How you deal with such situations can be one of the most important things you do as a leader. Here is a simple but powerful process, taught by Shakespeare’s Henry V that will help insure you do the right thing…

Leaders can achieve more results if they develop a “critical convergence”, the joining of their enthusiasms and the people’s enthusiasms into a single force for success. Here are three steps to create such a convergence...

The author describes the crucial difference in leadership between “having to” and “getting to” and provides a practical process to make it happen consistently...

Here’s a process that’s been working for leaders of all ranks and functions for more than two decades to help you achieve great results by developing great human relationships...