Episode 044: 3 Things a Leader Should Never Do [PODCAST]

It was a miracle that anyone still worked for us. I was a 28-year old executive in a fast-growing company. I was in way over my head.


I had a well-deserved reputation as a hothead and a jerk.

I was feared.

I was cocky.

And the lines of communication between my team and me were beyond cut off. They were non-existent.

So, it was indeed a miracle that anymore still worked for us.

The only saving grace was that there was another leader in the company who was great. His awesomeness apparently made up for me. Plus, I do suppose I had a few redeeming traits.

The good news is that, over time, I learned three valuable lessons. Those are the three lessons I want to share with you today. The three things a leader should never, ever, ever, ever do.

The Magic Number That Will Make You a Better Leader | The Losada Line


That’s the magic leadership number.

I know it means nothing to you now, but it will soon.

The Losada Line - Magic Leadership Number To be a good leader you need 2.9013 positive interactions for every negative one. (Tweet That) | Share this Graphic on Pinterest | Share on Facebook

The Losada Line is the magic leadership number. It’s named for its founder, Marcial Losada.

Losada spent more than a decade researching interactions between leaders and their team members. He spent time with high performing teams and low performing teams. He studied teams across numerous industries, through booming economies and depressions, with male and female leaders, and every conceivable variation you can think of.

Why I Hate the Feedback Sandwich and What to do About It

I’m going to take a big bite out of the “feedback sandwich.” Mmmm.

If you’re not familiar with the “feedback sandwich,” it’s a method popularized by Ken Blanchard and Spencer Johnson in the book, The One Minute Manager. It basically goes like this”

Praise first, then correct, then praise again.

And I hate it.

Problem with Feedback Sandwich

Here’s what the “feedback sandwich” often sounds like:

Leader: “I need to correct a behavior or point out something wrong that someone is doing. What should I do? I know…”

Five minutes later…

Leader: “Jim, you are a valuable member of our organization and are doing a bang up job with the new sales reports.”