I’m a big fan of delegating work. I’m not always good at delegating work, but I’m a big fan of it. In general, you should delegate work that:

• you aren’t good at doing
• you don’t like doing
• keeps you from doing the work you should be doing

Like I said, I’m a big fan of delegating work. But you know what I like even more than delegating work?

Deleting work.

Most of us, when faced with an unpleasant task, do one or more ...

I have a friend (really!) who’s going through a bit of a personal crisis right now. He just got a new job in which he’ll be leading a team of about 25 people. He’s very well qualified for this job. In fact, it’s probably fair to say that his entire life has been leading up to this job. He is, in my opinion, the perfect person for the job.

So what’s the crisis?

“I’m not sure I can pull it off,” he ...

Crystals. Shamans. Dream catchers. Nehru jackets.

Those are the images some leaders conjure up when you mention the word meditation.

“That’s a little too woo-woo for me,” they say. “I really don’t have time for 60s hippy stuff. I have real pressure to deal with.”

Yes, as a leader, you do have real pressure to deal with. Which is exactly why you should count meditation as one of your most important leadership skills.

“Huh?”

Look, if you think of meditation as…

• … sitting cross-legged in a ...

I gave my first university commencement address yesterday. And then, two hours later, I gave my second one. (The first was for the graduate degrees; the second was for the undergraduates.)

Speaking to an audience of 5,000-plus people is a cool experience and a big responsibility. It requires years of experience speaking to hundreds of smaller audiences. It’s not for amateurs.

At least, that’s what I thought.

That’s what I thought until I heard the speeches from four of the graduates (two per ceremony). ...

Some people would say that I have a high-pressure job. I’m a professional speaker. My job is to do what, to most people, is their number one fear: speaking in public. In a few days, I’ll be speaking to an audience of 5,000 people — and I’m fine with that. For many people, though, that would be more pressure than they could handle.

You know who I think has a high-pressure job? Brain surgeons! See, if I screw up, what happens? ...

Do you like roller coasters?

I like roller coasters. Not everyone does, but I do. The ups and downs, the ins and outs. The steep climbs and the sharp drops. I like roller coasters.

Literal roller coasters, that is. I’m not a big fan of emotional roller coasters, and I’m not a fan of the roller coaster of self-confidence that I see a lot of leaders riding.

This self-confidence roller coaster explains why some leaders consistently produce great results under pressure, while others ...