When we help leaders develop, we need to give prime considerations to the capabilities, challenges and constraints of their teams in order to clarify what kinds of leaders they need to be and become. Assessing them against a pool of generic leadership criteria is interesting and yet usually irrelevant because it doesn't directly take into account the topology and ecology and ontology of the team.
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Founded in 2002, the blog here continues to be a space of daily conversation about the science of mind and its implications and applications