Most leadership advice is a collection of stories and heuristics disconnected from any underlying theory. We use economics, psychology, and neuroscience to build a coherent framework for how leadership actually works.
Wells Fargo set a cross-selling goal of eight products per household, and employees met the number by opening millions of accounts customers never asked for.
Every act of leadership is a combination of the same handful of functions. Our framework is the lens that runs through every issue, every episode, and the book.
Marching on an enemy camp in 1861, Ulysses Grant found it abandoned and understood the other colonel had been as afraid of him as he was of them. He had never before thought about the fear and uncertainty of the opposing side.
A field guide to the six economic principles behind good leadership decisions.
In 1914 Ernest Shackleton lost the Endurance and the expedition he had spent years preparing. With the ship gone, he chose what to do next from where he stood, and set aside everything he had already spent.
West Point economist Dean Dudley on how the best leaders reduce ambiguity, shape who their people become, and turn conflict into a problem disciplined thinking can actually solve.
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