How are you balancing leadership paradoxes?


Hi there,

After conducting several interviews with leaders from around the world and diving into the existing research on leadership paradoxes, I recently published my Forbes Council article titled, The Art Of Balancing Leadership Paradoxes.”

I remember myself in the early days of my leadership career, trying to be both a strategic thinker while still delivering visible results. Thinking I was building a strong team by providing very little guidance, then suddenly diving into the details when I felt we were off track. My first years were a clear example of poor management of the leadership paradoxes every leader faces in their career.

As leaders climb the corporate ladder, their teams grow larger, and so do their responsibilities. This increase in responsibility often forces them to juggle seemingly contradictory demands. It’s at this point that many leaders realize the importance of mastering the art of navigating leadership paradoxes.

If you want to avoid my mistakes and are interested in learning how to successfully manage these paradoxes, I encourage you to read the article. It offers a nuanced perspective on a challenge many top leaders face today.

Now, here’s another paradox I’m facing: I have so much I’d love to share with you in this newsletter, but I only want to send you what’s most useful and relevant to you. So, could you help me with that by replying to this email with your preferred option?

  1. “I’m interested in reading your latest articles, like the one above or the one you wrote for the Elpha community about Mastering Your First 90 Days at Your New Work or interviews with entrepreneurs and business leaders like an interview with the CEO of Mews.”
  2. “I’d like to read abstracts and ideas from your upcoming book on how high-performing teams drive organizational growth and how leaders can build those teams.”
  3. Something else (please specify and explain).

You can just respond with a number, but of course, I’d love to hear more if you select option 3.

Looking forward to hearing from you!

Best,

Daria

Meaning Makers

A no-nonsense newsletter for busy leaders who are done with overwork and ready to scale smarter. Join a community of 15K+ leaders and followers across platforms getting concise, actionable insights on leadership, team building, and how to use AI and hybrid intelligence to make work easier—so you can earn more, go home earlier, and lead with purpose without burning out.

Read more from Meaning Makers

Hi Reader, Daria's here. When I start with a new company — or when I mentor an HR leader — the first number I ask for is attrition in the first 90 days. Why? Because when people leave that early, nothing else you build will hold. You can redesign performance management, rewrite the values, run the workshops. None of it lands in a company where people don't want to stay. That's why I wanted to talk to Nate Hill on this week's Built by People Leaders. Nate spent years building People functions...

Hi Reader! Last month I ran a few team sessions helping companies build their AI governance structures. And honestly, I think it's a great place to start the conversation about what's right and what's wrong about how we use AI, before the full company rollout. Because when something becomes a norm, it's extremely hard to reverse it and put new rules in place. But when you start having these conversations early on — when you don't have anyone fully on board yet, when there are more questions...

Hi Reader, Daria's here. I've been running leadership programs for years, across very different industries. And the best ones weren't much different in content or in the facilitator. There was always something else that made a program work. The problem with most training is that nothing changes after it's finished. People learn something, go back to their desks, and carry on exactly as before. We tend to blame the content, or the facilitator, or the people. It's rarely any of those. The...