Yes, you’ve got to delegate. But you can’t just hand over the reins. Give people time to prove they’ve earned that autonomy, and then get out of their way.

Instead of simply managing the people who report to you, manage 2-up and 2-down. This allows you to keep a pulse on the front lines of your business *and* show your boss’ boss that you’re thinking broader than just your area of expertise.

What keeps us from moving on after failure is often our ego. As leaders, we have to learn to set that aside so we can learn quickly and get back on the horse.

When your perspective differs from your boss’s, first let your boss know that you understand where they’re coming from. Then provide your perspective on how your proposed solution could be more effective.

When you take over a new leadership role, make it your own by creating new memories with your team. At the same time, learn what made the previous leader successful.

Always be on the lookout for ideas from your team, competitors, and partners. When your antenna is up, you'll find that good ideas are everywhere.

When your people prove that they’ve earned your trust, get out of their way so they can do their job.

Decision making without competence is rarely right. If you want to make faster, better decisions, start with competence and let that lead to confdence.

Stay in the present and give everyone you're with your full attention.

Always be on the lookout for ideas from your team, competitors, and partners. When your antenna is up, you'll find that good ideas are everywhere.

If someone's work isn't up to standards, coach them on how they can do better. If they still don’t respond, you’ll know it’s time to let them go.

Learning only gets you so far. You've got to pair learning with execution if you want to be successful. To master this habit of active learning, read David's new book, How Leaders Learn!

If you want people’s buy-in on a big project or idea, you have to get them involved. People care more and work harder when they feel heard and included!

To get great results year after year, study companies with a long track record of success. That’s how David came up with these five key drivers that shaped Yum! Brands.

When people critique your ideas, take time to discern if it’s just reactive pushback or if there’s a valid point behind the complaint.

Be open about your mistakes and failures. People appreciate the vulnerability, and it gives you a chance to share what you’ve learned.

Want to hear what’s really going on in your business? Go out of your way to ask for feedback so everyone knows how much you value it.