Life & Leadership Lessons: Doug Pederson

Exceptional leaders capture passion. Attuned to the needs and dreams of people they lead, they create conditions for individuals and organizations to thrive, and soar. And they use their emotional intelligence to do it. Leaders also come in all shapes and sizes, 
What does that look like? Well, to those of us in the Philadelphia area, this week it looks like this:
Superbowl
Doug Pederson, Head Coach, Philadelphia Eagles
Doug Pederson is head coach of the underdog Philadelphia Eagles who are headed to the Super Bowl this weekend despite losing their MVP quarterback, Carson Wentz, to injury 6 weeks ago.
Biggest strength? According to ESPN article, it’s: 
His lack of ego. Instead of trying to harness power, he distributes it to his coaches and players. Pederson formed a leadership council consisting of about a dozen players and has created ownership by empowering them to help guide the team. Wentz has growing input into the offense and has been given significant pre-snap freedom at the line of scrimmage. Pederson sets the tone and the agenda, then trusts the people around him to do their jobs.
“I’m thankful for the guys that we have, the culture that we have, but that all starts with Coach Pederson,” Wentz said. “It starts with him and creating that culture, the atmosphere of unselfish play. It’s really shown all the way back to OTAs, training camp, we were spreading the love.”
I was just drafting a blog post about life and leadership lessons from this season of the Philadelphia Eagles. Glad I didn’t get far. Robert Mays (The Ringer) did a MUCH more comprehensive version that I could have ever written.

Philadelphia’s Football Revolution: How a Cultural Shift Explains the Eagles’ Rise

Culture, a DIRECT result of leadership, is EVERYTHING. 

The Tech Industry’s Gender-Discrimination Problem

By , The New Yorker, 11/20/17

The dramatic imbalance in pay and power has created the conditions for abuse. More and more, women are pushing for change.

“Many startups begin as a collection of young entrepreneurs in a room, with no clear rules. They rarely have human-resources departments at first, meaning that there is no one charged with fielding complaints. And the emphasis among venture capitalists on “growth at any cost” often leads investors and board members to ignore workplace problems—as well as more serious violations—so long as a company’s valuation is going up.”

Almost half the women who get tech jobs eventually leave the field, more than double the percentage of men who do so.

Read the entire article here.