Andrew Barban
Practical tools, insights, and real coaching stories to help you lead, communicate, and make decisions more clearly, especially when it’s hard.
| Platform |  | Pricing | Only free issues | Publishes | Twice weekly |
|---|---|---|---|---|---|
| Issues | 217 | Founded | a year ago | Last Issue | 10 hours ago |
| Active | |||||
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andrewbarban.substack.comLatest Issues
We May Be Organizing Leadership Development Around the Wrong Question
Most leadership development starts by picking the tools. More workshops. More coaching. Peer learning groups. AI assistants. Microlearning. Reinforcement.
Those are all valuable. The problem is that choosing the tools is the second questio...
Learning to Play Nice: The Four Moves of Cross-Functional Influence
Cross-functional work means someone in another silo needs something from you, or you need something from them. Either way, they don’t report to you, and you don’t report to them. R&D needs your line. You need supply chain’s forecast. Someon...
Set the Frame Early and You Control the Conversation
The person who defines the problem controls the room. Not because they’re the loudest or the most senior, but because everyone else is responding to their version of reality.
What Setting the Frame Looks Like
“Every project need...
The Drama Triangle Shows You the Game. It Doesn’t Tell You How to Exit.
I have studied the Drama Triangle for years. I have read books on it, taught it to teams, and coded conversations afterward to understand how the roles move between people.
The Drama Triangle was developed by Stephen Karpman in 1968 as par...
Credible Leaders Don’t Pretend to Know
Being a credible leader is being comfortable with reality, even when reality is unclear, incomplete, or uncomfortable. It is not about sounding certain. Sounding certain and being certain are not the same thing.
Credible leaders can sit wi...
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Authors
The writers behind this newsletter.
I spent 35 years in Corporate America. I am now retired and here to give back. I write about leadership, communication, and relationships. What drives work behind the scenes, why it works that way, and what you can do to survive it or change it.
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