[...] research and science provide guidance in learning to integrate the &ldquo;paradoxes, tensions, and trade-offs inherent in the managerial job.&rdquo;[1]1) Reframe how you think about your role. Many leaders tend to over-rely on a strength (say, driving for accomplishments) and under-use its opposite[2] (collaborating and creating cohesion). That&rsquo;s when all sorts of problems arise because the over-used strength has now become a weakness. Here&rsquo;s where you apply the Goldilocks principle of getting it just right &ndash; like skillfully pressing for results while treating people like people instead of machines.2) Be kind and hold people accountable. A good leader expects his people to achieve their objectives; and when they fall short, the performance gap is discussed considerately so their self-esteem and self-worth remain intact. We all fall short from time to time and rarely benefit from being labeled an idiot or worse by an uncaring boss. It&rsquo;s the leader who coaches us to better performance and who does so with compassion that we&rsquo;ll follow off the cliff.3) Understand it&rsquo;s not your dad&rsquo;s management anymore. Command and control may create short-term compliance at the expense of long-term resentment and disengagement. Awareness and agility are needed to deal with a world that&rsquo;s constantly changing, perpetually connected and well-informed. An effective leader wants a broad repertoire of knowledge, skills, abilities and behaviors in her toolkit.4) It&rsquo;s all about context. At some point in coaching programs and development workshops, someone typically points out that I&rsquo;m advocating that they be inconsistent and manipulative. Puh-lease. I&rsquo;ll concede that it does take more time, effort and awareness to be directive and flexible, decisive and sensitive. Recognizing that one-size-leadership doesn&rsquo;t fit all circumstances isn&rsquo;t being capricious, it&rsquo;s being smart.&nbsp; [...]