HeyJaredBetter Leadership Newsletter
BLN is a bi-weekly newsletter where I share with you articles I find interesting, and I reflect on. I believe and hope this will help in the journey of becoming better leaders (on team management, strategic thinking, and business relationships).
- Indexed issues, last 90 days
- 7
- Latest publication
- Sep 27, 2026
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- Earliest in this view
- Jul 5, 2026
Latest issues
The hidden workload affecting people in your team. (opens the original)
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Hello there, it’s Giuseppe here. Welcome to a new post from the Better Leadership newsletter.Most leaders I see at my workplace think they have a reasonable understanding of how busy their people are. They look at working hours, project deadlines, meeting calendars, and performance metrics. If someone is delivering on time and their workload appears manageable, it is easy to assume everything is under control.However, what those signals often miss is the mental work happening behind.Mental load
AI is forcing a change in the way we learn to lead. (opens the original)
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Hello there, it’s Giuseppe here. Welcome to a new post from the Better Leadership newsletter.One consequence of AI that I think we are still underestimating is what happens to learning when part of the work disappears.A lot of professional judgment used to be built through repetition. You reviewed weak arguments, you sat with data to clean up, you prepared a recommendation, got challenged on it, rewrote it, and slowly started to understand what experienced people were looking for before they eve
How to reduce turnover when you're dealing with high-pressure, high-skill environments. (opens the original)
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Hello there, it’s Giuseppe here. Welcome to a new post from the Better Leadership newsletter.In my team, we’re directly facing a situation of high workload, that’s leading to a higher risk of burnout. When mentioning this to our directors and HR, I’ve got the usual advice: reduce the workload, reduce the burnout.The problem is: how do you reduce workload when, by default, the team and its objective forces it constanly into high-pressure situations?Now, I don’t know if there’s a solution to my pe
Great leaders act like supporting characters, not the main one. (opens the original)
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Hello there, it’s Giuseppe here. Welcome to a new post from the Better Leadership newsletter.Paul Graham wrote an essay in 2024 called Founder Mode arguing that founders need to lead by pushing their vision on a company directly instead of managing through layers of process. It got 20 million views and half of Silicon Valley started quoting it in the same week.And I get the point. I think Graham was pointing at some real pain. There are many leaders who check out of the actual work happening und
Why your best leaders are the ones who don't avoid conflict. (opens the original)
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Hello there, it’s Giuseppe here. Welcome to a new post from the Better Leadership newsletter.In today’s post I wanted to talk to you about something I read by Peter Coleman in HBR. He’s a Columbia professor who’s spent 30 years studying conflict, and I think his article gave me language for something I’ve watched play out in many work situations I’ve either directly or indirectly experienced: leaders either run away from conflict or get eaten by it, and very few actually know how to work through
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