Dr. David Burkus
@davidburkus.bsky.social
Helping Teams Do Their Best Work Ever | Bestselling Author | Keynote Speaker | Organizational Psychologist
Self-awareness isn’t common.
In fact, it’s shockingly rare.
📊 According to organizational psychologist Tasha Eurich:
• 95% of people think they’re self-aware
• Only 15% actually are
That’s an 80% gap.
In fact, it’s shockingly rare.
📊 According to organizational psychologist Tasha Eurich:
• 95% of people think they’re self-aware
• Only 15% actually are
That’s an 80% gap.
December 25, 2025 at 2:03 PM
Self-awareness isn’t common.
In fact, it’s shockingly rare.
📊 According to organizational psychologist Tasha Eurich:
• 95% of people think they’re self-aware
• Only 15% actually are
That’s an 80% gap.
In fact, it’s shockingly rare.
📊 According to organizational psychologist Tasha Eurich:
• 95% of people think they’re self-aware
• Only 15% actually are
That’s an 80% gap.
People don’t feel heard just because you listened.
They feel heard when you show it—eye contact, curiosity, follow-ups.
That’s active listening. And it’s a game-changer for team morale.
They feel heard when you show it—eye contact, curiosity, follow-ups.
That’s active listening. And it’s a game-changer for team morale.
December 24, 2025 at 2:03 PM
People don’t feel heard just because you listened.
They feel heard when you show it—eye contact, curiosity, follow-ups.
That’s active listening. And it’s a game-changer for team morale.
They feel heard when you show it—eye contact, curiosity, follow-ups.
That’s active listening. And it’s a game-changer for team morale.
Want to improve your emotional intelligence as a leader?
Start with a decision journal.
No, not a flowery diary.
A real-time tool for becoming more self-aware.
Start with a decision journal.
No, not a flowery diary.
A real-time tool for becoming more self-aware.
December 23, 2025 at 2:02 PM
Want to improve your emotional intelligence as a leader?
Start with a decision journal.
No, not a flowery diary.
A real-time tool for becoming more self-aware.
Start with a decision journal.
No, not a flowery diary.
A real-time tool for becoming more self-aware.
The best leaders don’t just track performance.
They spot the stress behind it.
Then they guide their people back to focus, one conversation at a time.
They spot the stress behind it.
Then they guide their people back to focus, one conversation at a time.
December 22, 2025 at 10:20 PM
The best leaders don’t just track performance.
They spot the stress behind it.
Then they guide their people back to focus, one conversation at a time.
They spot the stress behind it.
Then they guide their people back to focus, one conversation at a time.
4 Ways to Build Emotional Intelligence at Work
(Without turning into a therapist)
1. Start a decision journal
Log what you felt, what you did, and why. Spot patterns. Adjust.
(Without turning into a therapist)
1. Start a decision journal
Log what you felt, what you did, and why. Spot patterns. Adjust.
December 19, 2025 at 2:03 PM
4 Ways to Build Emotional Intelligence at Work
(Without turning into a therapist)
1. Start a decision journal
Log what you felt, what you did, and why. Spot patterns. Adjust.
(Without turning into a therapist)
1. Start a decision journal
Log what you felt, what you did, and why. Spot patterns. Adjust.
“Just be authentic” is bad advice.
Great leaders don’t react—they respond with intention.
They don’t say whatever they feel in the moment.
They pause. And then choose the response their team needs.
Great leaders don’t react—they respond with intention.
They don’t say whatever they feel in the moment.
They pause. And then choose the response their team needs.
December 18, 2025 at 2:06 PM
“Just be authentic” is bad advice.
Great leaders don’t react—they respond with intention.
They don’t say whatever they feel in the moment.
They pause. And then choose the response their team needs.
Great leaders don’t react—they respond with intention.
They don’t say whatever they feel in the moment.
They pause. And then choose the response their team needs.
Elite teams aren’t made of elite individuals.
That’s the mistake most leaders make.
But Navy SEAL training shows something different:
The best teams aren’t full of alphas. They’re full of adapters, communicators, and supporters.
It’s not who is on the team. It’s how they show up for each other.
That’s the mistake most leaders make.
But Navy SEAL training shows something different:
The best teams aren’t full of alphas. They’re full of adapters, communicators, and supporters.
It’s not who is on the team. It’s how they show up for each other.
December 17, 2025 at 2:02 PM
Elite teams aren’t made of elite individuals.
That’s the mistake most leaders make.
But Navy SEAL training shows something different:
The best teams aren’t full of alphas. They’re full of adapters, communicators, and supporters.
It’s not who is on the team. It’s how they show up for each other.
That’s the mistake most leaders make.
But Navy SEAL training shows something different:
The best teams aren’t full of alphas. They’re full of adapters, communicators, and supporters.
It’s not who is on the team. It’s how they show up for each other.
Emotional intelligence is still misunderstood.
We’ve been talking about it for 30 years.
And yet, many leaders still think it means coddling people. Or worse—group hugs and office yoga.
Let’s set the record straight.
Emotional intelligence isn’t about making people feel good all the time.
We’ve been talking about it for 30 years.
And yet, many leaders still think it means coddling people. Or worse—group hugs and office yoga.
Let’s set the record straight.
Emotional intelligence isn’t about making people feel good all the time.
December 16, 2025 at 2:02 PM
Emotional intelligence is still misunderstood.
We’ve been talking about it for 30 years.
And yet, many leaders still think it means coddling people. Or worse—group hugs and office yoga.
Let’s set the record straight.
Emotional intelligence isn’t about making people feel good all the time.
We’ve been talking about it for 30 years.
And yet, many leaders still think it means coddling people. Or worse—group hugs and office yoga.
Let’s set the record straight.
Emotional intelligence isn’t about making people feel good all the time.
Pain is a request for change.
A personal trainer once told me that years ago while helping me work through an injury.
At the time, he was talking about my mobility.
But it applies just as much to leadership.
A personal trainer once told me that years ago while helping me work through an injury.
At the time, he was talking about my mobility.
But it applies just as much to leadership.
December 15, 2025 at 2:02 PM
Pain is a request for change.
A personal trainer once told me that years ago while helping me work through an injury.
At the time, he was talking about my mobility.
But it applies just as much to leadership.
A personal trainer once told me that years ago while helping me work through an injury.
At the time, he was talking about my mobility.
But it applies just as much to leadership.
Pixar doesn’t rely on lone geniuses.
They rely on the "Braintrust," a no-hierarchy room where feedback is candid.
The secret to great work isn’t talent...It’s trust.
They rely on the "Braintrust," a no-hierarchy room where feedback is candid.
The secret to great work isn’t talent...It’s trust.
December 12, 2025 at 2:03 PM
Pixar doesn’t rely on lone geniuses.
They rely on the "Braintrust," a no-hierarchy room where feedback is candid.
The secret to great work isn’t talent...It’s trust.
They rely on the "Braintrust," a no-hierarchy room where feedback is candid.
The secret to great work isn’t talent...It’s trust.
Real leadership means letting go.
Your best people don’t need you to show them how to work.
They need you to show them you trust them to figure it out.
That’s how great teams scale.
Your best people don’t need you to show them how to work.
They need you to show them you trust them to figure it out.
That’s how great teams scale.
December 11, 2025 at 2:04 PM
Real leadership means letting go.
Your best people don’t need you to show them how to work.
They need you to show them you trust them to figure it out.
That’s how great teams scale.
Your best people don’t need you to show them how to work.
They need you to show them you trust them to figure it out.
That’s how great teams scale.
When I spoke at the Naval Academy, they introduced me to a concept that every leader needs to steal:
Commander’s Intent.
It’s a military concept.
But it’s exactly what most teams are missing.
Commander’s Intent.
It’s a military concept.
But it’s exactly what most teams are missing.
December 10, 2025 at 2:04 PM
When I spoke at the Naval Academy, they introduced me to a concept that every leader needs to steal:
Commander’s Intent.
It’s a military concept.
But it’s exactly what most teams are missing.
Commander’s Intent.
It’s a military concept.
But it’s exactly what most teams are missing.
Want to keep high performers engaged?
✅ Stretch them
❌ Don’t drown them
Align their work with:
→ Strengths
→ Strategic goals
→ Growth potential
They’ll give you their best—if you give them your best in return.
✅ Stretch them
❌ Don’t drown them
Align their work with:
→ Strengths
→ Strategic goals
→ Growth potential
They’ll give you their best—if you give them your best in return.
December 9, 2025 at 2:03 PM
Want to keep high performers engaged?
✅ Stretch them
❌ Don’t drown them
Align their work with:
→ Strengths
→ Strategic goals
→ Growth potential
They’ll give you their best—if you give them your best in return.
✅ Stretch them
❌ Don’t drown them
Align their work with:
→ Strengths
→ Strategic goals
→ Growth potential
They’ll give you their best—if you give them your best in return.
Vulnerability isn’t weakness—it’s the first step toward real trust and stronger teams.
December 8, 2025 at 2:02 PM
Vulnerability isn’t weakness—it’s the first step toward real trust and stronger teams.
Your high performers don’t need you as much as you need them.
That’s the hard truth.
They’re talented. They’re in demand. And they can leave—today.
But here’s the good news:
Most high performers aren’t looking for applause.
They’re looking for impact.
For meaning.
For growth.
That’s the hard truth.
They’re talented. They’re in demand. And they can leave—today.
But here’s the good news:
Most high performers aren’t looking for applause.
They’re looking for impact.
For meaning.
For growth.
December 5, 2025 at 2:03 PM
Your high performers don’t need you as much as you need them.
That’s the hard truth.
They’re talented. They’re in demand. And they can leave—today.
But here’s the good news:
Most high performers aren’t looking for applause.
They’re looking for impact.
For meaning.
For growth.
That’s the hard truth.
They’re talented. They’re in demand. And they can leave—today.
But here’s the good news:
Most high performers aren’t looking for applause.
They’re looking for impact.
For meaning.
For growth.
Want to find your highest performer?
Ask each team member:
“If you were out, who’d you trust with your most critical work?”
The name that comes up again and again?
That’s your hidden star.
Now develop them—before someone else does.
Ask each team member:
“If you were out, who’d you trust with your most critical work?”
The name that comes up again and again?
That’s your hidden star.
Now develop them—before someone else does.
December 4, 2025 at 2:04 PM
Want to find your highest performer?
Ask each team member:
“If you were out, who’d you trust with your most critical work?”
The name that comes up again and again?
That’s your hidden star.
Now develop them—before someone else does.
Ask each team member:
“If you were out, who’d you trust with your most critical work?”
The name that comes up again and again?
That’s your hidden star.
Now develop them—before someone else does.
High performers are 400% more productive than the average employee.
That’s not hype. It’s research.
But that 400% doesn’t happen by accident.
It happens when leaders create the right conditions:
That’s not hype. It’s research.
But that 400% doesn’t happen by accident.
It happens when leaders create the right conditions:
December 3, 2025 at 2:02 PM
High performers are 400% more productive than the average employee.
That’s not hype. It’s research.
But that 400% doesn’t happen by accident.
It happens when leaders create the right conditions:
That’s not hype. It’s research.
But that 400% doesn’t happen by accident.
It happens when leaders create the right conditions:
Many managers reward the loudest person in the room.
But loud ≠ valuable.
Real high performers don’t just speak up.
They lift others up.
They’re not high output—they’re high leverage.
Look for them. They’re easy to miss.
But loud ≠ valuable.
Real high performers don’t just speak up.
They lift others up.
They’re not high output—they’re high leverage.
Look for them. They’re easy to miss.
December 2, 2025 at 2:04 PM
Many managers reward the loudest person in the room.
But loud ≠ valuable.
Real high performers don’t just speak up.
They lift others up.
They’re not high output—they’re high leverage.
Look for them. They’re easy to miss.
But loud ≠ valuable.
Real high performers don’t just speak up.
They lift others up.
They’re not high output—they’re high leverage.
Look for them. They’re easy to miss.
People want to do work that matters, and work for leaders who let them know they matter.
December 1, 2025 at 2:01 PM
People want to do work that matters, and work for leaders who let them know they matter.
The reward for great work shouldn’t be more work.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
November 28, 2025 at 2:01 PM
The reward for great work shouldn’t be more work.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
Helping someone grow beyond your team isn’t a loss.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
November 27, 2025 at 2:03 PM
Helping someone grow beyond your team isn’t a loss.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
How to spot high performers on your team (before someone else does):
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
November 26, 2025 at 2:02 PM
How to spot high performers on your team (before someone else does):
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
Want to retain top talent?
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
November 25, 2025 at 2:04 PM
Want to retain top talent?
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
Great teams play chess, not checkers.
November 24, 2025 at 2:03 PM
Great teams play chess, not checkers.
The loudest voice in the room is rarely the most valuable.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
November 21, 2025 at 2:03 PM
The loudest voice in the room is rarely the most valuable.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.