When you enter a new role as an executive, does your new team view you as a micromanager or a humble leader? Here are two different perspectives on the same leadership process.
Read MoreI was asked once what happens if there's a failed 360. Well, to me, a failed 360 doesn't have much to do with negative feedback. Here's what I consider a failed 360. If this happens-- don't waste your money on executive coaching.
Read MoreAs a leader, don't make the mistake of thinking that scare tactics create results. Building relationships increases team performance, not fear.
Read MoreHow often do you refer to your past employer at your current workplace? Be careful that you don't use this phrase when talking about your past-- you could be coming across as insulting.
Read MoreWhat is it like to do business with your company? Do you create a great first experience for customers, vendors, and potential employees? If you don't, then that should be one of your top priorities.
Read MoreDid you know that 40 to 50 percent of executives fail when they take new roles? Usually in the first 18 months. Did you know that that costs the organization about two times their annual salary?
Read MoreI saw something today that I have not seen in the past in my practice and I think there’s some good learning in it, so I wanted to share it with all of you. Most of you know I do quite a bit of executive assimilation and a piece of what we do for executives when they’re new to role is a new leader assimilation.
Read MoreWhat’s on my mind this week is really legacy planning. I’m having to really look at my own firm and decide, you know, if I decided to stop working, or if, God forbid, I got hit by a beer truck, what’s the contingency plan for the firm.
Read MoreLet’s talk vapor lock. It’s when there are too many competing priorities and goals that it’s hard to know which to focus on first. And what happens to most of us when we’re vapor locked is that we freeze. Here’s the key to keep moving forward.
Read MoreWhat’s on my mind today is this tendency that we have to put the person that’s the highest performer in a specific role, and we want to make them a people leader. And sometimes that makes a lot of sense, but not always.
Read MoreWhat I’m working on now is actually a collaborative project with a clinical psychologist and an outdoor survivalist to develop some really intensive team experiential training.
Read More