Is there something about how we operate that contributes to our "special sauce?" If so, do we know how to replicate this?
How do you lead in a culture of distrust?
Many executives are appropriately concerned about growing their teams and future leaders.
People sometimes talk about whether leaders are born or made.
The idea is that, for the servant leader, leadership presents itself as the best tool or option for serving others.
Identifying or clarifying vision often feels elusive, confusing or frustrating for many people. But, it doesn't have to be.
In most organizations, reading the values, vision, and mission statement feels like reading the back of a dinner menu.
Good questions helped them break free from the complicated, circular or confusing conversations they had been stuck in.
Before you quit because you're tired, take this into consideration.
When beginning a new role, most people tend to use one of four different approaches.
Leaders need to grow and change or their organizations won’t.
Leadership is about a lot of things. One of those indispensable things is the ability to help other people accomplish a lot.
Meetings are where things get done ... if you know what you want done.
It’s difficult to think of an effective leader who isn’t an effective communicator.
“I don't have time for that.” This is the most constant complaint I hear from leaders.
What is the big secret that helps leaders get to the next level?
Only do what produces results. Stop doing everything else.
A leader’s ability to be externally clear in communication is a reflection of internal clarity of thought.
If I’m running a meeting, I set it up so it generates value. If I’m invited to a meeting, I won’t continue meeting with people if there isn’t value.
Something I've noticed about my best clients is that they are fast learners.
