It’s easy to be attracted to optimistic thinking and turned off by cynicism, but both optimistic and cynical decision-making is lazy. Use this approach to improve the rigour of decision making in your business.
The term “fail fast” is in fashion now thanks to design thinking. Unfortunately, most leaders aren’t clear on what types of failures they’re looking for and what types should be avoided at all costs. This article outlines the difference.
I read an excellent article in the Wall Street Journal this week entitled “How Jeffrey Immelt’s ‘Success Theater’ Masked the Rot at GE.” In it, authors Thomas Gryta, Joann Lublin, and David Benoit describe how the Immelt and his top leaders, “projected an optimism about GE’s business and its future that didn’t always match the […]
I’m deep into writing my new book and I’ve had an epiphany: Organizations are built to require conflict while employees are built to avoid it. I see this impact of this problem every day, but it took me 20 years to name it. Now it’s so clear. We have set up a fundamental tension between […]
Does your team have a “too hard pile?” Is there a list of issues that everyone knows need to be addressed for your business to evolve, but there is tactic agreement that they would be so uncomfortable, so messy to discuss that you just work around them? That’s what happened to a team of doctors […]
Last week, I helped 250 leaders kick off the new year and inspire them to lead the changes their organization will need to win. I had the last spot on the agenda, right before the big close by the CEO. I decided to use it to bring all the messages of the event down to […]
There were many things to learn from the 2016 U.S. Presidential election. One of the lessons that has considerable application to the workplace is the risk of living in an echo chamber. The term “echo chamber” was used to describe the propensity of voters to surround themselves with messages that were consistent with what they […]
If there is one line I hear over and over from the middle layers of management, it’s “what are we going to stop doing?” They are desperate for activities to be removed from their very full plates if new ones are going to be added. Although trade-offs are welcomed by most, it’s a different story […]
When Craig and I are invited to work with a team, it’s common that the client cites trust issues as one of the reasons for engaging us. Although it’s immediately apparent that trust is weak, once we get working with the team, often the trust issues turn out to be the symptom rather than the […]