• Coaching

    WORKSHOP FOLLOW UP

    Good workshops will have little impact if participants do not use what they have learned. Workshop follow up unlocks the potential value of your workshops, turns good intentions into action, good ideas into results, and good workshops into game changers. Engage everyone you can in supporting post workshop follow up. Here is a guided tour [Read More]

  • Leadership

    THE FUTURE OF SITUATIONAL LEADERSHIP

    Major advance: Situational leadership made a major advance in leadership theory: it helped us move from “one size fits all” to four major leadership approaches, each suited to a different situation. The basic idea is simple and compelling: different situations call for different leadership styles. For example, a beginner needs more coaching support than an [Read More]

  • Metrics

    METRICS FOR DEBRIEFING

    Debriefing is a core leadership practice. How can you tell when you are doing it well? How do you know when your debriefing sessions are successful; delivering positive results; added value? What are the signs, indicators or measures of success for debriefing? See these past blogs that introduce debriefing: Introduction: The purpose, process, and benefits [Read More]

  • Leadership

    DRIVE: MANY TYPES & SOURCES OF MOTIVATION

    Leadership is really tough. In addition to fighting internal obstacles (silos, turf wars, red tape…), the external playing field is never level. We are often competing against companies with bigger budgets and better connections. Doing great things, achieving big results, keeping the troops focused and engaged requires a very deep kind of motivation and commitment. [Read More]

  • Leadership

    MASLOW: STILL GREAT FOR EMPLOYEE MOTIVATION

    When is the last time you had the good fortune to study human motivation and employee engagement? Maslow’s hierarchy of needs is still extremely valuable: from turning around terrible morale and enhancing employee motivation and productivity, to fully engaging your employees, and inspiring them to peak performance. This blog is intended to be a great [Read More]

  • Leadership

    MISCONCEPTIONS ABOUT EMPLOYEE MOTIVATION

    Money: Dozens of studies have demonstrated that money is not the number one motivator of employees. Pay rarely shows up in the top three or four motivators. In many studies, appreciation, independence, meaningful work, and opportunities for development are shown to be more powerful drivers of motivation and retention than salary. So why do so [Read More]

  • Leadership

    Engaging Senior Leaders in Supporting Leadership Development

    Involving senior management in leadership development (LD) is always identified as a critical success factor. Having your VPs and CEO facilitate workshops, however, is not the only way to get them involved. There are many options and alternatives. I hope you find the following suggestions useful in building your own lists. You can make some [Read More]

  • Metrics

    3 Sets of Metrics for Workshops

    3 SETS OF OUTCOMES & METRICS FOR WORKSHOPS Many training companies do a terrible job of clarifying metrics for their workshops. I think this is partly due to a weak understanding of what metrics are and how they work, and partly due to a fear of being held accountable for generating results for their clients. [Read More]

  • Leadership

    LEADING AND FACILITATING

    Command & control leadership: Many people still think of leadership as command & control. They assume leaders should know their jobs well enough to be able to answer the questions, make the decisions, and tell people what to do. They feel that leadership should be top down, hands on, confident, charismatic—and in your face. This [Read More]

  • Culture Leadership

    AUTHENTIC, SUSTAINABLE CULTURE

    My last blog discussed culture versus cult, and outlined some of the signs and costs of arrogance and dogmatism in organizational culture. To recall a couple of the themes: Language and enlightenment are journeys and not destinations (not final, fixed resting places). We should therefore strive to be: open and curious rather than closed and [Read More]

  • Culture

    CULTURE AND AUTHENTICITY (INTERLUDE)

    My last blog discussed the risks and costs of arrogance and dogmatism in organizational culture. When human relations descend to dogmatism and arrogance, they become all “push.” These insiders push their ideas, desires, and feelings on others; they stop listening, interacting, and connecting; they squash difference and dissent. The “push mentality” obstructs more authentic forms [Read More]

  • Culture

    CULTURE OR CULT?

    My last blog compared the benefits of a tight culture to the risks and costs of building a dysfunctional cult. Let’s continue our discussion. In this blog, we will look at the difference between culture and cult; list some of the signs or indicators of each (how we can tell them apart), and list some [Read More]

  • Culture

    USES & ABUSES OF A TIGHT CULTURE

    Organizational culture can be a huge asset or a crippling liability. In Built to Last, Collins and Porras make a powerful argument for creating “cult-like cultures.” (See also Culture and Bottom Line.) But how tight should your organizational culture be?  How “cult-like” can it get before it becomes dysfunctional? What are the signs or indicators [Read More]

  • Coaching Leadership

    WORKSHOP FOLLOW UP FOR WORKSHOP PARTICIPANTS

    What good is a workshop if the participants don’t use anything they have learned after the workshop is over? Here are a few practical tactics that I share with workshop participants at the end of my workshops. I am writing this blog more or less how I pitch it (verbally) to participants in my workshops. [Read More]

  • Coaching Leadership

    Goal setting is strategic planning

    Leadership at the bottom: We mistakenly assume that leadership is reserved for the people at the top — especially crème de la crème leadership activities like creating vision, strategy and core values. This is a perilous mistake that cuts off executives from employees, chokes the idea pipeline, and obstructs professional development at all levels. Don’t [Read More]

  • Leadership

    Getting defensive is never a good defense

    Fight, flight, or freeze: When threatened, people often revert to one of the three biological responses: fight, flight, or freeze. It is almost always an over-reaction, and no one does their best work when they are getting defensive, running away, or frozen in their tracks. These archaic responses block thoughtful action, shut down the conversation, [Read More]

  • Coaching Leadership

    DEALING WITH AN UNFAIR REPUTATION

    How do you deal with under-valued skills, or an unfair or unjustified reputation? Outline: Perception is never completely objective Feedback is important Bad feedback is sometimes correct How to deal with an unjustified reputation No immaculate perception: How others perceive you is not the final truth of who you are. Perception does not equal reality. [Read More]

  • Coaching Metrics

    INTERPRETING VARIANCES IN 360 FEEDBACK

    Why 360: One of the most powerful benefits of 360° feedback is that leaders get a chance to compare their own self-perception directly against the perception of others. This is of utmost importance. No one is an island unto themselves. Your work impacts others and the work of others impacts you. The strength of your [Read More]

  • Leadership Metrics

    METRICS FOR GIVING 360 FEEDBACK

    How do I know if a 360° feedback debrief meeting is successful? What are the signs, indicators, or measures of success (metrics)? Context: My initial debrief meetings are part of a larger coaching project. This blog addresses the initial meeting only, not the metrics for the entire coaching engagement. In my initial meetings, I present [Read More]

  • Culture Leadership

    GOVERNMENT SHUTDOWN IN THE USA

    Bad for business: We can learn many things about leadership and culture from the current government shutdown in the US. Here are a few. Scope, Scale and Stakes: The US, like every other country, is competing on the world markets for influence, capital, ideas, talent, technology…and markets. (Same as any business.) Shutting down your government [Read More]

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