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Counterintuitive Thoughts and Paradoxes

Counterintuitive Thoughts and Paradoxes There’s nothing like a good paradox or counterintuitive thought to help stimulate someone’s thinking (and leadership growth). So here are five of my favorites: “The Best Way to Get Something Done Is by NOT Working on It” – This is about the art, science, and practice of delegation. If a leader …

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Getting a Seat at the Table

Getting a Seat at the Table No doubt you attend more meetings than you probably care to. And no doubt, many of those meetings aren’t always the best use of your time. So, to suggest that there are some meetings that you’d actually want to attend must seem pretty absurd. But it’s not. Types of …

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Prodrome Management

Prodrome Management The main water main under my street burst, this week. After calling Public Works (I was the first person to contact them) their trucks and backhoe and workers arrived in literally minutes. All told, it took less than 3 hours to turn off the water, dig the hole, patch the leak, fill the …

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Why Don’t Leaders Already Know These Things?!

Why Don’t Leaders Already Know These Things?! The Good News is that there are a near-infinite ways to do leadership well. The Bad News, there are even more ways to do it poorly!! To help simplify things, a bit, here are five of my favorite themes for helping people become more compelling, effective leaders: 1. …

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How People Listen

How People Listen Listening. You’ve heard the bromides: Well, it’s one thing to SAY it, but it’s something entirely different to actually DO it. So let’s take a closer look at how people actually DO listen and what you can do to help yourself more readily learn and grow. The Four Levels How People Listen …

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Do You Have the Courage To Be Exceptional?

Do You Have the Courage To Be Exceptional? Consulting giant McKinsey&Company issued a white paper called, “What makes a CEO ‘exceptional’?” where they assessed the ‘early moves’ of CEOs with outstanding track records. In reading it, I couldn’t help wonder the extent to which their findings were equally applicable for ‘non-CEOs’ making ‘non-early movers’, as …

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