I was recently asked, how much do people lie to their bosses, and what can be done about it? I covered some of this in “Why the Boss is Always Wrong.” I’m a coach to CEOs, and the CEO of…
I was recently asked, how much do people lie to their bosses, and what can be done about it? I covered some of this in “Why the Boss is Always Wrong.” I’m a coach to CEOs, and the CEO of…
One of my most popular articles is “Three Steps to Writing a Perfect Thank You Note“. If you already write thank-you notes regularly, it’s a great reminder of the basics. For the rest of us who don’t, it provides a…
“Are you ready to be a transference object?” Fred hesitated. The coffee shop seemed to become dead silent. One week earlier, Fred had been offered a dream job, as part time CEO of a startup, working for a proven star…
It’s better to be consistent than to be fair. (Especially if “fair” means some agonizing custom decision that’s decided at laboriously and at great length from first principles every time. That turns every issue into a question, and every question…
Paula and her boss Sue were driving each other nuts. (As their coach I got to see it up close.) Paula needed to hire more staff. Her “reasonable” proposal got “shot down” by Sue, who sent it back with a…
The global concept of what a brand is, and what luxury is, is evolving. This means new pressures on — and opportunities for — you. EIU article: The Future of Luxury In brief, Luxury concepts of “brand” are changing, becoming…
Smart people in a hurry become stupid. (Or at least act stupidly. My work with busy executive teams tells me that this phenomenon is universal — and I see it in myself daily.) When we need our busy co-workers and…
Strategic execution requires that you stop putting people first (in the wrong way). Profit must come first. I will pause while you gasp in horror. If you “put people first” in the wrong way, you’re harming them, yourself, the rest…
I learned a lot about humans from studying pigeons. It was 1985 and I worked at Professor Israel Goldiamond’s behaviorism lab at the University of Chicago. (And yes, pigeons are a lot different from people.) The biggest thing Professor G.…
When is anger okay in the work place? Never. Anger is so seldom acceptable — it’s so rare for it to be non-harmful — that I start by saying it’s never okay. Contrary to my counterpart at NURA, who suggests…
Leaders shouldn’t be “thick skinned” — not if that means shrugging off negative feedback that might actually be correct. Leaders need to be emotionally resilient, unattached to outcomes, and assume positive intent. Our tool here is “The Ladder of Inference.”…
Last week we covered how too many firms mistake “innovation” for “inventing things in a vacuum” — thus Reinventing the Wheel. This time we cover how to speed up your execution of your strategy by avoiding another source of…
The hardest part of starting to track your performance is to just start. So, just start quick and dirty. It’s worth it — you’ll dramatically boost your odds of achieving your goals by spending 5 minutes setting up benchmarks. My…
Want more real breakthroughs faster in your firm or department? Here’s an easy way: stop “innovating” so much. That counter-intuitive approach is the unavoidable conclusion of a fresh look at how most firms approach innovation. You’re probably making one or…
What can a private company do, to harness the kind of intellectual firepower that most of us can’t even access in our wildest dreams? Recruit an Advisory Board. Public companies have — or are supposed to have — boards of…