Disagreements in meetings are not a problem. In fact, if you ask me, they’re a sign of a healthy team. But how you lead through and beyond disagreement is crucial? I share a very important leadership principle in the video.
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Sick and tired of popsicle exercises, marshmallow exercises and other team building shortcuts? Me too!
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Fluctuations in your success are never accidental. Asking yourself the RIGHT questions - when things go well or badly - is key to understanding the mechanisms of your success.
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Sales are down, morale is low, there’s no accountability...these are the kinds of symptoms you, like many other leaders, try to solve every day. So where should you start? The answer may surprise you.
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If motivation depended only on seeing results, many of us wouldn’t be in business anymore. It’s when you know your lagging and leading indicators that you can play the long game of success. Tell me what yours are.
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A couple weeks ago, I lost my dad. But there's something I always ask myself when going through a difficult event like this — it’s a useful question for each of us to ask.
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Does 1 equal 3? Or 5? Or even 10? I’m talking about talent. How to attract it and develop it - check out the video for some ideas.
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Do you truly know your core customer? To learn more about how to truly understand those you serve, I talk more about it in this video.
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Core values are a small number of non-negotiable behaviors that drive your culture. They're based on what's best, what's right, what's most noble about who you are as an organization. But the question becomes, once you have a set of core values, what do you do with them so they don't just become a plaque on the wall?
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If you don't effectively assess, coach, and develop your talent, you'll work twice as hard and get half the results. Your A-players will leave and your C-players will stay. Here are the 7 keys to an effective talent development program,
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How powerful would your organization be if every time you hired someone new, you raised the average? Here are five ways to make sure, with each new hire, you're raising the bar on talent,
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One of the first things I do with a new client is I ask the leadership team two simple questions: 1) what are the key functions in your organization, and 2) who's accountable for each one of those functions? Sounds incredibly simple, but it's not.
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How coachable are you? If your answer is, "I'm incredibly coachable, I'm not sure I could be any more coachable," then you're probably not as coachable as you think. How can you improve and why is it so important?
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As a leader, how do you respond when someone challenges a decision that you've made? The wrong response slows down the decision-making process, worsens the quality of decisions, delays action, slows growth and frustrates your team. So, what is the wrong response?
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How many of you love your annual employee review process? I didn't think so. "Mike, we've got it covered - years ago we changed that to a quarterly review process so we can give our folks more frequent feedback." So what you've done is you've taken a horrible bureaucratic process everyone hates and you now do that four times a year. There's a better way.
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Are you struggling to create and plan company priorities that are adding real value? It may be that you're using the "waterfall" method instead of the "agile" method. Here's the difference...
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Fundamental attribution error says that when someone else makes a mistake, we attribute it to their character. But when we make a mistake we attribute it to the situation or the environment. This really hurts our ability to have relationships with people, to love people, to coach people. So what do we do about it?
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It's so easy to get caught up in our lives and our business and just keep running, never taking any time to stop and think about what we're doing. Months later, we look back and say, "How the heck did I get here?" What do you do to stop and think?
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As a leader of an organization, we really want three things. We want to grow, we want to create a fulfilling environment, and we want to have some impact. When you're having an issue with any one of those things, how do you dissect where that problem is coming from and what you do about it?
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Let's face it, it's lonely at the top. As an entrepreneur or CEO, you have fears and challenges that sometimes just aren't appropriate to share with your team. And when you bottle up those fears and challenges, it hurts your business. But more importantly, it could hurt your mental health.
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