Most of us have been programmed to run meetings based on an Industrial Age model that encourages consensus and conformity rather than a free exchange of ideas. Because of this, decision opportunities are missed, and when decisions are made, they are more likely to be a continuation of the current activities, or tacit support of...
Love the idea of the new playbook for leaders but having trouble remembering the new plays and how to implement them? Here’s a set of 8 one-page summary sheets for many of the key concepts in Leadership is Language as well as the plays. The 8 one-pagers cover: The new playbook for leaders (the 6...
Wouldn’t it be great if we did all the things we were supposed to do, every day. Well, at some point or another, each of us runs into our own habits — habits and patterns in our lives that we’ve created that move us toward or away, from our goals. Your habits determine who you...
The joy of an industrial age organization is that we separated the doers from the deciders. If you were a decider (also known as a boss, leader, white-collar, salaried person) then you made decisions for what the doers (also know as followers, blue-collar, hourly person) ought to do. Since the workforce was not involved in...
From Boeing (737MAX, 787 rollout) to NASA (Columbia, Challenger), we’ve seen disastrous examples of how bad news from people low in the hierarchy gets distorted as it moves to the top of the organization. The distortion is consistently in one direction: it mitigates the bad news, making it sound less severe and less likely than...
Dynamically target high-payoff intellectual capital for customized technologies. Objectively integrate emerging core competencies before process-centric communities. Dramatically evisculate holistic innovation rather than client-centric data.
