Many leaders and managers use this methodology (intuitively or intentionally) to innovate and manage change within their organization. They understand that by beginning with the smallest, simplest tasks they can build confidence and momentum. When they demonstrate how to turn small behaviors in to powerful habits, they can achieve the results they are looking for. Continue reading

Consider how 80% of our results stems from only 20% of our efforts. Imagine how much more we could accomplish if we created positive habits that devoted more time and energy to those crucial 20 percent of our activities! Continue reading

The process of habits includes neurological cravings for the pleasure-inducing neurotransmitter dopamine, which motivate us to take action. However, motivation alone is not enough to help us change our behavior and create a habit. Continue reading

To be sure, some behaviors make for good habits. This includes the behaviors you stopped doing, especially when distractions become habits. In today’s business world, this can make a big difference in your success. Continue reading

Consider this: 80% of our results stems from only 20% of our efforts, according to Joseph M. Juran. In the context of our productivity and efficiency, this means that only about 20% of our activities actually provide the results we are looking for, professionally and personally. Continue reading

As a leader, what role do you take in your own leadership development? If 2020 taught us anything, it was the importance of seeing the big picture without losing sight of the small details. This requires a tremendous skill in balancing priorities, energy, and focus. And while most great leaders can take pride in their ability to multi-task under stress, this year has really tested their abilities. Leaders are called on again and again to shift their attention from one priority to another. They must consistently and consciously choose (and judge) that which is deserving of their attention. They must ignore impertinent distractions. Developing the right leadership skills and habits is critical to personal and organizational success. The Importance of Habits Consider this: 80% of our results stems from only 20% of our efforts, according to Joseph M. Juran. In the context of our productivity and efficiency, this means that only about 20% of our activities actually provide the results we are looking for, professionally and personally. Continue reading

As a leader, what role do you take in your own leadership development? If 2020 taught us anything, it was the importance of seeing the big picture without losing sight of the small details. This requires a tremendous skill in balancing priorities, energy, and focus. And while most great leaders can take pride in their ability to multi-task under stress, this year has really tested their abilities. Leaders are called on again and again to shift their attention from one priority to another. They must consistently and consciously choose (and judge) that which is deserving of their attention. They must ignore impertinent distractions. Developing the right leadership skills and habits is critical to personal and organizational success. Continue reading

Even the smallest acts of mindful kindness can go a long way, especially under the microscopic gaze of others. While the biochemical boost is powerful, research has found it only lasts three to four minutes. That’s why it’s so important to make kindness an ongoing daily practice. Continue reading

Work to cultivate greater feelings of kindness. Think of times when you felt a strong connection with someone—a meaningful conversation; a shared success or loss—and journal about the experience. This exercise will reinforce your sense of connection, and satisfy that human need to belong. Continue reading

Kindness is an interpersonal skill that requires a certain amount of strength and courage. Even though sympathy and caring for others is instinctual, consideration, empathy, and compassion are often required to lead and support others with kindness. Kind managers understand that there is no kindness in allowing problematic behavior to continue. They have the difficult conversations with their employees to prevent ongoing failure. They work to improve the lives of others. How? First, they cultivate feelings of kindness. Continue reading

Kindness is an interpersonal skill that requires a certain amount of strength and courage. It is made up of the moment-by-moment choices and actions that we make. Even though sympathy and caring for others is instinctual, consideration, empathy, and compassion are often required to lead and support others with kindness. Continue reading

Organizations that have proven to be most resilient moved to or expanded their online capacities and reconfigured their supply chain and delivery options. Simultaneously, they improved their diversity, equity, and inclusion outcomes. Their ability to respond quickly has ensured continuity, and in some cases, increased productivity. Continue reading

The way we live and work has changed tremendously over the past nine months. In many organizations, this shift occurred in a matter of weeks, if not days. As leaders offered greater flexibility, employees quickly adapted to new demands and learned and improved their skills. Continue reading

Making amends builds resilience, for individuals, and organizations. Leaders who can admit to their mistakes can make them meaningful. They can masterfully lead through mistakes. Continue reading

According to psychologist Saul Rosenzweig, we experience frustration and anger—often the triggers of the blame game—based on our personality categories: Extrapunitive: Prone to unfairly blame others Impunitive: Denies that failure has occurred or one’s own role in it Intropunitive: Judges self too harshly and imagines failures where none exist Continue reading

When we feel responsible for an organization, and we’re confronted with the consequences of a mistake of an employee, we are quick to react with judgment and condemnation. After all, leaders are not immune from being wrong. Continue reading

To be sure, mistakes vary in degree, and depending on the consequences, additional actions may be required, including consulting with a legal professional. But when we make an insensitive comment, send a message without having all the facts or consider how it will be received, or berate a subordinate (or colleague) publicly, we must promptly acknowledge our mistake and make amends. It’s time for a good apology. Continue reading

We live in a celebrity culture where leaders, and especially CEOs, are expected to be perfect examples. They are held up as icons. We don’t like to admit they have flaws, or that the traits that make them special can also lead to failure. Continue reading

Business leaders today are not exempt from making mistakes. While we like to believe their judgment is getting better, certain behaviors make them vulnerable to err, such as mindset failures, delusions, mismanagement, and patterns of unsuccessful (or poor) behavior. Our wishful thinking, denial, and other forms of avoidance often prevent us from seeing their errors—or the mistakes we make. Continue reading

Great leaders understand that diversity and inclusion are not the same. While companies can mandate diversity, they have to cultivate inclusion. This begins with a genuine interest in, and for, other individuals. Continue reading

Some businesses also leverage technology to assist in their recruiting and hiring process to reduce discrimination. Of course, it must be carefully designed in order to avoid pitfalls and achieve fair hiring: absent of disparate treatment and disparate impact. Continue reading

Being excluded at work is not fun. Even in times when most people are working remotely, being left out can intensify a sense of alienation, which impacts our happiness and performance. This is even more critical for small businesses: according to a 2019 survey, 52% of small businesses report labor quality as their biggest challenge. Continue reading

While many leaders believe they have taken adequate steps to correct or avoid inequalities in the workplace with policies, promotion, and training, all too often we hear about employees who experience some form of exclusion or inequity, including lack of promotion, outright harassment, and even worse. Continue reading

Coaching team interdependence and peak performance in a virtual world has its advantages. It allows you to plan, reflect, prepare, implement, and follow-up your discussions. Continue reading

Higher degrees of interdependence reflect greater complexity, and require different types, or degrees, of management. Continue reading