Working through layers can help today’s Covid-era organizations adapt to change resulting in less ghosting, more commitment.
What wins the race? It is the leadership quality and finesse of multiple factors that wins, not the novice conceit of speed, or the number of hours of practice. From the book, “Inner Speed Secrets: Mental Strategies to Maximize Your Racing Performance,” by Ronn Langford and Ross Bentley share insights into the nuances that also applyContinue reading “Leadership Quality Wins: Moving Beyond 10,000 Hours”
How do leaders make sense of things, especially difficult, urgent, strategic things that may include shock, pain, tragedy, as well as stress and churn? There are many lessons learned about continuously verifying and updating our information, our data, and the need to clarify, test and refocus on our organization’s purpose. The 2021 update of thisContinue reading “Prioritizing through Tragedy, War, Conflict and Peace”
Leaders know that good data is essential to good decisions. But what data? Finding the right data, at the right time, from the right sources is critical.Data is the first of four elements from a simple acronym DPPE. It stands for Data, Purpose, Plan, Evaluate.
Like a well-played symphony, when nonprofit leaders partner well with their board, staff and volunteers, magic happens. Though a board of directors or council holds ultimate legal and fiduciary responsibility, true success requires a solid partnership between the chief executive officer (or staff officer) (CEO / CSO) and chief elected officer, a board chair or council president.
So many things can change quickly in the 21st century work world that it helps us to polish our natural abilities toward adaptive change. How can you FRAME an approach to entrepreneurial change that helps you adapt to a business climate that is always changing?
Entrenched habits tend to persist, mostly invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They challenge us to reexamine long-standing practices that no longer fit our current world and what’s on the horizon.
“Our focus on removing or minimizing randomness has actually had the perverse effect of increasing fragility.” How can we work through this paradox in organizations? Assistant Professor Adam Grant’s recent works provides insights. As a follow-on exploring the concept of anti-fragile systems that I blogged about earlier, consider the power of Dr. Grant’s recent work on Givers,Continue reading “Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems”
If there is one thing that is buzzing in leadership circles in social media, it is that building an innovative, agile culture is key to remaining viable, surviving disruptive change, and thriving. Consider Loose – Tight leadership by rightsizing your grip. Grip the steering wheel too tightly and the result can be crushed creativity, stifledContinue reading “A Two Step, Two Video Dance towards Loose – Tight Change & Innovation Leadership”
If you’re trying to be miserable, it’s important you don’t have any goals. No school goals, personal goals, family goals. Your only objective each day should be to inhale and exhale for 16 hours before you go to bed again. Don’t read anything informative, don’t listen to anything useful, don’t do anything productive. If youContinue reading “The Impact of a Challenging Goal, Parasailing in Key West”