Your Voice of Encouragement

DECEMBER 3, 2010

But they are far less than the long-range risks and costs of comfortable inaction.&# - John F. Kennedy, American president Do you ever avoid taking action because of fear of failure, concern about making mistakes, and anxiety about what others will think of you? Or maybe you simply lack sufficient motivation.

Cost 106

Cost Blog eBook Video 106

Strategy Driven

JULY 3, 2015

Today's workforce will need three times the amount of training that it now gets if the organization intends to stay in business, remain competitive and tackle the future successfully. Training is rarely allowed to be extensive. It is usually technical or sales/marketing in nature. I conduct Executive Think Tanks for corporate management.

Education 50

Education Company Succession Mentor 50

Mike Cardus

NOVEMBER 3, 2010

Concluding this process with; Shared process and structure for leadership team to make decisions and solve problems within a time span. Co-creation of decision making methods for Leadership team to utilize in real-time. Leadership team will make a decision that is applicable to the organization at the time of our meeting.

Leadership 125

Leadership COO Team Building Active Listening 125

Joseph Lalonde

MARCH 14, 2018

I’ve shared various ways you can become a healthy leader over the last couple of weeks. I asked each of these leaders a single question about healthy leadership: What healthy habits do you attribute to your success as a leader? I believe their insights into healthy habits of leaders will inspire you to find your own.

Succession 316

Succession Self-aware Learning-by-Doing Follow-up 316

Harvard Business Review

SEPTEMBER 19, 2018

But not only do the criteria for being an A player vary significantly by company, it’s unrealistic to think you can work only with A players. As I’ve seen in companies of all sizes and industries, stars often struggle to adapt to the culture, and may not collaborate well with colleagues. You and Your Team Series.

How To 8

How To Long-term Team Reputation 8

You're Not the Boss of Me

MARCH 28, 2009

You’re Not the Boss of Me Skip to content Home About Me About This Blog ← Make ‘em Laugh ! You call a meeting to discuss a project. You gain full agreement from everyone on how you’re going to proceed. You gain full agreement from everyone on how you’re going to proceed.

Abilene Paradox 40

Abilene Paradox Blog Long-term Project 40

Harvard Business Review

FEBRUARY 7, 2011

Employees want to see how their work contributes to larger corporate objectives, and setting the right targets makes this connection explicit for them, and for you, as their manager. By establishing and monitoring targets, you can give your employees real-time input on their performance while motivating them to achieve more.

Goal 16

Goal Objective Long-term Case Study 16

Harvard Business Review

NOVEMBER 30, 2016

You and Your Team Series. Mindfulness Works but Only If You Work at It. Keep a List of Unethical Things You’ll Never Do. Divani (not her real name) is a senior analyst at a large telecommunications firm. She proudly describes herself as her department’s “resident cheer-upper.” Emotional Intelligence.

Stress 8

Stress Emotional Intelligence Learning-by-Doing Politics 8

Harvard Business Review

AUGUST 23, 2013

"Fake it until you make it" might sound like a manageable way to approach your entrepreneurial efforts, but it''s also worth considering this man-riding-a-lion analogy from EnSite Solutions CEO Toby Thomas: "People look at him and think, ‘This guy''s really got it together! He''s brave!’ What a Shirt Can (and Can''t) Do.

Price 8

Price Company Sports Advertising 8

Harvard Business Review

JANUARY 28, 2015

As general manager of the Noida, India, office of KGDV, a global knowledge process outsourcing (KPO) company, she had always encouraged healthy debate on her team, but she was surprised that her head of human resources, Vijay Nayak, and her top project manager, Matt Parker, were going at it in the hallway. “What do you mean?”

Case Study 8

Case Study Morale Policies Library 8