In a program we ran with top executives of a multi-billion dollar company, the CEO asked us – “Why don’t we have this much fun at work?” So we asked back “What are you doing at work that is destroying teamwork?” This is what he and his team said:
1.Create unreasonable time constraints. Be sure to overwhelm team members with impossible deadlines so the reality of their already heavy, burdensome workloads doesn’t allow them to be creative and passionate on anything… Read the full article >
Sometimes a team forms and then goes off track. Why does this happen, and what can you do about it? How can purpose and goals be reconstructed? And how can each team member understand their role in contributing to team success? Here are some thoughts.
Why Do Teams Go Off Course?
Perhaps the main reason that teams drift off of the path to success is insufficient trust. Trust may have existed at one time, but was destroyed by some event. Or maybe… Read the full article >
We’ve taught thousands of leaders on 5 continents on how to implement change which includes how to deliver bad or uncomfortable news – while creating acceptance, positive feelings and even excitement.
The key?
Capturing “The Why.”
Every leader needs to know how to give the ‘one minute change speech’. The number one reason leaders fail to implement change is that employees don’t have enough urgency to move through the problems of change. In other words, people do not have a good enough answer to… Read the full article >
Donald Trump, in his interview with Megyn Kelly last night, opened a window to a critical leadership trait. This trait is so central to any leader’s success that if you don’t have it, you will never make it in the business world. It is a trait Mark Zuckerberg and Indra Nooyi have. It is a trait Jack Welch wrote a whole book on. It is key to what enabled Ghandi and Martin Luther King, Jr. to succeed. And even unfortunately Mao, Hitler, and Stalin had it. Yet interestingly this trait is rarely, dare I say never, a topic of… Read the full article >
Executives are under considerably more pressure than executives of 10 or 20 years ago. Markets change with remarkable rapidity, as do technologies. There is increased regulatory pressure and a workforce that in many ways is different from that of yesterday. At the same time, CEO tenures are a couple of years shorter than they were 20 years ago. In other words, CEOs are expected to produce results and do so quickly.
Pressure on CEOs to perform from day one is higher than it’s ever been.
