Blog

Core values are a small number of non-negotiable behaviors that drive your culture. They're based on what's best, what's right, what's most noble about who you are as an organization. But the question becomes, once you have a set of core values, what do you do with them so they don't just become a plaque on the wall?

If you don't effectively assess, coach, and develop your talent, you'll work twice as hard and get half the results. Your A-players will leave and your C-players will stay. Here are the 7 keys to an effective talent development program,

How powerful would your organization be if every time you hired someone new, you raised the average? Here are five ways to make sure, with each new hire, you're raising the bar on talent,

One of the first things I do with a new client is I ask the leadership team two simple questions: 1) what are the key functions in your organization, and 2) who's accountable for each one of those functions? Sounds incredibly simple, but it's not.

How coachable are you? If your answer is, "I'm incredibly coachable, I'm not sure I could be any more coachable," then you're probably not as coachable as you think. How can you improve and why is it so important?

As a leader, how do you respond when someone challenges a decision that you've made? The wrong response slows down the decision-making process, worsens the quality of decisions, delays action, slows growth and frustrates your team. So, what is the wrong response?

Are you struggling to create and plan company priorities that are adding real value? It may be that you're using the "waterfall" method instead of the "agile" method. Here's the difference...

Fundamental attribution error says that when someone else makes a mistake, we attribute it to their character. But when we make a mistake we attribute it to the situation or the environment. This really hurts our ability to have relationships with people, to love people, to coach people. So what do we do about it?

It's so easy to get caught up in our lives and our business and just keep running, never taking any time to stop and think about what we're doing. Months later, we look back and say, "How the heck did I get here?" What do you do to stop and think?

As a leader of an organization, we really want three things. We want to grow, we want to create a fulfilling environment, and we want to have some impact. When you're having an issue with any one of those things, how do you dissect where that problem is coming from and what you do about it?

Let's face it, it's lonely at the top. As an entrepreneur or CEO, you have fears and challenges that sometimes just aren't appropriate to share with your team. And when you bottle up those fears and challenges, it hurts your business. But more importantly, it could hurt your mental health.

Strategy is a word that's used so much without a real agreement on its definition. We want to think more strategically, but we don't really know what that means. How do you define strategy?

Stop blaming your employees. Maybe he's not following through on his commitments. She's not communicating enough. He's always so negative. She's not meeting her sales targets. You can complain all you want about them, but what are you doing about you?

In a previous blog post, I talked about how to gauge the success of functions within your organizations - functions like HR, sales, marketing, and IT. In this post, I want to talk about something a little different. How do you gauge the success of a priority?

The biggest obstacle to our goals, our dreams, is not outside circumstances - it's what's in your head. Our outside world is really just a reflection of our inside world. What I want to share with you is a very simple four-step process called “flipping the switch” that will help you shift your focus in a really easy way.

Finding the right people for your team is one of the most important, if not the most important, job of a leader. Yet, it's typically the most frustrating one and the one we're most likely to delegate to someone else, like HR or recruiting. Or, just put a job posting on Indeed or LinkedIn and hope for the best. How's that working out for you?

One of my favorite exercises to do around accountability is called the Peer Accountability Exercise. This exercise develops the muscles that you need to not only be vulnerable yourself, but hold your other team members accountable.