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Seven Ways to Message Change To Your Team
Despite the distractions created by change, leaders can keep their teams engaged and accountable and get their projects finished on time.
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Three Mindsets to Embrace Change
The three mindsets for embracing change include a growth mindset, an opportunity-seeking mindset, and healthy detachment.
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How to Instantly Calm From Anger
When you're feeling frustrated or angry, it's time for the cooling breath technique.
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The Law of Influence
The Law of Influence is all about putting other people's interests first and creating good will so that you can develop relationships with them.
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Influence is Pull, Not Push
Influence is the act of drawing people in by attraction, not pushing them or using force.
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Respond Instead of React
Instead of reacting, respond with persuasion. You'll be more like to get the result you want.
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The Best Managers Catalyze Strengths
A manager who has a cookie-cutter approach to management is limited in his ability and is potentially limiting employees in their own abilities and careers, Stephen Harding explains. He outlines a much better way to develop employees.
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Virtual Meetings That Work
Virtual meetings are infamous for their bad behaviors and poor participation, but there is a better way.
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To Adapt, Change Your Vantage Point
True adaptability is being able to see a situation from multiple points of view.
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Create a Mastermind Group to Grow Your Career
Give your career a big boost by creating a group of like-mind professionals to learn from and with.
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Building Influence Inside Your Company
To build your influence as a leader, share your ideas and knowledge.
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The Right and Wrong Way to Network
Success at networking takes effort, but these five simple steps show you how to make a good first impression and sustain the relationship for the long term.
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Becoming A More Effective Delegator
You don't get better by delegating more—you get better by delegating more effectively. That means talking with employees about their responsibilities and yours.
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Six Question Coaching Process
Becoming a better coach is easier than you think. It takes only six simple questions to make you—and your organization—better.
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Live Event: Total Leadership: Be a Better Leader, Have a Richer Life
This Live Event was initially webcasted on May 14, 2019.
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Use Leverage to Resolve Conflict
When you know why people want to resolve conflict, your role as facilitator becomes easier.
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Political Savvy Versus the Influence Effect
Being politically savvy carries a lot of negative connotations, but understanding how corporate culture works is key to moving up. For women who think politics is too sleazy, there is another way.
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Exceptional Operations Management: Focusing on the Customer
In this video Virginia Barnes talks about an operations manager who sets a new standard for operations and project management.
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Warmth Drives Behavior and Loyalty
To demonstrate that your intentions are worthy of others' loyalty, apply the principle of worthy intentions.
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Customer Centricity and Focus
Every company says it is customer-focused or customer-centric, but the proof is in the pudding.
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Eliminate Loyalty Blind Spots to Improve Performance
What impression do your words and actions convey? If you don't know, you could be unwittingly driving away employees and customers.
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Smartcuts: Accelerating Innovation, Managing Change, & Thinking Differently
Breakthrough innovation happens when we rethink conventional wisdom. But how do you train yourself—or your organization—to think differently? How do you foster an environment where it’s safe to do so, where innovation can thrive without destroying your business? In this clever and surprising keynote, Snow debunks myths of success, shares unforgettable research and stories, and fires audiences up to 11. You will never think the same.
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The Necessary Art of Persuasion
Jay Conger studies influential leaders and change agents who are masters of constructive persuasion. He’s distilled their skills into four fundamental dimensions that anyone can learn. In this keynote, Jay shares the techniques and practices that you can deploy to get your colleagues to support your ideas and initiatives. These are skills you never learned in school but are the trademarks of influential people.
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The Power of Insight: How Self-Awareness Helps Us Succeed at Work and in Life
For most leaders, the increasing rate of change—at work and in life—is downright dizzying. They face industry disruption, growing to-do lists, shrinking budgets, and the challenge of managing a demographically diverse workforce. And the behaviors that helped them in the past aren’t the same behaviors they will need to succeed in the future. Fortunately, reveals Dr. Tasha Eurich, the foundational skill of future-ready leadership is also highly learnable.
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Radical Customer-Centricity
Customers vary in their individual wants, needs, and profitability to the company.
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Customer Service is an Ongoing Relationship
Companies like Harley-Davidson, Zappos, Running Room, Uber, and Apple offer several ways to access customer service. They don’t use scripts, but empower customer reps to make decisions and surprise and delight customers. Sarah Robinson gives examples.
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The Ethics of Business Decisions
Most business decisions have ethical dimensions.
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The Get Better Mindset
Social psychologist and researcher Dr. Heidi Grant explores the mindsets needed to ensure personal growth. She advises we should avoid a “Be Good” mindset — one where we are constantly attempting to prove ourselves and outperform others. Instead, we should embrace a “Get Better” mindset — where we always perceive ourselves as having more to learn, we welcome risk and are less afraid of failure, both keys to personal and professional success, and resilience in the face of change and challenge.
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Captivate Everyone You Meet and Never Be Forgotten, Overlooked or Interrupted Again
As a human behavior hacker, Vanessa Van Edwards created a research lab to study the hidden forces that drive us. And she’s cracked the code. In this keynote, blending powerful research with hilarious stories, Vanessa shares shortcuts, systems, and secrets for taking charge of your interactions at work, at home, and in any social situation. These aren’t the people skills you learned in school.
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Four Reasons People Don't Do Things
When someone doesn’t do what you ask him or her to do, ask why. If they really can’t do it, move or fire them. If they think they can’t, coach or train them. If they don’t want to, tell them they can. If they don’t know how to do it, coach or train them.
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Challenge Your Assumptions to Avoid Confirmation Bias
Army research showed a tendency to focus on evidence supporting an hypothesis and ignore disconfirming evidence. This “confirmation bias” was counteracted by instructions to seek out disconfirming evidence. We should do the same in the innovation world.
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Expertise: The Enemy of Innovation
Experts come up with solutions quickly and stop looking for anything more innovative. Breakthrough solutions almost always come from cross-disciplinary teams that look at problems from different points of view.
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The Knowing-Doing Gap
Leaders should both know and do.
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Tips on Team Collaboration
You can take several practical steps to ensure a healthy and productive team collaboration. John Foster shares how he develops highly effective teams.
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Live Event: Creating Order Out of Chaos--Staying Afloat in a World of Too Much to Do
This Live Event was originally broadcast on Wednesday, March 7, 2018.
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Ethics: Penalties to Potential
Ethics is more than avoiding fines, penalties, and sanctions. Ethics also involves care. Not hitting people in the workplace means we should care for them. Envision organizations where people feel valued.
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Positive Versus Negative Motivators
Negative motivators, such as reducing budgets and insisting on quick results, can be effective in the short run but have negative long-term consequences. Motivators such as encouraging employees to be passionate about goals have a better longer-term result.
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Embrace Who You Are to Realize Your Potential
To realize your true potential, says Natalie Maroun, you must embrace all that you are, instead of just the factors that you believe the business world wants to see.
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Ethical Leaders Commit to Learning
Ethical competence is a moving target. We need to embark on a life-long personal learning journey. Linda Fisher Thornton tells of a baker who bakes gluten-free bread. He switched to rice flour, which is cheaper but has arsenic. He didn't know because he hadn’t kept up.
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Honoring Ethics and Profit
If we talk more about profits than ethics, employees will assume that profits are more important. Your core values should help employees choose when ethics and profits appear to conflict—when the right thing to do may lower the quarterly numbers.
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Leading for the Long Run
Ethical leaders maximize their positive impact and minimize their negative impact. They do good without doing harm. They think in terms of long term impact, not just short-term gain. The ultimate test of a moral society is the kind of world it leaves to its children.
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Leading from a Strong Moral Center
Profitability is not a strong guiding value when we make ethical decisions; profitability substitutes money for morality. Keep ethical expectations and values on the wall, on the meeting agenda, and on the radar. Describe what ethics looks like, especially in gray areas.
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The Neuroscience of Motivation
The brain responds to stimuli as threats or rewards. The threat response is five times stronger than the reward response, so threats get more attention, but also reduce creativity and collaboration. Rewards produce better, faster, and more sustainable results.
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How Leaders Can Improve the Quality of People's Thinking
Leaders usually try to help people’s thinking by suggesting what to do. Ask questions instead. Have a conversation. “What are you trying to achieve?” Help them come to their own insights. This is motivating, changes the brain, and helps them develop general rules.
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What Brain Research Says About Leadership
Successful leaders are adaptive. They are conscious of their options in the moment, and choose effectively. Depending on the situation, they may display strong emotions to inspire and motivate, or be calm, or care about what others are thinking and feeling, or not care.
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Coaching Team Members
When someone come to you for coaching, ask them for several solution options, invite them to consider the pros and cons of each option, then brainstorm the best option with them. Don't rush to the first solution. Step back. Ask what outcome you are trying to achieve.
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Coaches Build Self Confidence
Great coaches build self-assurance in the people they coach, so they have the confidence to tackle new challenges. As an example, Jay Conger tells how he taught his daughter to visualize a small change that helped her avoid belly flops while diving into a pool.
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Live Event: Get Big Things Done: The Power of Connectional Intelligence
This Live Event was initially webcasted on March 6, 2019.
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Live Event: The Scientific Secrets of Perfect Timing
This Live Event was initially webcasted on April 16, 2019.
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Live Event: Unlocking Creativity: How to Solve Any Problem and Make the Best Decisions
This Live Event was initially webcasted on February 6, 2019.
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Balancing Performance and Potential
Talent leaders need to consider how they can balance developing performance and potential in their staff.
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Managing a Virtual or Matrix Team
Managing a virtual or matrix team is becoming more common, but the basic principles still apply.
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Great Coaching: Don't Give the Answer
Good coaching is not about finding better answers; it is about asking better questions.
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Success at Execution is About Enabling Others
Success as a manager means being great at execution, but execution doesn’t mean doing it all yourself.
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Real Influence
To be more influential 1) go for a great outcome; 2) listen past your blind spot; 3) go to their there, let go of your here, and satisfy their three gets: their situation, them in their situation, and where they want to go; and 4) when you’ve done enough, do more.
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Comfort Zone Is the Enemy of EQ
If you’re an introvert you avoid social situations. That’s not emotionally intelligent if the situation calls for social skills. Remind yourself what’s in it for you to change, and create accountability mechanisms to keep the change. Raising your EQ increases your happiness.
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Align Your Goals with a Vision
Goals can be fragmented and lead us in different directions. A vision should come first, a vision of how we want to live our lives—what kind of legacy we want to leave behind.
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The Most Important Leadership Practice: Inspire and Share a Vision
The most important practice for leaders is to envision the future and communicate that vision in a way that others can see themselves in the vision.
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Teamwork Makes the Dream Work
The best leaders work with people, not over them or around them.
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People Follow What They See
Modeling the behaviors you want to see is the most motivational way to lead.
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Create an Environment for Leadership Development—Not a Program
Developing leaders is a natural concept—like breathing air. We under-appreciate the environment and overvalue programs. Eliminate programs and focus on the environment.
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Situations vs. Problems
A situation is not the same thing as a problem, explains William Mitchell, and it shouldn’t be treated the same way.
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Managers Need Three Networks
Managers need an operational network to get things done, a personal network of friends and colleagues, and a strategic network of internal and external relationships that helps you stay informed of events you may not be aware of, and connect the dots.
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The Importance of Strategic Networks
Internal networks produce no new information. Managers are aware of the importance of external strategic networks but don’t work on them, because they’re busy or they think networking is sleazy. It’s important to reach out to people who are not like yourself.
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Barriers to Women Leaders
Women encounter obstacles to leadership because of a bias that favors males for critical assignments, because women have mentors instead of sponsors, and they don’t match stereotypes about what leaders look like. Use your job as a platform. Grow it and network.
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Going Global and Crossing Cultures
Companies don't go global; people go global. Crossing cultures requires those people to be thoughtful and self-aware.
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Reframing Work for Success
Reframing can shift the way people perceive situations and experiences at work—and can mean the difference between success and failure.
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Psychologically Safe Work Environments
Psychologically safe environments foster innovation, creativity, candor, and inclusivity.
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Decision Making As a Skillful Collaboration
The collaborative decision-making process takes skillful leadership to pull off. But when you do pull it off, Larry Dressler says, its rewards are significant.
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Know When to Introduce Change
When change is introduced at the right times in people's lives, they are more likely to accept it.
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Understanding Emotional Alignment
As a leader you set the emotional tone. Be aware of your own emotions, acknowledge how others feel, and look for ways to help them feel pride, caring, excitement, even humor.
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Leading Through Critical Thinking
Leaders today need better critical thinking and problem solving skills—a focus on what questions to ask and how to approach the answers to those questions.
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CEO = Chief Execution Officer
CEO's must be able to execute, particularly when it comes to making tough decisions and maintaining their authenticity during tough times.
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Develop Emotional Intelligence
Developing emotional intelligence is a matter of building stronger pathways in your brain through practicing emotionally intelligent behaviors.
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The Likability Conundrum
The more women are liked the less competent they are viewed. To counter that perception, 1) take leadership roles in one or two organizations, 2) create content that demonstrates your competence, and 3) recruit a wingman and talk each other up.
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Effective Risk Management
First, identify the risk. See if you can eliminate it. If you can’t eliminate it, try to contain it. If you can’t contain it, keep an eye on it. If it still goes wrong, have a Plan B. Also, change the culture to reward eliminating risks before they become real. He calls that “Prelimination.”
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Leading Effectively in a Virtual Environment
First, be aware of how you come across. What’s your virtual personality? Second, choose media that make it easy to work collaboratively. Third, make sure everyone understands the purpose and principles, and what success looks like. Have them explain it back to you.
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Make Time for Self-Development
People who take time for self-development see improvements in their personal relations and job performance. Take half an hour each day to read, talk, or otherwise be inspired. Treat these activities as daily rituals.
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Change through Rapid Transformation
To lead change in your organization, create cross-functional teams to work on the pieces and engage in rapid transformation: 1) create a sense of urgency, 2) diagnose the root causes, 3) envision the future, and 4) write a detailed implementation plan.
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Emotional Intelligence Defined
Emotional intelligence is made up of four skills. Self-awareness and self-management are personal skills. Social awareness and relationship management are social skills. The two awareness skills — self-awareness and social awareness — are the hardest to learn.
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Relationship Management: Don't Win the Battle to Lose the War
Relationship management involves finding common ground. Over time relationships can sour making it even more difficult to establish common ground. Emotional management is key, you're not looking to win the battle to ultimately lose the war.
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Characteristics of High EQ Leaders
Leaders with high emotional intelligence have a broad perspective, unlike leaders who just grind it out. High EQ leaders don’t accept negative people, negative self-talk, or dwell on past failures. Believing you can succeed improves performance even if you don’t.
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Sense Making In Strategic Planning
To make sense in a strategic plan: 1) get outside points of view, 2) allow space for the conversations to take place, 3) state your beliefs in the plan and the strategy based on those beliefs, then ask, 4) Do we still believe that? What happens if we’re wrong?
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Build Your Team with CARE
Building teams takes great CARE, and teams that care are unstoppable.
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Diversity of Thought
Encouraging diversity of thought is easier when you know the right words to use and which bad habits to eliminate.
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Job Negotiation for Women
Women are at an automatic disadvantage when it comes to salary negotiations, but a little preparation can make a big difference.
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Live Event: The Culture Code: The Secrets of Highly Successful Groups
Culture is not something you are—it’s something you do. Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? In this session, Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture.
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Digital Minimalism: Choosing a Focused Life in a Noisy World
Digital minimalists are all around us. They're the calm, happy people who can hold long conversations without furtive glances at their phones. In this session, Cal Newport gives us a name for this quiet movement, and makes a persuasive case for its urgency in our tech-saturated world.
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Diversity Is Good Business
A company's employees ought to reflect the markets and the people the company serves, as well as the people where the company is located. Sir David Bell describes how his company does that in London, and the results of reflecting the diversity of the city.
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Relating: Building a Network
Deborah Ancona discusses the power of networking within organizations to build a network. Google and W.L. Gore are examples of organizations with a focus on networking.
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Leading Change at All Levels
The traditional change model is top-down. This restricts the range of ideas. Distributed-leadership organizations encourage ideas from people at all levels. The emphasis is on agility, innovation, and speed — sensing and seizing opportunities quickly.
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Networking: Making a Good Impression
All of life can be considered a networking event if you have the right perspective. Three simple tips help you make the most of unstructured and structured events.
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An Alternative to Persuasion
To persuade people we usually try to change their minds. Another way is to change their options.
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Learning at the Speed of Trust: Self Trust
Self trust is about you and your credibility. The four cores of credibility are your integrity, your intent, your capabilities, and your results.
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Empowerment Rules
Empowerment doesn't happen simply because leaders tell employees they're empowered. Leaders must mandate empowerment.
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When and Where Do You Do Your Best Thinking?
Where do you do your best thinking? Chances are, it isn't at work.
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How to Lead Your Team Through Disruptive Innovations
Overcoming disruptive innovation requires leaders to define reality, instill hope, and encourage exploration.
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Close the Performance Gaps
Executives and managers who are responsible for coaching talent can employ the GAPS model to close performance gaps.
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Five Steps to Building Your Network
Everyone agrees that a good network is important, so Scott Eblin offers five tips to help you improve your networking skills.
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Get More Results: Pick Up Accountability and Let Go of Responsibility
Move from being the go-to person to being a leader of go-to teams by becoming accountable for results.
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Women and Networking
Although networking is important, women either aren't doing it or they're doing it wrong.
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Everything You Do Has a Wake
Your wake (like the wake of a boat) is much more powerful than you realize. “It’s a Wonderful Life” is all about wake. A business where everyone is mindful of their wake has an unassailable competitive advantage, and is a much more enjoyable place to work.
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Diversity in Business
According to Sahar Hashemi, diversity isn’t about gender, race, or religion. Instead, it’s about the uniqueness that each person brings to his or her job.
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Succeeding as a Team Leader
Successful team leaders demonstrate vulnerability, encourage conflict, love clarity, hold people accountable, and focus on results, not their ego or status.
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Knowing When to Think Critically
We all have the ability to think critically, but we need to know when to apply that skill.
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Changing a Culture: You Can't Do It By Yourself
Culture change is everyone's job. Keys are good executive leadership and an emphasis on small strategic wins.
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The Second Mindfulness Capacity: Inquiry
Inquiry stimulates a genuine interest in what is taking place in and around you. By pausing to reflect, you gain insights that lead to greater efficiency and productivity.
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The First Mindfulness Capacity: Allowing
Mind time practices are meditations developed to teach three key mindfulness capacities. Allowing, the first capacity, prepares you to go to a place of choices and learning.
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Mindfulness Practice with AIM
“Mind time” can alter the shape and structure of the brain. Ten minutes can make a difference in your ability to focus, control emotions, empathize, and adapt your behavior.
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What Is Mindfulness?
Mindfulness is the ability to deliberately change an unconscious reaction to a purposeful observation. Improving your mindful capacity increases leadership effectiveness.
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The Third Mindfulness Capacity: Meta-awareness
Meta-awareness practice is a conscious act of tuning into everything that’s happening to and around you by concentrating your energy and focus on the present. Without awareness, change cannot occur.
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Innovative Teams Do Have An 'I'
Innovative teams require conflict, because conflict provokes innovation.
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How to Embed Change
To avoid “initiativitis,” a.k.a. churn, provide visible and committed leadership, a clear sense of direction, and needed resources. Most important, someone must measure outcomes and create an infrastructure that ensures that the change endures.
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Fair and Just Decision Making
Implementing decisions efficiently and effectively means building buy-in and commitment from team members.
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Why Do Leaders Make Flawed Decisions?
Why do leaders make flawed decisions? Group think. Learn how to overcome it and make better decisions.
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Facilitating Chaos In Teams
Most people try to steer clear of chaos. Myles Downey tells leaders how to make chaos work for their teams.
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Agility Requires Assessments
To be more agile in a fast changing environment, as a person or as a company, stop from time to time to assess where you are with respect to your goals. The sooner you know where you are, the sooner you can make changes.
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Mindsets and Gender
Little girls are told, “You’re so smart; you’re so good,” which promotes a fixed mindset — “If I don’t succeed at a task quickly, I’m not good at it.” Little boys are told to work harder, which leads to a growth mindset. A fixed mindset an be a problem for women leaders.
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Live Event: The Experiential Organization: Designing Employee Experiences So People Want to Show Up to Work
This Live Event was initially webcasted on November 15, 2018.
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Live Event: The One Firm Firm
This Live Event was originally broadcast on Wednesday, September 12, 2018.
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Achieve Goals with If-Then Plans
Goals like lose weight and exercise more are too vague. Increase your chances of achieving goals by pairing specific conditions with specific actions. If it’s 3:00 I will walk up and down three flights of stairs — exactly what to do, and when and where to do it.
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Communicating Using Mindfulness
Being mindful, instead of multitasking, makes for everyday communication that improves performance.
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The Advantages of Cultural Diversity
Differences in how cultures see things, as alone or interconnected, brings the advantages of diversity to innovation and risk assessment.
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Cultural Differences: Good Leadership
The definition of good leadership varies across cultures. To get results, leaders of global teams need to stay informed and be flexible.
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Cultural Differences: The Trusting Scale
Doing business with individuals from other countries requires an understanding of whether they trust with their head or their heart.
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Mindfulness Is a Powerful Tool
To manage stress and improve performance, mindfulness is a mighty tool.
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Manage Distractions with Mindfulness
Have trouble paying attention? Take a mindful pause to reset your brain and get back on task more quickly and more effectively.
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Influence Comes from Trust
Influence comes from trust. Trust comes from vulnerability, e.g., “I don’t know; what do you think?” People who are asked are more engaged. Sue Powell tells of a boss who asked everyone for his or her opinion, but were told to act as if the final decision were theirs.
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The Threat of Diversity
Research demonstrates the value of a diverse workplace. However, we are programmed at a primal level to prefer to be with people like us. Leaders must be aware that people who are not like us can contribute a lot. Spending time socially can help reduce the threat.
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Face-to-Face Versus Virtual Management
Leaders who switch from face-to-face meetings to virtual meetings can’t see the behaviors that indicate people are disengaged, such as the sound of someone typing on their laptop. Leaders should discuss with their team the rules that apply during meetings.
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Embracing Change in Formula One Racing
Every member of a Formula One team, at every level, in every job, is constantly looking for change, both in their competition and in technology —automotive engineering, aerospace engineering and ICT (information and communications technology).
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Planning for Change
When you are planning for change, Anne Riches explains, you need to plan for resistance. A certain element is likely to resist, but you need to maintain your focus on leading the majority who are willing to go forward with the change.
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On Becoming a New Manager
Being elevated into a management position is great, but it can also be challenging and a bit scary. Anne Riches explains some of the keys to making a successful transition into management.
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Nurturing Your Own Creative Thinking
If you really want to be a creative thinker, you need to approach your day systematically and guard your time so that you can focus on projects and issues, shares Gaia Grant. Here, she talks about how to take control of your time.
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Creative Solutions Require Determination, Not Luck
Creative people who come up with solutions and are highly successful are often both admired and perceived as lucky. Not so, says Gaia Grant. The primary ingredient to creative thinking is perseverance.
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Setting Goals in Four Dimensions
Write down your priorities for the short, medium, and long terms in four major categories: your career, your relationships and family, your role in the community, and as caretaker of your mind, body, and spirit. Review and rebalance the priorities periodically.
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How to Increase Engagement
About 70 percent of American workers are not engaged. To increase engagement create an attractive work environment, connect workers with the purpose, and try to make the work fun. Allison describes a competition to encourage hand washing in a hospital.
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Meaningful Work Is Motivating
All employers want their employees to find meaning in their work. Ian Metcalfe uncovers how to find that meaning, and the role leaders play in helping employees find it.
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How to Become an Essentialist
Essentialists live by priorities. Priority setting is not something on a to-do list; it’s the work of life. It’s not just that setting priorities matters; it’s “This is who I am.” Only failure and leadership can simplify your life. Choose to simplify by setting and living by priorities.
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Do the Hard Things First
An investor in Silicon Valley said the most important advice he ever received was, at the end of each day, to prioritize the top six activities for the next day. Then spend up to two hours on the highest priority activity when he first arrived in the morning.
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The Four Decision Styles
A decision style may be directive, democratic, participative, or consensus. A style may need to change with increased competition, a new CEO, or a merger, but organizations need a predominant style to provide clarity.
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How Are You Perceived?
If you don't have access to an executive coach, 1) conduct a 360 on yourself; ask others who know you (don’t be defensive); 2) Google yourself; and 3) conduct your own focus room; assemble people you trust; ask them what your strengths and weaknesses are.
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Solidifying Your Team: Shift Accountability
Simon Sinek suggests that using “I intend” could have positive consequences for a company.
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Organizational Purpose: Start with Why
Many organizations know what they do and how they do it, but not why—their purpose, why they exist.
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Strategic Thinking: The Difference Between a Leader and a Manager
Leaders see the big picture, how things are connected to the future, and how to get out of the box. Managers concentrate on the here and now.
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Appium: Appium Protocols and Its Client Libraries
After watching this video, you will be able to recognize the Appium server and its client library as well as Selenium's WebDriver JSON wire protocol.
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The Six Questions to Organizational Clarity
A leadership team must create organization clarity by answering six critical questions: why do we exist beyond making money, what are our basic values, what business are we in, how will we succeed, what is our priority right now, and who must do what for this to occur.
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Leading a Virtual Collaborative Team
Collaboration is based on trust. Invest time for team members to get to know each other virtually or, better, in person.
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Creativity is a Collaborative Activity
Creativity in organizations is driven more by teams than by individuals.
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Mindsets to Bring to Conflicts
Bring a mindset of “resolutionary” thinking to conflicts: abundance—everyone gets what they need; creative solutions; openness and full disclosure; personal responsibility for the situation; and teaching and learning instead of combat.
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Emotional Intelligence
Many organizations are hiring more for emotional intelligence than for technical skills. Critical elements of emotional intelligence are self knowledge, self awareness, self regulation, self motivation, empathy, and interpersonal skills.
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Being A Customer-Driven Organization
A customer-driven organization understands not only what a customer is trying to do, but also the full perspective of the customer’s process, including why.
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How to Communicate a Vision
Communicating a vision doesn’t mean talking to the masses; it means energizing and engaging people in the future.
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Decision Making for Tentative Decision Makers
To make better, more rationale decisions, provide a clear guide that enables people to push aside the thoughts and feelings that often get in the way.
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Virtues and Values
Virtues are credibility, reliability, intimacy, and low self-orientation, i.e., individual trustworthiness. Values encourage trust in the organization: focus on others, collaboration, focus on relationships, and transparency. Work on one virtue and value each day.
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Improve Decision Making Through Debate
A little debate can go a long way toward improving your decision-making processes.
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What Motivating and Inspiring Leaders Do Differently
The best leaders create simultaneous conditions of safety and stretch.
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Working Backwards From a Win
To capture a win, plan backwards from your goal.
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Difference Beyond Diversity
Diversity in the workplace is about much more than just checking off compliance boxes.
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Good Coaches Ask Questions
Good coaches don’t give advice. They ask questions. First frame the discussion. What are the goals? Then ask questions to understand the situation, what success would look like, what action they decide to take, and how you can help resolve the topic.
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Advice for Leaders: Shift Your Mindset
Women fail to advance to leadership positions because they have limiting mindsets. To change a mindset, be self aware without judgment. Remember a time when you had a desired mindset, then shift, for example from being a victim to being in charge.
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Stay Ahead of Disruptive Innovation
To stay ahead of disruptive innovation, know everything about your core and find other people to know everything else.
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Live Event: Invisible Influence: The Hidden Forces that Shape Behavior
This Live Event was originally broadcast on April 24, 2018.
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How Inclusive Leaders Create Workplace Diversity
Diversity is more than a social justice issue when it takes place in a business environment.
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Presence—Actors Have It, Leaders Need It
Leadership isn't about acting, but leaders who can take cues about their presence will captures people's attention and perform better.
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The Power of Diversity
Diversity drives innovation, which provides a competitive advantage. Volvo asked a team of women to design a car. Women don’t like to open the hood; when they do, it’s usually to add washer fluid. The solution was to add washer fluid on the side, as we do gasoline.
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Give Meaning to Work
Giving meaning to work is more than telling people what to do and how to do it.
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Create Cultures of Inclusion
Creating cultures of inclusion means creating an equal playing ground where anyone can bring ideas to the table and where their unique perspectives will be valued.
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Common Mistakes New Leaders Make
New leaders tend to make the same mistakes, but they can be easily avoided if you know what to watch for.
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Use Outlines to Improve Communication
The best communications have a strong framework consisting of an outline, supporting points, and a conclusion.
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Where Executives Struggle in Innovation
Executives struggle in 1) setting the focus for innovation, e.g., twelve initiatives is too many; 2) setting the outcomes that define success; 3) insufficient attention and governance; not encouraging debate; and 4) too much attention to process.
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Finding Time for Innovation
Innovation requires debate, reflection, and learning. These take time. 3M and Google provide time, which allows “collisions” with people, and time to read something that sparks an idea. If there are only two dots in your head there’s only one way to connect them.
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Five Levels of Accountability
Levels 1 and 2 are accountability for yourself and your people. That’s usually as good as it gets. Level 3 is accountability for peers, level 4 is accountability for the boss, and 5 is for the enterprise. Division heads can demonstrate accountability at level 5. He gives an example.
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Obstacles to Accountability
Employees who are rewarded for individual performance have no incentive to be accountable for others. These managers and teams play a game where they win and others lose. Some managers will play for the entire enterprise, but they are few and far between.
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Managing Conflict in High Performance Teams
In high performance teams it’s okay to confront or let it go, but not to go underground. The parties to a conflict are accountable for reaching closure. If they can’t, there is a protocol for who to bring in as a mediator/coach. Conflict is usually a symptom of misalignment.
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Seven Elements of Effective Networking
Networking is more than just attending events, and the acronym DARLING can help you remember seven key points to making it effective.
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How to Improve Your EQ
Emotional intelligence is not fixed; it can be improved upon over time.
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Alignment Depends on Behaviors
Getting everyone moving in the same direction starts with values and culture.
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Motivate by Satisfying Psychological Needs
High-quality motivation comes from satisfying the three psychological needs that are foundational to all human beings.
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Optimal Motivation
People are always motivated, and different motivational outlooks produce different outcomes.
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Motivation Misconceptions
When intrinsic motivation is absent, leading with carrots and sticks isn't the answer. Instead, motivate by providing a sense of purpose and by satisfying psychological needs.
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Choose Your Values
Looking for meaning or motivation? Develop your values.
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Avoiding or Seeking Conflict
Your choice to seek or avoid confrontation often depends on the situation, but it starts with your personality.
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How to Open a Conversation
Fumbling the opening of a difficult conversation sets the stage for failure.
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Leaning Into Conflict
Conflict seekers often intimidate conflict avoiders, so extra consideration is needed when a hard conversation has to take place.
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Dealing with Different Types of Conflict
Conflicts come in many forms. Amy Gallo identifies the four most common that happen at work.
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Words to Use in Tough Conversations
Words have the power to create a solution or cause a virtual train wreck, so they need to be chosen carefully.
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Overcome Emotional Feelings
Focus on your physical feelings to take power away from your emotional feelings.
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Individual Accountability
Bob Sutton describes organizations where everyone feels individually accountable. People are recruited who reflect that mindset, and are placed in groups that live the mindset. These employees feel obligated to correct each other, and admit their mistakes publicly.
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Live Event: Leadership in the Digital Era
In this talk, Charlene Li will examine how organizations manage digital transformations, the leadership required to manage change, and the culture necessary to execute on growth strategies.
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The Importance of Diversity
Diversity is bigger than male, female, Asian, black, white, Latino.
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Preparing for High Stakes Situations
When preparing for a presentation or other high-stakes situation, focus on how you speak more than what you say. Tap into your belief in your message, so you can present it with confidence. Practice power poses before you walk in; they configure your brain for success.
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Psychological Power
Psychological power is not about power over others; it’s about power over yourself — the ability to self regulate so you can bring out your best self. Psychological power is related to creativity and positive mood, so you can feel good about yourself.
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Be a Better Coach
Coaching a reluctant employee takes a little more patience and effort.
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Leading More Effectively Remotely
Leading remote teams starts with becoming a great leader and includes using and modeling the right technologies at the right time.
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Brainstorming Begins with Questions
Does your approach to brainstorming start with asking everyone to yell out ideas? If so, Levy has an easier, less-intimidating, and better way to begin.
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Four Steps to Solving a Problem
Even if your problem is well stated, it may not be solvable. Follow these four steps to frame your problems in a way that makes solutions possible.
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A Better Way to Find Solutions
To become an expert problem solver, you need to see opportunities that no one else sees. And to do that, you need to understand a problem-solving strategy called "generate mass."
