By Scott Shigeoka

Curiosity is a powerful practice to infuse into a company’s culture. But managers often limit their definition of curiosity to simply a way to get information. Curiosity, though, can be a more expansive practice — it is a force for connection. We need to move away from “shallow curiosity” and embrace “deep curiosity,” where you unearth stories, values, experiences, and feelings. When conversations go beneath the surface in this way, it can strengthen work relationships, foster a better understanding of yourself as a leader, and help you to navigate conflict or anxiety in the office.

By Katie Anderson

Cultivating Organizational Growth, Learning, and Innovation What is a growth mindset and how is it a critical foundation if you want to develop a culture of continuous improvement and operational excellence? In this episode, I speak with Professor Carol Dweck –  Professor of Psychology at Stanford University and bestselling author of Mindset – about how ... Read more

By Tomas Björkholm

Within the leadership philosophy of "Intent-Based Leadership," there is a saying that goes: "Create leaders, not followers." It sounds great, and no one would argue against it, but do you really…

By Rosie Sherry

I recently shared an example of what I referenced as community guidelines in the format of 'Yes' and 'No'. It comes from The Sea Ranch Lodge. I haven't stopped thinking about it because it's such a perfect and simple way to communicate what your community is about. In one simple

By Leyla Acaroglu

In this series on systems thinking, I share the key insights and tools needed to develop and advance a systems mindset for dealing with…

By Nathan Furr, Steven Koolen, and Arjan Blok

Digital transformation can be a tool for doing both well and good. The authors look to the example of the Dutch Lottery, or Nederlandse Loterij (NLO), which faced a wave of digital disruptors that operated in a legal gray zone offering pure online products. In response, the company proposed implementing a “KPI butterfly” to balance doing well (making money) against doing good (protecting society) as part of its digital transformation process. Its success offers other legacy companies lessons in how to navigate this process.

Exploring the reasons why we no longer have web designers.

By Rebecca Zucker

A key part of your job as project leader is to keep your team motivated and on track when things start to go sideways. In this article, the author outlines practical strategies to try if you need to boost your team’s morale: 1) Re-establish or re-define the project purpose, goals, and vision. 2) Involve the team in trouble-shooting and defining the path forward. 3) Help remove obstacles. 4) Understand what motivates different team members. 5) Connect regularly as a team. 6) Celebrate small wins and provide recognition.

By Johanna Rothman

Several of my trusted advisor clients have asked this question, “Why do I need to choose between effectiveness and efficiency? Why can't I have both?” A great question. I recommend they start with effectiveness. That occurs when they say yes to just the work they need now, to reduce the organizational WIP. Start with managing … Want Both Efficiency and Effectiveness? Lower WIP and Right-Size Work Read More »

By Scott D. Anthony, Natalie Painchaud, and Andy Parker

Making future-focused decisions in an uncertain world presents fundamental challenges for leaders. When we’re talking about the future, data is by definition incomplete, so we’re often relying on assumptions and personal beliefs. People often come into discussions with preconceived notions, and data can be skewed to support pre-existing perspectives. So how can leaders get clarity on the best path forward?