The term outcome is a brilliant way of describing the impact and value of doing something. I also like to use outcomes to help describe the capabilities of people and practices or disciplines. Let me explain why it’s so helpful.

By Tomas Chamorro-Premuzic

Building our curiosity muscle is essential because it will aid in the efficiency of leadership, enables continual learning, and because it’s a sought after skill by employers. Like any muscle, to strengthen it, you must activate and exercise it. You can strengthen your curiosity muscle by ditching excuses, finding the right angle, changing up your routine, experimenting, and shifting your focus once you become uninterested.

By Rebecca Newton

While leaders are often focused on how to transform their organizations — and, specifically, their cultures — an equally difficult challenge is keeping a culture steady. As companies go through big changes, they need to retain the best elements of their shared assumptions, values, and common behaviors.

By Johanna Feick

In this guest post, product leader, Johanna Feick explains how leaders can create a safe environment for teams to become more resilient and build great products.

By Elizabeth Grace Saunders

Undirected curiosity has the potential to derail you from your work and keeps you from ending up where you want to go. But intentionally directed curiosity, where you make a conscious choice to think creatively about something important, can be an incredible force for good in your job and dramatically increase your overall innovation and effectiveness. It can help you slow down and reflect, so you can solve business problems, build better relationships, and reduce stress. In this article, the author outlines how to intentionally harness your curiosity to maximize your results instead of undermine them.

By Gianluca Carnabuci and Eric Quintane

When it comes to building a network, new research shows that there is no one-size-fits-all strategy; different kinds of people benefit from different kinds of networks. The key challenge, then, is to figure out the right kind of network for you. In this article, the authors share the findings of their research, which shows that the key to building a performance-boosting network is to include people who support you in areas where your cognitive style is not naturally suited.

By John Cutler

Some thoughts on why the push to “align on the problem” is often counterproductive, and why a better approach is to focus on breaking the narrative stalemate with a better story. Companies are filled with (often competing) narratives about what is broken, why, and what to do about it.

By Cheryl Strauss Einhorn

We make decisions all day, every day. The way we make decisions depends largely on context and our own unique problem-solving style. But, sometimes a tough workplace situation turns our usual problem-solving style on its head. Situationality is the culmination of many factors including location, life stage, decision ownership, and team dynamics. To make effective choices in the workplace, we often need to put our well-worn decision-making habits to the side and carefully ponder all aspects of the situation at hand.

By Jeff Patton

I suspect if you’re reading this, you already know what story mapping is. I’m proud of that. If you don’t know what it is, this article will refresh you with the basics.

But what this article is really about are some of the common mistakes I see people and teams make when they create and work with story maps.

By Liam Reese

Expert advice and case studies to help you become an agile HR function. Goes beyond theory into practical application.

By Christina Wodtke

This is a new talk that is in development! It might be my next book…

By John Clapham

What makes a delightful insightful conference talk? I think its the right blend of wisdom, warmth and whimsey.

By Johanna Rothman

I'm finishing the Project Lifecycles book. Last week, I realized I made several mistakes: It was past time to ask for people to write praise quotes. I had only asked men to write praise quotes. Neither of these was a disaster, but they were embarrassing. Especially since Bob Sutton had posted this, and I replied … How My Mistake Led to New Learnings About My Social Connections Read More »