I was recently invited to the Transitional Matters podcast by Chris Marshall, a behavioral scientist and futurist based in the UK. In the podcast, we explore the challenges that entrepreneurs and all high-achievers face in our ever-changing and uncertain world. We delve deeply into the psychology of performance, understanding how a turbulent world impacts the [...]
If you're not convinced of the value of mental training as a powerful tool to improve performance in sports and other achievement areas, I encourage you to listen to this podcast by Dr. Andrew Huberman that explores the science behind mental training. If you're unfamiliar with Dr. Huberman, he's a noted neuroscientist and a member [...]
I was recently interviewed by The Coaches Network about how coaches develop their leadership style (Spoiler alert: There is no such thing as leadership style). In the interview, I suggest that coaches' leadership is a reflection of who they are as people. I describe how coaches can figure out who they are and how that [...]
In a post from a few years ago titled Why Corporate Change is Difficult, But Possible, I described the obstacles to and steps needed to produce positive and long-lasting change in both individuals and companies. This concern continues to be at the forefront of business leaders’ minds because the corporate world is in a constant [...]
I’m asked regularly by companies to help them find ways to increase their individual and organizational performance, productivity, and profitability. In these situations, two old adages come to mind: “Doing the same thing over and over again and expecting different results.” “If all you ever do is all you’ve ever done, then all you’ll ever [...]
Is there anything more important to the success of a company than decision making? And is there any other process that occurs so often in a company that is accomplished so haphazardly? The decisions that are made, from the boardroom and the corner office on down, dictate the direction that the company goes. Yet, decision [...]
I’m often brought into a company to help them solve a problem. The problem might have to do with strategic planning, research and development, or entry into a new market. I’m no expert in any of these areas, but what I am pretty good at is helping companies understand and go through the best possible process for making decisions. The first thing I say is that this process isn’t about solving problems; it’s about decision making. When we think about typical problem solving, it involves a series of steps: 1) Identifying the problem…which involves making a decision on what the problem is; 2) Finding a solution…which means making a decision on what will solve the problem; 3) Implementing a solution…which means making a decision on how to put the plan into action. Therefore, when we talk about ‘problem solving,’ what we really mean is ‘decision making.’
Disruption is certainly in vogue these days in the business world. Yet, an interesting and contrarian article in The New Yorker challenges the conventional wisdom that disruptive innovation actually work. The writer debunks much of the findings of the Harvard professor and business guru Clayton Christensen that businesses and industries evolve or die through disruptive innovation.
In a recent post, I introduced you to The 5 Things Great Leaders Do Very Well, in which I described the five essential roles that leaders must fulfill to be successful: 1. Leader as person 2. Leader as performer 3. Leader as team builder 4. Leader as decision maker 5. Leader as change agent In the follow-up post, I explored Leader as Person in which I argue that who you are is how you lead. In this post, I will examine your role as Leader as Performer and how this focus ensures that you and your team have the necessary tools to maximize your performances and, as a result, your successes. Performance is so vital because it is the foundation for two higher-order goals of individual and organizational success in the business world: productivity and profitability. The only way to maximize these two is to maximize performance.
This post extends my discussion of Leader-as-Person by exploring the role that your mindset plays in how you approach your leadership. I define mindset as the attitudes, beliefs, and expectations you hold that act as the foundation of who you are, how you lead, and the ways in which you interact with your team. Your mindset is so influential because it determines how you think about and interpret situations, your emotional reactions, the decisions you make, and the actions you take. Your mindset directly impacts the quality of your relationships, the interactions you have, and the way you lead. It also sets the tone for your organization and determines the kind of experiences your people have in their work lives. Your mindset isn’t just a bunch of touchy-feely psychology and relationship stuff either. It also has a big effect on your company’s bottom line, setting the stage of its performance, productivity, and, ultimately, its profitability. Your goal is to identify and create productive mindsets that result in Prime Leadership. There are four mindsets that I believe are important to have to be the most effective leader you can be.
