It is at once shocking and understandable that intelligent people cannot see the correlation between failing to take the time to get clarity, closure, and buy-in during a meeting, and the time require...
The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.
Нетребовательная команда… страдает от взаимных обид, когда одни работают хорошо, а другие — плохо; косвенно поддерживает посредственность; срывает сроки и показатели; взваливает все бремя ответственно...
The naked approach is certainly not limited to our field. It applies to anyone who provides ongoing, relationship-based advice, counsel, or expertise to a customer, inside or outside of a company. Or...
It is far more natural, and common, for leaders to avoid holding people accountable.
Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many ex...
When a group of intelligent people come together to talk about issues that matter, it is both natural and productive for disagreement to occur. Resolving those issues is what makes a meeting productiv...
Trust is the foundation of real teamwork.
The healthier an organization is, the more of its intelligence it is able to tap into and use.
Push with respect, and under the assumption that the other person is probably doing the right thing. But push anyway. And never hold back.
Personal growth might not be so bad after all, I decided.
Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them.
If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict.
I define accountability as the willingness of team members to remind one another when they are not living up to the performance standards of the group.
3. How do you talk about and use the answers to these questions?
Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.
When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.
A leader’s first priority is to create an environment where others can do these things and that cannot happen if they are not having effective meetings.
A client is going to remember that one great idea a consultant proposes far more than the not-so-great ones. And
The fundamental attribution error is simply this: human beings tend to falsely attribute the negative behaviors of others to their character (an internal attribution), while they attribute their own n...