Today, I want to talk about a skill that can truly be your superpower—asking questions. To develop the art of asking questions effectively, I’d like to introduce you to the “chair model.” Imagine yourself sitting down and engaging in conversation, rather than standing up and simply talking. This model will help us explore the key elements
Our beliefs are among the most powerful things in our lives. Many help us get through our day. Some support our moods and productivity. Others, what we’ll call our limiting beliefs, aren’t so wonderful. It is those limiting beliefs I want to help you think about now. Before we get to the list though, I want
Today, I want to talk about a crucial aspect of project management that often goes overlooked—the learning look back. In this blog post, we’ll explore why the learning look back is essential, how it benefits both individuals and teams, and how it can propel your future projects to new heights. The Project Isn’t Over: You’ve completed
Last week, I gave you nine ways organizations benefit when their leaders improve their questioning skills. Once you see those benefits, the next logical question is: How do we help leaders build those skills? In some ways, the answer to this question would be the same as building any other skill for your leaders,
You will become a better communicator and leader when you begin asking better questions. And building this skill will serve you in any area of your life. That makes asking better questions a meta-skill – something that helps in many ways and in most parts of our life. In studying those (leaders and otherwise) who
For generations, we have quantified the value or effectiveness of leaders by the answers they provide. We expect leaders to have answers, and we promote people to leadership roles because they have good answers. While answers are important, perhaps more important is the ability of leaders to embrace questions. After all, we can’t get to
Change is a constant in our lives, whether we like it or not. Some changes are small and easy to adapt to, while others can be much more significant and challenging. But regardless of the type of change we’re facing, there is always an emotional component to it. I’ve asked thousands of people about their thoughts
I’ve been working with, observing, and coaching leaders for many years. I‘ve thought about it, and if I could only dispense one piece of advice to every leader I encountered from now on, based on my experience and observation, it might be this: You’re talking too much. While this affliction doesn’t include every leader, it includes most,
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