We all operate within the boundaries of our perspective. It informs what we believe to be true, what is possible, and where to look for solutions to our challenges. The problem is that there are limitations to your perspective. Information and advice outside of our view is discounted or disbelieved, to the determinant of our
Get people talking about challenges in their organizations and within minutes, the word “policy” will come up. We all have stories of a policy that seemed counter-intuitive or blocked us from doing what seemed to be the best course of action. And we have all been on the receiving end of “That’s against the policy”
ChatGPT is a name almost no one had heard of 12 months ago but is now on most people’s lips. Artificial Intelligence (AI) has been around (and improving) for many years. Recently, tools like OpenAI’s ChatGPT have become the face of AI for many of us, capturing the imagination of the public and our politicians.
I know there are plenty of things on the list of possible strategies for our business, and you might be thinking I am suggesting adding a new one. But for now, I am not (necessarily) suggesting an “AI Strategy” to compete with your Marketing Strategy, Supply Chain Strategy, or Go-to-Market Strategy. Instead, I am asking
It is a good question: Do leaders and employees want the same things in work and in the workplace? Looking at today’s hot workplace topics like “return to office,” where people work, and more, many would answer no. Current divisions indicate that leaders and employees want different things. I think it is a valuable question.
If you haven’t yet heard the term “productivity theater,” this won’t be the last time. And even if you haven’t, you will likely recognize the behavior. My coauthor, Wayne Turmel, defines it as “engaging in behaviors that aren’t terribly productive but give the appearance of working hard.” And one survey says 83% of employees have
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,
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
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