“It’s not who is right...

accountability How are you focused on what’s right as a leader, even if you may be proven wrong in any given situation?
...but what is right, that is important.”As we continue to focus many of our writings on critical thinking and the leader’s ability to set direction for their teams, this quote from Thomas Huxley rang true on so many levels. We continue these discussions in the context of operating in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. It is a recurring theme because we continue to see and hear about business leaders struggling with change and conflict they feel they have limited control over. It stems from a frequent chorus of leaders struggling with what should be, versus what actually is, the current reality!In tough situations, it is not uncommon for leaders to hear themselves and other leaders lament the current situation through the lens of, “it could/would/should be this instead of that.” or “It isn’t supposed to be like this”. While these statements carry an element of truth in that...
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“A different world cannot be built...

vision-lg How are you leading differently to achieve desired results?
...by indifferent people.”A recurring theme in our writings this year center on critical thinking and the leader’s ability to set direction for their teams in the context of operating in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. It is a recurring theme because we continue to see and hear about business leaders struggling with change they feel they have limited control over. Using the title quote attributed to Peter Marshall, former chaplain for the U.S. Senate in the late 1940s, we continue to explore effective leadership in a VUCA business environment.Indifference is defined as a lack of interest or concern in a given situation. It is being apathetic in a situation and is a clear reflection of the leader’s attitude. This is an important distinction as part of the challenge of effectively leading change is thinking it merely involves doing different to get different results. It is a common misconception...
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Changing your Habits...

Old-vs-New-Habits What is your process to develop new leadership attitudes and habits?
...of ThoughtIn recent months, largely driven by the massive information assault on our lives due to the pandemic, social unrest and politicizing nearly everything under the sun due to the upcoming election, we’ve focused our writing around critical thinking. We’ve challenged readers to ask themselves why they think the way they do and digging deeper into how they think versus what they think.We know our thinking is a function of our beliefs and values and that our attitudes reflect our habitual thinking. With that in mind, let’s explore the five key questions leaders need to ask themselves as they change the way they think and act to stay relevant as 21st Century Leaders. These questions stem from multiple research sources and are conveniently summarized in “Leadership, Enhancing the Lessons of Experience” by Richard Hughes, Robert Ginnett and Gordy Curphy.How does a leader know what attitudes and behaviors to change? ~ One...
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“Why Do You Think That Way?”

healthy-attitude2 Why do you think that way and how will it change the future for the good?
Likely one of the greatest leadership challenges of a generation is playing out in real time. No matter where one turns, the one-two combination of the pandemic and social tension has, in our minds, proven what we’ve known for quite a long time. We have a growing gap in effective leadership in all corners of society. The challenge is further supported by a leadership development industry that has largely failed to deliver a return on investment off the billions of dollars spent annually around the globe.Managers at all levels are too comfortable with the logistically convenient leadership training sessions without bothering to include accountability for applying the new skills and behaviors to the organizational strategy. This creates a scenario of too much leadership content and not enough leadership context to be effective. It’s almost as if doing the same thing over and over will generate a different result!One of the key...
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