Pause. Reflect. Choose. Three words packed with potential. It’s my contention that when coaching executives to pause, reflect and choose, you're not teaching them anything new. You're bringing previously active and now-dormant knowledge back into the crisp light of...
Is an organisation a kind of ‘organism’ surviving in a changing environment? That metaphor has gained a great deal of currency over the years. However, organisational development innovator Dr Gervase Bush thinks it’s outlived its usefulness. It invites a “diagnostic”...
Today’s managers can’t afford the arrogant “I’m-the-all-knowing-boss” narcissism of an earlier generation, a stance always laced with the fear of humiliation should the inevitable pockets of ignorance be exposed. The art of management today is about drawing out the...
Once upon a time, the boss’s job was to be a kind of parent: he (and it usually was a “he”) knew best, while the employees were quasi-children – there to learn and do what they were told. Today, this parent-child model is useless. Today’s managers are typically...
Last time, we began our tour of David Cooperrider’s “Three Circles of Strength” framework: if Circle 1 involves elevating strengths, Circle 2 progresses to multiplying them into – in Cooperrider’s words – “macro combinations and configurations.” Let’s look at an...
Let’s walk through Professor Brian Uzzi’s “3Rs” of converting rivals into allies. A young business school graduate has been appointed to a managerial position in a huge multinational company. He’s talented, intelligent, and exudes the kind of emotional, intellectual...
