To transform our impact as leaders we need to start with ourselves. Our culture trains us to take actions for external results, but we tend to be unaware of the internal skills that it takes to produce these results in the world. To transform ourselves, what are the internal changes that prepare us for external […]
When was the last time you went to a sales meeting or was in a conversation or you did anything without your body?
Look at how the work of improvisers can reveal their easy-to-use principles to have you listen more deeply, think on your feet, take risks more readily, be spontaneous and meaningful, and be well-regarded as a leader.
When we declare our vision, or when we coordinate action with our teams, we can have all of the pieces in place. The right ideas, the right conversations, clarity on who is doing what, and in the end, we still find dissatisfaction.
In today’s business environment, multiple stages of coordination are often missing when working with teams, and at the very least missing a key conversation in one of the stages.
Most requests made in businesses today are incomplete, or the very least lacking information to coordinate fully. We believe this is because of a lack of preparation.
Conversations are required for everything we do from creating a new product innovation to ordering our coffee from our favorite coffee shop.
There is a skill in dealing with breakdowns and producing positive results with them. This skill of addressing a breakdown and creating a new future is an act that creates a commitment to take care of the breakdown with further action.
We have more technology, tools, and access to media to supposedly help us, but a common experience is that we are not just “busy,” a common comment from our yesterdays, but we now feel that we don’t have any time at all.
In the first post of “Take Your Leadership to the Next Level,” we introduced the idea of Leadership Context, as a way to begin shifting how we see what leadership is, and how to become an effective leader. A part of creating context is identifying our cares and those of the people we work with. […]