In the last several month, many have faced (and continue to face) an unprecedented level of ‘unknown.’ Ambiguity can give rise to our deepest insecurities, and left unchecked, has the potential to fill us with fear. Being afraid is natural. But when you let fear take over, the world.
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One of our clients said, “When this is over, and we’re back in the office, I’m never eating lunch at my desk again. I want to be in the break room with you people!” referring to her colleagues. If you find yourself really missing the camaraderie of the office,.
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I recently spoke to a CEO, who expressed frustration with the lack of cooperation in his organization. One incident in particular stood out. A smaller product group within his firm landed a new client. After the deal closed, it was revealed that another (larger) product group was calling on.
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In my many years as an organizational consultant, I’ve seen my share of disagreements. From tiffs over meeting protocols to executives duking it out in the board room over million-dollar line items. In exceptional organizations, shared purpose is the ice cutter for moving beyond the day-to-day disagreements. Working collectively,.
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We don’t know when, we don’t know how, and we’re not even exactly sure what the new reality will look like. But at a certain point, this too shall pass, and organizations will be in growth mode. The question is, who do you want standing beside you when this.
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How do you keep your business afloat during times of uncertainty? It’s the question most leaders are asking. In the face of uncertainty, every organization wants a Rainmaker. In earlier times, tribal rainmakers were the people who could seemingly magically cause the rains to fall, ensuring their tribe good.
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External events are dramatically altering our world. Our only choice now, is the story about how we respond. Nigerian poet and novelist Ben Okri says, “Beware the stories you read or tell; subtly, at night, beneath the waters of consciousness, they are altering your world.” I became acutely aware.
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“In every deliberation, we must consider the impact on the seventh generation… even if it requires having skin as thick as the bark of a pine.” The “7th generation principle: comes from the Native American culture, where it was used to make decisions large and small. Putting yourself in the position of future generations provides a.
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The first time I was quarantined, I was fifteen years old and my six-year-old brother had died. My brother became very ill overnight; when my mother checked on him in the predawn hours, she realized something was seriously wrong. My parents raced him to the hospital. They didn’t make.
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The future is always uncertain. On some days this reality is more present than others. You’re coasting along, thinking you’re in control. Then bam, outside events remind you, there are no guarantees when it comes to your money or even your health. Like most people, I well remember the.
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