True leadership is not only about basking in the highlights but also shining in the shadows of failure. It is easy to shine when everything is going well, yet effective leaders distinguish themselves by their ability to shine in the “lowlights”—when mistakes are made, projects fail, or things go miserably wrong. Standout professional coaches and trainers who, after losing a tough match, refrain from blaming their players is an example of shining in the lowlights. Instead, they acknowledge the team’s shortcomings, commend the opposing team, and emphasize the need for collective improvement, starting with themselves.
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high performance team
No Problems at the Top?
Executive teams often know what they want. yet miss opportunities to transform themselves and their business because they are unwilling to address what the need. Here are six questions executive teams (or people that support them) can use to get at what they need to play at their best, rather than settling for what is comfortable or what they want.
Artificial vs Natural Challenges
Teams that spend too much time on artificial challenges do not perform as well as those that focus on natural challenges. Keep your eyes and your ears on the artificial – natural challenges balance in your team.
Six signs of executive team resistance
Executive team resistance prevents senior leadership teams from changing, improving and setting the example for the rest of the organization. Learn how to spot the six signs of executive team resistance.
The Art of Essential
Understanding what is essential and having the courage to act on it is what separates true leaders from clones in the crowd.
Cutting back or creating with constraints?
Have the constraints of restricted business travel, fewer or no face-to-face customer meetings, and home office isolation prevented you and your organization from achieving your goals?
Dive into Dirty Work
Addressing dirty work isn’t about pointing out blame, it’s about claiming it, naming it as dirty work and then setting out to clean it up.
Is there a ball hog in your executive team?
If you or any other senior executive, complain that they don’t get the buy-in they expect from their executive team or are concerned that they don’t get constructive push back from their executive colleagues, it could be an opportunity to look at how well “the ball” is being shared in the executive team.