These are my own notes. Patterns I have watched repeat in one leadership team after another, written down so I would not lose them. What quietly moves a team forward, and what quietly holds it back. I am sharing them because the leaders I work with keep recognizing themselves in these pages.
HBR named the gap between the reported and the lived organization. It looked in the wrong direction.
Read the note →Most leaders are trained to override resistance. The kind that ends the change never argues with you.
Read the note →Agreement is the easiest thing to get in a leadership meeting. It is also the most misleading.
Read the note →Their power buys an exemption from the standards everyone else lives by, and everyone else is watching.
Read the note →A complimentary thirty-minute conversation about what is actually stuck, and whether it is work I can help with.