by Pierre Gurdjian, Thomas Halbeisen, and Kevin Lane for McKinsey Quarterly Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale We’ve talked with hundreds of chief executives about the struggle, observing both successful initiatives and ones that run into the sand. In the process,

from the Spectrum of Teaching Practice The entire structure of the Spectrum stems from the initial premise that teaching behavior is a chain of decision making. Every deliberate act of teaching is a result of a previous decision read more about their Framework here  

by FutureThink Founder Lisa Bodell for Strategy + Business Magazine: The notion that the best ideas come from organized brainstorms is an outdated fallacy. Ask leaders how they come up with their groundbreaking ideas and you’ll hear everything from “in the shower” or “at the gym” to “looking totally outside of our industry” and “getting

Adapted from “The Wall Street Journal Guide to Management” by Alan Murray. Published by Harper Business. Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves. learn more here

from Bain and Company and the Harvard Business Review: We know from extensive research that decisions matter. Companies and individuals that make better decisions, make them faster, and implement them effectively turn in better financial performance than rivals and peers. Focused application of analytic tools can help companies make better, quicker decisions — particularly in

from Tim Kelley’s famous True Purpose Institute – a detailed assessment of what it really takes. Great read! The “inner game” of becoming a powerful change agent is of paramount importance. In its ordinary configuration, the ego is not properly tuned and optimized to be able to stay on course in the face of limiting