Offering and receiving feedback can be taught, and it can be learned. It’s one of the most powerful things we can invest in to support any kind of growth and development.
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Leaders say they want it, so how can they sustain organized maturity in the workplace?
I witnessed something very interesting a few days ago: a rapid, real-time breakdown in leadership.
You have accomplished a lot. What have you learned in the process?
“Transition”, according to William Bridges, “is a process by which people unplug from an old world and plug into a new world.”
You want to help others improve their performance in a way that really sticks over the long term? Create a safe environment in which people receive lots of positive reinforcement for the desired behaviors, little reinforcement of the negative kind, and feel valued for who they are and what they do.
How do you handle something that you can’t even close your fingers around?
From within any given system or narrative, it can be nearly impossible to look at things differently on your own.
At some point in the past, we were all beginners trying to figure out the basics.
How did full-fledged members of the “active for life” club get there?
The default working arrangements of today have crept up on us over many decades and are the result of a certain philosophy of business management.
Whether it be a debate or an argument, or a company, how you look at the world can’t help but shape how you feel, act and behave.
