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A client CEO was struggling to get firm commitments from his team to get tasks done on time. Here were my 2 recommendations.

How my client managers learn to spend a greater percentage of their time performing high-leverage, high-value tasks.

Build in 10% of your time each week as slack/buffer time or you run the risk of being “short-term efficient, long-term ineffective”

When I managed a consulting team in the USA, I would periodically conduct walking 1 on 1 meetings with my staff. I found this format particularly helpful when coaching poor performance.

Just as my goal as a consultant is to maximize the value of each available consulting hour, your goal as a leader is to maximize the value of each available leadership hour. What is your “Leadership Hurdle Rate”?

The Forgetting Curve (also known as the Ebbinghaus Forgetting Curve) represents the decline in memory retention we experience over time if no attempt is made to retain the information. Here’s how to beat it.

A one-time “clearing conversation” with an employee often creates a temporary spike in performance, the so-called “3-week surge”. But invariably, without further coaching, the person reverts back to their default mode of operating.

Identify the monkey (the hard problem) when scoping a project and solve that problem first. Don’t spin your wheels on the easy stuff. Deal with the monkey first.

“Hierarchy mode” (the leader calls the shots) or “Flat mode” (the leader shares power)? Effective leaders know when to toggle between these 2 leadership gears.

The process I use when facilitating strategic planning sessions to encourage all team members to speak, without letting anyone “hog the mic”