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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”

The book “Turn the ship around” by David Marquet has much to recommend about it. However, I have some caveats when applying this military solution directly into a business environment

As we move into a new year, I find it useful to conduct a personal annual review exercise with my executive coaching clients. I have seen it be a life-changing exercise on more than one occasion, with people making bold decisions that took them in new directions.

I use the lobster analogy when I think of personal growth and organizational growth. Eventually, we bump into the limits of our current shells If we want to progress to the next level, we must break free from the old shell that binds us, and grow into a new, bigger shell.

Overview of the Strategy Execution content I delivered in my lecture for University of Canterbury MBA program

I presented 3 workshops for an inspiring group of New Zealand business founders. Here is my “After Action Review” of my workshop presentation lessons

Allan Mulally, the former CEO of Ford said people need 3 things from their Leaders: 1. Who are you? 2. Where are we going? 3. Do you see me?