Those of you who sit in our transformational seminars, know the story. A long time ago, at the beginning of my career, I was sitting in a plane, next to a Citibank senior banker. I was a young consultant in strategy during the fashion wave of Business Process Re-engineering. He was a well succeeded senior authority figure and I was…

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As my colleague Nick McRoberts noted last week, errors are common, both in science and in business, and having to admit that we were wrong is one of the most difficult things to do. In this article I will look at the size of the problem and the underlying causes before identifying what we, as leaders, can do to reduce…

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One of the most difficult things that we all face at some point is having to admit that we were wrong. I don’t mean minor mistakes like predicting the weekend weather incorrectly that we can shrug off by mumbling “errare humanum est”. I’m referring to the difficult, embarrassing trial of laying aside something we believed in, supported and maybe even…

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Engaging people at the Intellectual level requires that we co-create (create with them instead of broadcast) clarity, meaning and ownership about what we wish to engage them in. Several tools and practices exist and most of them have to do with creating a space where people can engage into a honest dialogue about the new direction they are requested to…

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