Your top performers probably show great results and contrast strongly with the rest of your team. But what if I promised you to increase by 260% the performance of your average subordinates and showed that your highest source of shareholder value destruction are your...
Those of you who follow this blog know how much I support the ideas of Innovation & Entrepreneurship “guru”, Prof. Jay Rao from Babson. He has produced two short and excellent clips (displayed and commented on this blog, “If you wish to kill...
In our book, “Engaging Leadership”, I relate to a story that was highly popular in the 80-90’s TQM circles: “It was said that during the Middle-Age, a nobleman was walking down the place where a cathedral was being built. He was puzzled however by the differences in...
A few months ago, I had dinner with a top HR officer who had followed one of our programs and wanted to provide me with a rich “exploratory feedback” (something highly value-creating as it is half way between feedback and questioning. It feels less threatening and...
My true education in “Change Leadership” and “Leadership that gets results” (with my apologies for borrowing the title of a Goleman article in HBR of 2000) dates back in 1998, when being challenged by a client: I was explaining that leading by fear and emotional...
For years, I have looked down at the notion of “Inclusion”. I rejected it, considering it was: A wrong priority: Business is about performance, not keeping everybody happy. In any corporate culture, Benevolence/Support are needed and have to be counterbalanced by...
