How do you make the decision to trust others?
That's the question that Jim Collins asked his mentor some years ago. Collins is a student and teacher of what makes great companies tick. He is also author of some of the best business books around such as Built to Last and Good to Great.
Around ten years ago, I used to belong to a CEO mastermind group that met regularly to discuss business issues.
There comes a time for every manager when they have a direct report that they just don't know how to handle.
One of the models I unpack in my book, Trusted to Thrive, (you can download a free chapter here) highlights four different team zones based on the intersections between psychological safety and accountability.
One of the regular things a leader will ask me for advice on is how to get one of their team members in alignment. This is particularly true for a leader leading a newly formed team or who has been brought in to lead an already established team.
The pandemic has upended how we work and inspired us to reconsider our lives, as well as our workplace practices and norms.
A study by Cornell University and Green Peak Partners wanted to uncover why 72 high performing CEOs running companies from $5 million to $50 billion were doing so well.
Teams are where great work gets done.
Many years ago, I read about the positive impact teachers have on their students when they had high expectations of their academic abilities.