Yesterday I had the privilege of hearing Malcolm Gladwell** speak in Melbourne on ‘The Future: Disrupted and Reimagined’.
He began by talking about two foreign policy security challenges faced by the US. The first was the Cuban Missile Crisis in1962. To understand if the Soviets really had missiles, more data was needed, and an Air Force U-2 spy plane was dispatched to take photos.
If you aren’t actively including, you are probably accidentally excluding! That confronting statement from Dr Heidi Grant1 at the 2017 NeuroLeadership Summit2 has taken up space in my mind. The research – and probably your own experience – shows that diverse teams...
When I work with leadership teams, I challenge them on the extent to which they have a shared sense of team purpose. The superficial answer to that is quite easy – ‘Sure we do. We lead the organisation. Next question?’ And when we talk more about what it really means...
Someone asked me last week ‘why do you do what you do?’. Great question. (Maybe you have seen Simon Sinek’s TED talk – Start with why – in which he claims people don’t buy what you do, they buy why you do it.
Early in my career I was very lucky to have a mentor – someone who believed in me, even at times when I didn’t believe in myself. He held me accountable to high standards that kept me growing into a better version of myself. Long after he had retired, he was there in the background with encouragement, astute observations, and challenging questions to keep me thinking.
How well does your leadership team make decisions? Recently I worked with a leadership team that used Jeff Bezos’ 2016 letter to Amazon Shareholders as a source of pre-workshop inspiration.
Are you ever frustrated or disappointed because you are not getting what you need in a work relationship? Then notice whether you are actually asking for what you want. Are you stating your needs explicitly?
Last week I delivered my newest keynote ‘Ask more. Tell less. Building fearless cultures and changing the world’ to a group of finance sector leaders. During the Q&A someone asked, ‘I can see how “asking more” would work with my direct reports. How do I use these coaching capabilities with my peers or my boss?’ Great question.
Last week I had the privilege of coaching David through a particularly challenging session. He’d just been given engagement survey results, including harsh feedback from both his executive peers and his broader team. He was hurt.
As kids, we start out being curious. Why do we stop?
Early on we learn that curiosity is not such a good thing… Well-meaning adults telling us things like ‘curiosity killed the cat’. We begin to believe that if we ask too many questions we are signaling that we don’t know the answers, that we need help. We worry we might look stupid – not as smart as everyone else.