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The next time you think you should, stop and ask yourself why.
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I Should... One of the most telling words I listen for when I coach is 'should'. It usually shows up as the statement 'I should…'. What follows is a variety of things we feel obligated to do. This came up for me recently as I was planning the launch of my book. I read a variety of articles

When times are tough, it is easy to become the heroic leader, trying to fix everything. While that may sound attractive, it rarely turns out well.
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It Is Not Your Responsibility When I started at Intel, there was a principle called 'Assume Responsibility'. It meant if you find a problem, assume responsibility for it and either fix it or find the right person to take it on. For a problem solver like me it was right up my street. Not only could I try to solve all th

Am I doing enough? http://ed.gr/tie8 | Oyster

Am I Doing Enough? A big question that often comes up for me is whether I am doing enough. Is this question familiar to you? This has been especially true for me as I work on a lot of new unfamiliar things. In this instance, I can't rely on my usual indicators of progress and I find myself reverting back to t

Looking back at my younger self, knowing what I know now, what leadership advice would I give me? Four things come to mind.
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Leadership Advice to My Younger Self Looking back at my younger self, I was a very ambitious leader. I wanted to get to the top and I avidly read many leadership books to figure out the secrets that would take me there. I must have figured a few things out because here I am giving leadership advice on a routine basis. So what leadershi

Most teams see conflict as a bad thing and actively avoid it. By doing so they are limiting their ability to create breakthrough ideas and generate their best results. The best teams encourage and manage productive conflict. http://ed.gr/tie1 | Oyster

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