Why are the following feedback statements -- one positive, one negative -- not optimal? How could they be improved?

(1) "Great job!"
(2) "You don't value my time"

Click this link to see a quick video and/or to read about "3 Do's and 3 Don'ts" when giving feedback in the context of a 360 degree feedback exercise. Read more >
George Steinbrenner, the late owner of the New York Yankees, was a deeply-flawed leader who achieved incredible results. Like his team, he is loved and hated. Both for good reasons. In this blog post I discuss his astronomical success in transforming the Yankees from a $10 million team into a billion-dollar global enterprise, as well as his countless charitable acts. But I also share stories that illuminate his dark side, like the time he fired his secretary for not bringing his tuna fish sandwich fast enough, and the time he hired a small-time gambler to dig up dirt on his star player Dave Winfield.

imageimage






Read more >
“It is often stated, more as conventional wisdom than verifiable truth, that history repeats itself…History never repeats itself because every historical moment is unique. Nevertheless, the process of history does admit to a poetic quality that more accurately depicts its true character. History rhymes -- not repeats -- in revealing parallels between the events, actors, and outcomes from different periods. Implicit in this approach is the idea that the subject of history is not only continuity, but also that history is about development and change.” The following blog series builds on Professor Gary Field's eloquent point about the rhyme of history and dives deep on a topic often neglected when leading organization change. (Click to continue reading) Read more >
Everywhere I look leadership appears to be a struggle. Whether we consider the current state of divisive domestic politics, the ethical tribulations of our sports heroes, or the economic struggles of businesses, we are often left with a bad taste in our mouths. Studies consistently show that half or more individuals at the helm fail to lead effectively. (Click to read more) Read more >