How are you looking at your life, leadership and business—and all that is in your world? There is the world and there is the world as you perceive it, and the perspective—your point of view—you associate with it. You are not in control of the world. You are in control

Pivot: From ___ To ___   Your state of mind may be blocking your momentum toward a better future. Many business leaders were not prepared for an external threat that results in a forced shutdown or significant and sudden loss of customers. As a leader, what you do next can

It is never too late to lead better. Lead for alignment. Only with alignment and momentum are performance breakthroughs possible. Only with Aligned Momentum can a business be vibrant: Valuable, Relevant, and a Great Place to Work. If your actions inspire others to dream more, learn more, do more, and

Pivot to performance inspiration and accountability. Determine how reviews fit. In this series I am focusing on the performance review, which for many organizations has failed to meet its goal of improving performance of the team(s) overall. To catch up here are links to Part 1, Part 2 and Part

Bring out passion with future-look conversations If what you want is a vibrant business, consider – what will it take to orchestrate change—to Pivot—from performance management to performance momentum? Performance momentum only happens when people are clear about the strategic direction, objectives, values, and how they fit. Alignment and engagement

Pivot to more effective performance – change the context Part 1 of this 4-part series ended with a question: Does a “bad” (ineffective, even counter-productive) review result from being delivered by a “bad” (out of touch, controlling, low emotional intelligence, or worse) manager? My answer: Sometimes, yes, but not always.

An effective performance review is possible   Employee reviews weren’t meant to be ineffective or harmful to the morale of people you want on your team. However, too often, the performance management processes and policies organizations ask managers to follow, and promoting the wrong individuals to manage teams, are causing

For teams to execute strategy brilliantly, a leader must be clear. Clear about the vision (the direction). Clear about the strategy (the way to move closer toward the vision) in a way that each person can understand the role they play to brilliantly execute that strategy. Clear about the purpose

Input about how to BE as a “Leader” is plentiful. There are also books on management, which is part of the issue in our lack of leadership, which I’ll discuss briefly later. Should you be more competitive and guided by The 48 Laws of Power or should you be more