When your brain perceives a threat to your ego, it triggers a fire alarm. This shuts down some of your brain capabilities – and undermines your effectiveness as a leader. What can you do about it?
Most CEOs’ priorities are dictated by the crisis of the moment. What if there was a way to handle the day-to-day whirlwind – and still turn ambitious long-term goals into reality?
Choosing is losing: achieving a bold goal requires not just ambition, but letting go of other great opportunities – so you can grow faster and with less pain. The real question is: what are you willing to cut?
If you are like most CEOs, you do too much yourself – and you have become the #1 bottleneck. Focusing on the high-value work you do best – and doing less of the rest – will multiply your impact. Just like Andy Warhol.
A strong onboarding process boosts retention and productivity of new hires. Yet few companies get it right. So what can you do about it?
Australia’s Top End saltwater crocodiles would make great CEOs: they leverage others’ hard work and don’t fill their time with busy restlessness. They strategically invest their energy where it matters most, and they don’t let their ego keep them stuck in the weeds.
Silos arise when communication breaks down between teams – a natural consequence of successful growth. Yet they form a major obstacle to further business growth. What can you do about them?
Here is the truth: your leaders can have an Owner’s mindset – even if they don’t seem as invested to you. As long as you haven’t uncovered what’s behind this gap, you won’t unlock your team’s full potential.
Viewing leadership as a reward is an easy trap to fall into. It can quietly erode both company culture and leadership effectiveness though. What can you do about it?
Founders are wired differently. Yet as a founder you want your senior leaders to pick up some of your traits. The good news is: a founder’s cognitive flexibility can be trained. How do you do that?