For businesses across the country, and around the globe, profitable and sustainable growth is imperative. Every CEO knows it, and the successful ones are focused on it. In today’s competitive marketplace, growth in revenues, customers, and profits will not happen without individual growth. Companies must specifically commit to growing their leaders’ knowledge, skills, perspective, confidence, and creativity.
As a manager or practitioner, you’ve developed solid problem-solving skills. Yet organizationally, problem solving tends to be isolated to certain people, roles, departments, or events. You still don’t have an “everybody, everywhere, everyday” improvement culture. To build an improvement culture, you have to move from doing problem solving to coaching problem solving. The thing is, these are two distinctly different skills.
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I’ve been a believer in remote work ever since I co-founded Centric Consulting more than two decades ago. My co-founders and I wanted to form a new kind of consulting firm, one with a great culture. Being remote seemed like the best way to improve employee happiness.
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I recently led a webinar for Fisher’s Center for Operational Excellence on the topic of “The Curious Leader,” which members can view in COE's Members Only Digital Content Archive (February 2020). We had a great discussion about how curiosity can help leaders build better relationships, grow their expertise, and become more innovative.
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Think about a few recent challenges or frustrations you faced at work. How many are a result of relationships with colleagues, team members, suppliers, customers, or other people? Equipment and technology cause trouble sometimes, but other people are often at the heart of our most challenging work problems. For decades, executive coaches have been using a magical formula of deep listening and asking powerful questions to build strong relationships, get to the root of issues, and dramatically improve communication, self-awareness, and clarify expectations