Many organizations believe that they can mandate outcomes.

Senior leaders seem not to understand that anything that requires a behavior change on the part of employees is not a good target for such strategies.

Most organizations that create a strong vision and compelling strategy on paper will fail to implement it.

As Simon Sinek said, “Working hard for something we don’t care about is called stress; working hard for something we care about is called passion.”

Is it possible we’re too busy to get anything done? Could we be reducing our productivity through the very efforts we’re making to increase it?

The movie the Big Short opens with what is claimed to be a quote from Mark Twain (which it isn’t): “It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so!”

Organizations have improved their operations each year, with technological advances having a profound impact on both profitability and quality of products and services.

I have worked with hundreds of high level business and other organizational leaders who desired to make a change in their organization.

The argument has been made that the biggest single leadership failure is to treat adaptive challenges like technical problems.

On a recent trip to Silicon Valley, I was talking to a very successful venture capitalist. He said, “the problem with most entrepreneurs is that they don’t know the recipe of entrepreneurship.