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Finding the Leader’s Heart

Finding the Leader’s Heart | Coaching Leaders | Scoop.it

Feelings reveal and express what’s in you not what’s around you.


Via donhornsby, Roger Francis
David Hain's insight:

Heart to heart contact is where it's really at...

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donhornsby's curator insight, December 23, 2012 8:41 AM

Leaders without heart are well manicured cemeteries, pretty to look at but full of dead bones. Everything is cold technique and dead strategy apart from heart.

 

“True meaning” grows hearts. Find purpose; find heart.

Coaching Leaders
Helping leaders to develop themselves and others
Curated by David Hain
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Why Special Ops Stopped Relying So Much on Top-Down Leadership

Why Special Ops Stopped Relying So Much on Top-Down Leadership | Coaching Leaders | Scoop.it
When Fredrick Winslow Taylor designed the world’s first modern assembly line and forever changed industry, persuasion was the last thing on his mind. Taylor believed assembly line workers simply needed clear direction on how to execute prescribed tasks. His belief, which manifested in both physical design and organizational structures during the decades that followed, was that the human factor should be removed from the production equation to the greatest extent possible. Stopwatch and measuring tape in hand, Taylor designed and advocated for systems that maximized efficiency and predictability through vertical integration and top-down control. And with that, the 20th century’s great quest for bureaucratic efficiency began.

Taylor’s approach, and the hierarchical models that it created, were the dominant force of the 20th Century. His influence can be found in everything from factory floors to Fortune 500 org-charts. But when the information age arrived, it brought with it networks of globally distributed individuals suddenly able to connect across boundaries, share information at light-speed, rapidly attract new members, and create seemingly leaderless action at a pace that put traditional bureaucracies to shame.
David Hain's insight:

An ex-SEAL explains how Special Ops learned to lead from the middle after 9:11.

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The Power of Focus. The Start-Up Files #4

The Power of Focus.                                     The Start-Up Files #4 | Coaching Leaders | Scoop.it
The very best businesses usually grow up around a single idea. A mindset. Something to be revered. An elegant solution to a problem. The further most businesses get from the original idea, the worse they generally become.

But the temptation is always there. If we do this, we can get these clients over there too. More clients is better! More money is better! It's usually not too hard to talk ourselves into this sort of thing. 

I'm here to tell you - stop it. Stop trying to be the solution to everyone's problem. 
David Hain's insight:

"Focus is about saying No! " ~ Steve Jobs


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Ron McIntyre's curator insight, Today, 11:57 AM

Focus is the new mantra for business today. What is your point of view on the subject? Do you really care?

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How the Navy SEALs Train for Leadership Excellence

How the Navy SEALs Train for Leadership Excellence | Coaching Leaders | Scoop.it
Almost every world-class, high-performance organization takes training and education seriously. But Navy SEALs go uncomfortably beyond. They’re obsessive and obsessed. They are arguably the best in the world at what they do. Their dedication to relentless training and intensive preparation, however, is utterly alien to the overwhelming majority of businesses and professional enterprises worldwide. That’s important, not because I think MBAs should be more like SEALS—I don’t—but because real-world excellence requires more than commitment to educational achievement.

As an educator, I fear world-class business schools and high-performance businesses overinvest in “education” and dramatically underinvest in “training.” Human capital champions in higher education and industry typically prize knowledge over skills. Crassly put, leaders and managers get knowledge and education while training and skills go to those who do the work. That business bias is both dangerous and counterproductive. The SEALS can’t afford it. “Under pressure,” according to SEAL lore, “you don’t rise to the occasion, you sink to the level of your training. That’s why we train so hard.” When I see just how difficult and challenging it is for so many smart and talented organizations to innovate and adapt under pressure, I see people who are overeducated and undertrained. That scares me.
David Hain's insight:

How Navy SEALS get better at getting  better - and lessons for the business world.

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Ron McIntyre's curator insight, Today, 12:00 PM

While I totally believe there are elements of Seal training that can be applied to business, however the big difference is, that in business our lives are not directly and physically at risk so we tend to minimize the role. It boils down to attitude.

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Difficult bosses: can neuroscience help?

Difficult bosses: can neuroscience help? | Coaching Leaders | Scoop.it
Difficult bosses are always a challenge but usually also a learning opportunity.
David Hain's insight:

What does brain science suggest you do with a narcissist boss?

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Lessons in Lousy Leadership

Lessons in Lousy Leadership | Coaching Leaders | Scoop.it
Few leadership challenges are more important than understanding the meltdown in trust and confidence between a chief executive officer (such as Obama) and his chief operating officer (McChrystal) during an absolutely critical moment in operations (like the Afghanistan surge). We know, of course, that Obama had every right to fire McChrystal. On the other hand, this incident is only one of many signs that, at the highest levels of this administration, civil-military relations have been unusually tense. Building a team of teams among senior leaders is an important task. Lessons learned from this high-profile experience would have fit nicely in the book.
David Hain's insight:

Interesting review of Gen Stanley McChrystal leadership memoirs.

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Are you a “social” leader?

Are you a “social” leader? | Coaching Leaders | Scoop.it

Calling All Leaders (Managers and Executives)

Are you a “social” leader?  Have you found your Blue Unicorn?

Blue Unicorns are the rare leaders who are transforming their leadership for today’s connected social economy. Today’s workforce is engaged in social. Today’s customers are consulting their networks for recommendations and using social proof to guide purchases.

The question to ask yourself is… how social are you?

David Hain's insight:

Summary of "A world Gone Social, HT Jim Claussen!

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60 Useful Thoughts To Help You Live In The Moment

60 Useful Thoughts To Help You Live In The Moment | Coaching Leaders | Scoop.it
We're all busy, overworked, overburdened, overscheduled, overstressed--but once in a while we all need to slow down and just be, to experience things without overthinking them.

Here are 60 inspiring ideas that can help you be present in the moment.
David Hain's insight:

Nice mindfulness checklist from @LollyDaskal

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Ian Berry's curator insight, May 26, 2:49 AM

Good list Mindfulness a key to success in all aspects of life including work

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Dear Board Member: It's Not About You | Brown Dog Consulting

Dear Board Member: It's Not About You | Brown Dog Consulting | Coaching Leaders | Scoop.it
“Good leaders must first become good servants.” – Robert Greenleaf

Yes, we know you were elected or appointed to the board of directors because of your expertise, your skills, your background, your hard work, your personality, and/or your commitment to the company or organization.

Or maybe you stepped up when nobody else volunteered.

Regardless of how you became a board member, we know you are a smart, well-intentioned person with valuable experience.

The trouble is, when it comes to being a board member, it’s not about you.

And this is the paradox of board leadership: while you might earn a seat on a board of directors or council thanks to your abilities, knowledge, and/or popularity, truly serving well as a board member means leaving your ego far, far behind.
David Hain's insight:

GoodBoard members check their egos at the door!

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Hope or Fear? What guides your Company's Tech Future?

Hope or Fear? What guides your Company's Tech Future? | Coaching Leaders | Scoop.it
Hope and fear are close cousins. Great leaders balance the two and approach them in a measured way with resolve. Great technology leaders show how innovation can feed into--and balance--the two.

Via TechinBiz
David Hain's insight:

How do you balance hope and fear with your people?  Great question...

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Techstore's curator insight, May 25, 7:08 AM

#business #technology #IT

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How to Get People to Take Ownership Versus Simply Being Accountable

How to Get People to Take Ownership Versus Simply Being Accountable | Coaching Leaders | Scoop.it
Although some consider “Being Accountable” and “Taking Ownership” interchangeable, there are several crucial differences between these two concepts that must be understood.

Via Merdrignac Soizic, Jean-Philippe D'HALLUIN, Roger Francis
David Hain's insight:

Accountability is good, ownership really matters!  Useful distinction.

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Women in Leadership: Be Less Super, More Human

Women in Leadership: Be Less Super, More Human | Coaching Leaders | Scoop.it
“Superhuman is not a compliment,” explained Linda Rottenberg, CEO of Endeavor, “because what it actually means is that you’re unrelatable.” And this is exactly the problem. When you try to hide who you really are because you don’t want to be perceived as “too feminine” or “too different,” what you actually do is distance yourself from people, which ultimately has a negative effect on your career.
David Hain's insight:

Who are you when no-one is watching? Where do you put that person at work? Does that feel authentic?

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Survey reveals results of executive coaching programs

Survey reveals results of executive coaching programs | Coaching Leaders | Scoop.it
According to results of the survey:

The top individual improvements that coaching candidates received were: better management capabilities (69%), better relationships with managers (63%), improved relations with direct reports (59%), better relationships with colleagues (56%), higher engagement in their jobs (41%), better motivational skills (37%), better teamwork (37%), advancement in their careers (32%) and greater job satisfaction (32%).
The top goals of the coaching programs were: better leadership skills (68%), improved communications skills (61%), better management skills (54%), improved interpersonal skills (54%), better motivational and employee engagement skills (44%), and increased likelihood of being promoted internally (37%).
The most desired qualities in an executive coach were: trust (88%), experience (80%), integrity (78%), personal chemistry with coach (71%), personal style (61%), empathy (39%), responsiveness (37%), and sense of humor (29%).
How well coaching goals were achieved were: very effectively (49%), effectively (27%), extremely effectively (24%).
Satisfaction with executive coach was: extremely satisfied (52%), very satisfied (41%), and satisfied (7%).
David Hain's insight:

Executive coaching works! Empirical evidence here.

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Are you prepared for the future?

Are you prepared for the future? | Coaching Leaders | Scoop.it

Our Global Leadership Forecast (GLF) is a truly global study of more than 13,000 business leaders and 1,500 HR executives. The GLF report is a fascinating study of leadership today and focuses on the experiences of leaders all around the world, and the implications.
It’s clear that, not only are leaders struggling with new skills such as using analytics, driving innovation, surviving in the volatile, uncertain, complex and ambiguous (VUCA) world and managing increasingly diverse teams, they are finding the fundamental requirements of leadership difficult.
These include delivering on the specific strategy of their CEOs, leading rather than managing, and effectively interacting with teams.

David Hain's insight:

Survey reveals struggle for business leaders with the VUCA world.  Top challenge? Relationships!

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Ron McIntyre's curator insight, May 22, 2:32 PM

I so agree with David Hain on this one. The tough part is genuinely development of true relationships rather than contrived and distorted dysfunctional groups.

Gary Johnsen's curator insight, May 23, 9:53 AM

Good summary of leadership needs and HR's response

Laura Rosillo's curator insight, May 25, 4:30 AM

añada su visión ...

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From the Brothers Grimm: Leadership Lessons For All

From the Brothers Grimm: Leadership Lessons For All | Coaching Leaders | Scoop.it
Fairy tales help children to answer basic existential questions, like who am I, what is the good life, where do I belong? Through fairy tales they learn to navigate reality and survive in a world full of ambiguities and dangers.

Via Karen Dietz
David Hain's insight:

Interesting leadership take from Manfred Kets de Vries!

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Karen Dietz's curator insight, May 21, 12:59 PM

Now here's an unusual piece that makes a lot of great points about the universal truths imbedded in fairy tales, and leadership wisdom.


The article is written by Manfred Kets de Vries of INSEAD. Here's one truth he shares:


"On a deeper level fairy tales can touch on humankind’s deepest fears and desires and be a source of inspiration. By identifying with characters in fairy tales, executives can come to better understand their own internal struggles and turn into more self-aware leaders."


There's more in his discussion of the fairy tale in the leader's journey (and it's not about the hero), and a section on the 5 Deadly Dangers of Leadership.


Go read it now for a different twist on business storytelling.


This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it 

Ian Berry's curator insight, May 21, 9:19 PM

Indeed lessons for all in this. I like the 5 leadership dangers particularly the first one about self-knowledge. Everyone can be a leader. Key is being and being requires remarkable self-awareness. The reason most leadership development programs in business schools and organisations fail to produce remarkable leaders is because the focus is on doing more than being.

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Transformational Planning

Transformational Planning | Coaching Leaders | Scoop.it
Transformational planning involves developing and using the new competency of being anticipatory.  By identifying and seizing upon the predictable Hard Trends that will impact your business and industry, you can design a plan to jump ahead with the confidence that certainty offers, and with much lower risk. (I have written extensively about how to separate the Hard Trends that will happen from the Soft Trends that might happen, so in this article I will only cover a few basics and instead keep the focus more on the different ways to think and plan.)

They key to transformational planning, in essence, is using the Hard Trends methodology to make the future more visible, learning to recognize the Future Facts, and choosing to be the disrupter rather than waiting to be disrupted.

You can either sit back and wait until the disruption hits -- take a "wait-and-see" approach -- or you can get active, what I call being pre-active, taking positive action based on future known events.
David Hain's insight:

Futurist Daniel Burrus on how to move beyond incremental thinking.

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The Downside To Being A Leadership Junkie

The Downside To Being A Leadership Junkie | Coaching Leaders | Scoop.it
A river is powerful, yet confined to its banks; its course is locked and because of its directed nature, you can generate power off of its stream.  On the other hand, a flood is an uncontrollable wall of water.  Because its spread is so wide, it moves so fast, and it is largely unpredictable, it’s not something from which you can derive power.  Ultimately, a flood will destroy everything in its path.  Elmore said that chasing after every flashy, new idea can be distracting and destroy your discipline and the momentum you have with current goals.

Rivers are useful. Floods are harmful.

Elmore’s lesson resonated deeply with me.  Rivers and floods exist throughout the worlds of sports and business.  Too often we hear a good idea today, tomorrow, and the day after that; but when we try to execute every good idea that we come across, we become a flood as opposed to a river.
David Hain's insight:

Be a river, not a flood - read the article and be selective in your choice of ideas to pursue!

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Weekly Nudge - Three powerful words a leader can and should say...

Weekly Nudge - Three powerful words a leader can and should say... | Coaching Leaders | Scoop.it

Three powerful words a leader can say: "I don't know."
 
At the US Naval Academy we could only answer “Yes sir!” “No sir!” and “I’ll find out sir!” -- responding “I don’t know” was strictly forbidden. The reason was, as future junior officers, we needed to learn to take initiative to find out what we didn’t know. “I don’t know” was just too passive.
 
As a leader, however, I’ve learned that “I don’t know” is one of the most powerful things you can say (especially when you don’t actually know!). 
 

David Hain's insight:

I found out these 3 words through an authentic lack of experience as a leader.  They changed my life!

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Coaching Through the Frame of Neuroscience

Coaching Through the Frame of Neuroscience | Coaching Leaders | Scoop.it
While executive coaching is gaining momentum worldwide as a valuable part of the leadership development journey, the field of neuroscience is providing a better understanding of the inner workings of the brain and evidence of the benefits of coaching.

Coaching can be defined as a partnering with clients in a thought-provoking and creative process that supports in identifying their goals and taking steps to reach them. The biggest impact of coaching occurs when there is a shift in a person’s thinking (“aha” moments). Shifts in how we perceive the world occur because what we experience changes through the questions that are asked. It is fascinating to see through neuroscience research how these shifts are manifested in the brain.
David Hain's insight:

Coaches need to keep up with neuroscience to help clients understand how they can use their brains more effectively!

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Restarting a Stalled Career

Restarting a Stalled Career | Coaching Leaders | Scoop.it
Even star performers sometimes stall.

Where they once won regular promotions, they’re suddenly passed over–leaving them feeling stale and stuck. Their old ways no longer work. Yet they don’t understand why.

If this sounds like you, it’s time to take action and revive your trajectory. Plateaus are inevitable during the decades of a work life. But as businesses raise expectations for managers’ performance, even a little coasting can kill a career, leadership experts say.

Plateaued executives commonly struggle to adapt to change, according to the nonprofit Center for Creative Leadership, which has amassed three decades of research on why some people’s careers derail.

“Executives hope their stalled progress will heal itself, but they often end up retired in place,” warns Craig Chappelow, a senior faculty member.
David Hain's insight:

Career stalled? Ideas for getting off the plateau!

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Leadership 2025 And The Complexity Conundrum: How Business Leaders Can Prepare The Workforce For A Culture Of Simplification

Leadership 2025 And The Complexity Conundrum: How Business Leaders Can Prepare The Workforce For A Culture Of Simplification | Coaching Leaders | Scoop.it
According to the Simplifying the Future of Work Survey conducted by Knowledge@Wharton and SAP, there’s a natural inclination to accumulate complex processes when organizations merge, deliver new products, implement new technological platforms, extend their reach into emerging regions or serve an increasingly diverse marketplace.

Under most circumstances, these layers of complexity make way for near-term benefits. However, the cost of lost efficiency, inflexibility, wasteful resource utilization and slowing operational speed can far outweigh that short-term advantage.

It doesn’t matter if a process is not showing signs of breaking – complexity is frustrating your customers and keeping your business from achieving its fullest potential. Do you need better reasons than those to simplify now? In the Knowledge@Wharton study, 51% of business leaders indicated that they did not.
David Hain's insight:

Create a culture of learning to handle the future better in complex times.

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Women’s Leadership Summit 2015: The Power Of Authentic Leadership And Fearlessness

Women’s Leadership Summit 2015: The Power Of Authentic Leadership And Fearlessness | Coaching Leaders | Scoop.it
On Monday, May 4, SAP and PwC co-sponsored the Women’s Leadership Summit 2015 in Orlando, Florida, a half-day event aimed at inspiring women to adopt authentic leadership skills and an entrepreneurial spirit and to address the needs, challenges, and successes of women leaders. I had the pleasure of attending this event along with SAP leaders and customers, PwC, SAPPHIRE NOW attendees, and inspiring women leaders from various organizations.

When women leaders, who have defied all gender biases and have the courage to take risks to accomplish great things, share their experiences and more importantly their support, other women feel inspired to lead. The speakers in this event shared many words of wisdom that all women can learn from.
David Hain's insight:

'If there was one core piece of advice that speakers shared during the Women’s Leadership Summit, it was the power of authentic leadership.' -SAP

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Leadership styles: Only 8% of leaders are 'transformational'

Leadership styles: Only 8% of leaders are 'transformational' | Coaching Leaders | Scoop.it

The debate about whether these earth-shaking leaders are born or made will continue to rumble on, not least because they’re so apparently rare. Then again, it often only takes one person at the top to kickstart an organisation into action.

David Hain's insight:

Harthill Consulting profiled 6,000 ‘leaders, the results are interesting if a little depressing...How do you grow Strategists?

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Claude Emond's curator insight, May 19, 8:37 AM

Still a lot of work to do to get leaders for our times! Isn't it ?

Claude Emond's curator insight, May 19, 8:38 AM

Still a lot of work to do to get leaders for our times! Isn't it ?

Ian Berry's curator insight, May 20, 8:42 PM

Transformation is an outcome of a series of transitions. We don't need transformational leaders. We need leaders willing and able to co-create the transitions and who appreciate and help people to be accountable as the transitions are executed.

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Leadership Lessons From Letterman

Leadership Lessons From Letterman | Coaching Leaders | Scoop.it
He was “that guy” who rather famously — or should it be infamously — started off the 1995 Oscars telecast with the Oprah-Uma joke. I found it hilarious, but they didn’t.

But “that guy” — in his final week as a late night television host — deserves more than your scorn and scrapheap castoff. I’m here to say “Thank You, David Letterman.” I’m here to illustrate that there are leadership lessons to learn from television’s last remaining true broadcaster.

More importantly perhaps, I want you (David Letterman) to know how much I’ve personally learned from you over the many years of watching your late night zaniness.
David Hain's insight:

Nice tribute to Letterman leadership from Dan Pontefract @dpontefract!

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Ron McIntyre's curator insight, May 19, 11:08 AM

Some good insights.

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The Rise of Positive Psychology - All In The Mind -

The Rise of Positive Psychology - All In The Mind - | Coaching Leaders | Scoop.it

Would you like to be happier? Nobody says no to that question, which is why the massive self-help industry continues to flourish—but is happiness really the goal we should be striving for?

‘I’d like to think about happiness as less of being that sort of over-caffeinated, extremely jolly, big smiley face approach to life, which actually in many cases is really unrealistic, and much more about having a meaningful, fulfilled life in which you are connected to your sense of purpose, your values, connected to who you are,’ says Anthony Grant, director of the Coaching Psychology Unit at the University of Sydney.

‘That certainly doesn’t exclude bad times in your life. So I like to think of happiness as really the life well lived.’

David Hain's insight:

‘I think that once you get into the habit of thinking constructively, those skills develop over time,’ `Anthony Grant. Way to go for leaders!

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When You’re Just Too Tired to Make the Right Call

When You’re Just Too Tired to Make the Right Call | Coaching Leaders | Scoop.it
New York Times science writer John Tierney reported on a study of parole board decisions. Prisoners whose cases were first up had a far greater chance of early release than cases heard later in the day.

When researchers examined the data, they found the merits of the individual case were not the main factor in prisoners going free or staying put. The only variable was how tired the board members were after analyzing cases all day.

Decision fatigue is what happens when we’re too drained to do our best thinking and make the best calls. And it doesn’t just affect professors and parole boards. If you push it too far as an executive, an entrepreneur, a parent, a pastor, anything at all, you’ll experience decision fatigue.
David Hain's insight:

Michael Hyatt on 4 simple ways to beat decision fatigue that affects us all.

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Miklos Szilagyi's curator insight, May 18, 1:39 PM

Just some energy saving ideas... not completely new but not either badly presented.... I have just thought about them.... Good point is that there is a decision curve in relation to time (we are not just not able to keep our attention - needed badly for any decision - constant... it's declining with time, it fluctuates, it's everything but constant... in the meantime we think we are perfectly OK to do it...

 

...my favourite is: "Don't think..." Well, try it, at least just before asleeping...:-)))

Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.