Not long ago, I facilitated a strategy workshop for a board. After much debate, we landed on the big-ticket items that were needed to boost growth. There was a combination of happiness and relief in the room. But, knowing what I know from the hundreds and hundreds of workshops I have run for boards and
This week I move from process mapping for progress to the use of tools. Decision support tools in fact. One client I worked with while I was writing my book Team Think had me work with six teams to develop process maps for their key outputs. The teams quickly gained clarity on the reality of
Bear with me c-suite leader. I was working with a risk team recently and discussed with them the power of process maps. Process maps bring clarity because a picture is worth a thousand words. Risks and the most critical controls are more easily identified. At the end of the workshop the team leader developed their
We fear failure more than we fear losing out on a win. Humans are funny that way. Loss aversion is baked into our psychology. It’s why, when something goes pear-shaped, many won’t just shrug it off. Instead, the tendency is to drag everyone involved, and many who were never involved, through endless rounds of hindsight
Some leaders believe their job is to make all the big calls, to be the final say on everything from strategy to operations. It feels like leadership, right? Taking charge, making the tough calls. But here’s the problem—when a leader takes on the role of chief decision maker, they limit their team’s ability to think,