Leadership coaching

Our mental models and perspectives are like the roadmaps that help us to navigate the world. They help us to make sense of our surroundings and experiences. But what happens when those maps are outdated or incomplete without us realizing this? Imagine using that inadequate map when hiking a vast forest. The path behind you is worn and familiar, while ahead lies an expanse of uncharted territory. In this article, we will share the story of Alex, a high-potential executive escaping the limits of his mental models and perspectives. His professional journey was filled with uncertainty yet illuminated by the promise of discovery and transformation. Maybe his story will resonate with some of your own experiences.

Our mental models and perspectives are like the roadmaps that help us to navigate the world. They help us to make sense of our surroundings and experiences. But what happens when those maps are outdated or incomplete without us realizing this? Imagine using that inadequate map when hiking a vast forest. The path behind you is worn and familiar, while ahead lies an expanse of uncharted territory. In the forthcoming articles, we will share stories of individuals escaping the limits of their mental models and perspectives. The journey of each of these individuals was filled with uncertainty yet illuminated by the promise of discovery and transformation. Maybe their stories will resonate with some of your own experiences.

In our last four blog posts, we have covered the importance and implications (the "why" and "what") of psychological safety in the workplace. This article will now shift its focus towards exploring methods (the "how") to establish a psychologically safe environment at work.

Ever found yourself in a work environment where you hesitated to ask a question or suggest an idea? Such instances are frequent in various workplace structures where people prefer to bite their tongues rather than raise concerns. Often, staff members restrain themselves from speaking out despite feeling that their input could be valuable for the future of the organization or even life-saving. This situation goes beyond hesitation; it mirrors an organizational culture lacking psychological safety support.

In a recent panel discussion on workplace productivity, a vigorous debate emerged regarding the impact of psychological safety versus pressure in achieving high productivity. This article aims to clarify several misconceptions, one being that psychological safety and pressure cannot walk hand in hand and would not be conducive to optimizing productivity.

This article looks at the influence of fear on psychological safety in the workplace. The focus is on examining how fear has been used historically and as a motivator while shedding light on its impact on employee morale, innovation, and overall well-being. The article explores how fear hinders learning and problem-solving abilities. It also provides indicators to recognize environments dominated by fear. To illustrate the effects of a culture rooted in fear, a case study from a medical device company is presented, highlighting its impact on teamwork and overall success. Ultimately, the article underscores the significance of safety in cultivating a productive workplace environment.

In a recent discussion in The Hague, a financial executive and I explored leadership and emotional intelligence. While he viewed emotional intelligence as secondary to pragmatic efficiency, we agreed on the importance of psychological safety in the workplace. Psychological safety is crucial, acting not as a driving force but as a necessary condition for progress. It is vital for unlocking potential and performance. In our upcoming blog series, we explore the concept of psychological safety.

In the fast-paced world of business, where competition is fierce and change is a constant, relying solely on traditional skills and academic knowledge may not be enough to distinguish oneself as a true leader. Based on my work, with than 200 Executive MBA students at the Booth School of Business, I have come to understand that genuine leadership goes beyond these conventional measures. It involves tapping into what I refer to as an individual's "Superpowers" – those talents and unique abilities that lie at the heart of their wisdom.

Organizations frequently solicit leadership and team coaches to help improve three aspects of high-performance leadership. This article focuses on the first of these three: Productivity. Two following blogs delve deeper into the other two dimensions: Team Environment and Individual Development.

Managing group climate is no longer a decision according to the leader's preferences. Nowadays, many organizations in different fields measure the satisfaction of their members with team assessments. In a previous blog, we explored the primary dimension of high-performance leadership: productivity. This blog will address the second dimension: group climate or cohesion.

Responding to an article I posted on leadership, a former University of Chicago colleague posed a potent question: Is traditional leadership outdated, and should it be superseded by a method reflecting recent societal shifts, like stewardship? This article aims to shed light on the roles of social stewardship and servant leadership in modern leadership and differentiate between leadership traits and style.

An exceptional sports team leader knows victory involves more than individual skill; it requires teamwork, strategy, communication, and shared vision. Similarly, corporate leaders must acknowledge that success depends on combined efforts, goal alignment, effective collaboration, and the drive to excel.

Companies prosper when they tap into a power that everyone has — the ability to reach outside of ourselves and connect with other people. Unfortunately, modern capitalism has systematically sought to suppress our need to connect with other people. Managers and economists alike encourage businesspeople to look at the data, not the people. When we show up for work, they ask us to check our humanity at the door.

Daniel Goleman, renowned for his work on emotional intelligence, highlights the importance of versatile leadership. His research indicates that leaders who get the best results don't rely on just one leadership style; they adapt their approach to various business situations.

"Never change horses while crossing a river!" For those unfamiliar with equestrian pursuits, the proverb cautions against switching horses midstream as they stand on unstable ground while traversing the river. Attempting to change horses under such conditions can lead to disastrous consequences.

The fine art of listening involves more than just hearing what someone is saying; it involves actively engaging with them and truly understanding their perspective. This blog will explore the importance of listening, the benefits of being a good listener, and some strategies for improving your listening skills.

In a complex and ever-changing world, business and organizational leaders' need for sound decisions are more critical than ever before. In internal control processes, the four-eyes principle is often used with the understanding that two pairs of eyes see more than one pair. In my opinion, the same holds true in decision making. 

Visionary business leaders who want to align their company's mission with the stakeholders' interests, i.e., shareholders, employees, clients, suppliers, community, and/or environment, often encounter fierce resistance from within their organization. The change itself does not so much fuel the resistance as the people's fear of loss.

Once you have gained your university diploma, your next immediate concern is finding an interesting professional challenge or, in some cases, to start your own business. Because the world has become so "flat" and competitive, once you have found your dream job, you must settle in quickly and create ongoing career progress as of day one. 

The Semmelweis effect is the reflex-like tendency to reject new evidence or new knowledge because it contradicts established beliefs, norms or paradigms. In “The Game of Life”, Timothy Leary defined the reflex as follows: "Mob behavior found among primates and larval hominids on undeveloped planets, in which a discovery of important scientific fact is severely punished."

Teams exist to produce results. They are the engines that drive successful organizations. This article discusses what makes teams high performing and sustainable and the conditions necessary for teams to get the job done.

Now that the Covid-19 pandemic is ebbing away, many organizations wonder how far they will allow teams to continue working remotely. Those who may dismiss the move towards telecommuting experienced during Covid as a passing trend and want to cancel remote work programs to get everyone back in the office should check the numbers.

The world's most extensive leadership study, "DDI-KPMG's Global Leadership Forecast 2023," shows that only 12% of organizational leaders have effective interpersonal skills. In this article, we analyze the cause and consequences of these low numbers.