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Those who persist in viewing the world through competitive lenses are marginalizing themselves. Those who see through collaborative lenses are, paradoxically, those who will win—not those who set out to "win" by competing. Read More

The old saying (which I'm sick of) is that “you can't manage what you can't measure.” It's a statement with a lot of truth to it, but so is this: “you measure what you manage, so you'd better be sure you're measuring what you want to manage.” Read More

Successful professionals report experiencing "flow" (a la Csikszentmihalyi) in their work. If you want to perform like a superstar, wean yourself from your "continuous partial attention" habits and start enjoying peak performance perks with these four easy tips. Read More

A powerful personal illustration of the strategic importance of asking: Why will it be different this time? (You can't read this and not be moved by it.) Read More

There's nothing wrong with measurement per se. But what results from repetitive microscopic measurement tends to be just the belief that people exist for the company—not the other way 'round. Are you killing the very thing you want to measure? Read More

In a down market, it's easy to become discouraged by the unfairness of it all--and if we're not careful we can slip into feeling sorry for ourselves and the “woe is me” mindset of victimhood. When we run into this kind of adversity, remember the lesson of Lawrence of Arabia: we are indeed masters of our destiny and ultimate success. Read More

Many projects and products make promises that rely on faith and finger crossing, and when they fail they destroy customer trust. But making different promises, the way Apple and Google do, can wow your customers and increase their trust, loyalty, and satisfaction. Read More

When talking to prospects, it's important to present an image as a knowledgeable and professional advisor. By communicating your genuine interest in working with them and ensuring that prospects feel acknowledged, you increase the chances of winning the battle for new clients. Read More

Intellectual firepower may give you the ability to analyze situations. It doesn't give you the willingness to decide on the basis of incomplete information. It doesn't, necessarily, give you the skills to convince others that your ideas are good ones. Read More

When initiating change, lots of attention is given to "the masses." It's assumed that the "best and the brightest" will embrace and lead large scale change. The research here shows that such conventional wisdom is neither conventional nor wise. Read More