The problem with KPIs? They don’t measure everything.
A traditional business mentality champions goals that are concrete and measurable.
How do you weave respect into everything you do as an organization?
It starts at the top.
How do you change a deep-rooted organizational structure while overcoming people’s fear of change?
This was a recent challenge of mine, and doing both has been a significant win for me as a leader.
I’ve worked with several leadership coaches over the years, and what I love about the process is this:
Even when I bring up a problem that I think I know the answer to, I always leave the session with deeper knowledge and better insights.
What’s one big thing my years of experience have given me?
An ability to ask really good questions.
Something you might be surprised to know about me? I’m kind of an introvert.
I actually think of myself as an omnivert – sometimes extroverted, sometimes introverted, depending on the situation.
Being an omnivert is a kind of superpower.
I’m a leader, but I consider myself just as introverted as I am extroverted – depending on the circumstances.
As a leader, the best thing we can do is acknowledge what our people need
There’s someone on my team who needs extra processing time.As she says, she needs time to “chew on it.”
Change is mission-critical to any healthy organization, but it’s never easy.
If you want to make big changes within your organization, everyone needs to accept and believe that the status quo is no longer a viable option.
A common question I’m asked: How do you support your team in getting comfortable with AI?
Here are my recommendations