All Articles

What Comes Next

Basic principle number one is that during a dual health and financial crisis, we are all going to be Preservers. Have you been focused on how to stockpile and conserve resources? Have you been mindlessly (or even mindfully, for that

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Problems vs. Conditions

In life, there are problems and there are conditions, and they are not the same thing. Here is an example of what I mean: My 16-year old son is 6’3” with an excellent vertical leap. He plays on a local

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Looking Past Three: The Instinctual Bias Subdomains

People tend to view the three instinctual domains as three discreet and specific “instincts”: self-preservation, social, and sexual (or one-to-one). This is an archaic and outdated view of biology, which is far more complicated. It is more accurate to think of these as three domains

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Power: How to Get It and Why

“Power tends to corrupt, and absolute power corrupts absolutely.” (Lord Acton) Acton may be correct (most people leave out the important word “tends” when repeating this quote), but I have never seen an effective leader who was powerless. In fact, the

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My One Piece of New Year’s Advice

“So, what advice do you have for me?” asked Michael. The question took me a little by surprise. It came at the end of a social lunch, not a coaching session, but Michael was a client I have known for

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What Kind of Game is This?

We often find ourselves in the midst of a conflict without realizing how we got there and without really thinking about how we can find our way out. Or, since there are three instinctual ways of reacting to conflict (fight,

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Are You a Leader for the Future?

Every generation tends to think it is living in a uniquely revolutionary time. This generation may actually be correct—the world seems to be changing exponentially and to degrees that have not been seen since the Industrial Revolution. Joshua Cooper Ramo,

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Instinctual Leadership: Signaling Warmth and Competence

Humans are contradictory creatures. We have the capacity to step back, think rationally, and reason through complex problems, but we often don’t use that capacity—relying instead on snap judgments to guide us. Daniel Kahneman’s book, “Thinking, Fast and Slow,” popularized

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Instinctual Teams

In a previous article I wrote about “Instinctual Leadership” and the effect of our instinctual bias on the way we perform as leaders. As I wrote there, each of us has a tendency to habitually focus on one of three domains

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Instinctual Leadership (2)

Each of us is wired with instinctual drives that shape what we value and what aspects of life we focus on. These drives have been wired into us through millions of years of evolutionary pressures and they enhance our ability

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The Missing Piece in Creating Change

Most advice on how to change is very straightforward (and simplistic): Become aware of your patterns and what you need to do differently, then make a plan for doing the new behavior. Of course, if it were that easy, everyone would keep their

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Being Mindful

Flipping through a recent issue of a prominent business magazine, I came across yet another article on how organizations are flocking to “mindfulness” training based on traditional Eastern practices. In fact, according to the article some 22% of companies offer

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Instinctual Leadership

Each of us has a particular area of instinctual focus that can significantly affect our leadership style. These instinctual biases incline us to pay more attention to some things and to neglect others, often to our detriment. In a very real sense,

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The Leader as Conductor

Leaders set the tone for the organization. They establish the direction, set goals, support people along the way. They set an example of what behaviors are to be demonstrated by others—the work ethic, the interpersonal norms, etc. But they also

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