By Dr. Francis Eberle
Several years ago, as a CEO, I hired a talented and experienced professional woman for an executive position who also happened to represent a minority group. That in of itself is not worthy writing about, and should be unremarkable. What happened next was.
She was often questioned about what she was doing. I was sometimes asked to intervene about her decisions without evidence, except it was not the way they would have done it. This did not occur with the same frequency for others on the leadership team. Read More
When Whit Mitchell and Bill Cuff met while doing facilitative work with teams at Kodak over 23 years ago, neither knew that the chance encounter would lead to years of friendship and a partnership to fight social injustice and help those in need.
At the time they met—and bonded over a shared sense of humor—Bill was working with a nonprofit that enhanced the lives of people with disabilities. After an introduction, Whit was compelled by the group’s mission, and became involved as well.Read More
By Dr. Francis Eberle
How many times have you left a meeting with a colleague feeling good about the outcome, only to find out later that they did not complete what you talked about? Weren’t they listening?
My last experience with this was a few years ago. A colleague wanted to work on a new idea to present to the CEO. We discussed it, and I felt the new idea was very valuable. However, until we finished the project the CEO wanted, introducing a new idea was not a good plan. At the end of our meeting, I thought we had come to an agreement: They would finish the final report and then develop the new idea to present. Read More
By Courtney Feider
My career has had many threads, all of which relate back to balance and focus, and to helping people use personal expression and creativity to experience transformational change. In addition to my corporate experience my background in psychology and massage therapy often come up when I am coaching executives, as we look more deeply at the root cause of some of the communication issues they experience with colleagues and within themselves. Read More
By Dr. Evans Baiya, success.com, December 2017
When I work with companies on innovation projects, whether it’s industry-changing new products and services or smaller-scale ideas to streamline internal processes, I often see leaders and their teams struggling to freely ideate and really dive into the brainstorm process. When they do finally get there, it’s a big aha moment, but it takes a while.
The reason is simple: When ideation isn’t second nature, it’s because company culture hasn’t been supporting it. This is understandable. In today’s fast-paced marketplace, there is hardly time for breath, let alone innovative thought and brainstorm sessions around the future of the industry, company or department. Read More
By Courtney Feider, forbes.com, December 2017
Just when change and disruption are at epic levels, everyone is afraid and disengaging.
According to Gallup’s new State of the American Workplace report (registration required), in a pool of 100 million full-time employees, 51% of Americans feel no real connection to their jobs or satisfaction as a result of their jobs and 16% are “actively disengaged,” feeling resentful towards their job and doing the bare minimum. Read More
By Andy Johnson, hr.com, December 2017
Human beings are masters at seeing what they want to see. In every situation, we consistently extract information that confirms our existing opinions about ourselves and the world around us. We view the world in a way that is highly selective and inherently biased. Ideas that fit the script are noticed; those that don’t are ignored. In this way, we continue to reinforce our existing beliefs, making real change often merely wishful talk. Read More
By Dr. Evans Baiya, Innovation Enterprise, September 2017
You have an idea to solve a problem or opportunity, whether it be a new process for your department or even a new business idea. So how do you figure out if your idea will actually work and if it’s sustainable? People often come up with ideas that could be significant, but they struggle with quantifying them to determine if they can be viable products, improvements, services or businesses with true value. Read More
Host Dale Dixon and executive coach Ron Price continue their discussion of Creativity in leadership. They explore why creativity is stifled as we get older, the part that storytelling plays in creativity, and how studying creativity in others can help you become more creative yourself. Ron gives practical ideas to develop creative thinking as a leader and with your team, no matter your behavioral type–and tells us why creativity is critical to grow your company and stay competitive.
This week host Dale Dixon and executive coach Ron Price talk about creativity, which, according to research, is a skill that many leaders feel they lack. Ron tells us why most people fundamentally don’t see themselves as being creative, and lists the reasons that many leaders shut down their creativity. He explains the difference between instinctual creativity and intellectual creativity, and gives practical tips to improve this skill.
Host Dale Dixon and Executive Advisor Ron Price finish their discussion of Planning & Organizing in this third episode in the series. They talk about using the Planning & Organizing process to improve team performance, the questions to ask when you begin Planning & Organizing with a team, and the tie between this skill and project management. Ron gives practical ways to unite a team, and some tools you can use for Planning & Organizing with a group. Email ron@price-associates to get his questions for getting a good start at Planning & Organizing as a team.
Host Dale Dixon and Executive Advisor Ron Price continue their discussion of Planning & Organizing in this second episode of the series. Ron talks about the three dimensions of Planning & Organizing: How We Think, What We Do, and How We Relate. He also discusses how to use this skill to get better at every role you play in your life. He addresses the role of prioritization in Planning & Organizing, and explains the four-quadrant method for prioritization. He also gives tips for creating habits that will change the way you approach this skill.
Leaders with an aptitude for problem-solving have the ability to analyze, diagnose and deal with problems effectively. Whether the problem is linear and “tame,” or nonlinear and “wicked,” adept problem solvers have a natural propensity to discover and help lead others to solutions. In this 2-minute video, faculty member Whit Mitchell talks about the traits we see in a person who has this important ability and also shares insights on how to develop this competency in yourself and others.
While individuals need to be continuous learners to succeed, entire organizations must also embrace this skill. Tomorrow’s leaders – the people who will establish an organization’s culture – must embrace continuous learning as both a personal and an organizational value. Watch this two-minute video with Ron Price to find out more about continuous learning.
In this short video, TCL Faculty Member, Wade Johnson gives you reasons that good Problem Solving skills can help organizations move forward and actions to improve this leadership skill on a day-to-day basis.
In this short clip, Founder, CEO and President of Price Associates Ron Price talks about the program he offers called “Behavioral Intelligence.” He discusses why he started the program and the key benefits gained by participating.