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Six Resilience Skills to Make It Through Dicey Spots

By Jalene Case

When was the last time you discovered that you didn’t measure up to someone else’s expectations? The message may have come from a boss, co-worker, colleague, client, family member, or friend. Do you remember the feeling? It might have been a visceral, sinking feeling in your gut or some other physical sensation that comes when your confidence takes a plunge.

I went through this tough experience with a coaching client recently. Initially, he was knocked off-track and didn’t know what to do to regain his confidence. Like a car hitting an icy patch of road, he was swerving uncontrollably. Eventually, he was able to gain control of his internal steering wheel again. Now that he’s beyond the rough patch, he can look back at the resiliency skills he developed along the way. We used the following six strategies to bring him relief, as well as personal growth.

12 Enemies of Successful Innovation

By Dr. Evans Baiya

In helping businesses and leaders build their innovation abilities, I see certain traits that stifle innovation again and again. Whether they surface in an individual leader or employee, or afflict the organization as a whole, these repeating issues become a hindrance to future success. Here are 12 enemies of successful innovation to avoid on your innovation journey.

Lack of Clarity

It’s not easy to follow someone who does not know what problems they are solving and why. As a leader—especially if you are attempting change—you need a clear vision of the what, the when, the why, the who, and the how to create momentum for those who follow you.

All of this can be clarified in your strategy to reduce noise and inaction. Without clarity, the noise will overwhelm both internal and external stakeholders. They won’t know what to pay attention to, believe, or act upon. Practice clarifying your strategy.

Collaborating Across the Globe

Part One of a two-part interview with the Authors of Optimizing Strategy for Results: A Structured Approach to Make Your Business Come Alive

By The TCL Team

We all did a little something different during our extended time at home during the early days of the pandemic. With Zoom as our new neighborhood hangout, we worked, exercised, and socialized. For authors Dr. Timothy Waema, Ron Price, and Dr. Evans Baiya, it was the perfect time to collaborate on a book they had been dreaming of for years.

From their homes across the world in Boise, ID, and Nairobi, Kenya, the authors pooled together their collective knowledge on strategy, leadership, and innovation to write Optimizing Strategy for Results: A Structured Approach to Make Your Business Come Alive. This step-by-step model is meant to help leaders prepare, create, and optimize great strategy—making those elusive “how’s” and “what’s” of successful strategic planning clear.

Nine Strategies for Being the Leader of You

By Jalene Case

Being a good leader of others starts with leading ourselves and yet, it’s still not a commonly discussed topic. If we use the same definition as leadership but flip it to self, this is what it looks like: Self-leadership is influencing yourself to believe in a vision while creating a sense of purpose and direction for yourself.

In a quest to help my clients (and myself!) be better self-leaders, I created the Self-Leadership Map with nine strategies. In this culmination of a nine-post series, you get to pull together what you’ve learned about yourself. If you want to read or reread the previous eight posts, they’re all together on the Self-Leadership Map web page. Even if you haven’t read all the blog posts, you’ll find the essence of the Self-Leadership Map below. You can use this to support yourself in staying focused on what matters most.

The Elements of Collaboration

By Dr. Francis Eberle

These days we hear and read a lot about collaboration. Organizations say they value collaboration, and teams want more of it. Most of the time collaboration is a good thing. But sometimes it isn’t the best approach.

There are different ways to solve a problem depending on context, relationships, tools and platform. Context has to do with the outcome desired and by when. Consider if the problem is large enough to warrant bringing in additional people. Or can it be quickly solved by a few? A quick decision can sometimes be the best choice. If there is lead time and the problem is complex, requiring varied input or expertise, then it is likely that multiple parties are needed.

Three Steps to Flexible Leadership

By Ron Price

From The Complete Leader Podcast Episode #64

When I think about flexibility, I often think about trees. Trees show off their flexibility in the way they endure storms or handle wind, ice, and snow. For many trees, their flexibility is a combination of strength and their ability to bend but not break—their deep root systems offer leverage, balance, and a great capacity for holding on in the midst of challenging circumstances.

Sometimes as a leader, you need to be like a tree. Flexibility is one of the most important skills you can have, especially during times of constant change and disruption.

Design Celebration Practices for You and Your Team

By Jalene Case

Have you ever noticed how easy it is to skip celebrating you or team’s accomplishments? Too often we quickly check-off the “done” box and race on to the next thing. However, if you do that, you’re missing out on a chance to fuel future accomplishments and feel good.

A coaching client recently shared a scenario with me in which she did a great job handling a difficult situation with a long-term employee. She finished the story and then immediately started talking about the next topic. I said, “Wait, let’s celebrate what you accomplished and what you learned!” I asked her to share reflections on these three questions: “What went well? What didn’t go so well? What will you do differently next time?” This process is valuable for three reasons.

How to Strategize for Disruption

What we can learn from Peloton about creating a resilient strategy

By Dr. Evans Baiya

The idea of creating a resilient strategy seems to come up in conversation again and again these days. It’s certainly a sign of the times that Optimizing Strategy for Results, my latest book co-authored with Ron Price and Professor Timothy Waema, is launching two years after COVID-19 lockdowns began in the U.S. People and organizations are now looking for ways to move forward and prepare for the next disruption.

Aspirational vs Desperational Leadership

By Ron Price

From Episode 63 of the Complete Leader Podcast

After decades in leadership, I’ve noticed that often what you become most passionate about are the things you realize you didn’t do quite right yourself.

Thinking back on the first couple of decades of my leadership career, I was always trying to fix myself. I had trouble with time management, so I’d take every course and read every book on the skill that I came across. I was always focused on those things that I thought were keeping me from becoming the complete leader.

But eventually I realized I was doing it all wrong.

Step Back and Let Others Lead

By Dr. Francis Eberle

When I talk to groups I often tell them that leaders should step back more. The biggest concern I hear in response is that if they step back, they won’t be able to help their employees do the task right.

I will probe and ask what “do the task right” means. Usually, they describe steps to do the task, and then launch into outcomes they don’t want, such as embarrassing the company, insulting a client, a grammatical error, inadequate research, and so on. These outcomes feel like they could be the result of a fully hands-off approach. That is an incorrect assumption about what stepping back as a leader means.

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