When We Don’t Do What We Should
In my own life, and in observing others, I’m fascinated by this paradox: we know exactly what we need to or should do, and yet
In my own life, and in observing others, I’m fascinated by this paradox: we know exactly what we need to or should do, and yet
This blog talks a lot about two fundamental concepts at the intersection of human behavior and business decisions: the importance of a clear vision of
Frustration with our business: employee problems, financial concerns, business generation challenges, out-of-control calendars, and to-do lists. We’ve all been there and will be again. Slapping
Don’t worry…I’m not going to tell you the cure is “just don’t worry”! The problem with overthinking is that we’re stuck in a thoughts-emotions loop
Life changes. Fast. Meeting canceled. Child sick. Stomach bug. Flat tire. Multi-million-dollar windfall. How come that last one never happens?! Good to Great author Jim
I’m a firm believer that people are the most important resource in business. Nothing happens in organizations without the people, and our greatest opportunities and
Finding solutions and creating plans to implement them should be based on data wherever possible. A major problem, though, is that some people don’t get
Too controlled is out of control, too. We all understand that no control is out of control (hopefully). It’s an under-allocation of resources. Too controlled
We probably all have to-do lists, but very few of us have bothered to make a “stop doing” list. Rather than think of a “stop
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