While many people aspire to be leaders, they often don’t realize just how much work is involved; the fact is that leaders have the unenviable task of getting results through other people’s work while also needing to get their own work done. The pressure and expectations of doing more with less have made it equally hard to be effective as leaders and as individual performers, but leaders are still tasked with the same two essential responsibilities: get results for the current goals, and prepare their teams to be able to accomplish bigger goals in the future.
My work with leaders and organizations focuses on building adaptable, inspired, and high-performance teams. I do this by focusing on three things:
- Eliminating info silos and people bottlenecks that prevent teams from taking the initiative and driving forward
- Putting some strategy-execution meat in the “air sandwich” that happens between the goals, vision, and values set at the top and the individual players at the bottom
- Creating team workflows, structures, routines, and cultures that enhance accountability and set the stage for people to succeed
You perhaps noticed that my work focuses on making the structures work for people rather than against them. Think about it this way: very few people wake up in the morning intending not to meet their goals, to disappoint their bosses and teammates, and to fall behind. People inherently want to win with others — we’re genetically and socially hard-wired for it. So if people aren’t winning with others, something besides the people is at play.
I’ve been in leadership positions for going on three decades — I started early — and have consulted with and built high-performance teams in a variety of settings. I spent nearly a decade as an Army logistics officer, working in Joint Force operations. I worked in administrative positions in academia as I was earning my PhD in Philosophy. I’ve worked with clients and organizations from every continent (except Antarctica), in just about every industry. The contexts change, but the basic principles and challenges don’t.
Over the years, my work has been featured in Inc., Forbes, TIME, BNET, and The Washington Post. I’ve curated some of my best work and resources below.
If you’re interested in seeing how I can help you and your organization, read more about our services for organizations.
Articles on Leadership
How to Build the Delegation Habit
To be an effective leader, manager, or entrepreneur, you have to learn to delegate well. This post will get you started.
Mind the Gaps: The Five Foundations of Team Performance
These five foundation gaps can predict an individual or a team’s performance. Which one needs your attention today?
7 Ways to Prevent Dunkirk Spirit from Burning Out Your Team
Dunkirk Spirit is the channeling of heroic, tenacious energy to achieve a goal despite poor planning and decision-making. Once in a while, it’s useful, but if it shows up too often, it can burn out your team.
Time Management: It’s Not Rocket Science
Time management is not rocket science. Follow a few simple ideas and be productive with the time you have.
How to Lead Through Disruption
To be a successful leader in the 21st century, you have to know how to lead through disruption because disruption is the norm.
Articles on Personal Effectiveness
What Are Your High-Value Activities?
Rather than focusing just on what needs to be done in your business, focus on your high-value activities.
How to Break Free from the Task Heap
Most leaders are buried under a heap of 15 minute tasks. Here’s how to break free from that task heap.
Who’s the Project Owner?
Projects don’t finish themselves — people finish projects. Assign project owners to make sure your collaborative projects get done.
Why You Really Don’t Have A Time Management Problem
You have no control over time, but you can take control of your priorities. Use these 5 questions to help manage your priorities.
The Benefits of Displacement
Anything you do displaces something else you could have done. The constraints of displacement help you prioritize.