We base most important decisions on our beliefs about the likelihood of uncertain events such as the outcome of an election, the guilt of a defendant, or the future success of a stock. We typically express these beliefs with statements like “I think that,” “Chances are,” and “It’s unlikely that.” Helping organizations and individuals achieveRead more
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Bosses matter because they generate better results. That’s what the authors of “The Value of Bosses” found in their research. A variety of accepted econometric/statistical techniques showed that the most significant impact bosses have doesn’t come from their motivational skills; it comes from teaching workers how to be more productive, i.e., capability building. We alreadyRead more
As my clients emerged from the global economic turmoil that began in 2008, they indicated they had learned numerous lessons—the most important one: When leaders make good decisions, little else matters. When they refuse to make decisions, or show a pattern of making bad decisions, nothing else matters. As I helped these leaders position themselvesRead more
In her 2001 bestseller Seabiscuit, author Laura Hillenbrand introduced readers to an underdog story about the horse who came out of nowhere to become a legend. Seabiscuit, a small horse so broken that owners had considered euthanizing him, stood only 15 hands high. This smallish mud-colored animal with forelegs that didn’t straighten all the way, had an inauspiciousRead more
Every decision starts with a belief. That is, we base our decisions on what we know to be true—what we believe. Sometimes, however, we believe something that isn’t true. Intellectually and emotionally, beliefs and unconscious bias influence our behavior when facts and reason alone do not. Our early relationships, experiences, and events create and controlRead more
