All organizations are looking to increase the competency of their employees and, hopefully, of themselves. Looking at this from the base level up, in a practical sense our competency evolves with experience, expertise, and possibly, time.

Whether you are booking a hotel room, choosing a restaurant, deciding on what movie to see, or buying any number of things, it is likely you have read online reviews before making your decision.

In his book, The ONE Thing: The Surprisingly Simple Truth Behind Extraordin

I am writing today about “bootstrap kaizen.” This is something I have been thinking about for a while.

Leaders lead. Those two simple words conceal the complicated fact that being a change agent means confronting the failures of the past and confidently facing the promise of the future.

It takes guts to come to the heart of high tech, in San Francisco, and preach a message that is about putting people—women, no less—onto the assembly lines of America’s factories.

Traditionally, managers have relied on the annual performance review to provide employees with feedback.

Every company I speak at, every leader I coach, I see a constant pattern: Virtually everyone sees struggle as something negative.

In this episode we look at data, data, more data, and then... engineering the perfect human?

In an earlier article, I shared some reasons that so many leaders do not delegate more often and presented arguments why they should.