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  • Keep it Simple, Stupid!

    Keep it Simple, Stupid!

    In my experience, simplicity goes hand-in-hand with focus. You’ve probably heard the expression “trying to boil the ocean”. This creates a great visual of what happens when you spread your attention too thinly to try to achieve a broad range of outcomes, and ultimately achieve very little. Do you remember as a child taking a […]

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  • Does More Information = Better Decisions?

    Does More Information = Better Decisions?

    I love Malcolm Gladwell: his book Outliers is one of my all-time favorites. When Gladwell talks, I listen: even if I don’t agree with his views, they’re always incredibly thought-provoking. You probably know that decision-making is a subject that’s close to my heart: it’s a critical part of strong leadership. So when I heard Gladwell […]

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  • Shifting Mindsets for Inclusive Hiring

    Shifting Mindsets for Inclusive Hiring

    There’s no doubt that systemic bias exists in hiring – but sometimes, even with the best intentions, it’s really difficult to improve diversity. Quite often, you’re simply dealing with a shallow pool of talent. For example, in engineering and technology-based industries, the pool of candidates is still predominantly male. And this probably starts quite early […]

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  • The Anatomy of High-Impact Decisions

    The Anatomy of High-Impact Decisions

    It’s important that we understand how all the little choices we make add up to potentially significant consequences – but in reality, there are big decisions and there are small decisions.  So what are “high-impact” decisions… they’re the ones that really test you… the ones that scare you a little (or maybe a lot)… the […]

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  • When Should You Outsource?

    When Should You Outsource?

    We outsource a lot of things, in business and in life. How do we decide what to outsource, and what to do ourselves? In the 1990s, outsourcing became all the rage, particularly in the IT industry, where I was working. But the principles behind outsourcing have their roots in the economic theory of comparative advantage, […]

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  • Defining Weak Leadership

    Defining Weak Leadership

    I talk quite a bit about strong leadership, a term that typifies the style of leadership that I advocate on the NBL podcast. It’s not arrogant, controlling, or aggressive… rather, it’s compassionate and empathetic. But, unlike many new-age leadership philosophies, it requires leaders to do the hard things that stretch themselves, and their people to […]

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  • The Risks and Ramifications Of Office Romances

    The Risks Of Office Romances

    How do you, as a leader, set appropriate boundaries in your work relationships? How do you strike the balance between establishing trust-based, caring relationships with your people, and maintaining professional distance?  Call me overly-cautious, but I’ve come to the view over the years that leaders simply should not have romantic relationships in the workplace.  I […]

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  • Mastering Your Mindset

    Mastering Your Mindset

    As a leader, if you don’t want your business to suffer the impact of poor decisions that are driven by fear, it’s useful to be able to recognize the triggers that indicate you’re in a fear response state. If you can sense, and then short-circuit your physiological reactions as they arise, you’ll be in a […]

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  • Changing a culture is not for the faint-hearted

    Changing a Culture is Not for the Faint-Hearted

    I used to say that, with any team, nothing happens unless a leader makes it happen. But, to be more accurate, I now say that nothing different happens unless a leader makes it happen! A leader… that’s you, right!? To make any serious change requires a change of culture—the way we do things around here—and […]

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  • When to part ways with a poor performer

    When To Part Ways With a Poor Performer

    How do you know when the right time is to let someone go? It’s a significant decision that you shouldn’t make lightly, because you know it’s going to have a major impact on their life? The time to make the decision is… as soon as you know. We all know the inevitable answer long before […]

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