Of all the intellectual challenges I can name, likely none is greater than thinking outside of the box in which you have been living all your life. In contrast, being analytical is easy. So is being intellectually rigorous. Tenacity and

I recently facilitated a gathering of 10+ CEOs who are all leaders of private equity-backed companies. These are talented, highly successful individuals, so you might expect that our conversations revolved around the cutting edge of innovation and breakthrough ideas. Not

Contrary to popular wisdom, when managing people, harmony is not the goal. Your job is not to make everyone so comfortable and blissful that they always have a smile on their face and a spring in their step. That is

I’ve noticed that several of the best leaders among my client base are meditators. They’re very self-reflective. They think about how they’re impacting other people. I’ve watched their EQ grow as they think about questions such as… — How did

Often, members of a leadership team jump into a conversation and they quickly latch onto a solution. In effect, they are saying, “Here’s something that might make things better.” The problem is that this rush to a solution skips the

Thinking back to my recent paragliding experience at Jackson Hole, I’ve gained fresh insight into the advice, “Show, don’t tell.” If my pilot had merely given me the sail and harness, and said, “Run off the side of this mountain