There are other lessons to learn from “Apollo 13”. Changing your organization may be like bringing a spacecraft into Earth’s atmosphere – without careful planning and proper course correction, things may miss their targets, overheat… or worse. Continue reading Feeling Gravity’s Pull
The engineers in HBO’s “Chernobyl” demonstrate the all-too-real flaws of poor problem-solving: Jumping to cause (and never letting go), refusing to accept data, and focusing on blame. Continue reading Trouble-Shooting Meltdowns
Consultants are frequently (OK, always) asked to change a client’s culture for them. Can’t be done – that has to come from the inside.
What we *can* do is recommend specific behaviors – and trust that hearts and minds follow. Continue reading Own Your Culture: Fake It til You Make It
Would you take business advice from this man? I did!
And here’s what I learned about motivating – and demotivating – employees. Continue reading Everything I Need to Know I Learned from George Carlin
The best of them bleed it out, while the rest peter out.
And other things about being a leader I learned from listening to loud music. Continue reading Learn to Fly: Management Lessons from Dave Grohl
Shakespeare gave us the language of love, but he also gave us some darn good rules for management.
Most of his tales – with the exception of Henry V – are cautionary ones. Here are seven things you definitely don’t want to do! Continue reading Seven Leadership Secrets from Shakespeare
Will ‘Accountability’ repeat as the Most Annoying Buzzword of the Year???
Fill in your brackets and follow the fun! Continue reading March Madness! Annoying Buzzword Edition
Even high-profile investigations get knocked off course when they pursue WHO to blame, rather than the underlying causes behind WHY it occurred.
In this post, the first of three, I discuss the hazards with chasing the Who and not the Why. Continue reading Good Investigators Don’t Search for the Who
A common perception is that ‘following a process’ means limiting staff creativity. When processes are designed and implemented correctly, that simply isn’t true.
Here are some non-traditional examples of very strict processes with very creative outputs.
‘I don’t know, maybe I wasn’t clear. But I thought I told you to keep your mouth shut.’
‘I had to tell them something.’
‘You tell me you want these guys off your back. Next thing I know, you’re saying, yeah, maybe they can have a piece of Mr. Lovejoy. I couldn’t believe my ears.’ Continue reading Giving Up Mr. Lovejoy
If paranoia, fear, and/or curiosity are the primary reasons to attend a meeting, consider finding more productive things to do with your time.
No one ever got promoted for attending meetings.
James Bond may be licensed to kill, but he sure isn’t certified to run a project.
You know who runs a good project? SPECTRE.
A ‘KT Classic’ from RJB. Continue reading James Bond and the High-Stakes World of Project Management
Who doesn’t hate Tom Brady?
Objective knowledge of ‘Should’ and ‘Actual’, though, calls into question the merit behind Deflategate and his ultimate suspension.
A ‘KT Classic’ from 2015. Continue reading Knowing the Value of Knowing