If the people in your team really trust each other, you can push yourselves to bigger results through an approach I call “Managing by Request and Promise”. The secret sauce is the ability to say no …

You tell your team your big plan. “Any questions?” you ask, and all you get is blank stares. Your heart races. You really need them on board but they’re looking at you like you’re on another planet. Here’s a tip.

If you’re giving feedback only when there’s a problem, you’re going to look unappreciative and petty, which is not a good look. Some ideas here …

Specifics defuse tensions, so being specific and non-confrontational can help you have more useful conversations. Here’s an example.

Is anybody scared these days? The wheels seem to be coming off the bus. But there are ways of keeping your nerve in chaotic times. Use this technique to respond to brutal facts.

Some while back I found this deceptively simple method for giving challenging feedback. The beauty of it is, it’s helpful and nothing else.

There is only so much time in the day, and if you’re not doing the necessary things only you can do, it’s time to delegate.

Project controls and defined contractual accountabilities are extremely poor guarantees of project success on their own. More is needed …

It’s a weak, low-bandwidth medium. If you have to get something done, you need to see your words going in, and the other needs to see your words coming out. Here’s why …

When did we last look up from the day-to-day to the horizon, to spot the big opportunity, or the looming risk, and thought hard about how we’re spending our days in relation to that?