Research tagged with "Motivation"

Too often in leadership, frustration arises not because of deep disagreements but rather because of misaligned "modes" of working. In our VEGA model, there are four modes of work (play profiles): visionaries, explorers, galvanizers, and achievers - name the one you're in, and growth will be an act of play.

Have you ever received advice from a mentor that was so pointed and brilliant that it instantly changed you? Neel shares three tips from mentors: balance impact and opportunity, be coachable, and test your thinking.

How does a master woodworker maintain such flawless efficiency in their shop? Too many teams fall into chaos due to poorly organized work. Master four work types to elevate your team's productivity and innovation: play-based, process-based, project-based, and idea-based.

Boeing was once synonymous with quality and safety. But as focus shifted from customers to stakeholders, their culture eroded, and with it their planes and reputation. This fate could have been avoided using three leadership techniques: health checks, goal checks, and skill checks.

In our gut, something about blame feels wrong. Yet even in high-performing organizations, blame is common. It's time we unpack blame - why it happens, why it hurts performance, and what to do about it.

Too many employees are stuck in an endless rut of meetings and memos, accomplishing less and moving slower. In a more volatile and rapidly changing world, this is exactly the opposite of what every organization needs to do. To create highly functional organizations at scale, leaders must first understand the five most common root causes of organizational dysfunction: 1. The world is more volatile 2. Companies are not built for volatility 3. Scaling without skilling 4. Mismatched time horizons 5. The nature of work itself is completely changing