Throughout our lives we are told that moderation is best in all things. For example, inevitably professionals advise balance and moderation for diet and fitness. Yet, most Americans are overweight; most Americans are unfit. Why? After all, if moderation is best in all things, it should be best […]
Blog - Page 3 of 14 - Amie Devero
Great Managers are NOT Born, They’re Made
In business, we regularly promote our best and brightest performers to positions in which they have absolutely no expertise, experience or knowledge. Yes, we do. Not only that, we expect them to perform brilliantly although they have received no instruction, training, practice or correction.
“Nonsense” you say. “People […]
First-Time Leadership Fear-Video
We have a strange system in Western business. As soon as you become great at doing something — whether sales, engineering, manufacturing, or making widgets — we immediately put you in charge of other people doing that. It’s as though the mere process of having mastered one skill, any […]
Having Useful Conversations
We all find our identities in various communities, whether friends, family, colleagues, or allies. In those communities we speak to people who largely echo our views, both about the world and about our own decisions and conclusions. Experiencing agreement and reciprocal emotional support makes us feel good about […]
Indecision and Fear
Most of us have experienced a moment when we needed to make a decision, but instead, just gave in and went with the flow. Or, instead of giving in we did nothing. For example, a client of mine allowed a salesperson to stay for an entire year […]
Personal Power Run Amok
For most of my life, through my late twenties, I was dancer. When I was about 14 I recall being in a dance class in which the teacher—she was my idol—asked us all to do a barrel turn. I had never done that jump and was […]
Toxic High-Performers
What do you do about high-performing team members who are also problems for everyone else? They may be the best deal-maker, or the best at operations or an amazing engineer — but they upset their colleagues, refuse to cooperate or otherwise poison the workplace. Do you simply fire them, losing the benefit of their skills and knowledge? Or do you focus on trying to develop their people skills and empathy so they can stay on the team? And where do you even start in dealing with this issue?
Emotional Safety for Innovation Success
Having the emotional safety to fail is fundamental to fostering creativity and innovation.