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Leadership Caffeine Podcast—Thomas Wedell-Wedellsborg on What’s Your Problem?

By |2020-04-28T17:19:12-05:00April 28th, 2020|Decision-Making, Leadership Caffeine, Leadership Caffeine Podcast, Leading Change, Product Management, Project Management, Think Differently|

Thomas Wedell-Wedellsborg joins Art Petty on the Leadership Caffeine podcast to discuss his book, What's Your Problem? To Solve Your Toughest Problems, Change the Problems You Solve. The focus is on using reframing as a method to explore problems from alternative viewpoints and to identify creative solutions. The book is a great resource for everyone anywhere who is regularly called upon to solve problems in organizations.

Leadership and Management Book Talk #7: Talking About Clayton Christensen

By |2020-02-25T09:36:32-06:00February 25th, 2020|Art of Managing, Leadership, Leadership and Management Book Talk Podcast, Leading Change, Management Innovation, Strategy, Think Differently|

The world of business lost a giant thinker recently, who by all accounts was a fabulous person. I'm referencing Harvard's Clayton Christensen, perhaps best known for his thinking and books focused on The Innovator's Dilemma. Wally Bock and I connected on the latest episode of our podcast to talk about Christensen and his books.

Leadership and Management Book Talk #6: Words Matter—Great Books for Developing as a Communicator

By |2020-02-11T09:26:37-06:00February 11th, 2020|Career, Challenging Conversations, Leadership, Leadership and Management Book Talk Podcast, Self-Development|

Words matter! We all know this, yet for many, there's room to strengthen how we present and project ourselves in our daily exchanges with colleagues, team members, and bosses. In this episode of the Leadership and Management Book Talk Podcast, Wally Bock and I share our favorite resources for strengthening communication skills.

The Leader’s Role in Accelerating Strategy Execution

By |2019-12-22T12:01:56-06:00December 22nd, 2019|Leadership, Leadership Caffeine, Leading Change, Strategy|

The role of top leaders in guiding strategy creation is well documented. Less understood is that once the strategy is formed and shared, the leader’s actions must focus on minimizing organizational friction—the processes, cultural nuances, and political and personal impediments that threaten the organization’s speed-of-execution.

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