Research shows that great coaches and leaders see having the “difficult conversation” as an opportunity. They know that the most important thing about the difficult conversations is to have them.

Let them be messy, human and real, but have them – lots of them, because they are relevant to the leader and the organization. Avoidance of the difficult conversations is an organizational – team performance stop sign.

Winston Churchill said, “The price of greatness is responsibility.” I personally think he was speaking to the leaders ability to have difficult conversations.  read more »

Less is more; we’ve all heard it.

So what does it really mean to the mind-set of a tournament golfer or today’s “new economy” workplace teams?

It means you want to know how to do it, how to get more with less. You want to know to take less shots on the golf course and move up the leaderboard, you want to know how to put more points on your sales board with your smaller business teams, it means you understand the expenditure of human energy.  read more »

We must dare to be great, as it does not come easy. While many who would seek to lead are good, greatness is a scarcity. Why? How you ask? It takes
F O C U S.

To dare implies a willingness to chance both success and failure, to take risks, to step beyond what is comfortable to the realm of the unknown and uncertain. To allow ourselves to see what we don't see, and to know equivocally, in our hearts, we get what we focus on first. And what we focus on shows up first!  read more »