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Want to Accelerate Innovation? Embrace the Power of "And"

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The pressure’s building. It’s a consumer-driven world, and staying relevant means keeping pace with an ever-intensifying rate of change.

With so much data available now, new competitors are popping up all over, ready to fill the void if you can’t keep up. The race is on to get there first, to get that new product out there or to innovate your process so you can meet demand and stake your claim on the market.

There are some obvious advantages to being first to market with a new product or innovation. But in the rush to be first on the scene, with the analysis done and the case made, it can be pretty tempting to ignore potential user issues or alternative ideas, or to downplay latent quality issues or opportunities for improvements.

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4 Steps to Integrate Thinking into Your Team Building Exercises

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Team building exercises. Just the words can bring up strong feelings and long memories, from awkward exercises and superficial “feel-good” activities to other tasks that have questionable—if any—lasting business value.

But we know that teams are essential to getting work done in today’s business environment. A large majority of the workplace now spends a high percentage of its time in team-related activities, and this trend is only expected to escalate.

But as we also know from our own team experiences, you don’t automatically get the results you’re looking for just by bringing people together. Communication breakdowns, competing priorities, conflict and a lack of trust are just a few of the obstacles that can, and often do, get in the way of the team’s success.

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What Good Listeners Know

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When you’re delivering a presentation, conducting a training class or just having a conversation with someone, of course it’s important to focus on what you’re saying. But what about the rest of that equation?

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Leaders Not Listening? Use Your Head if You Want to Be Heard

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I often hear business people say they’re having a hard time getting a “seat at the table.” Or they’re concerned that the leadership team isn’t “getting” their ideas or acknowledging the improvements they’ve made.

This struggle to prove the business value of what we’re doing is often rooted in a tendency to speak from our own thinking preferences rather than adjusting for the needs and expectations of senior business leaders.

And when it comes to how senior leaders think, some clear patterns have emerged. Our data has consistently shown that most C-level leaders have natural preferences that span the four quadrants of the Whole Brain® Model. That means if you want to build your credibility and get your ideas heard, you need to cover all the thinking bases:

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Meet Your Customers Where They Think

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One of the traps of our technology-enabled, overloaded world is that we often default to a one-size-fits-all approach when dealing with others. When you’re expected to “do more with less” and shift your priorities and attentions on a dime, template-izing repeated tasks or common responses seems like a good way to shortcut the process.

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