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Rene Boer

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The Four Delusions of Success

Written by Rene Boer on March 16, 2017

In his book What Got You Here Won’t Get You There, Marshall Goldsmith points out that the fundamental beliefs that drive our success can also make us resistant to change. We overestimate our contributions and sometimes take credit for things that others have accomplished, while often ignoring our own shortcomings. These delusions are the result of success, not failure. He observes that the four key beliefs that have helped us become successful can also make it very difficult for us to effect change.

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Win Real Commitment from Every Team Member...Every Time

Written by Rene Boer on February 16, 2017

What do people in your organization do when decisions don’t go their way? Do they accept the decision even though they disagree with it? Do they demonstrate through their words and actions that they support the decision and that they’re committed to achieving the objective? When communicating inside or outside the organization, do they give the impression that they are completely on board? Do their actions follow their words?

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A Great Habit is Hard to Break

Written by Rene Boer on December 26, 2016

After a client's recent EOS session, an owner of the company made a comment about the importance of repetition in mastering a skill. Specifically, he was talking about the weekly Level 10 meeting and, after just six meetings, how much better his team was becoming at identifying, discussing and solving issues, getting things done, improving communication and team health. He told his team, “Imagine how much better we’ll be after 52 weekly Level 10 meetings?”

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Are High-Performers Holding Your Company Hostage?

Written by Rene Boer on October 10, 2016

You may have inherited, hired, or promoted people who you’ve recognized and rewarded for exceptional production and output—only to hear rumblings that they're getting those results in ways that damage your company’s reputation, aggravating fellow team members and undermining everything that you’re trying to accomplish for the long term. These are usually me-first versus we-first people who put their interests before the Core Values of the organization.

In the meantime, they continue to produce results, but they get those results in ways that go against the company culture. In other words, while they are highly productive short-term, they're killing your company long-term.

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Why Great Bosses Don't Tell You What To Do

Written by Rene Boer on September 15, 2016

If you’re like most bosses, you do most of the talking. Frankly, this one-way-street behavior needs to change. Your job is to ensure that the dialogue is 80/20, where your direct report is doing 80% of the talking and you’re talking only 20% of the time. The only way to make that happen is to ask questions instead of making statements.

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