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The Circle of Safety – Establishing Trust through Teamwork

Written by Dean Breyley on May 13, 2019

In a growing company, it’s normal to feel like we're constantly in a battle for resources, results, energy, and people’s time and attention. Often, these daily challenges lead to unwanted tension and frustration.

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3 Ways to Build Trust in Your Organization

Written by Jim Coyle on December 20, 2018

The foundation to a healthy team = trust. The fabric of all organizations = teams. So, the more trusting your teams are, the healthier you will be as an organization.

I just did what Ms. Shultz taught you in your dreaded geometry class: if A = B and B = C, then A must equal C. It’s one of the tenets of sound logic. 

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Would This Conversation Happen in your Company?

Written by Dan Wallace on July 23, 2018

A few years ago, one of my clients was planning to step down as CEO within a couple of years and wanted to appoint his successor from inside the company. What made this tricky was that there wasn't a single, obvious candidate. Recognizing that whomever he chose would need some time to grow into the role, he wanted to get an early start. The first step was finding out who was interested and how the rest of the team felt about them.

Rather than bury this issue in a series of secretive one-on-one conversations, he asked his team a simple question: “Who among you is interested in becoming our next CEO?” Three hands went up. What happened next was remarkable.

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Trust and Done

Written by Ed Callahan on July 19, 2018

One of the transformations that happens to companies when they implement EOS® is that they create a leadership team that trusts each other. Often, before EOS, company leaders spend lots of time in unnecessary meetings updating each other on commitments they have made to each other or on the progress of the functional group they lead for the company.

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The Secret to Small Business Success with Less Effort

Written by Mike Kotsis on January 2, 2017

Annual planning season is upon us. This is the time of year that many of my clients have their two-day offsite annual planning sessions. It’s their opportunity to reflect on last year’s successes and misses, as well as getting clear on where to focus their time, energy, and resources over the coming year.

In a recent annual planning session with a financial services company, the six-person leadership team had an a-ha moment. They are all very polite, friendly people who are hard workers, but they didn’t fully trust each other. They trusted each other to do their jobs and get stuff done, but they didn’t have a vulnerability-based trust. What does this mean?

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