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Honda Waigaya and Outward Bound – Lessons in Patient Leadership

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action.

sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders.

But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action.

The Outward Bound Team-Building Experience

More about Honda below, but first:

If you have ever been through an Outward Bound-style team-building activity, you might nod your head at this story:

A while back, we put a team people in charge of getting themselves across a mythical stream using wood beams and rope, with wood blocks serving as rocks in the stream. The progress was typical:

  • The loudest voices jumped in first with ideas, and wanted to test their hypotheses with action while others came up with alternatives.
  • More contemplative minds took some quiet time to consider possibilities, not ready to commit to action until thought had been put into the consequences (Note: The rules of the game stipulated that anyone who “fell” into the river could no longer talk, but still had to be successfully transferred to the far side with the rest of the team.)

Where did the solution come from?

  • One of the introverts listened to all the ideas tossed around without contributing any of his own, then after about ten minutes asked for the chance to speak without interruption, and presented a synthesis of two or three of the ideas that clearly seemed worth trying.
  • With some modification, that plan worked, and the group got everyone over the river just within the time limit (including the loudest voice, who had fallen into the river during a trial of his own idea, and had to stay mute for the balance of the exercise!)

What can you do to set the stage properly to allow your team to approach unexpected events effectively without having to “rush the gates?”

  • Have the confidence in your team to demand “time to think” when senior managers are calling for action.
  • Have preliminary answers to questions like “what are you going to do to solve the problem?”
  • Validate that leader’s concern that a timely solution be obtained, but share a clear explanation of why giving the process a little time find not just a stop-gap solution, but one that addresses underlying causes of the incident, or creates a more productive, time-saving or cost-saving solution.

honda-cars-logo-emblemThe Honda examples shared in the S+B article are instructive, because they point out that a mindset of inclusion, a lack of blame throwing and naysaying, and a willingness to let ideas percolate through collaborative discussions has great long-term value to the organization. Processes will experience continuous improvement, cost savings that are not immediately obvious will be found, and every member of the team will be valued and better engaged in their work. All are positive influences on productivity.

Work ahead of time, every day, on embedding in every team member the habit of self-regulating their contributions to be:

  • Forward-thinking rather than backward-dwelling
  • Contributory: Each new comment must additive, even if only to clarify a thought, or summarize and move the conversation out of a rehashing of past discussions (no one speaks just to speak, for instance.)

How may we help team CTAHas your group or team been able to restructure your collaborative problem-solving behaviors to keep them focused, aligned and biased towards action? Is it possible to make decisions in a timely matter and yet still guarantee full inclusion of all diverse points of view? Is every contribution valued and considered, or do the louder or more senior voices tend to dominate the discussion?

Creating collaborative, inclusive mindsets within teams is our stock-in-trade, so let us know if you have any questions about how to embed these more productive collaborative mindsets within your team.

 

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“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

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Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

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How often have you heard these signs of impatience during a group meeting about a particular problem:

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“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

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How often have you heard these signs of impatience during a group meeting about a particular problem:

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“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

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“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement is a Two-Way Street

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

You Will Not Engage Every Employee – Nor Should You

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Make August Your Personal Rejuvenation Month

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

The Unbiased Opinion is a Myth. Discard It.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

When Motivating Employees, Do Words Get In the Way?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How to Sell Senior Executives on the Value of Talent Development

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Temporary Project Teams Need Scaffolding to Work Well

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

To Manage or To Lead – That is the Question

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Break Conversational Habits to Break Out of Ruts

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Schedule that “Thirdly Review”!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Make Spring Fever a Productive Force at Work

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Change Happens Inside Out – Driven By Middle Managers

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How Quickly Does Your Culture Sub-Optimize New Talent?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How Do You Fix a Jerk at Work?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

More Grist for the “Why Are Employees Not Engaged” Chat Mill

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Tips for Kicking Off 2015

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement Must Address Professional and Personal Performance Factors

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Happy Holidays from Bovo-Tighe!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

2014 is Done – Time to Kick-Start January

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Happy Thanksgiving from Bovo-Tighe

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Defend Human Development Investments Strategically

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Be Great to Work With

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leaders Must Still Manage. You Don’t Get Off That Hook!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

It Takes Time to Change Employee Habits – And Lots of Support.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Recognition – Easy to Say, Hard (it seems) to Do

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Misguided Advice from Monster about Aspiring to a Leadership Role

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Master the Art of Questioning (and Listening) to Better Raise Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Kick-Start Your Team’s Productivity Push for Autumn

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leaders Master the Art of Questioning to Raise Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Asking Silly Questions Makes You Smarter

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement is Personal, So Personalize Your Approach

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leaders: Spend More Time Leading People and Less Time Doing Stuff

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Take Steps to Run Better Meetings – Walk While You Talk

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement is Really Simple – But Does Take Energy and Focus

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Great Leaders See Themselves as Others See Them – And Engage Better

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Sayonara June! Hola July! Time for Mid-Year Resolutions.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Reset Your Leadership Mindset for the Next Six Months

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Great Leaders Make Life Better for Their Followers

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Defend No Process – Defend the Mission Against Old Processes

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How to Maintain Workplace Productivity During the Summer Vacation Season

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

A More Productive Mindset for Work in Six Steps

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Honor the Last Full Measure of Devotion on Memorial Day

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

As a leader, you will get angry – How you handle that anger is critical to team productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Middle Managers Can All Lead – If You Show Them How

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Never Assume: Pursuit of Truth Makes Decision-Making Better

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

The Last Mile of Employee Engagement is the Hardest to Travel

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

We Love the Energizing Month of May

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Transformational Leadership Skill Spring Shape-Up

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Toyota Agrees: Machines Don’t Innovate – People Do.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Development Gaps Expose a Lack of Strategic Commitment

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

“Overnight” Organizational Change Takes Great Long-Term Leadership

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Does Your Online Presence Promote You?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leaders Don’t Pick Winners: Develop All of Your Team Members

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

May the Wind be at Your Back this St. Patrick’s Day

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Lessons for the Ides of March

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Our Foundations of Excellence Refresher

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Great Conversations Build Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

i4cp Research Isolates Six Key Employee Engagement Factors

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Tap Untapped Talent You Have Already Hired

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Each Great Leader is Unique, But They All Engage

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Annual Performance Reviews Should be the Icing not the Cake

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Resources We Rely On for New Ideas about Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Machines Don’t Innovate: People Do.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Hide From Your Manager to Get More Done!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Quotes to Get Your Mind Set for February

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Development Does Not Have to Cost an Arm and a Leg

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Why Does Leadership Development Fail to Create Great Leaders?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

New Year Resolution: Make a Habit of Your Productive Mindset

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Lessons from Scrooge and the Grinch

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Merry Christmas from Bovo-Tighe

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

A Culture of Agility Requires a Commitment to the Pursuit of Truth

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Lean Manufacturing Demands Fully Engaged Employees

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Happy Thanksgiving from Bovo-Tighe

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Rob Markey of Bain and Co.: Employee Engagement Rocks!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Flexible Job Schedules Can Win Employee Loyalty

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement a Strategic HR Imperative for 2014

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Maintaining Work-Life Balance During the Holidays

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

The Paradox of Employee Engagement: It Works Yet Few Companies Try

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Remember Veterans on Veterans Day with a Heartfelt Thank You

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Defuse the Gunpowder Barrel with Sustained Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Happy Halloween from Bovo-Tighe!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How Pessimists Keep Optimists in the Black

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Gallup Employee Engagement Results Not Budging

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Stop Being Nice at Work? Not So Fast!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Three Leadership Tasks That Unleash Team Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

What Prevents Teamwork From Adding Value?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How Can You Make a Vacation From Work Truly Stress-Free?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Have Employees Track Their Own Successes to Raise Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

A Quick Cost/Benefit Analysis of Employee Training and Development

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Participates in 2013 CLO Forum

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Labor Day in the U.S.: A Connection to Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Great Employee Engagement Starts by Asking a Lot of Questions

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Inspiration for a Hot Day in August

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement Remains Elusive: You Are the Problem and the Solution

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

More Thoughts on the Great Value of Middle Management Leadership Training

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Working from Home Does Raise Employee Engagement, if Done the Right Way

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Define leadership more broadly. Anyone can lead, at any level.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Engaged Employees Accumulate Business Acumen

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Presents Dole Case Study at HR Star Conference

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Build a Corporate Culture that Embraces Change

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Happy Independence Day

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

CEOs Must Foster Culture Based on People – Not Process

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Gallup Confirms the American Worker Remains Unengaged

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Is it possible to be overworked and underutilized?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Create Great Leaders in Your Organization

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Retain Talent by Fostering Professional and Personal Growth

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Starts with Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Take the Time to Say Thank You to Those Who Died Defending Us

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

When Should You Micromanage Employees?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership in Public Management

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Time to Rehire Yourself?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Of Lollipops and Leadership

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Why We Love May at Bovo-Tighe

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Are Millennials Really Different About Job-Hopping?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe and Harvard Business School Are On the Same Page

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Lessons on Leadership from Britain’s Royal Navy

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Raise the Meaning Quotient for Employees to Raise Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employees Can Only Manage Their Time if the Organization Lets Them

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Goal Alignment Takes Work and Communication that Counts

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Our Philosophy about the Pursuit of Truth Includes Your Health

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Three Key Drivers of Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

March Madness is a Leadership Moment

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

May the road rise to meet you on this St. Patrick’s Day.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Tales from Top People – Courtesy of LinkedIn

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Marissa Mayer Should Focus on Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Accelerative Learning Article Now Posted on eZineArticles.com

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Drop Your Information Filters to Boost Engagement with Fellow Employees

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

More Thoughts on How to Engage Employees

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Quotes that make you think – Are you open to the truths you need to hear?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Passion at Work: Nurturing it Starts the First Day of Employment

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Summer Thoughts on the Pursuit of Truth

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Stop Hating Meetings: Fix Them Yourself!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

101 Steps Towards Better Leadership

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Transformational vs. Transactional Leadership: A Worthy Distinction

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

The Cure for Bad Meetings: Pay Attention and Contribute!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Caring for Your Employees Unlocks Great Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership Behavior Can Stifle Productivity – Even Unintentionally

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership: Its Trappings Lead Good People Astray

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Information Underload: Bad for Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Zen and the Pursuit of Truth at Work

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Client News: Shell Sets Record for Deepest Oil and Gas Well

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Dumb Things Bosses Do

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Dumb Things Bosses Do

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Client Newsletter October 2011

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Steve Jobs: A Born Visionary Who Learned to be a Leader

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Power Breeds Overconfidence in Leaders

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Do You Know All the Facets of Employee Engagement?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Coaching for Senior Executives Must Come Up From Subordinates

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe’s September Client Newsletter – 2011

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Client Newsletter – Summer 2011

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Presenting at the National Property Management Association Annual Education Seminar

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe connects with the HR community at the HR Star Conference

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Book Review: How to be Happy, Dammit!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Client Newsletter June 2011

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

One-Foot-Out-the-Door Disease is Bad for Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How best to make leadership training truly work? Never stop!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Leadership: It all starts with you

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe Newsletter May 2011

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe at the Offshore Technology Conference

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Irrational Decision-Making: Embrace the Human Factor!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Performance Management Needs to Recover its Mojo

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe’s March 2011 Client Newsletter

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

The Bombardier Case Study: Successful Commitment to Employee Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Talent Management: All agree we need it. Few act on it.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Influence Competence: Effective Employee Engagement Skills Under a New Name

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Talent Management: How It Helps With Crisis Management

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement: Have you thought about ice cream?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Tasked with Corporate Training? Seek Outside Help

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe explores Kazakh Psychologies of Achievement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Corporate Cultures: Bottom-up change is best.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Are people truly your company’s best asset? Can you prove it?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Compensation Plans vs Employee Emotion

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Pay-For-Performance versus Full Engagement

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

On Leadership: Would you work for yourself?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Employee Engagement is simply the Foundation for Excellence

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Why doesn’t employee training work better?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Change Management: The entire organization needs to participate

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Fostering Innovation: HR Must Lead the Way

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

About that left brain-right brain split: It doesn’t happen.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

With Leadership Development: Are We Smarter that Fifth-Graders?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe’s January 2011 Client Newsletter

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Bovo-Tighe December Newsletter

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Change employee behavior by changing their bad habits.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Be the first on your block to re-engage your employees.

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

No One Was Ever Motivated by a Meeting

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Meetings That Rock!

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

Corporate Mission Statements die on Plaques

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

How to incorrectly use ‘Management By Objectives’

How often have you heard these signs of impatience during a group meeting about a particular problem:

“Let’s just get on with it.”

“By the time we finish discussing all this, we could have the problem solved.”

“Your first idea usually turns out to be your best idea!”

Inherent in these statements are frustration with the pace of consensus-building (“getting everyone on board” and “letting everyone have their say”) and a desire for action, any action. sb-t-sb_logo_main-newWe are often biased towards action. Blather and meandering discussions violate our “forward-thinking, action-oriented” mantra as leaders. But as a recent story on Strategy+Business.com reminds us, extroverts drive short discussions and “crisis modes,” and unless group norms are embedded that value the exercise of making sure all voices are heard, great ideas risk being lost in the rush to action. The Outward Bound Team-Building Experience

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