Dr. W.E. Deming, the father of TQM (Total Quality Management) and the whole Lean movement, once said: Without data, you’re just another person with an opinion. And then Professors Milo Jones and Philippe Silberzahn, authors of an insightful book that dissects the failures of arguably the largest data organization in…

Confucius once said, “At fifteen my heart was set on learning, at thirty I stood firm, at forty I had no more doubts, at fifty I knew the will of heaven, at sixty my ear was obedient, at seventy I could follow my heart’s desire without overstepping the boundaries…

“It’s not that they don’t get it. It’s that they’re resisting.” “I don’t get it. This plan makes so much sense and my people aren’t getting it!” Karel is the APAC marketing head of a medical device company. “Well, they get it Karel. But they’re resisting. And for a reason.” Lisa, my co-coach whom we are coaching Karel and his team…

Getting things done, it’s so hard to seek team members to follow-through, isn’t it. As boss, how do we ask our team members “can you see to it?” without sounding hard-pressing and controlling? Try “c2it”; a mental model that I created for sharing with team members what “see to it”…

This is the basic Kanban board. It’s a pull system. You populate everything that you can possibly think of (as of now) of what you or your team want to do in the Backlog. From the Backlog you pull items that you want to take care of in the near…

Addressing the “Always On” Fatigue of Remote and Hybrid Working with Asynchronous Communication “I miss working in the office, at least I was able to clock-off and mind my own business at the end of the day. But this last year of remote working, there’s been no boundaries between work and private life when working from home. …

David Marquet’s “Blue & Red Work” David Marquet is the former US submarine commander that you may have read his book “Turn the Ship Around!” and his famous video on “intent-based leadership,” which is his take on how to transform a passive team of instruction followers into critical thinkers and autonomous decision makers. In his second…

The situation is volatile, uncertain, complex, ambiguous, overwhelming (VUCA”O”). We have an immediate, mission critical challenge to tackle. We need team alignment, and as leader I am tempted to exercise strong command — I am thinking “Now’s not the time for democracy.” …