Tag Archives: Gil Crosby

Leaders must add “structure”

I colleague recently asked: “I invite you to share more of your structure-based approaches that you have used to convert or help each type (theory X and theory Y). I would like to learn more.” To which I replied: The … Continue reading

Posted in Leadership | Tagged , , , , , | 1 Comment

Navigating Tuckman’s Stages: Leading Groups from Forming to High Performing post #3

Continued from an earlier blog entry: Dispersed Participation Dispersed participation means tapping into the minds of all who are in the meeting and encouraging that they become engaged. It is living the value of wanting everyone’s opinion and knowing that … Continue reading

Posted in Leadership | Tagged , , , , , | Leave a comment

T-Groups – “…the most significant social invention of the (20th) century.”

T-Groups are a unique learning methodology invented in 1946 by Kurt Lewin, who many consider the founder of organizational development. Carl Rogers, a renowned psychotherapist, reportedly described the T-Group as “…the most significant social invention of the century.” We strongly agree. … Continue reading

Posted in T-Groups | Tagged , , , , , , , , , , , | 3 Comments

Leadership – the first chapter from my new yet to be published book

Excerpted from “Leadership can be Learned” Chapter One: Leadership Take clear stands and stay connected – the essence of leadership. The task of being an effective authority figure remains the same, whether your role impacts many (President, VP, CEO, etc.) or … Continue reading

Posted in Leadership | Tagged , , , , , , , | Leave a comment

Vision is Not Enough! Leadership Lessons from Military History

I wrote this for the most recent issue of the organizational development newsletter I edit: “Oh those men, those men over there! I cannot get them out of my mind.” Such was the lament of General Ambrose E. Burnside, after … Continue reading

Posted in Leadership | Tagged , , , , | 2 Comments

Leadership is the “root cause”

I’m fresh back from a ten day journey through London, Krakow, Budapest and Bucharest. What I saw and heard in my business conversations convinces me more that I’m on the right track thinking about the systemic influence of leadership behavior. … Continue reading

Posted in Culture Change, Leadership | Tagged , , , | 2 Comments

The Nuclear Industries Blind Spot (and they’re not the only ones)

I wrote this as part of a Linkedin Nulcear Safety Culture Group. In sum, the nuclear industry, and many outside that industry, while understanding some of the behaviors and processes necessary for healthy culture, don’t have a clear grasp of … Continue reading

Posted in Culture Change, Leadership, Safety Culture, Survey Feedback | Tagged , , , , , , , , , , | Leave a comment

Don’t Chase the Stray Cow – Lessons on Leadership and Human Systems (from my upcoming book “Leadership Can Be Learned”)

“That’s just like my cows.” I’ll never forget Norm, a down to earth engineer who had been dealing with and managing people for decades, speaking up during the retreat I was facilitating. I had just drawn a bell shaped curve … Continue reading

Posted in Leadership, Systems Thinking | Tagged , , , , , | Leave a comment

Managing the Wired Generation

I wrote this in response to my friend Mark Schaefer. He writes a pithy and practical marketing blogg which fouces on the us eof social media and has a large international following. In Mark’s last article, he posted a provocative question: … Continue reading

Posted in Generation Gap | Tagged , , , | 2 Comments

Resistance to Change

 I think it’s helpful for leaders to get it that “resistance” is a wired response of the reptilian brain. The reptilian brain is constantly monitoring the environment for danger, and any change in the environment increases risk (from a pure … Continue reading

Posted in Change Management | Tagged , , , , , | Leave a comment