Explore practical insights, frameworks, and thought leadership designed to help organizations improve performance and accelerate growth.
Both/and thinking helps leaders see competing demands more clearly. Progress begins when one priority receives protected time and the team names what will stop, shrink, or move.
Fortune 500 values statements converge on the same handful of words, and the words rarely survive contact with a real decision. This post breaks down why espoused values don’t move performance on their own, and how DLP’s MEET framework forces a shared definition before it costs a quarter.
Roughly seventy percent of organizational transformations fail, and the number hasn’t moved in decades. A specific pattern shows up in many of them: a leader who decides alone, moves fast, and mistakes speed for progress. Here’s why that pattern breaks, and how PRESSURE is sequenced to catch it before the transformation stalls.
Planning your 2027 conference or SKO? Here’s how to pick a keynote speaker who matches what your audience needs to walk away with.
Group brainstorming produces fewer ideas than silent, individual work. Learn the research-backed fix — and how PRESSURE, MEET, and LOOP apply it.
Training that doesn’t stick and deals that stall share a root cause. Learn the two mechanisms behind both, and how to fix each one.
The two earlier posts in this series argued that goal-setting frameworks — OKRs, EOS Rocks, Scaling Up’s Four Decisions — assume a problem has already been agreed on, and that the agreement is usually missing.
Ask a leadership team what problem their quarterly goal is solving, and the answer is often just the goal, restated. “Our problem is we need to hit two million dollars.” That isn’t a problem statement.
A rollout goes sideways for a specific, boring reason: two people in the room were solving different problems, and nobody caught it before the goal went up on the whiteboard.
Goal-setting theory is one of the most tested findings in management science. Here’s why most organizations still get it wrong, and the three failure modes that erase the advantage.
Every dollar you’ve ever spent on training that didn’t stick proves it — you just didn’t want to call it that.
Your New Hire Isn’t the Problem. Your System Is Defending Itself.
