Focus on the Fundamentals of Effective Communication within an Organization-Part One
by Dan Coughlin

Recently I was asked by a client to put together a full-day interactive seminar on how people can communicate more effectively with other employees inside their business. My first thought was that this would be like asking a scientist for a cure for the common cold.

By far and away the biggest issue inside of organizations is the way the individuals communicate with one another. I've worked now with over two hundred organizations. To prepare for my work, I have many times interviewed anywhere from five to twenty people inside the organization to better understand their perspectives. Generally speaking I ask them to share their thoughts with me on what makes the organization effective, what makes the organization ineffective or gets in the way of it being as effective as it could be, and what would make it more effective.

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Multipliers
by Liz Wizeman

During the summer of 1987 Gabriel Oz, like virtually all of his peers, entered the army as part of the national military obligation of Israeli citizens to serve in a combat unit. Gabriel, a smart, confident, eighteen- year-old with a boisterous laugh, was selected for tank commander instruction and sent to the Golan Heights for basic training. .

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Those Pesky Millennials
by Jones Loflin

A recent program started as normal. I arrived into the room over an hour early, worked with the meeting planner and a/v manager to get my technology ready, and had 45 minutes left to talk with the arriving conference members. It was lining up to be another fantastic day.

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A Converstaion with Chester Elton
from Realizing Leadership Magazine by Laurie Wilhelm

We’re speaking with Chester Elton who co-authored with Adrian Gostick several best-selling business books including The Carrot Principle which has been a regular New York Times and Wall Street Journal bestseller, 24-Carrot Manager which Larry King called a “must read for modern-day managers” and The Orange Revolution which was the number one selling business book in the United States according to the Wall Street Journal.

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Twelve Questions with Jim Collins
by Jim Collins

In 1988, I had the great privilege to inherit teaching responsibility for a course on entrepreneurship and small business management at the Stanford Graduate School of Business. As I was preparing for my first year of teaching, I began to revise the syllabus for the course. The opening line of the syllabus read something like, “this will be a course on the mechanics and challenges of the entrepreneur and small business manager." For some reason, I impulsively changed the opening line to reframe the course around the question of what it would take to turn an entrepreneurial venture or small business into an enduring great company. I remember looking at that new opening sentence, and thinking to myself, "Wow, I don't know anything about that."

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