From my associate Janice Giannini. A leader leaves a difficult meeting believing, “I was clear, decisive, and appropriately direct about the urgency. Several people
Organizations will often use assessments when they are unsure about an employee, a candidate, or a leadership team. They want to know if someone
From my associate Athena Yu. Recently, I attended the Chamber of Commerce for Greater Montgomery County’s golf outing. Like many things, on paper it
From my associate Grant Tate. Last week I went to a bank—a real one. You know, those small roadside office-like businesses, with a huge
From my associate, Janice Giannini. Many leaders can feel it: ordinary customer interactions now carry outsized weight. A delayed refund, a confusing fee, a
Most organizations want to believe they deliver a strong customer experience. Their people work hard. Their teams care. Their leaders talk about service, responsiveness,
From my associate Janice Giannini. Organizations invest heavily in leadership development, yet many still struggle to build a reliable bench of leaders whose judgment,
From my associate Grant Tate. Leadership has always resisted a clean definition. That’s not a failure of management science. It’s a feature. What philosopher
Some leaders naturally learn by solving the problem in front of them. They do not spend much time gathering information “just in case.” They
For years, many organizations treated marketing activity and sales development as if they were roughly the same thing. If enough emails were sent, enough
From my associate Janice Giannini. In many industries today, the most important sales work occurs before a buyer ever speaks to a salesperson. For
From my associate Grant Tate. A few years ago, one of my coaching clients called with an urgent question. “I’ve just been appointed Director
From my associate Janice Giannini. A.I. is not just changing how work gets done. It is quietly changing what it means to lead. A
From my associate Grant Tate. Let’s be honest: the traditional organizational chart is starting to look a little… dusty. You know the one—the classic
A reflection on structure, stress, and leadership design From my associate Janice Giannini. For much of modern corporate history, optimization drove management team structure.
Most nonprofit management team structures did not emerge from deliberate design. They evolved—often organically—around the individuals who happened to be willing and available. A
From my associate Dan Elliott. Most organizations say they care about results, and their training programs reflect that. People are trained on targets, metrics,
From my associate Janice Giannini. The article Why Training Fails—and What Leaders Must Do Differently makes a necessary point: training often fails not because of
Most leadership and sales training programs don’t fail because the content is poor. They fail because organizations misunderstand what training is supposed to do. Too
From my associate Dan Elliott. In every profession, people strive for better results, better focus, and a better rhythm to their work. Yet most
From my associate Janice Giannini. Leadership teams often approach sustainability backwards. Too many organizations begin with KPIs, dashboards, reporting frameworks, and audit checklists. But
From my associate, Grant Tate. By now, A.I. isn’t new. In fact, nearly nine out of ten organizations report using A.I. in at least
Every year, leaders across industries sit down with their executive teams to set goals, outline initiatives, and discuss where they want the organization to
From my associate, Grant Tate. “How are you using A.I. in your executive coaching business?” Tom asked. “I’m experimenting,” I said, “but there’s so
From my associate, Janice Giannini. Have you ever felt like you’re working harder than ever, yet standing still? Many of us reach moments when
Understanding the invisible barriers that keep talented professionals from embracing developmental coaching. Most people like to see themselves as open to learning. However, when
From my associate Dan Elliott. If the past half decade has taught us anything, it is that the pace of change and disruption is
From my associate, Grant Tate. A.I. can write a strategic plan for a small organization in fifteen minutes; provided, of course, one has all
Most plans admire outcomes; too few deliver them. In a 3–5 year horizon, that gets expensive. Our stance at Paradigm is simple: you’re not
From my associate Janice Giannini. Where Strategy Meets Human Wiring Every fall, executives gather in boardrooms to build their strategic plans. Using pretty charts
From my associate Dan Elliott We often pride ourselves on being logical, rational thinkers. We gather the facts, weigh the options, and make well-reasoned
From my associate Janice Giannini. Most leadership development efforts today miss the mark. They teach how to manage goals, communicate clearly, delegate efficiently, and
From my associate Grant Tate. My phone rang on a quiet Tuesday morning a few months ago. On the other end was Thomas, a
The most dangerous knowledge gap in an organization isn’t likely to be technical. It’s strategic. And it’s hiding in plain sight—within your managers. While
From my associate Grant Tate. This month’s theme is customer experience. But instead of diving into data dashboards, journey mapping, or A.I. chatbots whispering
From my associate, Janice Giannini. In any business, one truth remains: the customer has a choice. Unless you can dictate that choice, which few organizations can,
While many organizations focus on the fundamentals of responsiveness and efficiency, the most distinguished companies elevate customer service by tapping into lesser-known yet impactful
The world often responds when a new leader enters the spotlight—whether in the Vatican, the C-suite, or a national government. Sometimes the reaction is
From my associate Janice Giannini. In a world defined by constant change and persistent ambiguity, effective leadership doesn’t begin with strategy; it begins with
From my associate, Grant Tate. My bookcase is full of leadership books. And I’m one of thousands (if not millions) of leadership coaches. How
In selling services—far more than products—establishing credibility and trust is the essential first step that many salespeople overlook or rush through, ultimately weakening their
From my associate, Dan Elliot Did you know that 80% of new businesses fail within the first five years due to poor sales strategies?