Blogs

August, 2020THE PACIFIC INSTITUTEARTICLESWhile you want your team to collaborate and leverage each other’s ideas and efforts, more often than not, one or two members of your team get caught up in the Idiot Response. The Idiot Response is more common than you might...

july, 2020THE PACIFIC INSTITUTEARTICLESThe immediate assumptions we wrap around ideas and information is our blink response. (Malcolm Gladwell wrote a book, Blink, about this very response). Our blink response is based on our past experience and knowledge; it allows...

July, 2020THE PACIFIC INSTITUTEARTICLESThere are two fatal flaws in coaching others into better performance:• Overuse of Command (micro-managing)• Overuse of ConsensusEffective leaders recognize that both Command and Consensus have their place, and they are skilled at...

July, 2020THE PACIFIC INSTITUTEARTICLESAs leaders, we generally have many opportunities to have one-on-one meetings with each of our direct reports. These meetings tend to be focused on the problems of the moment, and issues that need to be solved today. Very little...

July, 2020THE PACIFIC INSTITUTEARTICLESIn these disruptive times, many of us are stuck in our normal way of looking at creating new growth. Our traditional problem-solving focus assumes that if we solve all the problems then we are left with great performance and...

July, 2020THE PACIFIC INSTITUTEARTICLESAs you are working through the ever-changing landscape of business today, how will you and your organization emerge from this crisis? What culture changes have occurred with your team? Have those changes been purposeful or...

june, 2020THE PACIFIC INSTITUTEARTICLESJust as an effective organization has their Mission, Vision, Strategy and Values statements to guide their choices in making decisions, leaders need to be explicit to themselves and to their teams regarding what their underlying...

june, 2020THE PACIFIC INSTITUTEARTICLESAny time we make changes in our organizations, from a platform change in software to a strategic change in marketing, we need to Connect the Dots for all our staff by answering these five questions.* Why are we changing?  As a...

June, 2020THE PACIFIC INSTITUTEARTICLES Many companies are waiting for the “new normal” to emerge so they can make choices on how they fit in the new economy. Great companies are creating their future by establishing their value in the marketplace. They are doing this...

June, 2020THE PACIFIC INSTITUTEARTICLES This is the final of five blogs covering the potential workplace triggers that make up the SCARF model (NeuroLeadership Institute). SCARF stands for Status, Certainty, Autonomy, Relatedness and Fairness. When one of these is...

May, 2020THE PACIFIC INSTITUTEARTICLES This is the fourth of five blogs covering the potential workplace triggers that make up the SCARF model (NeuroLeadership Institute). SCARF stands for Status, Certainty, Autonomy, Relatedness and Fairness. When one of these is...

may, 2020THE PACIFIC INSTITUTEARTICLESThis is the third of five blogs covering the potential workplace triggers that make up the SCARF model (NeuroLeadership Institute). SCARF stands for Status, Certainty, Autonomy, Relatedness and Fairness. When one of these is...

May, 2020THE PACIFIC INSTITUTEARTICLESThis is the second of five blogs that cover the potential triggers in the workplace that make up the SCARF model (NeuroLeadership Institute). SCARF stands for Status, Certainty, Autonomy, Relatedness and Fairness. When one of...

may, 2020THE PACIFIC INSTITUTEARTICLESThe amygdala hijack (Daniel Goleman – Emotional Intelligence) is triggered when an individual experience a significant emotional threat. When this happens, their rational thought process is compromised and the person defaults into...

april, 2020THE PACIFIC INSTITUTEARTICLESFollowing last week’s post of building resiliency, what if you follow those four steps to help build the resiliency and people are still not getting things done?  How do we hold them accountable?While we want to recognize the...

april, 2020THE PACIFIC INSTITUTEARTICLESOne of the most common errors leaders make is their desire to be efficient when communicating with their teams. When we attempt to be efficient, we tend to focus more on what needs to be done. When your staff run into setbacks,...

April, 2020THE PACIFIC INSTITUTEARTICLES As many articles have gilded our global situation with a silver lining, a common thread is how productive we can be when we are social distancing. Think of Issac Newton who, during his over three-year isolation from the plague,...

april, 2020THE PACIFIC INSTITUTEARTICLESFor most of the population currently working from home, this situation is outside of their “normal” comfort zone, which is strange because most of us are pretty comfortable when we’re at home. When we are outside of our comfort...

April, 2020THE PACIFIC INSTITUTEARTICLESSince her 2010 TEDx talk, Brené Brown has delivered vulnerability front and center as a key part of being human, and in leading others.  Like previous disruptions to the conventional view of leadership, many of us have struggled...

March, 2020THE PACIFIC INSTITUTEARTICLESAs leaders helping our teams grow, we occasionally are confronted with an individual who is stuck because they cannot see themselves overcoming their latest challenge. In this current time, dealing with the reality of today has...