Book Titles

When agile gives leaders more room to focus on the much-higher-value tasks that only they can do, agile can become an operating system for disciplined radical adaptability.

How well a team learns and grows from change under normal conditions is a massive predictor of how resilient that team will be when exposed to extreme and sustained levels of pressure and adversity.

High-performing teams are designed to be resilient because team members contract with each other for mutual support through cocreation and co-elevation.

As a leader, you must take ownership of the resilience of your teams while ensuring that your team members share responsibility for each other’s well-being.

Teams succeed or fail together, and through our own behavior, we can either enhance or diminish our teammates’ resilience.

Employee energy is the fuel of any enterprise, and that’s especially true at the team level, where there is a direct connection between team energy and team performance.

Individuals may be undergoing personal problems or experiencing stress in ways you may not understand.

All the training in the world won’t help if organizational leaders do not model the right kind of behavior.

The pandemic exposed the enormous danger of ignoring future risks and opportunities that are already visible to us but still not yet seen.

The purpose of foresight is to identify what you need to do today in order to succeed tomorrow.