Angry Teachers
If you follow my blog you know that I am a fan of Angry Birds; both the game and the movies. I have blogged about Angry Birds on four different occasions: Teaching Like Angry Birds, Angry Birds University, The Angry Birds Effect, and “I’m Not A Leader!” ~ Red. Now I am adding a fifth post about this Rovio Entertainment created phenomenon that I love to use as a guide to great teaching and leadership.
This week I did a professional development for Mevers School of Excellence on student engagement. I have been working with this school’s teachers on professional development by customizing a series of professional development units using teacher walk through data and student data. These teachers are phenomenal and deserved a great finale to the year long work we have been doing. So, this professional development unit was titled “Angry Teachers.” Catchy, don’t you think? We certainly don’t want our teachers to be angry, but we do want them teaching using the principles employed by Rovio that have made this game such a phenomenon. The only homework prior to the evening’s professional development was to have the Angry Birds Classic game downloaded on one of their devices.
I led off with the statement, “Everything you need to know about teaching you can learn from Angry Birds.” I think some were skeptical, but I really do believe this statement. Then, of course, I had them play the game with the volume turned up and take notes about what they learned. Needless to say, they had so much fun. I had them take notes on what they were learning that could be applied to great facilitation of learning. Here is what we talked about:
- Make it easy to start the task.
- Show, don’t tell.
- Give useful and immediate feedback.
- Make it easy to recover from failure.
- Complicate the task gradually.
Think about it; if a teacher is getting just those five things done he or she is on the way to providing great facilitation of learning. Then after playing a little more I broke them into groups and had them develop the learning even further. Here are the graphic representations of their learning the 10 groups came up with:
Pretty amazing work! Now, consider the following:
1. Angry Birds involves practice without penalty.
2. Angry Birds offers the opportunity to constant feedback.
3. Angry Birds inherently teaches that different tools have different purposes.
4. Angry Birds has a built in mechanism for knowledge transfer.
5. Angry Birds rewards perseverance.
6. Angry Birds gives no time limit.
No wonder we are all addicted to this game! Now if only we could ensure that our
classrooms are always safe spaces to practice new strategies, offer students a range of possibilities for how to succeed in their learning, give our students constant feedback, and support knowledge transfer within and among our courses. So, do you agree? “Everything you need to know about teaching you can learn from Angry Birds.” Our students deserve us to be “Angry Teachers!”
Pushing Our Boundaries & Reaching Beyond Ourselves
As I was driving across Central Florida from Orlando to Tampa yesterday on I-4, I noticed a place that I will definitely have to factor into my next excursion for facilitating my Florida 3D Leadership gatherings. When I got to Polk City I looked over to the north and saw a place called Fantasy of Flight. As you all know, I am an avid student of the history of flight; particularly as it relates to the Wright Brothers. I have blogged about them so many times I am not going to put any links to posts here, but if you search Wright Brothers here in my blog you will find lots about the inspiration I have found from these two great men in our world’s history.
I say world’s history because I really believe that their tenacity and vision for the why of flight might be the single most important innovation ever. This is why I was so struck by the name of this museum and event venue – Fantasy of Flight. It is so perfect because for so many flight was a fantasy. But, the right brothers took the fantasy and made it a reality. This quote from the owner, Kermit Weeks, is so perfect (Not to mention that I love metaphors!):
“Flight is the most profound metaphor for pushing our boundaries, reaching beyond ourselves, and freedom. And…don’t we All…fly in our dreams?” ~ Kermit Weeks
As I continued across the beautiful Florida countryside I noticed many birds and remembered how the Wright Brothers studied the wings of birds and how they took off, landed, climbed in altitude, and glided. I can imagine them fantasizing about flying. It is hard for me to imagine what was going through their minds. I’ve never lived in a time without airplanes, so I am envious of their incredible, artistic, and creative abilities that it took to invent the first plane. They used intersective innovation by taking the design of the bird and applying it to the first flying machine. Amazingly, those same designs and innovations on the first Wright flyer are in use on the plane I am sitting on right now, preparing to fly me home.
Imagine the audacity to think they could build a machine that would fly. Remember, people made fun of them. Also, the audacity to know what being able to fly would do to affect all generations to come. In other words, WHY being able to fly would be advantageous to the human race. Basically, everything in the Smithsonian National Air and Space Museum , where their first plane is on display, is there as a result of the Wright Brother’s innovative leadership! Additionally, there would be no Fantasy Of Flight museum without the Wright Brothers.
I am so glad I was paying attention on my drive yesterday and saw Fantasy Of Flight. It also gives me something to look forward to exploring. I so want to meet Kermit Weeks. I also see where they have flying experiences available in bi-planes – I am so doing it! I can’t wait to fly out in the open air like Orville did on that fateful day in December, 1903.
The Wright Brothers believed that just because it had never been done before, did not mean that it could not be done. They were modeling for us how to push beyond the boundaries. Think about all the impossible things that have been conquered by man. These things might include, landing on the moon, landing a craft on Mars, curing many diseases, organ transplants, and yes – even first flight.
What are you working on that is pushing your boundaries? What is your Fantasy Of (insert here)? Go ahead, fly in your dreams!
Collaboration
The following is an excerpt from The 9 Dimensions of Conscious Success.
Collaboration
By David Nielson
There is a notion that Edison was a master inventor who wore a lab coat and sat in his lab all day working alone and coming up with amazing inventions. This is far from the truth; in addition to being a great inventor, he was also a master collaborator.
Edison brought in hundreds of collaborators to help create prototypes and commercialize his inventions—people such as investors, engineers, and others to help him develop and promote the products. This led to creating more than 200 companies. In 1890, Edition established the Edison Electric Company, bringing together his various businesses.
When Edison heard that Alexander Graham Bell was going to commercialize his phonograph and cylinders, Edison knew it would make his technology yesterday’s news. He did not tackle this problem alone; he gathered a team, and for three days they worked on a technology that would jump over Bell’s—and they succeeded.
The thing about entrepreneurs is they are fantastic at creating ideas, but they sometimes fall short by not following through and implementing the ideas. That is one of the reasons why they have to learn to collaborate with others.
“Many ideas grow better when transplanted into another mind than in the one where they sprang up.” ~ Oliver Wendell Holmes Sr.,
The Poet at the Breakfast Table
There are many other examples in history. Consider the teams that worked on putting a man on the moon. It took hundreds of a variety of people and talents to build the craft. They needed all sorts of engineers to figure out the trajectory, communications, and more to take a team into space, fly them to the moon, land and then walk on the moon, return to the craft, fly back to Earth, and finally safely land. It required tremendous collaboration to make that happen.
A great movie, Hidden Figures, emphasizes the critical role of three women doing very important math and technical work to support astronaut John Glenn’s flight, without which the flight would not have been possible. Again, great collaboration to accomplish
a common goal—a common purpose.
About David Nielson
David Nielson brings over four decades of corporate, Fortune 500, and private consulting experience in organizational change management, leadership development, and training. David has helped guide large-scale change initiatives and business strategy driven by ERP, mergers, restructuring, and the need for cultural change. He’s been a featured and frequent speaker at PMI, Project World, Chief Executive Network, Management Resources Association, TEC, IABC, Training Director’s Forum, and the Alliance of Organizational Systems Designers.
David has worked around the world delivering training and consulting Services. In all those years, those countries, those clients; David has observed, learned and collected great experiences and teaching points. David decided to work on a way to “give back.” His latest book, The 9 Dimensions of Conscious Success helps readers identify their definition of purpose professionally and personally to achieve conscious success.
We Must Listen For What Is Not Being Said
One of the things I love most about facilitating our Noble Education Initiative 3D Leadership gatherings is when participants say things that really make the group dig in and think. This is heuristic learning at its best. Last night one of our central Florida participants made the comment that as a leader she needs to “listen for what is not being said.” This caused a good discussion around the idea of why was something not being said or were the things not being said even known about to be said. That’s quite a mouthful, don’t you think?
So, how does one get better at paying attention to what is not being said? Good question, right?
Sometimes the challenge is on the end of the person or group communicating with us. If you think about it, we’ve all been in this situation, or at least I have. There are times when we just don’t have the knowledge, words, or correct vocabulary to express what we are thinking. Additionally, the other person does not have the emotional self awareness to convey what they are feeling to get their needs on the table for discussion. Furthermore, there are times when people are just afraid or uncomfortable to intimate their honest thoughts, opinions, and feelings.
We must, as leaders, listen for avoidance of topics, vague communication, or lack of knowledge. These are all cues that something may not be being said that should be. We can combat this by doing more listening than talking. Also, we need to listen to understand, not listen to respond with an answer. We should think more in terms of what is the right next question. Word clues are great to listen for. Finally, we need to pay attention to body language and other non-verbal cues that tell us the person or group we are convening with has more information that is not being told.
In our discussion, we decided there is to perfect equation for listening for what is not being said, but that we must be curious and listen for underlying issues or topics. We need to ask clarifying questions to make sure we we understand before moving on from a topic. Listen and clarify!
Teaching Like Angry Birds
I am not a big game player on my phone, but I love Angry Birds. I have blogged about this game twice before in The Angry Birds Effect and Angry Birds University. Just in case you aren’t familiar with Angry Birds, it’s simple: the pigs have stolen the birds’ eggs. This has made the birds angry. Therefore, they allow you to slingshot and catapult them into the pigs’ fortresses. The birds love every minute of it.
The thing that still amazes me about Angry Birds is that a person can download the game and be playing in 10 seconds. You are given small pieces at a time in a way that makes it possible to master a level in 30 seconds. In education we call this chunking. I always wonder why we can’t create learning management systems (LMS) in education the same way. Instead the first thing that has to happen with a new LMS is to take a training on how to use. With Angry Birds this is done real-time as you go.
In Angry Birds the learning is paced and is scaffolded just like in a great classroom. Once you develop foundational skills you are given new birds with different abilities. At the same time different scenarios are introduced. This is a very engaging and developmental path to mastery.
The game also has a very well structured star ⭐️ system. And remember you are able to play over and over making improvements to reach mastery. We need to operate more like this in education. Players are also able to earn badges. I love the way schools are adding badging to their e-portfolios.
Another very cool addition is that of tools that can be used. These tools include an earthquake, a scope, extra power sling shot, bombs, and more. These really teach creativity and problem solving because you only get so many. Therefore, the player must decide the right time and how best to use these limited resources.
As you can see, Angry Birds supports many learning principles and best practices. Rovio just continues to make improvements. I last blogged about Angry Birds in 2014 and this game continues to improve and be a relevant example of how to lead learning.
School Is For The Student
I am reading an incredible book right now by Roger Daltrey, the frontman of The Who. As you know, I love rock music and am so intrigued by those who have artistic talent and took the risk to make it big. And, make it big The Who did…The Who is arguably one of the most influential formative influences during the development of rock and roll 🎸. I’m only half way through the book and now I want to meet Roger Daltrey. Oh…the places he has been and the things he has done!
“If anyone had ever once sat me down and explained that school was for me, not the teachers or the system, and there were reasons why I should stick at it, it would have been totally different. But no one ever did.” ~ Roger Daltrey, frontman for The Who in his book Thanks A Lot Mr. Kibblewhite: My Story/Roger Daltrey.
This post is about a statement in the book and the reason for the title. Mr. Kibblewhite was Roger Daltrey’s Principal who kicked him out of school. So…he’s thanking him? That really made me think. But then Daltrey wrote this statement: “If anyone had ever once sat me down and explained that school was for me, not the teachers or the system, and there were reasons why I should stick at it, it would have been totally different. But no one ever did” (Daltrey, 2018, p. 21). I haven’t been able to get this statement out of my mind ever sense.
Did you catch what he said? That someone should have explained that school was for HIM, not the teachers or the system. Part of the reason no one ever sat him down and told him this, is because we forget it, or never believed it to start with. School exists for the students. Period. Not for the teachers or the system.
Schools are such complex and contested institutions in my country 🇺🇸 and globally. While every member of our society is promised a good education, there are ongoing inequalities that are fueled by race, class, and gender. Somehow, I believe education failed Roger Daltrey. Now I get that he did things that caused the expulsion – he divulged those in the book. But, again, I go back to the statement I can’t get out of my mind, “If anyone had ever once sat me down and explained that school was for me, not the teachers or the system, and there were reasons why I should stick at it, it would have been totally different. But no one ever did.” Daltrey needed to know the “why” and no one ever took the time to tell him.
Now you can argue that had he not been kicked out of school that any number of the 100 different paths that Daltrey would have taken wouldn’t have led to The Who. You are probably right, but how many other students are lost that don’t have the grit of a Roger Daltrey? For some, then, schools are seen as a means for learning and mobility; for others they are “sorting machines” that maintain social inequality. I believe we need to make sure that schools are student centered and not school system centered.
I have said it many times that many of the things we have done around holding schools accountable have forced us [schools] to make decisions in order to make the school look good without any regard to what the students need. We have it backward. If our students are successful and achieving the outcomes necessary for postsecondary success, then certainly, the school has done its job. It’s really about considering questions of relevant academic content, methods of teaching, ways of learning, and overall educational aims.
Another statement Daltrey made in the book was, “There was the maths teacher who hated me because I hated maths. I just couldn’t get it to go into my brain. I don’t know why they don’t work out which kids are good at maths and let them get on with it and which ones aren’t and give them a break. We still haven’t worked that one out today. It’s mad.” (Daltrey, 2018, p. 15). What he is really saying is why didn’t anyone ever make math real for him? Why was school work not made to be like real work. Daltrey went on to say, “Obviously it helps in life if you can add up a few numbers but I could do that. How else do you think I managed to work out how much we were being ripped off when The Who started making proper money in the 1970s?” (p. 15). Think about if math would have been taught in the context of managing a band. We must make education relevant for our students. Otherwise, we will lose them.
Our schools are effective only when we refocus on meeting the individual needs of students rather than the needs of the education system or the broader society. We must have our students ready to be a part of and function in a global economy and society. Remember, school is for the student.
Reference
Daltrey, R., 2018. Thanks a lot Mr. Kibblewhite: my story / Roger Daltrey. New York, NY. Henry Holt and Company.
The Blind Spots Identified
The following is an excerpt from What Are Your Blind Spots?
The Blind Spots Identified
By Jim Haudan and Rich Berens
We have identified five leadership blind spots that perpetuate disengagement and indifference. They do the exact opposite of creating thriving, innovative workplaces that turn customers into advocates and fans. Let’s take a quick look at each one before each chapter breaks them down further and answers the key questions leaders need to ask themselves in order to see things as their employees do.
Leadership Blind Spot #1: Purpose
Common Misconception. Purpose matters, but it doesn’t drive our numbers.
The Basics. While there was a time when employees were only paid to complete a specific set of tasks, there is way more to it than that today. Many leaders are starting to embrace the concept of purpose but fail to actually run their businesses in a purpose-driven way.
The Question We Will Answer. As leaders, how can we put purpose at the center of the way we operate our business and achieve exceptional financial results because of it? Leadership
Blind Spot #2: Story
Common Misconception. We have a compelling story to tell that our people care about.
The Basics. Most organizations have a semi generic vision statement, accompanied by what seems like too many slides to outline their strategy for what winning looks like for the organization. Leaders believe they have a compelling story to tell, but when seen through the eyes of the employee, the complete opposite is often the case.
The Question We Will Answer. What makes a strategy story compelling, and how can we craft one for our people?
Leadership Blind Spot #3: Engagement
Common Misconception. Rational and logical presentations engage the hearts and minds of people.
The Basics. In many organizations, a tremendous amount of money is spent creating strategies to win. Those strategies then get communicated using PowerPoint presentations, road shows, or town hall meetings—but things seemingly get stuck. Employees fail to connect with the strategy, leaders are frustrated about the lack of progress, and managers just try to hold the ship together.
The Question We Will Answer. How do we move from presentations to conversations and create genuine engagement in strategies in the business?
Leadership Blind Spot #4: Trust
Common Misconception. People will not do the right thing unless you tell them what to do and hold them accountable to do it.
The Basics. Companies want and need to deliver great service to differentiate themselves, and the common belief is that the best way to deliver this is to create tight processes, scripts, and routines that minimize variability—to hold people and their behaviors to a strict policy and uniform standards. But that approach will never create consistent yet unique, differentiated, and personalized experiences that lead the market.
The Question We Will Answer. How can we trust and scale the unique human judgment, discretion, and care of our people, while at the same time having firm standards that we all share?
Leadership Blind Spot #5: Truth
Common Misconception. My people feel safe telling me what they really think and feel.
The Basics. In many leadership teams, what people really think often gets discussed in the hallways and bathrooms and by the watercooler rather than in meeting rooms. People don’t feel safe telling the truth because they don’t think it is smart or safe to do so. Many leaders believe that to be effective and successful, they need to be smarter than the next guy, fight for their area of the business, and not show vulnerability. This mentality creates lack of trust, collaboration, and common ownership for a greater goal—and ultimately greatly slows down execution speed.
The Question We Will Answer. What can we do as leaders to make it safe for our people to tell the truth and act on those truths to make the business better?
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About Jim Haudan
Jim Haudan is Co-Founder and Chairman of Root Inc. Root Inc., the organizational change expert on helping companies create leadership alignment, execute strategies and change successful, build employee engagement, and transform businesses. He is a sought-after business presenter who has spoken at TEDx BGSU, Tampa TEDx, and The Conference Board. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Rich Berens is CEO and Chief Client Fanatic of Root Inc. The book equips readers with the tools needed for a personal leadership reset. You’ll discover how to increase engagement, productivity, and growth in your own organization.
About Rich Berens
Rich Berens is CEO and Chief Client Fanatic of Root Inc, and has helped align leaders at Global 2000 organizations to drive strategic and cultural change at scale. He is a noted speaker on the issues of, transformation, and how to create lasting change and has authored articles for numerous publications and blogs. Under Rich’s leadership, Root has been listed among the Great Place to Work® Institute’s top 25 places to work, been named to the Inc. 5000 fastest-growing companies list, and experienced 10 years of consecutive growth. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Jim Haudan is Co-Founder and Chairman of Root Inc.
Cultivating Your Team For Maximum Growth & Blooms
Consideration of the flower bed and the flower farmer is fertile ground that allows a leader to reflect upon her or his own performance. It gives insight into the needs of the flower bed (the people) and the outlook and perspectives needed by the person involved in floriculture (the leader). As leaders we need to develop ourselves as a leader and as a servant so that, together with our people, we can flourish and achieve our full potential in the purpose of our organization.
I was reminded of this flower bed analogy this week when working with our South Carolina 3D Leadership cohort. I already blogged about our project of carving pumpkins to tell the story of “Truths We Are Frustrated With.” Click here to read my original post about this project from our Indiana cohort entitled, “The Messiness Of The Truths We Are Frustrated With.”
Ms. Russell’s Pumpkin 🎃 Carving
Ms. Linda Russell, Kindergarten teacher at Mevers School Of Excellence in Goose Creek, South Carolina, carved her pumpkin in the shape of an irregular flower with her as the stem. Her point was that everyone, just like the petals of a flower, develop at different rates, different sizes, in different ways, and has different needs. As Ms. Russell works as Kindergarten lead, this is a truth she has to remember. She has to work hard to not be frustrated by this, but embrace it. As I always say, we work really hard at differentiating for our students, but then don’t do a good job of differentiating for the different professional growth needs of our team members.We need to design professional growth opportunities that embrace the fact that we all develop like flowers. Too often, we fail to be good gardeners (leaders) in providing the choice, agency, and nurturing our team members deserve. How about about you? Are you doing everything you can to enhance the growth of your blooming team members?
Creating a Strategy for a Compelling Story
The following is an excerpt from What Are Your Blind Spots?
Creating a Strategy for a Compelling Story
By Jim Haudan and Rich Berens
A few key concepts must be established when creating and delivering an effective story. Each and every time you create an effective story, you must:
• Identify your primary audience.
• Focus on the overall message.
• Outline the core drama.
• Make it personal.
• Practice delivering it.
Let’s explore how to execute each one together.
Identify Your Primary Audience
Before you start crafting your story, you should have clarity on who your primary audience is. What is this group’s mindset and knowledge base on the content? Do you want the people in the group to be excited, curious, fearful, apprehensive, or charged up? How much do they know about your story already? Do they have any preconceived notions? If you don’t have full awareness about your audience, you could craft a compelling story that misses the mark with those you are trying to reach.
Focus on the Overall Message
Just about every great story has an overarching message, moral, or key takeaway. Think of any of your favorite movies. There are many subplots, but they tend to be connected to one larger dominating theme. In Star Wars, the Rebels beat the Empire and destroyed that darn Death Star the enemy kept rebuilding. In E.T., Elliott and helpers made sure to get the poor fellow back home. Think of the story you want to tell your employees.
If being risk averse is a core concern within your organization, you might focus on how taking risks and embracing failure is essential for long-term success as the major guiding thought. If the key concern is speed and adapting to a rapidly changing competitive environment, the ability to collaborate, transcend silos, and work differently might be your guiding thought.
Outline the Core Drama
Any great story has a core drama that shapes its narrative. Whether it’s something that disrupts, creates a new challenge, or forces the key characters to think and act differently, drama is present. Be clear on that drama and make it a critical component of your narrative. This could be a nontraditional competitive threat, the inability to work together within the organization, or a dramatic shift in customer expectations. No matter the situation, you will want to build out that core drama element and channel most energy toward overcoming that issue.
Make It Personal
Every story gains credibility and authenticity when it feels real and personal. So if you think that changes in customer expectations are a real threat to how you can compete, share personal experiences that friends, family, or even you personally experienced when purchasing your product or service. This might create unexpected “aha” moments. We were working with the CEO of a leading building products company that had great products but was struggling with the customer experience it provided. At a leadership meeting, the CEO shared a detailed account of how he remodeled his kitchen and the very frustrating experience he had buying his cabinets and said that he was inclined never to do it again. It made the challenge more vivid and personal, and it moved the topic from an intellectual customer experience problem to a meaningful account of what it is like to interact with the company’s products and channels in real life.
Practice Delivering
It Interestingly, when we ask leaders how often they practice giving a keynote speech or a key presentation to their board, they respond by saying, “Always.” When we then ask how often they practice telling their strategy story to their people, their answer is, “Rarely.” Like most things in life, it takes practice to be great. In boxing, the conventional wisdom is that you have to practice for 30,000 minutes to be good for 3. Comedians run through an incredible amount of reps before they master the timing of their jokes. As leaders, we often share content in real time and don’t practice our delivery. The ability to practice how you tell your story, where to emphasize certain points, where to pause for reflection, and how to really engage with your audience simply takes time and practice.
Putting These Steps into Action
By combining these story creation essentials (primary audience, overarching message, core drama, making it personal, and practice), you will have a storyline that complements your vision headline.
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About Jim Haudan
Jim Haudan is Co-Founder and Chairman of Root Inc. Root Inc., the organizational change expert on helping companies create leadership alignment, execute strategies and change successful, build employee engagement, and transform businesses. He is a sought-after business presenter who has spoken at TEDx BGSU, Tampa TEDx, and The Conference Board. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Rich Berens is CEO and Chief Client Fanatic of Root Inc. The book equips readers with the tools needed for a personal leadership reset. You’ll discover how to increase engagement, productivity, and growth in your own organization.
About Rich Berens
Rich Berens is CEO and Chief Client Fanatic of Root Inc, and has helped align leaders at Global 2000 organizations to drive strategic and cultural change at scale. He is a noted speaker on the issues of, transformation, and how to create lasting change and has authored articles for numerous publications and blogs. Under Rich’s leadership, Root has been listed among the Great Place to Work® Institute’s top 25 places to work, been named to the Inc. 5000 fastest-growing companies list, and experienced 10 years of consecutive growth. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Jim Haudan is Co-Founder and Chairman of Root Inc.
Leader Traits From The Palmetto State
I was reading some research on leadership development this week and one of pieces that jumped out at me was the statement, “what leaders really want is a personalized experience and the opportunity to learn from…their fellow-leaders.” I was reminded of this last night during the September 3D Leadership gathering of our South Carolina members. One of the things discussed during our plus/delta time at the end was the fact they were able to discuss freely and transparently which made it possible for them to get to know each other and learn from each other. In fact one participant said, “I’m so glad you brought up the issue of communication and that we discussed that. Now we can work on making it better.” Effective leadership development involves time for reflection and learning from those around us.
We did one such learning activity last night where the South Carolina group developed their own top list of good and bad leadership traits. It was a great discussion with being supportive coming out as their number one trait every good leader should have. Here are the rest of their results:
Here’s what we know: Success in today’s world depends on how leaders perform as a team. The unpredictable and rapidly changing landscape, whether it is in government, education, or business, means you need to have people with a variety of skillsets and mindsets who can quickly step in to show leadership in response to a variety of challenges. This is why organizations need to look at all employees as leaders, with “leadership potential,” and start developing leadership potential earlier in careers. That is why we do 3D Leadership – to help our leaders Discover, Develop, and Distribute leadership wherever and whenever it is needed.
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