Rushing to fix problems without good data leads to costly mistakes. Take a scientist's approach: "I don't know—let's find out!"

The key is to integrate winning and success, with a heightened emphasis on acting with integrity.

With the right leadership development, managers can learn to recognize and reduce accidental self-sabotage.

Leaders often feel trapped between two bad options, where both choices seem to sacrifice something vital. Welcome to the sucker's choice.

Effective leaders focus where they have a comparative advantage, delegate other tasks, and prioritize developing their future leaders.

Loneliness is a silent drain on your startup's most valuable resource: your people. It's costing your business more than you think.

Escaping the blame-game unleashes untapped potential. Improve problem-solving by shifting your focus from finger-pointing to accountability.

In this post, I explore how the "knower trap" hinders problem-solving and offer strategies for recognizing and getting out of it.

In a world filled with uncertainty, the ability to make accurate predictions is a valuable skill. What do superforecasters have to teach us?

Cultivate a workplace where the practices of continuous learning and growth thrive—with these five principles.

HPTs embrace an inherent paradox—that creation and innovation is often impossible without some friction.

The S-Loop is a cyclical, four-stage problem-solving framework that can help you tackle complex problems in human systems.

DiSC and MBTI can be useful for team-building and personal development, but I strongly recommend against their use in the hiring process.

Unlock potential in your startup or small business with peer-coaching. Develop your leaders and solve problems better, faster, and cheaper.

Four systems outlining the relationships between leaders and their teams to help you understand productivity, progress and how to improve.

In a TED video, Atul Gawande summarizes what we do at RPC every day—we help managers learn to analyze and solve problems in human systems.

Skill alone is not enough to guarantee performance. You must also have opportunity to perform, self-efficacy, and a supportive environment.

To have productive difficult conversations take the perspective of the other, think about what you truly want, and don't take it personally.

A few excerpts from an article by Maria Konnikova about Dunbar's number, the nature of friendship and the limits of social media.

A troupe of jugglers from Berlin helps us apply a simple, powerful framework for thinking about and diagnosing problems in human systems.