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

Life is difficult. Therapy can help. A mentor of mine once referred to therapy as a "legitimate shortcut to personal growth." Learn more about how to find a good therapist.

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 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.

As a fan of both Star Wars and DiSC, I gathered a team of colleagues to assign DiSC styles to 15 famous characters from the franchise.

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

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.

Tips on how to be a better, more engaging facilitator of live-virtual training. Part one of two.

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

Here's a model of behavioral influence that's useful for any leader invested in helping people and teams perform better.

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

A study from psychologist Ron Friedman suggests high-performing teams find success by making better, stronger social connections.