Metacognition: Think about your thinking
The more leaders can increase their metacognitive skills, the better decisions they can make for themselves and their companies...
No pulled punches: Managing conflict in the workplace
I don’t know many business owners who wake up and say, “Wow, I’m really looking forward to a full day of conflict”...
Battling bureaucracy: Scale while preserving your entrepreneurial DNA
Although bureaucracy is not usually a problem for second-stage companies, it’s something that business owners need to be aware of...
Old school or new school, micromanaging doesn’t make the grade
Micromanagers are typically viewed as people who provide too much feedback, who are constantly looking over your shoulder and telling you how to do something. Yet a recent Gallup article points ...
8 steps to navigating uncertainty
As business leaders struggle to navigate COVID-19, one of the most difficult challenges is dealing with the many levels of uncertainty...
Deep work: Moving beyond busyness to true productivity
Today’s technological tools are useful, but too often they seem to be using us — keeping us busy but not productive...
All the world’s a stage: the importance of shifting roles
As they launch and scale a business, company founders encounter a series of pivotal points that require them to embrace different roles...
Lighten your leader’s load
Middle managers can add value to their organizations by not only influencing subordinates but also their bosses, a concept known as “leading up.”
Enlightened entrepreneurs: The road to progress and prosperity
Entrepreneurs are often told to focus and “stay in their lane.” Granted, you can’t be all things to all customers. But in second stage, it’s important to keep evolving...
Getting hand: Strengthening relationships with buyers and suppliers
The power that buyers and suppliers are able to exert over your company, and vice versa, has significant impact on your ability to compete and be profitable...