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	<title>Kashbox Coaching</title>
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		<title>Leadership Decisions and Organizational Thinking</title>
		<link>http://www.kashboxcoaching.com/2013/05/22/leadership-decisions-organizational-thinking/</link>
		<comments>http://www.kashboxcoaching.com/2013/05/22/leadership-decisions-organizational-thinking/#comments</comments>
		<pubDate>Wed, 22 May 2013 09:20:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[communication]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[coaching]]></category>
		<category><![CDATA[creative leadership]]></category>
		<category><![CDATA[creative thinking]]></category>
		<category><![CDATA[decision making]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=837</guid>
		<description><![CDATA[What can smart leaders do to avoid making decision errors that lead to business and career bloopers? You can start by reading Decisive by Chip and Dan Heath as well as Thinking Fast and Slow by Daniel Kahneman. Working with an executive coach can raise your level of awareness about your own thinking. It can be helpful to dissect some previous decisions and look at how they could have been improved. Organizations can avoid decision errors by requiring leaders and managers to use checklists, while fostering a culture where people watch out for one another. Team members should be taught to guard against biases and develop a sophisticated awareness of decision-making obstacles. Every organization is essentially a factory that manufactures judgments and decisions. It must therefore work to ensure the quality of its “products” at every developmental stage, to include: Framing of the problem to be solved Collection of relevant information Consideration of alternative points of view Reflection, forecasting and pre-mortem reviews Setting up decision processes and ensuring quality control are alternatives to conducting a postmortem review in the wake of a disaster. We truly need a better vocabulary for decision-making processes. As Kahneman writes: Ultimately, a richer language is essential to the [...]]]></description>
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		<title>Leadership Decisions: Fast and Slow Thinking</title>
		<link>http://www.kashboxcoaching.com/2013/05/15/leadership-decisions-fast-thinking/</link>
		<comments>http://www.kashboxcoaching.com/2013/05/15/leadership-decisions-fast-thinking/#comments</comments>
		<pubDate>Wed, 15 May 2013 12:12:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[creative thinking]]></category>
		<category><![CDATA[executives]]></category>
		<category><![CDATA[management]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=832</guid>
		<description><![CDATA[If you haven’t read this great book on decision making, I suggest you do: Nobel Prize laureate Daniel Kahneman writes in Thinking, Fast and Slow (Farrar, Straus and Giroux, 2011): My intuitive thinking is just as prone to overconfidence, extreme predictions, and the planning fallacy as it was before I made a study of these issues. I have improved only in my ability to recognize situations in which errors are likely.  Kahneman simplifies the mind’s decision-making process by dividing it into Systems 1 and 2. System 1 is fast, routinely guiding our thoughts and actions—and it’s generally on the mark. Our associative memory maintains a richly detailed model of our world, as well as a vast repertoire of skills acquired over a lifetime of practice. This allows us to produce remarkable solutions to everyday challenges.  System 2 is slow. It represents our rational self (who we think we are). It articulates judgments and makes choices, but it often endorses or rationalizes ideas and feelings generated by System 1. But System 2 isn’t merely an apologist for System 1; it also prevents many foolish thoughts and inappropriate impulses from becoming overt expressions. System 2 is not always rational, and we don’t [...]]]></description>
		<wfw:commentRss>http://www.kashboxcoaching.com/2013/05/15/leadership-decisions-fast-thinking/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Be Decisive: How to Avoid Faulty Thinking</title>
		<link>http://www.kashboxcoaching.com/2013/05/09/how-to-avoid-faulty-thinking/</link>
		<comments>http://www.kashboxcoaching.com/2013/05/09/how-to-avoid-faulty-thinking/#comments</comments>
		<pubDate>Thu, 09 May 2013 16:40:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[Leadership Development]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=828</guid>
		<description><![CDATA[I’m curious about business decision process and I’ve been thinking about how even smart leaders can make the wrong choices. For one thing, I’ve been reading Chip and Dan Heath’s new book Decisive: How to Make Better Choices in Life and Work (Random House Digital, Inc., 2013). The Heath brothers are professors who have several bestsellers out including Switch and Made to Stick. Their new book is full of good stories and research. There are plenty of examples of faulty thinking and decision biases. Each of us can learn to recognize the kinds of flawed thinking that contribute to decision errors: Confirmation bias—a tendency to favor information that confirms our existing beliefs. The status-quo trap—an irrational preference for the current state of affairs. The current baseline serves as a reference point, and any deviation is perceived as a loss. Loss aversion—a tendency to strongly prefer avoiding losses over acquiring gains. Some studies suggest losses are psychologically twice as powerful as gains. Sunk-costs fallacy—when people make decisions about a current situation based on what they have already invested. Planning fallacy—estimating and forecasting errors occur when an optimism bias influences decisions and forecasts in policy, planning and management. Leaders tend to underestimate costs [...]]]></description>
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		<item>
		<title>How to Make Great Leadership Decisions</title>
		<link>http://www.kashboxcoaching.com/2013/05/03/how-to-make-great-leadership-decisions/</link>
		<comments>http://www.kashboxcoaching.com/2013/05/03/how-to-make-great-leadership-decisions/#comments</comments>
		<pubDate>Fri, 03 May 2013 08:26:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[management]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=820</guid>
		<description><![CDATA[As a leader, your career depends on making the right decisions: From what you say, to what you do, to how you delegate and spend resources. The normal state of your mind is that you have intuitive feelings and opinions about almost everything that comes your way. ~ Daniel Kahneman, Nobel Prize laureate in economics. We are quick to pass judgment and make snap decisions. The smarter and more educated we are, the more overconfident we are about our conclusions. But let’s stop and think about it for a minute. Humanity doesn’t have a good track record for decision-making. Corporations are even more notorious for failed business decisions on product launches, mergers and acquisitions. Clearly, our brains are flawed when it comes to making sound choices. We are easily biased, prone to influence from emotions and at times irrational without conscious awareness. And yet, we don’t often see our own reality. Or we see it only from our limited perspective. I talk about this “view from inside our heads” with my executive coaching clients. Just about everybody I know struggles with decision making. Researchers have long studied failed business decisions to identify common stumbling blocks. Given that we’re more irrational [...]]]></description>
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		<item>
		<title>Brain Fitness: A Competitive Advantage for Leaders</title>
		<link>http://www.kashboxcoaching.com/2013/04/29/brain-fitness-a-competitive-advantage-for-leaders/</link>
		<comments>http://www.kashboxcoaching.com/2013/04/29/brain-fitness-a-competitive-advantage-for-leaders/#comments</comments>
		<pubDate>Mon, 29 Apr 2013 11:43:56 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[creative leadership]]></category>
		<category><![CDATA[intelligence]]></category>
		<category><![CDATA[leadership coaching]]></category>
		<category><![CDATA[Leadership Development]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=794</guid>
		<description><![CDATA[As a leader, there are many ways you can flex your brain. I’ve mentioned a few in my previous posts here and here. To develop cognitive fitness, you don’t even have to invest in a gym or special equipment—just the right mindset. Challenge and expand your worldview by reading different genres of books, visiting new places and listening to diverse viewpoints. To a lab rat, an enriched environment means getting stroked with a paintbrush or nibbling on a variety of foods and living in a colorful cage filled with lots of squeaky toys. To us humans, it means living an interesting life full of challenge, relationships and accomplishments. ~ Psychologist Jeff Brown and neuroscientist Mark Fenske, The Winner’s Brain: 8 Strategies Great Minds Use to Achieve Success (Da Capo Lifelong Books, 2011) Here are a few suggestions for busy leaders. If you tend to be analytical, engage in activities that stimulate the right brain which governs creative tasks. If you’re more entrepreneurial, try encouraging left brain activities that promote efficiency. Expand your vocabulary, conceptual storehouse and general perspective. Make an ongoing commitment to immersing your management teams in new systems and ways of thinking. Avoid filling teams with people who [...]]]></description>
		<wfw:commentRss>http://www.kashboxcoaching.com/2013/04/29/brain-fitness-a-competitive-advantage-for-leaders/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>5 More Ways to Develop Brain Fitness</title>
		<link>http://www.kashboxcoaching.com/2013/04/23/5-more-ways-to-develop-brain-fitness/</link>
		<comments>http://www.kashboxcoaching.com/2013/04/23/5-more-ways-to-develop-brain-fitness/#comments</comments>
		<pubDate>Tue, 23 Apr 2013 09:40:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[corporate coaching]]></category>
		<category><![CDATA[intelligence]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=790</guid>
		<description><![CDATA[I’m intrigued about the brain and what neuroscientists are discovering. It’s especially important that leaders look at ways they can develop their brain fitness on-the-job, to keep ahead of the curve. Brain fitness is a key competitive advantage for anyone who aspires to higher levels of responsibilities at work. The higher your responsibilities, the more complex and nuanced your job becomes. Will your brain be fit enough to handle the stress? Here are a few more suggestions, based on a Harvard Business Review article on “Cognitive Fitness” by professors Roderick Gilkey and Clint Kilts. Use both sides of the brain. Leadership involves both brain hemispheres. The left hemisphere is the primary source of neural information for routine tasks. The right deals with novelty and innovation, including experiences and data that are less structured. The right hemisphere is more image-based and operates in the realm of metaphors. Think of this division as big-picture vs. small-picture thinking. You’ll need to master both hemispheres to successfully navigate complex business systems, even if you prefer one way of thinking over the other. Use pattern recognition. Your brain scans your environment for patterns, discerns order and creates meaning from large amounts of data. Your organization [...]]]></description>
		<wfw:commentRss>http://www.kashboxcoaching.com/2013/04/23/5-more-ways-to-develop-brain-fitness/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title> 6 On-the-Job Brain Workouts for Leaders</title>
		<link>http://www.kashboxcoaching.com/2013/04/17/%e2%80%a86-on-the-job-brain-workouts/</link>
		<comments>http://www.kashboxcoaching.com/2013/04/17/%e2%80%a86-on-the-job-brain-workouts/#comments</comments>
		<pubDate>Wed, 17 Apr 2013 10:33:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[intelligence]]></category>
		<category><![CDATA[training]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=781</guid>
		<description><![CDATA[I don’t think anyone would disagree: leaders who excel in their positions have brains that are highly efficient at handling complexities and stress. Beyond being born with high intelligence, however, they recognize the need for continually strengthening their brains.  In a November 2007 Harvard Business Review article, professors Roderick Gilkey and Clint Kilts describe the benefits of cognitive fitness for leaders: The more cognitively fit you are, the better you will be able to make decisions, solve problems, and deal with stress and change. Cognitive fitness will allow you to be more open to new ideas and alternative perspectives. It will give you the capacity to change your behaviors and forecast their outcomes in order to realize your goals. You can become the kind of person your company values most. Perhaps more important, you can delay senescence for years. Your cognitive fitness level is determined by your ability to reason, remember, learn, plan and adapt. The following strategies can help you maintain an engaged, creative brain: Expand your experiences. There are two parts to this step: First, learn more about your area of expertise. Second, learn more about outside areas. The brain stores knowledge through exposure to experiences. The more [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leaders: Are You Getting Enough Brain Exercise?</title>
		<link>http://www.kashboxcoaching.com/2013/04/08/are-you-getting-enough-brain-exercise/</link>
		<comments>http://www.kashboxcoaching.com/2013/04/08/are-you-getting-enough-brain-exercise/#comments</comments>
		<pubDate>Mon, 08 Apr 2013 09:41:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[coaching]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[creative thinking]]></category>
		<category><![CDATA[Leadership Development]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=776</guid>
		<description><![CDATA[As a busy executive, you barely have time to get enough physical exercise into your schedule. And now it’s just as important you keep your brain fit and strong if you want a competitive advantage as a high potential leader. The American Heart Association recommends 30 minutes of moderate physical exercise five days a week. Not surprisingly, most large companies offer health-club memberships as a perk, and some even provide onsite gyms. Doctors will tell you that what’s good for the heart is also good for the brain.  Neurons need not die as we age. In fact, several regions of the brain that control motor behavior and memory can actually expand their complement of neurons as we age. This process, called neurogenesis, used to be unthinkable in mainstream neuroscience. Here’s how this shows up in real time: Neurogenesis is profoundly affected by your lifestyle. Your experiences and interactions can help strengthen and improve your brain’s neural networks and cognitive abilities. I see this in the smart leaders I coach. They’re so busy they’ve got their work finely tuned and organized. But it’s often routine and back-to-back with very little ‘down’ time for reflection or exploration of new things. That’s not [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leaders: How Fit Is Your Brain?</title>
		<link>http://www.kashboxcoaching.com/2013/04/02/how-fit-is-your-brain/</link>
		<comments>http://www.kashboxcoaching.com/2013/04/02/how-fit-is-your-brain/#comments</comments>
		<pubDate>Tue, 02 Apr 2013 09:22:06 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[leadership]]></category>
		<category><![CDATA[Purpose-Driven Leadership]]></category>
		<category><![CDATA[Development]]></category>
		<category><![CDATA[genius]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[Purpose-Driven]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=767</guid>
		<description><![CDATA[We’ve known for some time that leaders require higher levels of emotional intelligence as they pursue career advancement. There’s now accumulating evidence that cognitive fitness is becoming a focal area for high-achieving leaders. Until recently, busy executives could find few guidelines for increasing mental fitness on the job. There are thousands of books about the brain’s function, but only a handful focus on how leaders can harness its powers in a business world that’s increasingly complex. I think that’s the real challenge. At least that’s what I hear from the busy executives I coach. We now know a lot more about how the brain functions, and that we can keep it healthy and even strengthen it in the face of stress and crises. But how exactly do leaders become more mentally fit on-the-job? Neuroscientists began to understand the brain’s intricacies after conducting imaging techniques in the 1990s. But how can the concept of “brain fitness” be applied in real time, to real people, in real organizations? What types of brain exercises or mental pushups can we do to stave off the loss of memory and analytic acuity that accompany stress and normal aging? Socrates, Copernicus and Galileo continued to stretch [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>When Trust Is Broken</title>
		<link>http://www.kashboxcoaching.com/2013/03/29/when-trust-is-broken/</link>
		<comments>http://www.kashboxcoaching.com/2013/03/29/when-trust-is-broken/#comments</comments>
		<pubDate>Fri, 29 Mar 2013 07:44:22 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[progress]]></category>
		<category><![CDATA[trust]]></category>

		<guid isPermaLink="false">http://kashboxcoaching.com/?p=738</guid>
		<description><![CDATA[It takes years to build up trust and only seconds to destroy it. ~ Anonymous Trust is a key factor we discuss in my coaching engagements with clients. There’s nothing that poisons a relationship as much as mistrust. Confront the issues as soon as possible. When trust is broken, take immediate steps to fix the problem instead of ignoring or downplaying it. Employees will be skeptical and/or suspicious, so choose your words carefully. Acknowledge that trust has been damaged, and start the recovery process as quickly as possible. You needn’t have all the answers or a detailed plan. There can even be a lag between naming the problem and describing what you’ll do. Just let people know that you’re aware of the issue and its impact on them, and that you’re committed to setting things right. Identify the problem as precisely as possible. Is there an adversarial relationship between people in the sales offices and those at headquarters? Are people doing end runs around a department that has a reputation for arrogance? Imagine what success will look like in practice. You may, for example, establish clear roles and responsibilities, an exceptions policy, a dispute resolution process, and submission and response protocols. [...]]]></description>
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