Business Ops.

Improve and optimize the ongoing recurring processes that run your business.

Agile Leadership: Mastering Disruption and Opportunity

  Seismic disruptions are reshaping industries with increasing magnitude and frequency.What were once isolated events are now interacting forces—amplifying businessexposure and compressing the time leaders have to respond. Companies still win bysolving real problems customers value, but the assumptions underpinning thoseproblems are becoming more fluid, more interconnected, and harder to predict. This is the defining […]

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An elderly man sits on a bed in tears holding a picture frame, depicting bereavement.

4 Tips For Steering Your Business Through Tough Times

Alyssa Rapp, Author Leadership & Life Hacks: Insights from a Mom, Wife, Entrepreneur & Executive.  Good times come with this certainty: They never last. For businesses, that means formidable challenges (a weak economy, new competition, a sea change in the marketplace) are always just around the corner, and unprepared business leaders face the potential for disaster.

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How to Get Your Point Across Persuasively

CEOs typically have their minds made up about most things—social issues, business decisions, social issues. Just ask them. Very few individuals will eagerly invite you to persuade them to take on a new perspective. So if you’re going to get someone to change their behavior, actions, or opinion, you need to do it purposeful. Then

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IHHP Brain Diagram

All Change is Personal: How to develop a more agile workforce

It’s an astonishing statistic, but roughly two out of three change initiatives fail to meet their stated targets.  This is significant since most companies must undertake moderate organizational changes at least once a year (and major changes every four or five years) due to disruption from technology, their industry and/or the competition. As a senior

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Your Female Leaders Don’t Believe You Have Confidence in Them

According to a recent survey from the Institute of Health and Human Potential’s Women under Pressure initiative, only 32% of women feel their organization has the same amount of confidence in them as they do in their male counterparts.   This confirms the “confidence gap” exists – and women often feel less capable, prepared and willing

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