Blog

A star salesperson is promoted to sales manager. Six months later, revenue is down, the team is frustrated, and the once-great performer is failing. Why do companies turn their best performers into poor managers? And why do they keep them there once the damage is apparent? Definition This typical pattern has a name: The Peter

Is it Ockham or Occam? In philosophy, a razor is a principle that allows one to eliminate or shave away unlikely explanations to a logical problem, thus avoiding unnecessary considerations. Occam’s razor, also spelled Ockham’s razor or Ocham’s razor, is a problem-solving principle stating that when presented with competing theories as possible explanations for the

A recruiter calls a talented engineer about an opportunity at your company. The conversation is rushed. The recruiter mispronounces your company name and can’t really explain what you do. The engineer declines, then tells three colleagues to avoid your firm. One of those colleagues was considering your company for a consulting project. Your recruiting partner

World-class athletes rely on coaches to stay sharp. So do many of the world’s top CEOs. Yet most executives and managers never seek that same edge, even though their performance has just as much impact. A good executive coach challenges and supports their clients. They help leaders see blind spots, make better decisions, and move

Companies recognize that enhancing their brand image requires investments in customer-centric strategies. Yet, a critical driver of a positive brand image is still overlooked: customers’ perceptions of a company are heavily influenced by the quality of their interactions with the customer-facing functions within that company. Customers engage with brands through customer-facing employees, who are typically

“Why are we doing this?” It is a small question, but one that clarifies more confusion than any framework or KPI ever could. In boardrooms, backlogs, strategy decks, and stand-ups, “why” keeps work connected to purpose. The question works not to slow momentum, but to ensure teams are doing the right thing at the right

Sometimes, simple answers reveal deeper problems. How often have you asked someone why they do a task a certain way and heard:“That’s just how we’ve always done it.” It’s a familiar reply. It’s also a red flag. A team member spends 20 minutes each morning generating a report in a specific format. When asked why,