In this course, from expert strategist Aaron Marshall, PhD, you'll learn how to strengthen your organizational culture, which will improve communication, boost morale, and foster trust. You'll learn how to truly understand the roots of your culture, honor its best parts, and then translate those values into optimal behaviors. you'll discover how to draw out your “hidden” culture, create feedback loops, and open up communication between layers.

Building A Great Company Culture By Aaron Marshall

You'll learn how to truly understand the roots of your culture, honor its best parts, and then translate those values into optimal behaviors. you'll discover how to draw out your “hidden” culture, create feedback loops, and open up communication between layers.

It's important to know the roots of your company. In this lesson, you'll learn how to look back together, call out positive contributions, and look at how far things have come.

Values are the cornerstone of culture. In this lesson, you'll learn how to identify your values landscape.

Values can be vague. After this lesson, you will be able to make your values tangible by translating them into behaviors you'd like to see in your team.

What is your company's cause?  After this lesson, you'll be able to make your cause explicit, train around it, and allow employees to take pride in working for your organization.

Clean out your cobwebs. In this lesson, you'll learn to close the gap between how you want work to get done and how it actually gets done.

Misalignment leads to confusion and frustration. After this lesson, you'll learn how to be more open about goals, roles, hierarchy, and responsibility with your team.

When things change, there's room for misunderstanding. In this lesson, you'll learn how to talk to your team about changes before, during, and after they occur.

Feedback drives clarity and re-clarification. In this lesson, you'll learn how to establish a culture of feedback so that everyone is saying and hearing the same thing.

Like seeds, trust needs certain conditions to grow. In this lesson, you'll learn how to strengthen the communication between front-line staff, supervisors, and high-level leaders.

Trust takes time but you can accelerate the process by designing shared experiences. In this lesson, you'll learn how to build trust by organizing projects and events with real meaning.

Value personal sharing amongst your employees. In this lesson, you'll learn how to foster empathy and friendship building in your team.

Asking for help and receiving it reinforces vulnerability and support. In this lesson, you'll learn how to engage feelings of reciprocity and generate team buy-in.

Feedback is essential for progress. In this lesson, you'll learn ways to systematize feedback in your organization by regularly asking your employees for feedback.

Mistakes happen, but they are rarely rooted in vindication. In this lesson, you'll learn exercises for assuming positive intent, always.

Positive feedback is critical to establishing relational equity.  In this lesson, you'll learn how to give real, specific, and timely encouragement that is delivered authentically.

Difficult conversations are easy to avoid, but putting them off only makes things worse. In this lesson, you'll learn tips for how to have difficult conversations that still build trust.

Without clear lines, work falls through the cracks. In this lesson, you'll learn how to identify clear roles and still encourage teams to support one another before things fall through the cracks.

Ground rules make everything run smoother. In this lesson, you'll learn how to incorporate employees to establish expectations, roles, and deliverables as a group.

Problems arise, but blame doesn't have to. In this lesson, you'll learn how to problem solve without placing blame, and encourage innovation, honesty, and courage.

Regular check-ins with your team are sacred time that belongs to them. In this lesson, you'll learn how to use the time as an opportunity to support their work, offer clarity, and be a resource.

Fostering relationships extends to fun things, too. In this lesson, you'll learn how to incorporate social and family gatherings into your company culture.

Start incubating culture from the very first touchpoints. In this lesson, you'll learn how to reflect your company culture in the onboarding process for new employees.

You never know where the next best idea will come from. In this lesson, you'll learn how to set up cross-functional groups to ideate and get creative.

There's a reason there are so many book clubs out there! After this lesson, you'll learn how to implement a book club for professional development and to stimulate creative thinking.

Use Book Clubs To Accelerate Trust-Building

Everyone wants to be seen, known, and valued. In this lesson, you'll learn how to write impactful, genuine letters to your team members that make them feel valued.

Use Letter Writing To Encourage Your Directs

In this episode, Aaron will share further resources on understanding an organization culture and how to improve it.

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Start-up coach and trainer David McNeill knows more than a thing or two about solving complex business problems and enabling great teams. In this series, he shares tips on effective delegation from his 30 years of experience in managing diverse businesses and mentoring leaders.

Why Effective Delegation Results In Success

Delegation is an essential skill in successful leadership, and it is possible to master it. It is the solution to be more productive, develop a stronger team, and lead a happier life. Learn how failing to delegate is undermining your leadership. Here's why it is imperative to delegate.

Rise in organizational authority leads to a decrease in organizational IQ. Leaders' accessibility is a casualty of growing organizations. Build trust by delegating.

If you are unsure of what to delegate and the volume of work to be handed out, this will provide direction. Understanding your weaknesses and others' strengths can help. Identify projects that are holding up other key developments and hand out the job to your team instead.

Delegate jobs that you are not good at and others are strong in. Don't delegate just tasks, give authority to grow leaders.

As a leader, you are responsible for the outcome of projects, so it pays to enable your delegates without diving in too deep. Learn how to tread the fine line between outlining the objective without getting too involved in these three steps.

Bring clarity to the project. Share your insight but let the delegate figure out the how of getting the job done.

You delegated work but the outcome is not how you visualized it at the outset. Acknowledging that everyone handles problems in their unique ways can help. Resist the urge to take back control. Keep these five mission-critical points in mind as you hand out responsibility.

Delegated Projects Won't Always Go Perfectly

When things go wrong, lead the way by letting the team own their actions. Be ready to be uncomfortable with your delegation.

Have you planned to be unavailable at work for a while, days, weeks, without stressing out on the finer details? The answer to that lies in aligning projects and the people that you handle. In an ever-changing world, keeping these four things in mind will help run the organization productively.

Leaders need to keep identifying and encouraging opportunities for individuals and teams to expand their responsibilities.

Leaders often rely on jargon instead of understanding how the brain drives behavior and performance. Lauren Houghton explains how applying the SCARF model helps leaders manage social triggers, keep teams in reward mode, and elevate collaboration. Her evidence-based approach strengthens cultures, improves decision-making, and accelerates organizational impact.

Brain-based Leadership By Lauren Houghton

Former Chairman of Microsoft India Bhaskar Pramanik's rich experience of over four decades is distilled in this series as he speaks of disruption, changing notions of diversity among other management wisdom.

Bhaskar Pramanik tells us about the measures taken to achieve diversity and inclusion in the workforce at Microsoft and why it is important to achieve diversity and inclusion in an organization.

Diversity is inbuilt, relate it to the mission. It is essential to build a high-performance organization and innovation. Listening to the millennial workforce and customers, tap future talent by building bridges with diverse institutions.

Why is the ability to jointly meet the customer’s demand, more important than winning or losing for IT companies? Bhaskar Pramanik tells us why companies should focus on collaboration and not competition in order to be successful.

Unique capabilities and differences of partners script mutual success. Obsess about the customer, not competition. You don't lose If then the customer wins when you make a difference.

Bhaskar Pramanik’s take on why achieving diversity and inclusion at the workplace should be of great importance to an organization, and the company benefits in the long run by making its environment more inclusive.

Why Leaders Should Aim For Diversity And Inclusion

Be aware of unconscious biases. Diversity is about gender, multi-generation, differently-abled, and multiculturalism. It is important that the organization keeps in mind all kinds of diversity without any blind spots.

Bhaskar Pramanik tells us about Microsoft’s successful transition from a traditional software business to cloud computing, and how did the company manage the transition differently than other bigger organizations.

How Microsoft Pulled Off A Brilliant Transformation

To make a difference, align with a common mission, define and play by a strategy executed by a diverse and inclusive team. Get feedback also from those who are not your customers to gain insight into varied segments.

Bhaskar Pramanik on how organizations should adapt themselves and reorganize during disruption. He suggests the ways leaders can enable disruption in the organization and why they need to change their outlook regarding the technology and customers.

To enable disruption, change the way you think and run the business or view customers. Keeping one organization while maintaining the ability to perform, transform, and learn allows disruptive technology to accelerate.

Bhaskar Pramanik shares an interesting story about how Microsoft has been trying to tackle the issue of software piracy, by using a value-based sales approach.

Your organization should reach out to its customers with a higher degree of humility while delivering value. Arm-twisting might get your work done in the short run, but you risk losing your customer.

What can a colony of penguins teach you about organizational change? A lot, according to Our Iceberg is Melting authors, John Kotter and Holger Rathgeber. From setting up for change, making it happen, to leading the team through difficult waters, it is time to learn from the penguins. Mike Lynn, a principal at thoughtLEADERS, LLC shares penguin wisdom that can be easily applied to your organization.

Our Iceberg Is Melting: John Kotter And Holger Rathgeber

Authors John Kotter and Holger Rathgeber explore how to drive change when facing a crisis. Find out if you have the four things required to not just survive but also thrive in difficult times: great leadership, the right team, consistent messaging, and an action-oriented approach.

Penguins thrive in groups. So, what do they do when the first signs of change show up? How do they navigate and predict what is to come? Meet Fred, the penguin who teaches a colony about preparation, teamwork, strategies for adapting to change, and efforts to convince the opposition.

Group effort can change even the most rigid mindsets with successful storytelling and an appeal to aspirations. It is possible to initiate change at the individual level and then gather the team to effect it.

It takes all kinds of personalities to make up the world, like the penguin colony. Fred and his supporters rally together as they advance in their mission for change. Meet relatable characters that you would no doubt come across in your personal and professional life and learn how to handle each of them efficiently.

Understand the personalities affecting the change effort and predict their behaviors. In doing so, you can prepare better for possible opposition.

This video draws parallels to the penguin story of change and shows how to apply these lessons at the organizational level. Initially, you might have to focus others' attention on what can happen if the change fails to register. Talk about aspirations and how the modified status is an improvement.

Look for unconventional sources of inspiration. Involve as many people to ensure that change is sustainable and continues to grow. Clear communication and sharing stories of incremental success are effective in driving the transition.

Kotter and Rathgeber script successful change in eight steps. This video details the first three. Steps one and two are about preparing for the transition, while the third looks into the future. Find out how to begin.

For change to be effective, there must be a clear sense of urgency that rouses everyone to act. Keep an experienced and able guiding core team ready. Create a vision for the changed future so that the efforts can align with it.

Now that the planning and prepping steps are complete, get started on steps four to seven: executing the change process. Watch complacency, fear, and confusion dispelled as clarity emerges in favor of the transition.

Create buy-in by appealing to the aspirations of the group with storytelling. Build momentum in favor of change by working on naysayers at the individual level. Pursue the vision relentlessly until it is real.

Change is afoot by now. So can you make it stick? Creating habits out of new behaviors is just one way of doing it. Keep watching for more clues.

It is crucial to keep evolving throughout the process for the change to be effective. The rigors of the first change make consecutive changes easier. Remember to reward change agents for their efforts.

Change is all about group effort. Changing culture means modifying old ways of working too. Take a look at these examples of organizations and the mistakes they committed when recognizing and effecting change.

Shake off complacency by deciding to act on time. It is about realizing that nothing is permanent and transitioning to better your situation or widening the options requires time and effort but ultimately pays off for everyone concerned.

This episode is part of The Leadership Enigma CEO Series with SatinderPal (SP) Singh, CEO of Adani Total Private Limited in India. SP chats about the power of humility and empathy as he fondly remembers washing dishes in Australia in order to make ends meet and how, as a CEO, he still uses that human-centred approach to be able to work across regions and cultures and build homogenous and unified teams whilst leveraging their diversity of thought. SP continuously navigates change personally and professionally by embracing his vulnerability and using it as a powerful mechanism to drive open, transparent, and honest debate amongst his team and key stakeholders to drive change during great change.The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

Live And Lead Through Disruption With Satinderpal Singh, CEO, Adani Total Private Limited, India

Learn from SP in this episode how humility is a strength for any leader. The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

Determination and dedication to succeed should be always balanced with humility. This allows you to proactively engage with people at every level constantly shaping how you and the organization work together towards a common set of goals.

In this episode, SP will reveal how has working in multiple geographies and cultures helped him as a CEO. The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

It is incumbent on any leader to try and understand the cultural differences and create unity wherever possible and leverage the diversity of thought. A leader must be open to understand differences and be a keen sense maker in order to translate noise to signal.

This episode is about how much do you adapt your style when living and leading in a different culture. SP reveals what he has learned over the years. The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

At the heart of the person is the true authentic self. Your authenticity does not change but the manner in which you approach your day-to-day life and work must be influenced by your environment.

Disruption is constant and the pandemic has been an acute example. SP outlines two things that have served him well throughout his career. The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

Firstly, have a focus on communications, especially during uncertain times. You can't over-communicate during change. This will help the team and organization deal with the tough times as it brings a sense of community, inclusiveness, and warmth. Secondly, remain transparent and create thoughtful and honest dialogue which in turn drives up a sense of togetherness.

If you don't feel vulnerable, there's something wrong! SP says it's okay to feel vulnerable as it reminds leaders of the importance of being dependent on delivering through others. The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

As your scope gets bigger, the uncertainty goes up and the freedom to do as you want also increases. Anticipate your vulnerability and let it empower you as a way to develop and trust others so you can all move beyond your comfort zones.

Get to know your people. SP says it is important to know what motivates people if you want to get the best out of them. The Leadership Enigma by Adam Pacifico is available on all major podcast platforms including Apple and Spotify podcast.

Leadership is energy expensive and no two people on your team or in your organization are the same. If you want to know how to get the best from your people, you must know what motivates and what disables each and every one of them.

Modern workplaces are generally made up of a multigenerational workforce with experienced boomers often managing spirited young millennials -- and this relationship can be tricky. In his book, Leaders Eat Last motivational speaker and author, Simon Sinek offers some pragmatic tips on how to foster collaboration and improve engagement between the two generations to leverage the best out of both for the organization’s success.

A Book In 12 Minutes - Leaders Eat Last: Simon Sinek - Modern Managers And Millennials - How Can They Get Along?

Millennials require meaning from their jobs beyond revenue generation. Structure meetings and schedules in ways that lift millennials' thinking and help them understand their roles and behaviors in context of the broader organization.

Best-selling author Daniel Pink shows how we all are ultimately trying to sell something -- a product, an idea, or a service. In this course, Mike Figliuolo, Managing Director at thoughtLEADERS, LLC, defines techniques to be more effective at selling. After finishing this course, you will be able to list the salesperson's code of ABC. You will also be able to apply new selling skills such as awareness and attunement and devise a perfect pitch.

If you thought selling is a talent reserved for a select few, think again. We are all offering something, asserts Daniel Pink. However, to be successful at selling, you have to hone some talents. After watching this video, you will have a list of skills you can develop to become better at the art of selling.

Convincing others is an art that is essential to succeed in any role today. Even if selling is not in your core job profile, you have to engage in activities that are akin to it. After watching this video, you can explore what is non-sales selling and how to get better at it.

By now you know how opportunities to sell your ideas abound. After viewing this video, you will be able to assess which situations bring out the best in your non-sales selling abilities and those in which you need to improve.

Several forces are driving the need to sell. Three dominant trends have emerged in recent times. After watching this video, you will be able to list the skills in demand and how you can effectively adopt them.

You might be wondering how to take advantage of the new sales trends. Whether to boost performance, hone new skillsets or enter emerging markets, non-sales selling has many advantages. After watching this video, you can identify areas that call for these skills.

Scientific studies reveal how our inherent characters impact our effect on others. After watching this episode, you can analyze why certain people outperform others who seem obvious winners.

Apply your insights on reaching the same frequency with others to win them over to your beliefs. By adopting a perspective-taking approach, instead of showing empathy, you can connect with your audience more effectively. Watching this video will equip you with two ways of conveying attunement.

No one likes rejection, but sales is a minefield of turndowns. After watching this video, you will be able to implement three practices that will show how resistant to failure you are and how you can stay afloat despite the rejections.

It is easy to give in to negative thought processes though the key is to turn the mind around to focus on positives instead. After watching this video, you will discover three practices to increase buoyancy during the preparation phase, through the actual event, and even after it has taken place.

Enable your audience to come over to your side by the power of clear communication and choice. After watching this video, you will be able to simplify your idea by framing the options well to drive your audience to act.

Now that you know the three approaches that give even more clarity to your idea, it is time to execute the plan. After watching this video, you can formulate a pitch that is simple, relatable, and immensely attractive to your audience in four easy steps.

To Sell is Human describes you as the pitcher and the audience as the catcher. After viewing this video, you will have the necessary tools to make an Impactful pitch.

It is critical to know your catcher, the audience, as you craft the perfect pitch. After watching this video, you will be able to identify your catcher’s personality and analyze which approach--collaborative, offering utility or information--works best for them.

What might seem like rejection can sound better with a tiny addition. After watching this video, you will be able to apply improv theater techniques to steer a collaborative conversation towards a more hopeful outcome.

The perfect pitch is a two-way process. After viewing this video, you will acquire the three necessary improv skills to hear the audience, practice the delivery while making the catcher look good.

If you prepare your delivery with a view to personal benefit, you might miss the mark. After watching this video, you can structure your idea as something the catcher can use by making it personal and appealing to their sense of purpose.

Brush up your presentation skills with the insights gained from the last episode. After watching this video, you can better a personal and purposeful pitch by devising a social element and connecting with the catcher's wish to improve the world.

This series helps understand the phenomenon of Maria Sharapova and what made her "unstoppable’" As one of only 10 women to win a career Grand Slam, her's is a story of power and resilience.

Five-time Grand Slam champion Maria Sharapova's accomplishments are not the story of Unstoppable. She shows her vulnerabilities, resilience and the role her father played in building her determination.

Sharapova refused to go down the path of her contemporaries. The sinker ball specialist (not the norm at the time) never cared about being laughed at for her different approach.

Sharapova And The Unusual Path Of The Sinker Ball

When Yuri Sharapov landed in Florida with his seven-year-old daughter Maria and $700 in the pocket, he had nothing to lose. Offers came his way but he said no. They implied a compromise, which he refused to take.

Saying no at the right time can create unexpected possibilities. Especially when a yes would be a compromise.

Toughness is not just about muscle and power, it is also about endurance. Sharapova learnt to build this attribute as a four-year-old.

Toughness is more than hitting the ball hard. In any discipline, toughness is maintaining focus, bearing the pain, enduring the boring repetition and grueling schedule, often for years.

Being unstoppable is not just about surging ahead. It means pausing to take stock, Sharapova calls those the gut-check moments.

In a hinge moment, you have to consider the consequences of your actions and let your gut be your guide. A gut check tells you who you really are.

Find out how Maria Sharapova stretched herself, even as an eight-year-old. She learned to take old tools and make them work for her.

When you stop growing in your work or face disapointment, don't give up. Think of new ways to use your old tools.

Here's how Sharapova left behind all the humiliation and second-guessing by not making a big deal about failure.

From setbacks, extract an understanding of what needs fixing. Handle it, bank the memory of the experience, and move on.

Hone the mental preparation that goes into being the best. The hurdles will be many but learn what it takes to be better than the person on the other side.

Good careers are built on imperfect days. To win, you don't need to be flawless, just better than the person across the net that day.

Learn how to coach employees for performance and development more effectively by helping them identify and pursue their own solutions. Sabrina Smith, a principal at thoughtLEADERS, LLC shows you how to create the right environment and conditions to help them grow.

In this course, you’ll learn what coaches do to drive these kinds of business results. You’ll also discover how to coach your team to unlock their greatest potential.

People who are coached at work have improved communication skills are more effective individual contributors, and they increase their ability to exceed their goals.

At the heart of coaching is learning how to have a conversation with someone. This kind of conversation empowers others to gain clarity about the desired goal and the desired outcome, as well as get clarity around the actions it will take to achieve their goal.

By coaching your people on how to develop new skills and improve performance, you’re grooming the next generation of leaders for your organization.

Training and coaching are two different things altogether. As a coach, your role is to facilitate someone’s thinking and help them learn by working on live or real workplace issues they face each day.

When trying to develop your employees, know when they need training and know when they need coaching. There’s a big difference between the two.

Training is designed to teach general knowledge and skills.

Mentoring is a great way to share personal experiences to help someone develop.

As a coach, it’s not necessary for a coach to be senior in position or authority to the person they’re coaching.

Be aware of when a coaching conversation begins to turn personal - it could be crossing over into more of a counseling conversation.

When it comes to mentoring, a mentor is commonly a senior person who advises their mentee based on their personal experiences.

Understand when to engage in a feedback conversation versus when to begin a coaching conversation.

Coaching on the job focuses on workplace performance that begins with a goal or an aspiration of the employee. Counseling focuses on personal problems faced by the employee, so it begins with an emphasis on a problem the employee is facing.

As a leader, one of the ways you can cultivate a positive culture in the workplace is by providing employees meaningful feedback on a regular basis.

Coaching is a future-focused conversation that engages the employee by focusing on performance development towards a future goal. Feedback is event-driven and generally led by a person’s supervisor.

Coaching is a future-focused conversation that engages the employee by focusing on performance development towards a future goal.

Feedback is helpful information or constructive observations that are shared with someone so they can obtain, sustain, and/or improve performance.

An example of a structured feedback conversation.

Creating A Coaching Environment – Trust

There are four core areas you need to focus on to create a great coaching environment: establishing trust, demonstrate presence, active listening, and asking the right questions

Creating A Coaching Environment – Presence

Remaining fully present during the coaching session enables you to comfortably and candidly engage in the coaching conversation.

Establishing trust is foundational to your coaching sessions. This session covers many ways to establish trust during coaching conversations.

Creating A Coaching Environment – Listening

There are three levels to listening effectively. Learn the ways to expand upon your ability to develop your listening skills.

Before entering a coaching conversation, be sure you have the ability to remain focused and fully present throughout the conversation. This establishes trust and lets the person know you're there with them.

Creating A Coaching Environment – Questions

Creating a great coaching environment requires you to ask great questions.

Listening is a crucial skill to employ as a coach. It is through active listening that we hear keywords and phrases that help us hone in on the root cause and ask probing and effective questions to help guide the employee to what will be most helpful to them overall.

Great coaches are adept at getting to the core issues that people face.

Creating a great coaching environment requires you to ask great questions. Great questions can generate curiosity by your employee and supports their ability to surface assumptions about their performance. Your goal is to provoke thought around topics of discussion, so the employee searches for meaning and to explores options that aid them in achieving their goals.

Having a clearly defined purpose will set the stage for the rest of your coaching conversations.

The PROBES model provides a simple, repeatable process you can use as a coach to get to the heart of the issues and create a plan they have a good chance of success at completing.

Once a person has clarity around the reality of their current performance, you can focus the coaching conversation on helping them find ways to develop towards achieving their performance goals.

Purpose is the first area of focus in a coaching conversation. When establishing purpose with your employee, you’re helping them identify the goal or desired outcome of the coaching conversation, gain clarity around that outcome, and clarify the success measures that will be used to validate if the goal has been achieved.

Avoiding judgement and not offering suggestions demonstrates your belief that the person being coached can generate creative options to achieve their goals.

The second step in the PROBES coaching model is to define Reality. What that means is helping your employee gain clarity about where they are now and how it affects their ability to achieve their future goals.

Encouraging the person being coached to choose developmental actions for goal achievement creates full accountability and ownership of their performance.

The third step in the PROBES model is to generate Options. It’s during this part of the conversation that the coach helps the employee create a bridge between the current reality and the goals they want to achieve. This is accomplished by asking questions to generate possible ideas that could serve as solutions to reach their goals.

It’s important that the person being coached demonstrates commitment to the plan. This helps you focus your coaching sessions on obstacles they may face and ways they can overcome them.

The fourth step of the PROBES coaching model is to Build a Plan. Now that the employee has brainstormed various options to achieve their goals, they need to select the best ideas for performance improvement. They’ll then turn those ideas into an action plan that outlines what needs to happen next.

Having a clear plan increases the chances of the person being coached achieving their goals. Your role moving forward is to provide the support needed to help your employees achieve success as they execute their plan.

Coaching is as much about building a relationship with your employee as it is about them achieving their goals, so make certain to keep any commitments you make to them. Doing so builds confidence and trust in you as their coach and can serve as a point of inspiration to help them remain committed to their goals.

Create a great coaching environment by establishing trust, being fully present during coaching conversations, listening actively, and ask great questions that provoke reflection, awareness, and options during coaching sessions.

A critical task for a leader is to create a climate that enables employees to succeed. After this lesson, you'll be able to help employees reach their full potential.

What if a chess grandmaster hands you a decision-making template? The Beast of Baku Garry Kasparov is back, only this time he is not just ruling over the board but has a solution for any situation in life, business, and even war.

How Life Imitates Chess By Garry Kasparov

The Youngest world champion at 22, and No. 1 for 21 years, Garry Kasparov gives you clues on when to take risks and when to step back in life, how to solve real problems and win a tactical advantage while challenging your comfort zone.

If you are here looking for the secret ingredients of success, you won’t find them. Garry Kasparov encourages you to explore your answers, just as he did with once arch-rival Anatoly Karpov.

Turn disappointments into learning opportunities by reflecting on your decisions and how you arrived at them.

Garry Kasparov shows us how the possibilities keep multiplying in a game of strategy, just as in real life. To arrive at the best option, you must start by pruning the decision tree.

Decision-making is a process of identifying possible moves, then trimming your weaker options.

Leaders Eat Last: Simon Sinek

Leaders Eat Last: Simon Sinek

Leaders Eat Last: Simon Sinek

Episodes

1. How The Best Leaders Behave

2. The Johnny Bravo Mindset

3. Learn Team-Building From The Greeks

4. Why Eating Last Really Matters

5. People Are The Real Wealth

6. Right Tribe, Right Chemicals

7. Share All (Even Unsuccessful) Ideas

8. Leaders Make More Leaders

9. Good Leadership Is Like Exercise

10. How Do You Solve A Problem That’s Millennial?