Browse our Intentional Leadership Tools, as presented by Think Shift Chairman, Balaji Krishnamurthy.
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The 100 Questions exercise is meant to cut through the surface clutter of our everyday lives.
In performance reviews, everyone seems to be rated as either a six or a nine.
You are the project manager of a ten person team.
Advice for Victims will help ground those who need a switch in perspective.
In stressful moments, stop and evaluate your amygdala response.
Examine how your investments are clustered, and whether they have been chosen wisely.
A Black Swan event is an unusual event, a surprise outlier.
Book of Tricks will help you become aware of when a positive trait may become a negative trait and how to counter your weaknesses.
Bruce Tuckman’s Model will help you navigate the stages of a successful team.
Identify into which of four categories your meeting will fall: report, input, collaborative or decision.
We all have areas where we are in control, and areas outside of our control.
Learn how to create a culture of co-accountability.
Coaching Though Advocacy will help your employees understand alternative positions and aid you in making strategic decisions.
Convolutions are like a brand house, while conglomerations are like a house of brands. Which side of the spectrum are you on?
Deming’s Model helps us identify when we are being intentional.
At some point, all employees reach a point of diminishing return. How will company and individual continue to benefit from each other?
The amount of money a company makes is the product of its “earns” and “turns”.
Keep your meetings crisp and short.
Balaji focuses on the struggles of truly empowering your team.
Companies tend to value highly performing employees, but are they recognizing highly engaged employees?
When undertaking a long-term initiative, give yourself a periodic “booster shot” of enthusiasm.
Have you ever heard the phrase, “everything but the kitchen sink”?
However chaotic a transformation might seem, there is always a fixed point – an item of invariance.
The act of excluding options forces discomfort in the room. It causes you to think more rationally.
Foreground and Background Conversations will look at identifying where our focus lies.
Balaji explains the Forks in the Road strategy of decision making.
When approaching a situation, a leader falls naturally into four frameworks.
What type of leader are you, and how can you use that knowledge to magnify your strengths?
Balaji examines a controversial way to view your employees and encourage employee growth.
What kind of habit energy are you developing?
When evaluating your company, it’s important to consider not only your assets and liabilities, but also your intangible assets.
The Hypothetical Resignation Exercise helps you turn a critical eye toward your team, and gives you strategies to move forward.
The Implicit Assumptions tool gives a logical breakdown for examining personal bias.
One of business’ most essential accounting tools can also be used as a tool for delegation.
It’s the tendency of likeminded people working within a team to group together and bond.
Learn how to adapt your intensity of presence as the situation requires it.
The more quiet a person is during a meeting, the greater the consideration they should be given when they finally speak.
When deciding whether to invest, consider these four aspects.
The importance of Edge, Energy and Emotion within your company.
All actions have both intended and unintended consequences.
People tend to endure the pain of the present rather than risk enacting change.
Can leadership be taught, learned, or imitated?
Are your employees Satisfactory, Incumbent, or Unacceptable?
Paretto’s Principle (the 80/20 rule) suggests that 80 percent of instances can be explained by 20 percent of causes.
Is your culture a loyalty-based culture?
While hourly employees may clock in and out at precisely 40 hours per week, salaried employees often put in more than 40 hours if needed.
Often, we find ourselves unable or unwilling to open to new situations.
If you could rehire your entire team, or staff it with new people, which would you choose?
How much Anonymous Harm are you willing to tolerate when it comes to your employees?
How do you best price your services and products?
The best salesman in your company still can’t beat the man who sold the first telephone.
There’s no code of ethics among thieves. There is, however, a certain set of ethics and responsibilities you must maintain as a business leader.
Progress does not happen in a smooth line – there may be challenges that set a company back, or a sudden break that pushes it rapidly forward.
Taking different elements of culture that employees can bring into your workplace.
Develop tricks for expanding your circle of consciousness or managing weaknesses you uncover.
You should only be in the signature loop if you fit into the correct criterion.
Find a person, pick a topic, and take a walk – the Socratic Conversations tool is a good technique for bringing clarity and sparking innovation between two people, or an entire team.
Different people tend to speak with different levels of specificity.
Stewardship is the responsibility you have to protect.
This exercise helps you understand the possible pitfalls of your strategy and plan accordingly.
The Stream of Consciousness exercise is meant to force honesty in yourself.
The Talking Stick is a tool used to create more efficient meetings by bringing focus to those speaking.
Does your organization take the time to teach?
How do you define integrity? Honesty?
How do you make sure that your employees are the best of the bunch?
We live in a society where people move faster and ideas are quickly forgotten.
What kind of culture are you creating in your workplace?
In valuing companies, approach your valuation from multiple perspectives.
An extension of the Three Bars of Integrity.
Determining how much value your business adds in the context of its supply chain can help you determine how much control you have over price.