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Once you are focused on the quality of the work you are doing now rather than whether it is right for you, you will not hesitate to do what is necessary to improve it. Practice hard and get out of your comfort zone. So, how do you become the craftsman? You practice. Although the deliberate practice is often strenuous and uncomfortable, it’s the only path to true mastery.

Almost every habit that you have — good or bad — is the result of many small decisions over time. We forget this when we want to make a change. So often we convince ourselves that change is only meaningful if there is some substantial, visible outcome associated with it. We usually put pressure on ourselves to make some earth-shattering improvement that everyone will talk about.

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If you are innovative, there are two levels of risk. One is that you risk your status among your peers. Everybody in a creative role should do this, even if occasionally you are proven wrong. I have experienced that many times. Do not be fearful: if it does work, then you succeeded. If it does not work, then you will learn from it.

At the board level, it can be challenging because decisions often default to a consensus — the status quo. That is what most directors know and feel comfortable and want to mitigate risk while still growing. Change can be complicated. It introduces new risks. The most successful businesses often stem from individuals empowered by a personal vision. People like Richard Branson and the late Steve Jobs had a direct vision and brought people with them.

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I have previously written that success is not just about how creative, smart or driven we are but much more about how well we can connect, contribute to — and benefit from — the ecosystem of the people around us. Almost every attribute of our potential – from intelligence to creativity to leadership to engagement is interconnected with other people.

I challenge the individual to tap into their unique talents and strengths and either grow their current role into something they are passionate about or seek positions, where there's strength, may match up with their passions. They will be much happier.

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Meanwhile, improving by just one percent is not notable and often not even noticeable. However, it is significant, especially in the long run. Previously I have written that you may be lucky and discover that breakthrough by being open to the possibility that it can be better. This pattern works the same way in reverse - an aggregation of marginal losses.

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You can spend your whole working life only doing what is expected of you. You may fall into a routine where you are not expressing yourself enough. You fall into the trap of doing the job you had to do, without thinking about what was right for you. Get a challenger mindset, where you return to that notion of free-thinking.

We live in a dynamic world. To make effective decisions avoid static frameworks. We must allow a degree of fluidity and openness in how we make choices. The future may be unpredictable; however, it does not mean that you can not shape it.

When I started working, I became part of the small movement that pushed against what everybody else felt to be normal. I would ponder "why don't they want to improve?" I did not feel comfortable fitting into the boundaries of the establishment – I still don’t. I offer strategic insights by constructively challenging executives, and boards to think differently about the business and look for the disruptors. I co-create strategy by answering a series of five interlinked questions through multiple iterations until we achieve full alignment.

Kim brings clients a big-picture view that balances innovative thinking with the practical mindset that can only be gained by leading organizations. He draws on his 25+ years of accomplishment as a chief executive in the public, private, regulatory, and association sectors and experience across all major business functional areas. As an agile leader, Kim works with business leaders around the world to build and strengthen governance, strategy, organizational alignment, and operational excellence. Also, he works with clients to find and develop exceptional leaders. Kim cares about the people and understands the bottom line.

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The best thinking occurs with cognitive diversity. We measure nine thinking styles. High performers in a given role use one or two of these styles. So, when a homogeneous group tackles a problem, they are likely to reach a consensus. However, rarely will the find the best answer.

However, you can always take risks at the formative stage. It will not hurt anybody, except perhaps your self-esteem. It keeps your ego from not becoming too big. Learn how to keep your ego in check. In our analytics, we can tell you if you are predisposed to your ego getting in your way. Once you know this, you can develop strategies, so it does not get in your way. Do not be overly sensitive to what other people think but do listen.

It is easy to overestimate the importance of one defining moment when the magic happens. We underestimate the value of making better decisions daily.

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Taking risks at the corporate level can be dangerous. That is why most people do not take them. Be acutely aware that you are dealing with other people’s well-being, livelihoods and, ultimately, lives. Implementation takes thoughtful planning to mitigate the risks and unintended consequences. Otherwise, you are just irresponsible.

Business leaders must maintain a high level of efficiency even in an unstructured, chaotic, and unpredictable environment and feel comfortable making difficult decisions. From the moment that an employee moves from first level people manager to following levels up the chain, these two key behaviors will contribute to high-impact leadership. They remain present in all levels of corporate leadership. Our ladder of leadership provides the insights regarding the competencies you need to acquire to move to the next level and the competencies that need to be less dominant.

Just because someone has spent more time learning about something, it does not mean that he or she is any closer to the truth than you. Often when someone knows much more than you about a subject, they are more entrenched. We have seen many disruptions where an establishment or an entire industry collapsed due to an entirely different way of doing things.

Success is a few simple disciplines, practiced every day; while failure is simply a few errors in judgment, repeated every day.”—Jim Rohn

Thinking is the most powerful thing in the world. It solves our most significant challenges. Moreover, we do not do enough of it. After 25 years as a successful CEO in six organizations, in three different sectors, I see it as the norm. We are busy doing and not thinking. My new business is built on providing strategic insights to help organizations and individuals reach their full potential.

Companies preach creativity, hire for conformity and call consultants when they fail who tell them to be more creative.” ― Richie Norton

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We are incredibly passionate about Behavioral DNA and the impact this scientific insight can have on you and your organization. High performers in each role share a common subset of behaviors. You need agile leaders and need to ensure creativity is core competencies in many positions.

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The result should be new and different but something that people naturally like. It’s a whole new world for us. Your team should be delighted to be part of it. They will be part of something much more significant.

In today’s competitive world, we need learning leaders who can stay flexible, grow from mistakes, and handle a magnitude and diverse range of challenges. They have a passion for learning, a focus on developing people, and a keen ability to define and communicate. We refer to this type of leader as an Agile leader. They possess the ability to sense an organization’s needs for significant change and responds to opportunities or obstacles through planning, swift execution without losing momentum or alignment. This type of leader is inclusive, democratic, and exhibit a greater openness to ideas and innovations.

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We do not want people on our team to feel inhibited – they can say what they think without risk. It’s exhilarating when someone comes up with an idea, and we think ‘wow! I wish I’d thought of that’. This happens by having diversity of thought on our teams. Putting together a group of individuals with behavioral strengths in each of the nine problem-solving styles will produce far superior results. However, they will have more conflict and healthy discussions. Consider the investment you are making in the team. Invest in analytics to ensure you have all the bases covered.

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I learned that it is best not to jump over them but see how far I can stretch them. I found that most people are willing to consider something that is about ten percent out of their comfort zone. Extending a limit beyond that point, they tend to shut down and become defensive, and it becomes impossible to move them.

The core of the Agile leadership style’s intent is not just surviving amid chaos but quickly adapt and create a new future through demonstrating imaginative and insightful leadership when the status quo is challenged.

I rarely accept the first answer as the only one. I view it as only one of the possible alternatives. ‘No’ is often a result of not thinking deeply enough. We hear phrases like “this is the way we’ve always done it.” Respectively challenge this. The more productive, more creative solution is on the other side of ‘no.\'

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Our talent analytics compares behavioral traits and competencies — with high performers in given roles. SuccessFinder predicts if a candidate will meet or exceed expectations with 85% reliability. We show you how to use these powerful analytics to build the right team to achieve long-term success. We offer the service worldwide. We’d love to hear from you!

I do not like normal. Creating new rules for games, tearing things apart to make them work better felt natural when I was growing up. I always challenge conventional thinking. Some view me as “constructively disgruntled” as I believe everything can be improved. Ongoing improvement of myself, people, process, and things are part of behavioral traits.

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Meaning in your work comes from how you think about it. Passion comes with mastery and time. Be patient. Learn to love what you do. In most occupations only about a third of the people considered it their calling or an integral part of their life and identity. Take it personally. What you do is not just a job. Make the quality of what you do your primary focus. This craftsman’s mindset acknowledges that no matter what field you are in, success is always about quality.

I do not think any creative person should fear challenge. Experience has taught me that if you persevere, you will achieve so much more than you ever thought possible. You will end up in an exciting and fulfilling creative place.

When workers describe the best and worst bosses they have ever worked for; they focus on qualities that are entirely under the boss’s control, such as passion, insight, and honesty. All bosses can learn and improve.

Lateral thinking using multiple styles gives better answers. It is the idea that there is always another answer – the best solution is rarely the answer with the least resistance. Like nature, we follow the path of least resistance. Often this means that we continue with the status quo unless there is a strong enough force to take another way.

Kim Allen brings clients a big-picture view that balances innovative thinking with the practical mindset that can only be gained by leading organizations. He draws on his 25+ years of accomplishment as a chief executive in the public, private, regulatory, and association sectors and experience across all major business functional areas. As an agile leader, Kim works with business leaders around the world to build and strengthen governance, strategy, organizational alignment, and operational excellence. Also, he works with clients to find and develop exceptional leaders. Kim cares about the people and understands the bottom line.

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Of all the workplace management decisions you can make, continuous improvement is the easiest to begin. Start right now. Consider what you must do today and find a way to improve it. Then put in place a way to measure your improvement and check at regular intervals to see your progress. Remind yourself to think “continuous improvement” every day until it becomes second nature.

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There is a reason people often resist change: There’s a comfort in what we know. While the call of the unknown is appealing to some, it is a natural and reassuring thing to resist putting ourselves in new situations. In times gone by, it was often possible for companies to “rest on their laurels.” They maintained the status quo with their products and services. People trusted their brands and products and knew what they were getting. In the business world, this is no longer possible.

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Be comfortable with chaos and challenge the status quo, even if you feel pleased with it. We should go against the norm and see what happens. Progress is creating order out of chaos. However, first, you need the chaos to produce the creativity. Two fundamental behavioral competencies are required to start climbing the leadership ladder: “leads decisively” and “thrives in chaos.”