…seeing our differences objectively, and to finding new ways to stop playing the blame game and start working together more effectively. Here, longtime coach Christine Chassé explores what happens when…
…leadership assessment, a cornerstone of the MRG philosophy has been embracing diverse approaches to leadership. Different contexts – organizations, roles, challenges – may call for different approaches, behaviors, or types…
…we find ourselves working in close quarters with all members of our household). While disruption clearly comes with challenges, it also presents opportunity. One of these opportunities is that now…
…number of motivators which are universal. No matter where a person comes from, what they have experienced, where they have traveled, or what they have achieved, they are common to…
…discussed from many different angles. All attendees are gathered in a single room, which means everyone has the opportunity to attend every single talk. And they should – this was…
…and compressed timelines; decisions can’t wait. Who am I serving? Beneficiaries, governments, their leaders, and the organization itself are just a few of the parties humanitarian leaders need to consider…
…more specific and thorough responses. I think the biggest benefits come from the detail and specificity that is often incorporated into these responses. One of the reasons I think we…
…international business located in our small city does have a downside: we rarely get customers dropping in to visit. That’s an especially painful downside here at MRG, where many of…
…do to increase the chances of achieving their goals – sometimes significantly! It turns out that just setting the right kind of goals and receiving regular feedback increases the chances…
…behavioral shifts more than triples. The degree of change increases as the leader ascends higher in the organization – and in some transitions, even the direction of behavioral change varies…
