As I have shared, one of the most intriguing parts of my job is interviewing leaders to gain their insights into the key issues they are embracing and wrestling with in their real-world environments so that I can build them award-winning business simulations that enable organizations to learn by doing.

For example, I recently interviewed 30 leaders from around the world across a range of functions to gather their insights into better, more practical coaching best practices so I can build a portfolio of Praction AI role-playing exercises.

As I reviewed the customized summary of my interviews and an analysis of what I heard with our clients, one of them asked me a provocative question, “Did you get any insights or the sense that our message of creating and coaching to a much more aggressive, proactive, breakthrough innovation culture is getting through?”

I answered transparently that I did not, and shared that maybe I wasn’t asking the right questions, to which they assured me I was, since they had helped me write the questions and approved them.

We then had a deep discussion about the takeaway learnings from the interviews, which were all very traditional, like “I need to spend more time preparing for coaching conversations.”

I was then given the directive to make the simulation experience compel leaders to coach differently. “Now is the time for bold leaders to move fast and break things,” was the mantra, and my job is to build a simulation that creates the environment and coaching environment to do that. And obviously, AI is the catalyst behind this.

However, this is a content area that seems relatively new because of the AI aspect that is simply changing everything and integrating it into the approach. I decided to come up with a list of the five things leaders must do to coach toward a culture of move fast and break things:

Read More >

Something resembling this conversation is happening right now…millions of times a day:

Customer: It’s time to renegotiate our contract for next year.

Vendor: Yes, glad you think that. You know the price of oil has gone up, healthcare costs have increased, supply chains are still volatile, and geopolitical issues are driving a 15% price increase.

Customer: Uh, that’s not the direction we’re going. Many of our other vendors are leveraging AI to reduce costs and lower their cost of goods sold. We expect you to lower your prices by 15%.

And there you have it.

Your customer just told you that your costs are going down. Even if they aren’t.

And of course, the big question is: “Is that actually true?”

Like most companies, you’ve been experimenting with AI. You’ve seen flashes of efficiency. Maybe some productivity gains. Maybe even pockets of cost reduction.

But you are probably not in a position to confidently say:
"Yes, we’re cutting our prices by 20% because AI has transformed our cost structure."

So now what?

Based on conversations with leaders across industries, and what we’re seeing in real time, here are five critical considerations when your customers start pricing your AI benefits for you.

Read More >

For 40 years, I’ve listened to leaders say the same thing:

Read More >

As I have shared previously, some of the best ideas for our blogs come straight from the field, and this one is spot on! I’m currently building a leadership microsimulation for a client, and as part of the design process, I interviewed several senior leaders about their most pressing challenges.

One theme came through loud and clear:

“New leaders are struggling with acquisitions.”

Not the deal mechanics. Not the strategy slides.

The integration.

Leadership challenges such as:

• How to welcome new teams.
• How to introduce culture, systems, and expectations.
• How to make decisions when everything feels politically sensitive.

And perhaps most importantly:

“They are too scared to take a position… so things fall through the cracks and we are left with a mess.”

That’s the real problem.

Integration doesn’t fail because of bad intent, it fails because of leadership hesitation at exactly the wrong moment or worse yet, making the wrong decisions by making no decisions.

Here are five very current, very practical tips for new leaders stepping into an acquisition integration:

Read More >

If you listen to enough AI conversations these days, you might start to believe that the future of business decision-making will be entirely automated.

• Algorithms analyze the data.
• The system generates insights.
• Leaders simply approve the recommendation.

But something interesting is starting to happen in companies that are deeply integrating AI into their decision-making processes.

The more data they analyze, the more they are rediscovering something important.

Data does not replace judgment.

In fact, the explosion of data and AI-driven insights may actually make human judgment more important than ever.

In our work designing business acumen simulations for leaders around the world, we constantly emphasize that data is only one part of the decision-making process.

The real skill of leadership is knowing how to interpret the data and when to challenge it.

Here are five reasons why human judgment still plays a critical role in the age of AI.

Read More >