Chris Kolenda: You cannot afford to waste a single brain when it comes to your company’s success.

You cannot afford to waste a single brain when it comes to your company’s success.

What would happen if all your employees were engaged and committed to your company’s success?

What would change if two-thirds or more of your employees were committed to your company’s success?

Many leaders rely on a few all-stars, hoping the rest can pull some of the load. According to Gallup, barely one out of every three employees reports being engaged at work. With one-third or fewer pulling the load, you are burning the candle at both ends.

I met someone this morning at a global affairs conference in Washington, DC, who shared her story of burnout and walkout. Her employer was content to waste the talents of the unengaged and ride the workhorses until they broke.

No leader intends to waste the brains and talents of their employees, but most don’t know how to move them from unengaged to engaged without micromanagement. Who has the time for that?

What if you could get more people pulling the load? Your all-stars would still be in their zones of genius, stay with you longer, and contribute better, because the unengaged are pulling on the oars in the right direction and cadence.

Everyone has unique gifts– natural strengths or superpowers – that too often get overlooked in the hunt to hire people with the right skills.

You need to put people in roles where they use their natural talents and exploit them with their skills.

When you put people in roles that don’t engage their natural talents or skills, they will fail and drop out.

A more common occurrence is putting people in roles that match their skills but not their natural talents. It’s like putting a big-ideas person into a role that requires them to pore over Excel spreadsheet details. High-functioning big-ideas people will perform the job well but burn more energy than a details person will. This problem is what happened to the person I met in DC.

The upper left quadrant occurs when someone is in a role matching their talents, but they do not yet have the skills to exploit them. Steve Jobs, for example, was in this quadrant during his first stint at Apple. His people skills were so terrible that he got fired from the company he founded.

Jobs grew from the experience and developed enough people skills to avoid being radioactive. He moved into this zone of genius.

How can you help people find their zone of genius? I’ve created the PROM Archetypes® quiz to give you a broad frame. PROM stands for the four types of people you find in the workplace: Pioneers, Reconcilers, Operators, and Mavericks. They each make distinct contributions when in their zones of genius. 

Once you have their PROM Archetype® and identify their zone of genius, you can more precisely define the skills they need to exploit them. You can also use this tool to check your company’s cognitive diversity.

When you know people’s natural talents and skills, you can put them in zone-of-genius roles where they will thrive.

There’s no reason to waste people’s talents.

Would you like to discuss ways to use the PROM Archetypes® to strengthen your company and help everyone get good at getting better? Schedule a call. There’s no cost, obligation, or BS.

Chris Kolenda: Boosting Psychological Confidence

Boosting Psychological Confidence

Psychological confidence arises when people are willing to speak up without fear of retribution; they do so respectfully and are confident they’ll be heard.

I prefer this term over psychological safety because safety-ism has created an expectation that employees should be free from accountability. Psychological confidence is about the courage to speak up and listen with an open mind, not about trigger warnings, safe spaces, and microaggressions.

People with psychological confidence report problems immediately, offer you fresh ideas that improve your business, and responsibly try new things that make your people, processes, and products work better. 

You don’t get innovation without psychological confidence.

According to an Accenture study that cites Gartner, HBR, and Gallup, companies with high psychological safety (confidence) experience:

27% lower turnover

76% higher engagement

50% more productivity

Your employees experience:

74% less stress

67% willingness to try new things

29% more life satisfaction

All three elements are vital for psychological confidence. Employees who fear retribution for disagreeing with their boss will keep problems and ideas to themselves, just like the co-pilot on the ill-fated Air France flight 447. 

The inability to disagree agreeably promotes gaslighting – employees will stay silent to avoid being blasted by a colleague. Such self-censoring is rampant on college campuses. 

Finally, no one will waste the effort to speak up if they don’t believe you’ll take them seriously; exhibit A is FTX’s collapse.

Magic happens when all three elements are working together. The willingness to speak up and disagree agreeably creates open-mindedness. Speaking up and believing you’ll be taken seriously creates confidence, and agreeing disagreeably while knowing you’ll be taken seriously builds trust.

Open-mindedness, confidence, and trust are the heartbeat of psychological confidence, creating the abundance mentality to share wisdom and co-create, leading to innovation.

To help you assess the degree of psychological confidence in your organization, Dr. Mark Goulston and I developed a survey that produces your Net Psychological Confidence Score.  

You can take it here as an individual to gauge your personal level of confidence. We can also create a version customized for your organization.

You’ll gain:

  • Your organization’s Net Psychological Confidence score, which you can use as a baseline for gauging progress.
  • Knowledge on what factors are playing the most significant role in your score.
  • Follow-up videos and action steps you can use immediately to strengthen your organization’s psychological confidence.
  • Greater trust, more innovation, lower turnover, and less stress as you implement these steps. 

Check out the survey here, and email me or schedule a call if you’d like to see if your Net Psychological Confidence Score is a good fit for your organization.

Chris Kolenda: Take These Simple Steps to Improve Accountability

Take These Simple Steps to Improve Accountability

I use a pre-event survey before delivering a keynote or off-site, and “strengthening accountability” is always at the top of issues on leaders’ minds. 

Leaders recognize the value of accountability, which means being answerable for meeting standards. Employees willing to acknowledge and own their mistakes or shortcomings are most likely to learn from them and improve continuously. By contrast, those unwilling to do so are likely to repeat errors and fail to grow.

High-ownership employees believe they have a responsibility to meet standards, and they possess the psychological confidence to own their mistakes and shortcomings. High-ownership employees will flag problems before they become crises and offer fresh ideas that help you innovate. 

Low-ownership employees, by contrast, lack belief in your standards and have poor psychological confidence. They are reluctant to admit mistakes or shortcomings because they believe you’ll throw them under the bus. They won’t identify problems or try new things because they fear failing. You’ll have difficulty helping low-ownership employees grow because they do not accept your standards. Identifying these employees and moving them on (or flagging them before you hire them) will boost morale and productivity.  

Moderate ownership employees accept your standards but are reluctant to admit mistakes or shortcomings because they have low psychological confidence. They are likely to report only problems that can be blamed on others and won’t try new things. 

Most employees have moderate ownership, and your approach to accountability will determine whether they grow into high-ownership employees or remain the same.

When you view accountability as fault-finding and blame, you reinforce an employee’s reluctance to admit mistakes and shortcomings. When you drill into people about their errors, their first instinct is to defend themselves, rationalize, and shift blame. You are more likely to build resentment than create psychological confidence and better future performance.

Here’s a better way. Ask your employee the following questions:

  1. What went well?
  2. In what ways did you improve from last time?
  3. What would you like to do better next time? How?
  4. What does ideal support from me look like?

Your high-ownership employees will identify their critical mistakes and shortcomings and develop steps to improve. Your moderate ownership employees will identify some mistakes and shortcomings. For the ones they missed, you can ask, “tell me more about X.” You want to boost their psychological confidence so they improve continuously and take the initiative to report problems, offer fresh ideas, and try new things.

Your low-ownership employees won’t recognize mistakes and shortcomings or only identify minor ones. 

In rare cases, you may have a psychologically confident employee with low buy-in for your standards. In this case, you need to discuss how the company and the employee are better off with the standards than without and find out why they are hesitant to accept them. You might find that they have a good point, and you can make commonsense adjustments.

I’d like to hear how well this approach works for you.

P.S. To help you assess the degree of psychological confidence in your organization, Dr. Mark Goulston and I developed a survey that produces your Net Psychological Confidence Score.  

You can take it here as an individual to gauge your psychological confidence level. We can also create a version customized for your organization.

When you use the survey for your organization, you’ll gain:

  • Your organization’s Net Psychological Confidence score, which you can use as a baseline for gauging progress.
  • Knowledge of what factors are playing the most significant role in your score.
  • Follow-up videos and action steps you can use immediately to strengthen your organization’s psychological confidence.
  • Greater trust, more innovation, lower turnover, and less stress as you implement these steps. 

Check out the survey here, and email Chris or schedule a call if you’d like to see if your Net Psychological Confidence Score is a good fit for your organization.

Chris Kolenda: Harvard students cheering on Hamas shows why character counts

Harvard students cheering on Hamas shows why character counts

American students’ celebration of Hamas’s massacre of Israeli civilians shows that elite education is losing its soul.

Why it matters: employees who cannot grasp the three basics of character formation: think critically, conduct basic moral reasoning, and maintain an open mind, will stifle innovation, cut ethical corners, and undermine your culture. 

Trusting relationships are the glue that holds organizations together. You should assess a prospective employee’s character before hiring them. 

Education, Plato wrote in The Republic, is the guardian of the guardians. Its purpose was not technical training but intelligence and character formation. You demonstrated your character through action in the public square and on the battlefield.

“The function of education,” Dr. Martin Luther King, Jr. said, “is to teach one to think intensively and critically. Intelligence plus character – that is the goal of true education.”

Sadly, many students get indoctrination rather than the intellectual courage that comes from practicing critical thinking, moral reasoning, and agreeable disagreement. 

How else to explain their inability to see Hamas’s mass murder as beyond the pale?

One can condemn Hamas’s atrocities while at the same time empathizing with the plight of Palestinians and Israelis who want to live a peaceful and prosperous life, however they define it. One can support Israel’s right to self-defense while at the same time demanding their adherence to the laws of war and respect for Palestinian civilian lives. Hamas’s murdering thugs are Palestinians, but only a fraction of Palestinians are Hamas.

Who benefits from Palestinian misery and Israeli paranoia? Hamas, of course, and associated groups like Palestinian Islamic Jihad (whose errant rocket killed scores of innocent civilians outside a Gaza hospital).

Many students have become, in words ascribed to Lenin, the “useful idiots” of those who seek to divide humanity based on their chromosomes, categorizing them into colonized/colonizers and oppressed/oppressors. The former, in this simplistic view, are good, and the latter are evil, so any action against evil is justified. 

Hence, you have university students cheering on Hamas as they beheaded Israeli civilians and butchered children. It’s obvious who benefits, on both sides of the aisle, from pitting people against each other.

“The philosophy of the school room in one generation,” Abraham Lincoln warned, “will be the philosophy of government in the next.”

The Enron, Madoff, Theranos, and FTX scandals, among others, show the damage when people lack moral and intellectual courage. Given what we see on many college campuses, such scandals will likely increase. Employers aware of the danger have revoked employment offers from students who celebrated Hamas murders.

Before the indoctrinated become bosses, you may see a perverse Robinhood effect – talented, self-righteous employees who sabotage your company.  

Artificial intelligence can improve this problem by leveling the book-smarts playing field. 

A B-level graduate of character from a state university can tap into artificial intelligence for the book smarts. The reverse is not true for the elite college A-student who lacks moral and intellectual courage.

P.S. Many students report that self-censoring is a significant problem on many college campuses. It’s a habit that may carry into the workplace. Did you know employees who report low psychological confidence are reluctant to identify problems, offer fresh ideas, and try new things?

​​Employees with high psychological confidence report significantly lower stress and anxiety and substantially higher performance, productivity, and innovation. Dr. Mark Goulston and I developed this psychological confidence survey so you can assess and identify ways to improve. We can also survey your entire team and provide you with a Net Psychological Confidence Score.

Chris Kolenda: Less Time, Better Results. What People Say About Expert Consulting Mastery

Less Time, Better Results. What People Say About Expert Consulting Mastery

Joan (not her real name), a gifted leadership coach, was at her wit’s end. Her firm emphasized cold-calling to get people to buy leadership training programs. She was extremely uncomfortable. The awkward and frustrating conversations never led to a sale and often damaged existing relationships. She wasn’t making any money. 

CEO coaching and consulting are high-trust, high-touch endeavors. People need to know that you understand their needs and that you’ve got their backs before you can broach ways to help them. I learned this lesson the hard way, too.

Joan started working with me on this approach during the Expert Consulting Mastery program. She rehearsed it several times with me before talking with prospects. She got immediate results and boosted her business to six figures from nearly zero revenues.

“This approach feels good and natural to me,” she reflected. The conversations were joyful and consistently led to working together. She gets referrals from delighted customers, which boosts her business. She never cold-called again.

Business development is the Achilles heel of many veteran coaching and consulting businesses. 

Positioning, prospecting, marketing, and sales can feel overwhelming and daunting for many people.  When you learn how to perform these skills in line with your values and standards, you will find that they become a joyful part of your business and incredibly effective. This is exactly what we do in Expert Consulting Mastery. 

When you fall into the trap of riding your Rolodex for a year or two and fail to focus on long-term business development, you’re destined to struggle once the people who knew you in your previous capacity have moved on.  This can cause your early wins to nosedive quickly. I learned that lesson the hard way, too.

When you have a method to identify the people you want to help, find them, and meet them where they are, and you do so consistently, your business will succeed sustainably. 

Here’s what some past participants have said about my Expert Consulting Mastery program: 

“Working with Chris has given me the skills, confidence, and accountability I needed to build a thriving business. I now approach business development with enthusiasm instead of trepidation.” – Lori Tompos, Lori Tompos consulting

“Spend less time, and get better results … I was able to apply as we were going and see results immediately.” – Kris Yagel, Founder, Diligent Plans

“This program’s clarity and focus resulted in more high-payoff work that we love and less wasted time and energy. We expect 33% growth to reach $100k in monthly revenues and expand from there.” – Matthew Hargrove and Barry Lingelbach, Black-Grey- Gold Consulting 

“I know exactly how to achieve my goals and deliver life-changing outcomes for my clients … and charge much more for the value I provide.” – Laura McKenna, Founder, Strength and Shield Coaching (Watch Laura’s video)

In case you’re wondering about the details of this program, here’s a quick recap for you.  You can read all the details here if you haven’t done so already.

This 9-week program gives you the process, guidance, and support to accelerate your business and create durable success.

100 percent of the people who’ve implemented each step of the process have been successful. Most find the program pays for itself in the first few weeks.

Each week you will watch videos (totalling about 30 minutes) and complete an assignment. You will meet with your group and me via Zoom to discuss your progress, answer any questions, and give you action steps that get results.

By the end of the program, you will have everything you need to move your consulting business from striving to thriving. 

If some part of the process is not working for you, here’s my promise and guarantee: I’ll work with you until it does – at no additional charge.

I’m very selective about who joins the program which is why admission is by-application-only. 

If you’d like to know more, send me an email, and I’ll send you a simple application.

We’ll discuss your business and see if Expert Consulting Mastery is right for you. I’ll give you action steps to move your business forward, whether or not you decide to take the next step.

Chris Kolenda: 13 Behaviours Draining Your Energy: The Michelangelo Principle Can Help Your Leadership Improve

13 Behaviors Draining Your Energy: The Michelangelo Principle Can Help Your Leadership Improve

Are you a leader tired of people telling you to pile more stuff – goals, reading, workshops, conferences, journaling, activities, etc. – onto your overloaded life? 

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The individual ideas sound great, but who has the time for it all? It feels like the good intentions on the road to hell. 

If you are like most leaders experiencing good idea overload, you pass on capacity-building activities as nice-to-dos. 

I’ll get to it when I’m not so busy.

You leave opportunities on the table for becoming ever-better, and the delays rob you of development’s compounding interest effect.

If you’re experiencing this tension, I’ve got something that will help you create more space in your rucksack, and it’s not another failed productivity hack. 

Take away your time and energy vampires by following the Michelangelo Principle.

When someone asked Michelangelo how he created David, the sculptor replied that he simply took away everything that was not David. 

The Michelangelo Mindset is a term I first heard from Dr. Mark Goulston about the importance of removing the obstacles in your way. 

For this article, the Michelangelo Principle states that you must take away what’s holding you back to become an ever-better version of yourself. 

Imagine someone piling more “good stuff” onto the marble containing David, making Michelangelo’s job harder. We might never have this work of genius.

The principle is the same for you. In this case, you want to prune away behaviors that create needless friction. 

Behaviors – how you apply your standards to the people around you – separate elite leaders from everyone else. At a certain point, your skills and experiences no longer differential you. Your behaviors set you apart.

Below are fourteen behaviors that drain your time and energy. Most leaders have two or three of these behaviors. Prune these away, and you’ll save hours each week in no longer correcting miscommunication and misaligned work or having to pick up the slack that didn’t need to happen.

  1. Adding unnecessary value. When you improve someone’s idea by 5%, you reduce their commitment by 50%. Your employees perform far better with an 80% solution that they own than with a 100% solution you provide. You waste time and energy because you must make up for lost employee commitment.
  1. Offering unsolicited advice. Your good intentions create resentment by saying, “I’m better than you.” You waste time and energy by creating needless friction. Your employee is worse off, and you must pick up the slack. Ask, instead, what support you can provide to help them succeed faster. 
  1. Winning every argument. When you insist on winning every argument, you drag out meetings, create unnecessary conflict, and undermine goodwill. Gaining people’s buy-in is more important. Once you’ve got that, shut up and move out. 
  1. Butting in. Nothing matters before the But. The same goes for However and No. You create resentment with these words that say, “You make a good point, but my point is better than yours.” You waste time with needless input and micromanaging compliance with your mouse-turd caveats.
  1. Providing Constructive Criticism. Criticism builds defensiveness, which impedes progress. You waste time and energy relitigating the past, and your employee is less likely to innovate and try new things. Stop dwelling on history and start framing a better future by feeding forward: “How will you do it better next time?” 
  1. Justifying your actions after requesting feedback. You asked for feedback on what you can do better. Your employee tells you something you do that bothers them. When you justify your actions, you imply someone other than you is at fault. They feel they stuck their neck out, wasted their time, and gained your resentment. When you ask for advice and get it, say, “Thank you.” 
  1. Not Listening. Instead of focusing on your employee, you try to multitask. Your employee thinks they are unimportant to you, and you get only a fraction of what they said. Other times, you listen to respond (see winning every argument), so you miss their more essential points. You waste time and energy on misunderstandings and rework. Focus 100 percent of your attention on listening without passing judgment. Seek first to understand. 
  1. Speaking (or typing) when Angry. You are guaranteed to worsen the situation by creating resentment, putting your foot in your mouth, and piling on problems. Step away from the keyboard, go for a walk, and ask, “What can I do to improve the situation?” 
  1. Negativity fixation. You want to show how smart you are by explaining why every new idea will fail, so you stifle initiative, undermine ownership, and stay mired in a failing status quo. Ask instead, “How will you address this challenge?”
  1. Feeding someone’s negativity fixation. You’ll waste hours arguing back and forth with a know-it-all who’s stuck in their ways. Ask instead, “If it were possible, how would you do it?
  1. Letting Perfectionism impede progress. Moving from an 80 to 90 percent solution can be prohibitive in time, money, and opportunity cost, so stop waiting for perfection. Go with the 80 percent solution and adapt as needed. You’ll save time, energy, and resources while seizing opportunities that grow your business.
  1. Obsessive fault-finding. Some leaders treat finding an error like discovering a buried treasure. You spend so much time looking for what’s wrong that you miss seeing and recognizing what’s right. You spend time correcting faults, large and small, but fail to reinforce productive behavior, so unnecessary problems keep piling up.
  1. Finger-pointing. Leaders who obsess over faults tend to fixate on blame. This tendency creates predictable backlash as people try to defend themselves, cover their backsides, and re-litigate the past. While you waste all this time and energy, the problem’s cause remains. Focus on the cause, not blame, address it, and move on.
  1. Being the Hero. When you parachute to solve everyone’s problems and answer their questions, you become a crutch for your employees. Instead of building self-reliance, you create dependency. You rob yourself of the time to do your job, and rob your employer of the value you are supposed to provide. Instead of solving the problem for them, ask, “How would you do it?” 

Are you ready to slay your time and energy vampires to become an ever-better you? I can help you zero in on the behaviors to chip away and give you the action steps you need to reveal your own David. Schedule a call here and let’s get started.

Chris Kolenda: In an AI-informed company, the one who knows Why will replace the ones who know How. Here are 5 Things you need to know.

In an AI-informed company, the one who knows Why will replace the ones who know How. Here are 5 things you need to know.

Have you experimented with AI chatbots like ChatGPT? If you are like me, you probably were awed by their ability to crank out information, produce analyses, and generate content. After further use, you likely perceived some implicit biases, basic errors, and odd phrases. 

AI isn’t perfect, but it’s here to stay. The question for leaders is how to make the most of AI’s extraordinary capacity and limit the downside while inspiring people to contribute their best.

Here are five ways the best leaders will adapt to AI:

  1. Why Leaders trump How Leaders. To date, subject-matter-expert leaders, what I call How Leaders, dominate most companies. How Leaders have the plans and the expert knowledge to solve problems and direct people what to do. The downside is the dependency they create as employees wait to be told what to do and how to do it.

AI makes How Leaders less relevant, because anyone can tap into generative models for expert answers on any technical skill. Need code for a new program? No problem for AI. Need a manufacturing design? Presto! You get in seconds what might take weeks for an expert to produce. 

Why Leaders, on the other hand, provide the questions and guidance that bring out the best in their employees – including their artificial intelligence teammates. Why Leaders become more critical to your organization because of their ability to tap into expertise and direct it toward your company’s common good. 

  1. Strengthening personal interactions. Remote work, powered by AI, makes face-to-face contact more rare and important. AI’s ability to produce deep fakes (AI can replicate your voice in three seconds) can undermine trust between you and your employees. Was I talking to a real person or AI? AI can handle data, my Chatbot writes, but it cannot establish trust

The most effective leaders make every face-to-face interaction count to build trust and strengthen relationships. Gone are the days when you had so many interactions that a few bad ones got less attention. Now, the stakes for each interaction are higher. 

Bring people together for quality personal interactions in extraordinary venues and you will reap the benefits of high trust and increase the capacity of their subordinate leaders to inspire the best contributions of their human and AI employees.

  1. Fighting Bigotry and Unfairness. AI can expose as well as perpetuate biases and unfairness. My Chatbot writes: According to a 2021 report by the Economic Policy Institute, some companies with significant pay disparities between the CEO and average workers included

Employees will increasingly see when people are promoted or punished based on their chromosomes, and when CEOs lavish pay on themselves and do little or nothing to support their employees’ livelihoods and professional futures. 

The best leaders will exemplify their company’s standards and hire only those likely to buy-in; the hypocrites are at higher risk of exposure and damaging your company. 

  1. Reducing surveillance anxiety. Weak leaders and autocrats will use AI as a surveillance tool to monitor employee compliance. As my Chatbot notes, When employees feel watched, they watch their backs—not their work. The AI-as-Big-Brother kills morale and innovation.

The most effective leaders will use AI to improve future performance. For example, AI can identify skill gaps and address them, offer advice, create systems for setting up your employees for success, and suggest the most productive career pathways. 

  1. Enhancing decision-making. AI can process data, my chatbot tells me, but can’t understand its impact on people. As I’ve found in my time with ChatGPT, the bot is only as good as the guidance I give it. Even the most thoughtful prompts get, at best, a 70 percent solution.

I appreciate the time I save moving from a 50 or 70 percent solution to 80 percent, and not having to start from scratch. At the same time, it’s the critical thinking skills that allow me to provide the quality guidance the chatbot needs to crank out meaningful answers. 

The best leaders will develop their subordinates’ critical thinking skills so they can bring out the best in their human and AI teammates. You’ll get better outputs from them and you’ll make better decisions as a result.

What ways do you expect AI to affect your leadership? I would love to hear about it! Email me and let me know. 

Chris Kolenda: Save $2000

Save $2000 – Don’t miss out!

Friday, September 15th is the day! It’s your last chance to register for Expert Consulting Mastery and save $2000. Are you ready?

This program is for you if you:

  • Earn $100,000 in revenue and want to grow beyond $250k without increasing your workload;
  • Are coachable and have an open mind;
  • Have an abundance mentality and like to share ideas with others;
  • Are willing to try new things.

If some part of the process is not working for you, here’s my promise and guarantee: I’ll work with you until it does – at no additional charge.

This program is exclusively for veterans and immediate family members who want to grow their already successful coaching or consulting business.

Schedule a call if that sounds like you, so we can decide if Expert Consulting Mastery is right for you.

You will only be accepted into the program if I am 100% certain you will succeed.  Let’s talk, there’s no downside to this conversation.

P.S. 100 percent of the people who have previously participated in this program and who have implemented each step of the process have been successful. Most find the program pays for itself in the first few weeks.

Interested in learning more about Expert Consulting Mastery? Register for my “Profitable Practice” webinar on September 20, 2023.

Chris Kolenda: Why you have to apply for Expert Consulting Mastery.

Why you have to apply for Expert Consulting Mastery

You likely have never been asked to apply for a coaching program before. Allow me to explain why I do this FOR you. 

The right fit matters when it comes to doing deep work. In Expert Consulting Mastery, I want your experience to be as joyful and meaningful as possible and for you to be surrounded by like-minded people. When you’re part of our community, you’ll be surrounded by other veterans who are serious about growing just like you are.

The application process ensures that each participant is able to extract and contribute the maximum value from this program.

Wondering if you should apply? Here’s some of what I’m looking for from you:

  • You earn $100,000 in revenue and want to grow beyond $250k without increasing your workload;
  • You are coachable and have an open mind;
  • You have an abundance mentality and like to share ideas with others;
  • You are willing to try new things.

As you experienced in the military, standards are vital for success. You need to have standards for your clients so that you attract people who you believe will succeed, that you cheer for, and who are a joy to work with. 

You’ll find we have standards you can get behind in this program too.

Here’s why you should apply:

  • You gain a proven process that accelerates and simplifies your business so you get better revenues at less work and zero frustration.
  • You get an accountability partner who wants what’s best for you and is willing to tell you the truth.
  • You have lifetime access to the materials.
  • You create relationships with like-minded peers who share insights and support.
  • You get my promise and guarantee: if something is not working for you, I’ll work with you until it does – at no additional charge.

Participants in my programs build strong connections quickly and support each other long after the program finishes. 

Having the right people around you shortens your path to success.

If this program sounds like a good fit for you, schedule a call with me. There’s no downside and a massive potential upside.

Are you interested in learning more about Expert Consulting Mastery? Register for my September 20, 2023 webinar.

P.S. 100 percent of the people who have previously participated in this program and who have implemented each step of the process have been successful. Most find the program pays for itself in the first few weeks.

Chris Kolenda: AI is Getting Dumber. How You Can Avoid Cognitive Drift.

AI is Getting Dumber. How You Can Avoid Cognitive Drift.

According to the Wall Street Journal, AI platform ChatGPT 4 has significantly higher errors in basic math and other subjects than its predecessor, 3.5. What’s going on?

Algorithmic drift is one of the primary culprits. AI learns from inputs, so it is subject to the garbage-in, garbage-out phenomenon. The more garbage enters the system, the more the chatbot’s accuracy drifts. 

Algorithmic drift can also result from manipulation, where people seek to sabotage the Chatbot by feeding it lousy information or coaxing it to say something outrageous or offensive. 

Artificial life is not all that far from real life when it comes to cognitive drift. We, too, drift when we privilege information that confirms our beliefs (confirmation bias) and super-empower those who speak it. Cognitive drift is part of the reason leaders can get worse even as they have more experience on the job. Russia’s Vladimir Putin is a high-profile example.

You avoid cognitive drift when you gain diverse inputs, resist sycophancy, and breathe fresh air. Here are some action steps to do so.

  1. Promote cognitive diversity in your inner circle. Just because someone looks different from you does not mean they think differently. You need people around you who are committed to your success and see issues from different angles. My PROM Archetypes® assessment helps you do so.
  1. Seek out differing perspectives. I read the New York Times, Wall Street Journal, and Washington Post because I know that each has a unique point of view, and I can normally triangulate them to come up with a reasonable degree of ground truth. You put cognitive drift into overdrive when you only read, watch, or listen to news and ideas from a single perspective.. 
  1. Increase your company’s psychological confidence. Psychological confidence occurs when leaders encourage disagreement, and employees are comfortable disagreeing agreeably. People with psychological confidence will identify problems, offer fresh ideas, and take risks to advance the common good. If everything is always awesome in your Legoland, you should brace for impact.

I can help you assess your company’s psychological confidence using a questionnaire. Here’s the general version that I customize for organizations. 

  1. Get an outside perspective. Bring on a trusted advisor who 1) wants what’s best for you, 2) builds your capacity, and 3) tells you the truth. Your typical certificate-waving coaches fall short on 2 and 3; they usually just help you inhale your own gas. 

It’s hard to see the label from inside the jar, and even your most objective subordinates will have difficulty telling you what you need to hear. A trusted advisor will save you time, improve your decisions, and increase your peace of mind.

If you would like to explore ways a trusted advisor can support you, schedule a call