dr carl robinson

The Currency of Success - Interpersonal Intelligence™


Why Partnership Fail and Steps to Prevent Failure

By Carl Robinson, Ph.D. Partnerships are breeding grounds for conflict because everyone is a chief, or thinks they are. That’s just one of the reasons many partnerships end up failing. Partnerships form with the best of intentions. They fail for a variety of preventable reasons. Partnerships generally form for three basic reasons: 1) A few Read More >

Motivation – How Great Leaders Do It!

How many people do you know wake up in the morning planning on being ineffective in their job? I haven’t met a manager or executive who doesn’t want to be seen as an effective leader. Yet, we all know there are some people who just seem to get more out of their employees than other Read More >

4 Reasons Performance Review Use is on the Decline

This just in: Companies are ditching performance reviews. This news comes from a recent study by the NeuroLeadership Institute, where analysts have been following the HR practices of 30 companies, representing 1.5 million employees, since 2011. And, they aren’t alone. Research from Bersin by Deloitte shows around 70 percent of companies now reconsidering their performance management Read More >

The Psychology of a Complainer (and How to Deal With Them)

We’ve all seen one — that customer who makes a big, awkward scene in the middle of a store or restaurant because of a bad experience. Customers complain for a variety of reasons, and the psychology behind their thought processes ranges drastically. Some customers have been legitimately wronged, while others are just having a bad day; Read More >

5 Steps to Improving the CEO-Customer Relationship

As part of its Global Leadership Forecast 2014-2015, Development Dimensions International, or DDI, compiles the results of its Conference Board CEO Challenge® 2014 survey. In it, CEO respondents are asked to indicate how prepared they are for the future. Perhaps surprising, but maybe not so much, is the overall sentiment that these leaders don’t feel adequately Read More >

A Lesson in Delegation and Sharing Responsibilities

Regardless of your political orientation, there is this really interesting quote I like with which Newt Gingrich is credited as saying: “Lions cannot afford to hunt mice because they literally will starve to death, even if they catch them. Lions and all large carnivores have to hunt game large enough to justify the investment, so Read More >

3 Important Considerations for Effective Conflict Management

Whenever two people with different ideas square off in a confrontation, good conflict managersadvocate for collaboration, where everyone feels their opinions are heard and valued. Rarely do we have that much time. Instead, when it comes to resolving conflict over high-priority issues on a tight schedule, many times a CEO will actually need to force a Read More >

Combat the Small Business Time Wasters

A Salary.com employee survey in 2013 found that 69 percent of those responding said they regularly wasted time at work. Time is money for a small business. Quit losing money by identifying and eliminating those major time wasting tasks. Use these suggestion to streamline your operations, educate your staff and get everyone focused on that vision of Read More >

How Your Mistakes Can Grow Your Organization

Learning From Your Mistakes The American author, Meg Cabot, is credited with saying “Courage is not the absence of fear, but rather the judgment that something else is more important than fear.” As a manager, and especially as someone in a company’s highest of positions, there is often a fear of failure…a fear that allowing anyone Read More >

5 Ways to Create a Necessary Sense of Urgency

Don’t let yourself be confused by the difference between urgency and emergency. Emergency is an after-the-fact response to an action or consequence, while urgency is a proactive state of performance CEOs often find themselves needing to create. Competitive pressure is one reason urgency is needed. If a manager is unable to keep forward movement at Read More >

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