Approachability is an advantage. Making coaching easy is an advantage. This tool minimizes the effort to manage expectations, manage perceptions, and share helpful feedback across three communication channels.

In innovation, most attention is the work within the project. Before your next project begins, consider what questions your team should answer. This documentation provides transparency, alignment, and sets you up for success.

Innovation professionals spend a lot of time in meetings. Rethink the relationship between meetings and “real work.” Have a firm grasp of the numerous ingredients of effective meetings.

Surely some activities in your organization are important to measure. A scorecard captures the “Metrics That Matter” - Leading and Lagging. Historical, Current, and Target values.

Barriers, Risks, Issues, Questions (BRIQ) - until you know exactly what to do with them, get them on paper somewhere - a kind of parking lot!

Your colleagues, especially your manager, need to know if you’re bored, buried, or somewhere in between. Share your workload so the team can balance the workload!

Perceptions of health are important! They can be as easy to share as Red, Yellow, and Green. THEN the conversation starts!

At the start of every project, to accomplish the first “A” in ADKAR, notify your stakeholders. An Awareness Blast is a low-maintenance way to let stakeholders know they need to contribute, and they need to help to identify other stakeholders who need to contribute.

Meetings are great opportunities for team members to build upon each others’ ideas. Meetings are critical for alignment. Know every trait of a good meeting in order to maximize them.

A highly competitive world leads to being self-absorbed and self-conscious. Hyper-competition undermines teamwork and collaboration. Improv practices help you commit to collaboration and co-creation. Join the world of “Yes, And.”

In a fast-moving world, you need a simple framework for weekly reflection. Your colleagues don’t have to finish and share every sentence every week, but everyone must be thoughtful of these every week. Own your praise. Own your critique. Own your silence.

Don’t rely on HR to define and govern feedback. Own it. Conduct it yourself. Be approachable. Groom it in others. Isolate feedback into three communication channels: email etiquette, meeting etiquette, and deliverable contribution. Neutralize personality conflict. Ask and negotiate “What do you want me to do differently?”