One of the biggest leadership traps is believing that progress requires consensus. But the challenge isn't getting everyone to think alike. It's learning how to communicate, make decisions, and build momentum when they don't. Here are three mindsets that will help you approach this conundrum with more ease and success.

Between holidays, vacations, and general year-end fatigue, the window between Thanksgiving and New Year’s can turn into a murky holding pattern. But it’s only October, which means there’s time to get ahead of this potential pitfall! Here are 5 leadership moves you can make right now to align your team before the end of the year.

Use these facilitation methods to unify, empower, and activate teams  that are dispersed, fragmented, remote, or disengaged. You can copy/paste these activities into your next worksop to get your team out of the weeds, dissolve or soften resistance, and re-energize the group.

The outputs of a Design Sprint are most powerful when they’re supported by leaders in the organization. I designed a way to involve key decision makers in the process so that their presence feels constructive. Use my facilitator-approved approach to add manageable and productive stakeholder reviews to your sessions!

In a perfect world, we'd have perfect professional chemistry with all of our colleagues. But alas, it's not a perfect world—not even close. Fortunately, even if there are certain stakeholders you mesh with less than others, it's almost always possible to overcome personality clash and find a way forward. Here are the tips I've found to be most helpful for working with, not against, your most difficult teammates.

Helping teams make decisions can be a complex process when there are various group dynamics, cultural quirks, and political intricacies at play. But it doesn't have to be. Let’s explore a few essential facilitation techniques that empower groups to harness their collective wisdom, navigate challenges, and arrive at well-informed decisions.

When facilitating teams embarking upon strategic work, one of the most important alignment exercises you can cover is defining what success looks like. My go-to is the playing field method, where success is defined by the participants in terms of good, better and best. Those milestones can refer to interim goals that happen en route to a home run, or different versions of success that range from most realistic to most ambitious. Here’s how to do it.

Assets and liabilities is an exercise I often facilitate with teams to take an inventory and drive a shared understanding of what’s working for and against the team. It’s super straightforward and something you can include in many endeavors, from strategic planning workshops and idea-generation sessions, to prototyping workshops.

How do meeting leaders and workshop facilitators make sure teams can collaborate and produce their best work without being bulldozed by someone loud and intimidating? A bit of effort before and during a session can keep things running well and reduce the likelihood that this type of behavior will emerge from participants. And when it does, I’ve got tips for that too.

The most fruitful teams know their purpose, what their responsibilities are, and have a sense of camaraderie with their colleagues. When these dimensions align, people perform better (which is good for both them and the company alike). But how do we get teams to get along? Cooperation doesn’t come at the snap of a finger — it’s cultivated with intention and is the precursor to everything else.

When teams are stuck in the weeds it’s usually not because any one person failed to do their job, or because the group isn’t capable. It’s simply because the team doesn’t have the right tools to unlock the answers. This is why it’s so critical to bring in reinforcements when you’re having trouble accelerating a project or idea.

If you lead workshops and Design Sprints, you’ll need to involve key decision makers in the process so that it’s constructive rather than disruptive. Having a formula to handle these situation is especially important when working with big orgs. Check out my approach to the process so that your experience feels constructive and controlled.