Cracking Performance

Building Capabilities

Finding Relevance

Cracking Performance

If there’s no conflict, there’s no interest (so, shake things up!)

All change starts with disequilibrium: something being ‘off’. The ‘off’ can take many forms: not...

Cracking Performance

What a CEO should be doing with their Executive Time

A key shift that must accompany any CEO coaching/advisory engagement I’m a part of is...

Cracking Performance

Solving The Riddle or Wrestling The Problem

When seen in the right light, business success is a riddle. * For some CEOs,...

Cracking Performance

‘Sacred Success’: the new code for business performance

I don’t use the word ‘sacred’ lightly. It is a powerful, dense term that is...

Cracking Performance

Performance leaks: How you relate to them says a lot about your CEOship

What is your relationship with ambition? In my experience, only two possible states regarding ambition...

Cracking Performance

The affronting question of viability: when you know but you don’t want to look

‘Viable’ is a powerful word because of its unflinching nature. A course of action that...

Cracking Performance

Looking for the performance leaks

I find it interesting that the question “Where is your business losing performance?” is so...

Cracking Performance

What mode are you in: Value Creation or Value Retrieval?

If you, as a CEO, are high-performance orientated, you should always have your eye trained...

Cracking Performance

Sensing where your business is on the Block < – > Flow spectrum

The CEO position, and the myriad components and dimensions to it, is complex. When teaching...

Cracking Performance

Your business is somewhere on the spectrum from Stuck -> Flow. Where is it?

Your business can be located somewhere on the spectrum of Stuck -> Flow. It deviates...

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with Lockstep

If you choose to contact Lockstep, your request will be treated with the care we extend to all of our clients. The more context you provide, the better we will be able to serve you.

Cracking Performance

If there’s no conflict, there’s no interest (so, shake things up!)

What a CEO should be doing with their Executive Time

Solving The Riddle or Wrestling The Problem

‘Sacred Success’: the new code for business performance

Performance leaks: How you relate to them says a lot about your CEOship

The affronting question of viability: when you know but you don’t want to look

Looking for the performance leaks

What mode are you in: Value Creation or Value Retrieval?

Sensing where your business is on the Block < – > Flow spectrum

Your business is somewhere on the spectrum from Stuck -> Flow. Where is it?

Engage with Lockstep

Engage
with Lockstep