Patsi Krakoff, Psy. D.'s Articles in Teams

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  • The Business Case for Happy Companies - Teams
    Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success?

    Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills.

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  • Office Politics: Survival of the Savvy
    Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.)

    Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics.

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  • Making Strategy Everyone's Job
    After years of reengineering, downsizing and optimizing operational efficiencies, companies are now focusing on new ways to generate distinctive competitive advantages. Strategic planning is back, but with a difference: it is no longer the domain of the CEO and senior executives.

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  • Personality Types in Executives: What Works
    The Myers-Briggs Type Indicator is one of the most frequently used self-report assessment tools in management and leadership development programs around the world. It is used in leadership development, team-building, communications training and executive coaching.

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  • Survival of the Fittest: Feedback is not for Sissies
    In order to be persistently successful, people and organizations need to adapt continually to their environment. This requires information from the environment. The more open the feedback loops, the more effective the adaptation and change can be. Few leaders have truly open and honest feedback within their organizations

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  • Creating an Execution Culture – A Leader’s Most Important Job
    In the year 2000 alone, forty CEOs of the top 200 companies on Fortune’s 500 list were removed – fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong.

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  • Follow the Leader? It's a new game!
    Organizations are successful or not partly on the basis of how well their leaders lead, but also in great part on the basis of how well their followers follow. What is the role of the follower and how does it affect leadership behavior? How can members of the executive team participate more effectively to create a truly dynamic partnership relationship with their leader?

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  • Understanding Basic Human Behaviors at Work: What Drives You?
    One of the earliest studies of human behavior at work was done at AT&T's Western Electric Hawthorne Plant from 1927 to 1932 by Harvard's Elton Mayo. Their principle findings are still relevant today: when workers have an opportunity to contribute their thinking and learning to workplace issues, their job performance improves.

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  • Creating Powerful Teams
    Teams are the most common business unit for high performance. Although the word gets used loosely and not always appropriately, there is universal acceptance that teams create opportunities for high performance results.

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  • Sustaining Results: Balancing People, Values and Business
    In the last few years several books have addressed why some companies are more enduring than others. What distinguishes the great from the merely good? What factors contribute to sustaining success in today’s rapidly changing economic environment? Built to Last, Good to Great, Hidden Value, The Knowing-Doing Gap, and Peak Performance are just a few of the books that are providing answers.

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  • Feeling Good: Creating Emotionally Intelligent Teams
    When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated.

    This article examines emotional intelligence in teams.

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  • A Winning Team in the First 90 Days
    Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage.

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