"Most leaders want to lead at scale and with ease."

This insight triggered Muriel Wilkins—a fellow executive coach and one of the best in our industry that I know—to analyze what holds leaders back from achieving this ambition. What she found was that many leaders are held back from reaching their full potential by one or more "Hidden Blockers". These hidden blockers are:

• I need to be involved
• I need it done now
• I know I’m right
• I can’t make a mistake
• If I can do it, so can you
• I can’t say no
• I don’t belong here

These blockers almost always stem from beliefs we adopted somewhere in our private or professional lives. The complication is that they may have served us well in the past, but might not necessarily serve us in the future.

Muriel wrote a highly recommended, thought-provoking book about this topic called Leadership Unblocked: Break Through the Beliefs that Limit Your Potential. The book not only describes what these blockers are and how we develop them, but, more importantly, how we can address them through a three-step approach: "uncover," "unpack," and "unblock."

I recently had the pleasure of having a conversation with Muriel about her book. In our conversation, we discussed:

• Hidden blockers and their impact
• How to handle (multiple) Blockers
• How Coaches can learn from their Clients
• The relationship between Hidden Blockers, Success, and Identity
• Addressing Hidden Blockers in Coaching Relationships
• Muriel Wilkins's Coaching Process
• Why Muriel Wilkins became an Executive Coach
• Paravis Partners

► About Muriel Wilkins

Muriel M. Wilkins is the CEO and Founder of Paravis Partners and a sought-after executive coach and C-suite advisor with more than two decades of experience helping leaders elevate their performance and navigate their toughest challenges.

She has served as the trusted partner to hundreds of senior executives who rely on her as a confidante, valued for her strategic acumen, ability to cut through complexity, and talent for catalyzing lasting results. Her approach is anchored in deep insight, practical rigor, and a belief that meaningful change begins from within—helping leaders expand their capacity and deliver sustained results.

Muriel’s new book, Leadership Unblocked: Break Through the Beliefs That Limit Your Potential, was published by Harvard Business Review Press in October 2025 and is a USA Today Bestseller, an Amazon Bestseller and a Next Big Idea selection.

She is also the co-author of Own the Room: Discover your Signature Voice to Master your Leadership Presence and hosts the award-winning podcast, Coaching Real Leaders. Muriel was recognized as a finalist for the Thinkers50 Coaching Award, placing her among the world’s leading contributors to the coaching field.

Her insights have been featured in major media outlets such as Forbes, Business Insider, Chief Executive Magazine, and The Wall Street Journal, and she is the author of the Harvard Business Review magazine cover article, “The Hidden Beliefs That Hold Leaders Back.”

Raised in North Africa, Europe, the Caribbean, and the United States, Muriel brings a global perspective to her work with leaders navigating increasingly complex environments. She holds an MBA from Harvard Business School and an undergraduate degree from Georgetown University. Muriel’s mission is simple: to help leaders evolve so they—and those around them—can lead and live with greater ease.

Book 'Leadership Unblocked'

Paravis Partners

► About me

Dirk Verburg is an Executive Coach based in Zurich, Switzerland. 

His work focusses on one mission: to align the personal mastery of his clients with their organization’s most critical strategic goals.

Dirk ensures the success of his clients through a unique, integrated approach that drives tangible, measurable results.

His operating principles are defined by Empathy, Confidentiality, Data-Driven Insight, and Partnership.

The reason for his success as an Executive Coach is my ability to combine deep business acumen, gathered across diverse industries and functions, with evidence-based behavioral science.

He works across the globe, in three languages (English, German, and Dutch), both virtually and face-to-face.

Typical topcis his clients approach him with are:

- Transitioning To New Roles
- Relationships & Alignment with leaders, teams, and other stakeholders
- Personal Development

Dirk has 30+ years of Business Experience in Executive and Consultancy roles in a range of different industries, including the ICT, Airline, Oil&Gas, Medical Devices, Financial Services, Engineering, and Professional Services industry.

Organizations, he worked for and with include AT&T, PA Consulting Group, Shell, Swiss Re, Covidien (Medtronic), Credit Suisse, The Global Fund, and The Adecco Group.

Any questions or comments? Press this link and send me a message!

The challenge is clear: the life cycles of products and services are becoming increasingly shorter as a result of growing, and often global competition, as well as rapid technological developments. 

However, traditional, linear product development processes are not suitable to heed these challenges. 

This traditional approach — in which new products and services need to run an internal hurdle race in the form of reviews by different functions (silos)— leads to delays, a waste of (scarce) resources, and internal rivalry. 

Furhermore, the game is shifting – from product development and portfolio management to business model development and portfolio management. 

In 'Augmented Collaboration, how teams and AI work together' Patrick van der Pijl, Patrick Kooij, Alex Knezevic, and Erik van der Pluijm, together with hundreds of co-authors, provide a practical guide on how to successfully address these challenges as an organization. 

I recently had the pleasure of having a conversation with one of the key authors of the book, Patrick van der Pijl, prior to the official release of the book.

In our conversation we discussed:

• The issues caused by traditional linear product development models
• What a new product development model could look like
• Common and integrated teams as an alternative to silos
• Why we rush to solutions instead of spending time on the customer problem
• Personas 2.0
• Why traditional IT tools support silo thinking
• From Product Development to Business Model Development
• How using new technologies can speed up business development processes
• Does collaboration require a corporate culture change
• The importance of pre-selling
• The creation process of the book

Patrick van der Pijl is the Founder and CEO of Business Models Inc (BMI), a global design agency for strategy and innovation founded in 2009, with offices in the Netherlands, China, Australia, and Taiwan.

He has a passion for strategic visioning, graphic facilitation, and storytelling. His company (BMI) was awarded the Pioneer Design Award for the democratization of innovation and strategy tools.

Patrick is the producer of the bestselling book Business Model Generation, which has sold over five million copies in 37 languages. USA Today named Business Model Generation among the 12 best business books of all time, and the German edition was named Management Book of the Year 2011.

Patrick also co-authored the book Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation. The book ranked #1 on Amazon's new releases in Strategy books and has been translated into 15 languages.

In 2020, Patrick also published the book Business Model Shifts, where he describes six new ways of creating customer value.

Patrick holds a Bachelor's Degree in Economics from the Amsterdam University of Applied Sciences and a Master's Degree from Nyenrode Business University.

LinkedIn
Book

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Like any industry, the executive coaching industry needs to adapt to stay relevant.

For executive coaches, this means—among other things—reconsidering the classic boundary between executive and "life" coaching in a post-COVID-19 world, navigating generational differences (from long series of face-to-face discussions with baby boomers to crisp, powerful virtual interventions for Gen Z), integrating AI (potentially alongside wearables), and acknowledging the corporate social responsibility of executive coaches.

I recently discussed these topics with Stefan Stenzel, who has been active in the coaching world since the early 2000s and published Die Zukunft des Coaching-Business (The Future of the Coaching Business) in 2022. A follow-up book will be published in the first quarter of 2027.

In our conversation, we covered the following topics:

• The diminishing boundary between executive and 'life' coaching
• Do different generations have different coaching needs?
• The application of 'wearables' in executive coaching
• AI: A competitor to executive coaches?
• Hybrid coaching (Human + AI)
• Technology & data privacy
• Developments in organizational structures & leadership
• The corporate social responsibility of executive coaches

About Stefan Stenzel

Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in Business Administration. He has nearly 30 years of experience in People and Organizational Development. Since 2001, he has been working at SAP SE as an HR Senior Expert for Learning within the Global Leadership Development team across various areas of responsibility.

Following his initial coaching training in 1998, he has served as an internal coach at SAP since 2002. With short interruptions, he manages the global pool of external coaches across all management levels and is currently implementing a coachbot to complement the service portfolio. He co-founded DBVC e.V. in 2004, and in 2023, he co-founded the "Future of Coaching" Think Tank alongside Dr. Uwe Böning. Stefan is also the author of various publications on the future of coaching.
 
Contact: [email protected]

Webpage: www.coaching-reset.de 
 
Book: Die Zukunft des Coaching-Business https://link.springer.com/book/10.100...

Disclaimer

The statements and expressed opinions of Stefan Stenzel are his own and do not represent the views, positions, or policies of SAP SE.

Any comments he made are purely personal and should not be interpreted as being endorsed with SAP SE.

For any official information or statements, please refer directly to SAP SE.

Any questions or comments? Press this link and send me a message!

Are you working ‘in’ or ‘on’ the firm?

This is just one of the many provocative and thought stimulating questions Steve Mostyn asks in his book 'Why Great Leaders Ask Great Questions'. 

For a long time we looked for leader to get answers. According to Steve this is because we confuse authority with leadership. True leadership in business is grounded in knowing ourselves and building a reflective practice to enhance the understanding of ourselves, our organization and our enviroment, with the aim to develop ourselves, our teams, and our business.

In the 40th episode of the Leadership 2.0 podcast, I interview Steve Mostyn, focusing on the question how leaders can develop such a reflective practice. 

Steve is a globally recognised leader in senior executive leadership development and an internationally acclaimed thought-leader in leadership training, and the author of the book 'Why great Leaders ask Great Questions'.

During our conversation we discussed the following topics:

• Why Great Leaders ask Great Questions
• How Leaders Reflect 
• Skilled Defensiveness
• How Leaders can learn to Reflect
• The impact of reflection on execution
• Experiences and Empowerment
• Should Leaders outsource their Problems?
• Business Reviews as Joint Problem solving sessions (instead of blame games)
• Reflective Leaders grow Reflective Leaders
• Reflection in Executive Programs of the Said Business School

About Steve Mostyn

Steve Mostyn is the author of Why Great Leaders Ask Great Questions: 7 essential reflections for every aspiring leader (John Murray Business). Mostyn is one of the world’s leading designers and directors of senior executive leadership programs and an internationally recognised thought leader in leadership training. He is Associate Fellow at Saïd Business School, University of Oxford; creates and leads the Oxford University Executive Leadership Program; and is Honorary Professor, Adam Smith Business School, University of Glasgow. Mostyn has led many corporate programs for senior leaders including the UN, Standard Chartered Bank, Royal Mail, The Financial Services Authority, and Mercedes F1 Team.

Book 'Why Great Leaders Ask Great Questions'

Oxford Executive Leadership Program Said Business School

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We all have behavioral preferences. 

Some of us get energy from being part of a group, others from quiet reflection on their own. When it comes to how we gather data in decision-making processes, some people prefer looking at the facts presented by the current situation, while others rely more on the future possibilities the current situation offers. 
The way we make decisions is also different. There are people who prefer to make decisions based on an analytical decision-making process, with their values as 'guard rails', while others are guided primarily by their values.

The founder of Analytical Psychology, Carl Jung, described these in his book 'Psychological Types' as Extraversion versus Introversion, Sensing versus Intuition, and Thinking versus Feeling. This was later popularized by Isabel Briggs Myers and her mother Katharine Cook Briggs in their Myers-Briggs Type Indicator (MBTI).

Jung himself, however, was very critical about boxing people into categories. He reportedly complained that his work had been turned into 'nothing but a childish parlour game' and was particularly concerned, for instance, about the reductive application of type theory in the medical profession, where practitioners would slot patients into his system and give them the corresponding advice.

It is important, therefore, to recognize our predispositions as strengths, but not to see them as excuses to neglect the development of our other potential capabilities. 

For example, I always preferred to take decisions based on my Intuition. That worked perfectly fine when I was a single contributor, but became increasingly ineffective as  I moved to more senior roles. In order to convince my leaders, peers, and staff of my ideas and proposals, I quickly had to learn to collect and use data (Sensing). And guess what - I quickly started to like it, and in due course even built a reputation for being data savvy.

Overcoming this "one-sidedness" — by bringing our psychological dispositions into conscious awareness and balance — is one the essential elements of 'Individuation', a key concept in Jung's work.

Although Jung published 'Psychological Types' more than a century ago, the core notions of psychological types and individuation are still very much in use today. 

Think, for instance, about strengths-based management — which primarily focuses on exploiting the strengths of individuals, rather than focusing on their development needs — or encouraging people to develop themselves outside their comfort zone.

In the 39th episode of the Leadership 2.0 podcast, I interviewed author James Johnston about these key notions in the work of Carl Jung.

During our conversation we discussed the following topics:

1. What is Individuation?
2. What happens if Individuation is blocked?
3. Can Individuation be accelerated?
4. Do organizations have a psychological identity?
5. How to prevent an organizational monoculture?
6. The importance of understanding one's Psychological Type
7. Can Psychological Types change over time?
8. The development of the Gifts Compass Inventory (GCI)
9. Practical applications of the GCI

About James Johnston

James (Graham) Johnston is an artist, architect, author, and entrepreneur. He is passionate about innovation to make the world a better place.

Out of that passion, he created the Gifts Compass Inventory (GCI), an online self-assessment founded in C.G. Jung's theory of psychological types. His book, 'Jung's Indispensable Compass: Navigating the Dynamics of Psychological Types', lays out the intellectual foundation for understanding Jung's type model as a compass.
He founded the training company Gifts Compass Inc. to train professionals in the use of the GCI and other instruments. The aim of the work is to engage the types, as Jung did, for the development of a more unique personality.

GCI Website

Book

Core quardrants Daniel Ofman

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Only a decade ago, executive coaching was associated with either very senior business leaders coached by well-known authors and thought leaders, or with leaders who were struggling in their roles and were given a coach as a last resort.

Today, executive coaching has become mainstream — and it has changed significantly. 

First, despite the name, it is no longer the prerogative of C-level executives or their direct reports. Many companies now offer coaching to leaders at all levels of the organisation. 

Second, it is no longer seen as a remedy for underperformance. Instead, executive coaches are increasingly viewed the way we view coaches in sport: helping already high-performing individuals to become even better.
As an executive coach myself, I support business leaders with a wide range of challenges: transitioning into new roles, defining strategies for their teams and organisations, improving collaboration with their own leaders and teams, and navigating change.

As a result, executive coaching has evolved from a niche activity into a serious industry. And, like any growing industry, this raises questions about developing and maintaining professional standards, pricing, quality and technology.

Stefan Stenzel has been active in the coaching world since the early 2000s and published ‘Die Zukunft des Coaching-Business’ (‘The Future of the Coaching Business’) in 2022. 

I recently sat down with him for two conversations to explore the state of the executive coaching business today.
In our first conversation, we focused on ‘The Executive Coaching Business’
and covered the following topics:

• The value of executive coaching
• Measuring the ROI of executive coaching
• The characteristics of a good executive coach
• Assessing the quality of an executive coach
• Does the downward pressure on fees impact the quality of executive coaches?
• The red and blue oceans for executive coaches
• The place for independent coaches in the world of Digital Coaching Platforms (DCPs)
• Face-to-face versus digital coaching
• External coaches versus internal coaches

About Stefan Stenzel
 
Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in business administration. He has almost 30 years of experience in PD and OD. Since 2001 he is working at SAP SE in the role of a HR Senior Expert for Learning in the team of Global Leadership Development with varying areas of responsibilities. Based on his initial coaching training in 1998, he is working as an internal coach at SAP since 2002. With short interruptions he is globally responsible for the external coach pool across all management levels and is currently implementing a coachbot to complement the service portfolio. He is Co-founder of DBVC e.V. in 2004. In 2023 he co-founded in this context with, Dr. Uwe Böning. the so-called Think Tank “Future of Coaching” . He is author of various publications on the topic of (the future of) coaching. 
 
Stefan Stenzel Linkedin

Contact Stefan Stenzel: [email protected]

Webpage: www.coaching-reset.de 
 
Book: Die Zukunft des Coaching-Business https://link.springer.com/book/10.1007/978-3-662-64421-8

Disclaimer

The statements and expressed opinions of Stefan Stenzel are his own and do not represent the views, positions, or policies of SAP SE.

Any comments he made are purely personal and should not be interpreted as being endorsed with SAP SE.

For any official information or statements, please refer directly to SAP SE.

Any questions or comments? Press this link and send me a message!

In corporate life, we accept that 40% of newly appointed executives fail - we simply accept it as an unavoidable risk.

The financial and professional implications of failed transitions however, are significant for both the individual and the organization. 

For the individual, it means their livelihood is threatened and their professional reputation is damaged. 

For organizations, failed transitions have financial implications (recruitment costs and performance losses), as well as operational implications (new initiatives), and have a negative impact on for instance, employee engagement and the Employer Value Proposition (EVP).

🎤  In the 37th episode of the Leadership 2.0 podcast, I talk to Navid Nazemian, my brother in arms in the Executive Transition Coaching space, about how organizations can mitigate the risk associated with executive appointments by engaging an executive coach.

► During our conversation, we discussed the following topics:

• Why executive transitions should be managed
• The number one reason why executive transitions fail
• The value of executive coaches in executive transitions
• Why many organizations do not use executive coaching
• The timeframe of transition coaching
• The structure of transition coaching
• Identifying the right ‘early wins’
• Balancing ‘learning and delivering’
• Selecting ‘the team’
• Developing transition skills
• Managing executive exits
• Final thoughts

►  About Navid Nazemian

When it comes to executive transitions, Navid Nazemian speaks with an authority that is grounded in research and complemented by authentic, demonstrated experience. His coach education took him on a three-year journey across three continents—Europe, Africa, and America.

Working with over 250 C-level coaching clients worldwide, he distills key insights, guidance, and coaching to maximize leadership impact. Using strategies designed to avoid and overcome obstacles quickly, he has helped numerous C-suite coaching clients successfully eliminate unproductive actions and solve their toughest, most complex transition challenges.

Navid has been recognized as HR's Most Influential Practitioner by HR Magazine, received the Outstanding Leadership Award from Education 2.0, and has been ranked as the world’s #1 Executive Coach by CEO Today for three consecutive years.

He is the author of 'Mastering Executive Transitions: The Definitive Guide'.

► Newsletter: http://masteringleadership.kit.com/

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Unfortunately, nowadays one look at a television news bulletin or a glance at a newspaper cover is enough to see the dark side of leadership. However, many people do not need to switch on the TV or read the paper to witness this; instead, they experience the dark side of leadership every day within their own organizations. They happen to work for "Psychopath Lights"—or, as Manfred Kets de Vries likes to call them 'Seductive Operational Bullies' (SOBs).

In the 36th episode of the Leadership 2.0 podcast, I interview Manfred Kets de Vries, who has published extensively on this topic. During our conversation, Manfred and I discussed the following:

• 00:00 Why do people want to lead others?
• 02:32 Why do people want to be led?
• 11:05 The Dark Dyad and Psychopaths Lights (SOBs) 
• 16:51 Why are SOBs attracted to the Financial Sector?
• 21:30 Can SOBs Be coached?
• 26:38 The Impact of Life Changing Circumstances On SOBs
• 35:21 Strategies for SOB victims
• 40:45 Why Leaders Should Understand Their Shadow Side

► About Manfred Kets de Vries

Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD. 

His specific areas of interest are leadership, career dynamics, executive stress, entrepreneurship, family business, succession planning, cross-cultural management, team building, coaching, and the dynamics of corporate transformation and change. Manfred F. R. Kets de Vries directs The Challenge of Leadership Executive Education programme.

He is the founder of the INSEAD Global Leadership Centre, the programme director of INSEAD's top management seminar The Challenge of Leadership, and the scientific director of the INSEAD Executive Master in Change. He has received the INSEAD Distinguished Teacher Award five times. He has held professorships at McGill University, the Ecole des Hautes Etudes Commerciales, Montreal, and the Harvard Business School, and has lectured at management institutions around the world.

Financial Times, Le Capital, Wirtschaftswoche, and The Economist rated Manfred Kets de Vries as one of the world's top fifty leading management thinkers, as well as one of the most influential contributors to human resource management. 

In 2008, he received the Lifetime Achievement Award from the International Leadership Association (the Leadership Legacy Project), being viewed as one of the world’s six founding professionals in the development of leadership as a field and discipline.

He is the author, co-author or editor of forty-nine books and has published over 400 papers as articles or chapters in books. His books and articles were translated into thirty-one languages. He is a member of seventeen editorial boards. 

Kets de Vries is a consultant on organisational design/transformation and strategic human resource management to leading US, Canadian, European, African, and Asian companies. As an educator and consultant, he has worked in more than forty countries.

► Kets De Vries Institute (KDVI) https://kdvi.com/

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'Lost in Business Transformation'

Despite the fact that there is a solid body of knowledge about the topic of change management for several decades already, McKinsey's infamous notion that '70% of all change management efforts fail' is still seen as adequately representing the current situation.

Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. Through his book 'Lost in Transformation', Rupert aims to deliver a candid, emotionally intelligent manifesto for doing transformation differently. 

In the 35th episode of the Leadership 2.0 podcast, I interview Rupert about his book and how organizations can ensure the success of their change management efforts.

• Why Transformation projects continue to fail
• The difference between Change and Transformation
• The Bad Reputation of the word 'Transformation'
• Why we still struggle with Change Management  
• In-Groups and Out-Groups in Change Management Processes  
• Chief Acceleration Officers
• Trust is Energy
• Crises as Catalysts for Change
• The impact of our Permacrisis on Change Management 
• Behavioral Skills to cope with the BANI world'
• Change Management and AI

► About Rupert Brown

Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. His insights are captured in this book that emphasizes leading change in various organizations.
Rupert has worked for and advised global multinationals like Procter & Gamble, Gillette, and A.P. Moller-Maersk, as well as nimble, private equity-backed, and family-owned businesses across diverse sectors such as consumer goods, shipping, software, telecommunications, education, and not-for-profit. His knowledge is particularly valuable for those feeling lost in transformation initiatives.

► Book https://www.amazon.co.uk/Lost-Transformation-Discover-Leadership-Derailing/dp/B0FQ1FWCKD

► Website https://rupert-brown.com/

Any questions or comments? Press this link and send me a message!

'Adult Innovation'

Many individuals and organizations wrestle with the question of how they can become more innovative, ... and Thomas Wedell-Wedellsborg has the answers!

Thomas Wedell-Wedellsborg is the author of What’s Your Problem? (Harvard Business Press, 2020), a book on how to solve the right problems. He is also the co-author (with Paddy Miller) of Innovation as Usual, a Harvard Business Review Press book on the art of driving innovation in regular organizations.

In the 34th episode of the Leadership 2.0 podcast, I interviewed Thomas Wedell-Wedellsborg about innovation, both at an individual, as well as on an organizational level.

During our conversation, we discussed the following topics:

1. Reframing Problems 
2. Weaponizing Frames 
3. Never fall in love with your obstacles 
4. The importance of Bright Spots 
5. The Acid Test for Potential Solutions 
6. The Value of Different Perspectives 
7. Most Ideas are Bad Ideas & Do Not Celebrate Failures 
8. "Focus" versus "Throw Against the Wall and See What Sticks" 
9. How to Ensure Adoption in Corporate Environments (‘Stealthstorming’) 
10. The Past as the Best Predictor of the Future

► About Thomas Wedell-Wedellsborg

Thomas has worked with managers in nearly all parts of the globe, including China, India, Russia, Singapore, Britain, France and his native country, Denmark. His research has been featured in Harvard Business Review, The Economist, The Sunday Times, The Telegraph, BBC Radio, Bloomberg Businessweek and the Financial Times. His work on innovation led HR Magazine to recognize him as a “Top 20 International Thinker”.

As an executive advisor and keynote speaker, Thomas has addressed organizations such as Cisco, Microsoft, Citigroup, Time Warner, AbbVie, Caterpillar, Amgen, Prudential, Union Pacific, Credit Suisse, Deloitte, the Wall Street Journal, and the United Nations.

Thomas holds an MA in Media Science from the University of Copenhagen and an MBA from IESE Business School. Prior to his business career, Thomas served for four years as an officer with the Danish Royal Guards.

► Five nested strategies to reframe your thinking of a problem to make sure you're solving for the right things:

1. Look outside the frame. What are we missing?
2. Rethink the goal. Is there a better objective to pursue?
3. Examine bright spots. Where is the problem not?
4. Look in the mirror. What is my/our role in creating this problem?
5. Take their perspective. What is their problem?

► Key actions leaders who want others to act as innovation architects should take

1. Focus: Direct people to look only for ideas that matter to the business. (Focus beats freedom)
2. Connect: Urge people to connect to new worlds (customers, colleagues, external experts). (Insight comes from the outside)
3. Tweak: Challenge people to test, challenge, and reframe their initial ideas repeatedly. (First ideas are flawed)
4. Select: Guide people to filter and select the best ideas and discard the rest. (Most ideas are bad ideas)
5. Stealthstorm: Help people navigate the internal organizational politics of innovation. (Stealthstorming rules)
6. Persist: Motivate everyone to continue pursuing the other five keystone behaviors. (Creativity is a choice)

► Books

► Website 

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