It's no secret that mistakes are part of learning—but why are errors so crucial? According to neuroscientist Andrew Huberman (Stanford School of Medicine) and organizational behavior scholar Amy Edmondson (Harvard Business School), our brains and organizations benefit when errors are openly explored rather than hidden.

At Nash Consulting, we believe that understanding the four behavior styles is one of the most powerful tools available to managers. Why? Because in our 30 years of working with leaders, we've consistently seen that managers who understand behavior styles - both their own and their team members' - are simply more effective leaders.

Navigating friendships with employees can be complex, yet it is achievable through transparent communication, well-defined boundaries, and a dedication to professional conduct. It’s essential to strive for a workplace atmosphere where all individuals feel appreciated, respected, and treated equitably, whether or not you choose to be friends with your employees.

Spending trust means leaning into the things we tend to avoid: conflict, disagreement, feedback, and accountability.

Most change management strategies are reactionary, but the most effective strategy lies in cultivating a positive, engaged, and high-morale team from the outset.

Dive into the world of difficult conversations and challenging employee responses, armed with tools to make these interactions win-wins for everyone.

Systems thinking is a powerful tool for managers. It helps us move beyond simplistic, linear thinking to understand the complex, interconnected nature of our organizations.

Today, we're diving into the feels – both yours and your employee's – and how to handle them like the emotionally intelligent leader you are (or aspire to be).

Here's the deal: setting clear expectations is not just about making the workday smoother; it's about creating an environment where people can thrive and want to stay.

The true challenge of any training or development initiative lies in keeping the momentum going.

It’s crucial to understand that cultivating a psychologically safe environment does not equate to an unhealthy leniency in terms of behaviors, processes, or outcomes.

Engage in heated, free-for-all debates that often lead nowhere or consider using a version of the IMAGO conversation process. This approach ensures that everyone's opinions are heard and understood fully.

When skillfully harnessed, conflict emerges as a catalyst for positive transformations: a forge where creativity is kindled, decisions are refined, and bonds are fortified.

Delve into specific mindsets that individuals and teams can adopt to change their perception of conflict and handle it in a way that yields positive team outcomes.

When team members are able to stay relationally engaged in the midst of conflict (regardless of outcomes), they tend to walk away feeling respected and empowered, instead of drained and angry.

Although the idea of “quiet quitting” is now in vogue, it’s not new; many people have been silently skating by for years.

It sucks to consistently have critical job duties get pushed into the evenings and weekends because you’re spending a lot of the regular work hours in meetings.

You’re wondering who should be in each meeting, are you? Tough question! The answer to this question is circumstantial. But here’s the thing - big meetings make people sad.

As an agency, we’ve interviewed thousands of leaders and employees, and a common complaint we hear is, “I’m in too many meetings.”

Change management is an art – we must help people work through the resistance so they can accept and embrace change.