Job Archives

In our business of accelerating team performance, my colleagues and I have observed virtually every permutation of friends and strangers tackling team projects. This outcome is very familiar: teams of strangers who face a challenge together make the best of their individual strengths, and pull success from the jaws of defeat. Then they realize they have become friends and call that the most important outcome. It’s like every Marvel movie ever made. More important to

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Ilyse Robbins, actress, director, choreographer, teacher, and presentation skills coach at Mohr Collaborative, guest blogs today to share her opinion on whether “pausing for effect” has any effect at all. When I read Teddy Wayne’s column about “NPR Voice” recently, I related to it and…cringed. (please read the article and you’ll understand both my ellipses and the italics.) The “pause for effect” has become quite common both in speech and in writing. The pause asks the

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We ran a session for a large financial services firm this week focused on “The Discipline of Learning.” Yes, adults who have gone through 16+ years of school, developed expertise in a job, and now maintain that expertise in a continuously and rapidly changing business environment, still need to be reminded to learn. Why? You would think, by this point, learning would be like breathing. For most people learning is more like eating than breathing.

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I wrote last week about the challenge of balancing collaborative and independent work on a small team. You need to get stuff done individually, but also want to leverage the collective strength of your team AND keep your team members motivated and learning. Everyone should feel like they are getting better at what they do, as well as how they do it. In order to make this happen on my small, growing team, I take

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As I build my team, especially now when it is small, I find that I need to consciously balance the team needs (productivity) with the individual needs (personal/professional growth). This balance depends on motivation. The programs I run for my clients focus on individual learning and development, but they require the participants to deliver a real product – a viable proposal to generate revenue or cut costs – that gets special attention from the most senior executives in

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Posted by Glen Mohr, President, Mohr Collaborative | October 8, 2015 As President of Mohr Collaborative, I spend most of my time advising clients on how to create teams, and then coaching those teams to work effectively. Over the past few months, I’ve been using that experience to build out my own team. What follows are a few things I regularly tell others, but still had to consciously force myself to put into practice: Build

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“The quality of the work that our participants produced and the program itself was outstanding.  It helped our young VPs from across the globe work together, challenged them to grow – that was the real differentiating factor.  They were learning, creating a common language and perspective and generating business ideas that resulted in impressive ROIs.”

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“As a sponsor, I got as much out of it as the participants I was working with did. To see the raw material from ideation with all of the questions and uncertainties to where they took the completed project, it’s been absolutely awesome.”

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“Mohr Collaborative has been a trusted advisor and partner for several years.  Their ability to understand our challenges, help us drive our innovation efforts and develop our future leaders has been invaluable.”

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