Job Archives

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If you are trying to build the innovation capacity of your organization, you will want to identify early the people with an aptitude for leading innovation. Even before they become senior leaders these people will stimulate and encourage those around them. On the flip side, you will want to identify those who may be high-value employees but who shouldn’t be the ones that people go to with their wild and crazy ideas. These people can

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FINANCIAL SERVICES/INNOVATION COACH 6-month project, part-time Mohr Collaborative has been serving global banks for 9 years, providing a unique combination of leadership development and innovation training. This is a fun, extremely flexible job for a client-facing person with a financial services background, experience and interest in innovation, and strong consulting skills. Role You will be guiding teams of “high-potential” bankers through a structured process of finding an opportunity, developing an innovative solution, building internal support

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Mohr Collaborative is seeking applicants for the following positions. Financial Services / Innovation Coach, 6-month project (part-time) FINANCIAL SERVICES/INNOVATION COACH 6-month project, part-time Mohr Collaborative has been serving global banks for 10 years, providing a unique combination of leadership development and innovation training. This is a fun, extremely flexible job for a client-facing person with a financial services background, experience and interest in innovation, and strong consulting skills. Role The coach’s job is to get participants

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In the innovation leadership programs we run for our clients, teams of junior high-potential employees practice corporate entrepreneurship through a structured, supported process under the guidance of experienced coaches. They learn first hand how to identify a need, create an innovative offering, assemble resources and support, and make a compelling case. While the projects that participants originate during our programs routinely generate returns that make the program worthwhile, we aim for ongoing impact on talent

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Last week I started planning my 20th leadership+innovation program for “high-potentials” in financial services. I’ve worked with about a thousand people on 200 teams to deliver “projects” that will make their businesses more competitive and create opportunities for themselves. Through these years I’ve seen teams pursue ideas innovative enough to launch new businesses and I’ve seen teams pursue ideas barely distinguishable from business-as-usual. I’ve seen weak ideas get shaped into something the firm really needed,

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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 just how “casual” presentations should actually be. A recent NY Times article laments the prevalence of “NPR voice” on the radio. The article traces this forced casualness back to the advent of social media, when “The ‘sort ofs’ and ‘reallys’ and ‘ums’ and ‘you knows’ that we use in conversation were codified as the central connectors in the

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Bring your team dynamics to life through activities, simulations, and problem solving.  We use a variety of exercises that engage the mind, body, and energy of participants at all levels in an organization. The outcomes are as follows: Change the energy of your meeting or offsite Have your participants been sitting all day?  Are they in Powerpoint overload?  Do you need to change the energy in the room and in your people?  Experiential learning does

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In response to Why Remote Workers Are More (Yes, More) Engaged Having coached over 150 remote teams, and having, happily, worked remotely for 10+ years, this discussion caught my attention. I would agree that a team working remotely doesn’t have to be less engaged. As Sylee wrote, a leader who is a better communicator is likely to have more engaged employees. But it’s important to distinguish between a team and a group of individual contributors

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Asking Better Questions Asking good questions is not easy. Asking poorly crafted questions will waste your time. This webinar or in-person workshop prepares participants to get the most out of interviews that aim to surface unmet needs and other opportunities for innovation. Participants learn: • How to find the “right” people • How to frame questions for depth and candor • What questions to ask first • How to go beyond confirming what you already

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We work with partners to provide experiential learning with a focus on the leadership skills and business acumen necessary for driving innovation. Our preferred partner is Insight Experience. We also offer the DesignThinker simulation developed by IDEO and ExperiencePoint.

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High-potential employees see opportunities but typically lack the perspective, the skills, or the organizational knowledge to get from idea to reality. We help them build those capabilities while they deliver tangible results. We design and execute a custom program for your leaders that gives them the experience of driving an innovation from idea to business plan while ensuring that they develop such leadership skills as strategic thinking and collaboration. The program serves your talent development

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One team doing client research this week asked if 30 interviews would be enough. We said 30 seemed like a reasonable number as long as it included sufficient concentration and diversity. That is, if each one of the 30 people had a different demographic, a different reason for using or not using the product, a different attitude – liking or hating – the product in its current form, and different alternatives to using it, then there might

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