Insights Discovery is a fantastic tool that can help you understand your own behavior as well as that of others. Based on two axis developed by Carl Jung (introvert versus extravert and Thinking versus Feeling), four quadrants can be made that describe a certain personality. Each personality is represented by a color: red, yellow, green and blue.
This article will describe these two axis in more detail, as well as the four colors that result from them.

So far, we have discussed what a burn-out is, where it comes from, and how we can deal with our own perceptions of stress on a personal level. This part will be about what you as a manager can do to reduce the stress that is perceived at work, which can lead to burn-outs. With the help of many books I have read, this article will describe four areas of attention for a manager to help prevent burn outs in the team.

The first article in this series described what a burn out is, where it comes from, and that we can prevent a burn out using both an individual as well as organizational level.

Burn-outs are a very interesting phenomena. They occur mainly in western societies, and among younger generations.
In this article I would like to set out the symptoms of a Burn-out and what causes burn-outs. The next two articles of the series will describe how they can be prevented on both a personal and a corporate level. Most strategies discussed in these series are poposed based on the many management and personal growth books I have read over the years, and therefore do not include all possible intervention strategies.

In the progress principle, Teresa Amibile and Steven Kramer describe the secret behind truly productive people: progress. In a period of many years, they collected daily journal entrees from different people in different organizations, for a period between 9 and 38 weeks. With that, they collected roughly 12,000 diary entrees, which gave the authors the opportunity to analyze when participants described their day as productive and when not.
This article describes the progress-loop that the authors describe, and what you can do in your organization to positively influence this loop.

In their book make it stick, Brown, Roediger and McDaniel describe how we learn best, based on scientific research. The reason why this book is best seller is because this is not the way you think you learn best, neither is it the way students are taught to learn at school. This book reveals how you can improve your own learning, and if you teach, how you can improve your teaching.

This article first describes the traditional theories on how to study, which are proven not to be successful for long term learning. Then, it describes the learning methods that do work. Finally, this article highlights some things you can do as a trainer or teacher, to make your content stick better with your students.

In this LinkedIn Post, Philip Holt explains why tranditional managers ´saving the day´ is not the best way of problem solving.

In the anaglogy with Batban:
Batman cannot solve all problems in the city on his own, therefore, whenever he is solving crimes all by himself, without teaching the local police how to improve their way of solving and preventing crimes, the long term safety of Gothem will not improve .

In this sense: a HERO is somebody that Heijacks Excellence and Randsoms the Organisation

In their book Crucial Conversations, Pattersson, Grenny, McMillan and Switzler describe seven steps to improve the conversations we have that matter most. Crucial conversations are called as such, because these are the conversations that determine our future and the future of the people around us. They are therefore more than the conversations that are uncomfortable, frustrating or challenging.
After a short introduction to crucial conversations, this article will shortly address each of the seven steps described in the book to have a successful crucial conversation.

As a real lean enthusiast, I am stunned how many people introduce lean tools in their processes without success. How can you spend time on implementing a tool without making sure that it helps you achieve your goals?

I have written a book about it, lean Transformations, and in this book, I discuss a LEAN MATURITY MODEL (shown in figure 1) that should help you break the cycle of actions that do not lead to measurable improvement.