1.    Panic (it’s going to happen anyway, you might as well get it over with early).  Text your facilitator friends who are great at charades, tweet your plight, and if nothing emerges, proceed to step 2.

I have a new hero and her name is Ginka Toegel. She brought Renatus Hoogenraad (part of the Maffick Switzerland Dream Team and director of Sparks ) and I in to IMD’s Orchestrating Winning Performance programme to introduce how applied improvisation mindsets and practises help in creating dream teams.

I’ve been reading about the effects of long term chronic stress on the brain, body and learning (www.brainrules.net  - rule 8).  It’s not good.  Our brains were meant to deal with stress that is over in a minute or two.  The big creature eats us or not.  If we worry about things over long periods of time, say over the two years plus that the economy has been doing interesting things, a few things can happen.  Our ability to take in and apply new information deteriorates.  Innovation goes o

Ok – it’s one thing to give a boring lecture or have a boring meeting or teach a boring class about something that truly is… boring.

It’s quite another thing to take an exciting idea, an inspiring meeting, or a transformational class and kill it by not having HOW you deliver it be ALIGNED to WHAT you are doing.

There is an interesting phenomenon going on in some of the major business schools in Europe. In some – you are not allowed to mention environmental factors as a major catalyst for new business models / thinking. It is “understood” that as a lecturer, you inspire the students with fresh thinking but only so far. Go further, and people just roll their eyes and pigeon-hole you as a treehugger.

Here are three quotes from top business leaders: