The Reboot Blog

Reflections on the Art of Being Human at Work.

How to Run Effective Meetings With a Conscious Meeting Design Learning how to run effective meetings is an ongoing practice. One that asks us to slow down, pay attention, and design with care. Meetings are where the work gets human. They’re where trust is built, patterns shift, and shared purpose comes into focus.
A Tale of Two Accountabilities: Creating Shared Responsibility in the Workplace Workplace relationships around accountability range from highly functional to completely dysfunctional. And just like in personal relationships, when things go wrong, both sides often feel frustrated, misunderstood, and convinced that the other person is in the wrong.
Strategic Business Planning for Founders: How to Create Plans That Actually Work A business plan isn’t about creating a rigid, detailed blueprint that never changes. Instead, we encourage setting clear, adaptable frameworks that guide founders through uncertainty, enabling responsive and meaningful actions. …
Intrinsic Motivation, Or the Inherent Joy of Doing What intrinsically drives our employees/team members is unique/bespoke to each individual on the team. Yet, knowing these three major areas can help us think more effectively about how to bring out the best in each individual.
How To Fire An Employee: A Step-by-Step Guide If you're a leader, there are few things that can ruin your day more than needing to fire an employee. It's just plain hard to do, even when you know it's the right decision. And yet, many managers avoid it altogether, which ultimately disrupts the team and the business.
Passing the Ball Delegation is one of the most essential skills to master as a leader and one of the more challenging. Done well, it’s the fundamental behavior that impacts the culture, execution, and the bottom line.
Taking Into Account Accountability is also an inside job. How are you, an employee, taking full responsibility for yourself as it relates to this work? Being accountable means being ready to show up for the work that’s in front of us and be a contributor to the fulfillment of the goal of the whole.
Driving Forward vs. Fully Acknowledging What’s Here Having a clear vision is one thing. Leading a discussion and conversation about the vision and what that means for each function is another. How does one lead a dialog about important issues? How do we lean in to disagreements? How do we decide to move forward as a team? 
What Are You Modeling? It’s the CEOs job to build the machine that builds the products and services, not to build the products and services. If the proper machine hasn’t been built, that makes leading more difficult. 
Tickers How can we build successful organizations that are also meaningful and worthwhile and generative environments? 

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