Christine Comaford
For over 30 years Leadership and Culture Coach, Serial Entrepreneur, and New York Times bestselling author Christine Comaford has helped leaders navigate growth and change. She specializes in applied neuroscience, which helps her clients achieve tremendous results in record time. An entrepreneur she built and sold five companies with an average ROI of 700%, and she was a software engineer in the early days of Microsoft and Apple. Christine is a human behavior expert, a leadership columnist for Forbes.com, and the New York Times bestselling author of Power Your Tribe, SmartTribes and Rules for Renegades.
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Excerpt from Podcast
Ambiguous or unspoken agreements often cause pain.
Lots of it.
This is why more and more organizations are creating agreements for expectations of one another. These aren’t employment agreements—these are behavioral agreements. These agreements, or codes of conduct, help an employee both be easy to manage as well as to bring their personal best.
As a Leadership and Culture Coach, I’m often asked by leaders to “change their people.” They want their team to care more, be more present, more accountable, have greater ownership of their thinking, or have greater performance in a specific area. They think they have a sales problem, an operations problem, an attention-to-detail problem, a whatever-you-want-to-call-it problem. But they don’t. They have only one type of problem.
A Leadership Problem.
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