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August 3, 2007
The Who of a Leader: Part I
"Insist on yourself; never imitate... Every great man is
unique."
~ Ralph Waldo Emerson
At the beginning of each of my Transformations in Leadership workshops, I ask
participants to think of a leader that they admire and would like to emulate.
Each participant then shares with the group what it is about the chosen
leader that makes him or her stand out. The interesting thing about the ensuing
discussion is that these qualities are almost never about what leaders do, but
rather WHO THEY ARE.
Some of the descriptions that repeatedly top the lists include “honest,”
“authentic,” “sees the best in others and believes in them,” “has vision,”
“inspires trust,” “communicates directly,” “not afraid to make mistakes,”
“humble,” “connects with people, regardless of title or position,” “walks their
talk,” “builds a strong team,” “develops others,” “shares credit,” and the list
goes on.
I began my career teaching people classes on how to lead – on subjects like
how to create and communicate a compelling vision, how to delegate, set goals,
provide performance feedback, resolve conflict, etc.
What I have realized over the years is that the extraordinary leaders are not
necessarily the ones who have mastered all these techniques. They are the ones
who have the ability to speak to our hearts as well as our minds, and to awaken
something in their people that lies dormant, waiting to emerge. They then
nurture and focus it into the creation of something that makes the organization
(or the world) a better place for everyone.
Great leaders learn to do this by first doing it for themselves. The rest
they pick up along the way.
Stay tuned for part II of The Who of a Leader in my next blog…
Unleash the Extraordinary!
Diane Bolden
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August 5, 2007
The Who of a Leader: Part 2
"Insist on yourself; never
imitate... Every great man is unique."
~ Ralph Waldo Emerson
Leadership strategies, tools and
techniques fall flat unless the people who employ them have strong personal
foundations.
Extraordinary leaders have learned
over the years who they are and they bring the best of themselves to whatever
they are doing. Much of their wisdom has come from making mistakes and
recovering from them in a way that allows others to benefit. They refuse to be
something they are not and have the courage to take a stand. They care deeply
about others, but are independent of the good opinion of others, and therefore
are free to be themselves.
The best leaders bring out the best
in their people. Often they see things in others before they are able to see it
in themselves.
From this space, their interaction
and communication is always with the person one is becoming – the strong,
capable, smart, willing, and resilient contributor who then becomes instrumental
in translating vision into reality.The extraordinary leader knows that anything
less than this is an illusion.
Great leaders do not make their
people great. They simply help others to see the possibilities and invite them
to the table. They present us with a vision and a choice and create the space
within which we can show up and grow.
The rest, of course, is always up
to us.
Unleash the Extraordinary!
Diane Bolden
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August 7, 2007
Leader, Know Thyself
Feel like there’s got to be more to
being a leader than running from meeting to meeting, repeatedly fixing the same
problems, and beating your head against a wall trying to get people and things
to change?
"You must be the change you wish
to see in the world."
~ Gandhi
We’ve all been to a lot of classes
– whether on leadership or related subjects – where we sit passively and listen
to someone teach us things from a workbook or a power point presentation. Some
of these classes may have infused us with new ideas and inspirations, others may
not have. Either way, the chief challenge is coming back to our daily work and
implementing what we have learned.
Continue reading "Leader, Know Thyself" »
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August 10, 2007
The Spirit of a Leader: Part 1
“What lies behind us and what
lies before us are tiny matters compared to what lies within us.”
- Ralph Waldo Emerson
Leadership is about answering the
call of Spirit to accomplish extraordinary things for, with, and through people.
There are an abundance of tools, techniques, approaches and models out there on
how to lead. But the essence of leadership is not in the domain of the intellect
– it is in the heart.
We follow people not because of
what they do, but because of who they are.
Even “proven methods” for
leadership fall flat unless they are employed by an individual who is strongly
connected to the animating force within them that gives form to the unique
contribution of style, talents and passions they were born with.
The first test of a leader is to
distinguish that which is hollow from that which has substance, that which is
true from that which is false, and that which is real from that which is
illusory. Extraordinary leaders endeavor to liberate something deep inside them
which contains everything they need to bring to fruition their dreams and
visions of bettering their organizations and the world around them.
To lead others, these leaders must
first learn to lead themselves. Anything less would render the leader hollow,
wooden and stiff. Attempts at imitation fall short. Leadership requires more
than the latest techniques, a Harvard education, and even years of experience.
To truly lead, one must accept the
ultimate odyssey and challenge – that of becoming REAL.
Stay tuned for more in The Spirit
of a Leader: Part II.
Unleash the Extraordinary!
Diane Bolden
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August 12, 2007
The Spirit of a Leader: Part 2
“What lies behind us and what
lies before us are tiny matters compared to what lies within us.”
- Ralph Waldo Emerson
In my last post, I asserted to
truly lead, one must accept the ultimate odyssey and challenge of becoming REAL.
This requires that we get in touch with that which is real within ourselves.
The Spirit of a Leader grows from
this source, which I will refer to as “animating genius.”
I believe each of us has animating
genius. It is that which is divine within us, which carries all the seeds of our
potential. It is pure and boundless, and connected to something bigger than
ourselves. Because of this connection, animating genius is endlessly creative
and innovative. It sees the best in people and situations and brings it out. It
also sees possibilities that are hidden behind what others perceive as
limitations, and is inspired by them. As a result, it is inspiring to others.
Our animating genius knows no fear
and as a result takes things (including itself) lightly. It is tirelessly
courageous, yet playful. It is also honest and speaks the truth plainly and
directly without passing judgment.
Animating genius lives in the
heart. It loves, appreciates, and uplifts. It feels a union with others, and is
interested in the greatest good. It operates in the present and fully
experiences and enjoys each moment.
I define real leaders as those
whose animating genius longs to create something for the greatest good, which is
ultimately accomplished with, for and through others. It has a keen ability to
look around, see possibilities and utilize resources in a way that brings
something into existence that benefits others, whether it is a family, a
community, a non-profit organization, a corporation, or the world at large.
To accomplish this, leaders have
the distinct charge of working with others in a way that brings out their best –
that allows them to find the animating genius within themselves and apply it in
service of accomplishing a common goal.
Stay tuned for my next post, The
Leader’s Shadow.
Unleash the Extraordinary!
Diane Bolden
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August 14, 2007
The Leader's Shadow
“Losing an illusion makes you
wiser than finding a truth.”
- Ludwig Borne (1786-1837)
In my last post, I shared my
definition of a real leader as someone who’s animating genius longs to create
something for the greatest good, which is ultimately accomplished with, for and
through others. Animating genius was the term I used to refer to that core part
of each of us that is divinely inspired and carries all the seeds of our
potential.
That part of us which is true and
limitless is always accompanied by a side that is illusory and defined by our
experiences, judgments and beliefs about who we need to be or what we need to do
to be successful. I will refer to this part of ourselves, for lack of a better
term, as the shadow.
When we stand in the light we see
clearly who and what we are. But when we look at our shadows we see also the
projection of those things we carry along with us that are not truly integrated.
In contrast to our animating
genius, which has within all that it needs to realize greatness, our shadow
introduces and exaggerates limitation and deficiency. It believes that in order
to be complete, it must prove something, acquire something, or change something.
Being predominantly focused on lack, our shadow is centered in fear – mostly
fear of losing some external source of gratification: control, influence, power,
money status, approval, recognition, etc. This fear of loss is augmented by a
scarcity mentality, which tells us that if someone wins (or gains something), we
will lose (or get less of what we want.)
Our shadows don’t stop at seeing
themselves as deficient and incomplete; they also recognize and call attention
to this perceived deficiency in others. While animating genius sees and brings
out the best in everyone and everything, our shadow often builds itself up by
breaking others down and by differentiating itself from others, as opposed to
seeing the ways in which it is inherently connected.
Before leaders can partner with
their shadows to accomplish the greatest good, they must first become aware of
and familiar with them.
In Part II of The Leader’s Shadow,
we will explore additional aspects of the shadow and its implications for
leadership.
Unleash the Extraordinary!
Diane Bolden
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August 17, 2007
The Leader's Shadow: Part 2
“Nothing determines who we will
become so much as those things we choose to ignore.”
- Sandor Minab
In my last post, we began to
explore the part of each of us that accompanies, contrasts, and complements that
part of us that is true and divinely inspired. We referred to this alternate
side as the “shadow”. I asserted that the shadow is a projection of what we
believe we need to do or be to achieve success and that it is focused on lack
and motivated by fear.
In this post, we will continue to
look at the influence this shadow has on our behavior so we can better
understand how to utilize it to accomplish the greatest good.
In an effort to rise above the
pack, our shadows would have us engaged in activities that allow us to prove
ourselves, thereby gaining some shred of gratification, if only for a moment. In
contrast to our animating genius, which would have us participating in and
enjoying each moment without regret or worry, our shadow would rather we never
relax and keeps us busily hopping from one activity to the next without really
investing ourselves in anything.
While the animating genius lives in
the heart, our shadow takes up residence in our heads. Being analytical, it
sizes things up, does a quick risk analysis, and attempts to focus our attention
on all the things we have to fear. It concerns itself with what can be seen,
touched, tasted or heard – that which can be proven.
Rather than seeing possibilities as
animating genius does, our shadows rush to the future based on the past, and as
a result may never fully experience the present. As a result, the shadow has a
way of short circuiting us from our animating genius, which is of such infinite
power and potential that it cannot possibly be measured. Since animating genius
is one thing we all have in common, this interference also inadvertently cuts us
off from others as well.
For leaders, these shadows present
a great challenge and magnificent opportunity.
In my next post, we will explore
this concept in greater detail.
Unleash the Extraordinary!
Diane Bolden
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August 19, 2007
The Leader's Shadow: Part 3
“The intuitive mind is a sacred
gift and the rational mind is a faithful servant.
We have created a society that
honors the servant and has forgotten the gift."
- Albert Einstein
In my last post, we began to
explore the shadow side we each possess that is largely a function of our own
creation. It is born of the beliefs each of us has about who we need to be or
what we need to do in order to succeed. Being a projection of other things, the
shadow is largely illusory, though it does serve a vital function.
Our shadows are conditioned to scan
our surroundings, both mentally and physically, to take in information that
could potentially represent a threat. As I said previously, our shadows are
predominately based in fear and tend to focus on limitation. The goal of the
shadow is to preserve and protect. The shadow utilizes the information it takes
in to determine what it considers to be the best course of action in achievement
of that goal.
Continue reading "The Leader's Shadow: Part 3" »
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August 21, 2007
The Integrated Leader: Part 1
“I have learned… that the head
does not hear anything until
the heart has listened,and that what the heart knows
today the head will understand tomorrow.”
- James Stephens, The Crock of
Gold Dover
In previous posts, we explored the
duality of two complementary sides that live within each and every one of us. I
referred to that part in each of us that is divinely inspired as “animating
genius,” and that part of us which we create to embody what we believe we need
to do or be to succeed, as “shadow.” We began to entertain the idea that these
two essential sides need not be in competition with each other, but rather in
collaboration.
I believe our animating genius
communicates with us through intuition. The insights that come from animating
genius, though not particularly logical, are the source of our greatest
accomplishments, discoveries, creations, and innovations. They are the stuff
which inspires us, allows us to rise to new understanding of ourselves, others,
and the world around us, and to a large degree they cannot be explained.
Our shadow, operating largely
within our rational mind is likely to dismiss these insights, since they are
seemingly irrational. Insights show up as hunches, or gut feelings, as some like
to refer to them. They often come out of nowhere, and are gently persistent -
like a recurring thought or desire. Our shadow is inclined to reject these
insights on an individual level, and our collective shadows to do so on a larger
level.
Continue reading "The Integrated Leader: Part 1" »
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August 22, 2007
The Integrated Leader: Part II
“No man remains quite what he was
when he recognizes himself.”
- Thomas Mann
In my last post, we began to
explore the ways in which the two juxtaposing sides of ourselves, animating
genius and shadow, must learn to complement each other and work together in
order for each of us to be true leaders. Before we can do this, we must learn to
appreciate the gifts our shadow sides have for us. In this post, we will
continue to explore this concept.
Our shadows often contain within
them the very qualities that we judge others for. Our impatience, intolerance,
aggression, cowardice, greed, prideful ness, and any other weaknesses that keep
us from allowing our animating genius to shine forth reside in our shadow
selves. These qualities drive us to do things we are not proud of and keeps us
from being true leaders. And they are the very qualities that frustrate us in
the people we lead and interact with.
But before we can have any kind of
influence on others, we must learn to be present with these qualities in
ourselves. We cannot run from them; we must embrace them and learn what they
have to teach us. We do this by observing our own behavior, and paying attention
to that which feels aligned with who we really are and what leads us to feel
separate from ourselves.
Continue reading "The Integrated Leader: Part II" »
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August 24, 2007
The Integrated Leader: Part III
“To work in the world lovingly
means that we are defining what
we will be for, rather than reacting
to what we are against.”
- Christina Baldwin, Writer and
Actor
In my last post, we began to
explore the vital role that compassion plays in integrating our shadows with
animating genius so that we can become true leaders. I asserted that before we
are able to exercise compassion, we must first cultivate awareness. Today, we
will continue to explore this concept.
Once aware of behavior and our
thoughts that lead us from being true leaders and the impact that behavior and
those thoughts are having on us, we can decide what we would like to do instead.
Then we can gently shift our focus and our actions to align with our desired
state.
This process is gradual and often
messy. But we must do it and be patient with ourselves in the process.
You may be asking why this is
necessary. If there are qualities in ourselves we do not like, why should we
embrace them? Why should we give them any portion of our energy and focus?
Should we not turn our backs on them and immediately go in another direction?
Continue reading "The Integrated Leader: Part III" »
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August 26, 2007
Navigating the Shadows: Part I
“It is very easy in the world to
live by the opinion of the world. It is very easy in solitude to be
self-centered.
But the finished man is he who in
the midst of the crowd keeps with perfect sweetness the independence of
solitude.”
- Ralph Waldo Emerson
In my last sequence of posts, we
explored the juxtaposition of two very important sides of ourselves, our
animating genius – or that part of us which is divinely inspired, and our shadow
– or that part of us which we create to embody what we believe we need to do or
be to succeed.
We concluded that these two parts
of ourselves need to work with each other in concert. I believe animating genius
must be put in the driver’s seat, utilizing the shadow as a resource and not the
other way around.
In this series of posts, we will
look what can happen to leaders when we disturb this balance by allowing the
shadow to take the reigns.
Our shadow takes cues from the
external environment to determine what behavior will allow it to get some kind
of external gratification, whether it be a promotion, prestigious assignment, or
a larger span of control. It is not uncommon to get ideas about what it means to
be a leader by watching others who have gone before us. It is also not uncommon
for people to emulate leaders they have reported to in the past, or those who
hold positions which they aspire to hold themselves.
Continue reading "Navigating the Shadows: Part I" »
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August 28, 2007
Navigating the Shadows: Part II
“What we must decide is perhaps
how we are valuable,
rather than how valuable we are.”
- F. Scott Fitzgerald
In my last post, we began to
explore how we consciously or unconsciously act in ways that keep us from
leading from our true source of power. We have differentiated animating genius –
or that which is divinely inspired, from our shadow – or that side of us that
leads us to take action we perceive is necessary to ensure success.
In this post, we will look at the
ways in which our shadows can sabotage our leadership.
One of the areas that is greatly
impacted by the self promoting and self protecting mechanisms of the shadow is
our ability to exert influence. The shadow, seeking validation from others,
might be inclined to go to great lengths to win the respect, approval or
acceptance of others.
Rather than gaining respect from
people as a result of who they are, as animating genius would have them do, they
jump to the conclusion that who they are is not enough, and immediately set out
to scheme what they can do to win people over.
Of course, people eventually see
through this. It dilutes the power of a leader, because it is not truly power at
all – the good, sustaining stuff that comes from animating genius.
Continue reading "Navigating the Shadows: Part II" »
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August 31, 2007
The Journey of a Leader: Part 1
“The ancestor of every idea is a
thought.”
Ralph Waldo Emerson
The call to leadership takes
different forms for different people. For some it will mean being at the helm of
a large organization or community; for others it might be leading a small team.
We often think of formal roles in management or supervision when we hear the
word “leadership.”
But there are countless others out
there who are leaders in their own right that do not bear a title such as
supervisor, manager, director, or vice president. There are teachers. There are
parents. There are coaches. There are artists, writers, musicians,
entrepreneurs, visionaries, community leaders, and people within large and small
organizations that are centers of influence.
The one thing each of these people
have in common is the desire to bring something into the world for, with, and
through others. Many of us spend a good part of our lives trying to define what
this “something” is. The roads we take to find it contain a number of twists and
turns and the signs are not always clear.
But something within us spurs us on
through all the trials and tribulations, through the fog and the clouds, to keep
at it. There are clues everywhere and though the search often takes us outside
of ourselves, the answers reside deep within. They are a part of the divine
inspiration contained within our animating genius.
In my next series of posts we will
begin to explore how these answers come to light for us and what we can do to
make the most of this process.
Unleash the Extraordinary!
Diane Bolden
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September 2, 2007
The Journey of a Leader: Part 2
I believe the good news is we do not have to know precisely what it is we have come into the world to create. And we certainly do not need to have all the answers around how these creations will come about.
We simply need to pay attention and identify the kind of things that repeatedly catch our attention.
What is it that you are stirred to do right now? Who are the people that you feel drawn to? What kind of subjects interest you?
What books call out to you in the book store? What movies do you tend to enjoy? What are the themes around these things?
When you envision yourself as successful, what does that mean to you? Who are you surrounded by? How are you feeling? And what are the contributions you have made to others?
Unleash the Extraordinary!
Diane Bolden
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September 4, 2007
Finding Your Vision
“Your vision will become clear
only when you look into your heart.
Who looks outside dreams, who
looks inside, awakens!”
~ Carl Jung
In Native American cultures, young
adults are sent on vision quests. These rituals involve sending the youth on a
journey, packed with provisions that allow basic needs to be met. Instructions
are simply to wander around and find a place that calls to them. Upon doing so,
further direction is simply to sit and reflect. The belief behind this is that
we do not necessarily need to actively find our vision. When we quiet ourselves
and pay attention, our visions find us.
Continue reading "Finding Your Vision" »
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September 7, 2007
The Journey of a Leader Begins
“The future enters into us, in
order to transform itself in us, long before it happens.”
~ Rainer Maria Wilke
It has been said that there is
nothing more powerful than an idea whose time has come. But these ideas enter
into us long before they are ready to be brought into the world. They prepare
us, transform us, and lead us through a myriad of experiences that allow us to
develop what we need in order to manifest them.
These experiences are not always
pleasant. We suffer disappointments, setbacks, frustrations. During times like
these it is easy to feel as though life would be just fine as soon as these
turbulences subside. But what if these little disturbances are the very things
we need in order to breathe life into these visions that lie within us?
How many of the worlds great
healers once experienced some kind of malady that they needed to overcome on
their own before they had what it took to help others through the same
challenge? How many people transcended their suffering by finding meaning in it
and then when on to help others do the same?
Unleash the Extraordinary!
Diane Bolden
© blog posts copyright 2007 Diane Bolden. All
rights reserved.
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September 9, 2007
The Leader’s Training Ground
“Sometimes what’s in the way is
the way.”
- Eckharte Tolle
If your journey as a leader will
require you to exercise courage, you may find yourself in several situations
that scare the hell out of you. If it requires you to show compassion, you may
find yourself in situations where you must learn to transform your anger into
something more constructive. You will continue to draw to yourself the
experiences you need to develop what is required to bring your vision into the
world. The blessing and the curse in all of this is that those experiences will
continue to present themselves until you finally learn the things you need to
learn.
Continue reading "The Leader’s Training Ground" »
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September 13, 2007
A Leader’s Prerequisites
“It is our choices that show what
we truly are,
far more than our abilities.”
~ J.K. Rowling in Harry Potter
and the Chamber of Secrets
I believe there are three major
prerequisites to leadership: courage, honesty, and service.
We must take action in spite of our
fear, be honest about our role in each and every situation, and find a way to
use our unique talents and gifts to serve someone other than, or in addition to
ourselves.
We must learn to look beyond those
things that appear to inconvenience and trouble us to realize that we have drawn
them to us to teach us that which we most need to learn.
Continue reading "A Leader’s Prerequisites" »
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September 15, 2007
Becoming Our Own Masters
“It is essential to distinguish
between events that are really beyond
your control and events you
caused yourself.”
~ Barbara Sher
There is an interesting duality to
leadership.
On one hand, we need to be willing
to acknowledge that there is something greater than ourselves to which we are
connected, that breathes life into us and illuminates our path. It is important
to learn to trust this guidance and be willing to receive its inspiration.
On the other hand, we must also
take responsibility for own experiences.
Continue reading "Becoming Our Own Masters" »
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September 18, 2007
The Leader's Road to Responsibility
“You must be the change you wish
to see in the world.”
~ M. Gandhi
When we defer responsibility for
our own actions to others, we conveniently excuse ourselves of any need to
change. After all, it wasn’t our fault. This places us in a victimization mode
that is seductively destructive.
We can rationalize all kinds of
behavior this way and never feel the need to hold ourselves accountable. And
because we never feel the need to change, we will remain stagnant.
This obviously has implications for
each one of us as individuals. But consider also the impact it has on those we
lead, who look up to us as examples and who emulate the behavior of the “one in
charge.”
Continue reading "The Leader's Road to Responsibility" »
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September 20, 2007
Setting the Tone as a Leader
“We can do more good by being
good, than in any other way.”
- Rowland Hill
Driving into work this morning, I
went to make a right turn and I couldn’t help but notice the people in each of
the cars lined up to turn left.
One woman had a forlorn expression,
and her head drooped over her steering wheel. The woman in the car behind her
revealed a smile and an upward glance that seemed full of joy and anticipation.
The face of the man in the car behind her was twisted up and his shoulders
appeared to be close to his ears. His eyes were locked onto his blackberry,
which he held in his free hand.
I smiled as I realized that I could
relate to each of these people. I could have been any of them at any given time.
And then the thought occurred to me that I could be any one of them today.
Which would I choose?
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September 24, 2007
The Test of a Leader: Facing Our Fears
“Courage isn’t the absence of
fear. It’s seeing the possibility
of your demise and doing your
work anyway.”
~ Ronit Herzfeld in Fast Company
Anytime you make a decision to go
out of your comfort zone, to do something that is new or unusual for you, you
will most likely experience a tinge of fear, hesitation, or anxiety. This fear
may lead you to question your ability, your likelihood of succeeding, and the
possibility of your demise – whatever that may mean for you. It is essential to
realize that this fear is a part of your journey as a leader.
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September 26, 2007
The Mark of a Leader: Acting in Spite of Our Fears
“Doubt whom you will, but never
yourself.”
~ Christian Nestell Bovee
Having faced our fear and moved
forward in spite of it, the experience may be positive or negative. Regardless
of the outcome, we must acknowledge the progress we have made. If our experience
is less than desirable, we can evaluate it and learn from it. Having had the
experience, we are wiser for it – far more than we would be if we simply
continued to contemplate taking that leap or safely learn from the experience of
others instead. And if we are successful, we can build on this experience and
use it as a platform for further growth.
There will always be an abundance
of people who will tell you why things cannot be done, what there is to fear,
and why it is just not worth the risk. Let them speak, but do not be swayed by
their doubt. It is based on their own experience of the world, not yours.
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September 29, 2007
A Leader’s Power
“Blessed are the flexible, for
they shall not be bent out of shape.”
~ Dr. Michael McGriffy
When was the last time someone
caught you off guard with a piece of feedback or a message that felt like an
attack? How did you respond?
If it took you by surprise, chances
are for a moment you may have lost your balance, moving either away from the
bearer of the message, or toward him or her (literally or figuratively). If you
leaned away, in an effort to avoid conflict or to crawl inside your comfort
zone, you may have withheld your point of view or any response for that matter.
If you leaned forward, you may have thrust your point of view upon the other in
a way that was more like a counter attack than a response. Or perhaps you
accommodated and sacrificed your own needs in order to maintain harmony. Either
way, you fell away from your center – your true place of power.
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October 2, 2007
A Leader’s Blueprint
“A rock pile ceases to be a rock
pile the moment a single man
contemplates it, bearing within
him the image of a cathedral.”
~ Antoine de Saint-Exupery
Have you ever walked by a building
under construction and been curious about what was being built? Perhaps there
were people working diligently, each focusing on their own specific task. Maybe
there were steel girders, half constructed walls, and unidentifiable objects at
some stage of completion.
At first glance, it may appear
chaotic and messy. But amidst the sawdust and cement blocks there is a structure
and an order that pulls it all together. Though we may not know exactly what is
being built, over time the construction begins to take shape and we start to
recognize a room here, and another there. And then we may begin to surmise the
purpose and function of each room.
As the walls are plastered and the
paint is applied, the appearance becomes neater. And suddenly, it is completed
in all its glory – a stunning compilation of raw materials, sweat, and focused
action.
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October 9, 2007
A Leader’s Push and Pull
“The key thing to remember is not
that we need to be fast but that
we are running a race that has no finish line. So the fuel that
drives usneeds to be made of something substantial –
something for the heart that the head can also follow.”
~ Vincent Kralyevich, President,
Videoschoolhouse
There seem to be two very distinct
forms of motivation that propel people to do the things that they do. One of
them is sort of a pull, and the other is more of a push.
I believe that those things that
are most aligned with our own unique blueprint – that which we were put on this
earth to achieve – are endeavors that we tend to be passionate about and often
inexplicably drawn to. When we work toward a vision to create something for the
greater good and to utilize our God given talents to bring it into the world, we
experience immense satisfaction, gratification, and joy. And, we tend to attract
others who are motivated to partner with us in some way.
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October 11, 2007
It’s a Stretch
When was the last time you
stretched yourself? I mean literally, physically stretched yourself?
It wasn’t that long ago that I had
trouble touching my toes. I started doing yoga, and in one of the classes I
attended we were asked to bend our bodies in a somewhat unusual way. The
instructor effortlessly folded herself in half while I leaned slightly forward
and came to an abrupt halt. It wasn’t really pain that I experienced as much as
plain old discomfort. I wanted this part of the class to be over.
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October 13, 2007
Leveraging Chaos
“Chaos often breeds life, when
order breeds habit.”
~ Henry B. Adams
Like many, I was brought up to
think that things happened in a linear way - first this, then that, one building
block upon another in a specific order, cause and effect. I have since realized
that when one has a larger vision and experiences this vision as though it has
already happened, a chain of events is triggered that results in what may appear
to be a disjointed series of events that is in reality very connected.
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October 16, 2007
A Leader's Zone
Can you recall a time when you were
in your zone?
Things seemed to come together
seamlessly – you knew exactly what needed to be said and done in any given
moment, and found yourself able to perform smoothly and skillfully. Perhaps in
this zone you experienced a flow where successes seemed to follow each other and
even pave the way for future experiences with similar outcomes. The right people
lined up to help you. Resources became available –even where obtaining them
previously seemed unrealistic. And the results you were able to achieve
surpassed everyone’s greatest expectations, including your own.
If you have had this kind of
experience, you may find yourself wondering how to duplicate it regularly. If
you haven’t, you may question whether such a “zone” is even possible.
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October 18, 2007
A Leader’s Path
“Insist on yourself. Never
imitate. Every great man is unique.”
~ Ralph Waldo Emerson
I came across an article in the
Harvard Business Review reporting results of a study they did that confirmed
something over thousands of studies that came before it had also suggested:
research has failed to produce the profile of an ideal leader. This means that
there is no seven step process. It also suggests that while one person’s path of
leadership was ideal for him or her, it does not logically follow that the same
path would be good for another.
The debate rages on over whether
leaders are born or made. I believe the answer to that question is yes. They are
both. I think we are all brought into this world with the makings of something
extraordinary in us. What we choose to do to develop and apply that potential is
up to each of us.
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October 20, 2007
The Call to Lead: Beginning an Examined Life
“As a man’s real power grows and
his knowledge widens,
ever the way he can follow grows
narrower: until at last he
chooses nothing, but does only
and wholly what he must do.”
~ Ursula le Guin
The call to lead is often ushered
in by a period of discomfort, where one slowly begins to realize the outer world
does not match the inner one. We may begin to feel a sort of incongruence which
ushers in a time of increased awareness about the course of events and what it
is all for. A greater purpose looms in the background, but the way things are
set up doesn’t quite allow that vision to live. And so it is time for a change.
Some call this an awakening. Others
call it a crisis. It is a doorway to greater meaning and contribution, and the
beginning of a transformation that happens from the inside out.
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October 23, 2007
The Voice of a Leader
“Words are chameleons which
reflect the color of their environment.”
~ Learned Hand
Early in my career, I taught many
classes and workshops designed to give people a step by step process for having
difficult conversations, whether that be to provide feedback, resolve a
conflict, or simply raise a point. It was not uncommon to have people in my
classes (myself included) who despite already knowing the steps I was teaching,
still had difficulty applying them.
Over the years, I have realized
that to make any kind of lasting change, we need to go deeper than simply
knowing the sequence of behaviors necessary to achieve success. First of all,
the scripts I used to advocate sounded canned and flat when they were words that
my participants wouldn’t normally say in the course of their everyday
conversations. Those words were also very easily forgotten, especially since
they did not really belong to the person speaking them.
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October 25, 2007
Leader, Lead Thyself
“Whatever you do in this life,
take time to sit quietly and let
the world tell you what it needs from you. Take a moment
to honestly understand what your gifts are – you all have them.
The way you choose to live your life brings meaning to your life.
~ Ann Reed
It is amazing to me the number of
people in this world who stay in jobs that they are miserable doing. They often
rationalize that they must make the best of it, but in refusing to consider the
options right before them, they may not even realize what the “best” is.
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October 27, 2007
Leading Through Self Doubt
“Do not attempt to do a thing
unless
you are sure of yourself; but do not relinquish it
simply because someone else is not sure of you.”
~ Steward E. White
Why is it that most people tend to
put far greater weight on the negative feedback they receive than they do the
positive? Others may compliment us throughout the day or week and their words
often never really penetrate. They are easily dismissed or downplayed. But when
there is criticism, it’s as though our very pores open up and little hands come
out of them eagerly gripping the words as they fall off another’s tongue.
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October 30, 2007
A Leader’s Dream
All our dreams can come true, if
we have the courage to pursue them.
~ Walt Disney
Last week, I had the enchanting
experience of going to Disneyland with my kids for their fall break. It was like
stepping into a different world, one where the stresses and anxieties of the
previous week simply melted away and the child in me emerged. I was swept away
by every intricate detail that was so carefully attended to by the myriad of
people that make Disneyland what it is – from the towering castles and belly
dropping rides to the placement of each flowering plant and the energy and
appearance of every cast member.
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November 1, 2007
Taking Leadership Up a Notch
Have you ever found yourself
wondering about how you could make a bigger impact through your work? Perhaps
reaching more people, creating something that has greater significance, or
simply bringing more of who you really are to what you do?
I have reached a point in my career
where that question has become increasingly important. After working with
executives over the last sixteen years, both individually and collectively, I
feel compelled to pass along what I and others have learned about overcoming
their own self imposed obstacles and achieving higher levels of performance and
satisfaction. And I want to do it in a way that reaches more people than what I
have been able to do before.
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November 3, 2007
Sidestepping Leadership Pitfalls: Part I
In my work with executives and
other rising leaders over the years, I have noticed that regardless of
background, career, organization, position, cultural origin or gender, the
challenges that people often struggle most with are self imposed. We may not
realize this at first, but upon deeper exploration we can begin to see how the
roots of people’s greatest pitfalls are firmly planted in the fertile soil of
their own minds.
Challenges will present themselves
regardless of what we do, but the way we think about and frame those challenges
will largely determine our level of effectiveness in dealing with them. Often
people are largely unaware of how they are contributing to their own
ineffectiveness.
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November 6, 2007
Sidestepping Leadership Pitfalls; Part II
In my last post, I introduced the
idea that we often stumble into pitfalls that are created or exacerbated by our
own behavior and thought. In many ways, you could say that we unintentionally
set up traps that keep us from doing our best work. The problem with these traps
is that they are hidden and easily missed. Chances are you have been falling
into one or more of them for a very long time without even realizing it. We all
do. And once we make progress with them, they tend to find ways to elevate
themselves to new levels – we are always learning and growing. So the first step
is to begin to cultivate awareness. You cannot fix what you do not realize needs
to be changed.
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November 8, 2007
The Leader’s Mirror: Part I
Who are the leaders you admire
most? As you think back to people who made the biggest impact on you over the
years, who comes to your mind? Perhaps it is someone you reported to, or the
head of an organization you are familiar with. Or maybe it is a historical
figure that you hold as a role model or a present day leader you’ve never
actually met before. It could even be a coach or a mentor from sometime in your
life, possibly even a parent or teacher.
What are the qualities in those
people that really stand out for you? What differentiates them as exemplary in
your mind? Chances are it wasn’t necessarily what they’ve done over the years as
much as who they are and what they stand for. And you are likely drawn to those
people because they possess qualities that are also in you at some level. The
leaders you admire have probably allowed these qualities to express themselves
in the world in some way that enabled them to make a difference.
Continue reading "The Leader’s Mirror: Part I" »
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November 13, 2007
The Leader’s Mirror: Part II
In my last post, I asserted that
the leaders we admire most have qualities in them that we possess ourselves at
some level. Though these qualities may be latent, they are just as real and
waiting for us to give them expression in the world.
The dynamic at play that suggests
that we admire those who are most like us also works in reverse. If you pay
attention to people who really annoy and frustrate you, you may realize that
something in them is also sparking its counterpart in you. I have had many
clients who become quite annoyed at their colleagues, direct reports, bosses,
customers, friends, or family members because these people do not seem to be
listening to them. When we feel we are not being heard by others, most of us
have the tendency to talk more. We end up displaying the very behavior that is
frustrating us in other people. If we are not careful, this can become a vicious
cycle – one in which we can conveniently excuse ourselves from the need for
change while we wait for others to “do it first.”
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November 15, 2007
Let Go and Lead
“It is always amazing how many of
the things we do
will never be missed. And nothing is less productive than
to make more efficient what should not be done at all.”
~ Peter F. Drucker
One day I had the opportunity to
listen to Marshall Goldsmith, one of America’s finest executive coaches speak.
Though the man has a number of incredibly insightful things to say on any given
moment, one thing he said that day made an impact on me that I still feel years
later. The audience was eager to benefit from his wisdom. He took the stage and
paused a moment before speaking. Then he told us to hold onto our seats while he
told us something we probably didn’t want to hear.
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November 17, 2007
Definition of a Leader
When you hear the word leader, what
do you think of?
My definition of a leader is quite
simple: someone who sees and brings out the best in others and focuses each
person’s unique talent, energy, style and passion to facilitate the creation of
something extraordinary. Leaders are everywhere, and many of them are not in
positions of authority.
Leaders have a following of their
own, and the most effective of them garner this following more as a product of
who they are than what they do. In the presence of a great leader, we ourselves
feel great. And when we truly believe in ourselves, there is nothing we cannot
do.
Leaders do not need to be at the
forefront to serve in this way. In fact, some of the most effective leaders are
those who are more concerned about elevating the status of others than raising
their own. Lao Tzu, one of the greatest mystics of all time said “When the best
leader's work is done the people say, "We did it ourselves."
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November 20, 2007
What Makes a Good Leader?
One of my first posts, “The Who of
a Leader,” was written to affirm that great leaders stand out more for who they
are than what they do. Central to this idea is the notion of authenticity, or
behaving in ways that are true to your own unique style, talents, and energy.
I received a comment on this post
from a man named Jeffrey. He said, “I really enjoyed this post… The worst thing
I think a leader can do is not be genuine. When leaders imitate or fake
sincerity they are not being genuine and few things will bring quicker ruin than
this. Respect from others is lost and others will be closed to you.”
Jeffrey, I wholeheartedly agree.
One of the most powerful things leaders can do is connect with people. This is
critical as one of the most significant functions of a leader is to accomplish
things through others. This cannot take place if there is no bond.
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November 22, 2007
Leadership and Ego: Part I
What is that compels people to want
to be leaders?
Many people are attracted to
leadership positions because of the level of visibility and prestige they
generate. Others become leaders because these positions often yield higher
salaries. And some just like to be in charge. Usually these are not the sole
motivations for leaders, though there are some exceptions. The most effective of
leaders have other more significant motivating factors – the desire to serve and
make a greater impact for example. And the best of these leaders are able to
keep their egos from dominating their leadership.
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November 24, 2007
Leadership and Ego: Part II
In my last post, I introduced the
notion that our egos left unchecked can propel us to act in ways that are not
congruent with who we really are and ultimately weaken the impact and
contribution we can make as leaders. In this post, we will explore one of the
ego needs that is common to many leaders: the need for power.
Some people have a higher need for
power than others do. People who tend to be driven toward action with a strong
task orientation tend to identify more with this need than do others. They are
prone to want to get things done (right now, or sooner) and feel they need a
little extra kick to do so. Often, they rely on their authority or position to
make mandates or demands.
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November 28, 2007
Leadership & Ego, Part III
In previous posts, I introduced the
notion that our egos left unchecked can propel us to act in ways that are not
congruent with who we really are and ultimately weaken the impact and
contribution we can make as leaders. The last post explored the need for power,
and today we will explore another of the ego needs that is common to many
leaders: the need for control.
The need for control is very
similar to the need for power, as it there is an element in there of wanting
people to do what you say. However, control goes much deeper than this. It is
about wanting to orchestrate entire chains of events and make things work out
the way you think they should more often than not. People who fall prey to this
ego need disdain chaos and often take their love of order to an extreme by
trying to order things around them in a way that can generate a predictable
result.
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November 30, 2007
Leadership & Ego, Part IV
In previous posts, I introduced the
notion that our egos left unchecked can propel us to act in ways that are not
congruent with who we really are and ultimately weaken the impact and
contribution we can make as leaders. The last post explored the need for
control, and today we will explore another of the ego needs that is common to
many leaders: the need for approval.
The need for approval is closely
linked to a need to be liked, or even loved. When we seek this validation from
others, we often engage in behavior that takes us away from who we really are in
our efforts to become what we believe others want us to be. The need for
approval is something that has been with many of us since childhood. From a very
young age, many of us are brought up to do things in order to please others, and
the rewards we get (inclusion, accolades, affection, etc.) reinforce the idea
that we can actually act in ways that allow us to be more or less liked based on
what we do rather than who we are.
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December 2, 2007
Leadership & Ego, Part V
In previous posts, I introduced the
notion that our egos left unchecked can propel us to act in ways that are not
congruent with who we really are and ultimately weaken the impact and
contribution we can make as leaders. The last post explored the need for
approval, and today we will explore another of the ego needs that is common to
many leaders: the need for prestige.
The need for prestige is often
another form of approval, only in mass quantities. Like the need for approval,
it is somewhat rooted in a feeling of inadequacy that leads people to prove to
themselves and others that they really are “someone”. It is easy to get lured
into and swept away by the star appeal that people in high places generate. Many
do not start out seeking this kind of reinforcement. Despite initially being
taken aback by it, they can become intoxicated with it over time.
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December 6, 2007
From Management to Leadership
Every time we learn something new,
we strive to get to that point where we are able to do it naturally – without
having to think too much about what we are doing. And when we finally hit that
stage it is nice to settle into a groove. These grooves can be very productive
when we are applying new skills and ways of doing things to challenging
endeavors. But when these grooves keep us from moving forward and stretching
ourselves they can become counterproductive.
If we allow ourselves to stay in
our comfort zones too long, over time we will resist anything that could
represent a change in equilibrium. The problem with staying in equilibrium is
that everything around us is in a constant flux of change. We need to
continually reevaluate whether our ways of doing things are aligned with the
results we want to produce.
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December 8, 2007
The Weak Side of a Leader's Strength
I often conduct 360 feedback
interviews for my coaching clients, which entails interviewing an assortment of
people including their bosses, employees, customers, and peers to find out what
the client’s perceived strengths and areas of opportunity are. It almost never
fails that the areas that get in the way of people’s effectiveness and continued
success are in some way strengths overdone.
The best listeners often get so
wrapped up in passively listening to others that they forget to talk or to bring
their views to the forefront. Those who have the admirable quality of being
direct and letting others know where they stand can fall prey to delivering
messages with a little too much force and not enough tact. Optimism can become
naiveté, and realism can become pessimism. Thinking big can lead to overlooking
the details, and those who are known for their precision are often criticized
for missing the bigger picture.
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December 11, 2007
Leadership and Stories
We make sense out of the world by
telling ourselves stories about what is going on. These stories are based on
what we have learned over the years through our various experiences. They are
colored by our perceptions, knowledge, values, fears, and biases. In the absence
of data, our brains tend to fill in the gaps based on what has happened to us
before. And when we come to a conclusion about something, we tend to take in
information that confirms what we believe and screen everything else out.
We are going to continue to create
these stories no matter what. It is a part of being human. The trouble comes
when we take our stories too seriously and are unwilling to entertain that
perhaps there are pieces of the puzzle we do not know about. When someone does
something, or shows up in a way that triggers old memories or associations, our
stories begin to build. We then act as though they are true and often elicit the
very behavior we do not want to see (which becomes a self fulfilling prophecy.)
Continue reading "Leadership and Stories" »
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December 13, 2007
The Talk Trap – a Leadership Pitfall Explored
This blog post features an excerpt
of a special report called “Ten Traps Leaders Unwittingly Set for Themselves
~ and How to Avoid Them” (valued at $47) that I am giving away to anyone who
is willing to take the time to complete a brief survey to help me determine
people’s most significant leadership challenges. To get your free report, go to
http://www.surveymonkey.com/s.aspx?sm=saAAJEMZHUw6ptu39axnsw_3d_3d . In
appreciation of your participation, I’ll also send you a free audio briefing on
The Seven Secrets of Extraordinary Leaders ($47 value). As a bonus,
you’ll also receive and a one year subscription to Synchronistically Speaking
($197 value) which features an executive briefing on a different leadership
challenge each month.
Continue reading "The Talk Trap – a Leadership Pitfall Explored" »
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More on topics: Leadership | Pitfall | Talk | Trap
December 22, 2007
A Leader’s Responsibility
This blog post features another
excerpt of a special report called “Ten Traps Leaders Unwittingly Set for
Themselves ~ and How to Avoid Them” (valued at $47) that I am giving away to
anyone who is willing to take the time to complete a brief survey to help me
determine people’s most significant leadership challenges. To get your free
report, go to
http://www.surveymonkey.com/s.aspx?sm=saAAJEMZHUw6ptu39axnsw_3d_3d
In appreciation of your
participation, I’ll also send you a free audio briefing on The Seven Secrets
of Extraordinary Leaders ($47 value). As a bonus, you’ll also receive and a
one year subscription to Synchronistically Speaking ($197 value) which
features an executive briefing on a different leadership challenge each month.
Early in my career, I would get
requests from leaders to come and help them “fix” their organizations. “My
people need to learn to work better together,” they would tell me. And I would
go about interviewing these people to find out what was going on. I asked them
questions about what was working and what was not, what they thought needed to
be changed, and what other insights they had.
Continue reading "A Leader’s Responsibility" »
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December 25, 2007
Leadership as a Solution
This blog post features yet another
excerpt of a special report called “Ten Traps Leaders Unwittingly Set for
Themselves ~ and How to Avoid Them” (valued at $47) that I am giving away to
anyone who is willing to take the time to complete a brief survey to help me
determine people’s most significant leadership challenges. To get your free
report, go to
http://www.surveymonkey.com/s.aspx?sm=saAAJEMZHUw6ptu39axnsw_3d_3d
In appreciation of your
participation, I’ll also send you a free audio briefing on The Seven Secrets
of Extraordinary Leaders ($47 value). As a bonus, you’ll also receive and a
one year subscription to Synchronistically Speaking ($197 value) which
features an executive briefing on a different leadership challenge each month.
Like attracts like. This is one of
the basic laws of physics, and it has become much more commonly referred to in
the last few years. Other ways of saying this are you get what you focus on, or
whatever you focus on will expand.
When we become aware of a condition
that we wish to improve, whether that be our state of mind, a person’s behavior,
or a state of affairs, we must be very careful that we do not overly identify
with the problem versus the solution. It is one thing to be dissatisfied with a
current state and quite another to immerse yourself in it.
Continue reading "Leadership as a Solution" »
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December 27, 2007
Revitalizing Your Leadership
This blog post features an excerpt
of a special report called “Ten Traps Leaders Unwittingly Set for Themselves
~ and How to Avoid Them” (valued at $47) that I am giving away to anyone who
is willing to take the time to complete a brief survey to help me determine
people’s most significant leadership challenges. To get your free report, go to
http://www.surveymonkey.com/s.aspx?sm=saAAJEMZHUw6ptu39axnsw_3d_3d
In appreciation of your
participation, I’ll also send you a free audio briefing on The Seven Secrets
of Extraordinary Leaders ($47 value). As a bonus, you’ll also receive and a
one year subscription to Synchronistically Speaking ($197 value) which
features an executive briefing on a different leadership challenge each month.
Working too hard is one of the
toughest pitfalls to overcome for the simple fact that so many people see it as
an attribute. Many of us are brought up to believe that the harder we work, the
more we will accomplish and that the busier we are, the more important we must
be. We are conditioned to see inactivity as laziness and the need for rest and
relaxation as a sign of weakness. But a frenetic pace can suck the very life out
of you. And without life, there is no true leadership.
Continue reading "Revitalizing Your Leadership" »
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December 29, 2007
Leadership and Performance Planning
Are you one of the many people who
HATE performance planning?
Many organizations have processes
and templates for setting goals and targets for the year. Any many people go
through the motions each time, scribbling something in the lines, checking the
boxes and filing forms into a drawer where they remain until the end of the year
when it is time for appraisals. My experience is that many people do not
particularly enjoy the performance management process. In addition to giving
people feedback on less than ideal performance, filling out paperwork on targets
and goals tends to be a most universally dreaded task.
But what if it were more than
filling out forms and checking boxes? What if there were a way to transcend the
paperwork and use the time to work with people to envision targets and
developmental goals that made their work, and their lives while doing this work,
more meaningful and satisfying?
Continue reading "Leadership and Performance Planning" »
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March 19, 2008
Creating Super Heroes Part:1
I strongly believe that the CEO is more than a
leader that tackles business issues they are superheroes.
People want to follow a CEO Superhero who
attracts people and makes things happen! They want someone who has bold dreams,
is a visionary, and an innovator. The CEO has charisma and is a
relationship/team builder. This leader never lets up and has the amazing ability
to turn today’s problems into tomorrow’s profits. The enthusiastic and energetic
CEO is able to hire and retain the best employees and win customer loyalty—both
important to the success of the company. This leader can feel the customer’s
pain and find a solution. Taking risks, and being stock market savvy to bring
financial success to the company are skills that top notch CEOs have.
Let’s take a glimpse into the talents of some
amazing CEOs. These talented CEO superstars are SUPERHEROES! Every company wants
a Superhero.
CEO Superheroes have skills that make them stand
out above the conventional leader. Here are seven Superhero traits that set an
excellent CEO apart from a merely good one.
1. Visionary
2. Innovator
3. Charismatic
4. Chief Problem Solver
5. Employee Motivator
6. Customer Loyalty Builder
7. Relentless
Let's look at traits one through four today.
1. VISIONARY
Continue reading "Creating Super Heroes Part:1" »
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March 21, 2008
Creating SuperHeroes Part:2
Today we will finish looking at traits five through seven of the seven traits of a CEO Superhero.
5. EMPLOYEE MOTIVATOR
A CEO Superhero knows how to manage talented
people effectively and generate high levels of performance from them.
Communication is a key to keeping employees informed. Attractive and unique
benefits are provided to employees thus enabling the company to maintain the
best employees.
John Chambers of Cisco Systems has a Blog to
communicate with employees to encourage employee ideas.
Jerry Yang of Yahoo Inc., hosts monthly Chat’n
Chow lunches and answers employee questions online.
Jack Welch, former GE CEO said, “Hire the best
and then support them through thick and thin, through failure and success.” The
people he hired were people who understood how to think outside the box, people
who were creative, energetic and had a vision, and who are willing to turn
visions into reality.
Toyota spends a lot of time and effort to
support their employees. Employees are considered their most important asset.
Wachovia, one of the nation’s largest
diversified financial services companies, is recognized as one of the top 10
best companies for working mothers by Working Mother magazine. Wachovia not only
offers essential benefits like flextime and telecommuting—they raised the bar by
offering programs and policies for childcare, leave for new parents,
opportunities for women to advance, work/life benefits such as elder care and
other employee programs.
It would be hard to surpass the benefits that
the 12,000 employees receive at the Four Seasons hotels. Isadore Sharp, founder
and CEO of the chain says, “How you treat your employees is how you expect them
to treat the customers.” In fact at the new hotel that opened up in Hawaii they
received 25,000 applications for 600 positions BEFORE it opened in 2006!
They contribute 3% of an employee’s salary to
their 40l(K) and another 3-5% to profit sharing. All employees regardless of
rank break bread together, free, in the hotel cafeteria. The food is good, and
they have staff showers and locker rooms. Everyone is treated like they are
someone special. The company provides managers from within and they can offer an
employee the world with hotels all over the world. The staff is happy, well
cared for, and safe. They feel like they are family and they treat their
customers the same way.
6. CUSTOMER LOYALTY BUILDER
Continue reading "Creating SuperHeroes Part:2" »
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March 23, 2008
Fun and Laughter Bring Profits and Productivity to the Job: Part 1
According to the New York Times, February 13, 2008 issue, Gary Kelly, CEO
from Southwest Airlines, dressed up like a woman. He walked into the office
looking like the mother from the movie Hairspray, just to have fun and make the
employees laugh. He was continuing the custom of making the airline a fun place
to work.
Southwest has raised fares, packs more people onto airplanes, has passengers
line up and board by numbers and consequently this is a lot of hard work for the
employees. Mr. Kelly’s dress-up routine is just one of many ways the company put
a little fun into the work environment.
“Many times,” Mr. Cerf, the Southwest union officer said, “You have to work
fast. Workers who come to Southwest Airlines after being laid up by other
airlines often quit. They are not use to working that hard.”
Southwest believes that “fun translates into a lot of productivity.” It has
the industry’s highest wages, but because of efficient work habits its costs are
the lowest among the big airlines.
Mr. Kelly knows how to have fun at work, yet many companies do not do this.
Board meetings and decision-making are important, yet how employees are treated
is important too.
I would like to share with you seven reasons why many companies do not excel,
or profits and productivity are low.
1. In my experience, many people will do just what they are told and no more.
They are not motivated to do anything else.
2. They do not know what their talent is or how to use it.
3. Lack of training.
Continue reading "Fun and Laughter Bring Profits and Productivity to the Job: Part 1" »
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March 26, 2008
Fun and Laughter Bring Profits and Productivity to the Job: Part 2
In my previous post I shared with you seven reasons companies do not excel
and why productivity and profits could be low.
In this post I will share with
you nine ideas to bring fun back into the workplace.
Here are a few ideas to get you started.
1. First, the CEOs must reinvent themselves. Stop being serious all the time.
Wear a bright color tie that might have a fun print on it. Then employees will
have something fun to talk about. Practice facial expressions just like actors
do. Practice smiling and laughing and it brings passion to the people. Nod with
a smile. Maintain eye contact with the people you are talking to. Give a sincere
smile and appreciation to others. Say, “Wow!” “I like it.” “You are amazing.”
“I’m impressed.” “Can you tell me more?” When you say that, how do you feel?
Your praise is giving direct positive impact to your employee.
Practice humor every day. Tell a joke.
For example, three people went out to lunch. On the way to the restaurant they
stopped at an antique shop. They saw an old lamp.
The first one, an accountant, rubbed the lamp by accident. A genie came out.
“I’m a genie and I can give each of you one wish.” So account said, “Send me to
Hawaii. I want to lay down o the beach in the sun and drink unlimited amount of
Margaritas.” Whoosh! He’s gone.
Second one, Product Manager, said, “Send me to Florida. I want to spend everyday
at Disney World and play, play, play.” Whoosh! He’s gone.
Third one was a CEO. He rubbed the lamp and he told the genie, “My wish is bring
the two guys back to the office as soon as possible. There’s a deadline and I
need them.”
This is a business joke. People understand and laugh. They would be delighted
with you to share a joke like that.
Continue reading "Fun and Laughter Bring Profits and Productivity to the Job: Part 2" »
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March 28, 2008
Optimism Begins With the Leader: Part 1
Are you positive and looking on the bright side every day?
Is optimism a part of your company culture?
Do you have a good sense of humor during the day?
If you do, then you are an optimistic leader like many Silicon Valley
companies. You are an adventurous, fun leader. You know how to take an element
of risk to have a FUN Management company.
You recharge yourself everyday with positive thoughts. You surround yourself
with like-minded people. You take action. You are moving and full of energy.
Sometimes you get stuck in the mud. You accept it as part of the excitement
and you figure out a way to get out and move on. You have outside mentors that
can help you with new ideas when you get stuck. You are always optimistic about
the future of the company because you trust your employees and know they will do
the right thing.
You know how to visualize your great future and how to bring your company to
the best level. You do visualize at least five times a day your great goals.
Continue reading "Optimism Begins With the Leader: Part 1" »
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April 2, 2008
Optimism Begins With the Leader: Part 3
In parts one and two of Optimism Begins With the Leader, I shared with
you about how leadership can help a company thrive even after hardships. In
today's post I want to share with you some more leadership success stories.
Would you like your company to be voted “The Best Company to Work For?”
That honor has been given to the company, QUICKEN LOANS, for three
years in a row by COMPUTERWORLD magazine.
Quicken loans, the nation’s largest online retail mortgage loan lender, based
in Michigan, has 5,000 employees. The company hires 300 employees PER MONTH for
their growing company!
The leaders in the company encourage their employees to be open-minded. Chief
Information Officer, Frank Laura, knows that optimism leads to creativity and
new ideas.
Team members love working for the company because they have the ability to
take ownership in projects and work collaboratively with others from across the
company. They love the fact that they can take responsibility for their
projects.
CIO Laura tells us that the 360 teams in the technology group know all facets
of the business.He says…
"We challenge them to dig deep, looking for things that can be improved
upon, from the client's perspective. I think they derive a lot of satisfaction
in building solutions internally, and in knowing what they do makes a difference
to the company and our clients."
Chairman and Founder, Dan Gilbert, says… “Quicken Loans has created an
entrepreneurial spirit that encourages and rewards creativity and innovation.”
The leaders recognize great ideas. It doesn’t matter whether it came from the
CIO or the newest person on the team, they run with it. They are obsessed with
finding a better way.
The company's culture provides the greatest sense of job satisfaction.
Continue reading "Optimism Begins With the Leader: Part 3" »
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April 4, 2008
Optimism Begins With the Leader: Part 4
In my past three threads, I have shared some great leadership success stories
about two companies, Quicken Loans and Odwalla.
Today let's discuss what we can learn from the stories of Odwalla and
Quicken.
It pays to be optimistic. Don’t give into the negative when a crisis happens.
Stay optimistic. Keep your mind open to new possibilities. Share your ideas with
your employees. Ask for their suggestions.
An optimistic leader keeps communication open. He/she encourages everyone to
brainstorm and share his or her ideas.
Top companies reward their employees for a job well done. Employees like to
be empowered and get recognition as a team player for their achievements. They
like to feel the sense of fulfillment and know that their leaders are aware of
the contribution they have given to the company.
Continue reading "Optimism Begins With the Leader: Part 4" »
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April 6, 2008
Why FUN Management? : Part 1
Young talented students looking for their first job in America want to work
for dynamic Silicon Valley companies because they say they are FUN companies to
work for. They tend to avoid companies that have the old traditional management
style. Soon I believe that many Korean companies will have the same issues.
A year ago I interviewed some of the employees at Google. Google is a
terrific model for FUN Management.
Here are ten comments that Google employees shared with me as to why they
LOVE to work for Google.
1. “I get up in the morning looking forward to coming to work.”
2. “I came out of early retirement so I could work for Google.”
3. “I haven’t yet met anyone at Google who is complaining or bitter.”
4. “I am interviewing for FUN people to come to this team.”
5. “The founders, Larry and Sergei, created a work environment that was fun.”
Continue reading "Why FUN Management? : Part 1" »
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April 9, 2008
Why FUN Management? Part 2
In my last post I shared with you why FUN Management can be the best
thing for your company's success.
Today I want to share how you can bring FUN back into your workplace and
launch you to becoming a global leader.
Because your employees have a passion for their work, they will care about
their customers; they will do their best. Your salespeople will not only sell
your product, they will also do their best to maintain the reputation of your
company. Your employees will keep your customers happy even after they sell
their product. They will do follow-up calls, improve products and in general
take initiative to keep your customers satisfied.
F.U.N. Management is also the only way you can communicate globally.
If you learn F.U.N. Management it will prepare you to become a F.U.N. Management
Global Leader. You will have a better understanding of how to develop good
working relationships on a global level that will result in improved
productivity and increased profits. Some other benefits that result from F.U.N.
Management are:
1) People will begin to have confidence and believe that they can do well. You
will have better communication with your people, and mistakes within the company
will disappear or greatly reduce.
2) You will find it much easier to recruit the kind of people you want to have
working for you if your company has a reputation for being a fun place to work
at.
3) You will also find it easier to keep your employees. They like coming to work
– why should they look for a better job elsewhere?
4) You will have a great relationship with society around you and it will be
easier to do business.
Continue reading "Why FUN Management? Part 2" »
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June 3, 2008
Thinking is a Right Healthy Attitude to Have
Positive thinking is a great attitude to have and a healthy one.
I know some people who roll their eyes and scoff whenever anyone mentions
positive thinking. They think optimism is childish and see cynicism as a mark of
sophistication. You may think that way yourself, or, at the very least, I’m sure
you know someone who does.
Well, that attitude could kill you! Studies have found that positive thinkers
actually live longer than pessimists. Positive thinking can help with stress
management. They are finding many healthy reasons to be a positive thinker.
Positive thinking is also a proven ingredient to professional success. In a
University of Pennsylvania study, Dr. Martin Seligman in 1998 wrote an article
entitled Learned Optimism and he found that insurance agents with a
positive outlook sold 37 percent more insurance in the first two years than
those with a negative outlook, and the pessimists were twice as likely to quit
in the first year as were the optimists.
So, are you convinced yet?
Continue reading "Thinking is a Right Healthy Attitude to Have" »
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June 6, 2008
The Power of a Positive Attitude
The power of a positive attitude has been with me since I was a child thanks
to my mom. She instilled in me at an early age that the power of a positive
attitude would be an important attribute for me to have.
I got a chance to use that power of a positive attitude a year ago when I
took a trip to the bookstore and a book caught my eye. As I leafed through the
pages, I glanced at the publisher: Wiley. I had never heard the name before, but
my book coach Joan told me that the company was a well-respected name in
publishing. Since I now knew that the books they published were in my area of
interest, I decided to use some positive thinking and send a book proposal to
Wiley.
The next day, I flew to Dallas to speak at an American Society for Training &
Development (ASTD) conference. I was busy practicing my speech when my
co-speaker asked me to pick up something at her booth. I was running late, so I
hurried through the booths, barely looking as I rushed passed. However, one sign
caught my eye: Wiley. Intrigued at the sudden emergence of the name in my life,
I decided to stop and chat with the booth attendants. Though there were a lot of
people clustered around the booth, the attendants were polite and helpful. When
I mentioned that I was thinking of publishing with them, they cheerfully
directed me to the right person within the company, also standing at the booth.
Continue reading "The Power of a Positive Attitude" »
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June 9, 2008
What Success Means For Unique Leaders
Unique leaders have success bred in them. What does success mean to you? Do
you give up when someone says NO to your idea? Is failure an option for you? I
learned that unique leaders create their own success when I worked on a new idea
to create a comic book.
For the past two years I have created and produced a multicultural education
resources comic book for my cultural diversity training. First, people were
excited that I decided to do this, but then they asked me, “How will you do it?”
“How will you market it?” “Who is your reader?”
I knew that a multicultural education resources comic book would be a good
cultural diversity training tool for my group because it is easy to understand
and a fun way to learn a new concept.
The world is shrinking because of the Internet and media news, but peoples’
minds are still focused on their own country’s culture. A multicultural
education resources comic book is a simple, way to communicate and help people
learn and understand cultural diversity differences.
Even though I didn’t know how to do it, I knew I would get it done. I was
passionate about the concept of multicultural diversity training through a comic
book, and I was excited about learning a new field—comic book publishing.
First I created a storybook draft with actual experiences I had coming to
America. My first business meeting where I had to speak English, then dining
etiquette where I got invited to a dinner party, business card exchange manner,
and what to wear to a business meeting.
Continue reading "What Success Means For Unique Leaders" »
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September 30, 2008
How to Bring Innovation and Creativity on the Job
Creativity on the job is needed for a successful operation. Yet, many
managers do not know how to build creativity at work with their employees.
Managers value having creativity at work because those employees are known to
be able to solve difficult problems, they work well with their co-workers and
clients, and they contribute to the growth of the organization.
How do you bring out creativity on the job? How do you get those happy,
innovative employees on your team?
I do know that during the past 20 years through working, reading and research
I have learned that creativity on the job produces profits and happy, growing
people.
The first step is to treat your employees as special and valuable
contributors to the company. Let them know their contributions are important and
that you encourage innovation and creativity on the job.
Here are some ways to bring out innovation and creativity on the job.
1. It’s okay to make mistakes. It brings out the creativity in people.
Creativity comes from self-confidence. Let your employees learn from their
mistakes.
2. Are you giving your employees an opportunity to meet other people and hear
their stories? At Google in Silicon Valley they give their people enough
time to meet other people and they get a chance to hear success stories from
other departments and companies.
Continue reading "How to Bring Innovation and Creativity on the Job" »
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October 7, 2008
Five Ways to Build Employee Trust as a Leader
How do you build and maintain employee trust in the workplace?
When you have employee trust in an organization it is the foundation for
effective communication, employee retention, and employee motivation. Employees
are then more apt to put in more energy and extra effort in their work.
Employee trust is critical to the success of an organization. Wouldn’t you
want to work for a trustworthy company with a trustworthy boss? Well, so do your
employees. They are more willing to take thoughtful risks, able to rely on other
co-workers and leaders, ability to co-operate and work as a team, and experience
open communication.
Here are five ways that you can build employee trust.
1. Keep employees informed of new projects and opportunities. Everyone
likes to be kept up to date as to what is going on in the company. It makes them
feel more like they are part of a family.
Continue reading "Five Ways to Build Employee Trust as a Leader" »
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October 10, 2008
Discovering the Traits of Successful Business Leaders
Recently I spoke at a Beauty Supply Conference in St. Louis, Missouri. Many
women business leaders attended. I was impressed with their success because for
many of them English is their Second Language and they came from another
country. These successful women business leaders didn’t have a lot of business
experience in their country but when they came to America they adapted and were
motivated to change.
In their new country they brought with them a strong survivor instinct. These
women business leaders find ways to help their customer. It is their passion to
help their customers. And they are able to communicate with the younger
generation even though they have a different cultural background. Interesting
thing is because they are women and so are their customers, they find the needs
of their customers quickly.
These women business leaders work hard and long hours. Many of them believe
working hard brings in the income. They are motivated to succeed. They believe
in hard work is the success factor in their business.
Many of them are mothers. Many graduated from exclusive universities in their
countries. They are passing on their work ethic to their children. The children
see their parents working hard and they learn this work ethic from their
parents.
Continue reading "Discovering the Traits of Successful Business Leaders" »
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January 8, 2009
Four Personality Traits of Female Business Leaders – Part 1
The future looks promising for women who aspire to be leaders in business.
A study conducted by Caliper, a management consulting firm, assessed the
personality traits of women leaders in 19 different business sectors in the U.S.
and the United Kingdom. The study also included men in similar positions so that
a comparison could be done.
It should be no surprise that men and women have different leadership styles.
There were four traits in particular that stood out as most important for
success for women in business. Those traits are: persuasive, assertive,
emotionally intelligent, and an inclusive team-builder. Of the four, only
assertiveness is not considered to be an inherent trait for women. And the other
three, persuasiveness, emotional intelligence and inclusiveness, have
traditionally meant weakness for male leaders.
But the nature of business is changing and leadership styles need to change
too.
Continue reading "Four Personality Traits of Female Business Leaders – Part 1" »
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January 10, 2009
Four Personality Traits of Women Business Leaders – Part 2
Assertiveness; when a man has it and uses it, people admire his strength.
When a woman uses it she’s seen as a you-know-what and people are offended.
Of course there is a fine line between assertiveness and outright
aggressiveness. Everyone, men included, need to learn where that line is and
avoid stepping over it or risk alienating potential bosses, customers and
friends.
Before I give you some tips about how to be assertive I want to talk about an
article I read recently. It was written by a British journalist comparing Sarah
Palin to Margaret Thatcher. According to this author there is no “shrillness” in
Palin or Thatcher’s leadership style.
Continue reading "Four Personality Traits of Women Business Leaders – Part 2" »
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More on topics: Assertive | Assertiveness | Business | Leadership Style | Margaret Thatcher | Sarah Palin
January 14, 2009
Four Personality Traits of Female Business Leaders – Part 3
Ladies, have you ever heard your spouse say, “I can’t read your mind”?
A lot of communications problems are caused by trying to read people’s minds
or expecting them to read yours. Problems like that can quickly sink a brilliant
project or proposal in the business world. A good business leader is someone who
can get people to respond to their ideas in a positive way. To do that you have
to be able to say what your ideas are, say what you need to achieve them and say
it in a way that doesn’t alienate people.
That means you have to be assertive. Here are some tips for achieving
assertiveness.
Continue reading "Four Personality Traits of Female Business Leaders – Part 3" »
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More on topics: Assertive | Assertiveness | Business | Business Leader | Communicate | Leader | Message
January 16, 2009
Four Personality Traits of Female Business Leaders – Part 4
Last time we were talking about the importance of assertiveness for success
as a business leader. Anyone wanting to be a leader but lacking confidence and
assertiveness skills will not be able to stand up for their interests.
Let’s get back to those steps for assertiveness.
Step 3 – Pay attention to how you say things.
In Step One I talked about how you need to be clear about what you want to say.
How you say it is just as important. How you say something has an effect on how
the person receiving the message responds to you. An assertive communicator will
start sentences with “I feel” rather than “you should”. This keeps the focus on
the problem at hand without pointing fingers and laying blame. If the person you
are talking to feels they are being “attacked” they will not listen to what it
is you are trying to say.
Continue reading "Four Personality Traits of Female Business Leaders – Part 4" »
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January 28, 2009
Four Personality Traits of Female Business Leaders – Emotional Intelligence Part 1
In my very first post in this series about personality traits for female
business leaders I stated that four particular traits are ranked as most
important. We’ve already talked about assertiveness. Today we’re going to talk
about emotional intelligence.
Your emotional intelligence is how aware you are of your own feelings and
whether or not you are able to handle them in an effective manner. A leader with
emotional intelligence gains the support and loyalty of her team by paying
attention to what’s going on in the group and addressing any personality
conflicts that arise before they can destroy the project.
Research shows that a business leader who has a high emotional IQ has better
interpersonal skills, can handle conflict, confrontation and aggression in
others. Such a leader is also perceived as more stable, someone the team can
rely on.
Continue reading "Four Personality Traits of Female Business Leaders – Emotional Intelligence Part 1" »
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January 30, 2009
Four Personality Traits of Female Business Leaders – Emotional Intelligence Part 2
Today we continue are look at the personality traits common to successful
female business leaders. I promised to share my recipe for emotional
intelligence last time. There are basically four key “ingredients” and they were
talked about in the book Primal Leadership, published in 2001.
Let’s start with the first two:
Self-awareness. We talked about this one last time. An emotionally
intelligent leader is one who understands their own strengths and weaknesses.
They are also in touch with their own emotions and are able to set those aside
in order to lead with their heads and do what is best for their team.
Continue reading " Four Personality Traits of Female Business Leaders – Emotional Intelligence Part 2" »
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February 1, 2009
Four Personality Traits of Female Business Leaders – Emotional Intelligence Part 3
We’re going to finish today with our look at emotional intelligence, one of
the important personality traits a female business leader needs to possess and
perfect.
Social Awareness. This is another personality trait that demonstrates a
high emotional IQ in a female business leader. No matter the business you will
probably be working with a group of people, whether they are employees,
co-workers or clients. And when you get a group of people together you get an
interesting mix of personalities. A socially aware leader notices the interplay
between members of the group; who gets along with who, who has good ideas but is
shy to express them.
Continue reading "Four Personality Traits of Female Business Leaders – Emotional Intelligence Part 3" »
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February 6, 2009
Four Personality Traits of Female Business Leaders – Part 4
Last time we were talking about the importance of assertiveness for success
as a business leader. Anyone wanting to be a leader but lacking confidence and
assertiveness skills will not be able to stand up for their interests.
Let’s get back to those steps for assertiveness.
Step 3 – Pay attention to how you say things.
In Step One I talked about how you need to be clear about what you want to
say. How you say it is just as important. How you say something has an effect on
how the person receiving the message responds to you. An assertive communicator
will start sentences with “I feel” rather than “you should”. This keeps the
focus on the problem at hand without pointing fingers and laying blame. If the
person you are talking to feels they are being “attacked” they will not listen
to what it is you are trying to say.
Step 4 – Take responsibility for your part in the problem.
Continue reading "Four Personality Traits of Female Business Leaders – Part 4" »
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February 8, 2009
Four Personality Traits of Female Business Leaders – Part 5
Call it inclusive leadership, participatory management or inclusive decision
making; it’s a leadership style and a personality trait that involves everyone
in finding solutions to a problem. And, according to the study I mentioned in
the first installment of this series, this is one of the strengths of successful
female leaders.
How many of you dread company meetings?
Continue reading "Four Personality Traits of Female Business Leaders – Part 5" »
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February 11, 2009
Four Personality Traits of Female Business Leaders – Part 6
We’re talking about how inclusive leadership as a personality trait will
encourage and influence employee participation. A smart female business leader
will benefit from incorporating this technique into her repertoire of tools.
And speaking of personality traits, it seems to be human nature to resist
change, especially if it’s change we don’t understand. Long-term employees may
resist because they’ve seen things come and go before and believe that this is
just a fad too. Your role as the boss is to take the lead. If you’re consistent
and genuine your employees will take their cues from you.
Female business leaders who use inclusive leadership excel at sharing
information. And this doesn’t mean standing at a podium in the conference room.
A formal meeting like that has its place but a boss who wants employee trust and
respect will talk to them, face-to-face, in their offices and around the water
cooler. Having an open office door policy is a good idea too. Encourage people
to ask questions and openly discuss what is going on in the company.
Continue reading "Four Personality Traits of Female Business Leaders – Part 6" »
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February 13, 2009
Four Personality Traits of Female Business Leaders – Part 7
Would it surprise you to learn that most people find it difficult to work as
part of a group? We’re talking about inclusive leadership as a personality trait
shared by successful female business leaders. Inclusive leadership means you
work with your employees as a team. To be effective any team has to learn to
work together while taking advantage of individual strengths.
Training is the key to putting together a team that will make any female
business leader proud. There are two areas on which training should focus;
collaborative decision making skills and company or industry specific expertise.
Attempts at collaborative decision making often result in conflict because
individuals have different ideas and goals. The group needs to be taught the
“rules”, such as defining the problem, brainstorming ideas, and picking the best
solution. A smart female business leader knows the time spent learning these
skills will pay off; your employees will enjoy the chance to improve their own
personality traits!
Continue reading "Four Personality Traits of Female Business Leaders – Part 7" »
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February 15, 2009
Four Personality Traits of Female Business Leaders – Part 8
Managers who aren’t really on-board think inclusive leadership is limited to
a suggestion box by the photocopier. A smart female business leader knows
there’s more to it than that. Good inclusive leadership programs begin with the
manager being prepared to give up some control.
Yikes! Job security often seems to revolve around insecurity and the feeling
that you must be incompetent if you turn to others for help. That’s not what
inclusive leadership is about and insecurity is one personality trait you don’t
want to have. You must approach it confident enough in your position that you
can be open to ideas from others. That confidence might be another personality
trait you want to cultivate in yourself.
Successful female business leaders give employees a say in final decisions.
That is a big step and perhaps the pinnacle of a good inclusive leadership
program. Sometimes just offering alternatives for the employees to choose from
will reap the same benefits as having them come up with the alternatives
themselves; motivation and job satisfaction grow. Some areas that you might
allow employees to make decisions about include work schedules and budgeting for
supplies and equipment.
Continue reading "Four Personality Traits of Female Business Leaders – Part 8" »
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February 17, 2009
Four Personality Traits of Female Business Leaders – Part 9
For the last while I’ve been telling you about some personality traits that
were identified in a survey as most important for successful female business
leaders to possess. Today I’m talking about the art of persuasion.
According to the Caliper survey I mentioned in Part 1 of this series, females
have to be more persuasive because they lack the physical presence of most men.
That doesn’t mean that men impose their ideas on people, men can be very
persuasive too. Women just have to be better to get the same results.
Effective female business leaders use persuasion to communicate in a way that
inspires and motivates. Employees are happy to cooperate to get the job done and
customers enjoy being a client. Persuasive leaders build trust by being honest.
Being persuasive should not be perceived as a sales job; people hate that! It
makes them feel they are being tricked.
Continue reading "Four Personality Traits of Female Business Leaders – Part 9" »
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February 19, 2009
Four Personality Traits of Female Business Leaders – Part 10
The last of the Four Personality Traits of Female Business Leaders,
persuasive communication, has three components. Each of these components is
effective on its own but taken together they make for an incredibly persuasive
communicator. If you are a female in business you will want to keep reading!
1. Building Credibility. If employees or clients feel you don’t know
what you’re talking about they will tune you out. People become managers for a
variety of reasons; dumb luck, personal connections, they bought the store and
because they can do the job.
Truly successful female business leaders keep their position because they
have expertise and they have spent time building credibility.
A credible person is prepared and knows what they are talking about.
Preparation also involves predicting possible objections and having believable
answers.
Continue reading "Four Personality Traits of Female Business Leaders – Part 10" »
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February 21, 2009
Four Personality Traits of Female Business Leaders – Part 11
This is the last of my installments about personality traits for successful
female business leaders.
This last component is crucial for persuasive communication. If you can’t
present your information in a way that people understand and that builds
confidence your project or sale will never get off the ground. It won’t matter
to them how much credibility you have or how much you have in common with your
audience.
3. Develop a Compelling Position. Your reasons for making changes at
work or for why a client should use your services have to make sense. Any
successful business leader will have the facts straight and will be able to
present them in a compelling way that is easy to understand.
I’ll use President Obama as an example again.
Continue reading "Four Personality Traits of Female Business Leaders – Part 11" »
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February 24, 2009
The Boss Needs Them Too!
Have you ever tried to talk to someone who wasn’t listening? For a business
manager trying to make your company or team as productive and successful as
possible, that can be very frustrating. And it costs money. People who don’t pay
attention make mistakes.
Sometimes it’s just as important for the person in charge to listen. Maybe
you’ve had a conference call with an important client and, because you were
trying to “multi-task”, you weren’t sure what you had agreed to when you hung up
the phone. That kind of inattention causes embarrassment and it will affect the
bottom line as well.
Active listening takes patience. Work schedules can be hectic and slowing
down for a minute or two to really listen isn’t easy. Why should a manager care
about having active listening skills? Shouldn’t the employees just do what they
are told?
Continue reading "The Boss Needs Them Too!" »
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March 24, 2009
Are You a Leader or a Manager?
Do you have to be one or the other? What’s the difference?
There is a difference but truly successful people have qualities of both and
can switch between leader and manager as the situation dictates.
Let’s say a report indicates that your company’s customer service performance
has slipped. A manager books the conference room and sets up training
“re-fresher” meetings to review company expectations with employees. A leader
calls a meeting to talk to employees and motivates them to re-focus on customer
service; two approaches that achieve the same outcome.
Managers are organized, goal-oriented problem solvers. A good manager
analyses a situation, finds the best solution and works in that direction.
Continue reading "Are You a Leader or a Manager?" »
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March 31, 2009
Leader or Manager – Can One Person Be Both?
Managers and leaders think differently. That doesn’t mean you need a split
personality to possess the traits of both. You do need some sharp self-awareness
skills.
Do you have great ideas that excite people but find nothing gets very far?
Leaders like you thrive on challenge and get bored with routine. If you
recognize this about yourself, you can temper that passion enough to develop
some practical problem-solving strategies. Turning a good idea into a successful
project requires the skills of a manager. A manager looks at available
resources, comes up with a plan of action and implements it efficiently.
If you are a manager who focuses on cost analyses and inventory reports, you
may not notice when employee morale is low. Even great managers need to get out
of their offices everyday and mingle with the employees.
Continue reading "Leader or Manager – Can One Person Be Both?" »
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April 13, 2009
Why Hire a Business Coach?
A business coach specializes in helping a business find its strengths and
weaknesses; information that is used to make it stronger.
You may be thinking, “I’ve run my own business for years. I don’t need a
business coach!” If that’s the case, skip reading this article and get back to
more important work.
But if you want to improve your business, read on.
Continue reading "Why Hire a Business Coach?" »
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April 15, 2009
Four Reasons You Need a Business Coach
In my profession I encounter people who have been struggling along, trying to
turn their businesses into a success. Most of them really drag their feet about
hiring a professional like me. True, a business coach costs money but trust me,
it pays off in the end.
Here are four things a business coach can do for you:
Get you organized. It’s amazing how much productivity time is lost due
to lack of organization! A business coach can take your office from a disaster
zone to one where the information you need is at your fingertips.
Dust off your marketing plan. Your business coach can help you assess
the effectiveness of your marketing strategy. Is the targeted market getting
your message or are you wasting money on the wrong type of promotion? Maybe
you’re not even targeting the right demographic!
Continue reading "Four Reasons You Need a Business Coach" »
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April 17, 2009
Four More Reasons You Need a Business Coach
North America is in recession; many businesses will fail because they fail to
weather the current instability. You may think hiring a business coach is money
you can’t afford to spend. I believe you can’t afford not to hire a coach.
Here are four more things a business coach can do for you.
Networking. When you hire a business coach who specializes in your
industry you get someone who knows people. New contacts increase your chances
for new clients.
Find your niche. I talked last time about how a business coach can
help you with your marketing plan. Are you targeting the right customers? Is
there a population segment that would better suit your product? Even the best
marketing plan will fail if you target the wrong customers. Your business coach
can help you identify the perfect demographic for your product.
Continue reading "Four More Reasons You Need a Business Coach" »
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April 20, 2009
Do You Have Blurred Vision? Call Your Business Coach!
When was the last time you looked up and thought about something besides how
long it was going to take to get to the bottom of all the paperwork on your
desk?
As a business coach I help people find their business vision. When you hear
“vision” you might picture a group of people in a boardroom, staring at blank
sheets of paper, trying to come up with a vision or mission statement for the
company. They are probably watching the clock and shifting around uncomfortably
in their chairs, praying for a coffee break.
That kind of situation generates “lip-service” ideas that nobody really
believes. Instead, you need a vision that fuels the passion you have for your
business; a passion that is shared by employees.
Continue reading "Do You Have Blurred Vision? Call Your Business Coach!" »
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