Stop Managing and Start Leading
Truly good corporate leaders, know how to remove barriers between themselves and their staff.
Read article »Resources: Articles
Stepping Back to Step Ahead Through Reviewing and Assessing
When we don't know how we're doing we can't improve. Failing to periodically review and assess is one of the major reasons so many improvement efforts lose their way.
Read article »Steering Our Leadership Wheel
The wheel represents the circular nature of leadership – there is no beginning nor end. Each of the supporting leadership principles around the outside of the Leadership Wheel are interdependent and interconnected.
Read article »Soft Skills, Hard Results (Part 2)
Research on emotional intelligence (EI) shows that a leader's personal characteristics and leadership competencies have a direct bearing on his or her personal performance – as well as on that of their team and organization.
Read article »Soft Skills, Hard Results (Part 1)
Leadership deals with the world of emotions and feelings. It is of an art rather than a science. Now there is hard evidence that those "soft" leadership principles are the major factor in what makes a high-performance team or organization
Read article »Signs of Stagnation
Not all experience is equal. Experience isn't what happens to us, it's what we do with what happens to us. There's a major difference between growth experiences and stagnating experiences. Just because we've shown up year after year and put in the time, doesn't mean we've gained by the experience.
Read article »Seeing the World as We Are
Whether you think the world is full of richness and opportunity or garbage and despair – you are right because that is your point of focus.
Read article »Seeing Only What Is or What Could Be
Whether you think the world is full of richness and opportunity or garbage and despair – you are right because that is your point of focus.
Read article »Ringing True to Me
We are creating the reality our vision is focused upon. The context of our values and purpose are creating the life we believe in.
Read article »Reward and Recognition Reinforce Paternalism or Partnerships
The big differences with reward and recognition approaches have to do with how they're used. Making them shallow and crass will threaten to swing attention away from the meaningful issues of principles and purpose and move to self-interest and selfishness.
Read article »Reward and Recognition Pathways and Pitfalls
Discover the Reward and Recognition approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.
Read article »Review, Assess, Celebrate, and Refocus: Personal Pathways and Pitfalls
Remember to take the time to Review, Assess, Celebrate, and Refocus. Discover the Personal approaches that can help you to avoid the pitfalls and pave your pathway to success.
Read article »Retaining Top People
Retention and engagement are critical to an organization's success, but attracting and retaining talented people is a growing challenge for many organizations.
Read article »Reflection and Renewal
A great fictional story, illustrating a major problem we encounter again and again in our work with individuals, teams, and organizations trying to move to higher levels of performance. It's the problem of balancing the speed and pace of daily life or operations, with periodically stepping back to make sure we're heading in the right direction.
Read article »Recognition Do’s and Don’ts to Inspire and Energize
Whose needs are your recognition and reward systems designed to serve? What are the goals? Are they to manipulate, control, and "motivate?" Or do they build an atmosphere of helpfulness, appreciation, and high energy? How do you know? As with beauty, quality, or customer service, reward and recognition are in the eyes of the beholder.
Read article »Recognition and Appreciation Inspires and Energizes
Only two groups of people thrive on sincere recognition and genuine appreciation — men and woman. Highly effective leaders give recognition and appreciation up, down, and across the organization and within and among teams and team members.
Read article »Purposeful Leaders Make Meaning
As we contribute our work to our team or organization, we also need to contribute a deeper sense of meaning or purpose. If we're going to be leaders, we need to take ourselves and ours to the Emotional and Spiritual levels.
Read article »Purpose Gives Us a Deep Sense of Meaning
Developing a personal, team, and organization purpose that's aimed at serving others adds a richer sense of meaning to any personal, team, or organization change or improvement efforts.
Read article »Profits are a Reward, Not a Purpose
Add a richer sense of meaning to our lives by developing purpose aimed at serving others. Profits are a reward. The size of our reward depends on the value of the service we've given others.
Read article »Process Management Pathways and Pitfalls (Part Two)
Process management is an invaluable part of disciplined management systems. Discover the Process Management approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.
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