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Morale Problem? Look in the Mirror

Creating the conditions for self-motivation leads to satisfied employees producing satisfied customers.

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Might is No Longer Right

Lack of compassion and understanding can adversely affect a company's turnover. In today's workplace, a management style of pushing people around often pushes the highest performers right out the door.

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Measuring Organizational and Team Energy Levels

Take the courageous approach to leadership by building team commitment and ownership. Our "Energy Index" Assessment is a great place to start.

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Measurement Traps

Measure from the outside in to effectively focus, measure, problem solve and improve your organization.

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Measurement and Feedback are Vital to Improvement

Feedback is central to learning. Faulty feedback is one of the biggest contributors to organization, team, and personal learning disabilities. If we don't know how we are doing, we can't improve.

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Matching Team Types and Focus

Effective team management begins by clarifying what a team's purpose and role is and deciding how it will operate. A team's commitment and performance increases exponentially with the degree of power, control, and ownership they feel they have.

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Mastering Change Through Continuous Growth, Learning, and Improvement

What most of us clearly hate and strongly resist is — being changed. But when change represents learning, growth, and improvement, it generates energy and is often eagerly embraced.

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Many Managers Disempower Themselves

Many managers unwittingly believe that leadership only comes down from the top. They give away their power by believing that they don't have any.

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Manifesto for a Leadership Development Revolution

Strengths-based leadership development is the biggest revolution in the leadership development field in the last 50 years, paving the path for developing leaders with powerful data.

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Managing the Reengineering-Incremental Improvement Paradox

Both process reengineering and incremental improvement are needed. How, when, and where each approach and combinations of both are used, depends on the task to be performed. Like visions and goals, reengineering and incremental improvement is another and/also paradox to be managed.

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Management vs. Leadership

One key distinction between management and leadership is that we manage things and lead people. When dealing with things, we talk about a way of doing. In the people realm, we're talking about a way of being.

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Management Teams Often Handicap Themselves

Strong management teams change and improve their organizations despite obstacles, handicaps and problems. It's called leadership.

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Manage Things, Lead People

To manage is to control, handle, or manipulate. To lead is to guide, influence, or persuade.

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Looking Back to Look Ahead

The journey of personal growth requires finding our own way by implementing a series of interconnected areas of growth and development.

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Life Accumulates in Our Personal Choice Accounts

Now is the time to prepare for our next harvest. We can't wait until harvest time to plant the seeds. We can't strike a bargain to plant seeds once we see whether the harvest is worth the effort. Our choices accumulate in our personal choice accounts. We're accumulating deficits or surpluses with each decision we make.

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Leading from the Inside Out

The deepest and most lasting leadership comes from the inside out. It's authentic. It's real. When you live from the depths of the heart, you walk your talk, heed your conscience, and don't hesitate to take a stand.

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Leadership on Purpose

Pursuing profits without a higher purpose or pursuing a purpose without profit are equally fatal strategies. Profits follow from worthy and useful purposes. Fulfilling the purpose comes first, and then the profits follow.

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Leadership Competency Models: Why Many Are Failing and How to Make Them Flourish

Used effectively, leadership competency models become a roadmap to dramatically higher leadership effectiveness. Six reasons they fail, and five keys to flourish.

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Leadership and Learning are Indispensable

Not all learners are leaders. But the research clearly shows that the strongest leaders are continuous learners. They are self-made leaders.

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Leaders Take Responsibility for Their Choices

It's natural to strike out at someone or something that seems to be causing us problems. Instead of tackling the problem, poorly led teams devote their energies to allocating blame and avoiding responsibility.

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