Leadership Freak
AUGUST 28, 2011
Arrogant people say they believe in humility but their life says they believe in arrogance. Humble people speak the truth. The temptation to temper the truth and say what others want to hear, for example, is nearly universal. If you’ve found someone who speaks the truth give them a raise. I’ve seen people negotiate how [.].
Kevin Eikenberry
AUGUST 22, 2011
To lead someone or something means, literally, to be in front, so that others can see and follow in that direction. Stated another way, if you think you are leading, but no one is following, you are just taking a walk. In yet other words, leaders are leaders because of what they do, not because [.].
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Leadership Freak
AUGUST 3, 2011
Yesterday I met with two new leaders in my organization. (I use “my” loosely) It was a get to know you and a where are you going pow-wow. At the end of our exchange I asked, “What did you get from our conversation?” They replied, “You helped us have purpose during our first weeks of [.].
Leadership Freak
AUGUST 6, 2011
Much of my leadership career I had a leadership title but did little leading. I didn’t understand leadership. Stop aspiring to become a leader its a waste of time. Leaders don’t aspire to leadership – they lead wherever they are. Always see yourself as a leader even when you’re following. All leaders follow. Leaders don’t [.].
Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions
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Leadership Freak
AUGUST 14, 2011
The reason you don’t get more done is you’re doing too much. We tie our worth to being busy. The busier we are the more important we feel. There is some truth to the idea that being busy indicates we are valuable to others. Perpetual busyness, however, is more a sickness than an indication of [.].
Leadership Freak
AUGUST 25, 2011
Image source No trust – - no leadership. You can coerce without trust but positive influence thrives on the foundation of trust. Losing influence is easy because losing trust is incredibly easy. Trust and respect: It takes more than honesty to preserve trust; you must show respect. People stop trusting you when you disrespect them, [.].
OrgDev Digest brings together the best content for management professionals from the widest variety of industry thought leaders.
Leadership Freak
AUGUST 29, 2011
Image source Three years after the fact, a true friend of mine told me why he hadn’t expressed his concerns. “I didn’t believe you would listen. You’d already made up your mind.” He was right. I’d become convinced of a problem and found the solution. Passionately sharing solutions too soon is a problem – it [.].
Leadership Freak
AUGUST 9, 2011
Image source While thumbing through, Full Engagement, by Brian Tracy, this heading in chapter one caught my attention, “Four Ways to Change.” Tracy says, “There are only four ways that you can change anything about yourself, your life, your work, or your relationships with others.” The condensed version of Tracy’s list: Do more of something. [.].
Kevin Eikenberry
AUGUST 30, 2011
I wrote the piece that follows several years ago, and the events happened years before that. I share it on this blog today (with minor edits), because today, Lori and I celebrate our 25th wedding anniversary. Of all the blessings in my life, none match what she has brought and brings to my life every [.].
Kevin Eikenberry
AUGUST 29, 2011
In our personal lives, when we plan a driving trip, look at a map, or follow directions someone gave us, we look for and value landmarks along our way. They give us confidence in our progress and show us how far we’ve come, and inform us of how far we still have to go. In [.].
Implementing new tools or business processes in your organization? Lemon Learning put together a practical 3 part guide to prevent the pitfalls of change management. Drive a successful change management project from diagnosis through to measurement.
Leadership Freak
AUGUST 18, 2011
I’m a listener that used listening to control people. If I ask the questions, I’m controlling the conversation. If I’m controlling the conversation, I’m controlling you. Does that make you uncomfortable? It should. It took me years to realize I used listening as a protective devise to keep people at arm’s length. Aubrey Hepburn captured [.].
Leadership Freak
AUGUST 15, 2011
Image source: There are only three ways to get more time – eliminate, delegate, or accelerate. The hardest is elimination. Starting is more fun than stopping. Starting new things without stopping old things, however, is the reason your life is out of control. Five Ways to Stop the Madness: First, feel your frustrations; don’t bury [.].
Leadership Freak
AUGUST 31, 2011
Image source “Leaders need to be excited about what is possible rather than managing what is,” Doug Conant, former CEO of Campbell’s Soup. The context of Leadership: During our second conversation, Doug explained that, “Leaders are called in when problems are big.” People look to you when things aren’t working. Doug shared his recollection of [.].
Leadership Freak
AUGUST 19, 2011
I’m consumed with power-packed brevity. Five words are better than thirteen. That sentence originally read, “If I can say something in five words rather than seven I’m excited.” Brevity by itself is meaningless, it needs content. In the spirit of brevity, what is the most important leadership quality/behavior of all? My number one quality is [.].
Speaker: Tim Buteyn
Let's set the scene: you’ve identified a critical performance gap in your organization and need to close that gap. A colleague suggests training, but you suspect there’s something going on that training can’t address. How can you determine if training is the right solution before you commit your budget and resources to a new training program? In this webinar, you will learn how to determine if training is the right solution using the Behavior Engineering Model.
Kevin Eikenberry
AUGUST 1, 2011
Measurement. It’s something that we all know is important for anyone who is managing a team or business. And while we have all heard, and likely repeated “What gets measured gets done,” sometimes, when we get past the basic things we must measure like the financials, and perhaps some safety numbers, we fall short in [.].
Leadership Freak
AUGUST 20, 2011
Some think giving too much praise makes people lazy and indulgent. They’ll settle into the notion your organization is lucky to have them. Choose praise points carefully. Praise creates culture. You get what you praise. Saying, “great job,” celebrates a completion and allows recipients to define “great.” Praising completions makes people feel they’ve arrived.
Leadership Freak
AUGUST 16, 2011
The more you’re respected the less you need to say and the more power you have. You can earn respect while you’re speaking if you speak with compassion, integrity, and competence. People feel compassion when your words align with their needs. People see integrity when they believe you’re speaking for the good of others. People [.].
Leadership Freak
AUGUST 22, 2011
Office politicians make themselves look good while making others look bad. “Create environments where people believe they will be honored,” Doug Conant. I recall a meeting where an office politician made a member of the team look incompetent. They subtly pointed out a Director’s mistake – who wasn’t present – while demonstrating their own competence. [.].
Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions
We’ve all been there. You’ve been given a pile of dry content and asked to create a compelling eLearning course. You’re determined to create something more engaging than the same old course that learners quickly click through, but how do you take this “boring” content and create something relevant and engaging? Many instructional designers will say, “Boring in means boring out.
Leadership Freak
AUGUST 23, 2011
Image source Leadership principles that work the best change us the most. Trouble is leadership is situational. That’s why many principles work in one context but not another. I ask Doug Conant, retired CEO of Campbell’s Soup, to share the universal leadership principle that most changed him. The genius of “and”: Doug said moving from [.].
Kevin Eikenberry
AUGUST 8, 2011
Make work play? Should that really be my goal? I know some people have a problem connecting work and fun (and therefore by extension, play). We’ve been taught that work implies effort and struggle and discipline and challenge. All of this can be true, AND it isn’t an inclusive list. Work can include meaning and [.].
Leadership Freak
AUGUST 8, 2011
The hardest part of leadership is taking responsibility. You-are-to-blaming-leaders are common. I-am-responsible-leaders are rare. Magnificent leaders rise up, square their shoulders, and bear the responsibility of their decisions and behaviors. Maxwell said, “Everything rises or falls on leadership.” Harry Truman added a mouth full when he said, “The buck stops here.
Leadership Freak
AUGUST 26, 2011
Image source It’s not unusual for emerging leaders to seek advice on how to ask for a promotion. It’s not enough to ask for a promotion. You must build a platform. 5 techniques you should never employ: Avoid being a threat to insecure bosses. If possible, help them get what they want. Never say you [.].
Speaker: Chester Santos – Author, International Keynote Speaker, Executive Coach, Corporate Trainer, Memory Expert, U.S. Memory Champion
In October, scientists discovered that 75% of patients who experienced brain fog had a lower quality of life at work than those who did not. At best, brain fog makes you slower and less efficient. At worst, your performance and cognitive functions are impaired, resulting in memory, management, and task completion problems. In this entertaining and interactive presentation, Chester Santos, "The International Man of Memory," will assist you in developing life-changing skills that will greatly enha
Leadership Freak
AUGUST 27, 2011
One of my favorite quotes is, “Be quick but don’t hurry,” John Wooden. If you aren’t quick in today’s world, you’re done. If you hurry, things are poorly done or not done at all. Creating Urgency: Nothing gets done without urgency. With that in mind, shorter timelines are better than longer. They create urgency – [.].
Leadership Freak
AUGUST 5, 2011
You won’t get where you want to go until your behaviors consistently express your intentions. If we could see your behaviors without your explanations, what would we think of you and your life-direction? The project: I’m asking a small group of selected leaders to evaluate my behaviors. I want them to let my behaviors explain [.].
Leadership Freak
AUGUST 11, 2011
I spent an hour and a half with an emerging leader who didn’t appreciate my pearls of wisdom. I’d like to think he wasn’t wise enough to understand my “wisdom” but that’s not true. I always end all leadership conversations with, “What did you get from our time together?” As usual I asked. We’d discussed [.].
Leadership Freak
AUGUST 30, 2011
Image source Leaders are control freaks that struggle to let go. You go further faster when you pass the baton; sadly, you hinder your influence and effectiveness when you don’t. You’ll always be a mediocre leader until you become great at delegating. Recently an emerging leader explained they were learning to delegate. He said, “I’m [.].
Leadership Freak
AUGUST 2, 2011
Photo by William Warby If duress, stress, and pressure represent the dark side of opportunity, today’s world offers great opportunity. Dr. Justin Menkes said of today’s business environment, “strategies are only contingencies.” How can leaders bring out the best in themselves and others when the world’s in constant flux? Dr. Menkes’ book, Better Under Pressure, explains [.].
Leadership Freak
AUGUST 4, 2011
I know pathetic managers who are so poor at noticing performance that their team simply tolerates them. In some cases these managers are threatened by the success of others. They are de-motivators. Successful managers build morale, motivation and enthusiasm, by using low or no cost rewards that highlight performance. Rewards let us know what we [.].
Leadership Freak
AUGUST 24, 2011
You aren’t the future. The passion, potential, and skills of your team are the future of your organization. Vision cast until the cows come home but others make it happen. Organizations don’t rise above their leaders. Leaders never rise above the leveraged potential of their teams. It’s always about the people. Your future is black [.].
Kevin Eikenberry
AUGUST 15, 2011
This could be a very short article, because the biggest barrier to collaborative problem solving is found by looking at the word problem backwards: melborp. Do you see it? The biggest barrier is me. Or you. Or whoever makes the problem about them, their agenda or their solution. Which means that we, too often, approach [.].
Kevin Eikenberry
AUGUST 5, 2011
The late great Jim Rohn, was more than just a great speaker, he was a modern day philosopher. Here is one of my favorite quotations from him about communication. &# The goal of effective communication should be for listeners to say, ‘Me, too!’ versus ‘So what?’&# – Jim Rohn, speaker and author Questions to Ponder [.].
Leadership Freak
AUGUST 1, 2011
Image source: Md. Zabir Hasan Some conversations leave lasting impressions and this one did. He is a rising star in one of the largest companies in the world. His work has caught the attention of those in the highest levels of the company. He’s technically skilled and socially gifted. He’s an achiever with a humble demeanor. [.].
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