Kevin Eikenberry
SEPTEMBER 14, 2011
Every leader, supervisor, coach, team member and parent has been told of the value of giving positive feedback. We’ve heard reasons why. We’ve heard we don’t do it enough. We’ve learned all of the basics about giving positive feedback successfully: make it timely, make it specific, and when giving positive feedback consider sharing it publicly. [.].
Leadership Freak
SEPTEMBER 12, 2011
Image source Moving first is the difference between leading and following. Seven ways leaders move first. Leaders: Move toward people first. When you wonder if you should greet someone, you should. Extend your hand first and say, “Good morning,” first. Don’t hold your head down while walking the hall. If you don’t move first, you may [.].
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Tanveer Nasser
SEPTEMBER 13, 2011
How does creating meaningful work impact an organization's ability to succeed? That's the basis of my conversation with Dr. Teresa Amabile and Dr. Steven Kramer. Teresa is the Edsel Bryant Ford Professor of Business Administration and a Director of Research at Harvard Business School. Steven is a developmental psychologist whose writings have appeared in such illustrious publications as the Harvard Business Review and The New York Times.
Leadership Freak
SEPTEMBER 23, 2011
Timid people achieve less than bold people. Boldness builds the future. Fear stalls progress and congeals the past. Fear is survival mode. Boldness is opportunity mode. 4 Ways to Build Boldness: Prepare people for future challenges with training. Provide mentors. Celebrate mistakes caused by boldness. Most importantly instill people with hope. Don’t press timid people [.].
Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions
💢 Do you find yourself stuck in never-ending review cycles? Are you wondering if your Subject Matter Expert actually got that last review request? Are you having trouble trying to decipher impractical or conflicting feedback? 💢 If any of these scenarios sounds familiar, you may benefit from a crash course on managing SME relationships!
Leadership Freak
SEPTEMBER 9, 2011
The people you try to please control you and your organization. Customers drive organizations, you don’t. Drucker said, “The purpose of business is to create and keep a customer.” You are all about pleasing customers. Pleasing others, however, presents problems for you. The more people you try to please: The more frantic you and your [.].
Kevin Eikenberry
SEPTEMBER 19, 2011
George tries not to let it bother him, but when he walks by Sarah’s desk, and sees her Facebook account open he wonders, “Why isn’t she doing her job?” Susan sees half of her team seemingly always on their cell phone —not talking on the phone, but sending text messages, and she wonders if all [.].
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Leadership Freak
SEPTEMBER 20, 2011
Yesterday, I led a seminar that began with a discussion of leaders the group admired and why. The conversation was worthwhile and predictable. Everyone admires leaders who possess passion, courage, insight, integrity, vision, and the list goes on. No one ever says: There’s an essential leadership quality that never makes the list. Great leaders need, [.].
Leadership Freak
SEPTEMBER 26, 2011
If people start worrying when you show up, you’re a downer. If people love to see you leave, you’re a loser. If your team hates receiving calls from you, you’re a lousy leader. People in positive work environments love to see the boss coming. They love seeing you because they’ll go further with you than [.].
Leadership Freak
SEPTEMBER 10, 2011
Image source: I’ve frequently had an, “I don’t care if you like me,” approach to life. Looking back, it was insecurity not confidence. I wanted people to prove they liked me because I didn’t feel that likeable. Being liked matters: You care about being liked because people are influenced by people they like. Wanting to be [.].
Kevin Eikenberry
SEPTEMBER 5, 2011
Most successful people pride themselves on being on top of things, delivering when promised and generally being on time. In fact the highest achievers are typically high achievers because they don’t procrastinate and are able to get lots done on time. Think about this another way, most of us have been taught the value of [.].
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.
Kevin Eikenberry
SEPTEMBER 15, 2011
Author Arbie M. Dale is quoted with a profoundly powerful quotation. powerful enough that I will get right to it. “To decide to be at the level of choice is to take responsibility for your life and to be in control of your life.&# - Arbie M. Dale Questions to Ponder What does [.].
Leadership Freak
SEPTEMBER 15, 2011
Maybe hate isn’t such a bad thing, after all. I believe love is stronger than hate. However, hate and love are dynamically connected. Tuesday’s conversation with Claire Diaz-Ortize, Twitter’s Head of Social Innovation and Philanthropy, made me think about negative versus positive motivation. Are leaders motivated by things they don’t want or things they want. [.].
Kevin Eikenberry
SEPTEMBER 29, 2011
William James has been called “the father of American Psychology.” He was a trained physician and wrote voluminously. (Interestingly enough Ralph Waldo Emerson was his Godfather). He is most known for his self-trained work in psychology and philosophy. He is widely quoted 100 years after his death, and nothing he wrote is any more quoted that the powerful quotation that [.].
Kevin Eikenberry
SEPTEMBER 20, 2011
You may have heard or read about it, or if you are a Netflix customer, you may have received it in email. If you didn’t, Reed Hastings, Co-founder and CEO of Netflix wrote an apology and explanation for a significant pricing change that took place in late July. If you haven’t seen it, reading it [.].
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
SEPTEMBER 26, 2011
In our Bud to Boss Workshop, designed to help leaders successfully navigate the transition to leadership, we talk about the importance of relationships between leaders and their team members. Within the least year or so I have been frequently asked two related questions: “When we were peers I was friends with people on Facebook. Now [.].
Leadership Freak
SEPTEMBER 18, 2011
Vision creates emotional passion. Passion, on the other hand, doesn’t create vision. Expressing emotional passion with those who don’t share your vision creates skeptics not followers. Emotional passion won’t get people on board: I just landed in Philadelphia Airport from Williamsport, PA. The commuter flight takes about fifty minutes. I watched the pilot walk through the [.].
Leadership Freak
SEPTEMBER 4, 2011
If you feel stuck you are. You want to be unstuck but wanting doesn’t change anything. Wanting without acting makes matters worse. Frustration drains you. Frustration and blame are twins. Where there is blame there is frustration – where there is frustration there is blame. Blame and frustration deepen ruts. Getting unstuck: Taking responsibility ends [.].
Leadership Freak
SEPTEMBER 22, 2011
There are limits; it’s dangerous to believe otherwise. Benefit: Accepting limits enables peak performance. For example, cars are designed for peak efficiency while running within a limited rpm range. Dangers: Surpassing limits lowers performance. The more frequently you exceed limits the sooner you fail. The further from boundaries the more devastating the failure – think [.].
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
SEPTEMBER 29, 2011
This is the second post based on my conversation with Bob Burg, author of: “It’s Not About You.” Leaders see in others what they don’t see in themselves; that can be frustrating. It’s frustrating to see potential in someone who doesn’t care as much as you. If you aren’t careful, it’s also arrogant because you don’t [.].
Leadership Freak
SEPTEMBER 28, 2011
Yesterday Bob Burg took my call and we chatted for nearly an hour. I don’t waste much time on calls so after he shared a bit of his story, I asked him if he thought of himself as a leader. I loved his answer. It set us on a conversation spanning leadership, encouragement, defining success, [.].
Leadership Freak
SEPTEMBER 24, 2011
Let caution inform action not prevent it. Act in alignment with your highest point of confidence not your lowest point of caution. Keep caution in the backseat and boldness in the front. When caution is the end there is no beginning. When caution is fear of failure it’s self-preservation; its selfishness disguised as noble intelligence. [.].
Kevin Eikenberry
SEPTEMBER 27, 2011
In any coaching workshop I lead, or in any conversation with leaders that turns to coaching, the discussion of positive feedback will ensue. Here are just a smattering of the questions that come up. How much positive feedback should be given? Don’t people already know if they are doing it well? If I give them [.].
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
SEPTEMBER 19, 2011
Repost of a favorite: How do you want others to feel when they are around you? Like you are smart or like they are smart? Like they have great ideas or like you have great ideas? Like they are stars or like you are a star? One of the best things One of the best [.].
Leadership Freak
SEPTEMBER 6, 2011
I’m from Maine. My parents are from Maine, and so are my parent’s parents. We refer to ourselves as MAINEiacs and we have a reputation for stoicism. Maybe the cold winters make us that way? My dad is a classic Maineiac – steady and unemotional. Self-awareness to this MAINEiac seemed like a passing fad – [.].
Leadership Freak
SEPTEMBER 21, 2011
The pursuit of excellence turns ugly when it makes you negative and critical. There’s a thin line between reaching high and negativity. Furthermore, turning the critical light inward is dangerous. During a recent seminar a leader asked, “What do you do when you remember all the things you’ve done wrong and forget the good.” I [.].
Leadership Freak
SEPTEMBER 3, 2011
Passion is essential but it doesn’t solve everything. About a month ago I invited one of our lead people to take on a new role. It’s not working out and it’s my fault. They were passionate; but now I see frustration. They’re out of their sweet spot. Passion isn’t omnipotence or aptitude. For example, I’m [.].
Leadership Freak
SEPTEMBER 7, 2011
The 80/20 rule (Pareto Principle) indicates 80% of your activities are trivial and 20% deliver results. Who wants to go to their CEO and say I’m wasting 80% of my time? It’s shocking to suggest that 80% of an employee’s time is available for richer activities. It’s even more uncomfortable to apply that rule to [.].
Leadership Freak
SEPTEMBER 27, 2011
Image source Team-work is often slower and always more complex than individual-work; it requires more interaction and greater skill. Five stages: Teams go through five stages: forming, storming, norming, performing, and adjourning. Typically, they are not distinct stages; forming and storming overlap. Additionally, storming, norming, and performing may occur simultaneously.
Leadership Freak
SEPTEMBER 17, 2011
I know one of our region’s most gifted relationship builders, everyone knows him. I remember the day he taught me a valuable lesson. Build connections by letting people do things for you. I regularly have coffee with “Joe” – not his real name. One morning I offered to buy Joe a cup of coffee. I [.].
Leadership Freak
SEPTEMBER 11, 2011
Leaders who aren’t solving problems are irrelevant. All leaders always solve problems. Urgent problems are easier to solve because they are urgent. While facing urgent or future problems leaders remain solution oriented. The bigger, more numerous and pressing the problems the more value leaders bring. Leaders never solve problems alone; organizations do.
Leadership Freak
SEPTEMBER 8, 2011
Whoever said, “Fail often, fail fast, fail cheap,” has my respect. One challenge, however, is organizational expectations. Some within your organization have a low tolerance for failure. They choke creativity, stall innovation, and paralyze people. Why? Mistakes cost: Decline in morale. Lost confidence. Opportunities lost. Underutilized resources. Misallocated resources.
Leadership Freak
SEPTEMBER 25, 2011
Image source Great vision ends in being not doing; it surpasses activities. Great vision answers the questions who do we want to become. What you want to do is important; who you want to become essential. Products and sums: Organizations have identity in the present and trajectory toward the future that goes beyond products and [.].
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