Leadership Freak
OCTOBER 22, 2012
The challenges of leadership are inside leaders. Stop blaming organizations and others for your shortfalls and failures. Take the bull by the horns. You are the bull. The 12 Toughest Challenges of Leadership: Humility during success. Confidence during setbacks. Stepping back so others can step up. Putting plans into action – Follow through. Experience shows [.].
Kevin Eikenberry
OCTOBER 29, 2012
At this time of the year being scared or scary is kinda cool – after all it is Halloween! But this is a short season and leaders lead all year long, so the question asked by the title of this piece is a good one – “is it ok for leaders to be scared?” Most [.].
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
GMC
OCTOBER 5, 2012
This is a great metaphor that I came up with that applies to most high tech products, and could certainly make the a point to all innovative companies with a product development group. Click on the link to see the diagram (below). What do you all think? Post by: Ryan Stock.
Leadership Freak
OCTOBER 17, 2012
“The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.” William Pollard Organizations fail because leaders fail and leaders fail because they: Stop learning. Don’t build the team. Can’t collaborate. Won’t adapt. Won’t delegate. Assume. Blame. Lack focus. Don’t communicate. Don’t plan. Adapted from contributions on Facebook (10/16/12).
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
OCTOBER 13, 2012
“In a chronically leaking boat, energy devoted to changing vessels is more productive than energy devoted to patching leaks.” Warren Buffett Talking about change is easy, acceptable, even exciting. Talking and executing are two different things. Change becomes real when we have to change our own attitudes and behaviors, not until. The wrong picture: Change movements [.].
Leadership Freak
OCTOBER 29, 2012
The past is the future, apart from courage and perseverance. Success is persistently taking the next step. Taking the next step takes courage. “You will never do anything in this world without courage” Aristotle “In the realm of ideas everything depends on enthusiasm… in the real world all rests on perseverance.” Goethe The [.].
OrgDev Digest brings together the best content for management professionals from the widest variety of industry thought leaders.
Leadership Freak
OCTOBER 2, 2012
More lying happens in meetings than any other place in your organization. Most lies are lies of silence. In meetings, silence isn’t consent, its cowardice, self-interest, manipulation, or political expediency. Honesty, more than anything else, transforms meetings. Truth-telling ends useless meetings. When there’s more honesty in the “meeting after the meeting,” excellence is a myth.
Leadership Freak
OCTOBER 5, 2012
12 Behaviors that always hold leaders back: Avoiding. Avoiding is the path to mediocrity. Copying others and loosing you. Copying others is useful when it aligns with your strengths. When it doesn’t align, it creates stress, pressure, frustration, and failure. Over thinking and under acting; stressing preparation over execution. Most organizations plan well and execute poorly. [.].
Leadership Freak
OCTOBER 21, 2012
Only fools plan to fail. Leaders always plan to succeed. Working on plans is working to anticipate and nullify reasons for failure. But, failure happens in spite of plans. There’s more to success than hard work. The uncomfortable truth is sincere, smart, hardworking people fail all the time. Success demands hard work and right thinking. Learning [.].
Leadership Freak
OCTOBER 7, 2012
You’ll fail apart from surrounding yourself with talented people. This means: Great leaders identify and develop great leaders. One of my favorite Jack Welch quotes is, “The team with the best players wins.” But, how do you identify the best players? Look for those who are: Already active. Frustrated. They look around and don’t like [.].
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
OCTOBER 15, 2012
There are several basic areas of study that, as we study them, we can become more effective coaches and leaders. This long list includes both human behavior and learning. The psychological concept I want to talk about today comes from the intersection of these two fields of study. Don’t worry; I’m not going to go [.].
Leadership Freak
OCTOBER 10, 2012
The need for fairness prevents people in the middle from reaching the top. Every organization of any size has slackers, drifters, and fence sitters. Top management should deal with them, but sometimes they don’t. It’s not fair that you give 100% while they give 75%, or less. The need for fairness whispers in your ear, [.].
Leadership Freak
OCTOBER 26, 2012
Mistakes make you feel dumb, even though they are the path to wisdom. Few things change us more than mistakes. Not making mistakes is worse than making them. Sometimes the best way to move forward is looking back. Rather than ignoring mistakes, relive them. I asked, Irv Rothman, CEO of Hewlett-Packard Financial Services, about making [.].
Leadership Freak
OCTOBER 12, 2012
A life that matters is not about desire; it’s about how. Leaders who make a difference develop internally and explore externally. Neglect one and you won’t make a difference that matters. Component one: High impact begins internally with who you are. From this vantage point, making a difference that matters is all about you. 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.
Leadership Freak
OCTOBER 30, 2012
If leadership is influence then dominance and coercion aren’t leading. Police have rightful authority to control. Relying on power, authority, or position, makes you look like a cop writing speeding tickets. Danger: Dominant leaders achieve compliance at the expense of loyally, inspiration, and innovation. If you want to lead, increase your influence.
Leadership Freak
OCTOBER 15, 2012
Frustrated leaders spend far too much time focused on the past and far too little time creating the future. They’re always saying, “What are we doing wrong?” The past cannot be changed. Stop trying to fix it. If you don’t have clear vision for the future, looking back destroys you. Your past can be: A [.].
Leadership Freak
OCTOBER 24, 2012
Stop bowing at the altar of collaboration. It’s usually better to work with others, to collaborate. But, collaboration isn’t always useful or necessary. Collaboration can be cumbersome, ineffective, or detrimental. Sometimes, having someone work for you is better than working with them. Collaboration isn’t useful when: Time is short. Collaboration is slower than working alone.
Kevin Eikenberry
OCTOBER 22, 2012
Have you ever found yourself in a situation like these? You are sitting in the meeting, when your boss’ boss asks you – “what do you think?” Or you are asked to stand and share your thoughts on a topic you haven’t considered before or weren’t prepared to discuss. If you have, you’d likely agree [.].
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
OCTOBER 11, 2012
Listening is a skill. Hearing someone is a gift. My dad’s first words when I told him about my new job were, “It’s not very close to home.” I was a fresh college graduate in Missouri. He was back home in Maine and the job was in Pennsylvania. I did the easy thing. I heard [.].
Leadership Freak
OCTOBER 18, 2012
When was the last time you received useful feedback? Everyone who craves excellence craves feedback. You need to know how you’re doing and how to improve. You’ll never reach excellence without feedback. Honesty is problem one: The higher you go the more likely people say what they’re expected to say, not what they believe. Honest [.].
Leadership Freak
OCTOBER 23, 2012
The trouble with teams is drifters; people who hide behind the work of others. Drifters are more than annoying; they’re dangerous, damaging dead weight. Drifters de-motivate the motivated and drain energy from the energized. Poorly run teams protect low performers. Energized team members ask, “Why am I busting my butt?” when drifters succeed. Dealing with drifters: [.].
Leadership Freak
OCTOBER 20, 2012
All leaders always keep watch for high performers they can move into greater responsibilities. You’re a lousy leader who may succeed in the short-term but fail in the end, if you don’t. Seduction: Passion to develop great teams seduces leaders into hoping high performers are high potentials. But… All high performers are not high potentials. [.].
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
OCTOBER 3, 2012
Poorly run meetings are like garbage strewn along the organizational highway. Useful meetings are like the Sumatran Tiger, powerful but nearly extinct. Great organizations have great meetings. 7 reasons meetings suck: They’re too long. They lack purpose and outcomes. The wrong people are in the room. Participants aren’t accountable for results. Participants engage in turf [.].
Leadership Freak
OCTOBER 28, 2012
This post is inspired by a reader who writes, “I believe that leaders make decision not based on what is right or wrong but what is relevant in the context.” Most leadership decisions are about good, better, and best, not right and wrong. They aren’t moral. Moral decisions aren’t compromised. Options, on the other hand, are explored and [.].
Kevin Eikenberry
OCTOBER 10, 2012
Maybe you find yourself in a new team environment and leading a team for the first time, or maybe you have been working with and leading teams forever. Either way, the keys in this article – whether as new information or a fresh reminder – can make a world of difference in morale, productivity, and [.].
Kevin Eikenberry
OCTOBER 3, 2012
If I could give you a tool or resource that would change your life in positive ways, change your results, create more happiness in your life, and help you get better at anything you desired. And if I could promise you that this tool would cost you nothing, require only yourself, and [.].
Leadership Freak
OCTOBER 25, 2012
It takes conviction, candor, and courage to push against the boss or the board. Managers who can’t stand up and push back are inevitably pushed around and down. Yesterday, I talked with the President and CEO of Hewlett-Packard Financial Services, Irv Rothman. He leads 1,500 employees in over 50 countries. His book, “Out-Executing the Competition” [.].
Kevin Eikenberry
OCTOBER 8, 2012
A few weeks ago I wrote an article about the importance of expectations in the workplace and the four basic areas where expectations are required. As I was writing it, I knew people might want the logical next step. once we realize the ultimate importance of expectations, and the areas in which [.].
Leadership Freak
OCTOBER 27, 2012
Strong winds blow you down when you lean back. Successful leaders lean into resistance, adversity, failure, and criticism. Leaning away from resistance is a sure way to be blown down by resistance. Not: Welcome and learn from the stormy parts of leading. Don’t reject them. Leaning-in isn’t fighting-off. Lean against: Change encounters resistance.
Leadership Freak
OCTOBER 4, 2012
Jack K. is one of the most popular and well-known guys in my community. One reason, he tells stories. He has a bucket of stories that I’ve heard several times and want to hear again. This morning, I’ll see Jack and ask him to tell what I call the, “Two Invoice Story,” again. Stories: Inspire. Instruct. Enlighten. [.].
Leadership Freak
OCTOBER 1, 2012
Image source The people you serve determine the value you bring. The owners of a growing company didn’t appreciate the greatest value they brought their customers. Surprisingly, it wasn’t their products and services. Their best customers said: They understand us and our business. They take the time to understand the way we do things. I [.].
Kevin Eikenberry
OCTOBER 24, 2012
There are plenty of things that can go wrong with meetings, and the litany of complaints about them is long. In my 30 years of attending, observing, and facilitating meetings, one of the biggest challenges I’ve seen is groups staying on topic. The problem is a natural one – if you put a group of [.].
Expert insights. Personalized for you.
105 
Let's personalize your content