Kevin Eikenberry
DECEMBER 5, 2011
Some people think that once they ascend to a leadership role (or to a certain level of leadership) that they are immune from doing “real work” anymore. And even if you don’t feel that way, if you spend a little time as a fly on the wall with groups of front line employees, you will [.].
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 [.].
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Kevin Eikenberry
JULY 11, 2011
The title of this article is pretty declarative, don’t you think? Actually it isn’t completely true. You don’t have to have a positive attitude to have a leadership role, and you don’t even have to have it to lead. But you definitely must have a positive attitude if you want to lead successfully for an [.].
Kevin Eikenberry
OCTOBER 10, 2011
That is an interesting title isn’t it? Does it leave you curious? Or does it leave you scanning through words in your mind, in a competitive way, trying to guess if you come up with the right one? Either way, I hope I have influenced you to read on. While you likely [.].
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
DECEMBER 26, 2011
The past is the future for most of us. We cling to misguided notions that persistence, endurance, and more of the same will result in a new future. It won’t. 99% of the conversations I have about the future are actually about the past. People try to create a future by cling to or modifying [.].
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 [.].
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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 [.].
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, [.].
Leadership Freak
OCTOBER 30, 2011
Many leaders and managers have a compelling; even perverse interest is fixing things. Average managers solve problems and get results. Great managers build people. A recent conversation with a new manager reminded me that it’s all about people. If you build them, they will fix problems and enhance productivity, not you. If you build them, they [.].
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
NOVEMBER 21, 2011
It had been a long day of work and travel, and it was going to get longer. Due to weather issues around the country, flights across the eastern half of the U.S. were delayed and canceled. It was snowing heavily in Denver, where I had just landed to find my connecting flight canceled. I quickly [.].
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 [.].
Kevin Eikenberry
OCTOBER 7, 2011
In Tim Sander’s blog he closed his post yesterday with a quote from Stanley Marcus Jr, long time chairman of the retailer Neiman-Marcus. “You will never get dumber by making someone else smarter.” - Stanley Marcus, Jr. Questions to Ponder Do I agree with Marcus? What learning can I share with others? How [.].
Leadership Freak
DECEMBER 14, 2011
I’ve asked some friends to bring their insights to the Leadership Freak community. Please give a warm welcome to today’s guest writer, Lolly Daskal. * What is the biggest difference between managers and leaders? Both roles are important but they seek to do different things… Leaders lead people. Managers manage people. Leaders set destinations.
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
JANUARY 7, 2011
Consulting Speaking Training Products KevinEikenberry.com About Blog Home Blogs I Like Leadership Learning Subscribe How to Get Lazy People to Work by Kevin Eikenberry on November 29, 2010 in Devloping Others , Leadership , Learning In our Bud to Boss Workshops we get asked different versions of this question frequently. Sometimes it is asked in a more politically correct way.
Leadership Freak
NOVEMBER 16, 2011
The need to tell others you’re important suggests you don’t feel important. Insecure leaders need to build, protect, and validate themselves. They spend their days like male peacocks fluffing their tail feathers. “Look at me, I’m beautify; I’m important.” Fluffing activities suggest people don’t believe they matter. You must believe you matter: “Everything you will [.].
Kevin Eikenberry
NOVEMBER 7, 2011
It was a typical business trip. I’d spent the day training a group of people from inside an organization. After the training, I was invited to join the group for dinner. After a lovely dinner, a couple of the participants had some additional questions about the training and how to apply what they were learning. [.].
Kevin Eikenberry
JULY 18, 2011
Since leaders lead others, usually in groups or teams, any conversation about effective leadership can’t go too far before beginning to discuss how leaders help their teams. People have spent their lives studying the dynamics of team interactions, how teams form and develop, and the skills needed for team members to be successful. When thought [.].
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 7, 2011
Your passion to make a difference makes you do too much. Sincerity is a curse when it turns you into a leaf blown around by the latest possibility for positive impact. Unfocused passion frustrates and dilutes you and your potential. Doing less enables more. The fewer things you do the better you can be at [.].
Leadership Freak
JULY 28, 2011
Courageous leaders do more than listen to constructive dissent, they encourage it. Hot conflict not comfortable collaboration produces brilliance. Encouraging constructive dissent: Don’t answer first. Tell people you expect hard truths and practical answer. Don’t settle for yes. Share all the information. You discourage feedback when you toss out information you withheld that invalidates what [.].
Kevin Eikenberry
AUGUST 25, 2011
After many gifts and the pleanty of trips to the library, one of the first inspirational, self improvement authors I spent my money to invest in was Denis Waitley. Since then I’ve read many of his books, listened to his audio programs and met him. If you aren’t familiar with his work, click on his name [.].
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 [.].
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 14, 2011
Image source Martin Luther King inspired people not because he had a dream but because he touched the silent dream of others. He said what mattered to others. Leaders that busily talk about themselves and their terrific dreams are bores. Inspiring others, like everything else in leadership, is about them not you. The channel to [.].
Leadership Freak
OCTOBER 28, 2011
Image source Emotions are responses to information; believe wrong information and you’ll experience wrong feelings. For example, you think someone neglected their responsibilities causing deliverables to fall through the cracks. Based on that, you feel concerned, frustrated, or even angry. Don’t trust those feelings. Don’t express those feelings. Push those feelings aside.
Leadership Freak
DECEMBER 21, 2011
I wanted to make a difference when I was a teenager but lacked courage. Encourage means to fill with courage. You have the power to give courage to others. You also have the power to drain people’s courage, to discourage. The hardest thing about my nearly fatal accident isn’t the pain and recovery. It’s the [.].
Kevin Eikenberry
DECEMBER 26, 2011
As I travel around the world all year long, leaders and achievers — people just like you — tell me the same things over and over. “I’m so busy, my plate is so full.” “I can’t seem to get anything done.” “There is too much email and too many interruptions.” If you have said, thought, [.].
Kevin Eikenberry
NOVEMBER 9, 2011
I first remember carrying a flashlight at summer camp. Coming back to the cabin after the campfire would have been pretty treacherous without one. Something got me thinking about flashlights recently. As I thought about them, I realized that as leaders we need to have a flashlight available for a variety of reasons. [.].
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
JULY 26, 2011
Yesterday I asked the Leadership Freak Coffee Shop on Facebook: “What’s the dumbest thing you’ve seen a leader do?” This morning while going for coffee with a local business owner, I ran into a friend and asked them the same question. In a short time they easily listed three dumb things. It got me thinking [.].
Kevin Eikenberry
JULY 25, 2011
Organizational culture gets talked about a lot by people discussing success in organizations. It is rightly considered an important determining factor in measurements including retention, job satisfaction, trust levels, productivity and much more. Yet there are some common misconceptions about where culture comes from and who is responsible for it. Because of these misconceptions too [.].
Kevin Eikenberry
DECEMBER 28, 2011
New Year’s Eve. Culture tells us everyone will be partying all evening. lifting a glass at midnight. kissing a person nearby. and nursing a hangover in the morning. Maybe that is what your night has in store. but perhaps you find that a [.].
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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