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(82, 1, '2017-09-30 23:17:37', '2017-09-30 23:17:37', '<p>Hi there,</p><p>Just testing a <strong>new post.</strong></p><p>123</p>', 'Test new post!', '', 'inherit', 'closed', 'closed', '', '79-revision-v1', '', '', '2017-09-30 23:17:37', '2017-09-30 23:17:37', '', 79, 'http://localhost:30123/2017/09/30/79-revision-v1/', 0, 'revision', '', 0),
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(131, 1, '2017-10-06 01:19:59', '2017-10-06 01:19:59', '<h3>BECOME AN AUTHOR</h3>\r\nSuspendisse mauris. Fusce accumsan mollis eros. Pellentesque a diam sit amet mi ullamcorper vehicula. Integer adipiscing risus a sem. FILL OUT AN ENQUIRY FORM »\r\n<h3>BECOME A SPONSOR</h3>\r\nSuspendisse mauris. Fusce accumsan mollis eros. Pellentesque a diam sit amet mi ullamcorper vehicula. Integer adipiscing risus a sem. EMAIL US »\r\n<h3>ALL OTHER ENQUIRIES</h3>\r\nSuspendisse mauris. Fusce accumsan mollis eros. Pellentesque a diam sit amet mi ullamcorper vehicula. Integer adipiscing risus a sem. EMAIL US »', 'Contact', '', 'inherit', 'closed', 'closed', '', '8-revision-v1', '', '', '2017-10-06 01:19:59', '2017-10-06 01:19:59', '', 8, 'http://localhost:30123/2017/10/06/8-revision-v1/', 0, 'revision', '', 0),
(132, 1, '2017-10-06 01:20:41', '2017-10-06 01:20:41', '<h3>BECOME AN AUTHOR</h3>\r\nSuspendisse mauris. Fusce accumsan mollis eros. Pellentesque a diam sit amet mi ullamcorper vehicula. Integer adipiscing risus a sem. <a href=\"#\">FILL OUT AN ENQUIRY FORM »</a>\r\n<h3>BECOME A SPONSOR</h3>\r\nSuspendisse mauris. Fusce accumsan mollis eros. Pellentesque a diam sit amet mi ullamcorper vehicula. Integer adipiscing risus a sem. <a href=\"#\">EMAIL US »</a>\r\n<h3>ALL OTHER ENQUIRIES</h3>\r\nSuspendisse mauris. Fusce accumsan mollis eros. Pellentesque a diam sit amet mi ullamcorper vehicula. Integer adipiscing risus a sem. <a href=\"#\">EMAIL US »</a>', 'Contact', '', 'inherit', 'closed', 'closed', '', '8-revision-v1', '', '', '2017-10-06 01:20:41', '2017-10-06 01:20:41', '', 8, 'http://localhost:30123/2017/10/06/8-revision-v1/', 0, 'revision', '', 0),
(135, 1, '2017-10-13 07:54:36', '2017-10-13 07:54:36', '<div class=\"row\">\r\n  <div class=\"col-xs-7\">\r\n    [text* email class:form-control placeholder \"Email address\"]\r\n  </div>\r\n  <div class=\"col-xs-5\">\r\n    [submit class:form-control \"SUBMIT\"]\r\n  </div>\r\n</div>\r\n<div class=\"row subscribe-row\">\r\n  <div class=\"col-xs-12\">\r\n    [checkbox subscribe class:form-control default:1_2 label_first \"Weekly Digest\" \"Monthly Newsletter\"]\r\n  </div>\r\n</div>\n1\nLead Change Subscription\ninfo@lead-change.000webhostapp.com\nandy.richdale@twosparrows.co.nz\n[email] subscribed to:\r\n\r\n[subscribe]\r\n\r\n-- \r\nThis e-mail was sent from a contact form on Lead Change (http://localhost:30123)\n\n\n\n\n\nLead Change \"[your-subject]\"\nLead Change <andy.richdale@twosparrows.co.nz>\n[your-email]\nMessage Body:\r\n[your-message]\r\n\r\n-- \r\nThis e-mail was sent from a contact form on Lead Change (http://localhost:30123)\nReply-To: andy.richdale@twosparrows.co.nz\n\n\n\nThanks for subscribing!\nThere was an error trying to send your message. Please try again later.\nOne or more fields have an error. Please check and try again.\nThere was an error trying to send your message. Please try again later.\nYou must accept the terms and conditions before sending your message.\nThe field is required.\nThe field is too long.\nThe field is too short.\nThe date format is incorrect.\nThe date is before the earliest one allowed.\nThe date is after the latest one allowed.\nThere was an unknown error uploading the file.\nYou are not allowed to upload files of this type.\nThe file is too big.\nThere was an error uploading the file.\nThe number format is invalid.\nThe number is smaller than the minimum allowed.\nThe number is larger than the maximum allowed.\nThe answer to the quiz is incorrect.\nYour entered code is incorrect.\nThe e-mail address entered is invalid.\nThe URL is invalid.\nThe telephone number is invalid.', 'Subscribe Form', '', 'publish', 'closed', 'closed', '', 'subscribe-form', '', '', '2017-10-15 23:00:17', '2017-10-15 23:00:17', '', 0, 'http://localhost:30123/?post_type=wpcf7_contact_form&#038;p=135', 0, 'wpcf7_contact_form', '', 0),
(182, 243, '2009-03-18 13:04:03', '2009-03-18 18:04:03', 'In most locations, it\'s definitely a \"Buyer\'s Market\" giving buyers an opportunity to find the house of their dreams.    Now, thanks to the American Recovery and Reinvestment Act, first-time buyers can collect an $8,000 tax credit from the federal government as an additional incentive for a home purchase before December 1, 2009.    So Spring has definitely sprung for most home buyers.    But knowing how to get started is sometimes challenging so below is a list of things to consider before you begin.<!--more-->\n<ol>\n	<li>First, make a list of  \"must-haves\".  These are items that EVERY home you look at must have.  These items might include, number of bedrooms, baths, living areas.  If garage size, lot size and location are also necessities add them too.</li>\n	<li>Do you have children or know what school district you want to be in?  If not, you can research neighborhoods in you city by searching <a title=\"Google Search\" href=\"http://www.google.com\" target=\"_blank\">Google</a> or even <a title=\"Link to Wikipedia\" href=\"http://en.wikipedia.org\" target=\"_blank\">Wikipedia</a>.</li>\n	<li>Make a list of the \"like-to-have\" items and prioritize.  Without some thought on this issue, you may end up with what your Realtor or someone else wants you to have.  The more prepared you are in this area, the better your search will be</li>\n	<li>Request an e-mail listing of updated homes from a Realtor.  You want current updates too.  Everything on the Web is not necessarily current.  (If you need help with this, email me on the <a title=\"Contact Vicky\" href=\"http://vmhcorp.com/contact\" target=\"_blank\">Contact Form</a> and I\'ll get you connected Realtor in your area who can provide current updates.)</li>\n	<li>Contact a lender and find out what you can afford to buy.  Provide all the information the lender needs to pre-qualify you.   During the pre-qualification, ask them to take things like closing costs into consideration.  Closing costs are fees and charges that you are expected to pay as the buyer.  They should ask you about this in the pre-qualification, but regardless, make them add the closing costs to the estimates.  That way, if you need to finance the closing costs or ask the seller to pay them, that will already be figured in your qualification.</li>\n</ol>\nFor best results, I recommend you get a licensed Realtor in your area.  Check references.  I\'ll have more to say on this in future posts, but if you have questions, send a message using the <a title=\"Contact Vicky\" href=\"http://vmhcorp.com/contact\" target=\"_blank\">Contact</a> form.', 'Buying a Home in Today&#039;s Market', '', 'publish', 'open', 'open', '', 'buying-home-todays-market', '', '', '2009-03-18 13:04:03', '2009-03-18 18:04:03', '', 0, 'http://vmhcorp.com/?p=182', 0, 'post', '', 0),
(191, 243, '2009-03-18 14:51:24', '2009-03-18 19:51:24', '<p style=\"text-align: left;\">Have you noticed that change happens whether you want it to or not? Change seems to foster more change. Using the last 10 years as an example, change comes in spurts in specific areas, but change always accelerates over time.  Change causes change to happen faster over time.</p>\n<p style=\"text-align: left;\">Incremental change is noticeable in the short term.  Radical change happens faster looking back, but who has time for that? In fact, with the new economic stress, business leaders and owners have some new challenges. You need to watch costs, eliminate waste, tighten belts, and increase productivity just to stay alive until the economy comes out of its funk. Even so, few would disagree that their business will be different when the funk is over.</p>\n<p style=\"text-align: left;\"><!--more-->So how do you address strategic initiatives during this time? How can you keep some degree of a competitive edge so that when the funk is over, you\'re in a position to actually grow your business? How can you take advantage of opportunities that arise now, during the funk, when you\'re trying to run lean and mean?</p>\n<p style=\"text-align: left;\">One way is to avoid one layoff. Let\'s face it. In a company of 100 employees, one good extra employee over the minimum only affects your overall productivity by 1%. You can invest 1% in growing your business, can\'t you?</p>\n<p style=\"text-align: left;\">The problem comes when that person doesn\'t have the skills necessary. The business needs a change manager; someone who can define, prioritize, plan, execute and manage improvements to your business. Only one problem; that\'s probably you! You\'re not the extra employee, but you are the person who can best improve your business. So now what? Any ideas?</p>\n<p style=\"text-align: left;\">One idea is to actually engage a change consultant.  Many people are project managers and can manage projects.  According to <a title=\"A Sense Of Urgency By John Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\" target=\"_blank\">John Kotter, in A Sense Of Urgency</a>, 70% of corporate change initiatives fail and more are over budget, late, or fail to meet all of their objectives.</p>\n<p style=\"text-align: left;\">A change consultant should help identify the change, achieve buy-in from the affected parties, develop the plan, oversee the execution phase, implement measuring and monitoring procedures, and train the people who will manage the new process, service, or product line going forward.  That work seldom happens when already loaded staff members try to shoe-horn an initiative into their normal goals and objectives.</p>\n<p style=\"text-align: left;\">Think about it.  More capacity exists today than ever before.  You may know someone with these specialized skills who\'s looking for work.  If so, talk to them and make your own dent in the economic downturn.  If not, give us a call.  We have proven change agents on staff to assist with your objective.</p>', 'Accelerating Pace of Change', '', 'publish', 'open', 'open', '', 'accelerating-pace-change', '', '', '2009-03-18 14:51:24', '2009-03-18 19:51:24', '', 0, 'http://vmhcorp.com/?p=191', 0, 'post', '', 0),
(205, 243, '2009-03-19 19:03:28', '2009-03-20 00:03:28', 'How can you remain strategic in our current economic environment?  How can you position your business to handle the events of an uncertain future with tighter budgets, fewer employees, and higher productivity demands?  How can you remain competitive, much less improve your position in light of our current times?\n\nOne great strategic skill you can practice, with little or no up-front costs is to go outside.<!--more--> Collect as much data as possible from your customers (or constituents), vendors, competitors, and analysts relative to your business or industry.  Objectively evaluate the information, permeate your business with it.  John Kotter devoted a chapter of his current best seller, <a title=\"A Sense Of Urgency by John Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\" target=\"_blank\">A Sense Of Urgency</a> to this very topic. The information outside your company holds the keys to the future.\n\nOver time a company\'s success makes this more difficult.  Many businesses start out scratching and clawing for every advantage they can find.  Eventually, after some initial success, the outside world becomes less relative.  Internal ideas get preference to the outside world.  Internal ideas become the fuel for the engine.\n\nOutside, however, the next upstart is coming.  Not initially, but eventually.  For a while everyone competes with you using known tools and weapons.  One Goliath tends to fight another Goliath the same way with the same weapons.  But David comes along using a different weapon and drops you with one shot.\n\nTo improve your competitive edge, to avoid the next David, to build or keep the lead, you have to stay aware of the outside.  You have to bring the outside in.  You need to know what every new idea is, why it might be important and how it can affect your business. But your business doesn\'t need just another exercise or corporate directive.  No one has the money or time for another directive.  This needs to become part of your culture.  Your business culture must appreciate outside information about your industry and use it successfully.  Data from the outside must be collected, evaluated, processed and appreciated if you are to avoid becoming the Goliath.\n<ol style=\"text-align: left;\">\n	<li><strong>Collect</strong>.  Gather all the information you can from every source you can think of.  The Internet makes this easier than ever.  Do you survey customers?  Do you interact at all with your customers or constituents beyond when they purchase something from you or pay the bill?  Search them out.  Find out what makes them tick.  What makes them select you?  For that matter, find out why people choose your competitor(s), too.  What makes your competitors tick?  What do your competitors say about themselves in their marketing and sales information.  Are there industry analyst comments or publications about them?  Make it a habit to know what others in your space are doing all the time.  Check out similar industries as well.  For example, if you provide a bill payment service, check out developments in invoice printing or the financial services industry.  Do you know what industries might produce your next David?  You could talk to vendors too.  But in doing so, remember, people who take your money sometimes have a hard time telling you things you don\'t want to hear.</li>\n	<li><strong>Evaluate</strong>. Objectivity is your friend.  Be as open an honest about the data you\'ve received as possible. Many times, the most difficult information comes from the closest sources.  So try to put yourself in the shoes of the people providing the information.  Why are some customers happy and some leave?  Are there perception issues, or are these real issues?  Try to understand your detractors.  Try to take their position.  You can\'t fix everything, but if you understand the issues you can address challenges that arise in those areas.</li>\n	<li><strong>Process</strong>. Once collected and evaluated, act!  Decide what to do and do it.  You may decide not to do something.  Even so, give the information to Marketing so they can develop a message around your decision.  But do something with the information.  Make reviewing and archiving the information part of your culture as well.  You may need nothing more than a monthly meeting to review any new data collected and see if there is any action to take. But you must act, or soon you won\'t be doing any of this.</li>\n	<li><strong>Appreciate</strong>.  This practice needs to come from the top.  Reward people who design repeatable processes to ease data collection.  Measure your success.  Anything you measure and reward can become part of your business culture, and that\'s what you need.</li>\n</ol>\nSustain long-term leadership.  Repeat these steps and build an outside-in focus into the culture of your business.  Otherwise, watch out for the next David...', 'Outside In', '', 'publish', 'open', 'open', '', 'outside-in', '', '', '2009-03-19 19:03:28', '2009-03-20 00:03:28', '', 0, 'http://vmhcorp.com/?p=205', 0, 'post', '', 0),
(228, 243, '2009-03-23 10:23:35', '2009-03-23 15:23:35', 'Leadership, for the purposes of this discussion is influence.  A leader has followers.  It\'s that simple.  You can claim to lead and teach leadership but followers, influence, or clients with followers or influence prove your claim. Everyone influences others for good or bad in some ways; maybe it\'s just your children or your neighbors.  Everyone can think of times where they encouraged others to see or do things a particular way.  That\'s leadership.\n\nOver time, you begin to move up the ladder.  You prove your leadership.  As you become a director or vice-president, the game changes.  You no longer lead people who sell, engineer, design, develop or serve customers.  You lead people who lead.<img src=\"file:///C:/Users/Owner/AppData/Local/Temp/moz-screenshot-1.jpg\" alt=\"\" />\n\nHow do you help your new or emerging leaders?  Why should you help them?  You really need them to help you.  They need to make their team productive and support the overall goals of the group or company.  But that requires they deliver effective leadership in a number of situations or contexts.  While they may understand the context they came from, as a salesperson, engineer, or whatever their job was, they now have to handle many more and different situations.  In addition to their team, they also need to influence their peers, suppliers, and outside resources.  They even need to learn how to use their knowledge and relationships to inform you and help you be a better leader.  How can you teach them to lead in a single situation, much less all of these situations at the same time?', 'Lead Leaders', '', 'publish', 'open', 'open', '', 'lead-leaders', '', '', '2009-03-23 10:23:35', '2009-03-23 15:23:35', '', 0, 'http://vmhcorp.com/?p=228', 0, 'post', '', 0),
(235, 243, '2009-03-25 08:06:03', '2009-03-25 13:06:03', 'Recently, I was confronted with a challenge about leadership from another post.  My comment was, \"Everyone leads.\"  The disagreement revolved around the difference between leading and being a leader.\n\nGiven a moment to consider, we can understand the disagreement.  While many sing, few are singers. (I am proof of this!)  While many build, few are builders. Many golf, paint, write, play harmonica or garden, but not many are, well, you get the point.\n\nSo where do you draw the line?  With many of the above, we might say that someone is a singer, golfer, etc. who derives their income (or attempts to) from their pursuit.  However, with leadership, or followership, there is a difference.  Is someone a leader who spends the majority of their time leading?  What about people who supervise others?  What about parents, people in authority positions, elected officials, teachers, coaches.\n\nEven if you\'re the lowest person on the totem pole at your workplace or in your family or circle of friends, you can not only lead, you can become a leader.  A leader is one who influences; who has followers.  You can influence others for good or bad.  Many times we refer to a persons friends and connections as a \"sphere of influence.\"  Your Twitter followers, Facebook friends, coworkers, drinking buddies, neighbors, your family and anyone else is in your sphere of influence.  Unless you spend ALL your time getting direction from ALL of the people in your sphere, you must be leading some!  Think about it.  Everyone leads.  Maybe the difference between one who leads and a leader is practice.\n\nSo how are you practicing your leadership?  What can you do to grow, to become, or be, a leader?  Please comment with your suggestions.', 'Is Anyone A Leader?', '', 'publish', 'open', 'open', '', 'anyone-leader', '', '', '2009-03-25 08:06:03', '2009-03-25 13:06:03', '', 0, 'http://vmhcorp.com/?p=235', 0, 'post', '', 8),
(238, 243, '2009-03-30 07:10:05', '2009-03-30 12:10:05', 'We asserted before that anyone <em>can</em> lead.  In fact, everyone <em>does</em> lead.  You lead.  (Really!)  You influence some other people on purpose.\n\nIf you\'re honest, you could lead better.  By \"better\" I mean that you could lead more people, more often, to more action, for a better purpose.  So how do you do that?  How do you improve as a leader?\n<ol>\n	<li><strong>Recognize you <em>are</em> a leader.</strong> Like any multi-step program, this one has to be first.  You won\'t take any action if you still disagree with the initial assumption.</li>\n	<li><strong>Study leadership.</strong> Get a book on leadership.  Read it.  Actively read it.  Take 3 passes.  The first time through, just skim it and get the general outline.  On the second pass, underline key passages, or make notes.  Finally, on the third pass, go back over the areas that impressed you and see if there is more you need to highlight.  You might even blog or journal your thoughts to keep them for posterity.  You might also teach someone else about the book.  Then, get another one.  Don\'t quit.</li>\n	<li><strong>Copy a great leader.</strong> Who do you think is the greatest leader of all time?  I happen to follow the leadership of Jesus.  But I\'ve also learned a lot from others, both those that follow him and those that do not.  For example, Abraham Lincoln, Robert E. Lee, Theodore Roosevelt, or current people such as Ken Blanchard, Warren Bennis, Jack Welch, even Barak Obama could be your model.  Whoever you decide to follow, copy them.  Find out their motives and passions.  Study the good and the bad written about them.  Don\'t be afraid to change if you learn things you don\'t like, too.</li>\n	<li><strong>Get a mentor or a coach. </strong>Find someone you admire and ask them if they would meet regularly with you to mentor you on leadership skills.  Don\'t waste their time though.  You need to work to be mentored.  You need to have some idea what you want to know and you need to prepare to take the advice you\'re given.</li>\n	<li><strong>Lead, or rather Serve.</strong> Like many other skills, nothing works like doing.  But you can\'t typically get elected to lead anything by asking.  Instead, you have to <strong>serve others</strong>.  Put someone else first.  Do something to help someone achieve <em>their</em> goals for <em>their</em> glory.  Increase your influence by serving.  Volunteer, coach a little league team, take on a project for a non-profit, or just put yourself in your coworker\'s shoes.  You can always serve your coworkers or friends.  The point: if you serve others to <em>practice your leadership</em>, you are rewarded with growth.  Position comes later.  If you pursue position, you won\'t get either.  People generally can tell a fake.  Serve others for their benefit and you will grow as a leader.  In time, followers will find you.</li>\n</ol>\n<strong>Takeaway: </strong>Lead by serving others.  You\'ll grow leadership skills and followers will find you.', 'Leadership Practice', '', 'publish', 'open', 'open', '', 'leadership-practice', '', '', '2009-03-30 07:10:05', '2009-03-30 12:10:05', '', 0, 'http://vmhcorp.com/?p=238', 0, 'post', '', 0),
(273, 243, '2009-04-03 08:28:33', '2009-04-03 13:28:33', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/04/liworking.jpg\"><img class=\"alignright  wp-image-285\" title=\"liworking\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/04/liworking-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\" /></a>Do you want to improve your leadership skills, web presence and your career or business?  You may already be an expert, outstanding in your field, but if no one else knows it...?  Most of us would admit we can improve we can improve our leadership in the area of electronic media. Here\'s a great resource.\n\nI recently participated in a webinar series presented by <a title=\"Lewis Howes\' Twitter Feed\" href=\"http://www.twitter.com/lewishowes\" target=\"_blank\">Lewis Howes</a> titled LinkedIn Training Workshop.  Lewis is also the co-author of the book <a title=\"LinkedIn Working Blog and Book\" href=\"http://www.LinkedWorking.com\" target=\"_blank\">Linked Working</a> and his LinkedIn profile is www.linkedin.com/in/lewishowes.  I was introduced to Lewis through <a title=\"Joel Comm\'s Twitter feed\" href=\"http://www.twitter.com/joelcomm\" target=\"_blank\">Joel Comm</a> of author of Twitter Power.  You can check out Joel\'s <a title=\"Joel Comm\'s blog Make Money Online\" href=\"http://joelcomm.com\" target=\"_blank\">stuff here</a>.\n\nLewis provided a great depth of knowledge and experience about LinkedIn.  He went over and above the call during the three-day webinar that turned into four days.  His advice was exactly on target and he definitely knows his subject.  He had several ideas for how to operate easily within the confines of the system so that you can build your network.  If you are on <a title=\"LinkedIn Website\" href=\"http://www.linkedin.com\" target=\"_blank\">LinkedIn</a>, get LinkedIn Working and follow his blog.  And if you\'re on Twitter,  follow him there too.', 'Lewis Howes - Linked Working', '', 'publish', 'open', 'open', '', 'lewis-howes-linkedin-working', '', '', '2009-04-03 08:28:33', '2009-04-03 13:28:33', '', 0, 'http://vmhcorp.com/?p=273', 0, 'post', '', 0),
(294, 243, '2009-04-06 07:03:58', '2009-04-06 12:03:58', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/06/gty.jpg\"><img class=\"alignright size-full wp-image-481\" title=\"Greater Than Yourself by Steve Farber\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/gty.jpg\" alt=\"\" width=\"168\" height=\"254\" /></a>I just read a great blog entry over at <a href=\"http://800ceoread.com\">800-CEO-Read</a> from a couple of days ago.  It\'s a guest post from Steve Farber, author of <a href=\"http://800ceoread.com/products/?ISBN=9780385522618\">Greater Than Yourself: The Ultimate Lesson of True Leadership</a>.\n\nI\'m getting the book today.  You should too.  As soon as I\'m finished with it, I\'ll post a review here.  Everyone who can should read this post and then you won\'t need me to tell you what to do.\n\nSteve, if you see this, thanks for your post.  I hope, in the book you discuss <em>why</em> your solution is the ultimate lesson of true leadership.  Thanks too to Jack Covert and Todd Sattersten for a great service.\n\nMike...', 'Greater Than Yourself', '', 'publish', 'open', 'open', '', 'greater-than-yourself', '', '', '2009-04-06 07:03:58', '2009-04-06 12:03:58', '', 0, 'http://vmhcorp.com/?p=294', 0, 'post', '', 0),
(297, 243, '2009-04-13 07:52:15', '2009-04-13 12:52:15', 'I\'ve always considered myself one who loves ideas. They don\'t have to be mine. Past co-workers might disagree, but my intention has always been to appreciate good ideas regardless of their origin. That\'s why I first became interested in Mind Tools (<a title=\"Mind Tools Website\" href=\"http://bit.ly/PdcyF\" target=\"_blank\">www.mindtools.com</a>). The site is absolutely chock-full of great resources for an excellent career as the logo claims.  It is a paid site, but a large percentage of the material is available to people that subscribe to the free bi-weekly newsletter which I did for the first year or so.  I recently joined the Career Excellence Club (an extra, paid membership) and I\'m almost overwhelmed at the available content.\n<p style=\"text-align: left;\"><!--more--></p>\n<p style=\"text-align: left;\">For starters, the site has five major development areas, Leadership Skills, Problem Solving, Decision Making, Project Management, and Practical Creativity and five personal development areas, Time Management, Stress Management Information Skills, Communication Skills and (what was that last one, oh) Memory Improvement.  Each has a drop-down menu of several items, free and paid, that are at your disposal.  Many of the articles offered in each area are free as are some of the white papers and some of the development exercises.  One of my favorite free sections is the Free Skill Builders section.  There you can get access to the free resources provided presented in a training progression in each of the 10 development areas.</p>\n<p style=\"text-align: left;\">When you join the Career Excellence Club, another world opens up to you.  There are two levels of membership, Standard and Premium.  For a complete comparison of the two membership categories and pricing, <a title=\"Mind Tools Membership Program Comparison\" href=\"http://bit.ly/16T5nH\" target=\"_blank\">check out this page</a>.  I\'m a premium member so I\'ll focus on that, but they go in to much better detail at their site, so check it out.  All of the paid articles and skills development exercises are available to you as are several other great features.  Among the things you get with the standard paid membership are the Premium Member Tools &amp; Resources menu which provided access to Bite-Sized Training courses - designed to take only an hour; Coaches Clinic, Full Toolkit, audio Expert Interviews and 15 minute Book Insights on leading business books.</p>\n<p style=\"text-align: left;\">There is also a section for Learning Streams: groups of articles and resources that can be delivered via email over a few days or followed step-by-step online.  These streams include Manage Your Team, Solve and Decide, well, I\'ll just include the list.</p>\n<p style=\"text-align: left;\">Finally, there are mentoring tools, a mentor network, different ways to search, recommendations on how to use the tools and several other resources all built into the comprehensive site.  Mind Tools delivers comprehensive tools and resources to sharpen your career and leadership skills.  They understand that continuous improvement is necessary and that a career is built on an individual\'s ability to learn and grow.</p>\n<p style=\"text-align: left;\">One other note.  The first month of either the Standard or Premium Career Excellence Club membership is only $1!  Now what\'s your excuse.  Check them out at <a title=\"Mind Tools Website\" href=\"http://bit.ly/PdcyF\" target=\"_blank\">www.mindtools.com</a>.  You won\'t regret it.</p>', 'Mind Tools: Sharpen Your Leadership Learning', '', 'publish', 'open', 'open', '', 'mind-tools-sharpen-leadership-learning', '', '', '2009-04-13 07:52:15', '2009-04-13 12:52:15', '', 0, 'http://vmhcorp.com/?p=297', 0, 'post', '', 0);
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(321, 243, '2009-07-07 08:00:05', '2009-07-07 13:00:05', 'I realize people don\'t like the \"middle-manager\" term, but in reality, most of us are \"middle managers.\" We might prefer being the top person in charge or focus on being at the bottom of some organizational pile, but most of us manage from the middle.  We manage people (ourselves at a minimum) but we also report to people too. We\'re in the middle.  In some of our relationships, we\'re accountable to leaders for a particular job.  But in other relationships we hold others accountable.  Our relationships go both up to our leader and down to our team.\n\nWe also have relationships that go across to people or groups who are not our supervisor or our direct reports.  We have peers inside our company; people at the same level either organizationally or functionally who provide different functions but for the same company.  <!--more-->There are also vendors or partners.  These are the companies who supply key products or services as components of our overall solution.  Finally there are customers.  We don\'t report to them, but we may be doing our jobs to be judged by them as internal customers.  We may actually serve people or companies who provide the revenue that our company uses to operate.  We call these horizontal relationships and many times they can be more complex and less stable than our vertical relationships.\n\nIf you have more than one of these relationships going as part of your career or life, you\'re a middle manager.  Welcome to the pack.\n\nOur pack needs leaders.  Leadership is a skill everyone exercises. As John Maxwell stated, leadership is influence. Leadership can be learned, taught, practiced and performed. Everyone leads in some fashion.  An effective leader influences broadly across multiple groups to motivate change.  The best leaders seem to influence people effortlessly.\n\nMost growth in the area of leadership is self-motivated.  You need to process your experiences to develop your leadership skills.  It doesn\'t just happen naturally.  You\'ve heard it said that you can lead a horse to water but you can\'t make him drink.  Everyone has hundreds or even thousands of life experiences that can teach them how to exercise influence better.  The best leaders learn from these experiments and use them to grow.\n\nLeadership is also amoral. Like money, it can be used for good or evil, for oneself or for others, for one or many. Those of us in the business of leadership often speak of leadership as only that which brings about good, but in reality, Hitler was quite a leader. Your particular political party has no monopoly on leadership either.\n\nIn every relationship, you can use influence to make a positive difference.  You can bring your influence skills to bear in every relationship, and if your goal is win-win relationships, most people will follow your leadership.  You will build your influence skills and your confidence.  Every chance you get to make a positive change becomes a brick in the foundation of your leadership launch pad.  Over time you will build a reputation as a leader.  You will create a portfolio of relationships where you made lives better, helped careers, assisted success.  Your legacy is the memory of positive differences you made in the lives of others.  Simply practicing your leadership skills with your friends and coworkers builds your legacy.  You can be a <em>Leader From The Pack.</em>\n\nSo take a minute and think about what you can do <em>today</em> to influence your relationships and make a positive difference.  Our world needs you to build your legacy today.  Will you do it?', 'Lead From The Pack', '', 'publish', 'open', 'open', '', 'lead-pack', '', '', '2009-07-07 08:00:05', '2009-07-07 13:00:05', '', 0, 'http://leadchangegroup.com/?p=321', 0, 'post', '', 4),
(335, 243, '2009-04-14 07:48:13', '2009-04-14 12:48:13', '<a title=\"A Sense Of Urgency By John P. Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\"><img class=\"alignleft size-full wp-image-336\" style=\"margin-right: 10px; margin-bottom: 10px;\" title=\"urgency\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/04/urgency.jpg\" alt=\"urgency\" width=\"140\" height=\"194\" /></a>Over 10 years ago, John P. Kotter worte a book called <a title=\"Leading Change by John Kotter\" href=\"http://www.amazon.com/gp/product/0875847471?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0875847471\" target=\"_blank\">Leading Change</a>.  The book studied \"about 100 efforts in organizations to produce large-scale change.\"  One key finding was that 70% of the change efforts \"were not fully launched or the change efforts failed, or the changes were achieved but over budget, late, and with great frustration.\"  After several years and other studies, the author found that this statistic has remained consistent: an extremely high percentage of change efforts fail.\n\nOver time, the author found that he was increasingly being asked to define the single biggest error people make when trying to change.  Kotter said, \"After reflection, I decided the answer was <!--more-->they did not create a high enough sense of urgency among enough people to set the stage for making a challenging leap into some new direction.\"  Further testing and study convinced the author that his initial thoughts were correct and that people can learn to be properly urgent.  So, <a title=\"A Sense of Urgency by John P. Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\" target=\"_blank\">A Sense Of Urgency</a> was born.\n\nRaising urgency was the first of the eight-step framework set forth in Leading Change.  This volume sets its focus squarely on the subject since the author decided that this was the single greatest factor for an organization to succeed at change.  The author puts forth a compelling argument, backed with actual experience and statistics.  His writing still is direct, clear and compelling.  He does not waste a lot of time or words on extraneous issues.  The author clearly understands the issues of urgency simply through the style of writing and the handling of the subject.  You will not need weeks to complete the book.  You (and I) will spend years mastering the contents.\n\nThe author first sets out to define true urgency; what it is and what it is not.  The two enemies of urgency are complacency and <em>false </em>urgency.  Complacency is a concern for, even a defense of, the status quo.  We don\'t need to change, we simply need to do whatever we\'re doing, more, faster, better, etc.  Complacency is resistance to urgency and may tend to be a bit easier for objective minds to recognize.  I say objective minds because the author points out that we often don\'t feel we\'re complacent.  Often complacent people are convinced they\'re doing the right things.   While complacency may be obvious, many organizations fail by mistaking <em>false</em> urgency for the real thing.  True urgency is characterized by action that is alert, fast moving, focused externally on the important issues and relentlessly purging the irrelevant and unnecessary.  The author points out that <em>false </em>urgency is typically characterized by busyness, frantic activity without results, meetings, panic, hurry.\n\nUsing real-life examples and stories, the author sets forth a strategy for developing true urgency and four tactics that you can use to make sure your organization achieves the true urgency necessary to guarantee your success.  The strategy: aim for the heart or put the heart, the passion for urgency ahead of the head or mental ascent to urgency.  He states that \"Underlying a true sense of urgency is a set of <em>feelings:</em> a compulsive determination to <em>move, and win, now.</em>\"  The leaders of the company must have the passion and back it up; logic alone won\'t get the job done.\n\nAfter the strategy, Kotter lists the four tactics:\n<ol>\n	<li>Bring the outside in.</li>\n	<li>Behave with urgency <em>every day</em>.</li>\n	<li>Find opportunity in crises.</li>\n	<li>Deal with NoNos</li>\n</ol>\nIn <em>Bring the Outside In, </em>Kotter points out several methods of collecting and evaluating information to inform your organization of the need for change.  He also presents an interesting challenge to make sure you don\'t let the information create more problems than it solves, by either creating fear or a false urgency.  In <em>Behave with urgency every day</em>, the author showed me that he truly understood the issue.  Leaders that demonstrate true urgency regenerate it; they reproduce it in their coworkers, peers and leaders.  A leader can\'t create an attitude they do not have.  Therefore, for you to be able to create a sense of true urgency, you must posses one first!\n\nI highly recommend this important work.  The author truly leads his readers, influencing us to accept the responsibility, inject true urgency into our organization, and free it from the complacency and panic that dominate our times.  Read this and be the change your organization needs to overcome.', 'Leadership With Urgency', '', 'publish', 'open', 'open', '', 'leadership-urgency', '', '', '2009-04-14 07:48:13', '2009-04-14 12:48:13', '', 0, 'http://leadchangegroup.com/?p=335', 0, 'post', '', 0),
(347, 243, '2009-04-15 08:02:15', '2009-04-15 13:02:15', 'I found this video embedded <a href=\"http://www.web-strategist.com/blog/2009/04/10/video-how-best-buy-uses-social-technologies-to-change-internal-culture/\">in a blog post</a> by Jeremiah Owyang (follow <a href=\"http://www.twitter.com/jowyang\">@jowyang</a> on Twitter) on his <a href=\"http://www.web-strategist.com/blog/\">Web Strategy blog</a>.  Many people around the social and technological leading edge these days champion Best Buy for their grasp of the technologies and their application for innovation.\nCheck out the video and my comments will be below.\n\n<object width=\"555\" height=\"445\" data=\"http://www.youtube.com/v/H_jhLGxH-m4&amp;hl=en&amp;fs=1&amp;color1=0x3a3a3a&amp;color2=0x999999\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/H_jhLGxH-m4&amp;hl=en&amp;fs=1&amp;color1=0x3a3a3a&amp;color2=0x999999\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\nBest Buy has already established their leadership in the retail marketplace.  This video demonstrates their ability to 1) lead product and service innovation and 2) lead process innovation.  I note two examples from the video.\n<h3>Product Innovation</h3>\nAbout 2 minutes into the video, they begin explaining the Loop Marketplace and its use for idea management related to Robb Erickson\'s idea about the Geek Squad Gaming Services idea.  He stated that within 4 hours his idea was up, receiving comments and had even been funded.  Imagine your company hosting an environment where your ideas can receive feedback and even funding from different business units in less than fiscal years!  Best Buy benefits from the leadership foresight to provide an environment where people with ideas can get their ideas to \"market\" and the entire enterprise benefits.  Often leadership requires that we take risks to enable others to succeed.\n<h3>Process Innovation</h3>\nThe next section in the video Jeff Severts, Ron Hoffner, Todd Soller, and Dawn Keller discuss the Tag Trade the VP of Geek Squad introduced the Tag Marketplace prediction market tool.  The tool allows individuals to \"trade\" on the future events or ideas within Best Buy.  Imagine being a project manager and finding out that your project was trading 20% below where it was yesterday.  You would immediately begin checking all of your stakeholders and resources to find out what\'s going wrong.  In fact, you should know.  Best Buy has implemented this tool and taken a lead in involving their employees in the success of the company\'s initiatives.\n<h3>Take Away</h3>\nThese are just two examples of how Best Buy develops leaders from the ground up.  Leadership takes risks, sacrifices, invests, and tries new technologies to involve followers and create advantage.  Relationships are strengthened and everyone\'s investment receives an opportunity to be part of the solution.  What better way to appreciate your people and encourage new leaders to emerge.  Imagine the things you can do in your corner of the world to begin to influence your company, group or community.  You\'ll be changing the world.', 'Leadership and Social Media at Best Buy', '', 'publish', 'open', 'open', '', 'leadership-social-media-best-buy', '', '', '2009-04-15 08:02:15', '2009-04-15 13:02:15', '', 0, 'http://leadchangegroup.com/?p=347', 0, 'post', '', 8),
(378, 243, '2009-04-27 08:00:57', '2009-04-27 13:00:57', 'Have you ever noticed how sometimes in groups, one individual\'s passion for a particular topic or aspect of the group\'s purpose makes them a bit difficult to deal with?  Haven\'t you experienced teams where one individual \"sticks out\" for how they always gravitate back to the same subject or work?  They seem to only have one card and they play it every time their turn comes up.  Does that bring someone from your past (or present) to mind?<!--more-->\n\nIn a small church we attended, there was one member we\'ll call Tom (not his real name) who was very passionate about the value of theology and expository study of scripture.  Every time you got into a conversation with Tom, the conversation snaked back around to how churches were selling themselves and their members down the river of easy religion.  Given the opportunity to speak, Tom hit on the same deep themes of scripture with the passion of a Hebrew linguist or a 19th century geologist.  Tom\'s passion eventually caused some of us to avoid theological conversation with Tom because it would always go until we gave up.  Meanwhile the church leadership allowed him to have more and more responsibility because he had passion and it seemed like none of the rest of us did!  Over time, people left the church and I always felt it was due to \"burn out\" regarding repeated emphasis on aspect of Christianity with decreasing energy spent on  others such as missions, evangelism, service, helps, etc.\n\nOn any team, people with differing strengths complement one another and balance one another.  A great quarterback still needs good offensive linemen, and good receivers in order to complete passes.  To truly benefit from the strengths of a great quarterback, the other members of the team also need to be great at their area of strength.  Think about Archie Manning with the New Orleans Saints of the 70\'s.  He may have been as good a quarterback as other Hall Of Fame caliber quarterbacks of his time, but his surrounding cast was never equal to that of the competition.  As a result, the team never performed well. One can\'t speculate about the team\'s success had the quarterback been the same caliber as the rest of the team, but you can\'t deny the fact that they weren\'t very good with so few truly good players.   Another example that comes to mind is Barry Sanders of the Detroit Tigers.  Barry was a world-class 10-time all-pro running back who retired after the end of the 1998 season.  In 1999, when many thought the Lions would be worthless without him, they made it to the playoffs again.\n\nMuch is written lately about focusing on your strengths.  You may have been told to \"exercise your strengths and manage your weaknesses.\"  However, this theory <em>only</em> applies to individuals, <em>not </em>to teams.  Teams need to find people who are equally strong or who perform up to the level of the best performers.  A balanced team often outperforms teams with better players or performers.  It is true that a team is only as good as their weakest link, and what happens to one, happens to all.  Therefore, the team should constantly be arranging people for their strengths, coaching and growing each individual performance to excellence.  However it\'s the balance of the team members that creates the greatest results.  Increase the performance of the weaker members and the performance of the group will improve as well.\n\nWhat is your experience?  Have you been on teams where the contributions were not equal, even if the individuals might have been able to bring their performances up to the same level?  How did that work out?  What advice would you give others in that situation today?\n\n&nbsp;', 'Teamwork, Strengths, and Passion', '', 'publish', 'open', 'open', '', 'teamwork-strengths-passion', '', '', '2009-04-27 08:00:57', '2009-04-27 13:00:57', '', 0, 'http://leadchangegroup.com/?p=378', 0, 'post', '', 0),
(396, 243, '2009-05-01 07:38:22', '2009-05-01 12:38:22', 'Are you a producer or a consumer?  Do you evaluate your own output?\n\nYou can read much today about your personal brand.  It\'s no accident.  The Internet, rather than revolutionizing marketing, is institutionalizing it.  Not only must we market our companies and our products or services, we are each individually something that must be represented, marketed, and even protected.  Articles abound on how to create, define, polish and protect your personal brand.  You\'re a product.  Let that sink in.  And if so, what are the ramifications of that idea?  What type of product are you?<!--more-->\n\nSince you are a product, you have consumers.  Your family, friends, people in your sphere of influence appreciate you (or not) based on how you affect their life.  You may entertain, sustain, or maintain them.  You can make them happy, fill them with joy, empower them, enable them, inflate them, provide for them, love them, or cherish them.  You can also tear them down, belittle them, irritate them, embarrass them or ridicule them.  You are valued based on how you affect others.\n<p style=\"text-align: left;\">Back to your brand, you can put lipstick on a pig, but it won\'t accomplish much, right.  If you\'re product isn\'t positive, valuable, regarded well by your consumers, a better website, or a new profile on Facebook won\'t fix it.  Make sure your brand is a reflection of the true product.  You will be easier to market because your consumers will appreciate you and help do it for you.</p>\n<p style=\"text-align: left;\">\nHow will your product perform today?  How will your consumer\'s rate you?  Will you get positive reviews?  Encourage the people around you today.  Add value to their lives by providing something that is priceless to them and costs you very little.  Add something like an encouraging word or a note.  Give someone a call today that you haven\'t spoken with in ages.  Just tell them you appreciate them and you were thinking of them.  Thank someone for making a difference in your life.  Share an idea or offer to help someone who can\'t help you back.</p>\nIncrease your output and increase your value.  Exercise your influence (be a leader) and influence someone to be better that they might have otherwise been.  Put some air in someone\'s sails and watch them soar.  You can make a difference in the world today!  We\'ll all appreciate it.\n\n&nbsp;', 'Personal Value Creation', '', 'publish', 'open', 'open', '', 'personal-creation', '', '', '2009-05-01 07:38:22', '2009-05-01 12:38:22', '', 0, 'http://leadchangegroup.com/?p=396', 0, 'post', '', 16),
(404, 243, '2009-05-05 12:30:50', '2009-05-05 17:30:50', 'In a business environment, you can demonstrate your leadership by taking the role of a leader. While leaders come in many shapes and sizes, they all share (or they should) a commitment to corporate objectives. Leaders help people reach organizational goals. Those people may be above, beside or below you on the organization chart.\n\nHow are you at building consensus among your peers? <!--more-->Let\'s define \"peers\" as the people beside you on the org chart; people within your company who are at the same job-level as you. So if you\'re a manager, your peers are other manager level people within the company. When you need help, can you get one or more of your peers to help you out? Must you always escalate every problem to your supervisor? Or can you work things out with your peers? Do you have peers you can relate with or to?\n\nLeadership or influence with your peers keeps you from the trap of dependence on your supervisor.  If you can solve problems without constantly running back to your supervisor to work things out with other teams within the company, you are leading up and across.  You free your supervisor up to handle other issues, at the same time you establish yourself as one who can get things done.  If you practice servant-leadership with your peers, you also help them do the same things with their supervisors.\n\nYou will have many opportunities to practice, exercise and strengthen your leadership skills with your peers.  The key is keeping your eyes and ears open.  Things to do to help you improve in this area include:\n<ol>\n	<li>Give before you get.  Peer relationships tend to have some tension just due to the sometimes competitive nature of the corporate environment.   As a result, you can often reduce tension by being available to help your peers first.  It\'s hard to doubt the motives of someone who has shown over time that they\'re willing to help you for no personal gain.  You must truly put others first.</li>\n	<li>Study organizational priorities.  When you can truly understand your employer\'s priorities and where your team fits in the overall scheme of things, you are better equipped to help your company operate like a team.  Teams must have common goals and a shared mental model of how each member\'s contribution fits in the overall plan.  You will develop influence as you strategically contribute resources to achieve the most important corporate targets.  When you hold resources back for your own pet projects, you assign your team greater importance than your leadership.  You will sacrifice creditability with your peers as a result.  We all tend to think our group is the most important group in the company, but you must learn to understand your leader\'s priorities in order to make sure you don\'t end up fighting for a lost cause.</li>\n	<li>Choose your leadership efforts wisely.  By this I mean that you should refrain from taking a leadership position among your peers before you\'ve developed a good understanding of the organization\'s goals.  Otherwise, you risk influencing your peers in a direction contrary to organizational priorities.  Also you may make commitments you can\'t keep.  Either will only cause trouble.</li>\n	<li>Give after you get - give recognition, praise and encouragement freely.  Remember, this is not about you.  You need to make sure that people that help you are rewarded and excel.</li>\n</ol>\nCan you think of other things you can do to exercise leadership with your peers?  What are the big obstacles and how do you get around them?  Please comment below and share your thoughts.\n\nStart by putting the company and your peers first.  When you can understand their contribution to the overall operation, you\'ll understand their needs better.  Then you can align your team to provide maximum benefit.  That\'s leadership.  Exercise, practice and demonstrate that leadership by helping everyone achieve corporate goals gracefully and efficiently.\n\n&nbsp;', 'Practice Leadership Across The Organization', '', 'publish', 'open', 'open', '', 'practice-leadership-across-the-organization', '', '', '2009-05-05 12:30:50', '2009-05-05 17:30:50', '', 0, 'http://leadchangegroup.com/?p=404', 0, 'post', '', 0),
(412, 243, '2009-05-07 08:01:13', '2009-05-07 13:01:13', 'Not much is written today about technology career paths. Reduced optimism and reduced consumption caused the economic downturn. As a result, many businesses must reduce expenses, which often means people get laid off. As people get laid off, survivors subconsciously (or consciously) hunker down a bit too. Career survival takes priority over career development. It becomes a vicious, destructive cycle.\n\nHowever, it will end. When the end begins, front line managers will be faced with some serious dilemmas. The most current, most proficient technical people <!--more-->who are already working will be the first ones found by other employers in your city. They currently network with and interact with the people who hire their skill set at other companies and they are already employed, so they will be attractive to other employers in your area. Also, if you are in an industry that tends to recover later than the rest of the economy, like government, utilities, and infrastructure, transportation, you can expect to lose people to industries that rebound quicker such as finance and retail.\n\nAdditionally, your sharpest people, the ones you\'re most dependent upon, will be the most attractive to these other companies and industries for the very same reason; they\'re sharp! Do you have a plan to keep your sharp people or attract new ones?\n\nLeaders must listen to the individuals in their tribe to make sure they know what\'s important to each member. One of the chief purposes of a team is to provide benefits to the individuals that they could not necessarily receive individually. Many times that benefit can be a group reward, as in achieving a goal or winning a championship. But in business and careers, monetary factors are the cost of entry and therefore most goals eventually have a financial component. Technology people such as developers or infrastructure specialists like to achieve new things so they can learn new skills and improve their value in the market. Helping the company develop a new product benefts them if it produces additional income directly or if it enhances their education of newer or more complex technologies. Your folks can command higher compensation if they have more complex experience where there is less competition. Many times that experience can be along the lines of technical leadership or people leadership.\n\nMany technical people secretly despair a bit in their current job because there is:\n<ol>\n	<li>Little visible opportunity for technical career advancement without moving into people or project management.</li>\n	<li>Little visible opportunity for experience or training in people or project management.</li>\n</ol>\nBut your budget is wacked. You don\'t have a penny to throw into a wishing well. How can you provide technical leadership opportunities when your team spends all their time putting out fires on your legacy systems? Or, how can you provide people leadership opportunities for your team when the most they could hope for is to take your own job?\n<h3>Technical career paths</h3>\nTake an inventory of your interactions with people every day. Are there people more technically advanced that you interact with, such as vendors or partners? Could you delegate some of that interaction to one or two people on your team to give them exposure to newer technologies? Encourage them to join a user\'s group where they can meet people with more technical expertise than they have. If they spend personal time learning a new technology, earnestly look for ways to incorporate that technology into your legacy environment. You might even coach them on learning technologies that can be implemented rather than ones you know will never work.\n<h3>People career paths</h3>\nIf you have a team mate that would like more people leadership opportunities, can you help? Sure you can! One way is to delegate some of your people leadership tasks to them. Can they gather status each week and report to you? Can they help with the issues before everything escalates to you? You will have to devote some time to reviewing their work. Have them take a people-leadership task like the ones listed and then invest your time reviewing and coaching them. (There\'s another lesson series right here on coaching and encouraging rather than criticizing and crushing, but we\'ll have to take that up another time.)\n\nAnother area might be outside of work. Can you encourage them in non-profit volunteer leadership? Could you hook them up with a non-profit for a position on their board? Are you on a board at a non-profit that you could resign from and give them the opportunity to take your place? (If you\'re not, you might need to get on one.) What about users groups or other local group leadership? Encourage them to take a role outside of work where they\'ll get some people leadership experience. Schedule a 30 minute session or a lunch with them once a month to discuss their people leadership opportunities and issues. Help them develop themselves.\n\nThe key for the next few months is to be incremental. Communicate with your teammates. Know their desires and make visible, conscious small steps every week to help them move in their direction. As you do something every week to help team mates identify and pursue their preferred path, they\'ll see that and appreciate you. You never know, they may appreciate it so much they stick around. They also may leave. But in either case, you will have been a leader that produced great results in the life of someone else. No one can take that career accomplishment away from you. There is no greater achievement than improving the life of someone else.\n\n&nbsp;', 'Leadership and Technology Career Paths', '', 'publish', 'open', 'open', '', 'leadership-and-technology-career-paths', '', '', '2009-05-07 08:01:13', '2009-05-07 13:01:13', '', 0, 'http://leadchangegroup.com/?p=412', 0, 'post', '', 0),
(426, 243, '2009-05-19 12:11:59', '2009-05-19 17:11:59', 'It seems more and more I read where people are speaking about their limitations in the workplace.  The economic downturn has caused us to cut back, hunker down, retrench, re-evaluate, re-strategize and review just about everything.  But there are several things we can do to influence our situations.  As John Maxwell has so aptly said, \"Leadership is influence.\"  So let\'s discuss one of the ways you can exercise positive leadership to influence your workplace for the better.\n\nIt\'s a simple thing, but sometimes the simple things are most easily overlooked.  Do you <em>know</em> your co-workers?  In Patrick Lencioni\'s <em><a title=\"Three Signs of a Miserable Job at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787995312?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787995312\" target=\"_blank\">The Three Signs of a Miserable Job</a>, </em>he identified one of the signs, the one the leader had the most control over, as anonymity.  Workers want to be known.  Do you know about your teammates\' family members, interests and hobbies.  Is what they\'re doing away from the office important to you?  Do you know if their parents are alive or not?  Do they have siblings?  Do you know what they did before they came to work for you?<!--more-->\n\nIf you have a large team, this is not something you can do overnight.  Unless you\'ve been doing this actively for some time, you\'ll have to practice.  Your current level of knowledge rests on what has been important to you.  To increase the level of knowledge, you must exert the energy to establish a new status quo.  But you can do it!\n\nHave you ever noticed that if, as you\'re driving, you take your eyes off the road for a period of time, you begin to drift in the same direction you\'re looking.  (Don\'t try this, just think about it!) It\'s a famous rule in our family since I\'m usually the driver and I also tend to be the most interested with my surroundings when in an unfamiliar area.  I\'ll drift in the direction I\'m looking.\n\nThe point: your focus determines your direction.  To know of your teammates, focus on them instead of just their projects, milestones, deadlines, or tasks.  True leadership is about people, not projects or tasks.\n\nSo here are some things you can begin to do so that you can know your team better:\n<ol>\n	<li>Focus on your teammates.  Exercise the effort to appreciate them.</li>\n	<li>Think about what you don\'t know.  Determine in advance to learn something new about each person each day.</li>\n	<li>Practice recall.  Ask your teammates for updates on things that are happening in their personal life.  Did they get to play any golf last weekend?</li>\n	<li>Make sure you\'re always asking questions of everyone you meet.  Replace \"how are you doing?\" with \"how is your wife, son, favorite team, etc.?\"  You\'ll find out about your teammates more quickly.</li>\n	<li>Optional: If you\'re a Christian, pray for your teammates.  I\'m sure they won\'t mind and I know it makes a difference.  People praying for me have made a huge difference in my life.</li>\n</ol>\nIncrease your leadership output every hour by just exercising true interest in people!.  We all want to be noticed.  We all have a story to tell.  You impact others lives by simply being interested.\n\nAnd this list isn\'t all inclusive.  Please add comments below related to additional ways you stay motivated to know your team.  Or tell as story of how knowing a teammate helped them succeed.  Your experience will help the rest of us.  We\'d all like to hear about it.\n\n&nbsp;', 'Leadership: Focus On Your Team', '', 'publish', 'open', 'open', '', 'leadership-focus-on-your-team', '', '', '2009-05-19 12:11:59', '2009-05-19 17:11:59', '', 0, 'http://leadchangegroup.com/?p=426', 0, 'post', '', 0),
(432, 243, '2009-05-21 06:42:48', '2009-05-21 11:42:48', 'In Patrick Lencioni\'s book, <em><a title=\"Three Signs of a Miserable Job at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787995312?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787995312\" target=\"_blank\">The Three Signs of a Miserable Job</a>,</em> he asserted that employees wanted to know their work was meaningful. He called the sign Irrelevance. People want to know that their work is important. But, more than that, they also need to know how it\'s important and to whom.\n\nHow does their contribution fit the organization\'s goals and objectives?  In smaller companies this may tend to be less pervasive and complex but it may exist nevertheless.  Individual contributors can fail to understand how their unique contribution fits into the organizations goals and objectives.  Many technology people can\'t connect the dots from what they do to how the company makes money.  You can help your teammates by helping find what I call the <em>Apex of Purpose</em> for your team.<!--more-->\n\nThe <em>Apex of Purpose</em> is an idea based on the highest and best good that comes from your team\'s effort.  There\'s an old Dilbert cartoon where the boss described the teams purpose as\n<blockquote>making second rate products to sell to idiots so our executives can afford trophy wives.</blockquote>\nMany times you may have made similar observations in joking.  It\'s easy for people \"down\" the org chart to criticize people at the top.  Sometimes it seems like they don\'t really know what they\'re doing.  And besides, it\'s always easier to criticize people you don\'t know well.\n\nThe cold reality is that your team is influenced by your mood, your attitude and the importance you place on their job.  You help your team take their job more seriously by elevating your own thoughts about your team\'s purpose.  You\'re the champion of your team.  No one in the company will think better of them than you do!\n\nImmediately, you can:\n<ol>\n	<li>Carefully think through the highest and best reason for your team\'s existence.</li>\n	<li>Begin to informally discuss your thoughts openly with your teammates.  Get their feedback.</li>\n	<li>Notice the most favorable words and how members react to the ideas presented.</li>\n	<li>Present your best thoughts to your boss.  Get their feedback as well.  Make sure the two of you are in agreement.</li>\n</ol>\nIn a couple of weeks, you\'ll have something that you and your manager agree is the highest and best purpose for your team.  If possible, create some material or develop something that helps solidify your team\'s purpose statement in the minds of your teammates.  The more clear you are about this idea, and the more compelling you are in helping your teammates appreciate the purpose, the better chance you have of helping them voluntarily elevate their performance just through their attitude alone.\n\nAlso, feel free to comment on other ideas and the purpose statements you create.  If possible even let us know how you think the exercise goes for you and your team.  You can make a difference in your team\'s performance by thinking highly of your team\'s mission and their indivual contribution to that mission.\n\n&nbsp;', 'Meaningful Contribution', '', 'publish', 'open', 'open', '', 'meaningful-contribution', '', '', '2009-05-21 06:42:48', '2009-05-21 11:42:48', '', 0, 'http://leadchangegroup.com/?p=432', 0, 'post', '', 8),
(441, 243, '2009-06-01 07:10:35', '2009-06-01 12:10:35', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/05/three-signs.jpg\"><img class=\"alignleft size-full wp-image-445\" style=\"margin-right: 10px;\" title=\"three-signs\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/05/three-signs.jpg\" alt=\"three-signs\" width=\"140\" height=\"216\" /></a>I\'ve done a series of posts now on topics from Patrick Lencioni\'s great book, <em>The Three Signs Of A Miserable Job: A Fable for Managers (And Their Employees)</em>. In the <a title=\"Lead Change Group Blog - Meaningful Contribution\" href=\"/meaningful-contribution/\" target=\"_self\">previous post</a>, I mentioned two ways that an employee can feel the problems associated with one of the key signs: irrelevance. But I only explained one of them; that your coworkers need to know how their work contributes to the overall organization. The better they understand that, the less likely they\'ll feel irrelevant.\n\nThe other side of the irrelevance question relates to the personal side. To whom do your teammates matter? We\'re personal beings, with a healthy drive to know and be known. Your team needs to be individually known by the people within your organization who benefit from their work.<!--more--> If the beneficiaries of their work can appreciate them, that provides a powerful reward to your team.\n\nSo think carefully.  Who benefits from your team\'s productivity?  First you might think about their internal customers, the business units that requested the software or technology they\'ve implemented.  Their jobs are better for the work of your team.  They may not even be able to do their job unless your team does theirs.  The management personnel of the internal customer groups also benefit.  Your customer support team benefits because they wouldn\'t have customers if your team failed.  As you can see the list goes on.  Help you team understand who benefits and also help the beneficiaries express their appreciation to your teammates from time to time.  Who can it hurt.\n\nBut in the book, the author also pointed out an often-overlooked beneficiary; you.  You wouldn\'t have a job if your team didn\'t do theirs.  As their manager, you get whatever you get through their hard work and persistence.  You couldn\'t do your job if your team didn\'t do theirs.  Do you forget that?\n\nExercise some leadership with your team in the next few days by showing them that they matter to you.  It can\'t hurt, and it really doesn\'t have to cost you anything other than a little time and humility.  Serve your people to enable them to perform better.  You\'ll be glad you did.', 'What Your Team Must Know', '', 'publish', 'open', 'open', '', 'team-must-know', '', '', '2009-06-01 07:10:35', '2009-06-01 12:10:35', '', 0, 'http://leadchangegroup.com/?p=441', 0, 'post', '', 4),
(449, 243, '2009-06-18 06:00:10', '2009-06-18 11:00:10', 'Regardless of the size of your team or business, you need to know how well you\'re doing.  Everyone wants to be able to have confidence their contribution matters.  In <a title=\"Three Signs of a Miserable Job on Amazon\" href=\"http://www.amazon.com/gp/product/0787995312?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787995312\" target=\"_blank\"><em>Three Signs Of A Miserable Job</em></a>, Patrick Lencioni explained that immeasurability is the first sign of misery.  Employees need to be able to measure their performance themselves and see objective results regarding how they make a difference.\n\nHe went on to discuss some constraints on the measurements.  First the employee needs the measured behavior to be almost-totally within their control.<!--more--> One example used in the book related to on-time delivery of telephone orders.  He concluded this wasn\'t a good measure for the delivery driver because there were too many other people that could affect the measure, and because they didn\'t want to potentially incent the driver to break the law or drive recklessly.  So for each member of your team, can you boil their job down to a very few actions that are within their control so they can measure their performance?  For a software developer, it may be counting and minimizing the number of errors in code delivered to QA.  For a customer service person, it may be the number of people who claim they\'re satisfied when the call is completed, or the number of issues solved without being forwarded. In the book, the author even used the example of measuring the number of times customers to the drive up window smiled.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/06/Three-signs.jpg\"><img class=\"alignleft size-full wp-image-4200\" title=\"Three signs\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/Three-signs.jpg\" alt=\"\" width=\"140\" height=\"216\" /></a>Another measurement constraint is that your team member needs to be able to do the measuring if at all possible.  They get immediate feedback, and they take an active interest in the process.  Providing the measurement information becomes part of their job and contributes directly to reducing the misery of an immeasurable job.\n\nIf you\'re like other managers, you may rush to one of many possible erroneous reactions to Lencioni\'s assertion.  First you may think your team\'s success is too soft or difficult to measure.  While the status quo of performance appraisals and annual team goals may work, people actually tend to perform better when they can measure their own performance.  It is very rewarding to know for certain at the end of a period of time that you\'ve accomplished your goals.  Objective feedback is a great motivator and a great tool for encouraging self management.  To truly enable your people to succeed and grow, if you give them an opportunity to measure their own performance, you help them elevate their contribution to the company and delegate that management task partially to your teammates.\n\nAnother error may be that you think the overall goal, project completion or revenue targets, are measurement enough.  In some cases, with the proper goal and motivation, that may be the case.  But even in professional sports, individuals are rewarded on their own accomplishments in addition to the accomplishments of the team.\n\nBe a hero.  Help your team self-manage and self-develop by providing objective measurements.  Your team will achieve more, faster when given the proper tools and opportunities.  Really!\n\n<span style=\"font-size: xx-small;\">Post photo © annnna on Flickr.com</span>', 'Objective Measurability', '', 'publish', 'open', 'open', '', 'objective-measurability', '', '', '2009-06-18 06:00:10', '2009-06-18 11:00:10', '', 0, 'http://leadchangegroup.com/?p=449', 0, 'post', '', 0);
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(455, 243, '2009-05-26 07:02:14', '2009-05-26 12:02:14', 'So you\'ve just graduated from college.  Congratulations.  Even though it was a long time ago, I\'ll never forget how I felt.  I was so apprehensive about joining the workforce, never having worked in an office with professionals before.  Maybe you have and maybe you haven\'t but it\'s different than anything else you\'ve ever experienced.  Before now, you were an intern or a student-on-loan (or the boss\'s kid).  Regardless, it\'s different now.\n\nThe economic grief that began in earnest last fall makes things different too.  Every company needs every employee to produce more for the same or less money.  Many things are contracting.  Just because you landed a job doesn\'t mean you have it made.  You need to fill your position. If you fail, there are many other people ready to fill your spot.\n\nBegin now to demonstrate self-leadership and take control of your career.  Every business needs workers who can exercise leadership principles.  Leading yourself first is a prerequisite to future leadership roles.  You can begin right now by learning six things the rest of us would like you to know.  <!--more-->The sooner you learn these things and realize they\'re not bad, the sooner your career will truly take off.  Most grads take 6 months to 4 years (or longer) to learn some of these pointers.  You will gain time and traction in your career the sooner you take these hints.\n<h3>1. You Don\'t Know As Much As You Think</h3>\nWhether you graduated summa cum laude from MIT or you completed a one-year training program from a technical school, there are some things you just don\'t know.  The first and biggest obstacle to solving any problem is understanding it. You\'ll save yourself and your coworkers a lot of agony if you start from the assumption that you don\'t already have the answers and work forward.  (My apologies to everyone I worked with for the first 5 years after I graduated!)\n<h3>2. Make Your Boss Successful</h3>\nYour job description is the means. Making your boss successful is the end goal. True, your company was not created for this purpose, but it is organized so that the people at the top are the ones tasked with the company\'s main goals and objectives.  Ideally your boss will align his or her own success with the company\'s goals so this works out well for all.  However, don\'t forget, the world is less than ideal.  When in doubt, you need to make your boss successful and let the rest of the details work themselves out.  Of course don\'t break any laws and if your boss is a real jerk, you still have to make them somewhat successful since they\'re a gatekeeper to your next job.  The sooner you understand this principle, the better off you\'ll be.  (Bad bosses require additional thoughts that we\'ll document in another post.)\n<h3>3. Keep Learning - True Leaders Never Stop Learning</h3>\nMany colleges would have you believe that now that you\'re a graduate, you know what you need to in order to succeed in business.  They\'re right. But the knowledge you need is knowing how to learn. They didn\'t give you a fish, they showed you how to use a rod and reel.  College can\'t really teach you great detail about business.  Just the nature of publishing textbooks makes most of the information you learned at least two - five years old when you learned it.  The world moves faster than that.  Some say that 20% of everything you know becomes obsolete every year.  Unless you got a PhD in some extreme science or learned some new programming language that no one else knows, you weren\'t hired for your knowledge. You were hired for your effort and your promise.  Blow your employer\'s mind by learning their business, asking as many questions as possible and doing what you\'re told for a while - a long while.  Eventually, you\'ll start to get an idea when it\'s time to take the lead.\n\n&nbsp;\n<h3>4. Your Job Definition Is \"Add Value\"</h3>\nPlease don\'t become the sheriff of your job definition.  If anyone with more seniority than you asks you to do something, do it cheerfully.  If necessary, ask your boss if you can do it.  Be seen as a volunteer if at all possible.  I\'ve been through several layoffs and many times, the people with the most well defined jobs are the ones to go.  The people who can do many different things and who are appreciated by the most people tend to find a way to stick around.  Become valuable by producing value for others within your company, as long as your supervisor goes along and you honor your commitments. (It\'s always bad to look good at your supervisor\'s expense, but that\'s for another article.)  Become a leader by being willing to serve your team.  You may hit a snag in the short run, but you\'ll never regret doing your best. Good supervisors and good companies appreciate people that can create value.\n<h3>5. Make Your Team Successful</h3>\nWhat do your teammates need in order to succeed?  They need you to make your targets, honor your commitments and keep your excuses to yourself.  Invest extra time rather than fail to hit a target.  If you make a mistake, make it right.  Apologies and excuses mean much less than making the effort to make something right.  Be someone everyone can trust.  If, after a while you feel like you\'re the only trustworthy one, go somewhere else.  Don\'t whine about it or gossip about it.  Make sure they\'re sad when you split.  Information and opinions live way too long and the Internet makes the world way to small.  Don\'t let a loser company give you bad marks on your first job.  Be the best person there or the best one that ever left.\n\n&nbsp;\n<h3>6. Absorb Responsibility and Chaos</h3>\nCrap happens.  If you can clean crap, regardless of it\'s source, you\'re more valuable.  Chaos happens. Avoiding chaos typically doesn\'t make it go away.  It just falls to someone else to absorb it.  If at all possible, be the solution and add value.  There is however, a fine balance between doing someone else\'s job and rolling up your sleeves and pitching in.  That difference (at least initially) is being asked or asking.  While you\'re learning the business, listen for people who need help.  People will ask you to pitch in with things.  (Some will even try to offload their whole job to you.)  Check with your boss, make sure you understand your priorities, and pitch in when you\'re able.  Your boss will help you know when something a peer asked you to do is unnecessary.  And by all means, hit your targets.\n\nOther than that, Congratulations!  You\'re a graduate.  We need you, our world needs you, but we need you to develop your leadership skills and reach your potential.  You\'ll do fine, but if you can start out on the proper path, you will make things easier on yourself and your coworkers for the long run.', 'Advice To New Graduates', '', 'publish', 'open', 'open', '', 'advice-graduates', '', '', '2009-05-26 07:02:14', '2009-05-26 12:02:14', '', 0, 'http://leadchangegroup.com/?p=455', 0, 'post', '', 0),
(472, 243, '2009-06-08 07:30:35', '2009-06-08 12:30:35', 'It seemed as I was graduating from college in the early 1980\'s, prevailing business thought revolved around a passion for the customer. Business writing seemed to be dominated by the power of the customer at least from a marketing perspective. Customers selected the style of car and the flavor of food. Customers were front-and-center of marketing thought and business motivation.\n\nBeginning in the mid 1980\'s, coinciding with a general acceleration in technology, the focus started to change. Technology brought about the idea that businesses created value with their hope and that was reflected in the stock value. Shares of stock and shareholders became the central focus of business motivation. Every business wanted to create value for their shareholders. In the interest of shareholder value we experienced the travesty of Enron and WorldCom and we\'re seeing the current stock market bust. Many have prospered from the stock market run-up that ended in October of 2008. Fortunes were made, until recently.<!--more-->\n\nIn both cases, the groups of people businesses seemed to focus on caused the very problems the businesses experienced. Your customers can run your business in the ground. Customers are fickle and their preferences change quickly. Unfortunately, stockholders are more skittish. The market gives and the market takes away. It seemed in late summer of 2008 that the Dow Jones averages would move 2-3% in a \"normal\" business day. One news item could create a 5% swing in the value of the market. Companies met expectations and their price dropped. Fortunes were made and lost in the perception of a single report from the government related to jobs or consumption estimates.\n\nNow that we\'re all reeling from the roller coaster of the last 20-30 years, can a business succeed? Can it even hope to thrive? Can business focus on a group or goal in order to operate above the drama of customer whim or the fear and panic of stockholder opinion?\n\n&nbsp;\n\nThere\'s an old analogy about breakfast that may give us the answer. In a traditional bacon and eggs breakfast, the chicken and the pig each contribute, but only the pig gives his all. In business, customers and shareholders are chickens (no pun intended). Since they choose to participate, their contribution is conditional. Employees are represented by the pig. They contribute their life to a business much like the pig donates his life to a breakfast. Employee contribution to a business is greater than shareholder or customer contribution because of the relative cost to the contributor.\n<blockquote>So, what if business operated to reward the people making the greatest contribution? What if businesses operated for the benefit of their employees?</blockquote>\nWhen a company can put their people first, in the truest sense of the word \"first,\" they create a natural motivation for  rational performance and measured improvement over the long haul.  That rational ongoing continuous improvement in-turn creates a compelling competitive advantage. No <em>employee-first</em> company would price themselves out of business. Nor would they chase the stock market or make irrational sacrifices to hit quarterly targets. Employee-first companies will excel at the important things necessary to improve all employee\'s quality of life for the long run. Operating in their own self interest, they will charge a fair price and provide excellent service because fairness provides greatest likelihood of securing the future of the jobs they have. They would continuously improve and cautiously hire because those practices provide the best chance for long-term employment. They would train people and take care of the environment since those things also impact their own quality of life. They would even go so far as to make sure that their associates truly improved as a result of the organization\'s success. They might even create a Dream Manager position to help their people accomplish their personal dreams. But that\'s a topic for another post.\n\nWouldn\'t you love to own or work for a company whose people are the true priority?\n\n&nbsp;', 'Who Do You Love?', '', 'publish', 'open', 'open', '', 'love', '', '', '2009-06-08 07:30:35', '2009-06-08 12:30:35', '', 0, 'http://leadchangegroup.com/?p=472', 0, 'post', '', 16),
(477, 243, '2009-06-04 07:43:16', '2009-06-04 12:43:16', '<a href=\"http://www.amazon.com/gp/product/0385522614?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0385522614\"><img class=\"alignleft size-full wp-image-481\" style=\"margin-right: 10px;\" title=\"Greater Than Yourself by Steve Farber\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/gty.jpg\" alt=\"Greater Than Yourself by Steve Farber\" width=\"168\" height=\"254\" /></a>We naturally seem to serve ourselves.  We eat and sleep and do whatever we do for mostly selfish reasons.  At least I do.  I don\'t like to admit it, but I\'m eating what I want for lunch as I type this.  I didn\'t choose what I\'m doing because it served someone else.  I choose based on my own desire; for my own benefit.\n\nBut I know there\'s more to life than just my instance of it.  When I\'m honest with myself, I know I\'m not the center of the universe.  Stated that way, you probably do too.  We know our time on this planet is not all there is.\n\nEnter Steve Farber, author of <a title=\"Greater Than Yourself\" href=\"http://www.amazon.com/gp/product/0385522614?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0385522614\" target=\"_blank\">Greater Than Yourself: The Ultimate Lesson of True Leadership</a>.  Steve\'s idea isn\'t original, but there sure <!--more-->aren\'t many posing the same thought in the present age.   Steve takes a fresh approach to service and applies it to leadership.  However he exceeds his contemporaries by extending the idea to the point of sacrifice.  One must purposely sacrifice to make another person greater than himself.  That point of sacrifice makes the difference.\n\nThe author presents the idea in a fable format, which seems to be common at least among the books I\'ve been reading.  The fable is entertaining and you can never quite tell if the story is fully true because of the real-life facts intertwined in the story, much the same way Andy Andrews did in his book <a title=\"Elevate Review: The Noticer by Andy Andrews\" href=\"http://mikehenrysr.blogspot.com/2009/04/noticer-by-andy-andrews.html\" target=\"_blank\">The Noticer</a>.  The fable is engaging and the characters are believable which makes it even harder to tell where to distinguish between fact and fable.\n\nFor me, the idea behind the book is the most attractive, compelling and exciting part of the book.  Can you actually join the author (and me) in the belief that you can succeed by actually putting others ahead of yourself; even if that means taking a back seat in your own chosen profession or career?  Can you?\n\nThere are a few other conditions to actually beginning a GTY project with someone else.  You must tell them, they must agree to it, and they must also agree to <em>pay it forward</em> by agreeing to keep the idea going in the life of someone else.\n\nI was energized by the idea and I am excited to be looking for ways to implement it.  The book is a great read and well worth the investment, but with one caution.  The caution is one reason I know the ideas in the book are right.  Once you read the book, you have to act.  You must disagree with Steve or begin the GTY journey.  Anything else is guilt-inducing.   But when you think about it, all truth forces you to decide.  True leadership is deciding to act in accordance with the truth. Or, in this case true leadership is deciding to make at least one other person <em>greater than yourself</em>.  You won\'t regret the book or the effort.', 'True Leadership: Greater Than Yourself', '', 'publish', 'open', 'open', '', 'true-leadership-greater-than-yourself', '', '', '2009-06-04 07:43:16', '2009-06-04 12:43:16', '', 0, 'http://leadchangegroup.com/?p=477', 0, 'post', '', 0),
(494, 243, '2009-06-11 07:27:47', '2009-06-11 12:27:47', 'Book Review: <a title=\"A Whole New Mind at Amazon.com\" href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\" target=\"_blank\">A Whole New Mind: Why Right-Brainers Will Rule The Future by Daniel H. Pink</a>\n\n<a href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\"><img class=\"alignleft size-full wp-image-495\" style=\"margin-right: 10px;\" title=\"a-whole-new-mind\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/a-whole-new-mind.jpg\" alt=\"a-whole-new-mind\" width=\"140\" height=\"211\" /></a>Every now and then I read a book that stretches my mind.  I\'m not such a free-thinker to do it often, but a friend offered me a copy of <a title=\"A Whole New Mind at Amazon.com\" href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\" target=\"_blank\">A Whole New Mind: Why Right-Brainers Will Rule The Future by Daniel H. Pink</a> and I could feel the stretch starting.  I\'d have to say I\'m a bipolar brain.  I love people, relationships, networking and music (even though I\'m famous for my inability to accurately reproduce it).  But I\'m also impatient, interested in facts, have a passion for numbers.  My alarm has sounded.  Daniel Pink\'s book is a well-researched, meaningful wakeup call for the West and the left brainers in the world.\n\nHe builds his case using statistics and studies that document change that has been happening in the last decade.  He talks about how traditional left-brain functions are <!--more-->reducing in significance and importance with each passing study.  In an early chapter titled Abundance, Asia and Automation, Pink reasons that driving forces behind the switch are:\n<ol>\n	<li>The abundance of information and the ease of access</li>\n	<li>The disparity in labor costs between the west and Asia and how that difference is compounded by drastic increases in the ease of communication.</li>\n	<li>The exponential increases in tasks that are being computerized and automated.</li>\n</ol>\nHe summarizes the penchant of the right side of the brain as \"high-concept and high-touch.\"  Right brain activities are the very things that have been de-valued in business and society over the past 100 years as \"touchy-feely.\"  He stated well that the key questions for the next generation are:\n<ol>\n	<li>Can someone overseas do it cheaper?</li>\n	<li>Can a computer do it faster?</li>\n	<li>Is what I\'m offering in demand in an age of abundance?</li>\n</ol>\n\"If your answer to question 1 or 2 is yes, or if your answer to question 3 is no, you\'re in deep trouble.\"\n\nOr you can avoid the trouble.  Because you can read the remainder of the book and learn that there are six senses that you can develop that will help you make the transition.  The senses are:\n<ul>\n	<li>Design</li>\n	<li>Story</li>\n	<li>Symphony</li>\n	<li>Empathy</li>\n	<li>Play</li>\n	<li>Meaning</li>\n</ul>\nThe author contends for the need to develop these \"senses\" and he goes on to explain the reasoning behind the need.  Much of what is written is understandable and reasonable.  At least to me, the arguments and the explanations make great sense.  Each chapter on the six senses ends with a portfolio of ideas and resources to help you strengthen your skills in that particular area.  The author has done a wonderful job of making a defense for the six senses, but also for helping you grow your that skill and strengthen your right brain.\n\nAs a student of leadership, I enjoyed the book.  You see, you can try to fight things like outsourcing and automation or you can begin to prepare for it.  I don\'t want to sound heartless, but the best thing for people sometimes is to accept responsibility for their situation, decide on a best path through the transition and embrace the challenge.  Join the revolution!', 'In Your Right Mind', '', 'publish', 'open', 'open', '', 'mind', '', '', '2009-06-11 07:27:47', '2009-06-11 12:27:47', '', 0, 'http://leadchangegroup.com/?p=494', 0, 'post', '', 0),
(499, 243, '2009-06-15 06:00:30', '2009-06-15 11:00:30', 'A quote from the introduction to the <a title=\"Leadership Challenge at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787984914?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787984914\" target=\"_blank\">4th edition of <em>Leadership Challenge</em> by Kouzes and Posner</a> caught my attention.  \"In the end, we realize that leadership development is self-development.\"  That thought stuck in my mind.  It explains much of my passion for the topic of leadership.\n\nHave you ever noticed the energy you get from helping someone accomplish something they\'ve set their mind on?  <!--more-->One of my core values in hiring, or association, or partnership; one of the core reasons why I engage with certain people depends on my perception of their ability to self-motivate.  No boss wants to have to fire their workers up every day.  Team members that would rather be somewhere else should get somewhere else.  People who do not look forward to anything or who cannot get excited about something end up being a drain, at least to me and many of the leaders I know.\n\nHow\'s your self-development?  Are you doing what you can to grow yourself?  Have you let your circumstances dictate your energy level or are you setting the stage, creating your future?  Are you a victim or a creator?  Are you helpless or are you an owner? Are you a thermostat or a thermometer?\n\nOur world needs us to embrace our circumstances and make the best of them.  Our job is to bring an attitude of creation to every environment, every circumstance.  We develop as leaders as we exercise our ability to influence our circumstances.  And, just like physical exercise, exercising positive influence is something we all get better at as we work at it.  As some encouraging friends on Twitter like to say, \"make it a great day\".  Work out your leadership skills today and create your future!\n\n&nbsp;', 'Leadership Workout', '', 'publish', 'open', 'open', '', 'leadership-workout', '', '', '2009-06-15 06:00:30', '2009-06-15 11:00:30', '', 0, 'http://leadchangegroup.com/?p=499', 0, 'post', '', 12),
(580, 243, '2009-06-22 06:00:51', '2009-06-22 11:00:51', 'A follower on Twitter recently asked me to clarify my bio. Since my bio says I\'m interested in \"applying Christian principles in business,\" he wanted to know <em>what</em> biblical principles I applied in business. In effect, he was asking what I value. I couldn\'t get it in 140 characters. In fact, I\'m still working on it.\n\nCan you articulate what\'s important to you? What do you value? What do you appreciate?\n\nIn the <a title=\"Leadership Challenge 4th Edition at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787984922?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787984922\" target=\"_blank\">Leadership Challenge by James M. Kouzes and Barry Z. Posner</a>, the authors state that \"to stand up for your beliefs, you have to know what you stand for.\" The things you stand for are your values. The more clear your values, <!--more-->the easier it will be for people to associate with you, or follow you.\n\nSome values are close to you personally. I used to be in the transportation industry. Serving as the General Manager of a branch office of an over-the-road trucking company, I learned to appreciate truck drivers and what they had to endure to earn a living. Since they\'re paid by the mile, any time they\'re not moving, they\'re not being paid. Therefore everything that happens costs them money. That includes traffic problems, weather problems, communication problems and a host of other issues. The very people who labor to provide the vast majority of goods we buy every day do a very hard job in a nation that doesn\'t appreciate them. Much like teachers, it seems like those on whom we depend the most, we reward the least. As a result, I grew to appreciate and value people who commit their life to the success of a company. People who do a good job no matter what are important to me.  I like helping people who line their life up in support of a company. Some companies aren\'t worth it. However, I value people who do a good job no matter what. I don\'t know teachers as well as truck drivers, but I\'m sure they are much the same. Professional over-the-road truck drivers are the backbone of our economy.\n\nLater Kouzes and Pozner also state that you have to know what grabs you. In <a title=\"Holy Discontent by Bill Hybels at Amazon.com\" href=\"http://www.amazon.com/gp/product/0310272289?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0310272289\" target=\"_blank\">Holy Discontent, Bill Hybels</a> called that your Popeye moment. You may be too young to remember Popeye. Popeye the sailor man, was a cartoon character with a bully for an acquaintance and a slender vixen for a girlfriend.  Eventually in every episode, Popeye would get to the point where he couldn\'t take the abuse by Brutus the bully any longer.  He would exclaim, \"That\'s all I can stands and I can\'t stands no more!\" Then he would down a can of spinach and clean house. Hybels stated that leaders see something, realize they can\'t stand it any more and they do something. For me, that\'s making a positive difference. I can try to make a positive difference every day.  I don\'t have to fix everyone, just me.  We all get tempted to be swept away by our own desires and greed. But I choose to resist the pull of selfishness (however poorly).  Back in the mid 1980\'s I was a member of the Jaycees.  The last line of their creed reads: \"Service to humanity <strong><em>is</em></strong> the best work of life.\" We always said it with emphasis on the word \"<em><strong>is</strong></em>.\" I quoted Fred Smith Sr. the other day on Twitter. He said that service was the rent he paid for the space he took on this earth. And Zig Ziglar has a famous quote as well that states that you can have anything you want if you\'re willing to help enough people get what they want. In the Bible, Jesus said if we give a child a cup of cold water in His name, we will be rewarded. Jesus values service to others so I choose to value service to others.\n<blockquote>I value helping people improve their life through their job.</blockquote>\nI\'m sure I have other values and I will continue to work on defining and refining them.  Once you\'ve defined your values and can articulate them, people that share the same values will draw near to you and possibly join your team. And, because you value the same things they do, you\'ll support them, rather than directing or micro-managing them. Shared values become the glue of teams. Goals alone won\'t do. Values keep the team together, focused and helping one another become better versions of themselves.\n\nSo, what grabs you?  What are your values? I really would like to know. Care to leave a comment and share them?\n\n&nbsp;', 'What Grabs You?', '', 'publish', 'open', 'open', '', 'what-grabs-you', '', '', '2009-06-22 06:00:51', '2009-06-22 11:00:51', '', 0, 'http://leadchangegroup.com/?p=580', 0, 'post', '', 24),
(652, 243, '2009-06-25 06:00:55', '2009-06-25 11:00:55', 'I read a very perceptive post on Harvard Business Review\'s blog by Tammy Erickson called <a title=\"Harvard Business Post\" href=\"http://blogs.harvardbusiness.org/erickson/2009/06/the_slippery_slope_of_this_rec.html#comments\" target=\"_blank\">How the Recession Is Changing Talent Management</a>. You need to read the article because she presents a compelling case for how the actions of businesses contribute to the prevailing attitude of free-agency in managerial and professional workers.\n\nShe claims that reducing hours or exercising furloughs for knowledge workers further disengages those same workers. What does a manager do when asked to work 32 hours a week for 80% of their regular pay? The managers and knowledge workers generally work to get a unit of work done. Can you only lead your team 80%? If this professional associate was working 45-60 hours to get the job done, do they cut their effort 20% to match their pay cut, or do they cut to 32 hours? Why would any employer want to incent a managerial worker to do something less than a complete job?<!--more-->\n\nShe mentioned that the problem went back to the 1981 recession, but I think it goes back further. This is a problem of engagement and sustainability.  We haven\'t done a very good job of creating a sustainable culture in industry.  Relationships between people and profits have always been tenuous since the industrial revolution began.  Over the last 60 years, we have witnessed many task-oriented jobs becoming commodities. In the book, <a title=\"A Whole New Mind at Amazon\" href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\" target=\"_blank\">A Whole New Mind</a>, which I review here, Daniel H. Pink points out that if it can be done overseas or by a machine, you can expect that to eventually happen. If the position can be cut into chunks and priced by the hour, then you can expect it will soon be done by workers in a country with different economics or by a computer somewhere at little or no variable cost. He suggests that the highest valued jobs in the future will be jobs that require the right-side of the brain; the artistic, creative, relational side. These are the most difficult skills to put in a time and money box.  How many hours does it take to create a painting? How long must one work at building a client relationship?\n\nThe engagement slide began early in the industrial age. Compensating someone fairly for contributing their life to the well-being of a company is very complex. First there were unions and pensions; then contractors and 401k\'s and options. Furloughing knowledge workers further disengages knowledge workers, accelerating the devaluation of several types of jobs, companies or even entire industries.\n\nCan a business actually exercise the courage to choose? Does anyone know of any businesses that have chosen not to trade people for profit? Would it kill the company to lose a little more money for a short period of time in exchange for demonstrating that their people matter more than this quarter\'s numbers? How would the associates react if their company decided to lose money this quarter but keep everyone? Those very people who stayed might come up with the solution to the short-term financial difficulty without furloughs or devaluing the very people necessary for survival.\n\nWhat do you think? Can a business actually have the guts to put its people before one quarter\'s numbers? Should they? I\'m sure some readers would think that a business should never lose a cent.  Commitment must always be demonstrated before received.  Organizations making that kind of commitment will receive it in return.  If you know of any, mention them in the comments so we can give them some kudos.\n\n&nbsp;', 'Furloughs or Commitment', '', 'publish', 'open', 'open', '', 'furloughs-commitment', '', '', '2009-06-25 06:00:55', '2009-06-25 11:00:55', '', 0, 'http://leadchangegroup.com/?p=652', 0, 'post', '', 16),
(705, 243, '2009-08-04 09:00:27', '2009-08-04 14:00:27', 'The more I study leadership, the more a simple truth seems to invade mind: your leadership will improve based on your ability to constructively reflect on your experiences.  The quality of your reflection directly affects the quality of your leadership.\n\nThere are people who seem to naturally lead well. They easily attract followers and motivate great groups of people to achieve marvelous objectives. <!--more-->Some suggest leaders are\"born\" and can therefore avoid reflection. Go-it-alone leaders treat the act of reflecting on their experiences as a waste of time. There are very few scenes of John Wayne sitting around thinking deeply about a shootout or of Al Pacino going back to someone and apologizing. Many leaders of the take-charge generation avoid carefully considering their experiences through the filter of time and wisdom.\n\nThe leaders you\'ve enjoyed working with the most had a depth of experience and an empathic understanding of their followers. They weren\'t afraid to reflect critically at the recent past and learn from it. Empathic leaders earn more than submission, they earn respect. Respected leaders are reflective leaders.\n\nReflecting provides access to one of the great methods of learning.  The best lessons are typically learned in reverse, with the test coming before the lesson. Reflecting on the past is the only way to take advantage of test-first learning. Depth of experience comes from accurately processing test-first lessons.\n<h2>So why do we fail to reflect?</h2>\n<h2>Urgent vs. Important</h2>\nMany times leaders simply join the next pursuit. We\'re rewarded for taking the next hill and finishing the next project. We want to be good leaders, but that means staying out front, or so we think. If we stop for any reason, everything else will. We\'re too important to stop. We don\'t even remember the last time we took a vacation.\n\nFor many, a material or physical setback must slow them down long enough to reflect. Unemployment might slow you down. So will a serious illness. A friend recently experienced a back injury, another neck surgery. Incapacitation frees our minds for reflection. However, even if slowed by circumstances, we still must choose to reflect. Many unemployed people busy themselves with the job search or solitaire or web surfing, romance novels, or TV. Some people enduring a forced slow period busy themselves with just about anything they can to avoid quiet time, reflection, thought. Our world is addicted to amusement. To muse means to think deeply. Amusement means the absence of thought. Think about it. Some amusement is good, however for many, we amuse ourselves to the detriment of our ability to lead effectively.\n\nA variation of this reason is negligence. Some experiences seem negligible in the grand scheme of things. It\'s easy to make unimportant things small. But many times the best lessons are learned in small events.\n<h2>Avoid Pain or Guilt</h2>\nSometimes we avoid reflection because we didn\'t like the past. Everyone has been hurt. And most of us, if we\'re honest think our hurts excuse our behavior and believe our hurts are worse than anyone nearby. (Sure, we know about people in other parts of the world, but in our sphere of friends we\'ve been subjected to more, right?) We have all been hurt, and the pain can keep us from reflecting on the experiences.  If we did the hurting, maybe we feel guilt.  Guilt will also keep us from reflecting\n<h2>We\'re Afraid to be Wrong</h2>\n\"You know, I might have done something differently, but I don\'t want to think about it. It\'s over now.\" Have you ever heard someone say something like that? Have you ever heard yourself say that? Facing our mistakes and learning from them takes courage. That\'s why it takes courage to lead. Leadership is self-taught and few learn well without some failures.\n\nWhat are some other reasons why you avoid reflection? Did this cover it? Have you had an experience where you regret not having reflected on an experience? Are there any experiences you\'d care to reflect on as a result of this post. Let us know.\n\n&nbsp;', 'Overcome the 3 Reasons Leaders Fail To Reflect On The Past', '', 'publish', 'open', 'open', '', 'overcome-3-reasons-leaders-fail-reflect', '', '', '2009-08-04 09:00:27', '2009-08-04 14:00:27', '', 0, 'http://leadchangegroup.com/?p=705', 0, 'post', '', 40),
(717, 243, '2009-07-13 17:37:53', '2009-07-13 22:37:53', 'Do you know the strengths of your teammates? By strengths, I mean the activities that your teammates are energized by and that they are good at. In the book <a title=\"Strengths Finder 2.0 at Amazon\" href=\"http://www.amazon.com/gp/product/159562015X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159562015X\" target=\"_blank\">Strengths Finder 2.0 by Tom Rath</a>, he defined a strength as:\n<p style=\"text-align: center;\">Talent X Investment = Strength</p>\nTalent is defined as \"a natural way of thinking, feeling or behaving.\" Investment is defined as \"time spent practicing, developing your skills and building your knowledge base.\" And a Strength is defined as \"the ability to consistently provide nearly perfect performance.\"\n\nDo you know what areas each of your team members consistently provide nearly perfect performance? <!--more-->Most people are most engaged in their areas of greatest strength. In the book, the authors quoted from Gallup studies about employee engagement. One study considered three different manager behaviors and the chances that those behaviors would motivate the team member to be actively disengaged from their job (not fully focused and energized by their activity).\n<table border=\"1\">\n<tbody>\n<tr>\n<th>If your manager primarily:</th>\n<th>The chances of your being actively disengaged are</th>\n</tr>\n<tr>\n<td align=\"center\">Ignores You</td>\n<td align=\"center\">40%</td>\n</tr>\n<tr>\n<td align=\"center\">Focuses on your weaknesses</td>\n<td align=\"center\">22%</td>\n</tr>\n<tr>\n<td align=\"center\">Focuses on your strengths</td>\n<td align=\"center\">1%</td>\n</tr>\n</tbody>\n</table>\nYour teammates and employees are most focused and engaged in their areas of greatest strength. And as their leader, your behavior makes a significant impact.\n\n<a href=\"http://www.amazon.com/gp/product/159562015X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159562015X\"><img class=\"alignright size-thumbnail wp-image-719\" title=\"Strengths Finder\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/07/Strengths-Finder-113x150.jpg\" alt=\"Strengths Finder\" width=\"113\" height=\"150\" /></a>One item you can do to minimize the affect of employee disengagement is know and try to align your teammates\' responsibilities around their strengths. One easy to implement plan for addressing this is to use Strengths Finder 2.0 for yourself and your team. (Larger companies may already have some other tools. For whatever you use, apply it across your entire team.) Strengths Finder 2.0 costs about $15 and takes about 15 minutes to read. In the book is a key that you use to take an online exam which takes about 30 minutes to complete. The output consists of two reports, one brief and one more detailed. The brief form talks about the individual\'s five primary strengths (or themes as the author sometimes calls them) out of a total of 34 possible choices. The detailed report also adds suggestions for how to work with people of other strengths. The individual strengths are explained in detail in the book as well along with some suggestions for working with someone who has that strength. The suggestions are helpful because it helps each team member understand their teammates better and how to better relate to your teammates\' strengths.\n\nSo for a quick overview on a low budget, get some copies of the book, take the assessment and share the results with your team. In no time you will have a common language and everyone on your team will be a bit more engaged simply because you know and are trying to help engage them at their areas of greatest strength. This is an inexpensive, quick, effective way to create a common strengths-based language and understanding for you and your team.\n\nI should point out that there are many more expensive and more extensive tools, if you have the time and budget. Also, the entire discussion on strengths is much less complex than a discussion on values or motivations. We\'re going to talk about a tool I can recommend in the area of values in my next post.\n\nFor strengths evaluations, have you used this tool or some others? What did you think? What other tools do you use or recommend?\n\n&nbsp;', 'Leaders Know Their Team&#039;s Strengths', '', 'publish', 'open', 'open', '', 'leaders-know-their-teams-strengths', '', '', '2009-07-13 17:37:53', '2009-07-13 22:37:53', '', 0, 'http://leadchangegroup.com/?p=717', 0, 'post', '', 24),
(746, 243, '2009-07-21 16:00:19', '2009-07-21 21:00:19', 'A month or so ago, I posted an article called \"<a title=\"Lead Change Blog - What Grabs You?\" href=\"http://leadchangegroup.com/what-grabs-you/\" target=\"_self\">What Grabs You</a>?\" I talked about leading from what\'s most important to you.  Your values determine the direction of your leadership. People are less likely to follow someone who doesn\'t know what he stands for.\n\nValues, or those things we treasure, those things important to us, explain the reasoning for our behavior. Leaders who lead in a manner consistent with shared values are trusted leaders.  We\'re attracted to leaders with focus as long as we share the same values.\n\nIndividually, we can each lack focus to the degree our values are unclear. Let me explain. I would like to weigh less. I also like ice cream. A healthy body and emotional fulfillment from ice cream are related but somewhat opposed to one another. Self discipline has been defined as<!--more--> knowing what you want. If I want to weigh less more than I want to eat ice cream, I reach my objective. But if my desire to weigh less is overridden by my desire for ice cream, well you get the picture.\n\nSo, as a leader and a coach, I\'ve been working on identifying and clarifying my values. This effort goes back several years, but is growing in importance as I\'ve launched into business. I\'ve taken many different personality profiles, strengths assessments, and design tools. The best presented a different perspectives and insight, the worst put me in one or more boxes and categorized me.\n\nMy initial value as stated in What Grabs You is that I value helping people improve their life through their job.  That\'s still good, but it needs more detail. One of my focus exercises is to work on classifying my leadership with six words, as described by <a title=\"John Baldoni on Harvard Business Blog\" href=\"http://blogs.harvardbusiness.org/baldoni/2009/07/how_to_sum_up_your_leadership.html\" target=\"_blank\">John Baldoni here</a>.   The second focus exercise came out of a call I had with a leadership friend I met through Twitter and Linkedin, Susan Mazza of Clarus Consulting. (Susan\'s Twitter ID is <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/susanmazza\" target=\"_blank\">@SusanMazza</a> and her blog is <a title=\"www.randomactsofleadership.com\" href=\"http://randomactsofleadership.com\" target=\"_blank\">Random Acts Of Leadership</a>.) Susan is very perceptive and has many years experience consulting corporations and individuals in leadership development. As this topic came up, she suggested I try a tool that she\'s certified to administer called the NetTPS values tool (<a title=\"www.nettps.com\" href=\"http://www.nettps.com/\" target=\"_blank\">www.nettps.com</a>) developed by PNA Incorporated. This prooved to be just what the doctor ordered.\n\nThe assessment reported on five key areas:\n\n1. A Sense of Direction: Your Personal Goals\n2. Your Habitual Ways of Reaching Your Goals\n3. Motivational Imperatives\n4. Sources of Satisfaction\n5. Fit with Organizational or Team Cultures\n\nI don\'t even recall how long it took me to take the survey, maybe 20 minutes. We scheduled a meeting a few days later to discuss the results. I was initially impressed and surprised by the report. The report is 5 graphs with descriptive legends but very little computer generated text or explanations. Susan walked me through the first section, Sense of Direction, which compared 10 values: Acceptance/Inclusion, Stimulation, Self-worth, Power/Authority, Safety, Order/Meaning, Independence, Security/Well-being, Personal Growth and Conquest. The chart showed my lowest, typical and highest responses in each of these 10 values areas. Susan explained how the graphs provided a relative comparison of the values and their importance to me; so Personal Growth was being compared to Security/Well-being and the other 8 categories.\n\nThe first two graphs depict how my values and motivations compare to one another. Those two graphs also show how flexible some of the values may be. If the range between low and high is broad, I\'m flexible in my needs to fulfill that value. If the range is narrow, I risk applying unhealthy behaviors in either trying to fulfill that value or compensate for inability to do so.\n\nThe third through fifth graphs are radar graphs that show different values and how they relate to one another. This was eye-opening for me because the graphs showed in a very concise manner how my Motivational Imperatives, Sources of Satisfaction and my Fit with Cultures conflict. For example, I value freedom and autonomy but I also value orderliness and structure (a clear conflict). The tension between those two Sources of Satisfaction are clearly reflected on the graph. In a half-page graphl, I understood my motivations and conflicts in a way I never have before. The information was relevant and valuable and presented in a way that didn\'t require hours of study.\n\nBut more than anything else, I was most impacted by the fact that all of the graphs represent a comparison of values and motivations rather than some attempt to classify me. For an individual, values are more meaningful when compared to one another. A value is something I place as more important than other things. Comparing me to people I have no connection with is useless.\n\nThe NetTPS report is quite comprehensive and very informative without hours of commitment. It\'s a wonderful tool for individual insight. And, when considered in a group environment this would provide the additional value of informing, comparing and contrasting each team member\'s values and motivations without a huge time commitment. And Susan provided a detailed perspective into my values and motivations. She delivered the information in a very helpful way. People in the training and development areas may find this a helpful tool in their arsenal. It will help me focus my values and my direction further. Focus is necessary for impact. Tools like this provide necessary input helpful for developing focus. And that\'s a good thing.\n\nCould you stand a little more focus?  Or, since you have it all together, do you have clients or friends that could use more focus?  This is an excellent tool  I intend to involve Susan and this tool with my clients to help them understand their values and lead more consistently.  If you have an interest in that as well, Susan can be reached at <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/SusanMazza\" target=\"_blank\">http://twitter.com/SusanMazza</a> and her website is <a title=\"www.randomactsofleadership.com\" href=\"http://randomactsofleadership.com\" target=\"_blank\">http://randomactsofleadership.com</a>.\n\nAlso, if you have other tools you\'d like to share, please add a comment below.  Like I said, this is still a work in progress.', 'Leadership Focus and Values Appreciation', '', 'publish', 'open', 'open', '', 'leadership-focus-values-appreciation', '', '', '2009-07-21 16:00:19', '2009-07-21 21:00:19', '', 0, 'http://leadchangegroup.com/?p=746', 0, 'post', '', 16);
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(771, 243, '2009-08-18 18:01:47', '2009-08-18 23:01:47', 'As a manager, what\'s the best thing you can do for your organization?  Is your highest goal making money?  Is it the financial largess of your organization, or the praise of your customers?  Have you ever wondered how noble it is to help a very few people make a lot of money?  What is the greatest good of a manager in a for-profit organization?\n\nI\'ve recently read a couple of different articles about how managers must \"balance the drive for performance against the needs of the employees.\" You must admit that the tension between the two seems real.  We can put profits and performance before people or we can put people before profits and performance.  <!--more-->That seems accurate.  Many leaders toil away years of their career unable to \"balance\" these competing interests.  The argument for balancing these competing interests appears, on the surface to be reasonable.\n\nHowever, when you think deeper,  rather than an either-or balancing act, the strongest teams align themselves in a win-win relationship.  The same is true for companies.  Win-win relationships are enjoyable, self-motivating, and sustainable.  How could it ever be in the employees best interests if the leadership strives for their well being at the expense of profit?  Very few employees are \"better off\" when their employer suffers.  If the organization\'s reason for being is its own people, a well-performing company <em>is </em>in their best interests.  When associates benefit <em>in accordance with</em> their contribution, the scales stay in balance.  If associates receive more (or less) than their share of the value created by the organization, sustainability begins to deteriorate. Overcompensate either and eventually the business will fail. For examples of either imbalance, take a look at the history of unions in America.\n\nSo back to the middle manager.  What\'s the middle manager\'s highest purpose?  Understand the intricacies of the relationship between your team and your organization and make sure both parties win.  A true sustainable win-win relationship encourages each side to win more, because winning for one party is not losing for the other.  Look for places in your organization where one side wins at the expense of the other and question, even change, them.  Help your team understand the best way for them to further their career is for the company to be successful.  But also work with your leaders to help them develop the mindset that the best thing a company can do is help every employee have a great life.  Master the art of creating win-win for your organization and your team.  Be creative and persistent.  Your goal is to help your team improve their quality of life, and their value to the organization.  It\'s a great job.\n\nWhat types of win-lose relationships do you find in your organization?  Can you do anything about them?\n<h6></h6>', 'The Call of a Manager', '', 'publish', 'open', 'open', '', 'call-manager', '', '', '2009-08-18 18:01:47', '2009-08-18 23:01:47', '', 0, 'http://leadchangegroup.com/?p=771', 0, 'post', '', 20),
(774, 243, '2009-07-28 08:00:06', '2009-07-28 13:00:06', 'I\'ve read a few articles criticizing Warren Bennis and others for the way they tend to polarize leaders vs. managers or leaders vs. managers <em>and</em> supervisors.  Wally Bock always has an interesting perspective and he posted a much commented Three Star Leadership blog post here.  Wally has rich experience in leadership development, developing new leaders, and building a leadership culture and he provides some interesting critical balance in his post and throughout his blog.\n\nDr. Bennis seems to suggest in his quotes and his books that you either are a leader or a manager.  It almost seems like he believes you can only be one or the other and if you\'re a manager, you should stop and become a leader.<!--more--> I\'m not really sure that\'s his intention, but many of the quotes Wally references certainly seem that way.  Once we interpret Dr. Bennis and others as postulating that you are either a manager or a leader, then it becomes easy to take the other side of the argument.  In this case, the other side of the argument is presented nicely by Wally in his post and on his blog.  You must perform as a manager, supervisor and leader.  Almost no one can focus on one of those behaviors to the exclusion of the others.  Up front, let me say I agree with Wally; you cannot decide that you will only lead and never manage.  You cannot decide you don\'t supervise.  If you\'re a great leader, you will do whatever is necessary.  I have circulated a fitting thought before that came out of my career; \"Just because I cleaned up the mess doesn\'t mean I\'ve volunteered to be the janitor.\"  We clean up messes, we do weekly reports and performance reviews.  Leaders in business do what it takes.\n\nHowever, I\'d like us to consider the use of the boxes or the labels themselves.  I\'m sure many leadership coaches including Wally use the labels for simplicity.  But some, when they hear the label, stop thinking of the variety.  They operate with the labels as multiple choices on a test.  Instead, allow your mind to think in degrees.  Don\'t immediately force the issue to be black and white.  Black and white situations might make decisions easy, but only when the answers are, in fact easy.  While we might prefer either-or situations or true-false questions, the temptation to try to put people in boxes or cover them with labels forces us to use shallow definitions and we lose depth.  Fewer choices lead to simplicity, multiple choices bring complexity.\n<h3>You can\'t Lead by the Numbers</h3>\nWhen you\'re the leader of a group, black and white is a luxury you can\'t afford.  Black and white represents easy, convenient, old, and lazy.   The world is full of a limitless number of colors.  (I\'m sure there\'s a limit but there are still more than I can keep up with.) Ever tried to match a paint color?  Color provides depth, complexity, richness and beauty.  Remember the color transition in the Wizard of Oz?  Remember the first time you watched something at the IMAX, or the first time you really appreciated a high-definition television set?  The world is colors.  Rich, deep, complex, complicated business relationships can\'t be cooked off to black and white.  We really wouldn\'t want them to be.  Anyone can do black and white.  Simple relationships are like the lemonade stand.  Greater complexity brings greater solutions.  You should want unlimited color and brilliant resolution.  The more deep and brilliant your relationships, the greater the barrier to entry, the less likely your team will be offshored. Simple jobs get automated or offshored.  Valuable leaders with complex relationships are multi-colored, talented individuals that use whatever colors necessary to create a masterpiece of teamwork.\n\nSo enough for the analogy.  My point: almost any designation or comparison of leadership styles to management styles or supervisor styles comes up short.  Labels seldom fit.  If you have direct reports, build your skills. Learn how to work with different individuals in different environments with different pressures.  You need to be able to create your masterpiece of teamwork using whatever you have.  Maybe your masterpiece is a watercolor on canvas or oil on tree bark.  It shouldn\'t matter.  In the middle of an organization, we seldom get to choose our resources, constraints or objectives.  So own your situation and create your masterpiece.  Don\'t let others put labels on you or tell you how to create your masterpiece.  Learn various techniques and skills and then apply them in your context.  Few maxims apply to every masterpiece.  Beauty is in the eye of the beholder and many times your leadership skills will be judged by the people around you on the organization chart.  You become your own judge. At the end of the day, you need to be convinced that you did your best.  You must be the first judge.\n\nOnce you\'ve realized that, now you\'re free to actually serve the very people who will judge you.  Therein is leadership: serving others.  You get to become a servant leader, creating a teamwork masterpiece any way the situation dictates.  Study the people who are stakeholders in your leadership and provide the best, richest, most meaningful leadership. Build a great team and invest in the lives of the people around you.  You\'ll love your job and build many one-of-a-kind team-works of art!\n\n&nbsp;', 'Multicolored Leadership', '', 'publish', 'open', 'open', '', 'multicolored-leadership', '', '', '2009-07-28 08:00:06', '2009-07-28 13:00:06', '', 0, 'http://leadchangegroup.com/?p=774', 0, 'post', '', 16),
(802, 243, '2009-07-31 16:34:30', '2009-07-31 21:34:30', 'Do you remember the opening line from Paul Simon\'s Kodachrome (most of you are probably too young, so a <a title=\"Kodachrome (the song) on Wikipedia\" href=\"http://en.wikipedia.org/wiki/Kodachrome_%28song%29\" target=\"_blank\">link is here</a>). <em>\"When I look back at all the crap I learned in high school, it\'s a wonder I can think at all.</em>\" Each of us has a season in life we\'d rather forget. For many that may be high school. For others, it may be a word spoken out of place that came back to haunt. Much of our lives get past us before we know it. How we reflect on those experiences influences the quality of our lives, our leadership and our ability to make a difference. Let me explain.<!--more-->\n<h2>No One\'s Perfect</h2>\nWe all know humans aren\'t perfect. But generally, we are the only human we fully excuse. We judge everyone by their actions but ourselves. We know <em>our</em> intentions, and because they are <em>our intentions</em>, they <em>must</em> be good. That thought first caught my mind while reading <a title=\"The Noticer by Andy Andrews at Amazon.com\" href=\"http://www.amazon.com/gp/product/0785229213?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0785229213\" target=\"_blank\">The Noticer</a> by Andy Andrews, but I have seen it in several places since.\n\nHow you reflect on your life experiences matters. If you are a leader, it matters more. The best leaders lead from the depth of their experiences. True compassion which only grows through experience builds bonds with others. Leaders take responsibility for the future, but they gain insight to the future by owning, reflecting on and growing from the past.\n<h2>Look Back to See Forward</h2>\nIn <a title=\"Leadership Challenge at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787984922?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787984922\" target=\"_blank\">Leadership Challenge by James M. Kouzes and Barry Z. Posne</a>r, the authors cite a research project performed by a USC professor to provide insight into the value of using reflection about the past. Two groups of CEO\'s were asked to look into \"their personal futures - \'to think of things that might (or will) happen to you in the future.\'\" Then they were also asked to record events from their past. \"In each case they were asked to list 10 events and date each event.\" One group of CEO\'s was asked to do the past events first then the future events. The other group was asked to do the future events before the past events. Each group looked back about the same amount of time, approximately 20 years. But the group of CEO\'s that viewed their past first \"had a significantly longer future time horizons than the CEOs who listed future events first.\"*\n\nReflecting on your past allows you to objectively, constructively process it. The wisdom you develop is leverage to impact your relationships and your leadership in the present. You learn new insights and perspectives as you objectively reflect on past events. Take time to reflect on the past to gain leverage and insight into people, causes, effects, and results taking place in the present. Use your life as a classroom. If you\'re new at reflecting, enlist an older mentor, someone whose leadership you appreciate. Chances are they\'re good at reflecting and their experience will prove helpful.\n<h2>Make It Stick</h2>\nEven though <a title=\"Kodachrome on Wikipedia\" href=\"http://en.wikipedia.org/wiki/Kodachrome\" target=\"_blank\">Kodachrome</a> is <a title=\"Kodachrome at money.cnn.com\" href=\"http://money.cnn.com/galleries/2009/fortune/0906/gallery.kodak_kodachrome.fortune/\" target=\"_blank\">going away</a>, you can photograph your past and archive the memories.  What recent experiences have dropped off your radar because you\'re too busy? Can you take a minute today and reflect on a recent problem or experience? Some times our most painful experiences provide the best lessons because we remember them longer and reflect on them more. Pick an experience from your past today and think for a few minutes. Then share your learning with someone else. In a few short minutes you will make a difference. You may even help someone avoid learning the same lesson the hard way.\n\n&nbsp;', 'Reflect Back To Lead Forward', '', 'publish', 'open', 'open', '', 'reflect-back-lead-forward', '', '', '2009-07-31 16:34:30', '2009-07-31 21:34:30', '', 0, 'http://leadchangegroup.com/?p=802', 0, 'post', '', 44),
(957, 243, '2009-09-08 07:01:54', '2009-09-08 12:01:54', '<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">IThe subtitle of the book is an interesting challenge: \"Imagine your life without fear.\" Can you?  Have you ever considered what your life would be like if you had no fear?</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">\"Wait a minute,\" you say. \"I\'m not afraid.  I don\'t live my life in fear.\"</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">Well, that\'s great.  But you\'re in the vast minority.  I\'ll never forget the fear I first experienced when my wife was pregnant with our daughter.  I couldn\'t keep from thinking about the things that could happen.  How would she turn out?  Would she be born healthy? Would she remain healthy?  Would she be pretty, smart, successful?  Would she make a difference?  Many times I\'ve wondered and worried about my kids; when they first spend the night, or drive a car, or go away to college or go out on a date.  Fear can grab us in a lot of places with our kids, or our possessions, our finances, our careers, our future, or our life.</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">The author is a pastor and the teaching in the book comes from the Bible, and primarily the teachings of Jesus in the Gospels.  We can fear a lot of things, but as the author points out, Jesus spoke quite a bit about fear.  \"The Gospels list some 125 Christ-issued imperatives.  Of these, 21 urge us to \'not be afraid\' or \'not fear\'... The second most common command, to love God and neighbor, appears on only eight occasions.\"</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">Max takes the reader on a journey through the Gospels and applies Jesus words to the different types of fear we all face: the fear of not mattering, fear of running out, fear of not protecting our children, fear of overwhelming challenges, fear of what\'s next, fear of life\'s final moments, and the fear of global calamity.</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">Max Lucado has an almost-artistic style to his adjectives and methods of describing explanations.  His writing is very conversational and you get the feeling that his words just roll off his pen.  He is a master story-teller, using very graphic terms to draw you into the story.  Then, before you know it, you understand the author\'s point with clarity.  Each chapter revolves around a story to make the point.</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">The book provides a timely message: we don\'t have to live with fear.  Much is currently written about courageous living, but little is provided as sound evidence that fear can be totally dismissed.  Instead, we live with fear very well, thank you and concentrate on courage, which is action in the face of fear.  Our world, at least the wealthier parts of it, manage fear, and nurse fear, but we can\'t eliminate fear.  Fear is a natural response to anticipation of loss.  The wealthier we become the more we have to lose.  Fear can only subside when we know every outcome is good.</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">I was attracted to the book because courage is a core value of mine.  We can demonstrate and exhibit courage.  Courage is facing our fears and acting as if they\'re not there.  Courage exists in the presence of fear. Only when we have nothing to lose can we shun fear.  There\'s a difference between being brave and having no fear.  The results are the same, but the difference is real.  Noble outcomes require less courage in the absence of fear. (Think about it.)</div>\n<div id=\"_mcePaste\" style=\"position: absolute; left: -10000px; top: 0px; width: 1px; height: 1px; overflow: hidden;\">So are you open to living a fearless life?  Check out the book.  You\'ll learn more about Christ and enjoy the strength and energy you get from the study.</div>\nI just finished reading <a title=\"Fearless at Amazon.com\" href=\"http://www.amazon.com/gp/product/0849921392?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0849921392\">Fearless: Imagine Your Life Without Fear, by Max Lucado</a>.  The subtitle of the book is an interesting challenge: \"Imagine your life without fear.\" Can you?\n\nHave you ever considered what your life would be like if you had no fear?  \"Wait a minute,\" you say. \"I\'m not afraid.  I don\'t live my life in fear.\"  Well, that\'s great.  But you\'re in the vast minority.  I\'ll never forget the fear I first experienced when my wife was pregnant with our daughter.  I couldn\'t keep from thinking about the things that could happen.  How would she turn out?  Would she be born healthy? Would she remain healthy?  Would she be pretty, smart, successful?  Would she make a difference?  Many times I\'ve wondered and worried about my kids; when they first spend the night, or drive a car, or go away to college or go out on a date.  Fear can grab us in a lot of places with our kids, or our possessions, our finances, our careers, our future, or our life.\n<blockquote>\"Fear never wrote a symphony or poem, negotiated a peace treaty, or cured a disease. Fear never pulled a family out of poverty or a country out of bigotry. Fear never saved a marriage or a business.  Courage did that. Faith did that.\"</blockquote>\nThe author is a pastor and the teaching in the book comes from the Bible, and primarily the teachings of Jesus in the Gospels.  We can fear a lot of things, but as the author points out, Jesus spoke quite a bit about fear.  \"The Gospels list some 125 Christ-issued imperatives.  Of these, 21 urge us to \'not be afraid\' or \'not fear\'... The second most common command, to love God and neighbor, appears on only eight occasions.\"  <a href=\"http://leadchangegroup.com/wp-content/uploads/2009/09/Fearless-small.jpg\"><img class=\"alignright size-full wp-image-958\" title=\"Fearless small\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/09/Fearless-small.jpg\" alt=\"\" width=\"140\" height=\"211\" /></a>Max takes the reader on a journey through the Gospels and applies Jesus words to the different types of fear we all face: the fear of not mattering, fear of running out, fear of not protecting our children, fear of overwhelming challenges, fear of what\'s next, fear of life\'s final moments, and the fear of global calamity.\n\nMax Lucado has an almost-artistic yet effortless, down-home style. His writing is very conversational and you get the feeling that his words just roll off his tongue (or pen).  He is a master story-teller, using very graphic terms to draw you into the story.  Then, before you know it, you understand the author\'s point with clarity. Each chapter revolves around a story to make the point.\n\nThe book provides a timely message: we don\'t have to live with fear.  Much is currently written about courageous living, but little is provided as sound evidence that fear can be totally dismissed.  Instead, we live with fear very well, thank you and concentrate on courage, which is action in the face of fear.  Our world, at least the wealthier parts of it, manage fear, and nurse fear, but we can\'t eliminate fear.  Fear is a natural response to anticipation of loss.  The wealthier we become the more we have to lose.  Fear can only subside when we know every outcome is good.\n\nI was attracted to the book because courage is a core value (yet constant struggle) of mine.  We can demonstrate and exhibit courage.  Courage is facing our fears and acting as if they\'re not there.  Courage exists in the presence of fear. Only when we have nothing to lose can we shun fear. There\'s a difference between being brave and having no fear.  The results are the same, but the difference is real.  Noble outcomes require less courage in the absence of fear. (Think about it.)\n\nSo are you open to living a fearless life?  Check out the book. You\'ll learn more about Christ and enjoy the strength and energy you get from the study.', 'Book Review: Fearless by Max Lucado', '', 'publish', 'open', 'open', '', 'book-review-fearless-max-lucado', '', '', '2009-09-08 07:01:54', '2009-09-08 12:01:54', '', 0, 'http://leadchangegroup.com/?p=957', 0, 'post', '', 8),
(982, 243, '2009-10-02 07:20:20', '2009-10-02 12:20:20', 'What does it take to be truly unique? What do you do that no one can reproduce?\n\nA meeting I had this week caused me to think a great deal about this. This person said that they sought out people who were truly unique and that could make an impact to their company\'s bottom line. They clearly understood and articulated their vision.\n\nThe words \"truly unique\" continue to ring in my brain.\n\nMy mind sifted through thoughts on this topic that came from the  <a title=\"Collapse of Distinction at Amazon.com\" href=\"http://www.amazon.com/gp/product/1595551859?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1595551859\" target=\"_blank\">Collapse of Distinction by Scott McKain</a>. (I reviewed the book<a title=\"Collapse of Distinction Review by Mike Henry Sr.\" href=\"/collapse-of-distinction-scott-mckain/\" target=\"_self\"> here</a>.)  The slant of Collapse was toward businesses.  The premise: companies choose their services, products, marketing and direction. Companies can choose to be distinct or they can choose to copy someone else, follow best practices.  Success often went to those who chose to pursue their own path with clarity, creativity, communcation, ultimate customer focus.  When we choose to copy rather than pursue distinction, we try to out-perform the original or we are left to compete on price.  It seems easier to do what others are doing.  How many business models are simply minor evolutions or twists on some other successful idea?\n\nFew rewarding things are easy.  Uniqueness requires courage. Forging your own path is hard.\n\nSo back to individual leaders in general and myself in particul\n\nar.  While thinking about the words \"truly unique,\" I began to wonder where Mike Henry stops and the rest of the world begins. Do you ever think how your combination of interests, desires, skills and passions are absolutely unique? You can\'t be reproduced. You\'re one of a kind.\n\nBut if that\'s true, why do we get sidetracked?  Why do we tend to end up trying to be like everyone else or do what everyone else is doing?  If you\'re like me there are at least two problems:\n<h2>Fear</h2>\nIt\'s easy to wonder what is going to happen with a small consulting practice or any business for that matter.  We live in tough economic times with rapid technological and cultural change. If you\'re like me, you see others making more money, being more successful, or just doing things you might like to be doing and think you have to do the same things.  Can you be you when that looks like a bad strategy?  Whenever you\'re tempted to copy someone else, remember that\'s fear talking.  It takes courage to be true to yourself, but regret is a heavy consequence.  When you <strong><em>know</em></strong> you tried to do the right thing, when you did what you sincerely thought was right, at least you avoid the burden of regret for your motives.\n<h2>People-pleasing</h2>\nDo you do things people appreciate without considering what your own strengths, desires or what energizes you?  We can get so sidetracked in commitments we\'ve made to others that we never honor the commitments we have made to ourselves.  Do you ever find yourself  disappointed at what you\'re doing just because you agreed to do it  without even thinking?  Unless you\'re careful, the most important things you wanted from life, the truly significant things, will never happen.\n<h2>One of a Kind</h2>\nYou and I are absolutely unique. We entered the world that way. Nothing will ever replace you. Others will duplicate your efforts or break your records, but there will <em><strong>NEVER EVER</strong></em> be another you. Don\'t settle for the temptation of copying someone else just because it works for them. And don\'t give away your life because you can\'t say no.  Our world needs you to do your best, most noble, thing.  The world becomes a better place as we each make our own unique positive difference. You matter!\n\nSo what keeps you from doing your thing?  Add to my reasons below or straighten me out, unless of course your thing doesn\'t include commenting on blogs.\n\nWould you rather succeed at being like everyone else, or risk failure as you invest your life making a difference through your unique contribution?\n<h6></h6>', 'Unique Difference', '', 'publish', 'open', 'open', '', 'unique-difference', '', '', '2009-10-02 07:20:20', '2009-10-02 12:20:20', '', 0, 'http://leadchangegroup.com/?p=982', 0, 'post', '', 96),
(1000, 243, '2009-10-08 07:18:14', '2009-10-08 12:18:14', 'I\'ve been wrestling for the last few days about a new leadership paradigm, at least for me.  I just completed an insightful book called <a title=\"The Future of Management\" href=\"http://www.amazon.com/gp/product/1422102505?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422102505\">The Future of Management by Gary Hamel with Bill Breen</a>.  I\'m also very involved in a Linkedin Group known currently as the <a title=\"The Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\">Lead Change Group</a>. (I say \"currently\" because we\'re considering changing the name.)\n\nIn the Future of Management, Hamel wanted to equip others to create the future of management.  The hierarchical management structure we\'re all so familiar with was created for the industrial age.  That age is gone, but the structure remains.  We keep trying to adapt it and evolve it, but evolution is slow and doesn\'t seem to affect much change.  Maybe a revolution will serve the cause of leadership better.<!--more-->\n\nIn the Lead Change Group, we\'re putting together a leadership event, if you will.  We\'re all trying to avoid the word \"conference.\"  My passion is that it not be just-another leadership conference.  I\'d prefer it was \"not your mama\'s leadership conference.\" One member quoted Steve Jobs: \"We want to make a dent in the universe!\"\n\n<a href=\"http://www.amazon.com/gp/product/1422102505?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422102505\"><img class=\"alignright size-full wp-image-1004\" style=\"margin-left: 10px; margin-top: 10px; margin-bottom: 10px;\" title=\"futureofmgmt\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/10/futureofmgmt.jpg\" alt=\"futureofmgmt\" width=\"140\" height=\"213\" /></a>Gary Hamel went into detail about how the Internet, and more precisely the open-source software community and the Linux community in particular are organized.  He was suggesting an alternative to hierarchical leadership structures so common today.  In an open source community, the mission is primary.  For Linux, the goal of the application is clear. It\'s a free, open-source, Unix-like operating system.  There are a few key people who \"oversee\" what actually gets added to the kernel (source code base) but the development and direction of most of what happens to Linux comes from volunteer members of the development community.  The community votes with their energy and effort what projects get done, supported, tested and implemented.\n\nFor less technical subjects, the Internet has become a launching pad for thinkers and a gathering place for communities.  The friction is being removed and more people can become authors and people of influence on just about any topic. Anyone can become published in minutes with Wordpress or Blogger or dozens of other platforms.  The competition for ideas is fierce since the medium no longer becomes a barrier to entry.  If you have an idea, share it.  Your ideas and your content must stand or fall on its own merit.  And the Internet community votes or supports ideas with their attention.\n\nSeveral people with a passion for character-based leadership have found one another at the <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\">Lead Change Group</a> LinkedIn community. The LinkedIn group is considering a mission: to advance and apply character-based leadership to make a positive difference.  We\'d like to foster, nurture, and enable character-based leadership and we know that can\'t be done simply through conversation.  It requires action and results.  We have to collaborate and develop ideas, implement those ideas, evaluate results, revise, rinse and repeat in order to help leaders become the best they can be. We\'d like to raise the bar, emphasize the good of leadership and help one another improve our individual corner of the world.\n\nCan we do that in an open-source model?  Can we create a community of leaders that are committed to leadership development without personal agendas, like an open-source project?  Can we become a community that advances anything that has to do with leadership?  What do you think?\n<h6>Photo © Dana S. Rothstein - Fotolia.com</h6>', 'Open Source Leadership', '', 'publish', 'open', 'open', '', 'open-source-leadership', '', '', '2009-10-08 07:18:14', '2009-10-08 12:18:14', '', 0, 'http://leadchangegroup.com/?p=1000', 0, 'post', '', 40),
(1013, 243, '2009-10-10 08:30:54', '2009-10-10 13:30:54', 'Last Sunday, Becky Robinson of Mountain State University\'s LeaderTalk Blog posted the <a title=\"October Leadership Development Carnival\" href=\"http://mountainstate.typepad.com/leadership/2009/10/leadershipdevelopmentcarnival.html\" target=\"_blank\">October Leadership Carnival on Endurance</a>.  Becky compiled several posts on endurance, perseverance and leadership in general.  She linked to several wonderful posts and many great friends I\'ve had the pleasure of \"meeting\" online in the last few months.  It was my first time to submit as well.\n\nYou can follow Becky on Twitter (<a title=\"Becky Robinson (LeaderTalk) on Twitter\" href=\"http://twitter.com/LeaderTalk\" target=\"_blank\">@LeaderTalk</a>) and you can even follow the whole list of bloggers on Twitter using this list she compiled on TweepML.  Check it out!', 'Leadership Development Carnival', '', 'publish', 'open', 'open', '', 'leadership-development-carnival', '', '', '2009-10-10 08:30:54', '2009-10-10 13:30:54', '', 0, 'http://leadchangegroup.com/?p=1013', 0, 'post', '', 0),
(1024, 243, '2009-10-21 13:10:54', '2009-10-21 18:10:54', 'You have probably heard the David Campbell quote: \"Discipline is remembering what you want.\"  We all have more wants than we can keep up with.  That\'s why tools like <a href=\"http://www.amazon.com/Getting-Things-Done-Stress-Free-Productivity/dp/0142000280\">Getting Things Done</a> (the book and system by David Allen), PDA\'s and note-taking applications exist.  We forget what we want.  Our higher, more important values typically are not front of mind.  Over time, we make a series of choices from a limited menu, only to regret later never completing the truly important things.  We forget what we really want.  Do you ever do that?<!--more-->\n<h2>Plan to Remember</h2>\n&nbsp;\n\nThat\'s why it\'s a good exercise to write, communicate, share and articulate your values.  If you can create a set of personal or corporate values and let them guide your choices and actions, your decisions are informed by your true values.  You will make fewer decisions without considering the truly important options.  Short term desires won\'t crowd out long-held dreams and desires.\n\nYou can act contrary to your long-term values by making poor choices in the short term.\n\nConsider this first-person example: I value serving others and making a difference.  I also desire comfort.  Many evenings, I choose comfort and eat a dessert.  I\'ve done that so many times that I\'m overweight, making me less healthy and limiting my ability to serve others and makea positive difference.  (Sure this is extreme, but it makes the point.)  I often choose short-term reward over delayed gratification.  I choose comfort over impact or significance.\n\nYour actions expose your true values - every time, at least the ones in the front of your mind.  Each choice you make to go to work, to call in sick, to help your kids with school or watch a football game; to spend time on Twitter of Facebook, or do the reports you\'ve been postponing; every choice you make is a value-judgment.  You value the option you selected above the option (or hundreds of options) you passed up.\n<h2>New Inputs</h2>\nBut when a new idea becomes important to you, when your values change, your mind and your body don\'t believe you.  You must train yourself to behave according to your new values.  If you\'ve been a people-pleaser you must force yourself to say no for a while until it becomes natural.  If you don\'t reinforce your new value, it will become an unfulfilled wish.\n\nSo as you choose your actions today, do you choose for the past or the future?  Do you remember what\'s important to you and make your choices accordingly?  Or do you go with the flow of your habits and years of choices?  You\'re free to choose.  What will you choose today?\n<h2>The question remains:</h2>\nIs my true value comfort?  What values do your actions testify to? Are we over-emphasizing our  intentions and under-emphasizing our results?  What do you think?', 'Can You Act Contrary to Your Values?', '', 'publish', 'open', 'open', '', 'act-contrary-values', '', '', '2009-10-21 13:10:54', '2009-10-21 18:10:54', '', 0, 'http://leadchangegroup.com/?p=1024', 0, 'post', '', 40),
(1035, 243, '2009-10-23 09:37:00', '2009-10-23 14:37:00', 'This past Tuesday, I had the honor of being interviewed by a fellow member of the LinkedIn Lead Change Group, David Porter (@BullsEyeLeader on Twitter) of Bulls Eye Leadership fame. David and I have been talking about what kind of difference faith should make in the life of a leader. Any leader who claims to hold certain religious beliefs (mine are well documented) should have the integrity to lead according to their beliefs and should also be transparent enough for outsiders to be able to notice.\n\nDavid is an excellent interviewer. He asked piercing and meaningful questions that interested and challenged me. I\'m grateful for the chance to do this.\n\nIf you get a chance, take 30 minutes and listen.   For your review, here\'s a <a title=\"Instilling Faith Into Your Leadership on BEL Radio\" href=\"http://www.blogtalkradio.com/BELRadio/2009/10/20/Instilling-Faith-Into-Your-Leadership\" target=\"_self\">link to the broadcast</a>. I\'d appreciate your feedback.\n\n<img style=\"visibility: hidden; width: 0px; height: 0px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/10/MWE*MzNiN2YyNTQwYzVhYjUzMGNjNDE1MDYwZDViJm9mPTA=.gif\" alt=\"\" width=\"0\" height=\"0\" border=\"0\" /><object id=\"btr\" width=\"210\" height=\"108\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"name\" value=\"btr\" /><param name=\"quality\" value=\"high\" /><param name=\"wmode\" value=\"transparent\" /><param name=\"menu\" value=\"false\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"FlashVars\" value=\"gig_lt=1282161290373&amp;gig_pt=1282161295981&amp;gig_g=2\" /><param name=\"src\" value=\"http://www.blogtalkradio.com/btrplayer.swf?file=http%3A%2F%2Fwww%2Eblogtalkradio%2Ecom%2Fplaylist%2Easpx%3Fshow%5Fid%3D735050&amp;autostart=true&amp;bufferlength=5&amp;volume=80&amp;borderweight=1&amp;bordercolor=#999999&amp;backgroundcolor=#FFFFFF&amp;dashboardcolor=#0098CB&amp;textcolor=#F0F0F0&amp;detailscolor=#FFFFFF&amp;playlistcolor=#999999&amp;playlisthovercolor=#333333&amp;cornerradius=10&amp;callback=http://www.blogtalkradio.com/FlashPlayerCallback.aspx?referrer_url=/show.aspx&amp;C1=7&amp;C2=6042973&amp;C3=31&amp;C4=&amp;C5=&amp;C6=&amp;hostname=BEL Radio&amp;hosturl=http://www.blogtalkradio.com/belradio\" /><param name=\"flashvars\" value=\"gig_lt=1282161290373&amp;gig_pt=1282161295981&amp;gig_g=2\" /><embed id=\"btr\" type=\"application/x-shockwave-flash\" width=\"210\" height=\"108\" src=\"http://www.blogtalkradio.com/btrplayer.swf?file=http%3A%2F%2Fwww%2Eblogtalkradio%2Ecom%2Fplaylist%2Easpx%3Fshow%5Fid%3D735050&amp;autostart=true&amp;bufferlength=5&amp;volume=80&amp;borderweight=1&amp;bordercolor=#999999&amp;backgroundcolor=#FFFFFF&amp;dashboardcolor=#0098CB&amp;textcolor=#F0F0F0&amp;detailscolor=#FFFFFF&amp;playlistcolor=#999999&amp;playlisthovercolor=#333333&amp;cornerradius=10&amp;callback=http://www.blogtalkradio.com/FlashPlayerCallback.aspx?referrer_url=/show.aspx&amp;C1=7&amp;C2=6042973&amp;C3=31&amp;C4=&amp;C5=&amp;C6=&amp;hostname=BEL Radio&amp;hosturl=http://www.blogtalkradio.com/belradio\" flashvars=\"gig_lt=1282161290373&amp;gig_pt=1282161295981&amp;gig_g=2\" allowscriptaccess=\"always\" menu=\"false\" wmode=\"transparent\" quality=\"high\" name=\"btr\" /></object>', 'Bulls Eye Leadership', '', 'publish', 'open', 'open', '', 'bulls-eye-leadership', '', '', '2009-10-23 09:37:00', '2009-10-23 14:37:00', '', 0, 'http://leadchangegroup.com/?p=1035', 0, 'post', '', 0),
(1044, 243, '2009-10-27 08:00:04', '2009-10-27 13:00:04', 'In a discussion a few days ago, <a href=\"http://www.CrossroadsCommunications.com\">Mandy Vavrinak</a> made an observation that I promised to write about. She has a knack with words and can typically apply precise wording to a particular effort or idea. She said I was \"at war with apathy.\"\n\nThe <a title=\"Merriam-Webster\" href=\"http://www.merriam-webster.com/\" target=\"_self\">Merriam-Webster online</a> dictionary defines apathy as:\n<ol>\n	<li>A lack of feeling or emotion</li>\n	<li>A lack of interest or concern</li>\n</ol>\nWikipedia defines apathy as: Complete lack of emotion or motivation about a person, activity, or object; depression; lack of interest or enthusiasm; disinterest.\n\nDefining my passion has always been difficult for me.  I guess I\'m too close.  <a href=\"http://www.twitter.com/Mandy_Vavrinak\">Mandy</a> pegged it in 5 words. Life without passion is no life. I\'m at war with Apathy.\n<h2>Hot or Cold?</h2>\n&nbsp;\n\nWhy be lukewarm? Why do anything if you\'re not going to do it with all your being?  I confess to times when I lack energy or passion for a given activity or project. Today for example, I\'ve been tired and listless, but knowing I must write this article.  In fact when I write, I get energy - it\'s the beginning that\'s sometimes difficult.\n\n<a href=\"http://www.twitter.com/ron_hudson\">Ron Hudson</a> asked a question on Facebook the other day, \"<a href=\"http://www.immediateinfluenceblog.com\">How many times do you say \'No</a>?\'\" I realize that every Yes means No to so many other things. If I\'m down as a \"No,\" then don\'t expect anything from me. But if I\'m a \"Yes,\" then by all means I want my \"Yes\" to be \"Yes\" 100 percent; maybe more.  Whatever I do, I want to do it with all that I am.\n\nToday, whatever you choose to do, do it with everything you have.  Bring your \'A\' game or stay home. I realize that this blog is read by people with a common passion. The ideas behind the Lead Change Group center on a passion to make a positive difference. I may be preaching to the choir, but we all need to remember nevertheless.\n<h2>Choose Once</h2>\nChoose carefully.  Once you choose, commit. Resist the temptation to re-choose.\n\nHonor your plan with your best effort. Passion and commitment add flavor to any accomplishment. Significant, meaningful achievements require your all.\n\n\"The quality of a person\'s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.\" ~ Vince Lombardi\n\n&nbsp;', 'War With Apathy', '', 'publish', 'open', 'open', '', 'war-apathy', '', '', '2009-10-27 08:00:04', '2009-10-27 13:00:04', '', 0, 'http://leadchangegroup.com/?p=1044', 0, 'post', '', 36),
(1051, 243, '2009-10-29 07:30:24', '2009-10-29 12:30:24', '<h2>We have seen the enemy...</h2>\nDo you ever get tired of going through the motions?\n\nYou know what I mean. In a bit of passive aggression, we give less than our best because our heart is just not in the activity.  We do what we have to and no more.  Can you think of times when you\'ve done this? (Be honest!)\n\nWell, I\'ve done it and I\'ll probably do it again, but I\'d like to confess that I hate it.  The struggle isn\'t in the project or the work, but in my heart.  Why would I do a good job at something I like and a poor job at something I don\'t like?  You might say that\'s only human nature.<!--more-->\n\n&nbsp;\n\nBeginning today, let\'s be more careful when making commitments. Let\'s be people who honor our commitments with our best effort.  Every commitment.  Therefore, we must be more careful what we commit to because when we\'re committed, we\'re \"all in.\"\n<h2>All In</h2>\nBeing \"all in\" as is commonly stated in Texas Hold \'em means that if we lose, we lose everything. There is no plan B. Often the difference between victory and defeat, success and failure is the pure will and commitment of the champion. Many a weaker team has overtaken a stronger one on nothing more than heart and extra effort.\n<h2>Nothing To Lose</h2>\nDo you remember the movie <a href=\"http://www.imdb.com/title/tt0191397/\">The Replacements </a>with Keanu Reeves and Gene Hackman?  The story is about the replacement players who got an opportunity to play professional football because the real pros went on strike.\n\nOne of my favorite lines in the movie takes place at halftime in the final game.  Coach Jimmy McGinty played by Gene Hackman, tells the team just what they need to hear to make a miraculous comeback:\n<blockquote>Up until now Dallas hasn\'t been afraid of you, and they should be because you have a powerful weapon working for you. There is no tomorrow for you, and that makes you all very dangerous people!</blockquote>\nSure, <em>The Replacements</em> is fiction.  But we all love it when the underdog pulls off the big upset. We\'re all underdogs in one way or another.  Who would think that one person can make a difference?  You\'re only one person, what can you do?\n\n&nbsp;\n\nRemember, there is no one more dangerous than someone with nothing to lose.  Decide today that you\'re going to make a positive difference in your world no matter what the cost. The strength of your commitment becomes the fuel for your launch.\n\nAnd don\'t invest any more than is absolutely necessary in plan B. Forget plan B. Consider plan B as a failure of plan A.  Failure isn\'t necessarily bad; we all fail at times.  But failure becomes inevitable the moment you plan for it.\n\nOur previous post we introduced the idea of being at <a title=\"War With Apathy\" href=\"/war-apathy/\" target=\"_self\">war with apathy</a>.\n\n&nbsp;', 'The War on Apathy Continues ...', '', 'publish', 'open', 'open', '', 'war-apathy-continues', '', '', '2009-10-29 07:30:24', '2009-10-29 12:30:24', '', 0, 'http://leadchangegroup.com/?p=1051', 0, 'post', '', 52),
(1121, 243, '2009-11-10 20:53:43', '2009-11-11 01:53:43', 'Dr. Eli Sopow will be the presenter on the November Lead Change Conference call.  The call is scheduled for November 16th at 5:00 PM Eastern.\n\nSystems theory illustrates how one small change can make a huge difference by using the metaphor of a butterfly flapping its wings in Brazil. Ultimately that flap of a wing sets off a series of reverberations that result in a thunderstorm in Texas. Now new research shows how the \"Butterfly Effect\" operates in the workplace. A recent study of over 3,000 employees show there are no more than six key factors affecting the workplace. <!--more-->Even more intriguing is the result that doing a very good--not just good-- job on just one of those factors creates a huge and positive ripple effect across many other factors. Discussion Group members are invited to the first pubic unveiling of this data by Dr. Eli Sopow, author of the study, and see how the results can be directly applied to their own workplaces.\n\nDr. Eli Sopow has worked with national and international organizations over the past 35 years providing counsel on leadership, change, and innovation. He s current Special Advisor to the Change Management Team of Canada\'s national police force as well as an Associate Faculty Member with the Royal Roads University School of Leadership. Over the years he has worked with organizations as diverse as Starbucks Coffee Company and Greenpeace, to national financial institutions and resource companies. He holds a PhD in Human &amp; Organizational Systems, Masters degree in both Organizational Leadership and Human Development, plus a Certificate in Peer Counseling.\n\nTo find out more about Dr. Eli Sopow visit his website at www.bioleadership.org or check out his BioLeadership blog or his LinkedIn profile. Better yet, just register for the call below!  It\'s free.  A recording will be available after the call too.  So what are you waiting for?\n<p style=\"text-align: center;\"><object id=\"W499d781e7a2ff8ce4afa16bf8d15cb66\" width=\"250\" height=\"310\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"wmode\" value=\"transparent\" /><param name=\"allowNetworking\" value=\"all\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"src\" value=\"http://widgets.clearspring.com/o/499d781e7a2ff8ce/4afa16bf8d15cb66/4afa0ce50c141aa6/5146194b/-cpid/41a978e9bc5e33c8/showRegistration/false\" /><embed id=\"W499d781e7a2ff8ce4afa16bf8d15cb66\" type=\"application/x-shockwave-flash\" width=\"250\" height=\"310\" src=\"http://widgets.clearspring.com/o/499d781e7a2ff8ce/4afa16bf8d15cb66/4afa0ce50c141aa6/5146194b/-cpid/41a978e9bc5e33c8/showRegistration/false\" allowscriptaccess=\"always\" allownetworking=\"all\" wmode=\"transparent\" /></object></p>', 'November 2009 Lead Change Call', '', 'publish', 'open', 'open', '', 'november-2009-lead-change-call', '', '', '2009-11-10 20:53:43', '2009-11-11 01:53:43', '', 0, 'http://leadchangegroup.com/?p=1121', 0, 'post', '', 4);

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(1658, 243, '2010-02-03 11:26:22', '2010-02-03 16:26:22', '<em>This is part of a series of posts organized and arranged by <a title=\"Jane Perdue on Twitter\" href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">Jane Perdue</a>. You can find the introduction <a title=\"Politics are Necessary, but not Necessarily Evil\" href=\"http://getyourbigon.com/leadbigblog/playing-office-politics/\" target=\"_blank\">here</a> and the post on <a title=\"Networking Inside the Company Walls\" href=\"http://jennifervmiller.com/networking-inside-the-company-walls/\" target=\"_blank\">networking</a> by <a title=\"Jennifer Miller on Twitter\" href=\"http://twitter.com/jennifervmiller\" target=\"_blank\">Jennifer V. Miller</a> at her blog <a title=\"The People Equation\" href=\"http://jennifervmiller.com\" target=\"_blank\">The People Equation</a>. I also posted on <a title=\"Sincerity and Office Politics at Lead Change Group Blog\" href=\"/sincerity-office-politics\" target=\"_self\">Sincerity and Office Politics</a>.  This week, we\'ll discuss <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/SusanMazza\" target=\"_blank\">Susan Mazza</a>\'s great post on the political side of agendas at <a title=\"Susan Mazza\'s blog Random Acts of Leadership\" href=\"http://randomactsofleadership.com\" target=\"_blank\">Random Acts of Leadership</a>. </em>\n\nDo you consider your motivations objectively?  What about those of others?  Are you able to accurately discern what motivates people in your organization to do what they do?  Could they have... <em>an Agenda?</em>\n\nSusan\'s post, titled <em>What\'s Your Agenda?</em> asks the question in light of generally accepted thought around the balance between leadership and office politics.  Agenda\'s are a good thing if we have to have meetings, agendas keep us on task and schedule.  And we all have motivations for what we do.  But when we have private, or <em>personal</em> agendas, we increase the Office Politics Quotient (#OPQ on Twitter).  Susan makes some interesting distinctions and contrasts between positive and negative agendas.\n\nCheck out Susan\'s post and leave her a comment.  Let\'s stamp out office politics in our lifetime! The first step is to expose it and keep the awareness up.', 'Random Acts of Motivation', '', 'publish', 'open', 'open', '', 'random-acts-motivation', '', '', '2010-02-03 11:26:22', '2010-02-03 16:26:22', '', 0, 'http://www.leadchangegroup.com/?p=1658', 0, 'post', '', 0),
(1672, 243, '2010-02-11 09:57:20', '2010-02-11 14:57:20', 'Finally.  Everyone else did their year-end recap around the end of the year.  As you have learned by now, I\'m not everyone else.  But I still got the list together.  These posts are my 10 favorites or most popular posts for 2009.  If you\'re newer to the blog, I hope you get a chance to review some of the older posts.\n\nJanuary 10 - <a title=\"Capitalism and Meaning\" href=\"/capitalism-and-meaning\" target=\"_self\">Capitalism and Meaning</a> – One of my first posts but a consistent passion of mine. Can a business serve its employees before shareholders and customers?  Will that work?\n\nJune 8 - <a title=\"Who Do You Love?\" href=\"/love/\" target=\"_self\">Who Do You Love?</a> - One theme I hope to revisit in the future is how businesses need to value the right things to succeed in the long run.<!--more-->\n\nJune 29 - <a title=\"Look What They Make You Give\" href=\"/look-what-they-make-you-give/\" target=\"_self\">Look What They Make You Give</a> – This post asked the question of employers, “what do you make your employees do to be a contributor?”  Matthew Kelly’s Dream Manager was the context.\n\nJuly 16 - <a title=\"Can You Base Your Career on a Little White Lie?\" href=\"/career-little-white-lie/\" target=\"_self\">Can You Base Your Career on a Little White Lie</a>? This was a reaction to a Huffington Post article that got the most page views and tied for the most comments of any post in 2009.  What do you think about the need to tell the truth?\n\nAugust 18 - <a title=\"The Call of a Manger\" href=\"/call-manager/\" target=\"_self\">The Call of a Manager</a> – What’s the best thing you can do for your organization as a manager?\n\nOctober 2 - <a title=\"Unique Difference\" href=\"/unique-difference/\" target=\"_self\">U</a><a title=\"Unique Difference\" href=\"/unique-difference/\" target=\"_self\">nique Difference</a> – Appreciate your special contribution. This was tied for the most commented article of 2009 with Little White Lie.\n\nOctober 8 - <a title=\"Open Source Leadership\" href=\"/open-source-leadership\" target=\"_self\">Op</a><a title=\"Open Source Leadership\" href=\"/open-source-leadership\" target=\"_self\">en Source Leadership</a> – We took Gary Hamel’s ideas about an open-source management model and combined them with the ideas behind the Lead Change Group.\n\nOctober 27 &amp; 29 - <a title=\"War With Apathy\" href=\"/war-apathy/\" target=\"_self\">War With Apathy</a> and <a title=\"War on Apathy Continues\" href=\"/war-apathy-continues/\" target=\"_self\">War on Apathy Continues</a> – A friend challenged me to make that a label for myself.  Very popular across both posts.\n\nNovember 17 - <a title=\"6 Facets of the Servant Leadership Diamond\" href=\"/6-facets-servant-leadership-diamond/\" target=\"_self\">Six Facets of the Servant Leadership Diamond</a> – my first pass at defining Servant Leadership and the first post of a brief series.', 'Favorite Posts of 2009', '', 'publish', 'open', 'open', '', 'favorite-posts-2009', '', '', '2010-02-11 09:57:20', '2010-02-11 14:57:20', '', 0, 'http://www.leadchangegroup.com/?p=1672', 0, 'post', '', 0),
(1683, 243, '2010-02-07 23:09:06', '2010-02-08 04:09:06', '<em>We\'ve had a couple of posts about character based leadership as a starter for discussions that will take place at <a title=\"LeaderPalooza \" href=\"http://leaderpalooza.com\" target=\"_self\">LeaderPalooza</a> Feb 19-20, 2010 in Ft. Lauderdale, Florida.  You can find the other posts on character-based leadership under the titles <a title=\"Sources of Leadership\" href=\"/sources-leadership/\" target=\"_self\">Sources of Leadership</a> and <a title=\"Three Promises of Character-based Leadership\" href=\"/three-promises-character-based-leadership/\" target=\"_self\">Three Promises of Character-based Leadership</a>.  Also, you can click the LeaderPalooza logo or this link to find out more about the un-conference.</em>\n\nPromise implies hope.  Our <a title=\"Three Promises of Character-based Leadership\" href=\"/three-promises-character-based-leadership/\" target=\"_self\">last post</a> assumed that your organization had the hope of at least three outcomes as you apply leadership inspired from who you are and not what title or role you play.\n\nCharacter isn\'t the only factor that affects an organization\'s ability to realize the promises. Character must be joined by <em>Competence</em>. <!--more--> There is no substitute for achieved goals or exceeded expectations.  If you\'re a developing leader (aren\'t we all) you must remember in every conversation about leadership, positive results are a prerequisite for everything you read.\n\nToday, leaders don\'t have followers any more than politicians or barbers do.  (In fact, the hairdressers may do better than the politicians!) Leaders have contributors.  The New Orleans Saints just won the Super Bowl.  The leaders on that team don\'t have followers, they have teammates; fellow contributors.  Their fans are consumers and there are many suppliers but the best leaders and great organizations make their customers, suppliers, and communities feel like contributors too.  Contributors volunteer to cooperate.  They\'re free agents.  They volunteer to contribute even if they directly report to you and you do their annual performance review and sign their paycheck.  Even your children choose their level of buy-in.\n\nContributors vary their energy and enthusiasm depending on their belief that your leadership will create \"wins\" for them.  People can be energized to contribute based on your charisma, your power (or positional authority) and your character (who you are on the inside).  All of these factors are valueless unless your contributors achieve some success.  In fact, every team or organization is only sustainable to the degree it can keep every contributor feeling some level of success.  If your managers and stockholders don\'t realize results, they\'ll remove your positional authority.  If the contributors don\'t have a win, they will reduce their contribution and their energy.  Vendors withold support, customers take their business elsewhere.  In the absence of success a charismatic leader becomes ineffective; a positional leader begins to look like Dilbert\'s boss, and even a person of great character loses their ability to inspire the effort necessary to win.\n\nSustainability in leadership demands results.  Stakeholders, shareholders, contributors and customers measure their contribution against their return and their expectations and continually adjust their contribution based on that evaluation.  If they don\'t win, eventually you won\'t influence.\n\nCan you see some parallels to today?  What leaders do you see teetering on the brink of diminished influence for failing to deliver?', 'Deliver the Promise', '', 'publish', 'open', 'open', '', 'deliver-promise', '', '', '2010-02-07 23:09:06', '2010-02-08 04:09:06', '', 0, 'http://www.leadchangegroup.com/?p=1683', 0, 'post', '', 8),
(1709, 243, '2010-02-10 07:22:41', '2010-02-10 12:22:41', '<em>This is part of a series of posts organized and arranged by <a title=\"Jane Perdue on Twitter\" href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">Jane Perdue</a>. You can find the introduction <a title=\"Politics are Necessary, but not Necessarily Evil\" href=\"http://getyourbigon.com/leadbigblog/playing-office-politics/\" target=\"_blank\">here</a> and the post on <a title=\"Networking Inside the Company Walls\" href=\"http://jennifervmiller.com/networking-inside-the-company-walls/\" target=\"_blank\">networking</a> by <a title=\"Jennifer Miller on Twitter\" href=\"http://twitter.com/jennifervmiller\" target=\"_blank\">Jennifer V. Miller</a> at her blog <a title=\"The People Equation\" href=\"http://jennifervmiller.com\" target=\"_blank\">The People Equation</a>. I also posted on <a title=\"Sincerity and Office Politics at Lead Change Group Blog\" href=\"/sincerity-office-politics\" target=\"_self\">Sincerity and Office Politics</a> and <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/SusanMazza\" target=\"_blank\">Susan Mazza</a> followed with a great post on the political side of agendas at <a title=\"Susan Mazza\'s blog Random Acts of Leadership\" href=\"http://randomactsofleadership.com\" target=\"_blank\">Random Acts of Leadership</a>.  This is the final post in the series, titled <a title=\"Influence and Intentions on Life Love Leadership by Jane Perdue\" href=\"http://getyourbigon.com/leadbigblog/influence-and-intentions/\" target=\"_blank\">Influence and Intentions</a> on the positive side of influence.</em>\n\nIs there such a thing as positive office politics?  Jane Perdue has hosted a series of articles on the four behaviors that politically astute leaders master.  Jane asked each of us to post on one of the behaviors.  Her post <a title=\"Influence and Intentions on Life Love Leadership by Jane Perdue\" href=\"http://getyourbigon.com/leadbigblog/influence-and-intentions/\" target=\"_blank\">here</a> presents the common thread.  When your motives are noble, your behaviors are received as \"positive politics.\"  When your motives are selfish, your social astuteness, interpersonal influence, networking ability and sincerity all come into question.\n\nWhen people perceive that your motivations include them, they give you the benefit of the doubt in many behaviors. Eventually your skills need to produce results in line with your true motives.  Jane\'s post points out 7 ways to improve your \"win-win\" influence skills. They\'re great tips.  Zoom over to her blog to <a title=\"Influence and Intentions on Life Love Leadership by Jane Perdue\" href=\"http://getyourbigon.com/leadbigblog/influence-and-intentions/\" target=\"_self\">read the whole post</a>.  You\'ll be glad you did.', 'Positive Office Politics', '', 'publish', 'open', 'open', '', 'positive-office-politics', '', '', '2010-02-10 07:22:41', '2010-02-10 12:22:41', '', 0, 'http://www.leadchangegroup.com/?p=1709', 0, 'post', '', 8),
(1774, 243, '2010-03-01 17:11:56', '2010-03-01 22:11:56', '<em>We have talked about vision in previous posts such as <a title=\"Can You Taste It\" href=\"/can-you-taste-it/\">Can You Taste It?</a><a title=\"Energize, Mobilize &amp; Guide\" href=\"http://leadchangegroup.com/energize-mobilize-guide/\">  Energize, Mobilize &amp; Guide</a>, <a title=\"Shared Vision\" href=\"/shared-vision/\">Shared Vision</a>, <a title=\"Align Your Vision\" href=\"http://leadchangegroup.com/align-vision-purpose\">Align Your Vision</a> and <a href=\"http://leadchangegroup.com/own-your-vision\">Own Your Vision</a>.  As a follow up to the whole series, let\'s do a short check to see how you\'re doing at deciding what\'s most important.</em>\n\nAs the leader of your team, you make choices every few minutes.  Even as a contributor, more and more these days, you have some control over how you spend your time. You decide to attend meetings, write software or return customer calls or talk with a team member about some deliverable.  You make literally hundreds of choices per hour.\n<h3>What is Urgent?</h3>\nSome of the things you choose are <em>important</em> and some are <em>urgent</em>.  You know the urgent choices -- the ones that must be done right now.  Important tasks take longer to identify and complete.  Often the most important tasks are the most strategic; requiring time and coordination to implement.  Urgent problems <em>demand </em>attention. In fact, we can define urgency as the tension between <em>what is</em> and <em>what needs to be. </em>Urgency is inversely proportionate to the slack (excess time and resources) we have to implement <em>what needs to be.</em> High slack, no urgency; Low slack, high urgency.\n\nImportant tasks wait patiently.  Important tasks are high-value, <em>what needs to be</em> initiatives. Generally, since they\'re high value, we commit the necessary time and resources, establishing slack.  Discipline is required to maintain the slack; or fence-off the best parts of your day to devote to the most important issues.  It\'s very tempting to commit the slack of important projects to the squeakier, urgent ones.  (I\'m not saying I do this very well...)\n\nOnce you have identified the truly high-value <em>important</em> issues, make sure your team\'s best effort, their prime time, is committed to the most important objectives.\n<blockquote>\"If you do what you\'ve always done, you\'ll get what you\'ve always gotten.\" Anthony Robbins</blockquote>\nYou may have to get urgent about this.  I realize that might sound confusing, but there is a \"good\" urgency.  If your home is on fire, you can\'t stop and evaluate how changes in the trade deficit will affect your 401k.  Effective people and teams deliver their best energy to their top priorities.  As you\'re diligent about applying your best energy to your best goals, you will align with your best vision.  Your team will appreciate your consistency.  In fact, they should flourish in it.  They will adopt the vision and push it forward for you.  Make your top priorities your most important and urgent initiatives. Apply your best energy in their direction for your greatest impact.\n\nCan you look past the lack of slack (high urgency) and find the high value projects?  Are you clear on the most important initiatives your team must address?  If you\'re not clear, who is?  If you fail to hold the line, eventually important initiatives will produce more urgent tasks.  Can you identify the important initiatives that will soon become urgent?\n<h3>Questions for reflection:</h3>\n<ol>\n	<li>Are urgent things keeping us from working on the truly important ones?</li>\n	<li>What urgent things can we delegate and get off our plate?</li>\n	<li>How can we spend more energy on our key strategic initiatives and less on \"drama?\"</li>\n</ol>', 'Urgent or Important', '', 'publish', 'open', 'open', '', 'urgent-important', '', '', '2010-03-01 17:11:56', '2010-03-01 22:11:56', '', 0, 'http://www.leadchangegroup.com/?p=1774', 0, 'post', '', 8),
(1785, 243, '2010-02-16 17:32:34', '2010-02-16 22:32:34', 'With short notice we held the February Tweet Chat yesterday.  The topic of conversation: \"How can we help each other build character-based leadership in our communities?\"  Because of the short notice and the holiday, participation was down but ideas shared were meaningful and worthwhile.  Like <a title=\"JohnDWatt on Twitter\" href=\"http://twitter.com/johndwatt\" target=\"_blank\">John Watt</a> said late in the hour, this was the \"fastest moving hour\" of the day.\n\nSo what were the ideas?  <a title=\"Phil Gerbyshak on Twitter\" href=\"http://twitter.com/philgerb\" target=\"_blank\">Phil Gerbyshak</a> had a great idea early that got everyone re-tweeting. We need to model character-based leadership personally.  <!--more--><a title=\"Tara Gotwalt on Twitter\" href=\"http://twitter.com/taragotwalt\" target=\"_blank\">Tara Gotwalt</a> talked about Leadership Bartlesville (Oklahoma) and some of the things they do to advance character.  They (like my own <a title=\"City of Owasso\" href=\"http://www.cityofowasso.com\" target=\"_blank\">town of Owasso, OK</a>) utilize material by <a title=\"Character First website\" href=\"http://characterfirst.com\" target=\"_blank\">Character First</a>.  For me the conversation had a lot of good ideas, but few were personally actionable.  Then <a title=\"Monica Diaz on Twitter\" href=\"http://twitter.com/monedays\" target=\"_blank\">Monica Diaz</a> and suggested that we find \"a local paper or radio show that is also a biz of character.\"  The idea was to get them to run interviews or panels to talk about character-based leadership.\n\nThen an idea hit me: why not find a local business that I can do a post (or even a series on) related to their character-based leadership (CBL) and how they apply CBL or use it in their business.  What makes them different as a result?  What problems do they avoid?  What challenges do they encounter?  Several people (and I have your names) retweeted that idea, so I\'ll be looking for your posts!\n\nThere were many other great ideas in the chat as well, but we definitely need to chose a different time an place as the number of people participating was about half last time.  Stay tuned for changes in March.  Meanwhile, you can <a title=\"Tweet Chat summary on Box.net\" href=\"http://www.box.net/shared/jxh61ngv4l\" target=\"_self\">download the transcript here</a>.\n\nBut don\'t let the fact that you missed the chat stop you.  What can you do?  How can this group help you take action to encourage character-based leadership in your community?  What will it take?', 'February Tweet Chat', '', 'publish', 'open', 'open', '', 'february-tweet-chat', '', '', '2010-02-16 17:32:34', '2010-02-16 22:32:34', '', 0, 'http://www.leadchangegroup.com/?p=1785', 0, 'post', '', 8),
(1786, 243, '2010-02-17 17:00:55', '2010-02-17 22:00:55', 'We have talked about vision in previous posts such as Can You Taste It?,  Energize, Mobilize &amp; Guide, and Shared Vision.  Now we need to check to make sure your vision is aligned.\n\nDo you know the purpose of your team?  Can you articulate the strategic reason your team exists?  Does your team\'s vision align with your organization\'s vision?\n\nSay you\'re in a technical support role.  There is a strategic benefit your company receives from paying your salary and giving you a place to work.  You may never talk to customers or make a sale, but you contribute a key function to the overall mission of your organization.  <!--more-->Regardless of your functional area, as a manager - make that <strong><em>leader</em></strong> - you need to know your team\'s strategic purpose and actively share that purpose, inspiring people toward that purpose in a way that energizes your teammates to join in the cause.  Your organization has a \"greatest purpose\" for your team.\n<h3>Strategic Purpose</h3>\nSo, do you know the most strategic purpose for your team?  Are you clear on that purpose?  If not, step back from the moment-to-moment drama of your job and list all the tasks performed by your team.  What value does your team deliver to your organization?\n\nOnce you\'ve made your list, force rank those functions or results:\n<ul>\n	<li>What is the greatest value your team brings to the game?</li>\n	<li>Can you drill to the top item?</li>\n	<li>If you owned the company, would you pay the cost of your group for the benefit you receive?</li>\n	<li>Would you be your team\'s customer?</li>\n	<li>Would you be a satisfied customer?</li>\n</ul>\nNow, which of those are the greatest?\n<h3>How do you measure up?</h3>\nIf you went to the range, how would you score?  Are you known for helping your team focus on the part of the target that produces the best chance for victory?  Or do you concentrate on all of the not-so-important details that support the center?  Are all of those reports and additional services necessary?  Must every team member be at <em>every</em> meeting?  What can you do to help your team align their actions with the pinnacle of their purpose?  The answer to that question may be the difference between success and everything else.\n<div></div>', 'Align your Vision and Purpose', '', 'publish', 'open', 'open', '', 'align-vision-purpose', '', '', '2010-02-17 17:00:55', '2010-02-17 22:00:55', '', 0, 'http://www.leadchangegroup.com/?p=1235', 0, 'post', '', 8),
(1801, 243, '2010-02-25 17:44:20', '2010-02-25 22:44:20', 'Social media entered another dimension this past weekend. At least for me.  It took on a third dimension, and a fourth!\n\nI met 13 members of the Lead Change Group face to face this past weekend at LeaderPalooza.  The third dimension was the people. What a great group of new comrades-in-arms.  The fourth dimension is the tangible creative energy that the group ignited in my spirit.\n\nI took away 4 ideas from LeaderPalooza:<!--more-->\n<div id=\"_mcePaste\">\n<ol>\n	<li>I\'m not alone. People share the same passion I have for leadership that inspires commitment rather than commanding compliance. The War on Apathy has new resources!</li>\n	<li>People voluntarily contribute (much!) more than you\'d ever command. These 13 people energized and inspired me. I\'m honored by their contribution; no rather their ownership.</li>\n	<li>Inspiration is contagious!  WOO HOO! People are drawn to relationships where they\'re valued and their contribution matters. We need to remember this when we\'re interacting with everyone, our kids, our vendors, people who disagree with us or disappoint us, and everyone else.  Find people who are open to new relationships and invest in them. Consider others more important than yourself.  You\'ll be amazed at what results.</li>\n	<li>We can make a difference! We\'re doing it already.  <a title=\"Erin Schreyer on Twitter\" href=\"http://twitter.com/erinschreyer\" target=\"_blank\">Erin </a>posted an article titled \"<a title=\"Leadership Conference? Not Hardly! by Erin Schreyer at Sagestone Partners Blog\" href=\"http://sagestone.wordpress.com/2010/02/22/leadership-conference-not-hardly-this-was-absolutely-a-palooza/\" target=\"_blank\">Leadership Conference? Not Hardly! This Was Absolutely a Palooza</a> \" and <a title=\"Monica Diaz on Twitter\" href=\"http://twitter.com/monedays\" target=\"_blank\">Monica</a> wrote a post \"<a title=\"Otheresteem for Leaders\" href=\"http://www.otheresteem.org/blog/?p=207\" target=\"_blank\">Otheresteem for Leaders</a>\" energizing and encouraging us to step up and keep things going.  I know <a title=\"Jane Perdue on Twitter\" href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">Jane</a>, <a title=\"Sonia Di Maulo on Twitter\" href=\"http://twitter.com/ReadyToFeedBack\" target=\"_blank\">Sonia</a> and <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/SusanMazza\" target=\"_blank\">Susan</a>* are working on them as well.  <a title=\"Steve Keating on Twitter\" href=\"http://twitter.com/LeadToday\" target=\"_blank\">Steve</a> put the red filing cabinets out for everyone to see at work. (You had to be there.)  <a title=\"Mark Oakes on Twitter\" href=\"http://twitter.com/MarkOOakes\" target=\"_blank\">Mark</a> took action to infuse his values into his relationships.  <a title=\"Chris Zaucha on Twitter\" href=\"http://twitter.com/czaucha\" target=\"_blank\">Chris</a> is making a stand in a challenging industry and helping with group organization.  <a title=\"Deb Costello on Twitter\" href=\"http://twitter.com/costelloland\" target=\"_blank\">Deb</a> put together a list of leadership resources for her students. <a title=\"Don Shapiro on Twitter\" href=\"http://twitter.com/DonShapiro1\" target=\"_blank\">Don</a> made a change in a call with a client.  <a title=\"David Wachs on Twitter\" href=\"http://twitter.com/DavidWachs\" target=\"_blank\">David</a> is connecting people and making a difference. <a title=\"Jim Holland on Twitter\" href=\"http://twitter.com/Jim_Holland\" target=\"_blank\">Jim</a> is helping various members of the group. <a title=\"Fanny Korman on Twitter\" href=\"http://twitter.com/innerwonder\" target=\"_blank\">Fanny</a> is taking the message of character-based leadership overseas. Everyone is doing something.</li>\n</ol>\n</div>\nWe each committed to make progress every day. We all committed that the idea wouldn\'t die.  That\'s quite a commitment. But we don\'t want you to read this post in 6 months and wonder what happened.  We intend to <em>instigate</em> a movement and we commit to publicize the impact of this conference every day through the way we live.  When one of us slows down, there are 14 more that can pick us up.\n<blockquote>\n<div>\"Consider others more important than than yourselves.\" (Philippians 2:3)</div></blockquote>\nThe first rule of character-based leadership - it must be delivered in the flesh.  You can no more lecture character-based leadership into someone than you can lecture ice skating, a golf swing or a 3-point jump shot.  We must improve our own character every day and lead from the depth of who we are, rather than what our title is.  Depth of character, compassion for others, and commitment to excellence inspire others to believe in shared goals and give their best.\n<blockquote>\n<div>\"Do or do not. There is no try.\" Yoda</div></blockquote>\nIf you couldn\'t come, don\'t second-guess or beat yourself up.  You did what you had to do. Get ready and take the next shot.  Forget what lies behind and reach forward to what lies ahead.  In the world of social media, and character-based leadership, the frontier is immense. When you get your next shot, take it. Invest in a life.\n\nFor those of us who were there, let\'s remember what happened and use that to launch a new future.  Character-based leadership must begin with us.  Our next meeting will be another new experience.  Let\'s not wait a year.\n\nAnd for everyone, be watching for an announcement about Lead Change Roundtables. These will be like a CEO RoundTable or advisory board, but for the purpose of deepening our character and making a positive difference. If you\'d like more information, head over to the Contact form and drop us a line.\n\n* Note: Other Posts:\n<ol>\n	<li>Jane Perdue: Let Us Be Water at her Life, Love Leadership Blog</li>\n	<li>Deb Costello: Eloquent Words published by Jane Perdue at Life, Love Leadership Blog</li>\n	<li>Susan Mazza Real Leadership at her Random Acts of Leadership Blog</li>\n</ol>\n&nbsp;', 'Community&#039;s Forth Dimension', '', 'publish', 'open', 'open', '', 'communitys-forth-dimension', '', '', '2010-02-25 17:44:20', '2010-02-25 22:44:20', '', 0, 'http://www.leadchangegroup.com/?p=1801', 0, 'post', '', 32),
(1872, 243, '2010-03-07 18:46:38', '2010-03-07 23:46:38', 'Character-based leadership creates energy. Character-based leaders lead out of who they are rather than their position. They don\'t manipulate; they inspire.  Their character, personality, gifts, values, beliefs and behaviors communicate to the whole team and other stakeholders that they are part of the team.  They share the goals and objectives of the team and serve the team in pursuit of that goal.\n\nThe team rewards those leaders with energy.  <!--more-->They know that their leader is making as great or greater contribution to the cause. That knowledge inspires them to take responsibility, make sacrifices, and submit to the authority in order to take part in achieving a goal that is bigger than anything they could do on their own.  Their contribution in turn energizes the leader.  A cycle begins. The result can be many times greater than the sum of the parts.\n\nIt all begins with a person of character investing themselves in service to the team and the effort.\n\nThis week, what can you do to start or restart the cycle?  Will you be an investor or a consumer?  Will you inspire others by the energy you invest?  Be the best person you can be and invest yourself in a shared goal. You will energize and mobilize others giving them the best chance to achieve extraordinary, even multiplied results.', 'Leadership Energy', '', 'publish', 'open', 'open', '', 'leadership-energy', '', '', '2010-03-07 18:46:38', '2010-03-07 23:46:38', '', 0, 'http://www.leadchangegroup.com/?p=1872', 0, 'post', '', 44),
(1880, 243, '2010-03-11 07:16:50', '2010-03-11 12:16:50', '\"If people are going to do their best, they must be internally motivated\" - Kouzes &amp; Posner Leadership Challenge 4th Edition\n\nReal success in energizing an organization or a community or a tribe comes from a shared vision and spontaneous motivation. By \"spontaneous\" I mean \"controlled and directed internally,\" and \"produced without being planted or without human labor,\" (both from <a title=\"Merriam Webster definition of spontaneous\" href=\"http://www.merriam-webster.com/dictionary/spontaneous\" target=\"_self\">Merriam Webster Online Dictionary</a>).<!--more-->\n<h3>Proactive Leadership</h3>\nCharacter-based leaders model this self-originating proactive motivation in pursuit of a shared vision. Others who share the vision receive the leader\'s actions as service to the cause and tend to respond by becoming more self-motivated, inspired or proactive themselves.\n\nThis self-acting spontaneous motivation energy cycle creates great success in organizations of producers.  A producer is someone who understands that they are measured by their contribution, not their consumption.  If you\'re not a contributor, you\'re a consumer. Consumers (or victims) see themselves as the center of the story.  Proactive leaders serve them to no effect. In fact, proactive leaders can sabotage their own efforts by trying to satiate consumers.  Consumers want to maximize consumption over production. When we\'re in the consumer mindset, we don\'t care who loses, as long as we win.  We\'re sorry the other person lost.  It\'s a shame they couldn\'t win too, but there\'s no way we could let them win at our expense.\n\nEvery time we take advantage of a vendor, flex our muscles on pricing, demand to win at the expense of another, we add a brick to our consumer wall.  We sign up for another lap on the victim bus.  We made someone else the victim or we were made the victim.  We believe every transaction has to have a loser and we\'re glad it\'s not us this time.\n<h3>Encourage Producers</h3>\nWe can\'t get trapped in this mindset.  We need to be proactive leaders, judging our own effort by our output, our contribution, our actual results rather than our intentions or our consumption.  Then we must radically resist the consumers.  How?  Force them to earn their keep.  Many will leave when they realize that they must produce more than they consume.  They look for places where they can get more grease and they\'ll do what they need to in order to attain to that status.  We need to help them learn early and often that, like Coach Vince Lombardi said, \"If you aren\'t fired with enthusiasm, you\'ll be fired with enthusiasm.\" Or as the Netflix documentation states, \"Adequate performance gets a generous severance package\n\nSo, what can you do to begin to stamp out consumerism and become a champion for the producers and key contributors in your organization?', 'Spontaneous Motivation', '', 'publish', 'open', 'open', '', 'spontaneous-motivation', '', '', '2010-03-11 07:16:50', '2010-03-11 12:16:50', '', 0, 'http://www.leadchangegroup.com/?p=1880', 0, 'post', '', 24),
(1913, 243, '2010-03-25 17:25:13', '2010-03-25 22:25:13', 'After a considerable search on the Internet, I could find the following quote attributed to several people. It seems Bill Cosby may have said it as the character Dr. Huxtable on the Bill Cosby show. It seems very much \"in character.\" The quote: \"Show me your friends and I\'ll show you your future.\"<!--more-->\n\nWe are affected by the people around us. To some degree, everyone exerts some influence on us.  Just look at how we let dress styles change. Also note how some areas of the world are more fit than others.  But great influence is reserved for our closest relationships.  Many people around us can create a little effect, but our friends, those we choose to associate with, have a tremendous impact on us.\n\nA friend of mine, <a title=\"Scott Pearson on Twitter\" href=\"http://twitter.com/bspearson\" target=\"_blank\">Scott Pearson,</a> wrote a perceptive post titled <a title=\"Do Your Metrics Matter\" href=\"http://byronscott.wordpress.com/2010/03/20/do-your-metrics-matter/\" target=\"_blank\">Do Your Metrics Matter</a> about how we measure ourselves.  His example was about cycling with a friend and how, when the two of them rode together, Scott exerted more effort.  The partner\'s presence alone challenged Scott to work harder and go faster than he would otherwise.  He went on to discuss metrics, and the post is good in that regard.  Please check it out and the other great content on his <a title=\"Ideation Blog by Scott Pearson\" href=\"http://byronscott.wordpress.com/\" target=\"_blank\">blog Ideation</a>.  But it made me think...\n\nHow do your friends affect your performance as a leader?  Do your friends subtly pull you down or up?  Do they challenge you to give more or less?  Do they encourage you to grow or slow?  The people you associate with may be a more accurate determination of your future than any other factor.  So who do you chose to associate with?\n\nIt\'s almost been a year since we created the Lead Change Group. The organization has so many excellent, passionate, committed character-based leaders, it\'s difficult to avoid growing.  But we still need to be purposeful in challenging ourselves and helping others grow as leaders.  We must attempt new challenges and invest in new relationships to continue to grow as character-based leaders.\n<blockquote>\"Your friends are your future.\"</blockquote>\nThat\'s why we\'ve introduced the Lead Change Roundtables.  In a roundtable group, you will be partnered with 5-7 other quality Lead Change members, successful leaders, committed to continued growth  and development as a leader.  For instance in a group of leadership coaches, we will each help one another refine service offerings, promote our businesses and consider collaborative endeavors.  In a group of middle managers, we will help each other with issues relating to our teams, our peers, our leaders and our customers.  Each month we\'ll have two 2-hour video calls where members will discuss their goals, accomplishments and issues and help one another grow as a character-based leader.  Each participant will be encouraging each other to pull together and help one another overcome obstacles, take advantage of new technologies and methods, deepen relationships and drive through to tangible leadership growth and achievement. You will reach new heights and have greater impact in your sphere of influence.  Your business and your impact will grow dramatically.  Click the image or <a title=\"Contact the Lead Change Group\" href=\"/contact/\" target=\"_self\">contact us</a> to find out more.\n\nWill this be a year of growth, a plateau or a downhill coast?  What type of difference will you make in your own life and in the lives of a few others?\n\n<span style=\"font-size: xx-small;\">Photos © memo &amp; © Beholder - Fotolia.com</span>', 'Your Friends and Your Future', '', 'publish', 'open', 'open', '', 'friends-future', '', '', '2010-03-25 17:25:13', '2010-03-25 22:25:13', '', 0, 'http://www.leadchangegroup.com/?p=1913', 0, 'post', '', 28),
(1915, 243, '2010-03-28 15:00:19', '2010-03-28 20:00:19', 'Patrick Lencioni\'s latest book isn\'t what you might think from the title. It is very much true to the author though. \"<a title=\"Getting Naked at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787976393?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787976393\" target=\"_blank\">Getting Naked: A Business Fable about shedding the three fears that sabotage client loyalty</a>\" is a business fable about two consulting firms. The subtitle exposes some of the reasoning behind the title too (all puns intended).<!--more-->\n\nThe story surrounds a rather large successful consulting firm that is purchasing a smaller one. The contrast between the two firms provides the context to discuss the three fears. Fear tends to make us want to protect ourselves and in protecting we sabotage trust and loyalty. When we are free and open, confident, focused on the activity rather than avoiding certain outcomes, we relax and do our best. It\'s no fluke that in sports they call it choking. We often self-seek the very result we focus on. When we focus on negatives outcomes, we tend to produce them. Any fear that causes us to take our focus off the success is destructive.\n<h3>Shred the Three Fears</h3>\nThe three fears are 1) the fear of losing the business; 2) the fear of being embarassed; and 3) the fear of feeling inferior; cause organizations of all types, not just consulting firms, to choke. Lencioni makes his points well in his trademark business fable format. The characters are believable and real. You can tell Lencioni has quite a bit of experience on the topic. In fact, the story is based on his own firm, the Table Group. The characters tell the story well so the summary of the book is very short relative to the fable.\n\nOne point I highlighted late in the book applies to so much more than just business, \"there is nothing more attractive and admirable than people who willingly and cheerfully set their egos aside and make the needs of others more important than their own.\"\n<h3>Overcoming the Fears</h3>\nThe author closes the book with specific behaviors that defeat the fears. But rather than spoil it, you should check it out for yourself. I thought of some other behaviors as well. For example, focusing on the things you\'re grateful for (partial adaptation to the strategy: Give Away the Business) helps you counter the fear of losing the business too.\n\nI highly recommend this book. In fact, I have read all but one or two of Lencioni\'s books and can recommend them all. In the end the fable helps make the points of the store more memorable unless you\'re into reading from the dictionary. The stories make the points more memorable. Check out the book and let me know if you agree.\n\n<em>Some people seem to believe that it is necessary for me to tell you that I reviewed a publisher-provided copy of this book.  I hope you know I wouldn\'t review this positively simply because they gave me a $20 book!  But if that\'s something you might be tempted to do, then please disregard the review.  Mike...\n</em>', 'Getting Naked', '', 'publish', 'open', 'open', '', 'naked', '', '', '2010-03-28 15:00:19', '2010-03-28 20:00:19', '', 0, 'http://www.leadchangegroup.com/?p=1915', 0, 'post', '', 16),
(1924, 243, '2010-03-21 15:00:20', '2010-03-21 20:00:20', 'A book\'s length is not a direct indicator of it\'s value or depth.  Many a lengthy book has put me to sleep and many a short book has had wonderful insights.  <a title=\"The Leadership Test at Amazon.com\" href=\"http://www.amazon.com/gp/product/057804210X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=057804210X\" target=\"_blank\">The Leadership Test by Timothy R. Clark Ph.D.</a> falls into the later category.  It\'s a very quick read but it left me with a new way to discuss some very important leadership insights.<!--more-->\n\nThe book presents its story in a fable format.  The principle character is Isadore \"Izzy\" Kroll, a high school teacher who has become an institution in his institution.  He is a wise teacher who understands leadership and how people learn.  One of his students, Marcus, called out of the blue one day.  It seems Marcus was faced with the opportunity to move up in his organization from being an individual contributor to a supervisor.  Marcus was considering his options.\n\nIzzy asked an interesting question that makes a great point about leadership. The question: \"Why do you want to lead?\"  Izzy goes on to explain to Marcus that the answer to that question is a primary determinant in the success of the leader.  Many people take their first supervisory job because it\'s a promotion, an honor, and a raise.  It means you\'ve done a good job contributing and now we\'re going to bestow some higher honor on you.  Most people would appreciate the honor.  Why not go for it?\n\nBut the problems of many positional leaders trace back to this point. Their motives are selfish and leadership is not for the selfish.  Leadership is service.\n\nThe author uses the main character to make five key ways we are tested as we \"put stewardship above self-interest.\" The test presents key ideas in a way that is easy for emerging leaders to understand.\n\n<a title=\"The Leadership Test at Amazon.com\" href=\"http://www.amazon.com/gp/product/057804210X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=057804210X\" target=\"_blank\">The Leadership Test</a> is a good introductory book for a first time leader or someone who\'s struggling in a front-line management position.  It is a good tool for mentors and executives to provide to individual contributors who are considering their career and the direction they should go as well.  If you are a front-line manager, considering becoming one or if you are responsible for front line supervisors, you should get a copy and check it out.', 'The Leadership Test - Book Review', '', 'publish', 'open', 'open', '', 'leadership-test-book-review', '', '', '2010-03-21 15:00:20', '2010-03-21 20:00:20', '', 0, 'http://www.leadchangegroup.com/?p=1924', 0, 'post', '', 20),
(1956, 243, '2010-03-29 18:38:23', '2010-03-29 23:38:23', 'Ray Fisman of Foreign Policy Magazine and <a title=\"www.foreignpolicy.com\" href=\"http://www.foreignpolicy.com\" target=\"_blank\">www.foreignpolicy.com</a> published an article on March 24, 2010 titled <em><a title=\"The Bad Kind of Corruption\" href=\"http://www.foreignpolicy.com/articles/2010/03/24/the_bad_kind_of_corruption\" target=\"_blank\">The Bad Kind of Corruption</a>.</em> The article is about how the recent \"trial of four Rio Tinto employees on bribery and corruption charges in China may not bode well for the relatively orderly and benign style of corruption that allowed China\'s great leap forward into economic progress.\"\n\nThe author begins by describing how the economies have been growing in Indonesia and China, nations known for their corrupt government practices.  While I appreciate the author\'s courage bringing the issue to light, my challenge is with the method of judging right from wrong.<!--more-->\n<h3>Is Bribery Wrong?</h3>\nThere is a tip-of-the-hat to the idea that corruption may not be good, that the people in these nations might \"be richer otherwise.\" But then the author goes on to assert that known, stable corruption is good; at least better than unknown corruption.  The idea is that if businesses and individuals know what types of bribes are required to get something done in a particular region, it \"levels\" the playing field.  It goes on to assert that corruption in some ways \"is no different from a tax, albeit one that gets deposited in the bureaucrat\'s pocket rather than the state treasury.\"\n\nThe author states, \"The most troubling aspect of the recent Rio Tinto case is that it might be signaling to foreigners that they are entering a new era of uncertainty over the rules that govern their interactions with Chinese bureaucrats.\"\n\nIt seems from the article that the issue relating to the Rio Tinto trial in particular and corruption in government in general is simply a matter of economics. If it makes money, it\'s OK.  If it doesn\'t it could be bad.  Taxes are bad if they \"discourage business entry and growth\" and so are bribes.\n<h3>Economic Growth?</h3>\nAs a citizen of a free nation, I\'m ashamed for us.  Those of us who are free, living in governments with justice as a guiding principle or rule of law should be ashamed that we can so quickly forget the people who pay for the corruption.  They pay with their quality of life.  They pay with their safety and security.  It is not progress when a corrupt economy grows, it\'s corruption!  It simply becomes a more powerful corrupt economy.  Corrupt nations have learned that if they allow some money to trickle through to their people and if the business people in the other nations get their profit, they are free to practice any type of corruption they desire.\n\nWe have quickly traded our principles for profit. If it makes us money, we will find a way to rationalize it until we can judge the practice as acceptable. No matter that we make our profit at the expense of millions of voiceless people in those nations who have no choice but to labor under the very corrupt bureaucracy our riches finance.  As long as we get our profit, we\'re sorry about their problem, but we\'ve got to make our quarterly numbers.\n<h3>Basis of Judgment</h3>\nWhen every moral judgment cooks off to money, our world is in a sad state.  If everyone is a consumer, taking all they can and judging results by their own profit, then our world becomes transactional and heartless.  The individuals in those corrupt nations are not free to do anything about their situation.  The \"most troubling aspect\" for me is that I live in free nation that has sacrificed freedom on the altar of profit.  We have sold ourselves into slavery - a slavery to money.  Not only do we cooperate with corrupt governments and bureaucracies, but our only concern is that our profits may be jeopardized when they act more corrupt than usual! (I suppose we can claim that it\'s not fair!)\n\nWe demonstrate our slavery to money when we judge a travesty such as this by the economic impact it may have. We sold our heart, our passion and our courage and our love for less fortunate people.  There was a time when we valued another\'s individual freedom, justice, and economic liberty above our own profit.  Will we simply argue the economic merits of something like this?  When will we stop serving our greed and begin to serve the people subject to this injustice?  Will we ever again stand up for character and resist the corruption?\n\n&nbsp;', 'The Most Troubling Aspect', '', 'publish', 'open', 'open', '', 'most-troubling-aspect', '', '', '2010-03-29 18:38:23', '2010-03-29 23:38:23', '', 0, 'http://www.leadchangegroup.com/?p=1956', 0, 'post', '', 68);
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(1970, 243, '2010-04-01 14:36:19', '2010-04-01 19:36:19', 'We all want to win.  No one gets up in the morning and decides, \"Today, I think I\'d like to lose for a change.\" You never tell your spouse, \"Honey, I\'m so used to losing that today, I\'m managing expectations.  My goal is to lose.  That way, when I lose, I\'m a winner!\"  We use terms like Win-Win because if we win, we\'re more than happy for others to win too.  It\'s human nature.  I\'ll let you win if it helps me win.  Isn\'t that what Win-Win is all about?\n<h3>Who do you trust?</h3>\nThink for a moment about the people you trust the most.  <!--more-->Got a picture of them in your mind?  What is it about them that inspires you to trust them?  Somewhere very near the top of the list is the thought that they are \"for\" you.  They understand your best interests and demonstrate a willingness to work in your best interests.  The people you trust the most are people you believe would work for your best interest even if it didn\'t mean they would directly benefit.  In fact, if you\'re like most people, you trust people to the degree that you think they care for you regardless of the results for them.\n\nBy the same token, we tend to trust least where we believe people are \"in it\" for themselves more than we are in the relationship for ourselves.  There\'s almost a balance or an honor among thieves if we\'re both in the relationship for what we can individually get out of it.  Many relationships exist on that principle.\n<h3>Give Win First</h3>\nBut true Win-Win begins when someone else <em>gives win first</em>.  In order for you to demonstrate that you are worthy of trust, you must give win first.  When you can make the other person a winner, they will trust you and want to reciprocate.  We trust people most when we believe they are truly for us more than they are for themselves.\n<h3>Remove Friction</h3>\nTrust lubricates relationships and interactions.  We are free to do and be our best around people we trust.  Rather than bemoan the lack of trustworthy people today, work to make sure you\'re trustworthy.  Examine your key relationships with your leaders, peers, collaborators and teammates.  How can you give win <em>first</em>?  How can you provide overwhelming evidence that you\'re trustworthy?  Constantly grow your trustworthiness and improve the performance of everyone you influence.  That\'s the kind of trend our world needs today.\n\n&nbsp;', 'Give Win First!', '', 'publish', 'open', 'open', '', 'give-win-first', '', '', '2010-04-01 14:36:19', '2010-04-01 19:36:19', '', 0, 'http://www.leadchangegroup.com/?p=1970', 0, 'post', '', 20),
(2155, 243, '2010-05-02 12:23:19', '2010-05-02 17:23:19', 'When friends and I began talking about character-based leadership on <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\" target=\"_self\">LinkedIn</a> and Twitter and as the group was beginning to grow, we each had different ideas about how to \"apply\" character-based leadership.  How could we actually make a difference?  How do we actually make the connection between our social-media interactions and our real-life world?\n\nIn late July 2009, <a title=\"Erin Schreyer on Twitter\" href=\"http://twitter.com/erinschreyer\" target=\"_blank\">Erin Schreyer</a> launched <a title=\"Authentic Leadership In Cincinnati on LinkedIn\" href=\"http://www.linkedin.com/groups?home=&amp;gid=2149541&amp;trk=anet_ug_hm\" target=\"_blank\">Authentic Leadership in Cincinnati</a>.  The group took off because <!--more-->Cincinnati seems to be a great community for authentic, character-based leadership.  They\'re very connected with some large local networking groups already established on LinkedIn.  They also have a large <a title=\"Character Council of Cincinnati\" href=\"http://www.charactercincinnati.org/\" target=\"_blank\">Character Council</a>.  They have held several meetings and this past week, they hosted a panel discussion on diversity over lunch last Friday.\n\nLast Tuesday,<a title=\"Lead Change Tulsa on LinkedIn\" href=\"http://www.linkedin.com/groups?gid=2465470\" target=\"_blank\"> Lead Change Tulsa</a> met for the first time.  Over 20 people attended with several sending last minute regrets.  We discussed a shared desire to make a difference in the community.  We all believe that other-focused leadership can inspire a community to make itself better.  We can grow as leaders by taking responsibility and bringing our best self to the workplace or church or wherever and investing in the lives of people around us.  We will grow and develop as leaders and we will earn influence as we actively invest in our friends, co-workers and neighbors.  As we model what we believe we improve our world and we encourage others to do the same thing.\n\nWe committed to keep going.  We scheduled a meeting on May 18 to discuss our focus, our definition of success, and how we can begin to get to work.  We talked about several ways we could help organizations by making leadership material and opportunities available for emerging leaders, especially in organizations too small to have internal training programs.  What will we do? We will definitely do something. Too many people are too committed. You can find out more by checking out Lead Change Tulsa\'s community meetup page.\n\nWhat about you?  Will you just wish your community was different or will you actually do something?  You don\'t need to start a Lead Change group.  Find one doing the same things and join them.  Part of my passion is connecting groups that are already working on the problems that result from selfish, ego-centered leadership. If you\'re already doing that, please comment below on how I (or anyone else) can help you.  Never underestimate your own ability to make a difference.  Our world needs you to step up.  Go for it.', 'Applied Character-based Leadership', '', 'publish', 'open', 'open', '', 'applied-characterbased-leadership', '', '', '2010-05-02 12:23:19', '2010-05-02 17:23:19', '', 0, 'http://www.leadchangegroup.com/?p=2155', 0, 'post', '', 44),
(2193, 243, '2010-05-14 10:51:06', '2010-05-14 15:51:06', 'As an active participant in leadership discussions both on blogs and group discussions, I come across a common confusion in definitions.  I saw it again in the comments to a great post by <a title=\"Jen Kuhn on Twitter\" href=\"http://twitter.com/JenKuhnPR\" target=\"_self\">Jen Kuhn</a> this week at <a title=\"Take Me To Your Leader at The Experience Factor\" href=\"http://theexperiencefactor.com/take-me-to-your-leader/913/\" target=\"_blank\">The Experience Factor</a>.  I also witnessed it in the series and discussion <a title=\"David Burkus on Twitter\" href=\"http://twitter.com/davidburkus\" target=\"_blank\">David Burkus</a> did at <a title=\"The Leader Lab\" href=\"http://theleaderlab.org/\" target=\"_blank\">The Leader Lab</a> on the <a title=\"The Maxwell Fallacy final post\" href=\"http://theleaderlab.org/2010/04/maxwell-fallacy-stronger-yet-simple/\" target=\"_blank\">Maxwell Fallacy</a>.\n<h3>Good vs. Bad Leadership</h3>\nLet\'s agree today that <em>good</em> leadership is not the same as <em>effective</em> leadership.  <!--more-->Let\'s agree that the word <em>good</em> is an evaluation of the end result rather than the leader\'s actions.  Did it achieve <em>good</em> purposes?  Did it create value?  (By value I mean benefit in excess of cost.)  Did the benefit to all parties exceed the cost to all parties?  Let\'s agree that <em>good</em> leadership is that authority or influence that creates a <em>good</em> outcome.  If the outcome is not generally <em>good</em>, it would be <em>bad</em> leadership.  Using this model, <em>\"bad\"</em> becomes a big word.  Any leadership that doesn\'t create positive outcomes for the contributors and stakeholders can\'t be <em>good</em>.  As Jen stated in her comments, what Hitler did can\'t be <em>good</em>.  It can however be <em>effective</em>.\n<h3>Effective Leadership</h3>\nAn <em>Effective</em> leader is someone who manages to get people to do what they want.  It could be defined as one who exerts influence to get others to achieve the leader\'s objectives regardless of the quality of the outcome.  It will be <em>effective</em> if people allow themselves to be influenced.  The outcomes can be good or bad.\n<h3>Just Plain Ugly</h3>\nIn keeping with the movie, ineffective leadership is just plain Ugly.  We won\'t even try to clean it up.  If you have to stoop to manipulating or threatening or bullying, that\'s ugly leadership.\n\nIt seems from my connecting with people all over the world through Twitter and the <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\" target=\"_blank\">Lead Change Group on LinkedIn</a>, as well as the interest that has been shown in starting local leadership groups like <a title=\"Authentic Leadership Cincinnati\" href=\"http://www.linkedin.com/groups?gid=2149541&amp;trk=myg_ugrp_ovr\" target=\"_blank\">Authentic Leadership Cincinnati</a> or Lead Change Tulsa, that a growing number of people agree that our world needs an infusion of good leadership: effective leadership that brings about net-positive outcomes.  The only way to do that is to contribute more than you consume.  Let the revolution continue in your life and sphere of influence today!', 'Good Leadership vs. Effective Leadership', '', 'publish', 'open', 'open', '', 'good-leadership-vs-effective-leadership', '', '', '2010-05-14 10:51:06', '2010-05-14 15:51:06', '', 0, 'http://www.leadchangegroup.com/?p=2193', 0, 'post', '', 64),
(2203, 243, '2010-05-20 17:14:03', '2010-05-20 22:14:03', '<a title=\"Linchpin at Amazon.com\" href=\"http://www.amazon.com/gp/product/1591843162?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591843162\" target=\"_blank\">Linchpin</a> is a fairly important recent book by Seth Godin.  Most of the concepts in the book aren\'t new and have been presented in many other books including <a title=\"The Fred Factor at Amazon.com\" href=\"http://www.amazon.com/gp/product/0385513518?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0385513518\" target=\"_blank\">The Fred Factor</a> by Mark Sanborn.  Many times the way the author makes a point or the current state of the economy may serve to add impact to a particular idea.  The reminders and the new (at least to me) ideas make the book a good reminder why it\'s important to work toward indispensability.<!--more--> It\'s particularly well written and served up in small sections, this time with chapter breaks, making it very easy to read.  The real leadership benefit comes from digesting the book; reflecting and thinking about the concepts and applying them diligently to your life.  (That\'s why we have a live conference call every Wednesday at 5 PM Eastern to discuss topics from the book.  <a title=\"More info about the Lead Change Library\" href=\"/lead-change-library/\">You can find out more here.</a>)\n<h3>Can you become indispensable?</h3>\nThe main point of the third chapter, entitled Thinking About Your Choice, becoming indispensable is a choice.  In a small section on page 33, Godin asks what was for me a new question, \"What would make you impossibly good at your job?\"\n<blockquote>If your organization wanted to replace you with someone far better at your job than you, what would they look for?</blockquote>\n<a href=\"http://www.amazon.com/gp/product/1591843162?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591843162\"><img class=\"alignleft\" style=\"margin-right: 10px; margin-top: 10px;\" title=\"Linchpin\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/05/linchpin-2.jpg\" alt=\"Linchpin\" width=\"170\" height=\"261\" /></a>Once you\'re in a position, your leadership wouldn\'t go for someone with more experience or someone who could score better on some standardized test.  They\'ve already made that choice.  Instead, they would prefer someone who brought more energy to the job; \"someone more human, connected and mature... with passion and energy... flexible in the face of change, resilient in the face of confusion.\"  Your employer would prefer someone who is an artist - someone who brings passion, desire, and energy to the position.\n<h3>The Key</h3>\nEvery characteristic your employer would want from the ideal person is <em>attitude</em>, not <em>talent</em>.  You choose attitudes.  You have everything you need!\n\nMany times good people fall into the trap where they think that since their organization can\'t give them everything they think they need, money or resources or time, they will choose a bad attitude and withold their best energy.  It could be that they think they don\'t need to bring their best effort until they\'re the top person.  Those are choices.\n<h3>It\'s your choice.</h3>\nYou choose your attitude.  In choosing to react to your circumstances, you give your circumstances  control over your contribution.  Why give anything the ability to control your effort or your reputation?  Bring your best energy and effort every day.  You are known by the actions you take.  Decide what type of person we will be and make the choices that align with that character.  You can be the most energetic, committed, passionate person, doing your the best job under any circumstance.  There is no better way to make the point that you\'re worth more.  Even if your current employer never notices it, a better organization will.\n\nYour choice of attitude exposes your true self.  If you are indispensable, you will demonstrate the attitude and create the results.  Words won\'t be necessary.  Examine your attitude and make your choice.  And share the results with others.  Our world and your organization needs more Linchpins.  Will you make the choice?', 'Impossibly Good', '', 'publish', 'open', 'open', '', 'impossibly-good', '', '', '2010-05-20 17:14:03', '2010-05-20 22:14:03', '', 0, 'http://www.leadchangegroup.com/?p=2203', 0, 'post', '', 36),
(2268, 243, '2010-05-27 14:44:50', '2010-05-27 19:44:50', '<em>This is a guest post by </em><em>Jessica Henry (<a title=\"Jessica Henry on Twitter\" href=\"http://twitter.com/jdhenry09\" target=\"_blank\">Twitter</a>, LinkedIn), my daughter.  She has no shortage of hobbies or books on her reading list.  Many of the books come from me.  But when she read this one, because of her feedback, I asked her to post the review.  You\'ll find that leadership comes in every type of relationship...</em>\n<h2>It’s time to upgrade! – “Girlfriends 2.0” By Cindy w. Morrison (Book Review by Jessica Henry)</h2>\nA couple weeks ago, I received some devastating news. Money is tight at work, as with most places, and my job was way too close to the chopping block. I was given an opportunity and left with a tough decision to make. So, I did what any girl would do and I called in reinforcements.  I called the one person that I knew to give me the right advice on what to do, my dad, one of my biggest fans and (after reading this book) best \"guy-girlfriends.\"\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2010/05/gf20.jpg\"><img class=\"alignleft size-full wp-image-2270\" style=\"margin-top: 10px; margin-right: 10px;\" title=\"gf20\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/05/gf20.jpg\" alt=\"\" width=\"96\" height=\"150\" /></a>He and I had dinner and discussed my options. He told me about someone we both know that had been through this in the past and she had just written a book about the power of girlfriends and how she survived some of the toughest of life’s little lessons. <a title=\"Cindy W. Morrison\'s Website\" href=\"http://cindywmorrison.com\" target=\"_blank\">Cindy Morrison</a> (<a title=\"Cindy W. Morrison\'s Facebook page\" href=\"http://www.facebook.com/cindywmorrison\" target=\"_blank\">Facebook</a>, <a title=\"Cindy W. Morrison\'s Twitter profile\" href=\"http://twitter.com/cindywmorrison\" target=\"_blank\">Twitter</a>, LinkedIn) has been through it all, from layoffs to cancer to her book, <a title=\"Girlfriends 2.0 shopping page\" href=\"http://cwmmedia.donordepot.com/node/1\" target=\"_blank\">Girlfriends 2.0</a>.\n\nIn this book, Cindy pinpoints the value behind girlfriends and explains the dire need to upgrade your friends to the highest of standards. She draws examples of the types to avoid and types to find.\n\nGirlfriends are the ones that tell you when your dress doesn’t look good (in a gentle way) and when you’re making decisions that will cost you later. These people are the ones that make up your safety net. They catch you when you fall and are there to celebrate when you succeed; they are your biggest fans.\n\nThis book has helped me identify some friends in my life that are not really friends at all. These people fit more into the categories of “Needy Nancy,” “Debbie Downers” and “Just Don’t Get It Gidgets,” just to name a few. Since this book, I’m cleaning out the closet, so to say, and “dumping the wanna-bes.”\n\n“Girlfriends 2.0” also helped me to identify my true friends and what we can share to help boost each other up. Girlfriends come in all shapes, sizes, backgrounds and even genders as Cindy makes clear through her descriptions.  I’m working to identify each one in my closest circle and the gifts that they have given me. Even more important, I’m checking myself so that I’m a great girlfriend to those that consider me in their closest circle.\n\nI enjoyed this book. It is written in a communicative style and I found myself feeling as if Cindy was sitting with me on the back porch telling her story, just as my girlfriends and I do now. In fact one night, while sitting with one of my girlfriends listening to her current problem, I then started telling her to dump the “wanna-be” girlfriend that was creating so much grief in her life. She was better than that and maybe she too needed to upgrade her girlfriends.\n\nIt was a fun and insightful read. I want to say thanks to Cindy for all the advice and for sharing a piece of herself with me. This whole crazy world is a little less scary with the new and improved Girlfriends 2.0. If I have a daughter someday, this book is one that I will want her to read to learn about the value of true Girlfriends.', 'Friendship Upgrade - Girlfriends 2.0 by Cindy W. Morrison', '', 'publish', 'open', 'open', '', 'friendship-upgrade-girlfriends-2-0-cindy-w-morrison', '', '', '2010-05-27 14:44:50', '2010-05-27 19:44:50', '', 0, 'http://leadchangegroup.com/?p=2268', 0, 'post', '', 16),
(2278, 243, '2010-05-30 07:36:39', '2010-05-30 12:36:39', 'I watched Saving Private Ryan yesterday.  It was the first time I had seen the movie all the way through.  I enjoy great movies, but few sad ones. I knew enough about this movie to know it was sad.  I also knew the plot and story.  It is truly an inspired classic.\n\nJames Francis Ryan lives his whole life thinking about the actions taken by a group of 8 soldiers who risked their lives to save him.  The command to do so came from General George Marshall, Chief of Staff of the Army.  Private Ryan would be returned home because his three brothers died within days of each other and he was the only one remaining.  The squad of 8 is headed by Captain John H. Miller and Sergeant Mike Horvath.  They must go across the French countryside searching for this one soldier to return him to his family.  Captain Miller\'s last words were the challenge to Ryan that caused him to wonder if his life measured up.<!--more-->\n\nSeveral thoughts run laps around my brain in light of the US commemoration of <a title=\"Memorial Day on Wikipedia\" href=\"http://en.wikipedia.org/wiki/Memorial_Day\">Memorial Day</a>, the holiday to memorialize those who died in military service to our country.  Maybe they\'re the same ones that you considered after the first time you watched the movie.\n<h3>Simple Math</h3>\nFirst, I was struck with the simplicity of their math.  Not having served in the military, I expect the practicality of day-to-day, down-to-earth life-and-death forces you to simplify your judgment.  I was struck by the numeric evaluations each person made.  First there was the 8 for 1 comparison the squad made in the fubar scene.  Then there was this exchange where Captain Miller explained how he wrestled with the responsibility of command:\n<p style=\"padding-left: 30px;\"><strong>Captain Miller:</strong> You see, when... when you end up killing one your men, you see, you tell yourself it happened so you could save the lives of two or three or ten others. Maybe a hundred others. Do you know how many men I\'ve lost under my command?\n<strong>Sergeant Horvath:</strong> How many?\n<strong>Captain Miller:</strong> Ninety-four. But that means I\'ve saved the lives of ten times that many, doesn\'t it? Maybe even 20, right? Twenty times as many? And that\'s how simple it is. That\'s how you... that\'s how you rationalize making the choice between the mission and the man.</p>\nThe math is almost surreal in its simplicity.  Quite a number of Americans and people of other nationalities have  been born free because of their actions.  In the end, the men didn\'t  just save Private Ryan, they saved the bridge.  Their sacrifice made a  difference.  Yes, I know this was a fictional account, but the last 66  years have proven their sacrifice effective.  The numbers are staggering.  Consider the impact of your life on the lives of others over the next 66 years?  How are you doing?\n<h3>Cost of Inaction</h3>\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2010/05/saving-private-ryan-upham.jpg\"><img class=\"alignleft size-thumbnail wp-image-2282\" style=\"margin-right: 10px; margin-top: 10px;\" title=\"saving-private-ryan-upham\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/05/saving-private-ryan-upham-150x109.jpg\" alt=\"\" width=\"150\" height=\"109\" /></a>The second thought I had was what it must have been like to live each subsequent day as Corporal Upham.   First he was instrumental in freeing a German soldier the squad took captive.  Since one of their own died in that exchange, the squad wanted to kill the German, but Captain Miller let him go free at Upham\'s urging.  Later, Upham failed to take action that may have saved some of the lives of his fellow men, initially not providing ammo and secondly by not shooting back at the Germans who eventually killed Captain Miller and Sergeant Horvath.   He chose inaction, in direct contrast to Ryan who refused to leave his squad with the Germans bearing down on them, even though he had an excuse to leave.\n\nWhen we choose to act, we free ourselves from a thread of judgment and second-guessing that only come into play from inaction.  When you act, you question the action, but you never have to question the failure to act. In choosing to do nothing, Corporal Upham had only negative consequences to consider for a long time.  Imagine the consequences of the inaction in your life.  Remember that feeling the next time you consider doing nothing when you could act.\n<h3>Did we earn it?</h3>\nFinally, I wonder as an individual and as a nation whether or not we have earned the sacrifice of the men and women we memorialize on Monday.  What have we done with the gift purchased by the men and women who have died in the military of not just America but other free nations.  Have we made good choices?  Would they be proud of us, our tendency to let power corrupt us or our proclivity for laziness.  We have tremendous resources beginning with our lives and the freedom purchased for us by their sacrifice.  How are we doing?\n<h3>Thankful</h3>\nI am grateful for the sacrifice made by every person who has been wounded or died in the service of the United States.  However I must also admit that I could improve my stewardship of the freedom they sacrificed to purchase.   But for my part, when I remember the Captain\'s final words, I\'ll want to question them applied to my life.  When my time comes, I hope to be able to say that my life justified the sacrifice made for me by the those who gave their lives in service to the United States of America.', 'Earn This', '', 'publish', 'open', 'open', '', 'earn-this', '', '', '2010-05-30 07:36:39', '2010-05-30 12:36:39', '', 0, 'http://leadchangegroup.com/?p=2278', 0, 'post', '', 24),
(2320, 243, '2010-06-13 16:15:11', '2010-06-13 21:15:11', 'Nothing puts air in our sails like a noble purpose. But many of us work for businesses where our focus is to simply outperform last quarter. If you can\'t manage your purpose, you can still inspire your co-workers. When you bring the best of who you are to the job or the project or the dinner table, you will inspire. You can\'t help it. Great causes inspire. Any cause is greater than service to self. Include anyone besides yourself in the category of \"who you serve,\" and your cause becomes something great!<!--more-->\n\nMaybe you don\'t look up to your company or its leaders. Maybe you drag yourself to work every day. But if you can make your purpose anything bigger than yourself, you can begin to experience inspiration. And this is self-inspiration. It\'s an intrinsic reward that we get when we know we\'re doing something meaningful. In Drive, Daniel Pink referred to people motivated by the goal as Type I people to designate their intrinsic motivation. That intrinsic motivation comes from a purpose. (Note: Steve Farber wrote a great book on this titled <a title=\"Steve Farber\'s Greater Than Yourself website\" href=\"http://www.greaterthanyourself.com/\">Greater Than Yourself</a>.  Check it out.)\n\nWhat if you decided that you were going to serve a teammate tomorrow? Just look for opportunities to help a coworker with no expectation of return. I promise you will get an opportunity. We\'re all struggling a little. We all could use some help. Look for the help you can provide rather than concentrating on the help you need. The minute you recognize a need and take action, you\'re a leader. And that action builds trust which will eventually lead to influence. That\'s character-based leadership in action.\n\nMake your purpose bigger than yourself and energize your life. You\'ll energize the people around you too.\n\n<span style=\"font-size: xx-small;\">Photo by ronnie44052</span>', 'Inspiring Purpose', '', 'publish', 'open', 'open', '', 'inspiring-purpose', '', '', '2010-06-13 16:15:11', '2010-06-13 21:15:11', '', 0, 'http://leadchangegroup.com/?p=2320', 0, 'post', '', 44),
(2331, 243, '2010-06-19 14:35:42', '2010-06-19 19:35:42', '<span style=\"font-size: small;\"><em>This is the second in a short series on inspiration.  You can find the first post <a title=\"Lead Change Blog - Inspiring Purpose\" href=\"/inspiring-purpose/\">here</a>.</em></span>\n\nCharacter is who you are.  It\'s your mark.  One friend I met through social media, Perry Maughmer, said, \"Your character is an outward manifestation of an inward reality.\"  Our world pursues image-based leadership (celebrities) or position based ones (wealth and power).  Unless you become a celebrity or a wealthy power broker or elected official, you, like most of us, will have to come up with a different (and better) way to make a difference.<!--more-->\n\nYour impact will come from your character.  More precisely, your greatest impact will be made by your truest and best self applied with focus and commitment toward a great goal.\n\n<a href=\"http://www.amazon.com/gp/product/1591842808?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591842808\"><img class=\"size-full wp-image-2335 alignleft\" style=\"margin-top: 10px; margin-right: 10px;\" title=\"startrwithwhy\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/06/startrwithwhy.jpg\" alt=\"Start With Why by Simon Sinek\" width=\"126\" height=\"202\" /></a>Simon Sinek wrote a book titled <a title=\"Start With Why by Simon Sinek\" href=\"http://www.amazon.com/gp/product/1591842808?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591842808\"><em>Start With Why: How Great Leaders Inspire Everyone To Take Action</em></a>.  In it he said that there are only two ways to get someone to do something.  You can either manipulate or inspire.  One is a drain.  The other energizes.  One is frustration.  The other is flow.\n\nWant to inspire?  Show up every day with your best \"who you are\" ready to serve a big, inspiring goal.  That simple act of modeling your best recharges and re-energizes the people around you. We all need each other.  No man is an island.  We\'re much more like charcoal that we\'d like to admit.  Our warmth comes from the fire in others.  Bring your own fire and you\'ll attract other coals.  Everyone can use someone else to put some fire it them.  We need you to bring your fire (your best you) every day.  Take your fire into the dark places you notice in the people around you and you\'ll light your world.  (Credit to Chris Rice, Go Light Your World.)\n\nWhen you realize that you have everything you need to inspire others, you will make a difference. I get energized thinking about the possibility of helping a thousand people take responsibility for the difference they make in the lives of others.  What energizes you?  How can I help.\n\nToday, you can take responsibility for the difference you make in the lives of others.  You don\'t need to take a class, get certified, get a new job, or win the lottery.  Inspire someone by simply investing your best effort in a goal bigger than yourself, one that benefits others in addition to yourself.  Take your fire to some cold charcoals around you.\n\nWhat are you waiting for?\n\n<span style=\"font-size: xx-small;\">Photo by <a title=\"Photo by radialmonster on Flickr.com\" href=\"http://www.flickr.com/photos/radialmonster/128987476/\">radialmonster</a></span>', 'Inspiring People', '', 'publish', 'open', 'open', '', 'inspiring-people', '', '', '2010-06-19 14:35:42', '2010-06-19 19:35:42', '', 0, 'http://leadchangegroup.com/?p=2331', 0, 'post', '', 24),
(2339, 243, '2010-06-22 12:51:09', '2010-06-22 17:51:09', 'Shawn Murphy (<a title=\"Shawn Murphy on Twitter\" href=\"http://twitter.com/shawmu\">Twitter</a>, LinkedIn, <a title=\"Achieved Strategies Blog\" href=\"http://achievedstrategies.com/blog\">Blog</a>) is hosting a series of posts on the need to shake things up in the leadership space.  The series is called <a title=\"Wake Up and Shake It Up Intro Post\" href=\"http://achievedstrategies.com/blog/get-ready-to-shake-up-your-leadership/\">Wake Up! and Shake It Up</a>.  He\'s had posts from great bloggers (besides himself) like <a href=\"http://www.e-quidam.com/theblog/\">Monica Diaz</a>, <a title=\"The Leader Lab blog by David Burkus\" href=\"http://theleaderlab.org/\">David Burkus</a>, <a title=\"Lolly Daskal\'s website\" href=\"http://www.lollydaskal.com\">Lolly Daskal</a>,  Jason Moore and <a title=\"The Baby Gorillas blog by Ed McLaughlin\" href=\"http://babygorillas.com/\">Ed McLaughlin</a>.  And he\'ll have more great posts as the series goes on for a few days.\n\nBut today, he\'s got me.  <a title=\"Wake Up and Sacrifice - What? at Achieved Strategies\" href=\"http://achievedstrategies.com/blog/wake-up-and-sacrifice-what/\">My post</a> is about a critical element in building trust: sacrifice.  We don\'t like that word much.  Not many people wake up each day planning to go out and make sacrifices.  But when you can make a sacrifice, even one so small<!--more--> as writing a handwritten thank you note, you show people that you are <em>for </em>them.\n\nI once managed a small trucking company.  A driver had to lay over to get a load that no one else could get. When I asked him to do it, he said, well, my wife should be getting out of the hospital on a certain day and that would mean that I\'m not there to take her home.\n\nShame overtook me.  I didn\'t know his wife was <em>even in the hospital</em>.  Knowledge changes things... and people.  It changed me.  I learned a lesson that day.  (<em>The rest of the story\'s not in the post.  Suffice it to say that things  got taken care of.</em>)\n\nTrust must be earned. Sacrifice is often the barter.  If you get a minute, check out the post.  Don\'t sleep through another day.  Wake up and make a difference!\n\n<span style=\"font-size: xx-small;\">Yellow Alarm Photo by <a title=\"Yellow Alarm on Flickr\" href=\"http://www.flickr.com/photos/h_is_for_home/3494382794/\">h is for home</a></span>', 'Wake Up! at Achieved Strategies', '', 'publish', 'open', 'open', '', 'wake-up-at-achieved-strategies', '', '', '2010-06-22 12:51:09', '2010-06-22 17:51:09', '', 0, 'http://leadchangegroup.com/?p=2339', 0, 'post', '', 16),
(2344, 243, '2010-06-21 19:08:45', '2010-06-22 00:08:45', 'You probably have come across Kelly Ketelboeter on Twitter or LinkedIn or at her website, <a title=\"The Experience Factor website\" href=\"http://theexperiencefactor.com\">The Experience Factor</a>.  She also hosts the free Lead Change webinars we\'ve been having and was one of the early members of the group, joining in April of 2009.\n\nBeginning June 24, I\'ll start a weekly interview with a group member.  I wanted to start with Kelly because she\'s been working behind the scenes with the Lead Change Group since we first got going.  Our goal is to promote members of the group as they step up and model character-based leadership in their world and to help promote character-based leadership, not by talking about it, but by actually encouraging each other to engage our spheres of influence.  <!--more-->>We want to instigate a lead change, or leadership transformation, away from celebrities and super-stars and wall-street wizards and toward responsible, honest people who want to make a positive difference in their world.  What better place to start?\n\nKelly exemplifies character-based leadership.  She stepped up and did what she could to help the group.  She\'s learned at least 4 different webinar technologies with me as we\'ve done different trial-and-error experiments to find the best technology.  She\'s invested time in test calls and discussions about the group.  She always has a great attitude, quick to pick up the discussion and always on the spot with a \"Cheers\" at the end of each note.\n\nShe co-founded The Experience Factor with <a title=\"Jen Kuhn on Twitter\" href=\"http://twitter.com/jenkuhnPR\">Jen Kuhn</a>, to help companies and managers create a positive work experience for  employees through positive and consistent coaching methods.  By  enhancing and capitalizing on the employee experience, companies will in  turn enhance and create amazing customer experiences.\n\nJoin us for the discussion this <a title=\"Meet LeadChange - Kelly Ketelboeter\" href=\"http://www.blogtalkradio.com/mikehenrysr/2010/06/24/meet-leadchange\">Thursday at 3 PM Eastern at the Lead Change Group\'s Blog Talk Radio page</a>.  And don\'t worry if you\'re late, you can play the recording.', 'Meet LeadChange Kelly Ketelboeter', '', 'publish', 'open', 'open', '', 'meet-leadchange-kelly-ketelboeter', '', '', '2010-06-21 19:08:45', '2010-06-22 00:08:45', '', 0, 'http://leadchangegroup.com/?p=2344', 0, 'post', '', 12),
(2346, 243, '2010-06-26 19:33:57', '2010-06-27 00:33:57', 'Episode #2 of <a title=\"Meet LeadChange July 1 2010 Phil Gerbyshak\" href=\"http://www.blogtalkradio.com/mikehenrysr/2010/07/01/meet-leadchange\" target=\"_blank\">Meet LeadChange</a> this Thursday, July 1, 2010 at 3 PM EDT will be an interview with <a title=\"Phil Gerbyshak\'s website\" href=\"http://www.philgerbyshak.com\">Phil Gerbyshak</a> (<a title=\"Phil Gerbyshak on Twitter\" href=\"http://twitter.com/philgerb\">@PhilGerb</a>, LinkedIn).  Phil has been managing people since he was 16 years old. He is the coauthor of the book Help Desk Manager’s Crash Course and has been working with clients to create great customer service experiences for the past 15 years. <!--more-->Phil’s mission on this planet is simple: to help people unleash the greatness inside them, by connecting people to the ideas, people, and information they need to crank it up and take things to the next level.\n\nPhil has been writing at Make It Great! Institute since early 2005, where he has shared over 2200 articles on building business relationships management, leadership, customer service, personal empowerment, and personal productivity topics. In 2010, he launched The Management Experts (<a href=\"http://themanagementexperts.com/\" target=\"_blank\">http://themanagementexperts.com</a>) with Steve Roesler to offer a one-stop shop for all things management. From 2007 until 2009, Phil wrote for b5 Media on the Slacker Manager blog, where his work was recognized as one of the top 50 HR blogs.\n\nHis latest book <a title=\"Twitterworks\" href=\"http://twitterworks.tv/\">#Twitterworks</a> features success stories, tips and traps about using Twitter for  independent restaurants and small businesses.\n\nPhil helps IT organizations increase employee &amp; customer engagement. It\'s really not about the tools; it\'s all about the conversations you participate in and the connections you create and cultivate. Over 1000 articles to help you at <a href=\"http://philgerbyshak.com/\" target=\"_blank\">http://philgerbyshak.com</a>.\n\nMake It Great <a title=\"Meet LeadChange July 1 2010 Phil Gerbyshak\" href=\"http://www.blogtalkradio.com/mikehenrysr/2010/07/01/meet-leadchange\">Thursday July 1, 2010</a> and listen in as I interview <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\">Lead Change Group</a> member Phil Gerbyshak.  This should be a lot of fun!', 'Phil Gerbyshak - Make It Great!', '', 'publish', 'open', 'open', '', 'phil-gerbyshak-make-it-great', '', '', '2010-06-26 19:33:57', '2010-06-27 00:33:57', '', 0, 'http://leadchangegroup.com/?p=2346', 0, 'post', '', 4),
(2391, 243, '2010-06-27 19:03:32', '2010-06-28 00:03:32', '\"[G]reat talent leads to more innovation and more productivity which then lead[s] to more demand.\" Seth Godin, Linchpin\n\nWe have written here about what I called <a title=\"Open Source Leadership \" href=\"/open-source-leadership/\">Open-Source Leadership</a>.  I asked, \"Can we create a community of leaders that are committed to leadership development without personal agendas, like an open-source project?\"  Seth Godin\'s quote above from <a title=\"Linchpin\" href=\"http://www.amazon.com/gp/product/1591843162?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591843162\">Linchpin</a> talks about how this type of positive-sum understanding of \"our marketplace\" is necessary to produce growth.<!--more-->Nothing grows until talent innovates, creating productivity which leads to more demand.  Productivity doesn\'t lead to more consumption, but to better products (things we produce\").  More innovation leads to more demand.  Therefore, generosity is the best strategy once we see our marketplace as growing through that generosity.  That\'s the case with individual artistry, individual productivity and individual leadership too.\n\nInspiring character-based leaders create a better, more productive, more highly-functioning community, which, in-turn creates more character-based leaders.  A character-based leader is someone who leads from who they are, not from position or power.  Character-based leaders inspire, creating energy, generosity, and prosperity and greater well-being for each member of the community.  Serving others as a leader fuels the process.  Selfish agendas, silos and look-out-for-number-one types break the chain.  I discussed this further in a post titled Give Win First.  Generosity fuels positive-sum thriving communities.  Any community qualifies: leadership communities, homeowner associations, PTA\'s, neighborhoods, cities, regions, or nations.  All can be made better.  Generosity starts the process.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2010/06/drive.jpg\"><img class=\"size-full wp-image-2397 alignleft\" title=\"drive\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/06/drive.jpg\" alt=\"\" width=\"142\" height=\"209\" /></a>In <a title=\"Drive by Daniel Pink\" href=\"http://www.amazon.com/gp/product/1594488843?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594488843\">Drive</a>, author Daniel Pink refers to it as intrinsic motivation versus extrinsic motivation.  When we provide extrinsic motivation, we make the relationship transactional.  When we do something just because it\'s the right thing to do we receive the intrinsic rewards, we tend to contribute with greater emotional labor and we generally produce better \"art.\"  I specifically mixed references to both Linchpin and Drive in that sentence.  Godin says our emotional labor produces art.  Pink says that intrinsic rewards are a better motivator for right-brained creative work.  And I say that when you bring your best self and contribute your energy to your community you make the world better - the whole thing.\n\nCharacter-based leaders bring their best energy to create a better world and make a positive difference?  Are you waiting for someone else to be generous first?  What can you do?  Can you do it now?  Or are you investing in others?  Care to share?  We could all use the encouragement.  After all, this is an open-source leadership community...\n\n<span style=\"font-size: xx-small;\">Wheat</span><em><span style=\"font-size: xx-small;\"> © <a title=\"Wheat by Paul Murphy\" href=\"http://www.fotolia.com/id/3989095\">Paul Murphy Fotolia.com</a></span>\n</em>', 'Generosity Fuels Prosperity', '', 'publish', 'open', 'open', '', 'generosity-fuels-prosperity', '', '', '2010-06-27 19:03:32', '2010-06-28 00:03:32', '', 0, 'http://leadchangegroup.com/?p=2391', 0, 'post', '', 12),
(2611, 243, '2010-07-02 14:21:04', '2010-07-02 19:21:04', 'I just finished reading an <a title=\"Your Company Is not a Democracy\" href=\"http://www.entrepreneur.com/management/columnistgeorgecloutier/article207280.html\">article published</a> by Entrepreneur.com written by George Cloutier: The Turnaround Ace.  The title of the article is <em>Your Company Is not a Democracy: The most effective leaders are benevolent dictators who hold employees accountable.</em> It brought back memories of several jobs I have had so I thought, in the spirit of American Independence Day, I\'d declare independence for the people employed (no, enslaved) by the 6000 companies he claims to have helped.<!--more-->\n\nFirst, I appreciate the author\'s experience with turnarounds.  Most turnaround efforts are more about profits and performance.  We have written before that there is a difference between <a title=\"Good Leadership vs. Effective Leadership\" href=\"/good-leadership-vs-effective-leadership/\">good leadership and effective leadership</a>.  He is clearly describing <em>effective</em> leaders, not necessarily good ones.  Some of the things he says are right on.  Employees must be held accountable.  You should fire incompetent employees.  Everything is not up for a vote. Profits are necessary and the boss\'s responsibility.  No boss can blame their people for the failure of an organization.\n\nBut it ends there.  You see, I expect I have a lot more experience than the author working under one of his tyrants.  The <em>benevolent tyrants </em>as the author calls them, might consider how their employees feel.  In fact, the author might consider how the employees of his clients feel.  They go to work every day knowing that in their boss\'s eyes, they don\'t matter and they can\'t do anything about it. I read another of the author\'s posts where he stated he has 150 employees.  I\'m glad I\'m not one of them.\n\nThe author suggests that there are only two polar opposites, <em>fail or dictate</em>.  He goes into such detail that I really thought they were joking in publishing the article. Maybe they are.  Here are some quotes:\n<ol>\n	<li>[Small business owners] have to execute their battle plans with as few flaws as possible.</li>\n	<li>The only opinion that counts is that of ownership.</li>\n	<li>Your employees... will respect the benevolent dictator who keeps the business afloat and continues to cut them a paycheck.  If they don\'t like the size of their paycheck, tell them to work harder and you <em>may</em> reward them if they meet your standards. (emphasis, mine)</li>\n	<li>Be a dictator.</li>\n	<li>Tell your employees, \"Don\'t think - obey.\"</li>\n	<li>Be a feared general.</li>\n	<li>Fear is the best motivator.</li>\n	<li>It\'s better to drive your employees nuts than to lose money.</li>\n</ol>\nI can\'t go on.  I\'ve worked for too many of these types. This article is the reason why there is a revolution going on today. Employees are declaring independence, leaving jobs and going on their own, because of tyrants just like this.  If I have to wrangle carts or mow yards for a living, I\'d do it to keep from working for another one of these \"my way or the highway\" types. Here are at least 5 reasons why:\n<ol>\n	<li>You\'re not getting my labor, you\'re getting my life. A paycheck is a pittance for that.  My best energy and my best effort is worth more than money, it\'s worth respect.  You can sell the company tomorrow, you can lay me off.  And then what do I have.  I don\'t trust you to look out for me.  You just said it yourself, ownership is the only thing that matters.  We know who matters to you and we\'re tired of supporting it!</li>\n	<li>People always <em>give</em> more than you can <em>demand</em> or <em>scare</em> out of them.  It\'s a gift.  Read Linchpin, or Drive. We won\'t <em>give our best</em> to a tyrant.  You will never get our best for just a paycheck because we have to keep some energy in reserve to look out for our family.</li>\n	<li>Where do you get off thinking you\'re better than us? Do you think you know more about the actual work that we do every day?  When was the last time you did it?  Maybe if you asked instead of telling, you\'d find a better way to do things.</li>\n	<li>We don\'t want you to take a vote, and we don\'t want the business to fail.  There\'s a difference between respecting someone\'s input and following popular opinion.  No one is asking you to ruin the business or to try to get us all to like you.  We won\'t like you very much if the business fails either.  But there are more than two ways to do anything. If another company can be profitable and bless the people who invest their lives in the effort, then I will forget you and your crap about knowing the best way to do things the minute I can.  I\'d chew off my arm to get away from your place.  And for the record, I have left a company before just to have the time to look for another job.</li>\n	<li>Tyrants aren\'t perfect either.</li>\n</ol>\nThe attitudes in the article prove a couple of things to me.  First, some publishers will go to any lengths to get someone to read their crap.  I\'m highly disappointed by this magazine and I\'m disappointed by SmartBrief for passing it along and calling it leadership.  I hope more people in the leadership world rail against stuff like this.  Second, when the job market swings back (and it will) all of his clients will be calling people who agree more with me.  The reason: everyone else will be leaving.  If you\'re an entrepreneur and you buy this crap, you deserve what you get when it turns around.\n\nNo business exists only for its owners and customers. That\'s horse manure.  A truly sustainable business values and treasures the people who invest their lives in its success. It\'s not easy and it\'s not black and white.  But if the company you are working for doesn\'t appreciate your investment in it\'s success, throw some tea in the harbor and find another place to work.', 'Biased Justification for Poor Leadership', '', 'publish', 'open', 'open', '', 'biased-justification-for-poor-leadership', '', '', '2010-07-02 14:21:04', '2010-07-02 19:21:04', '', 0, 'http://leadchangegroup.com/?p=2404', 0, 'post', '', 296);
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(2612, 243, '2010-07-07 11:22:21', '2010-07-07 16:22:21', 'Episode #3 of <a title=\"Meet LeadChange July 8 2010 Monica Diaz\" href=\"http://www.blogtalkradio.com/mikehenrysr/2010/07/08/meet-leadchange\" target=\"_blank\">Meet LeadChange</a> this Thursday, July 8, 2010 at 3 PM EDT will be an interview with <a title=\"E-Quidam Global website\" href=\"http://www.e-quidam.com\">Monica Diaz</a> (<a title=\"Monica Diaz on Twitter\" href=\"http://twitter.com/monedays\">@monedays</a>, LinkedIn).  Monica is the author of <a title=\"Otheresteem: Regaining the Power to Value Others\" href=\"http://otheresteem.org\">Otheresteem: Regaining the Power to Value Others</a> and CEO of Quidam Global and LifesWork International. A global speaker, coach and Organizational Consultant, her passion lies in helping people revalue their work to boost productivity through authenticity and true leadership.\n\n<!--more-->Monica\'s company serves executives and global corporations helping their people take responsibility for their productivity by valuing others.  She\'ll talk more about her passion for making a difference during our interview.  We\'ll discuss some of her other initiatives, and, \'ll try to understand more of her history, and how her background and her passion for character-based leadership can be applied in each of our lives.\n\nOne of her initiatives is a new program called Fulfilled Aspirations with Randall Krause.  This is a new one-of-a-kind program to boost your success by re-connecting to the <strong>DOING</strong> and <strong>BEING</strong> aspects of your aspirations!\n\nAnd we\'ll also talk about a new initiative that Monica is kicking off for the Lead Change Group. Monica will be doing a private webinar just for the Lead Change Group on July 20 at 3PM Eastern.  The topic of the webinar is Leading Yourself.   This will be the first of a series of offerings we\'re going to provide in a premium supporters area in the new Lead Change Group website.  We\'ll tell you more about how to participate in the Leading Yourself webinar and the new group website on the call.\n\nTune in this Thursday to the Meet LeadChange Blog Talk Radio show at 3 PM Eastern and learn more about Monica. We\'ll also be tweeting with the #LeadChange or #Otheresteem hashtags as well as', 'Monica Diaz - Leading Change Through Otheresteem', '', 'publish', 'open', 'open', '', 'monica-diaz-leading-change-through-otheresteem', '', '', '2010-07-07 11:22:21', '2010-07-07 16:22:21', '', 0, 'http://leadchangegroup.com/?p=2416', 0, 'post', '', 4),
(2724, 243, '2010-07-13 16:00:45', '2010-07-13 21:00:45', 'This week\'s Meet LeadChange broadcast will feature Michael McKinney of M2 Communications and Leadership Now.  The conversation will air live on <a title=\"Meet LeadChange - Michael McKinney\" href=\"http://www.blogtalkradio.com/mikehenrysr/2010/07/15/meet-leadchange\">Blog Talk Radio</a> at 3 PM Eastern July 15, 2010.  You will also be able to listen to a <a title=\"Meet LeadChange - Michael McKinney\" href=\"http://www.blogtalkradio.com/mikehenrysr/2010/07/15/meet-leadchange\">replay at this link</a>.\n\nMichael is the president of <a title=\"M2 Communications\" href=\"http://www.m2com.com\">M2 Communications </a>which since 1980 has been dedicated to developing and making available tools to improve your performance and enjoyment of life. We accomplish this purpose through the use of educational web sites, articles and multimedia presentations.  He is also the publisher of Foundations Magazine, a personal development e-zine and is the president of CenturyOne Foundation, a non-profit organization that promotes biblical archaeology, historical and biblical research, lectures and publications on subjects pertaining to the time of the first century C.E./A.D.\n\n\n\nAnd if that weren\'t enough, we know Michael best as author of the popular leadership blog, <a href=\"http://www.leadershipnow.com/leadingblog\">Leading Blog</a>. The blog is frequently updated with reviews of the latest books and commentary on leadership news, trends and issues related to leaders and leadership.\n\nJoin me for a great conversation with another member who\'s been making a positive difference!', 'Meet LeadChange Michael McKinney', '', 'publish', 'open', 'open', '', 'meet-leadchange-michael-mckinney', '', '', '2010-07-13 16:00:45', '2010-07-13 21:00:45', '', 0, 'http://leadchangegroup.com/?p=2724', 0, 'post', '', 8),
(2804, 244, '2010-07-16 23:41:38', '2010-07-17 04:41:38', '<em>When I ask you for a definition of leadership, what would you say? As a leadership community do we need a definition? Can we agree on a \"best\" definition?</em>\n\n<em>It seems there are no shortage of definitions of leadership.  But can we create any consensus on the best definition?  What defines leadership in a way that inspires agreement in the majority?  That\'s a question Susan Mazza addressed in a blog post from February 2009. The question still remains.  Her title:</em>\n<h2>The Best Definition of Leadership</h2>\n…does not exist.\n\nThere is not one agreed upon definition in the world despite how much leadership has been studied and written about. <!--more-->As of today 316,641 results returned when searching Amazon for books on leadership. According to Warren Bennis in Leaders (1997) “academic analysis has given us more than 850 definitions of leadership”. I think it is fair to say that defining leadership will be studied and debated for a long time to come and it is likely we will never all agree on THE BEST definition.\n<h4>Although that is the question I have been asked and challenged about the most.</h4>\nA very good friend even wrote to me having spent a good deal of time reading what I wrote, thinking and searching the internet trying to help me do a better job of defining leadership. The definition I offered in one of my posts was “Translating vision into reality” by Warren Bennis. Yet she strongly believes that “Vision is not a catalyst for leadership.” Essentially the definition I had offered in her worldview was just wrong. Yet the most interesting thing of all was that everything she said to make her point completely validated what I was trying to say to begin with about leadership and leading.\n<h4>Could a definition actually be getting in the way?</h4>\nPerhaps offering a definition of leadership was a mistake. Not because I offered a “wrong” definition. Warren Bennis is well known as an expert in this field so it certainly wasn’t wrong. But because I tried to define something that perhaps cannot be adequately expressed with the simplicity and accuracy expected from the definition of anything.\n<h4>So why do we keep trying to define it?</h4>\nPeople expect you to be able to define the thing you are writing about or teaching. It is a valid expectation so naturally I have offered one. But definitions rarely help you understand and/or do the very thing you are trying to define. For example, I can define balance, but does that help me to achieve the balance necessary to ride a bicycle? In the case of leadership I have never seen a definition that has helped anyone instantly know how to lead.\n\nWhat do we seek when we ask for a definition? I think we are seeking “the truth” about it. Yet trying to define leadership is a bit like trying to define beauty: it has many interpretations, although we know it when we see it. It is also said that beauty is in the eyes of the beholder. In fact, beauty does not look the same in all cultures. And perhaps neither does leadership. This points to the power of context in shaping our interpretations of “truth” about anything, including leadership.\n<h4>What could be more useful than a definition?</h4>\nThe notion of a “random act of leadership” is my attempt to take leadership out of the realm of theory and develop a rich context for leading that can give EVERYONE access to leading in their day to day work and lives. My purpose is not to define leadership. It is to empower more people to see and seize opportunities to lead more readily and more often in everyday work and life. My focus is on identifying the actions of leading so we can do it more and make a bigger difference ourselves rather than waiting for “the” leaders to make things happen.\n<h4>So now what?</h4>\nI say we create a context for leadership that helps us see opportunities to lead – to take actions that will make a difference in the things that matter to us. So I invite you to start thinking about and sharing your context for leadership. The question I’ll use to start the inquiry is this:\n\n<em><strong>What does leadership look like to you?</strong></em>\n\n<em>One other note... Susan\'s blog, Random Acts of Leadership, was just recognized as a Top Human Resources Blog by the folks at Online MBA.  Visit her blog for the her most recent thoughts on demonstrating leadership through everyday actions.</em>\n\n<span style=\"font-size: xx-small;\">Photo by <a title=\"Ducks by pedrosimoes7 on Flickr\" href=\"http://www.flickr.com/photos/pedrosimoes7/1301014184/\">pedrosimoes7</a></span>', 'The Best Defintion of Leadership', '', 'publish', 'open', 'open', '', 'best-definition-leadership', '', '', '2010-07-16 23:41:38', '2010-07-17 04:41:38', '', 0, 'http://leadchangegroup.com/?p=2804', 0, 'post', '', 56),
(2818, 243, '2010-07-18 19:30:22', '2010-07-19 00:30:22', '<em>There is much to discuss in the relationship between leadership, integrity, ethics and morals.  Many people have opinions on the meaning of the words and they way they\'re applied.  Jim Furr, of Tulsa Executive Events has written a series of articles titled Pointers in Proverbs making drawing relevant wisdom for living from the biblical text.  He connects leadership, integrity and ethics in an interesting way that I thought would start some discussion.  See what you think.</em>\n<h2><strong>Pointers in Proverbs by Jim Furr</strong><em>\n</em></h2>\n<strong><em>\"Good leaders abhor wrongdoing of all kinds;  sound  leadership has a moral foundation.\"</em></strong> --Pr  16:12\n\nAfter surveying over 75,000 people around the world and  performing  more than four hundred written case studies, James Kouzes and Barry  Posner  (<span style=\"text-decoration: underline;\">The Leadership Challenge</span>) identified the characteristics most  desired in  a leader. In virtually every survey, integrity was identified more often  than  any other trait.\n\nNo surprise here. Peter Drucker writes in <span style=\"text-decoration: underline;\">The Effective  Leader</span>: \"By themselves, integrity and character do not accomplish  anything.  But their absence faults everything else.\"\n\nAccording to Steven Hayward in <span style=\"text-decoration: underline;\">Churchill on Leadership</span>,  a  Wharton School of Finance study of large corporations over a four-year  period  concluded that “between 15 percent and 25 percent[!!] of the variation  in  profitability was determined by the character of their chief  executives.”<em> “… sound leadership has a moral  foundation.”</em>\n\n<em> </em>\n<h3>Integrity</h3>\nSo what’s integrity? One study framed it in terms of ethics  and  morality. Ethics, they said, refers to our standard of right and wrong;  it’s  what we say we believe is right. Morality, on the other hand, is our  lived  standard of right and wrong; it’s what we actually do. “Integrity” means   “complete,” “integrated.” To the degree, then, that our ethic and  morality are  integrated, we have integrity. To the degree that our ethic and morality  are not  integrated, we lack integrity.\n\nLooking at this another way, if John tells you that he will  lie,  cheat and steal from you, he has a low ethic. If he does business that  way, he  also has a low morality. John is unethical and immoral, but he has  integrity –  twisted as it may be – because his morality is consistent with his  ethic. Of  course, when you and I think of integrity, we’re assuming a high ethic  matched  by an equally high morality.\n<h3>Right Things</h3>\nMost of us would probably agree that always acting with  integrity can  be a challenge. Norman Schwarzkopf made this observation: “The truth of  the  matter is that you always know the right thing to do. The hard part is  doing  it.”\n\nSeveral years ago, a friend who owned a certain  professional sports  franchise, although his team had just won the national championship, due  to a  failed TV contract found himself $10 million upside down. Many advised  him to  file for bankruptcy, but my friend’s ethic required that he pay his  debts. It  took him 11 years!\n\nHow does one develop this level of integrity? I’m sure it  comes as no  surprise to you that it takes practice and hanging around the right kind  of  people. Stephen Graves and Thomas Addington put it this way in <span style=\"text-decoration: underline;\">The  Fourth  Frontier</span>: \"Integrity is a character muscle we either develop or  ignore. And  it\'s rarely a last minute decision. It requires discipline. It comes  from years  of practice or, at the other extreme, years of neglect…Our integrity is  shaped  not only by our personal decisions, but also by the company we keep…Good   character keeps good company.\"\n<h3>Personal Observation</h3>\nOne other tip, if I may, that I’ve found helpful in  developing  integrity. The Bible says that God searches the earth in order to  strengthen  those who are totally committed to him (2 Chronicles 16:9). I’ve  discovered that  when my driving and guiding ambition is not simply to build a  reputation, but to  serve God and his people, then God lends his power to my efforts to have integrity, and that seems to make a significant  difference.\n\n<span style=\"font-size: xx-small;\">Photo by <a href=\"http://www.flickr.com/photos/craigdamlo/4582417149/\">Craig Damlo</a></span>', 'Leadership Integrity Ethics and Morals', 'Leadership, Integrity Ethics and Morals. How do you relate the words.  In this guest post by Jim Furr, you\'ll see an interesting connection...', 'publish', 'open', 'open', '', 'leadership-integrity-ethics-and-morals', '', '', '2010-07-18 19:30:22', '2010-07-19 00:30:22', '', 0, 'http://leadchangegroup.com/?p=2818', 0, 'post', '', 12),
(2825, 243, '2010-07-30 10:03:14', '2010-07-30 15:03:14', '\"<em>A hero is someone who understands the degree of responsibility that comes with his freedom.</em>\" Bob Dylan\n\nDo you consider yourself a hero?  Think about who your real-life heroes were.  Chances are, they gave more than they took.  Heroes by definition give more than they take.  Many other characteristics may come to mind too.  You may look up to someone who helped you when you couldn\'t help back or someone who took care of someone else less fortunate or someone who shares a common cause with you.\n\nBob Dylan\'s description of a hero rings true for a society.  These aren\'t necessarily personal heroes, but they are society\'s heroes.  You see any culture, especially one built on freedom and respect needs people who take their responsibility seriously.  Our world needs people who understand the responsibility that comes with freedom.  Do you?\n\nConsider your freedom.  What maintains it?  Is your freedom supported by others, or yourself?  What responsibility comes with your freedom?  Are you responsible to look out for others; give more than you take; clean up after yourself?  Do any places come to mind where you\'ve been dropping the ball?  What are you going to do about them?\n\nAs you examine your life, choose to be more responsible and you\'ll improve your impact.  You may even become someone\'s hero today!\n\n<span style=\"font-size: xx-small;\">Photo AP</span>', 'Heroes and Responsibility', '', 'publish', 'open', 'open', '', 'heroes-and-responsibility', '', '', '2010-07-30 10:03:14', '2010-07-30 15:03:14', '', 0, 'http://leadchangegroup.com/?p=2825', 0, 'post', '', 0),
(2830, 243, '2010-07-19 15:20:45', '2010-07-19 20:20:45', 'Here\'s episode #1 on getting around the members area, updating your profile.\n\n<object classid=\'clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\' codebase=\'http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=9,0,115,0\' width=\'560\' height=\'345\'><param name=\'movie\' value=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' /><param name=\'flashvars\' value=\'i=88674\' /><param name=\'allowFullScreen\' value=\'true\' /><embed src=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' flashvars=\'i=88674\' allowFullScreen=\'true\' width=\'560\' height=\'345\' pluginspage=\'http://www.macromedia.com/go/getflashplayer\'></embed></object>\n\nIf you have any questions or ideas about the site and the members area, just ask it in the Activity Stream or you can send a note using the <a href=\"/contact/\">Contact Us</a> page.\n\nMike...', 'Members Area Tips - Update Your Profile', '', 'publish', 'open', 'open', '', 'members-area-tips-update-profile', '', '', '2010-07-19 15:20:45', '2010-07-19 20:20:45', '', 0, 'http://leadchangegroup.com/?p=2830', 0, 'post', '', 0),
(2833, 243, '2010-07-19 07:01:00', '2010-07-19 12:01:00', 'Join us for a <strong><em>free </em></strong>webinar this Wednesday July 21, 2010 at 3 PM Eastern\n<h2><span style=\"font-size: medium;\"><span style=\"font-family: georgia,palatino;\">Framework for Understanding Poverty - and its  effects on leadership and learning</span></span></h2>\n<span style=\"font-size: medium;\"><span style=\"font-family: georgia,palatino;\"><strong>Presented by Rebecca and Jim Holland</strong>\n</span></span>\n\n<span style=\"font-family: arial,helvetica,sans-serif; font-size: small;\">How is leadership impacted when poverty is present? How are teachers,  mentors and leaders accepted in impoverished states? This session will explore the  dynamics of poverty and how relationships, hidden rules, and formal versus casual language all impact education, teaching and leadership. We will review  findings from Dr. Ruby Payne’s research and discuss how leaders can build  relationships.</span>\n<p style=\"text-align: center;\"><a href=\"http://lcgwebinarjuly2010.eventbrite.com?ref=ebtn\" target=\"_blank\"><img src=\"http://www.eventbrite.com/registerbutton?eid=729056628\" border=\"0\" alt=\"Register for July 2010 Lead Change Webinar in Online  on Eventbrite\" /></a></p>\n<span style=\"font-family: arial,helvetica,sans-serif; font-size: small;\">Rebecca Holland, is  an experienced educator and parent who has dedicated her time and talents to leading children  and youth. A graduate of Utah State University, Becky has a degree in Early Childhood Education and certificates in LindaMood-Bell learning  processes (LIPs) and Mathematical Thinking (MTI) and currently teaches  Kindergarten for an Idaho Title I school focusing on poor and academically challenged  students in the Meridian Idaho school district. Becky has been trained in A  Framework for Poverty by Dr. Ruby Payne.</span>\n\n<span style=\"font-family: arial,helvetica,sans-serif; font-size: small;\"> In her spare time,  Becky enjoys gardening, landscaping and exploring the outdoors. A mother  of four children, Becky has worked in community and religious groups  leading children from ages 4 to 18.</span>\n<p style=\"text-align: center;\"><a href=\"http://lcgwebinarjuly2010.eventbrite.com?ref=ebtn\" target=\"_blank\"><img src=\"http://www.eventbrite.com/registerbutton?eid=729056628\" border=\"0\" alt=\"Register for July 2010 Lead Change Webinar in Online  on Eventbrite\" /></a></p>\n<p style=\"text-align: left;\"></p>\n<p style=\"text-align: left; font-size: xx-small;\">Photo by <a href=\"http://www.flickr.com/photos/heycoach/1197947341/\">Mark Brannan</a></p>', 'Free Webinar - The Effect of Poverty on Leadership', '', 'publish', 'open', 'open', '', 'free-webinar-effect-poverty-leadership', '', '', '2010-07-19 07:01:00', '2010-07-19 12:01:00', '', 0, 'http://leadchangegroup.com/?p=2833', 0, 'post', '', 16),
(2846, 243, '2010-07-19 16:00:53', '2010-07-19 21:00:53', 'What are all of these friend requests in the member\'s area and what should you do with them?  Friend requests are a way to filter the amount of information you have access to as the community grows.  Here is a video explaining how to get started with them.\n\n<object classid=\'clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\' codebase=\'http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=9,0,115,0\' width=\'560\' height=\'345\'><param name=\'movie\' value=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' /><param name=\'flashvars\' value=\'i=88678\' /><param name=\'allowFullScreen\' value=\'true\' /><embed src=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' flashvars=\'i=88678\' allowFullScreen=\'true\' width=\'560\' height=\'345\' pluginspage=\'http://www.macromedia.com/go/getflashplayer\'></embed></object>', 'Members Area Tips - Friend Requests', '', 'publish', 'open', 'open', '', 'members-area-tips-friend-requests', '', '', '2010-07-19 16:00:53', '2010-07-19 21:00:53', '', 0, 'http://leadchangegroup.com/?p=2846', 0, 'post', '', 0),
(2852, 243, '2010-07-20 10:58:10', '2010-07-20 15:58:10', 'Here\'s a video about getting around the menus in the members area of the site.\n\n<object classid=\'clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\' codebase=\'http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=9,0,115,0\' width=\'560\' height=\'345\'><param name=\'movie\' value=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' /><param name=\'flashvars\' value=\'i=88693\' /><param name=\'allowFullScreen\' value=\'true\' /><embed src=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' flashvars=\'i=88693\' allowFullScreen=\'true\' width=\'560\' height=\'345\' pluginspage=\'http://www.macromedia.com/go/getflashplayer\'></embed></object>', 'Members Area Tips - Menu Navigation', '', 'publish', 'open', 'open', '', 'members-area-tips-menu-navigation', '', '', '2010-07-20 10:58:10', '2010-07-20 15:58:10', '', 0, 'http://leadchangegroup.com/?p=2852', 0, 'post', '', 0),
(2858, 243, '2010-07-20 16:32:06', '2010-07-20 21:32:06', 'One of the most powerful features of the site is the ability to create your own links.  You have great resources and ideas, so share them.  This is one of the places in the site where you can share links to services, tools and resources that will each of us make a positive difference!\n\n<object classid=\'clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\' codebase=\'http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=9,0,115,0\' width=\'560\' height=\'345\'><param name=\'movie\' value=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' /><param name=\'flashvars\' value=\'i=88706\' /><param name=\'allowFullScreen\' value=\'true\' /><embed src=\'http://screenr.com/Content/assets/screenr_1116090935.swf\' flashvars=\'i=88706\' allowFullScreen=\'true\' width=\'560\' height=\'345\' pluginspage=\'http://www.macromedia.com/go/getflashplayer\'></embed></object>', 'Members Area Tips - Links', '', 'publish', 'open', 'open', '', 'members-area-tips-links', '', '', '2010-07-20 16:32:06', '2010-07-20 21:32:06', '', 0, 'http://leadchangegroup.com/?p=2858', 0, 'post', '', 4),
(2867, 243, '2010-07-20 10:23:58', '2010-07-20 15:23:58', '<em>Update: We had technical issues with this interview.  Heather has graciously agreed to let me try this again this coming Thursday, July 29 at 4 PM Eastern.\n</em>\n\nLead Change people are trying to make a positive difference by applying and developing as leaders.  One member that I\'m honored to know is Heather Coleman (<a title=\"Heather\'s profile on Twitter\" href=\"http://twitter.com/heatherecoleman\">@HeatherEColeman</a>).  Heather is the training coordinator at the Ferndale (MI) Career Center and owner of <a title=\"Career Savvy\'s Facebook Page\" href=\"http://www.facebook.com/CareerSavvy\">Career Savvy</a>.  I don\'t think any place in the US has been harder hit from an employment perspective than the Detroit, Michigan area.  Heather trains people how to embrace their circumstances, social media, their experience, skills, energy and their network to change their situation and make a positive difference.\n\nHeather develops and leads over 25 specialized seminars and workshops, special  events, networks with community business leaders, oversees professional  marketing sites, and creates marketing pieces for programs. Teaches  approximately 600 clients on a monthly basis.  She also trains customers and small business professionals in the utilization of  social media PR.\n<p style=\"text-align: left;\">Almost everyone I know in Michigan I met through Heather.  You won\'t want to miss this broadcast.  You can click the image below to listen to the show live at 3 PM Eastern time Thursday July 22, 2010 or shortly after the show, that button will start the replay.  Either way, I think you\'ll enjoy meeting Heather Coleman.</p>\n\n<p style=\"text-align: center;\"><img style=\"visibility: hidden; width: 0px; height: 0px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/07/MTFhNDMzYjdmMjU*MGM1YWI1MzBjYzQxNTA2MGQ1YiZvZj*w.gif\" border=\"0\" alt=\"\" width=\"0\" height=\"0\" /><object id=\"btr\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"210\" height=\"108\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"name\" value=\"btr\" /><param name=\"quality\" value=\"high\" /><param name=\"wmode\" value=\"transparent\" /><param name=\"menu\" value=\"false\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"FlashVars\" value=\"gig_lt=1280549944444&amp;gig_pt=1280549952343&amp;gig_g=2\" /><param name=\"src\" value=\"http://www.blogtalkradio.com/btrplayer.swf?file=http%3A%2F%2Fwww%2Eblogtalkradio%2Ecom%2Fplaylist%2Easpx%3Fshow%5Fid%3D1166790&amp;autostart=true&amp;bufferlength=5&amp;volume=80&amp;borderweight=1&amp;bordercolor=#999999&amp;backgroundcolor=#FFFFFF&amp;dashboardcolor=#0098CB&amp;textcolor=#F0F0F0&amp;detailscolor=#FFFFFF&amp;playlistcolor=#999999&amp;playlisthovercolor=#333333&amp;cornerradius=10&amp;callback=http://www.blogtalkradio.com/FlashPlayerCallback.aspx?referrer_url=/show.aspx&amp;C1=7&amp;C2=6042973&amp;C3=31&amp;C4=&amp;C5=&amp;C6=&amp;hostname=Mike Henry Sr.&amp;hosturl=http://www.blogtalkradio.com/mikehenrysr\" /><param name=\"flashvars\" value=\"gig_lt=1280549944444&amp;gig_pt=1280549952343&amp;gig_g=2\" /><embed id=\"btr\" type=\"application/x-shockwave-flash\" width=\"210\" height=\"108\" src=\"http://www.blogtalkradio.com/btrplayer.swf?file=http%3A%2F%2Fwww%2Eblogtalkradio%2Ecom%2Fplaylist%2Easpx%3Fshow%5Fid%3D1166790&amp;autostart=true&amp;bufferlength=5&amp;volume=80&amp;borderweight=1&amp;bordercolor=#999999&amp;backgroundcolor=#FFFFFF&amp;dashboardcolor=#0098CB&amp;textcolor=#F0F0F0&amp;detailscolor=#FFFFFF&amp;playlistcolor=#999999&amp;playlisthovercolor=#333333&amp;cornerradius=10&amp;callback=http://www.blogtalkradio.com/FlashPlayerCallback.aspx?referrer_url=/show.aspx&amp;C1=7&amp;C2=6042973&amp;C3=31&amp;C4=&amp;C5=&amp;C6=&amp;hostname=Mike Henry Sr.&amp;hosturl=http://www.blogtalkradio.com/mikehenrysr\" flashvars=\"gig_lt=1280549944444&amp;gig_pt=1280549952343&amp;gig_g=2\" allowscriptaccess=\"always\" menu=\"false\" wmode=\"transparent\" quality=\"high\" name=\"btr\"></embed></object>\n', 'Meet LeadChange Heather Coleman', '', 'publish', 'open', 'open', '', 'meet-leadchange-heather-coleman', '', '', '2010-07-20 10:23:58', '2010-07-20 15:23:58', '', 0, 'http://leadchangegroup.com/?p=2867', 0, 'post', '', 12),
(2883, 245, '2010-07-21 08:09:43', '2010-07-21 13:09:43', 'Little League has finally come to an end for our family this season.  Between watching my son’s  regular-season games and my nephew’s all-star games, we’ve logged some significant bleacher time this spring and summer. It’s a great place to watch the interplay of talent and heart.\n<h3>Talent</h3>\nTalent—well, that’s all over the field, even in kids as young as nine years of age.<!--more--> It’s amazing to see those little bodies diving for (and catching) balls, hitting home runs and sliding into second base.  Some kids are naturals and others come by it from time spent at expensive indoor “elite” practice fields, but it’s there all the same.\n<h3>Heart</h3>\nHeart—that shows up too, but in different ways. At our son’s first game this season, the opposing team’s catcher took a hard hit to the hand and was sidelined.  As the one coach helped him off the field, the other coaches convened to figure out whom to put into the game.  From inside the dug-out, we heard a high-pitched voice yell, “Put me in, coach!  I can do it!” That’s <em>heart</em>.\n\nWhen it comes to leading a team, be it Little League, or Company, leaders need both talent <span style=\"text-decoration: underline;\">and</span> heart in their players.  The old adage goes, “hire for attitude, train for skill.” Given an ideal workplace scenario, wouldn’t we love all of our employees to have a generous heaping of both heart <span style=\"text-decoration: underline;\">and</span> talent? This is the real world, though and so I ask you, the Lead Change members:\n\nIf you are considering two potential team members, and one is stronger in “heart” and the other is stronger in “talent”—which would you choose?\n\n<span style=\"font-size: xx-small;\">Photo by Ed Yourdon</span>', 'Integrate Talent and Heart in Your Leadership', '', 'publish', 'open', 'open', '', 'integrate-talent-and-heart-in-your-leadership', '', '', '2010-07-21 08:09:43', '2010-07-21 13:09:43', '', 0, 'http://leadchangegroup.com/?p=2883', 0, 'post', '', 32),
(2927, 243, '2010-08-23 07:53:09', '2010-08-23 12:53:09', 'The definitions of words intrigue me.  Words can have multiple meanings.  Think of one quick (clean) example, the word coast.  It can mean someplace we hope the oil doesn\'t ruin or it can mean to neither accelerate or brake (as opposed to break).\n\nI\'ve spoken before about character-based leadership as leading from <em>who</em> you are rather than your position.  The word <em>leader</em> gets a second, clarifying meaning.  I don\'t mean to confuse, but to clarify, although many people have tried to convince me otherwise.  When your followers follow you with energy because they believe you\'re on their side, you\'re being a character based leader.  When they do it because you\'re the boss, well, let\'s call that positional leadership (and keep this clean).\n\nThe double meaning of the word <em>leader </em>creates a question: are there two meanings for <em>follower</em>?  The reason why I ask is related to intention.  Many wonderful people are training leaders.  Many definitions of <em>leader</em> or<em> leadership</em> suggest the presence of followers.  So what happens when we\'ve taught everyone to lead?  Do we need to grow more followers?  Will our supply of people to convert into leaders eventually run dry?\n\nWhat do you want to be when you grow up?\n\n<object classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"480\" height=\"385\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/rJB0CzlzSwY&amp;hl=en_US&amp;fs=1\" /><param name=\"allowfullscreen\" value=\"true\" /><embed type=\"application/x-shockwave-flash\" width=\"480\" height=\"385\" src=\"http://www.youtube.com/v/rJB0CzlzSwY&amp;hl=en_US&amp;fs=1\" allowscriptaccess=\"always\" allowfullscreen=\"true\"></embed></object>\n\nI submit few want to <em>be</em> a follower, although we all serve in that capacity at some time.  I suggest there might be a second meaning for the word follower.  Seth  Godin wrote a leadership book titled Linchpin.  A linchpin is a  necessary person, but not necessarily the one in charge.  Their character  and their personal commitments make them something more than one who  \"just does what they\'re told.\"  Godin uses the term \"linchpin.\"\n\nSo do you want to be a follower when you grow up?  What word would you use?\n\n<span style=\"font-size: xx-small;\">Photo by<a title=\"ducks in a row\" href=\"http://www.flickr.com/photos/brandonschauer/2002866892/\" target=\"_blank\"> bschmove on Flickr</a></span>', 'Of Followers and Leaders', '', 'publish', 'open', 'open', '', 'followers-leaders', '', '', '2010-08-23 07:53:09', '2010-08-23 12:53:09', '', 0, 'http://leadchangegroup.com/?p=2927', 0, 'post', '', 60),
(2930, 246, '2010-07-26 09:38:40', '2010-07-26 14:38:40', '<em>This post has been modified but was originally posted on <a title=\"Ready To Feedback blog\" href=\"http://readytofeedback.com/?p=825\" target=\"_blank\">Ready To Feedback</a> in December 2009.  Sonia was trying to get 100 responses.  Can you add to the total?</em>\n<h3><strong>Have you ever received positive, inspiring feedback in your life? </strong> <strong>How did this feedback make you feel?</strong></h3>\n&nbsp;\n\n<strong><span style=\"text-decoration: underline;\">TIP – Feed these feelings forward</span></strong>\n\nHelp someone else<!--more--> feel like this. Give someone positive, inspiring feedback in the coming week.\n\nRepeat often.\n\nAdd to the 6-word stories collection (started on December 5, 2009) on how powerful, inspiring feedback made you feel. Why?  To inspire others to recreate these powerful motivating feelings in others. It’s time to <strong>Lead Change</strong>!\n\nLet your feelings guide your 6-word selection.\n\n<strong>Share your story </strong>by adding it to this post as a comment.\n\nBelow is the inspiring 6-word story collection of S. Max Brown (Twitter: <a title=\"S. Max Brown on Twitter\" href=\"http://twitter.com/smaxbrown\" target=\"_blank\">@smaxbrown</a>) to get your creativity started!\n\n1. Life is good. I can serve.\n2. Hope breathes life into my work.\n3. Feeling good, I become other focused.\n4. Inspired by kindness, I do more.\n5. Engaged, cooperative, teamwork brings great results.\n6. Trust is built conversation by conversation.\n7. Knowing where I stand today — priceless.\n8. Anxiety goes away when you share.\n9. Relationship established, now I can work.\n10. Recharged, renewed, reinvigorated, refocused! Thank you.\n11. Your greatest gift: words that lift.\n12. Why appreciate me? Because you matter.\n13. How do I serve? Love more.\n14. Why me? You are perfectly appropriate.\n15. Perfect? No. But I’ll give everything.\n16. Can we all do more? Yes!\n17. Celebrate today to recharge for tomorrow.\n18. Being human is a gift — appreciate.\n19. Words define: Treat me respectfully — please.\n20. I want to do good work.\n21. Humbled, I listen and ask questions.\n22. We all need to feel important.\n23. Self-esteem boosts performance, ego destroys it.\n24. If you don’t give feedback: LEARN.\n25. My charge is clear: Let’s ROLL!\n<h3>What\'s Your Story?</h3>\n• 1_______ 2_______ 3_______ 4_______ 5_______ 6_______ – YOU', 'A Tip for Giving Powerful Inspiring Feedback', '', 'publish', 'open', 'open', '', 'tip-giving-powerful-inspiring-feedback', '', '', '2010-07-26 09:38:40', '2010-07-26 14:38:40', '', 0, 'http://leadchangegroup.com/?p=2930', 0, 'post', '', 68),
(2977, 247, '2010-07-27 09:06:51', '2010-07-27 14:06:51', 'How do you lead when you’re a solopreneur or a *very* small businessperson? My business, <a title=\"Crossroads Communications on the Web\" href=\"http://mandyvavrinak.com\">Crossroads Communications</a>, is primarily myself and my husband. While we work with a network of partners and trusted providers for some projects, on a daily basis we have no employees, no co-workers... it’s just us. And since I spend a good chunk of most days out of the office in meetings or on site at client facilities, it’s not even us, it’s just him and just me.<!--more-->\n\nHow do you lead when you’re alone? More importantly, how do you create positive change in the world through leadership as a solopreneur?\n\nLeadership isn’t defined by one person being in charge of or “leading” others. It is an attitude and an approach characterized by commitment to ethical, moral, self-directed behavior designed to accomplish set goals. Knowing where you want to go is the first step to leading alone. Then, you must examine your attitudes, biases, commitments and beliefs to determine whether your goals are truly in alignment with your personal moral compass. If not, set some different ones. You can’t lead effectively if you don’t believe.\n\nOnce you’ve set goals that are in alignment with your beliefs, leading alone is a matter of choosing to do, every day, that which is best for those you come into contact with through the course of your day. Every time I meet with clients, I have an opportunity to lead through my conduct, how I share knowledge, how I present opportunities and challenges and how I handle objections or misgivings. I have an obligation to serve my clients in a way that meets my moral standards and accomplishes my goal of fulfilling their expectations and helping them achieve.\n\nI carefully choose the businesses and clients I work with. I view it as a relationship... a partnership. I get to know them and their business and I need to believe in what they wish to sell, share, promote or grow. If I can’t believe, I don’t work with them (though I’ll recommend another provider). Leading alone sometimes means making difficult choices based on maintaining the alignment of my moral compass and my business goals.\n\nAlways consider the impact your life and your actions, especially when viewed from afar, may have on others. I’m a mom of 4 and I’m often asked,  “How do you do it?” Every time I answer that question, I have an opportunity to share why I’ve made the choices I have... why my office is at home, why my husband and I are partners, why we’ve chosen to keep our business small. When someone sees me working for an hour between meetings at a Starbucks or reads my tweets or Facebook updates... I am leading alone. Who knows what inspires someone, or disenchants them? Leadership doesn’t take holidays.\n<div>To me, every day is a powerful opportunity to lead within the framework of my everyday life. Having employees,  co-workers or even daily face-to-face interactions isn’t necessary to lead... having the right attitude and alignment is.</div>', 'Leading Alone', '', 'publish', 'open', 'open', '', 'leading-alone', '', '', '2010-07-27 09:06:51', '2010-07-27 14:06:51', '', 0, 'http://leadchangegroup.com/?p=2977', 0, 'post', '', 36),
(2996, 243, '2010-07-24 16:35:20', '2010-07-24 21:35:20', 'As members of this group can attest, there are several types of leadership.  We\'ve written before about <a href=\"/good-leadership-vs-effective-leadership/\">good leadership</a>, and <a href=\"/biased-justification-for-poor-leadership/\">benevolent tyrants</a> and we speak often of what we call character-based leadership.  When you lead from <em>who-you-are</em> rather than your position or power, you\'re a character-based leader.\n\nSo when we decided to launch a webinar series <!--more-->for the Contributing Members of the group, we wanted to start with what we feel is the most important single leadership ability: Leading Yourself.  This is Episode 1 of the <a href=\"/leadership-character-series/\">Leadership Character series</a>.  Monica Diaz will be presenting a webinar this Tuesday at 3 PM Eastern on the first <em>and last </em>responsibility of any leader, that of <em><strong>Leading Yourself</strong></em>.   An effective character-based leader must constantly be working on their  character, developing, growing and continuously improving in the area  of self-leadership.\n\nMonica Diaz is one of the initial Contributing Members of the group and she is the Owner of Quidam Global and author of <a title=\"Otheresteem Website\" href=\"http://www.otheresteem.org/\" target=\"_blank\">Otheresteem: Regaining the Power to Value Others.</a> She is also one of the Instigators, members of the group who attended  LeaderPalooza 2010 and one of the authors of The LeadChange Revolution  ebook.\n<p style=\"text-align: left;\">Since this is episode 1, we\'re opening this up to all of the members of the group.  Space is limited.</p>\n<p style=\"text-align: center;\"><a href=\"http://leadingyourself.eventbrite.com?ref=ebtn\" target=\"_blank\"><img src=\"http://www.eventbrite.com/registerbutton?eid=767828596\" border=\"0\" alt=\"Register for Leading Yourself by Monica Diaz on Eventbrite\" /></a></p>\nYou can <a title=\"Eventbrite page for Leading Yourself\" href=\"http://leadingyourself.eventbrite.com/\">Register Now</a> or take your chances and just connect to the call <a href=\"http://connectpro10696177.na5.acrobat.com/leadingyourself/\">at this link.</a> But don\'t miss it.  This is the start of something special!', 'Leadership Character Episode 1 Leading Yourself', '', 'publish', 'open', 'open', '', 'leadership-character-episode-1-leading-yourself', '', '', '2010-07-24 16:35:20', '2010-07-24 21:35:20', '', 0, 'http://leadchangegroup.com/?p=2996', 0, 'post', '', 4),
(3007, 243, '2010-07-26 16:23:01', '2010-07-26 21:23:01', 'This week\'s featured guest for Meet LeadChange is Jennifer Miller (<a href=\"http://twitter.com/jennifervmiller\">@JenniferVMiller</a>) of The People-Equation.  The broadcast will air Thursday July 29, 2010 at 3 PM Eastern on <a title=\"Meet LeadChange with Jennifer Miller\" href=\"http://blogtalkradio.com/mikehenrysr/2010/07/29/meet-leadchange-jennifer-miller\">Blog Talk Radio</a>.  You can also listen to a replay of the broadcast afterward at the same link.\n\nJennifer V. Miller is the Managing Partner of SkillSource, a  leadership training and consulting company that helps emerging leaders  “master the people equation”.  Jennifer taps into her 15+ years of  experience as a human resources generalist, training facilitator and  corporate manager to help develop the “people side” of those who want to  maximize their influence. An avid writer, her work has been featured in  Executive Travel magazine, ForbesWoman.com and OfficePolitics.com. She  blogs at The People Equation.<!--more-->\n\nShe is a Contributing Member in the LeadChange Group and her first contribution was the post <a title=\"Integrate Talent and Heart in Your Leadership\" href=\"/integrate-talent-and-heart-in-your-leadership/\">Integrate Talent and Heart in Your Leadership.</a> Registered members can connect with Jennifer on her LeadChange profile.  Anyone can also connect with her on LinkedIn too.\n\n<p style=\"text-align: center;\"><img style=\"visibility: hidden; width: 0px; height: 0px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/07/MTFhNDMzYjdmMjU*MGM1YWI1MzBjYzQxNTA2MGQ1YiZvZj*w1.gif\" border=\"0\" alt=\"\" width=\"0\" height=\"0\" /><object id=\"btr\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"210\" height=\"108\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"name\" value=\"btr\" /><param name=\"quality\" value=\"high\" /><param name=\"wmode\" value=\"transparent\" /><param name=\"menu\" value=\"false\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"FlashVars\" value=\"gig_lt=1280550213420&amp;gig_pt=1280550216144&amp;gig_g=2\" /><param name=\"src\" value=\"http://www.blogtalkradio.com/btrplayer.swf?file=http%3A%2F%2Fwww%2Eblogtalkradio%2Ecom%2Fplaylist%2Easpx%3Fshow%5Fid%3D1159721&amp;autostart=true&amp;bufferlength=5&amp;volume=80&amp;borderweight=1&amp;bordercolor=#999999&amp;backgroundcolor=#FFFFFF&amp;dashboardcolor=#0098CB&amp;textcolor=#F0F0F0&amp;detailscolor=#FFFFFF&amp;playlistcolor=#999999&amp;playlisthovercolor=#333333&amp;cornerradius=10&amp;callback=http://www.blogtalkradio.com/FlashPlayerCallback.aspx?referrer_url=/show.aspx&amp;C1=7&amp;C2=6042973&amp;C3=31&amp;C4=&amp;C5=&amp;C6=&amp;hostname=Mike Henry Sr.&amp;hosturl=http://www.blogtalkradio.com/mikehenrysr\" /><param name=\"flashvars\" value=\"gig_lt=1280550213420&amp;gig_pt=1280550216144&amp;gig_g=2\" /><embed id=\"btr\" type=\"application/x-shockwave-flash\" width=\"210\" height=\"108\" src=\"http://www.blogtalkradio.com/btrplayer.swf?file=http%3A%2F%2Fwww%2Eblogtalkradio%2Ecom%2Fplaylist%2Easpx%3Fshow%5Fid%3D1159721&amp;autostart=true&amp;bufferlength=5&amp;volume=80&amp;borderweight=1&amp;bordercolor=#999999&amp;backgroundcolor=#FFFFFF&amp;dashboardcolor=#0098CB&amp;textcolor=#F0F0F0&amp;detailscolor=#FFFFFF&amp;playlistcolor=#999999&amp;playlisthovercolor=#333333&amp;cornerradius=10&amp;callback=http://www.blogtalkradio.com/FlashPlayerCallback.aspx?referrer_url=/show.aspx&amp;C1=7&amp;C2=6042973&amp;C3=31&amp;C4=&amp;C5=&amp;C6=&amp;hostname=Mike Henry Sr.&amp;hosturl=http://www.blogtalkradio.com/mikehenrysr\" flashvars=\"gig_lt=1280550213420&amp;gig_pt=1280550216144&amp;gig_g=2\" allowscriptaccess=\"always\" menu=\"false\" wmode=\"transparent\" quality=\"high\" name=\"btr\"></embed></object>', 'Meet LeadChange Jennifer Miller', '', 'publish', 'open', 'open', '', 'meet-leadchange-jennifer-miller', '', '', '2010-07-26 16:23:01', '2010-07-26 21:23:01', '', 0, 'http://leadchangegroup.com/?p=3007', 0, 'post', '', 8),
(3019, 248, '2010-07-28 07:40:30', '2010-07-28 12:40:30', 'What catches my attention today are things that lift me up: music, movies, people, books, and my communities of people.  I’m no different than many others who are exhausted by the relentless and seemingly unending barrage of sad news stories. I find them to be one sided. So, I seek ways to find a ways to lift my spirits.<!--more-->\n\nWhat Lead Change provides is a place to find optimism. To find possibility. To find a network of people who still believe that leadership and change can be a source of good. In short it’s inspiring.\n\nSo what makes Lead Change Group uplifting? Here’s what does it for me:\n<ul>\n	<li>Articles on leadership that assist me when I need it.</li>\n	<li>Webinars from people who pay attention in their worlds and teach what they’ve learned from their mistakes and from their success</li>\n	<li>Content that’s created in the moment – fresh, relevant, applicable</li>\n	<li>Available online network of professionals to give me feedback on my ideas or to share ideas</li>\n</ul>\nThis site is about bringing together a community of change leaders who believe in the humanity of business. Sound too good to be true? That’s another reason why I connect with people on this site. It is true. That’s why it’s uplifting, inspiring, and a great community of people.', 'Lead Change Group Inspires', '', 'publish', 'open', 'open', '', 'lead-change-group-inspires', '', '', '2010-07-28 07:40:30', '2010-07-28 12:40:30', '', 0, 'http://leadchangegroup.com/?p=3019', 0, 'post', '', 20);
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(3060, 243, '2010-08-02 11:00:02', '2010-08-02 16:00:02', 'On Thursday, August 5, our guest for Meet LeadChange is none other than Steve Keating (<a title=\"Steve Keating on Twitter\" href=\"http://twitter.com/leadtoday\">@LeadToday</a>)!\n\nSteve is Selling Skills Manager for a large global corporation  developing and administering their worldwide effort to inject  leadership into their sales and sales management process.  On Twitter he\'s  become famous for his weekend trivia and his passion for  ethical, long-term-focused management and individual character-based leadership.  He has been a member of LeadChange since  the very beginning and is one of the Contributing Members of the group.   He will be presenting the <a href=\"/leadership-character-series/\" target=\"_self\">Leadership Character webinar</a> on Vision and Leadership on August 17, 2010 to the Contributing members of the group.<!--more-->\n\nYou can listen to the broadcast live by clicking the player below on Thursday August 5 at 3 PM Eastern or anytime thereafter you\'ll get the replay.  I hope you enjoy getting to know this LeadChange friend!\n\n<p style=\"text-align: center;\"><img style=\"visibility: hidden; width: 0px; height: 0px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/08/MGM1YWI1MzBjYzQxNTA2MGQ1Yg==.gif\" border=\"0\" alt=\"\" width=\"0\" height=\"0\" /><object id=\"1166799\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"210\" height=\"105\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"name\" value=\"1166799\" /><param name=\"quality\" value=\"high\" /><param name=\"wmode\" value=\"transparent\" /><param name=\"menu\" value=\"false\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"src\" value=\"http://www.blogtalkradio.com/btrplayer.swf?file=http://www.blogtalkradio.com%2Fmikehenrysr%2Fplay_list.xml?show_id=1166799&amp;autostart=false&amp;bufferlength=5&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com//FlashPlayerCallback.aspx\" /><param name=\"flashvars\" value=\"file=http://www.blogtalkradio.com%2fmikehenrysr%2fplay_list.xml?show_id=1166799&amp;autostart=false&amp;shuffle=false&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com/flashplayercallback.aspx&amp;width=215&amp;height=108\'\" /><embed id=\"1166799\" type=\"application/x-shockwave-flash\" width=\"210\" height=\"105\" src=\"http://www.blogtalkradio.com/btrplayer.swf?file=http://www.blogtalkradio.com%2Fmikehenrysr%2Fplay_list.xml?show_id=1166799&amp;autostart=false&amp;bufferlength=5&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com//FlashPlayerCallback.aspx\" flashvars=\"file=http://www.blogtalkradio.com%2fmikehenrysr%2fplay_list.xml?show_id=1166799&amp;autostart=false&amp;shuffle=false&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com/flashplayercallback.aspx&amp;width=215&amp;height=108\'\" allowscriptaccess=\"always\" menu=\"false\" wmode=\"transparent\" quality=\"high\" name=\"1166799\"></embed></object>', 'Meet LeadChange Steve Keating', '', 'publish', 'open', 'open', '', 'meet-leadchange-steve-keating', '', '', '2010-08-02 11:00:02', '2010-08-02 16:00:02', '', 0, 'http://leadchangegroup.com/?p=3060', 0, 'post', '', 4),
(3070, 243, '2010-08-02 08:08:59', '2010-08-02 13:08:59', '<p style=\"text-align: left;\"><em>This is a guest post by Dr. Jack King (<a href=\"http://twitter.com/drjackking\">@DrJackKing</a>) of <a title=\"The NorthFork Center for Servant Leadership\" href=\"http://www.northforkcsl.org/\" target=\"_blank\">The Northfork Center for Servant Leadership</a>.  Jack has been a great friend and supporter on LinkedIn and Twitter.  Don\'t miss this great post and video.</em></p>\n<p style=\"text-align: center;\"><em><span style=\"color: #0066ff;\">“It’s a great moment when someone has character to step up and do the right thing, at the right time.”</span></em>\n~Pam Knox, Head Coach, Western Oregon</p>\n<p style=\"text-align: left;\">We all know leadership when we see it.  The problem for most of us is this: we expect leadership greatness to look something like a CEO, the Chairman of the Board, or the President.  We have somehow come to a place where leadership is commensurate with graybeards waxing long on the wisdom of the ages.</p>\n<p style=\"text-align: left;\">You are invited to view a clip that’s proof positive leadership is anything but old people (mostly men) telling everyone else what to do.  You see, leadership never was about power, position, perks, prestige, or privilege.  Instead, it’s always been about people, and it has always manifested itself as someone of character.  Anne Frank said, \"Human greatness does not lie in wealth or power, but in character and goodness.”</p>\nMallory Holtman, the conference home run king, embodies this goodness.  Her Central Washington softball team is behind in the second game of a double-header in a quest for the conference championship.  As you may guess, there’s a lot at stake.  Every decision matters, especially with their opponent at bat.  On the second pitch in the top of the second inning of the second game with two runners on, Western Oregon senior Sara Tucholsky hits <em>her</em> first career home run.  But there’s a problem.  Only a true leader will do what Mallory does next.\n\n<object classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"480\" height=\"385\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/1PhvXyoGVFw&amp;hl=en_US&amp;fs=1?rel=0\" /><param name=\"allowfullscreen\" value=\"true\" /><embed type=\"application/x-shockwave-flash\" width=\"480\" height=\"385\" src=\"http://www.youtube.com/v/1PhvXyoGVFw&amp;hl=en_US&amp;fs=1?rel=0\" allowscriptaccess=\"always\" allowfullscreen=\"true\"></embed></object>\n\nMallory and her Central Washington team went on to lose the game that day.  But what they found will carry them — and all of the graybeards who realize just how much they have to learn from young &amp; emerging leaders like Mallory — through a lifetime: leadership is love.\n\nThe next time we go looking for leadership, let us remember leadership without love is no leadership at all.', 'Character – A Greater Victory', '', 'publish', 'open', 'open', '', 'character-a-greater-victory', '', '', '2010-08-02 08:08:59', '2010-08-02 13:08:59', '', 0, 'http://leadchangegroup.com/?p=3070', 0, 'post', '', 76),
(3078, 249, '2010-08-03 08:31:55', '2010-08-03 13:31:55', 'Mountains are beautiful from a distance, especially when we don’t need to hike over them to get somewhere else.\n\nImagine what the mountains meant to the early pioneers traveling across the vast prairie in search of the Great Northwest. They were not a welcomed sight, but rather, the very definition of hardship. It took days to travel even a few miles. The journey was rugged, the work exhausting, the progress minimal. Joy in passing through the rugged range rested completely upon the attitude of the pioneer.\n\nTrials and hardships in life are like mountains. They are inevitable, challenging, unwanted obstacles, and much more beautiful when looking back on those recently conquered.\n\nToday, many of us live in the midst of mountains. And so the question must be asked – how is your attitude?\n\nI speak often on the importance of maintaining control of our attitudes. The ability to “set the tone” for our day, everyday, is critical for success in the face of the mountains that challenge us today. It is difficult; to say the least, to remain positive when it seems as if every light at the end of the tunnel is just another train on it’s way to running us over. It might even be impossible to do it alone.\n\nSo….I’d like to offer a small suggestion – don’t try to do it alone. Simul-climb! Simul-climbing is a technique used by experienced rock climbers to move up a rock wall with a steady pace, it also allows the peak to be reached much faster. Simul-climbing is basically two climbers roped together climbing at the same time. While it offers many advantages there seems to be one big shortcoming, if one falls, they both fall. This causes simul-climbers to be very selective when choosing a partner.\n\nPick a partner that will help you maintain control over your attitude and someone that you can help as well. This is a person who you can share your challenges with, one that offers advice and encouragement and accepts the same from you. Tie yourself to this person and attack the mountains that stand in the way of your eventual success. Remember, if you fall and your attitude goes south on you, you will be taking someone else with you. So don’t fall!', 'Mountains To Climb', '', 'publish', 'open', 'open', '', 'mountains-to-climb', '', '', '2010-08-03 08:31:55', '2010-08-03 13:31:55', '', 0, 'http://leadchangegroup.com/?p=3078', 0, 'post', '', 16),
(3087, 250, '2010-08-04 06:30:03', '2010-08-04 11:30:03', '‘Leadership’ has been defined, re-defined and re-re-defined. While there are many ways to demonstrate leadership and as many different situations demanding even more hybrid applications of leadership: in order for people to work in organized and efficient modes toward successful results, leadership is required.\n\nIn the context of the fast-paced, ever changing workplace of today, the most successful leaders are those who face new challenges with current and relevant solutions. Those who attempt to solve the issues of today with the solutions of yesterday may find themselves obsolete. That would be like trying to run the newest version of Excel on the 286 microprocessor.\n\nOne of the most successful approaches to the current demands is the style, ‘leader as coach’. ‘Leaders who coach’ balance their concern with people performance with the goals of the company. The ‘leader as coach’ models the behavior desired by those around him or her. They serve as mentor and teacher allowing individual talent to flourish. They foster independence and accountability by exercising a high level of engagement. They often surround themselves with people as talented or more talented than they are and continue to develop them. Rather than being threatened by the talent of subordinates, they link arms and treat them as valued colleagues.\n\nThis type of leadership fosters a culture where long-term performance is valued over short-term. The hierarchy is blurred with fewer levels of command replaced by a stronger informal network and increased communication between people. This builds a foundation of trust and inclusion. This type of leadership is nimble and agile in responding to change. This culture is prepared for the future to hold the unexpected in both threatening and opportunistic forms.\n\n‘Leaders who coach’ are strong in adaptability and secure in their roles. They equip their people with the knowledge and tools they need to make sustainable decisions on their own. In these environments, performance and flexibility are a passion. These adaptive leaders value differences of opinion and encourage the healthy debate. As a result, employees feel valued and loyalty is the norm.\n\nThis type of leadership is certainly a contradiction at first glance. However, what these leaders know and understand is that in ever-changing environments, the best way to maintain control is to give it away. As they empower their employees, a more confident workforce emerges.\n\nAs we observe companies failing on a regular basis, organizations that are faced with instability and stress will suffer the same result as all other living things under the same circumstances, they must adapt to what they are faced with or they will become extinct. This elevates the necessity for agility and adaptability as the basis for survival.\n\nOrganizations being led by this type of leadership must have some very unique skills. Most employees must have the goal of becoming great problem solvers with well-honed decision-making skills within their areas of responsibility. The more volatile the environment - the less time to get final approval on every decision from the top. This requires that people be able to identify trends, principals and processes and feel confident in making decisions that advance the organization’s objectives.\n\nOrganizations focused on the development and performance of all employees will create a common thread of organic knowledge transfer. Succession planning will develop as the natural result of talent management, as opposed to an annual structured event. Customer response time will increase as more ownership is fostered and expected.\n\nNo longer is the dictatorial ‘command and control’ leadership model effective in response to the challenges of today’s workplace. Perhaps, we should begin identifying and developing leaders who coach for tomorrow’s success.  There are those who will claim this model will never work, that people must be controlled and told what to do.  I challenge them to find talented people who desire an oppressive workplace.\n\nThis is certainly a shift that will take time and planning, as well as culture transformation. However, the investment today may provide ongoing success in the future.', 'Leaders Who Coach', '', 'publish', 'open', 'open', '', 'leaders-who-coach', '', '', '2010-08-04 06:30:03', '2010-08-04 11:30:03', '', 0, 'http://leadchangegroup.com/?p=3087', 0, 'post', '', 44),
(3093, 243, '2010-08-02 07:30:06', '2010-08-02 12:30:06', 'There are over 30 great articles on leadership that you can get to in one place over at <a title=\"http://jasonseiden.com\" href=\"http://jasonseiden.com/\">Jason Seiden\'s blog</a>.  Check out the Leadership Development Carnival - Fail Style compiled this month by Jason for some great leadership ideas.  And if you like the post, take a minute to comment or connect in some way.  We all grow through the conversation.\n', 'Leadership Development Carnival – Fail Style', '', 'publish', 'open', 'open', '', 'leadership-development-carnival-fail-style', '', '', '2010-08-02 07:30:06', '2010-08-02 12:30:06', '', 0, 'http://leadchangegroup.com/?p=3093', 0, 'post', '', 4),
(3111, 251, '2010-08-05 08:02:10', '2010-08-05 13:02:10', 'I\'m starting with the man in the mirror\nI\'m asking him to change his ways\nAnd no message could have been any clearer\nIf you wanna make the world a better place\nTake a look at yourself, and then make a change\n\n~Man in the Mirror, Michael Jackson\n\nLeaders use their heads to manage and their hearts to lead.  If you aspire to be that kind of leader, getting your interactions with others right depends on you getting you right –<em><strong> first</strong></em>.\n\nAnd getting you right requires:\n<p style=\"padding-left: 30px;\">…<strong>introspection</strong>: casting a caring yet clinical eye on your interests, skills, qualities and values; and</p>\n<p style=\"padding-left: 30px;\">…<strong>self-awareness</strong>: a non-judgmental understanding of how you respond, react, engage and interact.</p>\nGetting to know what makes you tick requires a super-sized serving of fortitude – sometimes that mirror reflects self truths we’d prefer not to know.  It’s much easier to point a finger at the management teams of BP, Toyota, Lehman Brothers and on and on and declare that their leadership practices need to change.  That’s really tackling the 800 pound gorilla!  A gorilla that’s of a scale and scope beyond our reach.\n\nYet what is within our reach is stopping to consider our very own leadership legacy. Is it a good story? A bad story? A so-so story that could be better?  If so, that’s an 800 pound gorilla that <strong>can be</strong> conquered one bite at a time. Get connected to what goes on in your head and your heart, and then use that wisdom and knowledge to connect with, lead and inspire others.\n\nA couple bites to chew on…\n<ul>\n	<li><strong>Your hot buttons</strong>.  Get familiar with what sets you off and prepare ahead of time.  One of my hot buttons is missed deadlines, especially those that come and go without advance notice that there’s a problem.  My workaround has been to use a two-part ground rule that communicated early on:  deadlines are jointly negotiated and a heads-up regarding barriers to completion is an expected practice and courtesy.</li>\n	<li><strong>How you like to learn.</strong> Do you learn best by doing? Reading? Touching? Seeing? Noodling it over? Tailor your own practices to fit your style.  Share those insights with those around you so they don’t have to waste time guessing.</li>\n	<li><strong>Your top five values.</strong> Many life and career mistakes, and heartache, can be avoided by making the time to inventory those principles that are “must haves” in your life. Taking a wrong-fit job will become a thing of the past as will feeling unfulfilled and disengaged.</li>\n	<li><strong>What you are really good at doing.</strong> Get a firm grip on your strengths and put yourself in situations where you can maximize them <a href=\"http://hbr.org/2009/02/stop-overdoing-your-strengths/ar/1\" target=\"_blank\">(without over-playing them).</a></li>\n	<li><strong>Personal skills that are lacking. </strong>Knowing your weakness is really strength. If you’re an introvert and meeting strangers makes your stomach knot up, the nonprofit job you’re considering that requires you to regularly network with community leaders to raise funds probably has a skill gap between your preferences and the job requirements that’s too large to bridge successfully.</li>\n</ul>\nI’m fond of saying that real leaders think more about we and less about me. To achieve such a thoughtfully self-aware position, real leaders must first focus on themselves, getting firmly grounded in their own emotional intelligence so they can be successful in leading others.\n\nI\'m gonna make a change,\nFor once in my life\nIt\'s gonna feel real good,\nGonna make a difference\nGonna make it right . . .\n\n~Man in the Mirror, Michael Jackson\n\n<span style=\"font-size: xx-small;\">Photo © thereisnosquare</span>', 'DIY Leadership', '', 'publish', 'open', 'open', '', 'diy-leadership', '', '', '2010-08-05 08:02:10', '2010-08-05 13:02:10', '', 0, 'http://leadchangegroup.com/?p=3111', 0, 'post', '', 44),
(3142, 243, '2010-08-06 16:00:26', '2010-08-06 21:00:26', 'We\'ve been talking all month about self-leadership.  We have stressed the importance of leading ourselves.  But how does one go about becoming a powerful self-leader.  How do you get trained in self-leadership?\n\nTraditional leadership training creates self-leaders only as a secondary result.  Many times we train people to follow the steps to becoming a leader.  If you have to follow the program, what are you leading?  If you tell someone that they should be more responsible, when they become more responsible, did they do it because you told them?  Are they following you or are they leading?<!--more-->\n\nHere are my 5 steps to identify, encourage, fertilize and grow self-leaders in your organization:\n<ol>\n	<li> Identify the gap between what-is and what-ought-to-be.  The tension between the two is critical.</li>\n	<li> Encourage people who might be able to affect the problem to take responsibility.</li>\n	<li> Provide resources and guidance as requested or needed while they begin to close the gap.</li>\n	<li> Provide insight, coaching and support during and after the process so the self-leader learns for the next time.</li>\n	<li> Publicly endorse the behavior of individuals who take steps 1-4.</li>\n</ol>\nYou can teach people how to identify gaps. And you can train on problem-solving.  Beyond that, individuals need to take responsibility for the gap.  Leading the horse to water and even talking to them about their thirst, doesn\'t necessarily inspire them to drink.  This is the very point at which some argue that leaders are born, rather than made.  Learn to let the tension build so your growing leaders can emerge.  Real character-based leaders want to bring their best performance and personality to work.  If you always tell them what to do, you kill that creativity.  Give them the chance to apply their own creativity without direction.  Sure, it can be scary for us control-freak types, but wouldn\'t it be wonderful if your team did things the best way without constantly being told what to do?  Take a chance and give your self-leaders a chance to shine.  The best ones will relish the opportunity.\n\n<span style=\"font-size: xx-small;\">© <a href=\"http://www.fotolia.com/id/2263907\">Linkattivo</a> - Fotolia.com </span>', 'Growing Self-Leadership', '', 'publish', 'open', 'open', '', 'growing-self-leadership', '', '', '2010-08-06 16:00:26', '2010-08-06 21:00:26', '', 0, 'http://leadchangegroup.com/?p=3142', 0, 'post', '', 52),
(3198, 243, '2010-08-09 10:28:09', '2010-08-09 15:28:09', 'Most of us don\'t need to be reminded of the benefits of teamwork. Yet many of us are solo entrepreneurs or people who are looking for work. And all of us want to make a difference.  We want to be better leaders. We know leadership starts with us as we\'ve said over the last few weeks. <!--more-->\n\nBut so what? What difference does any of this really make? If we end it right there, a few hundred people made some new friends on the Internet but nothing else really changed. Has it?\n\nKelly Ketelboeter and I are going to have a conversation tomorrow on the web <a href=\"http://connectpro10696177.na5.acrobat.com/leadchangeupdate/\">at this link</a>. (You can <a href=\"http://augustleadchangewebinar.eventbrite.com\">register and get a reminder here</a>.) I\'m going to talk a little about this community, this website and the possibilities I see from us working together as a team; a team of individual contributors, yet more coordinated than we\'ve been so far.\n\nI found a short video that also communicates many of my sentiments and thoughts about teamwork and this community.  I hope you like it.\n\n<object width=\"480\" height=\"385\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/SII1EU3huuE&amp;hl=en_US&amp;fs=1\" /><param name=\"allowfullscreen\" value=\"true\" /><embed width=\"480\" height=\"385\" type=\"application/x-shockwave-flash\" src=\"http://www.youtube.com/v/SII1EU3huuE&amp;hl=en_US&amp;fs=1\" allowFullScreen=\"true\" allowscriptaccess=\"always\" allowfullscreen=\"true\" /></object>\n\nWill you join us tomorrow? I\'ll publish a replay of the video too for those of you who can\'t attend.', 'Benefits of Teamwork', '', 'publish', 'open', 'open', '', 'benefits-of-teamwork', '', '', '2010-08-09 10:28:09', '2010-08-09 15:28:09', '', 0, 'http://leadchangegroup.com/?p=3198', 0, 'post', '', 16),
(3204, 243, '2010-08-10 05:51:17', '2010-08-10 10:51:17', 'Our guest on Meet LeadChange this week is Jacqui Barrett-Poindexter (<a title=\"Jacqui\'s Twitter Profile\" href=\"http://twitter.com/valueintowords\" target=\"_blank\">@ValueIntoWords</a>).  She\'s the owner of Career Trend (<a title=\"Career Trend\" href=\"http://www.careertrend.net\">http://www.careertrend.net</a>) specializing in executive and professional resume writing and career positioning documents.  <!--more-->She is also a certified master resume writer.  Her LinkedIn profile is here.\n\nAt Career Trend, in addition to resumes, they compose cover letters, biographies, leadership addenda, LinkedIn and Twitter profiles, executive and professional summaries, power statements … and more.\n\nJacqui has been a member of Lead Change since the very early days.  The show will air this Thursday at 3 PM Eastern.  You can listen live or to a replay by using the player below.  Tune in to find out more about how all of this connects to her passion for leadership development and individual responsibility.\n\n<p style=\"text-align: center;\"><img style=\"visibility: hidden; width: 0px; height: 0px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/08/MGM1YWI1MzBjYzQxNTA2MGQ1Yg==1.gif\" border=\"0\" alt=\"\" width=\"0\" height=\"0\" /><object id=\"1166846\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"210\" height=\"105\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"name\" value=\"1166846\" /><param name=\"quality\" value=\"high\" /><param name=\"wmode\" value=\"transparent\" /><param name=\"menu\" value=\"false\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"src\" value=\"http://www.blogtalkradio.com/btrplayer.swf?file=http://www.blogtalkradio.com%2Fmikehenrysr%2Fplay_list.xml?show_id=1166846&amp;autostart=false&amp;bufferlength=5&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com//FlashPlayerCallback.aspx\" /><param name=\"flashvars\" value=\"file=http://www.blogtalkradio.com%2fmikehenrysr%2fplay_list.xml?show_id=1166846&amp;autostart=false&amp;shuffle=false&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com/flashplayercallback.aspx&amp;width=215&amp;height=108\'\" /><embed id=\"1166846\" type=\"application/x-shockwave-flash\" width=\"210\" height=\"105\" src=\"http://www.blogtalkradio.com/btrplayer.swf?file=http://www.blogtalkradio.com%2Fmikehenrysr%2Fplay_list.xml?show_id=1166846&amp;autostart=false&amp;bufferlength=5&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com//FlashPlayerCallback.aspx\" flashvars=\"file=http://www.blogtalkradio.com%2fmikehenrysr%2fplay_list.xml?show_id=1166846&amp;autostart=false&amp;shuffle=false&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com/flashplayercallback.aspx&amp;width=215&amp;height=108\'\" allowscriptaccess=\"always\" menu=\"false\" wmode=\"transparent\" quality=\"high\" name=\"1166846\"></embed></object>', 'Meet LeadChange Jacqui Barrett-Poindexter', '', 'publish', 'open', 'open', '', 'meet-leadchange-jacqui-barrett-poindexter', '', '', '2010-08-10 05:51:17', '2010-08-10 10:51:17', '', 0, 'http://leadchangegroup.com/?p=3204', 0, 'post', '', 4),
(3214, 245, '2010-08-10 06:31:44', '2010-08-10 11:31:44', 'While sipping my morning coffee the other day, I stumbled upon an interesting Op-Ed piece by New York Times columnist <a href=\"http://topics.nytimes.com/top/opinion/editorialsandoped/oped/columnists/davidbrooks/index.html?inline=nyt-per\" target=\"_blank\">David Brooks</a> entitled <a href=\"http://www.nytimes.com/2010/08/03/opinion/03brooks.html?_r=3&amp;ref=davidbrooks\" target=\"_blank\">The Summoned Self</a>.  In it, he outlines two possible ways of thinking about one’s life:\n\n<strong>The Well-Planned Life</strong>: find a clear purpose for your life, and make time each day to work towards creating tangible progress in upholding that purpose.  The Well-Planned Life is well-thought-out, carefully “tweaked” along the way to fit into the overall purpose and concluded with a feeling of achievement.\n\n<strong>The Summoned Life</strong>: life isn’t a “project” to be completed but rather an “unknowable landscape”. Decisions about what to do are based on the context of the situation. The Summoned Life recognizes that there are many unknown factors- illness, war, economic factors and so on that may arise and therefore reshape one’s path.\n\nBrooks summarizes the two outlooks in this way:\n<blockquote>“The person leading the Well-Planned Life emphasizes individual agency and asks, ‘What should I do?” The person leading the Summoned Life emphasizes the context and asks, ‘What are my circumstances asking me to do?’”</blockquote>\nThankfully, he doesn’t pit the two viewpoints against each other, citing one as more effective than the other.  Rather, he suggests at the end of his column that perhaps drawing from both viewpoints will yield a third way of thinking—The Well-Considered Life.\n\nThese viewpoints could also influence how one leads. Knowing how strongly the Lead Change readership feels about the topic of character-based leaders, I have a few questions:\n<ol>\n	<li>In what ways have you seen a person with a Well-Planned viewpoint succeed in leadership?</li>\n	<li>In what ways have you seen a person with a Summoned Life viewpoint succeed?</li>\n	<li>What lessons can we learn from each of the viewpoints?</li>\n</ol>', 'Leadership and The Well-Considered Life', '', 'publish', 'open', 'open', '', 'leadership-and-the-well-considered-life', '', '', '2010-08-10 06:31:44', '2010-08-10 11:31:44', '', 0, 'http://leadchangegroup.com/?p=3214', 0, 'post', '', 20),
(3228, 243, '2010-08-10 14:55:51', '2010-08-10 19:55:51', 'The second installment in the Leadership Character webinar series will be delivered by Steve Keating (@LeadToday) on Tuesday August 17, 2010 at 3 PM Eastern. Steve will discuss the necessary role Vision plays in character-based leadership and how your values are essential to your vision.\n\nSteve is the Selling Skills Manager for Toro Corporation, a global leader in lawn care.  Since 1914 and through the decades, they have become a global leader in turf maintenance equipment and precision  irrigation systems, serving customers from golf course superintendents,  grounds and sports field managers to landscape and irrigation  contractors, agricultural  growers, and homeowners.\n\nSteve and his company\'s leadership understand leadership development is integral to sales and sales management.  Steve has a passion to inspire people to lead by taking responsibility and developing character and a compelling vision for the future.\n\nThe Leadership Character series is for Contributing Members of the group.  A Contributing Member is someone who has agreed to take responsibility for building the community and making sure we make a positive difference.  For more information on becoming a Contributing Member, you can visit this link.  A link to the show will be provided in the Authors and Moderators group.\n\nYou can see the first episode, Leading Yourself by Monica Diaz here.  The <a title=\"Leadership Character Series\" href=\"/leadership-character-series/\" target=\"_self\">entire schedule is posted here. </a>', 'Leadership Character Episode 2 Vision with Steve Keating', '', 'publish', 'open', 'open', '', 'leadership-character-episode-2-vision-with-steve-keating', '', '', '2010-08-10 14:55:51', '2010-08-10 19:55:51', '', 0, 'http://leadchangegroup.com/?p=3228', 0, 'post', '', 4),
(3237, 252, '2010-08-11 07:54:58', '2010-08-11 12:54:58', 'Our American work culture is evolving.  Many “people in charge” (I hesitate to call them leaders) have lost their way – they’ve have lost track of the <strong>very distinctive value</strong> that Human resources bring to making our businesses prosper.  If we are to capitalize on the unique value of Human beings at work, <strong>the fundamental relationship between people who are employees and the people who manage them must change</strong>.<!--more-->\n\nThe American work culture has gone through plenty of change since the industrial revolution.  In the last 25 years particularly, financial pressures forced companies to move away from taking care of employees to expecting employees <strong>to manage their own careers and create their own job security.  But, we overshot the mark.</strong> This move was made without attending to what it meant, for employees as well as those who manage them.  And who <em>would </em>know how to make this transition?  We may have vaguely foreseen the result of unfettered capitalism, <strong>but who knows where to go from here? </strong>\n\nThe social contract between employees and those representing employers changed once in recent history (when labor unions became necessary), and has to change again.  American business as we know it never had to do this before.  In attempting to make up for giving too much, companies overcompensated by giving too little.  And thus, in their ignorance, many in authority have unintentionally squandered the innate worth all Human beings bring to the table, simply by virtue of being Human.  Having overshot the mark,<strong> we now need to regroup.</strong>\n\n<strong>No matter what kind of leader you are, in title or influence, we all need to take responsibility</strong> for how our interactions at work impact each other and, thus, <strong>our organizations’ effectiveness.</strong> We need to take it to another level.  It’s given that the days of implying unconditional security for employees are over, as is the attitude that employers owe employees that.  And yet, we have to attend to <strong>what we DO owe each other </strong>and even expect and demand of each other.  We must all take responsibility for accomplishing our work and, at the same time, for <strong>respecting each other as Human beings in a deeper way </strong>than ever before.\n\nI’m struck by one definition of “<strong>character-based leadership</strong>” I’ve seen: leadership from who you are rather than your position in an organization or company, community or family.  I have one interpretation of this as meaning “<strong>being a leader when you don’t have to be</strong>.”  So my question is, “what would it mean to show more responsibility toward each other at work, even if we don’t <em>have</em> to?”\n\n<strong>What is your ideal state of a work culture</strong>, <strong>where everyone is practicing character-based leadership</strong>?\n\nNOTE:  <em>This post is based on a manifesto posted on my site.   To see entire manifesto, look here: <a href=\"http://www.reimaginework.com/manifesto/\">www.reimaginework.com/manifesto/</a>.  “Part 2” coming to LeadChange soon.</em>\n\n<span style=\"font-size: xx-small;\">Image from Microsoft ClipArt.</span>', 'What Does it Take to ReImagine Work Relationships? Part 1', '', 'publish', 'open', 'open', '', 'reimagine-work-relationships-1', '', '', '2010-08-11 07:54:58', '2010-08-11 12:54:58', '', 0, 'http://leadchangegroup.com/?p=3237', 0, 'post', '', 20),
(3252, 253, '2010-08-12 06:55:31', '2010-08-12 11:55:31', '<em>This post by <a title=\"KnowledgeBishop on Twitter\" href=\"http://twitter.com/knowledgebishop\" target=\"_blank\">Tristan Bishop</a> was originally published on his <a title=\"KnowledgeBishop\'s Mission blog\" href=\"http://knowledgebishop.wordpress.com/\">KnowledgeBishop\'s Mission blog</a>.</em>\n\nA salty tear rolled past the border of my digital 3-D glasses.”It’s a cartoon, dad!” said my incredulous 11-year-old, “why are you CRYING?” The Saturday matinee was a cove of contrast: 400 giggling, wiggling kids: 150 weeping parents, each experiencing Toy Story 3 through the lenses of their lives. Through my foggy specs, I clearly saw the towering power of the servant leader.<!--more-->\n\nA few days later, I was talking with a new friend, <a title=\"Trey Pennington on Twitter\" href=\"http://twitter.com/treypennington\" target=\"_blank\">Trey Pennington</a>, who had written an <a title=\"Trey Pennington\'s post on Toy Story 3\" href=\"http://go2.wordpress.com/?id=725X1342&amp;site=knowledgebishop.wordpress.com&amp;url=http%3A%2F%2Ftreypennington.com%2F2010%2F07%2F12%2Fevery-company-needs-a-sheriff-woody-a-toy-story\" target=\"_blank\">amazing post</a> about how every business needs a “Woody.” I mentioned that I saw Woody as a “servant leader.” Trey, rich with the inspiration that characterizes his work, encouraged me to expound upon the vision.\n\nIn the business world, the notion of servant leadership is attributed to writings of Robert Greenleaf. One of Greenleaf’s stellar passages asserts that a servant leader takes great care to ensure that the “highest priority needs of others” have been met. Because I aspire toward servant leadership in my profession, I couldn’t help but notice how clearly Woody modeled this archetype in Toy Story 3.\n\nWoody had it made. His future was secure. He alone would be heading to college with Andy: onward and upward. But he couldn’t ignore the despair of those he’d led for so long. His team was crushed by the incorrect assumption that Andy no longer cared for them. So Woody left his secure position in Andy’s luggage, risking his own future so that he could educate and encourage those he cared about.\n\nLater in the film, Woody was welcomed into a bright new home, safe in a delightful room among young Bonnie’s friendly toys. And yet, upon learning that his friends were suffering and oppressed, Woody once again left his secure position. Disregarding his own comfort, Woody returned to Sunnyside to lead them through danger to safety. For the second time, Woody demonstrated his servant leadership, placing himself in harm’s way for the good of his friends.\n\nIn the corporate world, the servant leader is willing to sacrifice time and energy, in order to ensure that the team is informed and inspired. The servant leader is willing take necessary political risks, in order to defend the team from false accusations. The professional servant leader finds purpose and fulfillment in denying self for the well-being of the team.\n\nIn the past, it was rare to see servant leadership emphasized as a crucial corporate value. In the future, servant leadership will be a prime predictor of long-term success. So as you ponder servant leadership in your business, don’t ask how you can become more effective. Ask, instead, how you can become more <strong>empathetic</strong>. Effectiveness rises and falls with empathy. <strong>They are inextricably linked</strong>.\n\n<em>This post <a title=\"Servant Leadership: Now in 3D on KnowledgeBishop\'s Mission\" href=\"http://knowledgebishop.wordpress.com/2010/07/27/servant-leadership-now-in-3-d/\" target=\"_self\">originally appeared (July 27, 2010) on Tristan\'s blog</a>, <a href=\"http://knowledgebishop.wordpress.com/\">KnowledgeBishop\'s Mission</a>. </em>', 'Servant Leadership: Now in 3D', '', 'publish', 'open', 'open', '', 'servant-leadership-3d', '', '', '2010-08-12 06:55:31', '2010-08-12 11:55:31', '', 0, 'http://leadchangegroup.com/?p=3252', 0, 'post', '', 52),
(3270, 254, '2010-08-13 09:19:36', '2010-08-13 14:19:36', 'When I work with groups, I often do an exercise in “Proactive Self-Definition.” It’s a moving experience that helps people become more aware of inner guides that shape their lives. I ask people to think of that one person from over the span of their entire lifetime that they would most like to be like. I love to watch the reflections in their eyes, and waves of emotion crossing their faces as they arrive upon the “one.” I then ask them to<!--more--> give me five descriptive words or phrases that would tell me how this “most special person” treated them. I often hear adjectives like “Loving,” “Gentle,” and “Caring.” Typical comments are “They really knew and believed in me,” “They were always there in the tough times,” and “They accepted me no matter what.” Very often I hear these people described as “Heroes,” “Angels,” and yes, “Leaders.”\n<blockquote>What 5 words describe the most special person in your life?</blockquote>\nIsn’t that interesting? The people that these folks are subtly patterning their lives after didn’t necessarily have important titles, big salaries, or large offices with degrees on the wall. Many of these leaders had no semblance of authority whatsoever yet, years later, they continue to wield great influence in the lives that they touched.\n\nThere’s a term for this kind of leading influence, and it’s called “Servant Leadership.” In fact, the ability to influence someone’s highest expression over time is the essence of this unique form of love. Servant leaders cherish people in the context of intimate relationships. Rather than standing above others, they seek to know, and to be known. And it’s through this knowing that servant leaders not only cheer up and praise, but actually speak “life to potential,” “healing to pain,” and “light to darkness” for those around them. Because they genuinely love, servant leaders are able to bring life, healing, and light to the hearts of those entrusted to their care.\n\nServant leaders walk with the people they lead, shoulder-to-shoulder, and they are prone to see more in others than they see in themselves. Servant leaders build people up in a way that brings out their hidden talents and gifts. They are present in ways that heal limiting emotional wounds. These “Heroes” offer acceptance and grace that breaks the bondage of shame that creates a glass ceiling on the expression of one’s greatest spirit. What I am describing is a worldview that I call “Simple Encouragement,” and servant leaders do it instinctively. Through this special way of being and relating, servant leaders leave behind “giants” that change the world, and their only legacy may be a “sacred residence” in the hearts of a handful. And if you really think about it, that’s a legacy that would leave anyone resting in a very sweet peace.\n\nSo, what 5 words describe the most special person in your life?  Let us know in a comment below or a tweet on Twitter.\n\n<em>Note: This post was originally published on 4/8/2010 over on the <a title=\"Northfork Center for Servant Leadership - Simple Encouragement\" href=\"http://www.northforkcsl.org/?p=703\">Northfork Center for Servant Leadership blog.</a></em>', 'Simple Encouragement', '', 'publish', 'open', 'open', '', 'simple-encouragement', '', '', '2010-08-13 09:19:36', '2010-08-13 14:19:36', '', 0, 'http://leadchangegroup.com/?p=3270', 0, 'post', '', 16),
(3277, 243, '2010-08-13 11:51:45', '2010-08-13 16:51:45', 'Teri Aulph (<a title=\"Teri Aulph on Twitter\" href=\"http://twitter.com/teriaulph\">@TeriAulph</a>, LinkedIn) is a published author, coach, consultant and leader.  She\'s the principal consultant at Teri Aulph Consulting and Director of the 360 HR team for 360JobInterview.com.  She\'s also an accomplished and <a title=\"Teri\'s Examiner Page\" href=\"http://www.examiner.com/career-coach-in-tulsa/teri-aulph\">popular author on the Examiner</a>.\n\nTeri\'s focus is on strengthening the space where the people and  the business intersect. She specializes in organizational design and development, executive coaching, strategy development, and talent management consulting,  She is a former global Vice President, HR &amp;  Ops, for several Fortune 500 companies in various industries. She is  now applying her experience and expertise as an independent business  consultant committed to providing leading edge expertise based on years  of demonstrated success.  She\'s also a fellow Oklahoman working with me and others to bridge the gap between the human resources and leadership development worlds.<!--more-->\n\nJoin us at 3 PM Eastern Thursday August 19th.  You can listen right her, live or replay after the show has concluded.  I\'m looking forward to it.\n\n<p style=\"text-align: center;\"><img style=\"visibility: hidden; width: 0px; height: 0px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/08/MGM1YWI1MzBjYzQxNTA2MGQ1Yg==2.gif\" border=\"0\" alt=\"\" width=\"0\" height=\"0\" /><object id=\"1204887\" classid=\"clsid:d27cdb6e-ae6d-11cf-96b8-444553540000\" width=\"210\" height=\"105\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0\"><param name=\"name\" value=\"1204887\" /><param name=\"quality\" value=\"high\" /><param name=\"wmode\" value=\"transparent\" /><param name=\"menu\" value=\"false\" /><param name=\"allowScriptAccess\" value=\"always\" /><param name=\"src\" value=\"http://www.blogtalkradio.com/btrplayer.swf?file=http://www.blogtalkradio.com%2Fmikehenrysr%2Fplay_list.xml?show_id=1204887&amp;autostart=false&amp;bufferlength=5&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com//FlashPlayerCallback.aspx\" /><param name=\"flashvars\" value=\"file=http://www.blogtalkradio.com%2fmikehenrysr%2fplay_list.xml?show_id=1204887&amp;autostart=false&amp;shuffle=false&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com/flashplayercallback.aspx&amp;width=215&amp;height=108\'\" /><embed id=\"1204887\" type=\"application/x-shockwave-flash\" width=\"210\" height=\"105\" src=\"http://www.blogtalkradio.com/btrplayer.swf?file=http://www.blogtalkradio.com%2Fmikehenrysr%2Fplay_list.xml?show_id=1204887&amp;autostart=false&amp;bufferlength=5&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com//FlashPlayerCallback.aspx\" flashvars=\"file=http://www.blogtalkradio.com%2fmikehenrysr%2fplay_list.xml?show_id=1204887&amp;autostart=false&amp;shuffle=false&amp;volume=80&amp;corner=rounded&amp;callback=http://www.blogtalkradio.com/flashplayercallback.aspx&amp;width=215&amp;height=108\'\" allowscriptaccess=\"always\" menu=\"false\" wmode=\"transparent\" quality=\"high\" name=\"1204887\"></embed></object>', 'Meet LeadChange Teri Aulph', '', 'publish', 'open', 'open', '', 'meet-leadchange-teri-aulph', '', '', '2010-08-13 11:51:45', '2010-08-13 16:51:45', '', 0, 'http://leadchangegroup.com/?p=3277', 0, 'post', '', 12),
(3283, 252, '2010-08-17 08:15:57', '2010-08-17 13:15:57', '<a href=\"http://leadchangegroup.com/reimagine-work-relationships-1/\" target=\"_blank\">Part 1 of this post</a> concluded with the question, “What would your ideal work culture look like?”  Here’s an expanded version of my response.\n\nOver and over the human beings in our workplaces are marginalized, as if the task to get done is more important than employees feeling as though their contributions make a difference.  Human beings at work can take instruction and get things done.  But when we as leaders engage all of what makes us human, including the legitimate needs for meaning and belonging at work, our organizations will capitalize on the abilities that are particular to humans alone. We will see people creating ideas seemingly out of nowhere or accomplishing the impossible by trading on the power of relationships.  When all involved see the sacredness in their relationships and in everyone’s role and contribution, our organizations will experience the true competitive advantage of its human resources.\n\nBeing human means having very human needs, such as the need to contribute, to be appreciated, to make a difference, to belong. These must be addressed in every encounter. This awareness must permeate every interaction. We can start to adapt to this way of working by learning to earnestly revere each other’s needs, even if we don’t understand or relate to them.  And leaders must lead the way.\n\nMy wish is that one-day we all embrace the belief that there is an inestimable power and potential in human beings treating each other humanly. One day our society and the world will grow and prosper in a whole new way because each employee does their work from a place of knowing they play a legitimate role and truly make a difference. The commitment to taking responsibility to honor each other’s worth is not only a decision but also a journey, and through our struggles to see this vision in action, we realize its power.\n\nNOTE:  This post is based on a manifesto posted on my site.   To see entire manifesto, look here: <a href=\"http://www.reimaginework.com/manifesto/\">www.reimaginework.com/manifesto/</a>.\n\n<span style=\"color: #888888;\">Image from iStockphoto</span>', 'What Does it Take to ReImagine Work Relationships? Part 2', '', 'publish', 'open', 'open', '', 'what-does-it-take-to-reimagine-work-relationships-part-2', '', '', '2010-08-17 08:15:57', '2010-08-17 13:15:57', '', 0, 'http://leadchangegroup.com/?p=3283', 0, 'post', '', 4),
(3298, 243, '2010-08-20 05:50:09', '2010-08-20 10:50:09', 'Shawn Murphy (member profile, <a title=\"Achieved Strategies Blog\" href=\"http://achievedstrategies.com/blog/\" target=\"_blank\">blog</a>, <a title=\"Shawn\'s Twitter Profile\" href=\"http://twitter.com/shawmu\" target=\"_blank\">@shawmu</a>, LinkedIn) is the Founder, CEO and President of <a title=\"Achieved Strategies\" href=\"http://www.achievedstrategies.com\" target=\"_blank\">Achieved Strategies</a>.  His passion is helping businesses change how they create value by bringing together people, strategy, operations, and leadership.\n\nFor over 20 years, Shawn has worked with senior executives, middle  managers and individual contributors to successfully transform  businesses and individuals.  We’ll discuss with Shawn the starting point  to causing change: the leader’s awareness of his or her own views of  change.\n\nJoin me for a discussion on leadership, change and connecting with Shawn Murphy Thursday August 26 at 3 PM Eastern.  You\'ll be glad you did.', 'Meet LeadChange Shawn Murphy', '', 'publish', 'open', 'open', '', 'meet-leadchange-shawn-murphy', '', '', '2010-08-20 05:50:09', '2010-08-20 10:50:09', '', 0, 'http://leadchangegroup.com/?p=3298', 0, 'post', '', 12);
