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(12007, 243, '2013-09-06 05:56:42', '2013-09-06 10:56:42', 'I\'ve come to notice some warning signs in my speech. These are words that help me identify when I\'m not being a character-based leader. Whenever I use these words, I\'m avoiding a character attribute that is valuable to me. For each one, I try to let them trigger me to change my thoughts and my behavior.\n\nThe 3 Warning Signs are \"but\", \"they\", and \"need\".\n<h2>But</h2>\n\"But\" is the excuse word. It always provides an alternative. But when everything before the \"but\" is related to a personal responsibility, commitment or promise, we\'re always our best when we simply stop the sentence and keep the \"but\" to ourselves.\n<p style=\"padding-left: 30px;\">\"I should have gotten my report done on time, but…\"\n\"I know we didn\'t make our profit projections this month, but…\"</p>\nHow often to you catch yourself using \"but\" as an excuse? Let \"but\" be a flag to you. Listen for it in the speech of yourself and others and try to stop using it. Simply using it less will send the signal that you\'re a person who means what you say. Avoid its use for a while and you\'ll be seen as more responsible. Don\'t agree? Prove me wrong. Stop using it for a couple of months and then ask a trusted co-worker or your spouse. Just say, \"I\'ve been trying to be a bit more responsible lately. Have you noticed any areas where I could improve?\" Or, \"Have you seen any improvement?\" (Chances are your spouse will need more than 60 days.) Let me know how it goes for you. Even if you don\'t see it right away, the world will have one less <a title=\"The Opposite of Leader | #LeadChange Group\" href=\"/the-opposite-of-leader/\">victim</a> making excuses for everything that happens. We can always make the world better one person at a time, if we\'ll only start with ourselves. <strong>Let \"but\" trigger you to accountability.</strong>\n<h2>They</h2>\n\"They\" is a victim word. When we use the word \"they\", we give others power over our situation and we deny our own ability to make a difference. Often \"they\" aren\'t the only ones who can do something about a particular problem; \"they\" are simply the ones we\'d choose to do something about it. They may in fact choose us!\n\nIn just about any circumstance, there is always something we can do too. And until we\'ve done everything we can, we don\'t need to worry about \"they\" and what \"they\" haven\'t done. Sure, \"they\" have some power. \"They\" could do something. \"But\" I take my destiny into my own hands when I stop waiting for \"they\" and I engage \"me.\"\n\nJust yesterday another friend used a sister word - \"someone.\" \"Someone should do something about the problem.\" Whenever we believe \"they\" should get \"someone\" to do something, volunteer. Let that person be you. Choose yourself. Stop letting \"they\" make you a victim. <strong>Let \"they\" trigger you to responsibility.</strong>\n<h2>Need</h2>\n\"Need\" is another of my trigger words. It\'s the newest addition. Listening to <a title=\"Daring Greatly on Amazon.com\" href=\"http://j.mp/14XR1mx\" target=\"_blank\">Brené Brown\'s Daring Greatly</a>, I now consider \"need\" to be a scarcity word. Whenever I find myself thinking about needs, I\'m working from a mindset that says \"there isn\'t enough.\" \"We need more power Scotty!\" Most of what we need we already have. Often what we need is the willingness and the courage to use those resources in pursuit of great goals, or lofty objectives.\n<blockquote>\"Don\'t ask yourself what the world needs. Ask yourself what makes you come alive and go do it. Because what the world needs is people who have come alive.\" Howard Thurman</blockquote>\nLet \"need\" be a challenge to you. Never let it be a complaint about scarcity, but rather an order for more of what the world needs from you. <strong>Let \"need\" trigger you to action.</strong>\n\nMaybe you have other warning signs that trigger you to action. If so, do you mind sharing them below? What other words challenge you to bring your best \"you\" back into action?\n\n<span style=\"font-size: xx-small;\">Photo © Douglas_Freer istockphoto</span>', '3 Warning Signs for Responsible Leaders', '', 'publish', 'open', 'open', '', '3-warning-signs-for-responsible-leaders', '', '', '2013-09-06 05:56:42', '2013-09-06 10:56:42', '', 0, 'http://leadchangegroup.com/?p=12007', 0, 'post', '', 7),
(12015, 251, '2013-09-10 06:12:28', '2013-09-10 11:12:28', '<span style=\"color: #000000;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2013/09/candle-defy-dark.jpg\"></a>I left Corporate America while I still had a little soul. I wanted to rebuild my “soul account” by serving, helping, making a difference. And, for the most part, life has been good. I like to say I’m living the tee shirt.</span>\n\n<span style=\"color: #000000;\">But…</span>\n\n<span style=\"color: #000000;\">(Rarely does anything positive follow use of the word “but” and this isn’t going to be an exception!)</span>\n\n<span style=\"color: #000000;\">I’m feeling grumpy after a string of recent experiences, wondering where character, compassion and connection have gone.</span>\n<p style=\"padding-left: 30px;\"><span style=\"color: #000000;\">A group of volunteers banded together to raise money for a small nonprofit. The volunteers worked their butts off while the paid staffers were missing in action. When questioned about their lack of involvement, the staffers’ response was, “Hey, the help and the money always come from someplace.” What happens when others care as little as they do?</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"color: #000000;\">Having moved to Charleston, SC from San Francisco, I bear the local label of being “from off.” Several of us folks “from off” were on a steering committee for a local conference. The new lead person told us he wanted to retain our talent but we would have to step off the steering committee because we didn’t know the right people in town. When will inclusion and passion trump cronyism?</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"color: #000000;\">A social media acquaintance asked if I would review their book. I agreed, investing a number of hours doing so. The author’s one word response? Thanks. I know I should be thankful for the thanks, but it felt like it arrived via autopilot. When did people become disposable?</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"color: #000000;\">“I’m inviting you to join this exclusive group because I believe you’re perfect to join my network and help me build my book of business.” Wow, what an opening line. If I was supposed to feel special, it didn’t work. Has reciprocity gone out of style?</span></p>\n<span style=\"color: #000000;\">The candle of character and compassion does burn brightly in many. I’ve just had the misfortune of several downer experiences in quick succession. </span>\n\n<span style=\"color: #000000;\">Just need to be patient...those affirming encounters are coming. And coming with them will be the opportunity to use these teachable moments both for myself and for others.</span>\n\n&nbsp;\n\nImage source (before quote):  <a href=\"http://pixelperfectdigital.com/photo/441/single-candle.html\" target=\"_blank\">Pixelperfect</a>', 'Tip-toeing close to curmudgeon territory', '', 'publish', 'open', 'open', '', 'tip-toeing-close-to-curmudgeon-territory', '', '', '2013-09-10 06:12:28', '2013-09-10 11:12:28', '', 0, 'http://leadchangegroup.com/?p=12015', 0, 'post', '', 8),
(12020, 331, '2013-09-13 12:21:21', '2013-09-13 17:21:21', 'Too often I find myself in meetings. This particular meeting I felt as though I had sat through at least a dozen times. Well, that’s because I had. During it, I had a visualization and jotted down the phrase:\n<p style=\"text-align: center;\">“<i>You can’t save a dying flower by watering its petals.</i>”</p>\nThat phrase has been housed in my journal for a few months now; powerful to me each time I run across it. Determined to bring it to life, it reminds me that the sooner I quit watering the petals and start watering the roots, the closer I become to seeing results. And something about seeing results, always pushes me to keep-on tending.\n\nI hope this image can act as the same powerful reminder to you.\n<p style=\"text-align: center;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2013/09/Flowers.png\"></a></p>\n&nbsp;', 'You Can’t Save a Dying Flower by Watering its Petals', '', 'publish', 'open', 'open', '', 'you-cant-save-a-dying-flower-by-watering-its-petals', '', '', '2013-09-13 12:21:21', '2013-09-13 17:21:21', '', 0, 'http://leadchangegroup.com/?p=12020', 0, 'post', '', 0),
(12026, 266, '2013-09-05 06:12:43', '2013-09-05 11:12:43', 'How many of you have had a mentor who helped you learn the ropes in your new job, who took on the role of teacher and demonstrated the “right” way to do things? Me too! In fact, that was the way mentorship was presented to me back in my previous life. And, it turns out that this approach only ensures compliance with the “right” way to do things, and leaves a very shaky foundation for creativity and innovation.\n\nThe authors, Chip R. Bell and Marshall Goldsmith, of <b><i>Managers as Mentors: Building Partnerships for Learning</i></b>, go on to distinguish “coach” from “mentor” by telling us that “coaching is a part of the leadership role specifically aimed at nurturing and sustaining performance. Mentoring is that part of the leadership role that has learning as it primary outcome.”\n\nAnd, after making that distinction, they go on to say that the labels of “leader,” “manager,” “coach,” and “mentor” can be used interchangeably. Confused. Don’t be. As a leadership coach, I strive for all of that, and will continue to use the terminology that works for me and my clients.\n\nThe book uses the mnemonic SAGE to describe the mentoring process. Briefly,\n\n(S) Surrendering – Surrendering is about creating a co-active learning relationship. The mentor learns as much (and sometimes more) than the person receiving the benefit of mentorship. In coaching, we often call this “dancing in the moment.” Mentors must let go of any sense of being on a different playing field, and pay close attention to the cues, shifting currents and ideas that occur during their time with their “mentee,” sensing what is most important, what skill just showed up, and learning to ask the best questions – in the moment. A major building block in the relationship is trust.\n<div>\n\nPartnerships are journeys in becoming. They are always divine relationships in the making. They are hopeful pursuits of magic, not efforts valued only at completion. (page 56)\n\n(A) Accepting – Once trust is built, it grows strong within a safe environment. One in which the mentee is free to fail, learn from their mistakes, and step forward again – without fear of rejection. I often tell my clients that my role is to hold the space wide open for them to take the risk, and know that whatever happens will perfectly position them for the next right step. The perfect tool: Learn how to ask the right questions in the right way.\n\nAcceptance entails actions that communicate unconditional positive regard. Acceptance is confirmation without concurrence… Acceptance is a living announcement of worth.  (page 94)\n\n(G) Gifting – I love the distinction between gifting and giving. Giving is the bestowing of abundance while expecting something in return. Gifting is the bestowing of assets without and expectation of return. It changes the nature of the relationship from guilt-based (expectations) to joy-based (thriving)! Isn’t this a great concept? How do you do this – by letting the mentee know that the pleasure received from the mentoring process is ample reward, and nothing more is required. In a mentoring relationship, we often gift our mentees with advice, feedback/feedforward and focus, without generating resistance and resentment.\n\n(E) Extending – The ultimate goal of any mentoring or coaching engagement is to “let the bird leave the nest”; to have extended the tools of learning to the degree that the coachee/mentee stands on their own and no longer needs you.  How do you get there? Be there to help when needed, watch for challenges to learning, and encourage informal learning through reading, networking, and organizational activities. And, focus on the effect of learning!\n\nMentors who grow champions zero in on surfacing the best, nurturing the best, and affirming the best. (page 178)\n\nOverall, I liked what Chip and Marshall had to say about mentoring as part of the role of leader. I consider it to be heavily intertwined with coaching. As I watch today’s leaders, I hope that both skills become  an integral aspect of their position and how they interact with employees, peers and those in positions higher in the hierarchy. They are skills that should be in play in everyday activities and with all members of the organization, not just with those that have been identified as someone worthy of mentorship or coaching.\n\nPicture courtesy of <a href=\"http://123rf.com/\">http://123rf.com</a>\n\n</div>\n&nbsp;', 'Mentoring as Part of the Leadership Role', '', 'publish', 'open', 'open', '', 'mentoring-as-part-of-the-leadership-role', '', '', '2013-09-05 06:12:43', '2013-09-05 11:12:43', '', 0, 'http://leadchangegroup.com/?p=12026', 0, 'post', '', 2),
(12041, 251, '2013-09-05 16:11:31', '2013-09-05 21:11:31', '<em>“</em>Cheryl, you know more about these work processes than most of the folks up there. Did you apply to be a speaker?” I asked, wondering why my colleague was sitting next to me in the audience rather than participating in the panel discussion at the national conference we were attending.\n\n“I thought about it but decided not to.”\n\n“Why’s that?”\n\n“Once I get promoted, my chances of being a speaker will be better.”\n\nRead more<a href=\"http://smartblogs.com/leadership/2013/09/05/dont-be-afraid-to-get-power/\"> here....</a>', 'Don’t be afraid of personal power', '', 'publish', 'open', 'open', '', 'dont-be-afraid-of-personal-power', '', '', '2013-09-05 16:11:31', '2013-09-05 21:11:31', '', 0, 'http://leadchangegroup.com/?p=12041', 0, 'post', '', 0),
(12126, 243, '2013-09-18 06:41:43', '2013-09-18 11:41:43', '<strong>A compelling vision pulls you to your future.</strong> Focus on your circumstances and lose your way\n<blockquote>\"<em>Obstacles are those frightful things you see when you take your eyes off your goal</em>.\" Henry Ford</blockquote>\nWhat is your vision worth to you? If it\'s not worth very much, you will abandon it. Your vision aims and defines your impact. Like light, your vision will be the mark you make. Focus all of your energy and direction and your life will cut steel like a laser. Little focus makes little impact. Maximum focus, maximized impact.\n\nVision also pulls you through your circumstances. Your vision can motivate you to do whatever you need to do one more time. Look at all you\'ve invested. Consider all your effort, learning, striving, failing, learning and trying again. Because of everything you\'ve done and because of the value of your vision, can\'t you go one more time?\n\nAnd another after that?\n\n<strong>A compelling vision encourages others to join.</strong> People trust those who are not simply \"in it for themselves.\" If your vision includes others, like the level 5 companies identified in one of my favorite books, <a title=\"Tribal Leadership at Amazon.com\" href=\"http://j.mp/161ao0Q\" target=\"_blank\">Tribal Leadership</a>, your actions prove your credibility and build trust. When interviewing a large pharmaceutical company while researching Tribal Leadership, the question came up \"Who\'s your competition?\"\n\n\"Arthritis; Cancer,\" the answer came back.\n\nWhen you\'re about something that benefits others, you\'re more believable and trustworthy. People want to know you\'re not just in it for yourself.\n\n<strong>A compelling vision changes the world.</strong> Let\'s face it. If all you want to do is make money, live comfortably and stay out of trouble, I\'m surprised you read this far. In fact, I\'m amazed you\'ve read anything on this website. We\'re not about private comfort here. We want to make a positive, lasting difference. Some of us are motivated to make a difference because we simply think that\'s the best way to live. Others, like myself do it as part of their faith or worldview. Almost no one makes the world better by accident. Just about everything deteriorates, rusts or rots. Everything spirals down, not up.\n<blockquote><em>\"Never doubt that a small group of thoughtful committed citizens can change the world; indeed, it\'s the only thing that ever has.</em>\" Margaret Mead</blockquote>\nA compelling vision pulls you forward. It encourages others to join and changes the world. Is your vision one that will pull you through the hard times? Is it one that will energize others to believe, trust and act? Is it one that will truly change the world? Are you actively working on it? Share a bit about it below. Or join Lead Change now. We\'re committed to helping each other lead change, first in ourselves, then in others and in our communities. Interested?\n\n<span style=\"font-size: xx-small;\">Photo © maynardcase istockphoto</span>', 'The Value of Vision', '', 'publish', 'open', 'open', '', 'the-value-of-vision', '', '', '2013-09-18 06:41:43', '2013-09-18 11:41:43', '', 0, 'http://leadchangegroup.com/?p=12126', 0, 'post', '', 3),
(12132, 333, '2013-09-24 06:29:23', '2013-09-24 11:29:23', 'Even though being an executive in any organisation can be a fulfilling job, it can also be a very challenging one. To be successful, you must have certain strong personal characteristics to take you through the day-to-day challenges. Some of these characteristics include:\n\n<b>1. Good Communication Skills</b>\nThe business world is much more than putting ideas on the table. You have to know how to discuss the ideas in an understandable manner to your juniors during meetings. You must be able to stand confidently in front of everyone and speak coherently whenever you are addressing important issues. Always maintain eye contact to make sure everyone is listening when you are talking to them. Most importantly, you should always listen to your juniors or customers when they have something to say and act accordingly.\n\n<b>2. Commitment and Passion</b>\nBeing a committed and passionate executive will help you promote and maintain a driven workforce. Commitment and passion require honesty, hard work, and excitement. You have to develop the habit of reporting to work early and leaving the office only after making sure that everything is in order. By doing this on a regular basis, you will always be able to project a sense of teamwork among your juniors and promote collaboration for the betterment of your organisation.\n\n<b>3. High Self-Esteem</b>\nAs an executive, you have no choice but to have a strong sense of self-worth at all times. This means that you must have the ability to accept failures and criticisms without being egotistical. Accepting your failures and learning from them will enable you to make the right decisions and be a great leader. Note that as a leader, you cannot please everyone no matter what you do. So, be yourself and lead your juniors according to your wishes and principles, as long as you are doing the right thing.\n\n<b>4. Quick Thinker</b>\nYou should always be able to identify and solve issues in a timely and effective manner. Markets, buyer behaviour, challenges, and opportunities change unpredictably all the time and hence, quick action is very essential for a good executive. You should always anticipate upcoming work and serve your organisation to the best of your ability.\n\n<b>5. Ability to Multi-Task</b>\nDue to the fact that you will inevitably have many tasks to do from time to time, you have to learn how to work under pressure and juggle deadlines in a responsible and organised way, either at home or at the workplace. This means that you have to be realistic about what to handle and always understand the timing of all documents and projects.\n\n<b>6. Flexibility</b>\nBeing an executive requires a flexible attitude and being able to adjust to the fast-changing business environment. Apart from working during the normal hours, you should also be able handle emergency situations during weekends and late nights. You will sometimes be forced to cancel some plans to deal with critical situations.\n\n<b>7. Humility</b>\nTo stand out from the rest, you have to be a humble and approachable person. This will make communication between you and your colleagues better, enabling you to understand everyone\'s strengths and weaknesses and how to deal with them. This will also pave the way for people to chip in valuable suggestions to help you lead effectively.\n\n<b>8. Good Sense of Humour</b>\nThe working environment can sometimes be tense and hectic. This is why you should always try to be friendly with your colleagues and share light moments with them once in a while to make them feel more comfortable and to be more productive while working.\n\n<b>9. Motivator</b>\nDo not be the kind of person who only looks for faults in order to rebuke others. Try as much as possible to motivate your juniors by appreciating their efforts, giving them promotions, and increasing their salaries. By doing this, you will be nurturing happy and dedicated employees who will be ready to do anything for your organisation to stay at the top.\n\n<b>10. Risk Taker</b>\nA frightened and apprehensive executive can easily lead an organisation to a downfall. So, you must always be courageous enough to take risks and go beyond the expected levels of influence and responsibility.', 'What Personal Characteristics Do You Need To Become an Executive?', '', 'publish', 'open', 'open', '', 'what-personal-characteristics-do-you-need-to-become-an-executive', '', '', '2013-09-24 06:29:23', '2013-09-24 11:29:23', '', 0, 'http://leadchangegroup.com/?p=12132', 0, 'post', '', 6),
(12141, 258, '2013-09-19 06:12:51', '2013-09-19 11:12:51', '<strong><a href=\"http://leadchangegroup.com/wp-content/uploads/2013/09/DSCN9417_21.jpg\"></a>Ok… here’s how it works.  First I tell you a story.  Then I ask you some questions.  Then you answer in the comment section.  It’s like a discussion where people exchange ideas, and we all learn something.  Perhaps you have heard of it before. It’s fun.  Let’s play.</strong>\n\nFor a long time I was the <i>Coordinator of Professional Development</i> at my school.  It was a nice gig.  I developed a mentoring program for new faculty.  We held weekly “lunch and learn” sessions on implementing best practices and integrating new technology into our curriculum.  We had whole days of learning and folks attended lots and lots of development sessions, both on and off campus.  It was helpful.  Yada yada yada.\n\nBefore I started the job, there wasn’t a comprehensive program.  They hired me to develop it.  It’s not hard to be considered good when you are inventing something from scratch.  Everything you do seems interesting and innovative.  It’s difficult to mess up something that never really existed.\n\nBut then I got a new job, and someone took over my position.  Almost instantly everything changed.  More importantly, everything got better.  I handed my successor hundreds of files.  She digitized everything and tossed the files in the trash.  In fact, she created a digital system for the whole kit and caboodle.  The entire system was better organized and easier to use, from sign-ups to food ordering to follow up.  She made the cafeteria serve a decent lunch and introduced new topics and speakers.  She developed a website so that all the information was in one place.  Then she started recording the sessions so that others could attend any time.  It was better, a lot better.\n\nYou know what?  She got a new job and someone else has now taken over her position. The new version of <i>Coordinator of Professional Development</i> is only a few weeks into the job and is already making it her own.  Now we use <em><a title=\"Edmodo\" href=\"https://www.edmodo.com/\" target=\"_blank\">Edmodo</a></em>, a networking site that not only organizes all our information, but also allows us to talk to each other online, to share ideas and comments.  It’s like Facebook for teachers and students can use it too if we want.   You know what I love? Her emails are funny.  A little learning here, a little laugh there, she’s a master of appropriate humor in the workplace.  She’s even introducing some fun into our programs.  Next week we are playing trivia at lunch.  Our team is called <i>The Delusionists</i>.  Who knew work could be fun?\n\nYou could probably conclude a bunch of different things from this story, but for me the lesson is pretty clear.  It’s easy to keep doing the same things because they’re working pretty well.  But now I know it can also be awesome to mix things up every few years and give new ideas a try.  Not everything works perfectly, but novelty can be really invigorating.  It sparks conversation, increases participation, and encourages innovation.  And who doesn’t want that?\n\n<strong>Wait.  Don’t answer that.  That’s not the real question.  That one was rhetorical.  But there are some questions I really do want to ask.  Now’s the time where you chime in with your brilliant insights.  Here we go. </strong>\n<ul>\n	<li>In your workplace, do titled positions turn over on a regular cycle, say every five years or so, or do your leaders keep their positions until they are promoted, retired, demoted, or fired?</li>\n</ul>\n<ul>\n	<li>Do you think titled and untitled positions should be changed periodically and if so, how often?</li>\n</ul>\n<ul>\n	<li>Do you think it is possible for a leader to hold a position for a long time and remain effective, innovative, and frankly awesome?  If so, what do they need to do to make this happen?</li>\n</ul>\n<strong>Thanks for reading.  And more importantly, thanks for commenting.  I really do want to know what you think.  </strong>', 'Is Different Better?', '', 'publish', 'open', 'open', '', 'is-different-better', '', '', '2013-09-19 06:12:51', '2013-09-19 11:12:51', '', 0, 'http://leadchangegroup.com/?p=12141', 0, 'post', '', 9),
(12152, 334, '2013-09-20 06:29:21', '2013-09-20 11:29:21', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/09/Openness.jpg\"></a>In today\'s fast-paced, globally-connected business world in which we live, an organization\'s successes and failures can be tweeted across the Internet in a matter of seconds. A knee jerk reaction of many organizational leaders is to clamp down on the amount of information shared internally, with hopes of minimizing risk to the organization. Many times this backfires and ends up creating a culture of risk aversion and low trust. For organizations to thrive in today\'s hyper-competitive marketplace, leaders have to learn how to build a culture of trust and openness. Here are four strategies to help in this regard:\n<ol>\n	<li><em><strong>Encourage risk taking</strong></em> - Leaders need to take the first step in extending trust to those they lead. Through their words and actions, leaders can send the message that appropriate and thoughtful risk taking is encouraged and rewarded. When people feel trusted and secure in their contributions to the organization, they don\'t waste energy engaging in CYA (cover your \"assets\") behavior and are willing to risk failure. The willingness to take risks is the genesis of creativity and innovation, without which organizations today will die on the vine. Creating a culture of risk taking will only be possible when practice #2 is in place.</li>\n	<li><em><strong>View mistakes as learning opportunities</strong></em> - Imagine that you\'re an average golfer (like me!) who decides to take lessons to improve your game. After spending some time on the practice range, your instructor takes you on the course for some live action and you attempt a high-risk/high-reward shot. You flub the shot and your instructor goes berserk on you. \"How stupid can you be?\" he shouts. \"What were you thinking? That was one of the worst shots I\'ve seen in my life!\" Not exactly the kind of leadership that encourages you to take further risks, is it? Contrast that with a response of \"So what do you think went wrong? What will you do differently next time?\" Garry Ridge, CEO of WD-40, characterizes these incidents as \"learning moments,\" where planning and execution come together, a result is produced, and we incorporate what we learned into our future work.</li>\n	<li><em><strong>Build transparency into processes and decision making</strong></em> - Leaders can create a culture of trust and openness by making sure they engage in transparent business practices. Creating systems for high involvement in change efforts, openly discussing decision-making criteria, giving and receiving feedback, and ensuring organizational policies and procedures and applied fairly and equitably are all valuable strategies to increase transparency. On an individual basis, it\'s important for us leaders to remember that our people want to know our values, beliefs, and what motivates our decisions and actions. Colleen Barrett, President Emeritus of Southwest Airlines, likes to say that \"People will respect you for what you know, but they\'ll love you for your vulnerabilities.\"</li>\n	<li><em><strong>Share information openly</strong></em> - In the absence of information, people will make up their own version of the truth. This leads to gossip, rumors, and misinformation which results in people questioning leadership decisions and losing focus on the mission at hand. Leaders who share information about themselves and the organization build trust and credibility with their followers. When people are entrusted with all the necessary information to make intelligent business decisions, they are compelled to act responsibly and a culture of accountability can be maintained.</li>\n</ol>\nEstablishing a culture of trust, openness, respect, and engagement are critical for organizational success. What other strategies would you recommend? Feel free to join the discussion by leaving a comment.', 'Four Ways to Create a Culture of Trust and Openness', '', 'publish', 'open', 'open', '', 'four-ways-to-create-a-culture-of-trust-and-openness', '', '', '2013-09-20 06:29:21', '2013-09-20 11:29:21', '', 0, 'http://leadchangegroup.com/?p=12152', 0, 'post', '', 4),
(12156, 335, '2013-10-15 12:12:36', '2013-10-15 17:12:36', 'It seems as long as I can remember, I’ve been captivated by men and women who are at the top of their game – whether professional athletes, CEOs, doctors or artists. Do you ever wonder how they reached their elite status? What do you call “it” when you see it? I call it mastery.\n\nWhat is mastery? As George Leonard describes in his book, <a href=\"http://www.amazon.com/Mastery-Keys-Success-Long-Term-Fulfillment/dp/0452267560/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1377483293&amp;sr=1-1&amp;keywords=mastery+george+leonard\" target=\"_blank\"><em><strong>Mastery</strong></em></a>, “…it resists definition but is instantly recognizable.”\n\nMastery could be described as the seemingly effortless, consistently excellent execution of a desired behavior. Have you ever wondered if you could achieve mastery as a leader? If so, what? <a href=\"http://greatleadersserve.com/development/how-good-do-you-want-to-be/\" target=\"_blank\">Read more here...</a>', 'How Good Do You Want to Be?', '', 'publish', 'open', 'open', '', 'how-good-do-you-want-to-be', '', '', '2013-10-15 12:12:36', '2013-10-15 17:12:36', '', 0, 'http://leadchangegroup.com/?p=12156', 0, 'post', '', 0),
(12163, 307, '2013-09-19 16:12:38', '2013-09-19 21:12:38', 'How long can you hold your breath? Better yet, unless it’s dangerous to your health, try it right now: hold your breath as long as you can.\n\nI’ll wait…\n\nHow long did you make it? 30 seconds, one minute, maybe two? Before long, you couldn’t help yourself – you just had to breathe.\n\nIn fact, I could offer a huge incentive for you to hold your breath, but no matter how much money I offer, at some point you have no choice. Your body will force the issue.\n\nRead more<a href=\"http://smartblogs.com/leadership/2013/09/19/how-to-lead-when-your-employees-dont-have-to-follow/\"> here..</a>..', 'How to lead when your employees don’t have to follow', '', 'publish', 'open', 'open', '', 'how-to-lead-when-your-employees-dont-have-to-follow', '', '', '2013-09-19 16:12:38', '2013-09-19 21:12:38', '', 0, 'http://leadchangegroup.com/?p=12163', 0, 'post', '', 1),
(12175, 310, '2013-09-23 06:10:47', '2013-09-23 11:10:47', '<i>\"Act today only, tomorrow is too late.\"--</i>English proverb\n\nThe world was gripped to this story. I know I was.\n\nOn August 5, 2010, 33 Chilean miners were laboring in a gold mine one-half mile below the harsh Atacama Desert. Boom! There was an explosion – tons of rocks and dirt collapsed on their space inside the mine. Did they survive? This was the difficult question before Chile’s leadership. What do we do?\n\nIn the 17 days it took mining and government authorities to discover they were alive, evolving roles among these 33 miners took place in their collective fight for survival. There was a place of safety in this entombment for the miners although with minimal rations. They figured out how to do what they needed to do. While experts in drilling and other related matters from all over the globe went to work to figure out how to get these 33 miners out.\n\nThe miners held steadfast.\n\nOn October 9th…pay dirt! Best-in-class drills broke through to the miners’ location. More innovative minds went to work, launching the next phase of the operation and brainstorming for ultimate success. By October 12th all was ready to release the miners from this sagging entombment. Further details of the plan involved getting them out in order, based on factors of health and overall emotional and physical fitness. Then they rose one by one out of the hot and damp hole.\n\nThis effort proved to be a miracle; the earth relaxing its grip to give the Chileans miners back their life above ground. The Phoenix capsule, named symbolically for their rising out of adversity, provided their transport out of the Atacama Desert’s dungeon.\n\nAs this drama unfolded, I was drawn to the story for many reasons. The themes of survival, leadership, self-discipline and one’s will as the core of life’s energy intrigued me.\n\nWhat would we have done in that or a similar situation?\n\n“<i>I was at work when…”</i>\n\n<i>            “I was minding my own business and...”</i>\n\n<i>            “I was driving my route when…”</i>\n\n<i>            “The phone rang and…”</i>\n\n<i>            “Somebody shouted and…”</i>\n\nIt can happen anytime, anywhere.\n\nA threatening situation of avalanche proportion appears and we need to get off the roadway we’ve been traveling and rush to safety. A chaotic tornado of events that churn away at our future or an emotional upheaval or financial ruin creates torrential turmoil. Illness and career can derail us and send our goals barreling down a dark hole.\n\n<i>How do we engage our own large scale operation to survive whatever has crashed our dreams?</i>\n\nThe reality is that we can’t prepare for everything and sometimes we’re forced to go with what we know and survive on instinct. But we can rise again out of these sudden and blanketing situations. First, if it’s in the will of our Higher Power. How else?\n\nWe can learn (at least) three important points from what contributed to the success of the Chilean miner’s rescue. These could prove valuable for our own sudden challenges:\n<ul>\n	<li> Respond quickly—find a quick fix to keep you temporarily safe</li>\n	<li>Respond firmly—be resolved in finding a permanent solution</li>\n	<li>Don’t be afraid to ask for help—alert others and seek their expertise</li>\n</ul>\nUnforeseen circumstances are never a pleasant experience, but a level head and willingness to act are paramount to our ultimate survival. What’s your emergency strategy?\n\n&nbsp;\n\nExcerpted from my motivational autobiography, <i>Navigating Life’s Roadways: Stories of Insight from My Odyssey and Inspiration for Your Journey in print and Kindle eBook </i><a href=\"http://www.amazon.com/dp/B008FQDPYE\" target=\"_blank\">http://www.amazon.com/dp/B008FQDPYE</a> <i></i>\n\n&nbsp;', 'Act Now! 3 Leadership Lessons on Handling Life’s Emergencies', '', 'publish', 'open', 'open', '', 'act-now-3-leadership-lessons-on-handling-lifes-emergencies', '', '', '2013-09-23 06:10:47', '2013-09-23 11:10:47', '', 0, 'http://leadchangegroup.com/?p=12175', 0, 'post', '', 0),
(12184, 331, '2013-09-26 06:17:39', '2013-09-26 11:17:39', 'This is a question I have been meditating on for a few months now. A blog post by Julie Winkle Giulioni finally helped me formulate my thoughts enough to externalize. In Julie’s post, <a href=\"http://leadchangegroup.com/ocd-the-unexpected-trait-that-employees-want-and-organizations-need-most-in-a-leader/\"><b>OCD: The Unexpected Trait</b></a><a href=\"http://leadchangegroup.com/ocd-the-unexpected-trait-that-employees-want-and-organizations-need-most-in-a-leader/\"><b> that Employees Want (and Organizations Need )</b></a><b><a href=\"http://leadchangegroup.com/ocd-the-unexpected-trait-that-employees-want-and-organizations-need-most-in-a-leader/\"> Most in a Leader</a>, </b>you quickly learn the OCD she is referring to is less Freudian but a diagnosis for an <span style=\"text-decoration: underline;\">O</span>bsession of <span style=\"text-decoration: underline;\">C</span>areer <span style=\"text-decoration: underline;\">D</span>evelopment. Julie does a great job of quickly outlining the traits of the “OCD-minded” in today’s work place, which helped bring life to my tagline. I actually scribbled the tagline in my journal several months ago, hoping it would evolve into something more.\n\nInquisitive by nature, I have always reveled in information of all sorts, naturally in topics related to me of course, whether hobby or profession. For article sake, let’s stay on task with professional jargon; otherwise, I might start rambling about how to self-cross pollinate tomato plants if you happen to live on the 20th floor of a high-rise in downtown Chicago where bees evidently don’t frequent. So yes, I thrive on reading, learning, digressing, accessing, and analyzing information, whether it is from a news site, a case study, from a peer, or one of the dozen blogs I subscribe to. It keeps me up to date, gives me talking points, and helps me to feel more present, aware, and prepared. Personally, I view this to be an unspoken part of my job, my role, and what I bring to the table. Other people’s words and thoughts, as they pertain to my function, act as a brainstorming session. <i>Yes, you and I regularly brainstorm together and you don’t even know it.</i>\n\nSo while it’s probably no surprise that I am a huge supporter of corporations offering on-going career development and training, in very tangible ways, I have an equally strong belief that personal development is necessary to fulfill your commitment to your company, your peers, your staff, and yourself!\n\nThe rapid exchange of information and opinion that social media alone offers underlies how crucial continuous development is, just to stay relevant for tomorrow. Remaining competitive as a whole only occurs by remaining competitive as an individual, this makes on- going personal development and the fine tuning of your skills a key component of your job responsibilities.\n\nSo where lies your weakness(s); where’s your next opportunity for growth? Secretly suck at Excel or just want to be better? There are tons of free online tutorials, just YouTube your problem and there is likely a 3-5 minute video of ‘How To.’ Regularly communicate with an overseas office but don’t speak the language? Learning a few words or making an attempt to understand their culture can go a long way. One of my favorite go-to are podcasts. For years I have spent my 30+minute commute to and from the office either screaming at other drivers or obsessively flipping the radio station all to never hear a thing I want to hear. A year or so back, eager to finish a TED Talks started the night before, it dawned on me to finish on my drive to work. It changed my life! Now, nearly every work day, my mornings are filled with an informative, interesting, thought provoking podcast of my choosing, some mornings leadership and management, other mornings nutrition or financial tips. Think about it; that’s roughly 150 hours a week, otherwise unaccounted for, of free learning and personal development.\n\nB O T T O M  L IN E , there are countless tools out there that can contribute to your personal growth. Take advantage of them! If you work for a company that provides on the clock time for personal development, consider yourself lucky! If you do not, don’t think it’s not required; just consider it part of the fine print in your employment agreement!\n<div>\n<p style=\"text-align: left;\"><strong>A few of my favorite continued learning sites, podcasts, and sites- <em>Will you share yours?</em></strong></p>\n<strong>Continuing Education</strong>\n\nCoursera- <a href=\"https://www.coursera.org/\">https://www.coursera.org/</a>\n\n<strong>Podcasts</strong>\n\nEntreLeadership - <a href=\"http://www.daveramsey.com/entreleadership/podcast\">http://www.daveramsey.com/entreleadership/podcast</a>\n\nCoach for Leaders- <a href=\"http://coachingforleaders.com/\">http://coachingforleaders.com/</a>\n\nDavid Allen Company- <a href=\"http://www.davidco.com/podcast\">http://www.davidco.com/podcast</a>\n\nHarvard Business Review- <a href=\"http://blogs.hbr.org/ideacast/\">http://blogs.hbr.org/ideacast/</a>\n\nQuick and Dirty Tips Series- <a href=\"http://www.quickanddirtytips.com/\">http://www.quickanddirtytips.com/</a>\n\n<strong>Websites &amp; Blogs </strong>\n\nForbes Leadership- <a href=\"http://www.forbes.com/leadership/\">http://www.forbes.com/leadership/</a>\n\nEntrepreneur. com- <a href=\"http://www.entrepreneur.com/\">http://www.entrepreneur.com/</a>\n\nHarvard Biz Blog- <a href=\"http://blogs.hbr.org/\">http://blogs.hbr.org/</a>\n\nBrazen Life- <a href=\"http://blog.brazencareerist.com/\">http://blog.brazencareerist.com/</a>\n\nThe Daily Muse- <a href=\"http://www.thedailymuse.com/\">http://www.thedailymuse.com/</a>\n\n</div>', 'Is Sharpening Your Skill Set Along the Way the Fine Print to Your Career Success?', '', 'publish', 'open', 'open', '', 'is-sharpening-your-skill-set-along-the-way-the-fine-print-to-your-career-success', '', '', '2013-09-26 06:17:39', '2013-09-26 11:17:39', '', 0, 'http://leadchangegroup.com/?p=12184', 0, 'post', '', 4),
(12211, 306, '2013-10-02 06:12:52', '2013-10-02 11:12:52', 'What happened to ‘employee involvement’? Has it gone out of vogue?  Has it been replaced by new initiatives?  These are questions I’ve come up against recently as I’ve worked with organizations across a variety of industries.\n\n<img class=\"alignright size-full wp-image-12212\" alt=\"kidstable\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/09/kidstable.jpg\" width=\"240\" height=\"163\" />The most pointed (and poignant) way I’ve heard the issue raised was from a gracious, intelligent, capable professional who shared:\n<p align=\"center\"><b>“I feel like they’re making me sit at the kids’ table.”</b></p>\nWe all can relate to this. Remember those awkward ‘tween years when you weren’t grown up enough to join the adults but were clearly too grown up to eat with the kiddies with whom you found yourself sitting? It was embarrassing. It was insulting. It was a waste of time.\n\nThe difference is that in the workplace, these aren’t kids; they’re smart, able professionals. And this isn’t an isolated meal; it’s people’s careers and businesses’ bottom-lines.\n\nAfter years of corporate belt-tightening, organizations have learned to live with the effects of all the downsizing, staff reductions, reorganizations, and outsourcing. They’ve learned to protect their (ever-shrinking base of) employees’ time and energy by:\n<ul>\n	<li>Figuring things out for them.</li>\n	<li>Solving problems for them.</li>\n	<li>Making decisions for them (about them, and without them).</li>\n	<li>Seating them at the kids’ table!</li>\n</ul>\nNo wonder employee engagement statistics are abysmal. No wonder ‘intent to leave’ is so great among workers today.\n\nThe research of Deci and Ryan nearly four decades ago points to autonomy as a primary psychological need that we all bring to work. It involves the experience of choice, volition, and willingness.  It’s the ability to self-organize and regulate one’s own behavior.  It’s at the core of involvement... and unfortunately, it’s also a casualty of today’s time and resource-strapped organizations.\n\nYet some organizations are finding ways to enhance autonomy and involve employees in meaningful - yet efficient - ways that invite them to the big table.\n<ul>\n	<li>Culture councils are a powerful tool for bringing employees together, leveraging their perspectives, and engaging them in decisions that affect them and their work.</li>\n	<li>Assigning an employee to be a regular attendee at executive committee meetings is an effective way of ensuring that the C-suite stays in touch with the reality of the organization. But it’s equally effective as understanding flows in the other direction, helping employees better appreciate the complexity and issues faced by executives.</li>\n	<li>Just the simple act of allowing employees to determine how and when they’ll do their work goes a long way toward elevating autonomy and involvement levels... and the positive effects that follow.</li>\n</ul>\nSo, perhaps it’s time to resuscitate employee involvement in your organization.\n\nPerhaps it’s time to put that extra leaf in the dining room table and make some extra space.\n\nPerhaps it’s time to shut down the kids’ table and invite your employees to take their rightful place at the big table with you.\n\nImage: http://www.flickr.com/photos/makelessnoise/466769907/sizes/m/in/photostream/', 'The Kids’ Table', '', 'publish', 'open', 'open', '', 'the-kids-table', '', '', '2013-10-02 06:12:52', '2013-10-02 11:12:52', '', 0, 'http://leadchangegroup.com/?p=12211', 0, 'post', '', 4);
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(12217, 326, '2013-09-30 06:34:01', '2013-09-30 11:34:01', 'As an avid proponent of <em>Chief Learning Officer </em><em>Magazine</em> and events, I make a point of perusing most everything that comes across my desk from them.  Their recent magazine had an interesting article by Glenn Llopis from the Center for Hispanic Leadership. The article, <a href=\"http://www.centerforhispanicleadership.com/\" target=\"_blank\">“<i>10 Things Successful Leaders Do Instinctively,</i>”</a> caught my attention with #10: <i>When leaders reach a senior level, it becomes more about others than about themselves. They truly enjoy leading, not managing people.</i>\n\n<strong><i>Who Promoted You, Anyhow?</i></strong>\n\nI’m guessing we’ve all had leaders who prefer managing than leading, which begs the question why they were chosen to be leaders not managers.  I’m guessing that like most people, they did a good job so someone “upstairs” just kept promoting them out of the comfort zone. With all the knowledge out there about what makes good leaders vs. good managers, we have to assume that HR didn’t seriously take into account the person’s leadership competencies -- let alone give them the training/mentoring/coaching they needed to become leaders in their organizations.  This may seem harsh, but I’d be willing to bet my Starbucks card on it!\n\nTo be successful leaders, we need to buy into the differences in being a manager and a leader. And just not buy into the differences, but live them. We need to be comfortable sitting in our office allowing ourselves regular “off the grid time.”  We need to be reading, learning, thinking and strategizing how we will guide our organizations to the next level.  In today’s marketplace, we need to do this when interruptions could be coming at us a record speed.  The wise leader knows the value of taking time to lead and that takes quiet, reflective time.\n\n<em><strong>Managers Manage – Leaders Lead</strong></em>\n\nI had a boss once who shut his door between 10:00 am and 10:30 am EVERY day. That was his appointed time for himself.  He knew that if he didn’t enter this daily time on his calendar and put phone on “Don’t Disturb,” he would be pulled in a dozen directions, putting out fires like a manager would do instead of preparing himself to be a more effective leader.  After all, he had capable managers whose job it was to handle the day-to-day operations – that was why he hired them!  His job as the leader was to be a catalyst for growth – for his people and his company.  He could only do this when he gave himself dedicated time to grow himself.\n\n<em><strong>Calgon Take Me Away!</strong></em>\n\nLearning from that example, I practiced it with my kids.  Mom’s thinking and planning time was for me alone.  I needed quiet time.  Being a busy professional and mother, I worshiped my alone time: <a href=\"http://www.youtube.com/watch?v=fJsnR-KDbFc\" target=\"_blank\"><i>“Calgon Take Me Away!”</i></a>  Here’s the commercial for those who’d like to walk down memory lane.\n\nYou might not remember the commercial, but hopefully you can relate to the importance of allowing ourselves quality time to grow ourselves so we can be better leaders.  I’d be interested to hear what you are doing to become a better leader.\n\nJonena', 'My Leadership Growing Time: Calgon Take Me Away!', '', 'publish', 'open', 'open', '', 'my-leadership-growing-time-calgon-take-me-away', '', '', '2013-09-30 06:34:01', '2013-09-30 11:34:01', '', 0, 'http://leadchangegroup.com/?p=12217', 0, 'post', '', 4),
(12265, 336, '2013-10-04 06:12:05', '2013-10-04 11:12:05', '<h3><em><img class=\"alignleft wp-image-12272\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/donandjay-300x256.jpg\" alt=\"donandjay-300x256\" width=\"210\" height=\"179\" />[This post was co-written by Jay Perry, who is co-author of \"Taking Charge of Your Talent\" with Don Maruska.]</em></h3>\n&nbsp;\n\nIn a past blog post, we talked about the transformative benefits of recruiting a <a href=\"http://www.takechargeofyourtalent.com/2013/09/talent-catalysts-provoke-possibilities\">Talent Catalyst </a>to champion your hopes and help you engage with new possibilities.\n\nSo, why wouldn’t you want to have a Talent Catalyst? The process of self-development benefits when you open yourself to different perspectives. The energy and clarity gained by connecting with others can take you much further than only bouncing ideas around inside your own head.\n\nEspecially if you’re the go-it-alone type, the idea of working with someone else to build your future may be hard to accept. At the heart of this reluctance, there is often an issue of control. It may feel like you’re handing your car keys to someone else and hoping they drive you where you want to go.\n\nDon’t worry. Working with a Talent Catalyst isn’t giving up the wheel. The job of a Talent Catalyst is not to tell you where to go. You’re still the driver, and you still have access to your internal GPS, but your progress is made easier by tapping into an outside source of support and assistance.\n\nThere are a few simple things you can do to make sure that the process of working with any support person goes well:\n\n<b>Choose thoughtfully.</b> Look for someone who is naturally supportive, who is a<a href=\" http://www.takechargeofyourtalent.com/2013/09/generous-listener\"> generous listener</a>, who doesn’t have an agenda for you to fit into; and who isn’t trying to wrest control of the wheel away from you.\n\nMost of us know a few people who have a way of making everything about them. Those people are often quick to offer their help, which usually takes the form of explaining to you exactly what they think you should be doing, and why. In the words of Monty Python: Run away!\n\n<b>Know when and how to gracefully decline ideas.</b> The point of enlisting a Talent Catalyst is to help you clarify your own thinking, not to hear someone else’s. Sometimes, though, your Catalyst may offer to spend time brainstorming or offer you some of his or her own ideas. Remember that those ideas are always yours to take, leave, or modify as you see fit. This is your road trip, not someone else’s.\n\n<b>Be an explorer.</b> Before you sit down with anyone to support you, be clear about your role in the relationship. You are not there to show off how much you know, convince anyone that your views are correct, or make firm decisions. You’re there to “explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man (or woman) has gone before. “ OK, maybe your endeavor is more modest than a five-year “Star Trek” mission. Still your willingness to go off the beaten track, stop and appreciate a fresh viewpoint, and perhaps even choose another destination are critical to getting the most from your journey.\n\nSo include the right people on your journey and you’ll find that it’s safe and constructive to go off-roading. Remember, you are in the driver’s seat, and you have both hands on the wheel.\n\n&nbsp;', 'Off-roading While Keeping Both Hands on the Wheel', '', 'publish', 'open', 'open', '', 'off-roading-while-keeping-both-hands-on-the-wheel', '', '', '2013-10-04 06:12:05', '2013-10-04 11:12:05', '', 0, 'http://leadchangegroup.com/?p=12265', 0, 'post', '', 0),
(12275, 252, '2013-10-03 17:10:42', '2013-10-03 22:10:42', '<img class=\"alignleft size-full wp-image-5438\" alt=\"Smartblog Logo\" src=\"http://leadchangegroup.com/wp-content/uploads/2011/09/Screen-Shot-2011-09-06-at-1.56.00-PM.png\" width=\"232\" height=\"96\" />I guess I’m old school. No pun intended. Autumn will always mean “back to school” time to me. I got to thinking about what we could learn about leadership from some of the best teachers out there.\n\nRead more <a href=\"http://smartblogs.com/leadership/2013/10/03/what-we-can-learn-about-leadership-from-superb-teachers/\">here..</a>..', 'What we can learn about leadership from superb teachers', '', 'publish', 'open', 'open', '', 'what-we-can-learn-about-leadership-from-superb-teachers', '', '', '2013-10-03 17:10:42', '2013-10-03 22:10:42', '', 0, 'http://leadchangegroup.com/?p=12275', 0, 'post', '', 0),
(12285, 318, '2013-10-16 12:59:55', '2013-10-16 17:59:55', 'The professional distance thing has always been tricky for me.  I get the rules. I’m a SHRM certified HR professional and spent years in HR roles.  I also understand the logic of keeping professional distance, particularly between men and women. I’ve seen the disastrous consequences of inappropriate relationships.  There’s nothing more awkward than firing a leader for a stupid romantic stunt.  Love and work don’t mix.  But what about friends?  <a href=\"http://letsgrowleaders.com/2013/06/10/men_women_friends/\">Continue Reading...</a>', 'Can Men and Women Be Friends at Work?', '', 'publish', 'open', 'open', '', 'can-men-and-women-be-friends-at-work', '', '', '2013-10-16 12:59:55', '2013-10-16 17:59:55', '', 0, 'http://leadchangegroup.com/?p=12285', 0, 'post', '', 0),
(12291, 251, '2013-10-10 06:12:57', '2013-10-10 11:12:57', '<span style=\"color: #000000;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2013/10/my-choices.jpg\"><img class=\"alignleft size-medium wp-image-12292\" style=\"margin: 8px;\" alt=\"accountability\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/my-choices-300x214.jpg\" width=\"300\" height=\"214\" /></a>“After Tessa got away with simply saying <i>I’m working on project xyz </i>in the daily readout session I started doing the same. No point in doing the extra prep work if I didn’t have to.”</span>\n\n<span style=\"color: #000000;\">“Didn’t your boss call you out for not sharing issues, obstacles and accomplishments like you’re supposed to?”</span>\n\n<span style=\"color: #000000;\">“He never said a word.”</span>\n\n<span style=\"color: #000000;\">This exchange occurred in a meeting in which the company owner was explaining how ineffective the daily readout sessions had become and how the new online data reporting system would fix the communication problems.</span>\n\n<span style=\"color: #000000;\">After the meeting, I spoke with him one-on-one and asked, “If people fill out their online report the same way Tessa and others handled their verbal report, what will happen?”</span>\n\n<span style=\"color: #000000;\">Silence.</span>\n\n<span style=\"color: #000000;\">“Will they be held accountable for providing the requested information?”</span>\n\n<span style=\"color: #000000;\">“Look, we \'re not going to do the whole MBA thing where there’s a rule list a mile long and people get progressive discipline. We’re not that kind of company.”</span>\n\n<span style=\"color: #000000;\">“I understand that. There are ways, however, to hold people accountable that aren’t that drastic.”</span>\n\n<span style=\"color: #000000;\">“Like what?”</span>\n\n<span style=\"color: #000000;\">“Like saying after a meeting, ‘Tessa, I saw you took a shortcut in the readout protocols in today’s meeting. I just want you to know that I noticed, and I know you’ll do better tomorrow and give a full report.’”</span>\n\n<span style=\"color: #000000;\">Silence again. Then a rueful grin.</span>\n\n<span style=\"color: #000000;\">“Yeah, absolutely there’s room to have those kinds of discussions. Maybe that’s why I’m not seeing the results I want. I’m so focused on making this company a fun place to work that I neglected to insist on ownership for results.”</span>\n<blockquote><span style=\"color: #000000;\">Accountability…is a readiness to have one’s actions judged by others and, where appropriate, accept responsibility for errors, misjudgments and negligence and recognition for competence, conscientiousness, excellence and wisdom. It is a preparedness to change in the light of improved understanding gained from others.”  ~Geoff Hunt</span></blockquote>\n<span style=\"color: #000000;\">Holding people accountable doesn’t require a six-inch thick binder, a mega-sized online database of rules, a bureaucracy, or being a micro-managing jerk. What’s needed is a boss or colleague or pal who has our best interest at heart and who has the character and courage to speak out when we don’t deliver up to our potential.</span>\n<h3>4 ways to shine the light of accountability</h3>\n<span style=\"color: #000000;\">1. Agree on performance requirements at the beginning of the work project. Get very, very clear on outcomes, and talk them through together to assure two-way understanding. If skill and/or commitment gaps exist, devise a plan to close them. </span>\n\n<span style=\"color: #000000;\">2. Take action the <i>very first time</i> outcomes fall short of defined expectations. Doing so doesn’t make you a bad person. Doing so makes you a good manager. It builds your credibility and many times solves the performance problem, especially if it’s a commitment issue. Some folks like to test and see where the boundaries are. Let them know you expect excellence.</span>\n<blockquote><span style=\"color: #000000;\">When we fail to set boundaries and hold people accountable, we feel used and mistreated. This is why we sometimes attack who they are, which is far more hurtful than addressing a behavior or a choice. ~Brené Brown</span></blockquote>\n<span style=\"color: #000000;\">3. Give people permission to fail occasionally. Forget about perfection. Failure is a magnificent teacher. The key to success is helping people see the light of understanding when they make the same mistake a second time.</span>\n<blockquote><span style=\"color: #000000;\">Sometimes failure is the opposite of success, but sometimes failure can be the pathway to success. ~David W. Jones</span></blockquote>\n<span style=\"color: #000000;\">4. Use tough empathy when performance continues to fall below expectations and you know it’s not a lack of skill issue. That’s what leaders do because they know accountability is an incubator for confidence, character and success!</span>\n\n&nbsp;', 'Building readiness to be your best', '', 'publish', 'open', 'open', '', 'building-readiness-to-be-your-best', '', '', '2013-10-10 06:12:57', '2013-10-10 11:12:57', '', 0, 'http://leadchangegroup.com/?p=12291', 0, 'post', '', 2),
(12300, 243, '2013-10-07 06:03:34', '2013-10-07 11:03:34', '<img class=\"alignright size-medium wp-image-12301\" alt=\"Reflections on Impact | Lead Change Group\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/iStock_000013549219XSmall-300x199.jpg\" width=\"300\" height=\"199\" />For most of us, our impact in the world will be the difference we make in the lives of others. Often that\'s more what we give than what we sell. First, think of your family. You invest a chunk of your life raising kids. Or you invest some of your life caring for your parents. We often volunteer for non-profit organizations or serve others as part of your faith. In all these ways we demonstrate our belief that our impact is greatest in places where we give rather than where we receive.\n\nSo as we come into October 2013, how is your impact this year? Have you had the impact you thought you would at the beginning of 2013? Are you on fire, swinging for the bleachers? Are the days flying by?\n\nOr has the time simply passed by. Are you going through the motions? Do you feel like you you\'re stuck in the sand, spinning your tires and sinking? Does everyone else look like they\'re moving while you\'re standing still? Does the rest of your world look like Hollywood and you\'re living in the slums?\n\nTake a minute and reflect on your year. Go ahead. This isn\'t going to be a long post. You can think about it a minute.\n\nNow, thanks to Gary Keller and his book, The One Thing, I\'ve got a question: What\'s the one thing you can do in the next day or hour that will make your future more certain and make everything else either easier or unnecessary?\n\nThen, drop down to the comments. You can leave a comment here, on <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\" target=\"_blank\">LinkedIn</a> or on Google+ or <a title=\"Lead Change Group on Facebook\" href=\"http://facebook.com/leadchangegroup\" target=\"_blank\">Facebook</a>. Take a minute and share your thoughts on 2013 and what\'s the one thing you can do or what\'s something you need to get 2013 back on track? What can members of this community and readers of this blog do to help you? Or what can you do to help someone else?\n\nMind sharing?\n\nOne final request too. If anyone besides me does in fact share, and if you can help them, connect with them and help them out. What you do to help others matters. Don\'t spend your energy trying to sell services or books. Just help. It will matter. You will make an impact. And 2013 will be better for the whole world because you chipped in. Thanks!\n\nWe asked this question in our October Newsletter. If you\'re not receiving that and you\'d like a copy, you can join our mailing list here.\n\n<span style=\"font-size: xx-small;\">Photo © Roob iStockPhoto</span>', 'Reflections on Impact', '', 'publish', 'open', 'open', '', 'reflections-on-impact', '', '', '2013-10-07 06:03:34', '2013-10-07 11:03:34', '', 0, 'http://leadchangegroup.com/?p=12300', 0, 'post', '', 6),
(12309, 252, '2013-10-16 06:12:17', '2013-10-16 11:12:17', 'I’m really taken with Dr. Brene’ Brown lately.  Brene\' is a researcher, social scientist, <a href=\"http://youtu.be/X4Qm9cGRub0\">popular TED speaker</a>, and author, her most recent book being, \"Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead.\"\n\nThere are a lot of places we could go in discussing Dr. Brown, her own journey, the focus of her work (shame and resilience,) and all of this in relation to leadership.\n<h2>A Leadership Manifesto</h2>\nBrene\' used the concepts in her books to develop one-page documents she calls \"The Wholehearted Parenting Manifesto\" and also the \"Daring Greatly Leadership Manifesto.\"\n\nI think it’s important that she addresses leadership by referencing \"daring greatly,\" her book title based on the Theodore Roosevelt quotation about the \"<a href=\"http://www.theodore-roosevelt.com/trsorbonnespeech.html\">the man in the arena</a>.\" But I am especially intrigued with what she calls, “wholeheartedness,” and how it could apply to leadership.\n\nKeep in mind she’s written pages and pages related to this, so I’m going with this brief definition for our purposes today.\n<p style=\"padding-left: 30px;\"><strong>Wholeheartedness</strong> - The capacity to engage in our lives with authenticity, cultivating courage and compassion.</p>\nHere are some examples from the parenting manifesto, which she titles specifically with the word \"wholehearted.\"  She speaks as if writing to her children.\n<ul>\n	<li>Above all else, I want you to know that you are loved and loveable.</li>\n	<li>You will learn this from my words and actions —the lessons on love are in how I treat you and how I treat myself.</li>\n	<li>I want you to engage with the world from a place of worthiness.</li>\n</ul>\n(<a href=\"http://brenebrown.com/downloads-badges/\">You can find all 14 points here</a>.)\n<h2>Wholeheartedness in Leadership</h2>\nWhat if we were to adapt the concept of wholeheartedness specifically to leadership, in our organizations, work and business?  I’m going to give this a try using the 3 points above and some of the remaining 11 points, as if written to those looking to me for leadership.\n<ul>\n	<li>Above all else, I want you to know that you are valued and valuable.</li>\n	<li>You will learn this from my words and actions – the lessons in empowerment are in how I treat you and how I treat myself.</li>\n	<li>I want us to engage with the world, our clients, our constituents and each other from a place of worthiness.</li>\n	<li>We will practice courage in our organization by showing up, letting ourselves be seen, and honoring vulnerability. We will share our stories of struggle and strength. There will always be room for both.</li>\n	<li>We will practice accountability and respect. We will learn by watching each other make mistakes and make amends.</li>\n	<li>As we travel our wholehearted journey, the greatest gift that we can give each other is to empower our own selves with our whole hearts and to dare greatly.</li>\n</ul>\nI realize that by basing my adaptations on material written from a parental point of view that it can perpetuate a parental viewpoint toward employees.  That is not my intention.  I deliberately want to bring our hearts into the picture.  This is just my first take on what being a <em>wholehearted</em> leader could mean, because that word speaks to me.\n\n<em>What would it mean for you to be a wholehearted leader?</em>\n\n<span style=\"color: #888888;\">Images: Leaf by Pixabay member bea_marques</span>\n\n<span style=\"color: #888888;\">Red sky by Flickr Commons member, \"that one doood\"</span>', 'Are You Ready to Dare Greatly and be a Wholehearted Leader?', '', 'publish', 'open', 'open', '', 'are-you-ready-to-dare-greatly-and-be-a-wholehearted-leader', '', '', '2013-10-16 06:12:17', '2013-10-16 11:12:17', '', 0, 'http://leadchangegroup.com/?p=12309', 0, 'post', '', 2),
(12324, 243, '2013-10-08 13:55:06', '2013-10-08 18:55:06', '<img class=\"alignright size-medium wp-image-12325\" alt=\"Screen Shot 2013-10-07 at 8.00.37 PM\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/Screen-Shot-2013-10-07-at-8.00.37-PM-300x218.png\" width=\"300\" height=\"218\" />I\'d like you to consider an important question: Why?  Tal Shnall of the <a title=\"The Leadership Cafe blog\" href=\"http://leadershipcafe.org/\" target=\"_blank\">Leadership Cafe</a> wrote a great post a while back titled <a title=\"Why do you want to be a leader? | The Leadership Cafe\" href=\"http://leadershipcafe.org/2013/08/13/why-do-you-want-to-be-a-leader/\" target=\"_blank\">Why Do You Want To Be a Leader?</a>  He asks a number of questions in the post, like \"Why do you want to help people?\" and \"What is the contribution you want to make?\"  Tal\'s post is based on our common shared idea that leaders are measured by their contribution and we all generate our influence based on our who-we-are, or our character.  Check out <a title=\"Why do you want to be a leader? | The Leadership Cafe\" href=\"http://leadershipcafe.org/2013/08/13/why-do-you-want-to-be-a-leader/\" target=\"_blank\">Tal\'s post</a> and be challenged.', 'A Core Question on Leadership', '', 'publish', 'open', 'open', '', 'a-core-question-on-leadership', '', '', '2013-10-08 13:55:06', '2013-10-08 18:55:06', '', 0, 'http://leadchangegroup.com/?p=12324', 0, 'post', '', 0),
(12327, 243, '2013-10-08 06:08:44', '2013-10-08 11:08:44', '<blockquote>\"The problems that exist in the world today can\'t be solved by the level of thinking that created them.\" Albert Einstein</blockquote>\n<img class=\"alignright size-medium wp-image-12328\" alt=\"bud sprout in the sand\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/iStock_000026219635XSmall-300x199.jpg\" width=\"248\" height=\"164\" />Sometimes I\'m tempted to think my win must cause someone else to lose. Put another way, I often am tempted to believe that if someone does what I\'m doing, they\'ll limit my freedom or my market or my opportunities to experience success. We view the world as a particular size and we must carve it up in a way that everyone gets a little. When things like money get scarce, we think we have to hang on to what we have, and if we give someone too much there won\'t be enough left for ourselves.\n\nBack in the 1970\'s and 1980\'s, scarcity was the prevailing mindset. A market could only be \"so big\" and each company had to get their share. We had to climb our way to the top and often to get ahead, we had to get ahead of someone else.\n<blockquote>\"Exceptional insight, productivity and generosity make markets bigger and more efficient. This situation leads to more opportunities and ultimately a payoff for everyone involved.\" Seth Godin, Linchpin.</blockquote>\n<blockquote>\"Give and it will be given to you. They will pour into your lap a good measure - pressed down, shaken together and running over. For by your standard of measure it will be measured to you in return.\" Jesus, Luke 6:38 NASB</blockquote>\n<img class=\"alignright size-medium wp-image-6332\" alt=\"The 3rd Alternative by Stephen R. Covey\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/03/11003312-198x300.jpg\" width=\"149\" height=\"227\" />I wonder how much of our current leadership model needs a mental overhaul. Do we have leaders who seem committed to \"if you win, I must lose\" thinking? Do we see any problems, or situations where we use what Stephen Covey called two-alternative thinking? Two-alternative thinking is based on \"if you win, I must lose\" thinking. His great book, The 3rd Alternative was a great reminder that synergy is the answer to two-alternative thinking. Synergy is when everyone agrees to find a win-win solution. Compromise means everyone gets less than they hoped. Synergy means everyone gets more.\n\nWhere in our world today do we see leaders creating synergistic, win-win alternatives? What can we do to demonstrate that behavior as the solution to two-alternative problems?\n\nAnd to what degree do my own actions and old-world thinking create the problems we experience today? What can I do to introduce a level of thinking that rises above the problems and works together for a synergistic solution? What\'s it going to take?', 'A New Level of Leadership Thinking', '', 'publish', 'open', 'open', '', 'a-new-level-of-leadership-thinking', '', '', '2013-10-08 06:08:44', '2013-10-08 11:08:44', '', 0, 'http://leadchangegroup.com/?p=12327', 0, 'post', '', 4),
(12330, 337, '2013-10-09 06:56:12', '2013-10-09 11:56:12', '<h3><i>[This post was co-written by Don Maruska, who is co-author of \"Taking Charge of Your Talent\" with Jay Perry.]</i><b></b></h3>\n<img class=\"alignleft  wp-image-12272\" alt=\"donandjay-300x256\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/donandjay-300x256.jpg\" width=\"180\" height=\"154\" />Success requires a constructive frame of mind. As Don\'s long-time friend and mentor, Eugene Kleiner of the Kleiner Perkins venture firm fame, observed, “Mental outlook trumps knowledge.” In short, it doesn\'t matter what you know if self-protective behaviors either block or sabotage your efforts.\n\nIn our surveys of hundreds of high tech employees and professionals, we\'ve found that more than half note one or more obstacles in maintaining a productive outlook. In fact, 22% to 37% identify one or more factors of “major concern.” They identify, \"Many things stand in my way.\" Or, \"Too much to do; I need encouragement.\" These are natural responses to uncertainty and change, but you don\'t have to be captive of them.\n\nFrom front-line employees to corner office executives, the following tools have proven effective in nurturing a hopeful frame of mind and sustaining motivation and enthusiasm. Experiment to find which ones you enjoy using.\n\n<b>Take 5</b>\n\nSpend five minutes a day giving focused attention to your hopes for your talent: journal, meditate, read, listen to music or an inspirational speaker, look at affirming images, or play with possibilities.\n\n<b>Make your hopes visible.</b>\n\nIf you wanted to learn the guitar, wouldn\'t it help to pull it out of your closet and place it in the living room as a conscious reminder of your intention? Similarly, create images and <img class=\" wp-image-12331 alignright\" alt=\"take-charge-17-nobook\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/take-charge-17-nobook.png\" width=\"242\" height=\"242\" />reminders in your environment to keep your deepest hopes in mind.\n\n<b>Have your very own Hope Holders.</b>\n\nAsk the right people to tend the flame of your inspiration and never let you give up on yourself.\n\n<b>Get your but out of the way.</b>\n\nExamine how you think about things that get in your way. Notice the “big but” (I’d like to do ____, <b><i>but</i></b> ______.) that drains your energy. Remove whatever is interfering with moving toward your hopes, or shift your attention so that you can let your hopes burn more brightly.\n\n<b>Flip your concerns into hopes.</b>\n\nThe size of our concern about something reflects how much we care about it. Explore your concerns to see what hopes underlie them. They will help you turn to positive outcomes.\n\n<b>Craft an inspirational story with yourself in the lead.</b>\n\nA wise man once said that what makes us human is that we tell stories and then live by the stories we tell.  If you don’t like the story you’ve got, write a new one that describes how you want your hopes to come to fruition. Describe how you will get of out of the ruts and make the story flow.\n\nLook for creative ways to combine these tools. For example, when an up and coming, out of shape, high-tech employee noticed how many \"buts\" (obstacles) got in her way; she took charge of her talent and wrote an inspirational story that depicted her taking charge of her physical fitness and leading others to do the same. Then, she made her hopes visible in her workstation and enlisted others to hold these hopes with her. As she directed her thinking in more constructive ways, she started to see, develop, and capitalize on more opportunities around her. Her physical health began to match the new story she had written about herself, and, in the process, she inspired the people around her.\n\nWhen you keep your hopes humming, your talent will come alive.', 'Keep your hopes humming', '', 'publish', 'open', 'open', '', 'keep-your-hopes-humming', '', '', '2013-10-09 06:56:12', '2013-10-09 11:56:12', '', 0, 'http://leadchangegroup.com/?p=12330', 0, 'post', '', 1),
(12335, 328, '2013-10-11 06:30:50', '2013-10-11 11:30:50', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/10/significance-level.jpg\"><img class=\"size-medium wp-image-12338 alignright\" alt=\"significance-level\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/significance-level-300x225.jpg\" width=\"300\" height=\"225\" /></a>\n\nDeep within each one of us there is an inner desire to live a life of significance and contribution. Each one of us, is longing for a better future. <strong>We want to make a difference.</strong> We want to leave the world a better place. We can start the journey by asking ourselves-<strong> Do we live a life of significance by adding value to others so that we leave a memorable legacy?</strong>\n\nEach of one of us has a search for a meaning. We cherish those experiences that blossom us to be all we can be. We enchant in the moments of our greatness. Those moments seem to make us grow and develop to the best version of ourselves.\n\n<strong>The journey of significance takes time.</strong> It requires persistence and dedication. Mostly, it requires you to pour your life into others.  Those who want to create significance seek deeper connections to their relationship with others.\n\nThey live a life with the awareness of how they can contribute and enhance relationships. American author and poet Maya Angelou rightfully said, “I\'ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”\n\nNo one wants to spend their lifetime doing something unimportant. People want to do something that matters.  People want significance in their life. When we strive for success in life, we ask, “How can I add value to myself?”  <strong>When we want significance we need to ask, “How can I add value to others?” Instead of asking what others can do for me, we need to ask what we can I do for others.</strong>\n\n“Those on the journey to living a higher-purpose life have a tenacious desire to live a life of meaning and significance.” Jim Reger\n\nWe grow and develop to create a better world around us when we have something to give. We can create significance by placing value on our connections and contributions we make on a daily basis. We add significance when we making a meaningful impact on others.\n\n<strong>Significance gives meaning to our life. Each one of us can have a noteworthy impact on the world around us.</strong>\n\nOur most memorable moments are the ones when someone came into our life and helped us discover our true north. People that create significance have a life calling bigger than themselves.\n\n<strong><em>As leaders, we either have a positive impact or negative impact on the people we lead. Ask yourself, are you making things better for your team? Are they better off today because you made the effort and took the time to encourage them to succeed? You have to be intentional in creating significance.</em></strong>\n\nSome of the best leaders we know are less interested in their titles or their position. They want to make things better for other people. Albert Schweitzer, the 1952 Nobel Prize winner advised, <strong>“Seek always to do some good, somewhere. Every man has to seek in his own way to realize his true worth. You must give some time to your fellow man. For remember, you don’t live in a world all your own. Your brothers are here too.”</strong>\n\nWhen you add significance to people lives, you lift them up, you help them advance, and make them part of something bigger than themselves. You take them along the journey of becoming who they were made to be.\n\n<strong>Significance is the extra mile. Significance is your potential.</strong>', 'Leading a significant life', '', 'publish', 'open', 'open', '', 'leading-a-significant-life', '', '', '2013-10-11 06:30:50', '2013-10-11 11:30:50', '', 0, 'http://leadchangegroup.com/?p=12335', 0, 'post', '', 5),
(12341, 316, '2013-10-22 12:34:56', '2013-10-22 17:34:56', 'If you can\'t find what you\'re looking for, just create it! Don\'t let the world pigeon-hole you into linear paths...make your own. That\'s what Hanna McPhee did. She is an extraordinary kid and typical of the ones I get to hang out with. Hanna (<a href=\"http://brown.edu/\" target=\"_blank\">Brown</a> \'14) created an independent concentration, Biologically Inspired Design and is working on her thesis. She is co-president of Brown\'s student initiative to incorporate the arts into STEM, <a href=\"http://brownsteam.tumblr.com/\" target=\"_blank\">STEAM</a> and a project manager on Brown\'s <a href=\"http://students.brown.edu/empower/solar\" target=\"_blank\">solar decathlon</a> \"<a href=\"http://www.techstylehaus.com/#0-0-c-Techstyle-Haus.\" target=\"_blank\">Techstyle Haus</a>\" team, of which about half are women! An oh, she also is a pole vaulter on the track and field team. This is Hanna\'s story of how she\'s working to create a common language to integrate design thinking with science and engineering. <a href=\"http://mills-scofield.com/blog/2013/10/7/integrating-design-theory-the-scientific-process.html\" target=\"_blank\">Read more</a>.', 'Integrating Design Theory &#038; the Scientific Process', '', 'publish', 'open', 'open', '', 'integrating-design-theory-the-scientific-process', '', '', '2013-10-22 12:34:56', '2013-10-22 17:34:56', '', 0, 'http://leadchangegroup.com/?p=12341', 0, 'post', '', 0),
(12346, 290, '2013-10-17 06:12:42', '2013-10-17 11:12:42', '<a title=\"Karin Hurt - Google+\" href=\"https://plus.google.com/u/0/110282345215038188042/posts\" target=\"_blank\">Karin Hurt</a> challenged us to think about vision and values the past month. In the <a title=\"Lead Change Google+\" href=\"https://plus.google.com/communities/101604474820777716727?partnerid=ogpy0\" target=\"_blank\">Lead Change Google+ group</a>, we asked the question:\n<blockquote>Which comes first: Organizational Values or Personal Values?</blockquote>\n<strong>Here are some snippets of the responses:</strong>\n\n<a title=\"Sonja M. Lauterbach - Google+\" href=\"https://plus.google.com/110988574866213699452\" target=\"_blank\"><b>Sonja M. Lauterbach</b></a>: Upon my experience, they should match.\n\n<a title=\"Joy Guthrie - Google+\" href=\"https://plus.google.com/115313563929463595030\" target=\"_blank\"><b>Joy Guthrie</b></a>: When personal values don\'t match up with organizational values, there would definitely be stress for both the person and the organization. It\'s not a perfect world, though, so it\'s unlikely that you\'ll always have a perfect match between the two. This can get to be a tricky question, though. I can see a case where you\'d want personal values to lead and a case where organizational values should lead.\n\n<a title=\"Mike Henry Sr. - Google+\" href=\"https://plus.google.com/111988678152304378767\" target=\"_blank\"><b>Mike Henry Sr.</b></a>: I believe we\'re most drained when our organization values something other than we value personally.  When others value what we value, we\'re energized.\n\nIf the organization you\'re involved with doesn\'t share your values, eventually you\'ll start \"working for the weekend\" and using TGIF and hump-day metaphors. You\'ll start longing for the opportunities to spend your energy in line with your personal values.\n\n<a title=\"Kate Nasser - Google+\" href=\"https://plus.google.com/110736151092414539538\" target=\"_blank\"><b>Kate Nasser</b></a>: I lived this question and of course I was being paid to live the organizational values -- which were quite different from mine. In the end I did a lot of soul searching, went to a career counselor for guidance on finding a life where I could live my values.  25 years ago ... started my own business.  For me it was the beginning of true living!\n\n<a title=\"Mike Henry Sr. - Google+\" href=\"https://plus.google.com/111988678152304378767\" target=\"_blank\"><b>Mike Henry Sr.</b></a>: I learned something else about the overlap (or lack thereof) between personal and organizational values this week.  When your personal values are engaged, you find new energy. Regardless of what the organization values or doesn\'t, when your personal values are violated and some restoration has to take place, you find new energy to persevere and overcome. I\'m learning to never underestimate the power of personal values. Also any organization would do well to hire and develop to align personal and organizational values if for no other reason than for the energy created.\n\n<strong>Another great conversation</strong> in the Lead Change group from an engaging and thoughtful group of leaders! To build on these thoughts, both organizational and personal values need to be understood and defined.\n<h2><b>Organizational Values</b></h2>\nOrganizational values are present, whether they are defined or not. They are represented in your organizational culture.\n\nCulture brings us views of warm and fuzzy thoughts yet it is an essential, tangible thing. Whether or not you define it, you have organizational values. They are defined by the people working there. So the questions become:\n<ul>\n	<li>Do you want your organizational values defined by various individuals in various departments? <b><i>or</i></b></li>\n	<li>Do you want to define the organizational values you desire and then exemplify them across all departments?</li>\n</ul>\nMy advice. Take the latter approach and build a culture and organization for the long haul. You will have a more engaged group of people working together to do great things for your customers and stakeholders.\n<h2><b>Personal Values</b></h2>\nIt is amazing to see how individuals don\'t take the time to define and write their personal values. Personal values answer at least three questions:\n<ul>\n	<li>How will you lead in good times?</li>\n	<li>How will you lead in challenging times?</li>\n	<li>What type of person do you want to be remembered as?</li>\n</ul>\nDon’t take your intuitive feeling as your personal values. Take the time to write the answers and think about them. Refine them. Write them again. Live them. Lead by them.\n\nThis is what personal values are about, and we need to take the time to define them and then use them daily.\n<h2><b>Personal Values or Organizational Values: Which Is First?</b></h2>\nThe community is right. Both need to be aligned to get the most satisfaction and engagement possible out of all involved.\n\nBoth need to be defined. This is the first step. The next step is to lead by example in both. If they are in conflict, then you have a real decision to make as to what to do next.\n\n<b>So, the question is open:</b> Which comes first? Personal values? Organizational values? Add your voice to the conversation in the comments section below.', 'Which Comes First: Organizational Values or Personal Values?', '', 'publish', 'open', 'open', '', 'which-comes-first-organizational-values-or-personal-values', '', '', '2013-10-17 06:12:42', '2013-10-17 11:12:42', '', 0, 'http://leadchangegroup.com/?p=12346', 0, 'post', '', 3),
(12360, 331, '2013-10-15 06:12:32', '2013-10-15 11:12:32', 'Why is delegating so dang hard? If you’re anything like me, it’s truly not about relinquishing control that causes so much anguish, but rather the fear of leaving <span style=\"color: #000000;\"><em>an unknown quality of work</em></span> in someone else’s hands. Let’s face it, depending on others is scary, but it’s absolutely necessary for growth - yours and theirs!\n\n<strong>So how can you alleviate some of the pain that comes with delegation, while not micromanaging, and still get optimal results?</strong>\n\n1. <span style=\"text-decoration: underline;\">Declare Intent</span>- How many times have you heard someone say, <em>I’m not a mind reader</em>? Don’t assume peers or subordinates understand the task you’re handing off. Most importantly, don’t assume they understand what the task means to you. If you’re delegating a responsibility, take the time to brief them on it - what it’s for, who it’s for, and the weight it carries. Provide the WHY to the WHAT.  Extending this common courtesy helps shape a perspective, it generates “Buy In”- <em>personal investment to the outcome</em>, almost guaranteeing more mindful work.\n\n2. <span style=\"text-decoration: underline;\">Offer Clarity</span>- Regardless of how big or small the task may be, you probably have a vision or level of expectation as to how it ‘looks’ completed. Rather than bite your tongue and secretly cringe over their use of 12-point Comic Sans font, let your neurotic ways be known.  Sure, it may seem a little OCD at first but it will keep you from (a) micromanaging (hovering over) every little detail along the way, driving yourself and the person completing the work bananas (b) <span style=\"text-decoration: line-through;\">perfecting</span> revising the completed work to fulfill all your little idiosyncrasies which in turn creates a “not good enough” feeling (c) having undefined objectives for achievement by leaving too much up for interpretation.\n\n3. <span style=\"text-decoration: underline;\">Practice </span><span style=\"text-decoration: underline;\">Accountability</span>- When you take the time to declare intent and offer clarity, you are basically providing a road map.\n\n<address style=\"text-align: center; padding-left: 30px;\">You are <strong>HERE X</strong> ---&gt; You need to get <strong>THERE X.</strong> There are multiple routes that can be taken.</address><address style=\"text-align: center; padding-left: 30px;\">I need you to go by X, Y, and Z along the way. Oh, and make sure you’re <strong>THERE X</strong> by <strong><i><span style=\"text-decoration: underline;\">THIS</span></i></strong> time.</address><address style=\"text-align: center; padding-left: 30px;\"> </address>\n<p style=\"text-align: left;\"><span style=\"text-align: left; font-size: 13px;\">Providing a road map or guide on how to go about achieving the desired results sets clear and measurable milestones along the way cultivating an environment in which people hold themselves accountable vs. having to be held accountable. An accountable environment is about developing, building, maintaining, giving, and receiving trust. And trust is the most powerful, compelling form of motivation.</span></p>\n&nbsp;\n\n&nbsp;', 'Delegate Desired Results, Not Activities', '', 'publish', 'open', 'open', '', 'delegate-desired-results-not-activities', '', '', '2013-10-15 06:12:32', '2013-10-15 11:12:32', '', 0, 'http://leadchangegroup.com/?p=12360', 0, 'post', '', 0),
(12385, 244, '2013-10-18 06:15:19', '2013-10-18 11:15:19', 'In a meeting to review a proposal over 20 years ago, I (as the youngest and by far the lowest level person in the room) <a href=\"http://randomactsofleadership.com/leadership-or-insubordination/\" target=\"_blank\">spoke up about a concern I had</a> about the proposal.\n\nI quickly found myself cleaning up the mess created in my relationship with my boss. Whether it was leadership or insubordination was a matter of interpretation, <a href=\"http://randomactsofleadership.com/leading-can-be-messy/\" target=\"_blank\">as I explain here</a>.\n\nLooking through the lens of 25 more years of experience, I can see there was a lot to learn. If I could go back in time and give myself some advice, here is what I would say:\n<h4>1.  Decisions are Not Made Based on Facts Alone; They are Influenced by Relationships.</h4>\n<p style=\"padding-left: 30px;\">I had missed the significance of the rift between the organizations involved and the leaders of those organizations. Until then, I had written off the breakdowns in relationship between my boss and the CIO as a personality clash, instead of understanding the stories that had gotten them (and their organizations) both so dug into their “us” vs. “them” camps.</p>\n<p style=\"padding-left: 30px;\">It is important to understand both the facts and the relationships if you want to provide the leadership essential to making the best possible decisions. When you understand the story from both sides you are be better equipped to facilitate a more effective working relationship between the two organizations.</p>\n\n<h4>2.  Wherever You Are, Know Why You Are There.</h4>\n<p style=\"padding-left: 30px;\">I had made a lot of assumptions about why I was attending this meeting, based on my experience in my previous job. None of them matched why my boss invited me or what the purpose of this meeting actually was from his point of view. It was a big mistake to assume things were done here the way they were done “there.”  For my boss, this meeting was supposed to be a formality. I may still have chosen to risk speaking up, but there was no excuse for me to not be aware of why I was there and be awake to the risk and potential consequences.</p>\n\n<h4>3.  Understanding the Culture is Important to Being Effective</h4>\n<p style=\"padding-left: 30px;\">Whether I had committed an act of leadership or insubordination is a matter of interpretation that depends on the culture of the organization. In a command-and-control environment, the interpretation that I had stepped out of line was likely. In that kind of culture, the expectation is typically that you defer to your boss and never question them publicly, if at all.</p>\n<p style=\"padding-left: 30px;\">In a collaborative culture, if I was invited to a meeting I would have been expected to speak up. Of course, reality is never quite so black and white. Despite the culture, individuals can lean one way or the other, so it is also important to understand the belief system of the people to whom you are accountable.</p>\n<p style=\"padding-left: 30px;\">Ultimately I left the company because the culture was not a fit for me. We made it work while I was there. My boss and I found a way to repair our relationship. There were some truly fantastic people at this company and we accomplished much together. It was these pockets of collaboration that kept me going, but it quickly became clear to me my future was not there.</p>\nImage credit: <a href=\"http://www.123rf.com/photo_22441919_concept-of-problem-and-difficulty-of-a-businessman.html\">alphaspirit / 123RF Stock Photo</a>\n\n&nbsp;', 'Lessons Learned from Messy Leadership', '', 'publish', 'open', 'open', '', 'lessons-learned-from-messy-leadership', '', '', '2013-10-18 06:15:19', '2013-10-18 11:15:19', '', 0, 'http://leadchangegroup.com/?p=12385', 0, 'post', '', 5);
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(12390, 244, '2014-05-01 16:20:00', '2014-05-01 21:20:00', '<a href=\"http://randomactsofleadership.com/wp-content/uploads/2013/10/TCOYT.jpg\"><img class=\"alignleft\" title=\"Take Charge of Your Talent\" alt=\"Attention Management\" src=\"http://randomactsofleadership.com/wp-content/uploads/2013/10/TCOYT-194x300.jpg\" width=\"194\" height=\"300\" /></a><strong>If you\'ve ever played Tetris, you know how quickly things can spiral out of control.</strong>\n\nTiles begin to pile up, and soon you’re working feverishly—even though you know that you’re past the point where you can even keep up with everything that’s coming at you, let alone reverse the trend to actually win.\n\nSometimes workloads and personal responsibilities can feel much the same, but with much more serious effects. Deadlines are missed, projects completed poorly, teammates disappointed, obligations unfulfilled. The toll extends to ourselves, as well, with stress, burnout, and negative effects on our overall health.\n\n<a href=\"http://randomactsofleadership.com/slice-through-overwhelming-workloads/\" target=\"_blank\">Read more...</a>', 'Slice Through Overwhelming Workloads', '', 'publish', 'open', 'open', '', 'slice-through-overwhelming-workloads', '', '', '2014-05-01 16:20:00', '2014-05-01 21:20:00', '', 0, 'http://leadchangegroup.com/?p=12390', 0, 'post', '', 0),
(12394, 243, '2013-10-14 06:04:27', '2013-10-14 11:04:27', '<img class=\"alignright size-medium wp-image-6931\" alt=\"marys\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/07/marys-300x300.jpg\" width=\"225\" height=\"225\" />Friend, co-author and Instigator Mary Schaefer (<a title=\"Re-Imagine Work Blog\" href=\"http://reimaginework.com\" target=\"_blank\">blog</a>, <a title=\"Mary\'s Twitter Profile\" href=\"http://twitter.com/maryschaefer\" target=\"_blank\">@MarySchaefer</a>) is launching a new product designed to help managers be successful building and leading great teams.  It\'s called the <a title=\"Empowered Manager\'s Success Kit\" href=\"http://bit.ly/success-kit\" target=\"_blank\">Empowered Manager\'s Success Kit</a>.  When I heard about it, I thought it would be good to check in with Mary and find out what\'s going on.\n\n<b>Q: </b><em>What made you want to put this <a title=\"Empowered Manager\'s Success Kit\" href=\"http://bit.ly/success-kit\" target=\"_blank\">Empowered Manager\'s Success Kit</a> together? Aren\'t there hundreds of success kits like this out there?  What makes this different?</em>\n\n<strong>Mary:</strong> I put this together because of what I’ve observed in the hours I’ve spent over the years coaching managers of people. I see managers making decisions and taking action with the intention of being a “good” manager, but actually disempowering both themselves and their employees in the process.   Ultimately the habits and mindset that support their choices undermine effectiveness.\n\nFor example, a good manager may want to maintain an open door policy and “be there” for his employees.  Ultimately when his employees continually interrupt him, his resentment might build up, but because of his commitment to that open door policy, he just puts up with it.\n\nAn empowered manager finds a way to engage with employees, navigates what works for both himself as a manager and employees, without shutting people down, and helps everyone develop in the process, precisely by making a different choice.\n\nI want to help managers with the transformation from good manager to empowered manager. An Empowered Manager is one who looks at their behaviors and gives him- or herself permission to make a different choice, even choices that may seem counter-intuitive, to improve interactions and performance.\n\nThis kit is different in that it addresses the \"Yeah, but...\" that comes up when you’re experiencing the “good” manager mindset and helps you move toward more empowerment.\n\n<b>Q: </b><a href=\"http://bit.ly/success-kit\"><em><img class=\"alignright size-medium wp-image-12396\" title=\"Empowered Manager\'s Success Kit\" alt=\"Empowered Manager\'s Success Kit\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/EMSK-300x268.png\" width=\"278\" height=\"249\" /></em></a><em>What do you hope managers will take away from participating in this?</em>\n\n<strong>Mary:</strong> I hope the tools and tips will help them take a different approach with their employees, providing the opportunity for breakthroughs in their work interactions and in work performance.\n\nI also want them to discover simpler and more dynamic ways of working with people.  We get in a mode of working with humans like we work with objects and forget that humans need a different approach.  It doesn\'t have to be more time-consuming or more difficult, just different.\n\nFor instance, I hear so many managers who are frustrated because their employees haven\'t taken action on something that is part of their job.  I hear, \"I\'ve told them three times.  What more do I need to do?\"  Well, have a conversation.  Do less talking.  Ask more questions.  The types of questions you ask make a huge difference.\n\nIn this case, even with the best of intentions, if \"What more do you need from me?\" doesn\'t advance the discussion, try something different like, \"When you think about starting on this assignment, what comes into your head?\"  I once asked this and my employee told me, \"There are so many places to start.  I don\'t know where to begin.\"  I continued to ask more questions that helped him develop his own plan.\n\nWe get too “transactional” in our interactions and when people can’t answer the question we ask, we often don’t know where to go.  So, try a different type of question.\n\nAlso, I think we underestimate the impact of our authority and title too.  We need to learn to make it easy for people (i.e. humans like us) to interact with us.\n\nThe tools and tips in this kit can help remind managers of how humans work, and resolve issues with much less effort.\n\n<b>Q: </b><em>Mary, this sounds great.  Where can people go to find out more?</em>\n\n<strong>Mary:</strong> They can learn more at <a href=\"http://bit.ly/success-kit\">http://bit.ly/success-kit</a>.  The kit contains an assessment, a work book and a number of additional resources.  Also, between now and October 21, we\'re offering readers $20 off! Just use the discount code “intro20” (no question marks) and purchase before the end of day Oct 21, 2013 to get $20 off.\n\n&nbsp;', 'Empowered Manager&#039;s Success Kit', '', 'publish', 'open', 'open', '', 'empowered-managers-success-kit', '', '', '2013-10-14 06:04:27', '2013-10-14 11:04:27', '', 0, 'http://leadchangegroup.com/?p=12394', 0, 'post', '', 2),
(12400, 243, '2013-10-21 06:16:54', '2013-10-21 11:16:54', 'In your organization or on your team, think for a moment about what you\'d most like to see happen over the next 6 months to 2 years. Give yourself a minute...\n\nNow would you say your greatest vision for your team or your organization is:\n<ol>\n	<li>Do what we\'re doing, only better, more effectively or more efficiently?</li>\n	<li>Do something somewhat different than what we do now?</li>\n	<li>Do something radically different than what we do now?</li>\n</ol>\nHow do you think your boss would answer? What number would you pick if you were going to choose for them?  Finally, what would you say is the prevailing pick for the rest of the organization? Include people at all levels.\n\nOne large part of what passes for \"culture\" of an organization is the collective response to this question. If the prevailing mindset at your place of business is #3 and you\'re a #1, you\'re probably very uncomfortable with all the chaos. You probably remain unsettled with the daily uncertainty of the change taking place. You may even be frustrated by your inability (or your boss\'s) to \"control\" things.\n\nWhat about people who would choose #3, to be radically different? Do you find yourself struggling with everyone in the building (or at least most people) about change? Do your co-workers and peers look at you with a puzzled look every time you make a suggestion? Is your discomfort with the organization met with resistance from just about every front?\n\nHow do you see the gap between your answer and your organization\'s collective answer when it comes to employee engagement and job satisfaction? Do you see yourself (or others) agreeing at work but disagreeing in some other context? For example, are you OK with the direction of your workplace, but not your church or non-profit?\n\nThe need to align your change tolerance with that of your organization can be a huge factor in employee satisfaction. The greater the distance between the employee\'s change tolerance and that of the organization, the greater the tension.  I know this first hand due to several job changes I\'ve made in the past.  This change tolerance, or change bias, is an important factor in employee satisfaction. Employees who don\'t fit, often are unsatisfied in their role in the company but they are unable to explain why.  Employees often don\'t understand how to communicate the tension they feel between their answer and their boss\' answer. I changed several jobs in my past mostly due to this very discrepancy. Have you?\n\nSo, do you agree with this assessment?  Would you share any tips for people who feel disconnected?  What would you recommend to people who feel like they\'re in the change tolerance minority?  Also, if you\'re in the middle, or if you disagree with my premise, sound off. What is it that enables people to manage this gap?\n\nFinally, if you categorize yourself more as a #2, above, please reply to this post and help me out. I think you\'re pretty settled in your job. I\'d guess you don\'t necessarily live for Friday and watch the clock. I\'d expect you volunteer for initiatives at work and do more than is expected of you. I\'d bet you are perceived as a great employee by your peers and your boss, unless of course any of those are a #1 or a #3.  Please respond and let us know which choice you\'d make above and if you\'re a \"fit\" where you are.\n\n<span style=\"font-size: xx-small;\">Photo © Momo64 iStockPhoto</span>', 'Culture of Change', '', 'publish', 'open', 'open', '', 'culture-of-change', '', '', '2013-10-21 06:16:54', '2013-10-21 11:16:54', '', 0, 'http://leadchangegroup.com/?p=12400', 0, 'post', '', 0),
(12425, 333, '2013-10-23 06:12:54', '2013-10-23 11:12:54', 'If we take into account the amount of pressure that we place on those in executive, management and leadership roles within companies it becomes understandable as to why, on occasion, these individuals may forget some aspects of their role as a leader. The majority of leaders will prioritise overseeing the running of the business or the section that they are in charge of. Another task that they may strive to carry out each day is to keep their workforce motivated through raising morale. However, there’s more to being a leader than carrying out these two particular roles.\n\n<strong>The Importance of Helping Others to Grow and Develop</strong>\nThere are many reasons why, as a leader, you should be aiding those below you to advance as individuals and within their career. One of the main reasons behind why individuals leave their jobs is because they feel that they are not progressing enough, if at all, within their career. This means that if you are not helping your employees to grow and develop within their role you could potentially lose one of your best employees.\n\nSpending a greater portion of your time focusing on individual employees will in turn encourage them to grow within their current position and aid in their advancement within the company. In turn this will not only provide you with employees that are increasingly competent at the job but will improve the overall productivity of your workforce.\n\n<strong>Develop A Trusting Relationship</strong>\nBefore the employees will trust you or your word you must build up a friendly but professional relationship with them. This is not a process that you can easily rush and the timescale is not negotiable either; building a relationship is a day by day process that each of you will have to work at.\n\nTake a few minutes each day to ask your employees how they are feeling and whether they have any concerns relating to their work or issues outside of work that may affect their performance. These few minutes each day will provide you with information that you require to understand and appreciate the individual. If you maintain this regular contact your employees will also value this time and appreciate that you are an understanding and considerate leader.\n\n<strong>Become An Active Leader</strong>\nDepending upon the type of workforce that you lead, they may not be open to discussions or to revealing sensitive information unless they are asked in a formal manner. It’s because of this that you must become an active leader and arrange formal meetings with your employees in private to find out what it is that they expect from the company, where they would like to see themselves in the future and how they expect to achieve their current plan.\n\nYou will often find the employees with the most potential are thinking of the future and their ambitions all the time as it’s in their nature to want to do well and to achieve more than those around them.\n\n<strong>Giving Feedback and Improving Communication</strong>\nOne of the key aspects of being a leader is not to boss your subordinates around and point out each and every one of their flaws. Being a leader is about encouraging the growth of your colleagues and employees through positive feedback, correction and communication.\n\nIt’s essential for individuals within a management position to review the performance of their employees on an annual basis; but to encourage growth within your workforce you must provide feedback on a regular basis.\n\nFeedback must include areas that your employees excel in and do so frequently, on the other hand, don’t be afraid to correct your subordinates if you feel that they sometimes make mistakes. When you are expressing your concerns or compliments strive to use a sincere tone of voice; this means no sarcasm, frustration or anger should enter your voice whilst you are speaking with your subordinates or colleagues.\n\nAlthough the internet can be an incredible resource and can further our knowledge on various topics; you can’t substitute experience gained in the workplace for information taken from the internet.\n\nAlthough you can utilise what you have read on the internet it’s recommended that you take the time to get to know your employees before experimenting with different methods of encouragement. By getting to know your colleagues first, you will gain a better understanding of how they might react to your encouragement and various methods of aiding their growth within the company.', 'Helping Others To Grow - A Leader&#039;s Duty', '', 'publish', 'open', 'open', '', 'helping-others-to-grow-a-leaders-duty', '', '', '2013-10-23 06:12:54', '2013-10-23 11:12:54', '', 0, 'http://leadchangegroup.com/?p=12425', 0, 'post', '', 0),
(12428, 244, '2013-11-14 12:13:19', '2013-11-14 18:13:19', 'When breakdowns happen consider it is NOT a sign that something is wrong, but rather that you have simply bumped up against the limits of your current ways of working or thinking.\n\nNothing is wrong. No one is at fault. It\'s just that even though something was working, doesn\'t mean it will work forever. This includes our habits and behavior as individuals, as well as the more complex processes and systems in an organization.\n<blockquote>Whenever you try to grow, expand, or change you are likely to break something.<a href=\"http://clicktotweet.com/dnhel\" target=\"_blank\">\n</a></blockquote>\nIn a growing system, both the system itself and the individuals in it will  naturally bump up against their own limits.  When there are breakdowns in a system, individuals will also have their own breakdowns to contend with if they are to respond by expanding themselves to be able to increase their capacity and expand their capabilities. It is a constant dance.\n\n<a href=\"http://randomactsofleadership.com/a-positive-perspective-on-breakdowns/\">Read more...</a>', 'A Positive Perspective on Breakdowns', '', 'publish', 'open', 'open', '', 'a-positive-perspective-on-breakdowns', '', '', '2013-11-14 12:13:19', '2013-11-14 18:13:19', '', 0, 'http://leadchangegroup.com/?p=12428', 0, 'post', '', 1),
(12434, 307, '2013-10-22 08:05:15', '2013-10-22 13:05:15', '<h2></h2>\n<h2>Knife or Screwdriver</h2>\nPicture yourself sitting down at a dining room table to change the batteries in a child’s toy. You flip the toy upside down and discover that a small screw fastens the panel you need to open to get at the batteries. On your table is a butter knife with a thin edge. Across the house, in your garage, is a small screwdriver that’s just the right size for this screw.\n\nWhich tool would you use: the knife or the screwdriver?\n\nDon’t feel bad if you chose the knife – I’ve certainly unscrewed my fair share of screws using a knife.\n<h2>Do You Use the Easiest Leadership Tool?</h2>\nIf you chose the knife, you used it because it was easy. It was available and you could get the job done right away. The negative consequences of using the knife (blunted edge, stripped screws, and cutting your hand – all of which I’ve done) were of less concern than the ease of opening that battery compartment right away.\n\nAs a motivational tool, fear is a lot like that butter knife: easy, accessible, and less work <i>right now</i> than the alternatives. Fear is easy because it comes naturally and it’s accessible because most of us learned it at an early age.\n\nWhile we like to think of ourselves as rational beings, the truth is that the more primitive and emotional parts of our brain act first and powerfully when we make decisions.\n\nWatch any advertising and you’ll quickly see the dominant themes: wealth, power, security, status, fear, safety, and sex. These themes appeal to the emotional part of your brain. Then the advertisers follow up with something to help your intellect rationalize the purchase.\n\nIn the United States, there is a saying among so many mothers that it is nearly cliché: “I’m your mother – I brought you into this world and I can take you out!” While it’s often said tongue-in-cheek, many children grow up understanding that failure to do what is required will result in harsh consequences. Moreover, far too many children grow up in homes where fear is more than just a constructive disciplinary tool, but a visceral part of a life spent trying to survive abusive or alcoholic parents.\n\nOnce you arrived at school or the playground, you likely encountered other children and teachers who relied on fear. Unfortunately, you can find bullies in the schoolyard <i>and</i> the classroom. By your teenage years, you likely encountered teachers and other children who relied on fear of punishment, fear of rejection, or fear of pain to get compliance.\n\nI don’t mean to judge these parents, teachers, and childhood peers for their use of fear. Too often, their own upbringing, insecurity, or sense of powerlessness caused them to use fear. That’s not an excuse, but it is a reality.\n\nThe point is: we learn fear early in our lives. It is hardwired into our brains and reinforced from an early age.\n\nNo wonder it comes so easily to so many leaders.\n<h2>The Price of Fear</h2>\nWhen you motivate with fear, you cause a predictable response in your team members: fight, flight, or freeze.\n\nTheir goal is then to do the least possible to get out of the situation. For some, this means fighting back, for others this means giving their minimal effort, and still others simply freeze when confronted with fear and anger.\n\nNone of these responses give you the results you want - a energized, productive, problem-solving team.\n<h2>How to Be a Better Leader in 5 Minutes</h2>\nReturning to the toy - if you want to avoid cutting your hand, stripping the screw, and blunting your knife, the answer is straightforward:  Get up, walk to the garage, and use the screwdriver.\n\nIf you want to be a better leader in five minutes, take that five minutes to analyze the situation and choose the best leadership tool for the job at hand.\n<blockquote>\"It is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.\" -Abraham Maslow</blockquote>\nAs a leader, do you have a good set of tools in your leadership toolbox?\n\nIf you fall into the leadership traps of using fear or doing everything yourself, it\'s time to get new tools!\n\nYou can acquire new tools as you continue to read Lead Change Group, subscribe to <a href=\"http://trailblazeinc.com/blog\" target=\"_blank\">my blog</a>, or seek out a leadership coach.\n<h2>Your Turn</h2>\nLeave us a comment and let us know:\n\n<b>How do you avoid using easy, but less effective, tools like fear?</b>\n\nNote: This post is adapted from my new book <i>The Seven Things Your Team Needs to Hear You Say. </i>If you\'d like practical leadership tools with immediate results, you can find the book on <a href=\"http://trailblazeinc.com\" target=\"_blank\">my website</a> or <a href=\"http://www.amazon.com/Seven-Things-Your-Team-Needs/dp/0989858103/ref=sr_1_1?ie=UTF8&amp;qid=1382131260&amp;sr=8-1&amp;keywords=seven+things+your+team+needs+to+hear+you+say\" target=\"_blank\">Amazon</a>.\n\nTake care,\n\nDavid Dye\n\nCreative Commons Photo Credit: <a href=\"http://www.flickr.com/photos/sunnyuk/3167053624/sizes/m/in/photolist-5PRYGQ-5Stb6b-6115ba-64E86M-6iPwir-6mK8vL-6tQE1r-6Bb4bR-6QtfJj-6R9FJa-6USUAS-6VKLrX-6X7Cah-7cCvMi-7TCCmX-a3TiNg-7YYqRh-7FQwYq-83Bc6Q-7BMTj9-8VyCFw-9yCgZJ-dGSMFD-7EGjCw-dYQzEQ-bV6T2T-8voy2Q-dGiCxq-7zzzxZ-7LAXfS-9c6fUp-dKhdMa-8vhahi-7C5bkb-8RpXHK-dR5vzE-dGb462-dXhkDQ-9ekp6P-cwm3wG-dqRoHK-8WJQPF-7GDg2j-7FCTZb-8Qm8QP-bWo4cE-boHTKd-bwLNPV-7zcLmj-8Hs3go-fsA8zq/\" target=\"_blank\">sunnyUK</a>', 'Be a Better Leader in 5 Minutes', '', 'publish', 'open', 'open', '', 'be-a-better-leader-in-5-minutes', '', '', '2013-10-22 08:05:15', '2013-10-22 13:05:15', '', 0, 'http://leadchangegroup.com/?p=12434', 0, 'post', '', 3),
(12440, 243, '2013-10-19 07:34:43', '2013-10-19 12:34:43', 'Take a minute and check out this month\'s <a title=\"October Frontline Festival - Vision and Values\" href=\"http://letsgrowleaders.com/2013/10/18/values_and_vision_frontline_festival/\">Frontline Festival</a>, hosted by our own Karin Hurt (<a title=\"Karin\'s Twitter Profile\" href=\"http://twitter.com/letsgrowleaders\" target=\"_blank\">@LetsGrowLeaders</a>) at her <a title=\"Karin\'s blog, Let\'s Grow Leaders\" href=\"http://letsgrowleaders.com\" target=\"_blank\">Lets Grow Leaders blog</a>. The list contains a number of great posts on vision and values.  Interesting how many Lead Change members and friends are included.\n\nThe list contains a good hour of quality posts on vision and values and the importance of each. If you\'re interested in having your mind expanded on either topic, you\'ll find plenty to think about and even argue with.  Check it out <a title=\"October Frontline Festival - Vision and Values\" href=\"http://letsgrowleaders.com/2013/10/18/values_and_vision_frontline_festival/\" target=\"_blank\">here</a>.', 'Frontline Festival - Vision and Values', '', 'publish', 'open', 'open', '', 'frontline-festival-vision-and-values', '', '', '2013-10-19 07:34:43', '2013-10-19 12:34:43', '', 0, 'http://leadchangegroup.com/?p=12440', 0, 'post', '', 0),
(12458, 276, '2013-10-24 06:12:29', '2013-10-24 11:12:29', 'With my 23 years of experience, I’ve seen my share of leaders.  Some I’d rather forget, but learned a lot from and others I admire and emulate what they did and how they interact with their people.\n\nAs I look back and reflect on those that help me grow and develop, I noticed that good and great leaders have 10 things in common.   Here are the 10 common things I observed about the leaders that I’ve worked with:\n\n1)      Listen to their people - When I say they listen, they really listen and respond to their constituents in a timely manner.   They value their interaction with their people and see to it that they make time to listen to their needs and concerns.\n\n2)      Roams the floors – Just like Abraham Lincoln, a great leader spends time in their constituents’ work area and interacts with them.  They walk the floor and make themselves accessible.\n\n3)      Believe in continuous improvement – their leadership paradigm is that the more they learn the more value they can add to their people.  They invest time to learn something.   Upon learning it they live it and lead others to what they learned to spread the knowledge and grow talents around them.\n\n4)      Never quit – the word quit is not in their dictionary.  They know who to tap and ask for help to guide the team to get the job done.  They’re able to encourage and motivate the team to dig deep and muster the courage to work through adversity.\n\n5)      Admit their mistakes – everyone makes mistakes, but great leaders admit their mistakes and apologize and make it right for their people.  They learn the lesson from their mistake and make sure that they address it in a timely manner.\n\n6)      Love their people – they understand that people are their most important asset.  They value their people and make sure that they have their people best in interest when they’re making decisions.\n\n7)      Add value to others – Great leaders always look for opportunity to add value to others.  They make this a priority to ensure that they seek opportunities to grow and develop their people.   When you grow leaders in your organization, you multiply the overall capabilities of your organization.\n\n8)      Use story to convey their message – they know how to use personal stories to connect with their people and appeal to their people.\n\n9)      Touch people’s heart – before they ask people to do something for them, they’re often the first one out there to lead other and work amongst everyone.\n\n10)   Grateful for their people’s contribution – they appreciate the contribution of their people. Take the time to recognize and seek opportunities to celebrate their success and achievements.  They make it a point to make sure people know that their work is valued and appreciated.\n\nI’m thankful that I was blessed with the opportunity to work with some great leaders.  As I close this post, I’d like to leave you with this quote from John Quincy Adams, \"If your actions inspire others to dream more, learn more, do more and become more, you are a leader.\"  Want to be a leader?  Make sure you do the same thing to help others and inspire them to achieve things they otherwise thought they could not accomplish themselves.  Be a leader and soar like an eagle.', 'What makes a leader special?', '', 'publish', 'open', 'open', '', 'what-makes-a-leader-special', '', '', '2013-10-24 06:12:29', '2013-10-24 11:12:29', '', 0, 'http://leadchangegroup.com/?p=12458', 0, 'post', '', 4),
(12460, 288, '2013-10-25 06:12:01', '2013-10-25 11:12:01', 'As market conditions, budgets and consumer needs change, companies will have to adjust to remain successful. However, change is one five letter word that often strikes fear into teams and employees. According to a study conducted by IBM, the need for company leaders to lead change is growing, but the necessary<a href=\"http://www.dalecarnegie.com/events/confident_assertive_in_charge_developing_the_attitudes_of_leadership/\"> leadership skills</a> are diminishing. Every organization faces challenges whenever something significant changes, however, those who can master the ability to adapt to change will be at a definite advantage.  Use the following three tips and strategies to effectively handle change in the workplace.\n<h2><b>Have the right attitude</b></h2>\nIt’s important to first recognize that change is a natural part of any organization. From changing policies, to changes in client rosters - these things are normal. Instead of allowing change to throw you off track, think of it as a challenge that can help your organization succeed if conquered. Dale Carnegie once said, “Act enthusiastic, and you will be enthusiastic.” Instead of focusing on the negatives of having to adjust to change and allowing it to overwhelm you,  accept that change is happening and take positive action. Challenge yourself to find new ways to adjust every day.\n<h2><b>Be patient</b></h2>\nThe old saying that patience is key is truly applicable when it comes to handling change. While it may be tempting to try to hurry through the change process in an attempt to get it over with as quickly as possible, doing so may only cause more frustration because many change processes truly take time. To ensure an effective cycle of change, there must be adequate communication and integration. Practice patience to allow time for successful planning, preparation, and the necessary adjustment of every organizational function, to create a smooth transition for everyone involved. <b></b>\n<h2><b>Communicate </b></h2>\nKeeping the lines of <a href=\"http://www.dalecarnegie.com/events/how-to-win-friends-and-influence-people/\">communication in the workplace</a> open should be an ongoing process for every organization; however, communication is even more important when handling change.  To successfully engage in organizational change, everyone involved needs to be aware of the details of the change so that they can determine how it will affect them.  Communication also allows every member of the team to gain insight which can also help everyone better adjust to the change. Leaders must make team members aware that their input and feedback is valuable. Engage others in the process to create an avenue of support that will help minimize the fear of change, and empower everyone in the organization.', 'How to Handle Change', '', 'publish', 'open', 'open', '', 'how-to-handle-change', '', '', '2013-10-25 06:12:01', '2013-10-25 11:12:01', '', 0, 'http://leadchangegroup.com/?p=12460', 0, 'post', '', 0),
(12475, 270, '2013-10-28 06:28:23', '2013-10-28 11:28:23', '<p style=\"text-align: left;\" align=\"center\">WARNING!  This is a long post filled with a personal story and a lot of passion about the growth we will experience when we face our fears.</p>\n\n<ul>\n	<li>If you want to view a shorter video version of my fears:  <a title=\"Doing &quot;It&quot; Afraid\" href=\"http://vimeo.com/77826386\">You can watch them here</a>.</li>\n	<li>And if you want to jump ahead to the <strong>5 Truths</strong> - you are welcome to scroll down.</li>\n</ul>\n<p style=\"text-align: left;\" align=\"center\">Six months ago I boarded a plane to move across the ocean to the only place in the world my husband and I said we never wanted to live.<img class=\"alignright size-medium wp-image-12501\" alt=\"young scared woman in bed\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/iStock_000014446767XSmall-300x199.jpg\" width=\"300\" height=\"199\" /></p>\n<strong>The day my husband called with the news that we had been asked to move “there,” I felt my stomach churn while my mind raced… </strong> I immediately imagined the worst, a brown dusty desert, a compound in the middle of nowhere that looked like a mix of something from the Waco shootout, and a Mad Max Movie.\n\n<strong>The list of fears was incredibly long…</strong>\n<ol>\n	<li>If I had to paint a picture of the word stress – it would look like a brown dusty desert.  How could anyone live there and stay sane?</li>\n	<li>Women are treated so differently...  Could I be cloaked, covered, and have basic freedoms taken from me and still feel valuable?  Could my husband live in this environment and still value me?</li>\n	<li>Could I love in a land where my faith had to be undercover?  And if my faith had to be undercover how would I cope with the drastic changes?</li>\n	<li>Would it be like the movies?  …Terrorists?  …Bombings?</li>\n	<li>What would it be like to grocery shop and cook?  Would the food be safe?  Would it be identifiable?</li>\n</ol>\nAnd the list goes on…\n\n<strong>After a week of long conversations, research and lots of prayer, my husband and I felt strongly that we were supposed to say yes to this unwanted change.</strong>\n\n<a href=\"http://leadchangegroup.com/5-truths-to-help-you-do-it-even-if-you-are-afraid/image/\" rel=\"attachment wp-att-12524\"></a><strong>When we announced our decision most people gasped aloud splashing some of their own fears back onto us</strong>, some waited for us to turn our announcement into a joke, and others quickly spoke encouraging words while their body language said something else.  It was the very rare occasion that we told anyone and had them get genuinely excited for us.\n\n<strong>In spite of it all we clung to the reasons behind our decision:</strong>\n<ul>\n	<li>Seeking truth instead of simply believing urban legends</li>\n	<li>Embracing an opportunity to experience life in another country</li>\n	<li>Seeking to understand what it is like to be a minority</li>\n	<li>Choosing to practice what I frequently teach:  “Take the risk and experience life outside of your comfort zone!”</li>\n	<li>An opportunity to turn this unwanted change into a learning-laboratory about change.</li>\n</ul>\nTwo months later my husband went ahead to prepare the way for our little family.  Nearly three months after that our dog made his first trip across the ocean and a week later I sat in the Houston airport waiting for my flight to take off.  <strong>Minutes into my wait, an alarm went off in the airport and continued to sound for about 20 minutes.  (Not a very settling feeling when you are about to take a flight to a land surrounded by so many urban legends.)</strong>\n\nIn spite of the sound of the alarm, I could not wait to see my husband again, and to check on our four-legged furry baby.  I knew I believed in our reasons for doing this, and was comforted by the reassurances I received when I prayed, when I read and when I listened to music.  Hanging onto the vision and choosing faith had created a bubble that helped me move forward in spite of the fear and the pressure that had been building for months just outside of that bubble.  So I turned my thoughts to those reasons, turned up the music on my iPad and boarded the plane.\n<p style=\"text-align: center;\"><strong><em>“Courage is being scared to death, but saddling up anyway.</em>” </strong>John Wayne</p>\nToday I’ve been in this foreign land for 6 months.  <a href=\"http://consultgiana.com/life-on-an-expat-compound-aka-sesame-street/\">Some things have been easier than I imagined.</a>  <a href=\"http://consultgiana.com/is-the-bacon-really-worth-it/\">Some things have been harder</a>.  <a title=\"When you don\'t know what you don\'t know\" href=\"http://consultgiana.com/when-you-dont-know-what-you-dont-know/\">And some things have simply defied imagination</a>!   <strong>Frequently when I share the stories of our experiences, people have commented on my courage while they dismiss their own strength.</strong>\n<p align=\"center\"><strong><em>“We should not judge people by their peak of excellence; but by the distance they have traveled from the point where they started.”</em> </strong>Henry Ward Beecher</p>\nThe thing you fear may not be a move to a foreign land.  It may be standing up to a bully, it may be instigating a change at work, it may be asking someone for help.\n<h2>Below are <b>Five Truths To Help You Do What You Fear:</b></h2>\n<ol>\n	<li><strong>There is growth and life outside of each one of our comfort zones! </strong> The reality is that what is ordinary for me may be unusual for you.  And what is ordinary for you may be unusual for me.  <strong>The secret is to do the things that are unusual for YOU!  …One baby step at a time!</strong></li>\n	<li><strong>Don’t give in, don’t give up, and don’t go running back!</strong>  ...Most of us can catch a vision that requires us to leave our comfort zones to pursue it.  Many of us will even take initial steps to pursue those visions.  The biggest temptation we face is when we are just outside of our comfort zone and a great distance from our vision.</li>\n	<li><strong>Remember that imagination is often worse than reality.</strong></li>\n	<li><strong>Hold on to your WHY and count your blessings!</strong></li>\n	<li><strong><span style=\"color: #ff0000;\">Facing fear doesn’t stop all fear;</span> it builds muscle to help you fight the next fear. </strong> <span style=\"color: #ff0000;\">(The fears I am fighting today are not the same as the ones I fought six months ago,</span> <span style=\"color: #000000;\">but there is always a choice to make – let the new fear limit you, or let it grow you…)</span></li>\n</ol>\nIf I had it to do all over again, I would still say yes to this: my faith, my marriage, my knowledge, my understanding, and my friendships are all growing.\n\n<strong>How about you…  What have you said yes to, that is growing you?  What tips do you have for others that are webbed in place by fear?</strong>\n\nImage Credits:  iStock', '5 Truths To Help You Do &#034;It&#034; ~ Even If You Are Afraid!', '', 'publish', 'open', 'open', '', '5-truths-to-help-you-do-it-even-if-you-are-afraid', '', '', '2013-10-28 06:28:23', '2013-10-28 11:28:23', '', 0, 'http://leadchangegroup.com/?p=12475', 0, 'post', '', 0),
(12480, 323, '2013-10-29 06:17:59', '2013-10-29 11:17:59', '<h2>Delegate Everything</h2>\nOnce upon a time I learned something about delegation that I liked. I read it in a book or heard it at a seminar. I don’t remember exactly where or the exact words used.  But I do remember the general idea.\n<blockquote><strong><i>Keep what only you can do. Delegate everything else. </i></strong></blockquote>\nThat was freeing for me because the list of things <i>only I</i> could do was arguably small.  Figuring out what was on that list, of course, required a healthy dose of self-reflection and humility.  I mean, who wants to imply that they are replaceable by pointing out that most of their duties can be delegated to others and then highlight that fact by following through? I suppose that the <i>stuff-you-can-delegate</i> list could change depending on what work someone does and their level within an organization.  There comes a point when the line between <i>tasks that only you can do</i> and <i>stuff you can delegate</i> is well-defined and based on a critical or proprietary skill, a matter of confidentiality, or a certain level of decision making authority.\n<h2>Benefits of Delegating</h2>\nBut outside those restrictions the sky is the limit as far as things to delegate to others.  And in my opinion, and my experience since learning to delegate more, mastering the art of delegation allows two wonderful things to happen.\n<ol>\n	<li><b>It creates opportunities for the <em>delegator</em>.</b>  It frees you up to focus on often-neglected activities, like strategic thinking and execution, innovation, continuous improvement, and self-development.</li>\n	<li><b>It creates opportunities for the <em>delegate.</em></b>  As individual contributors take on new tasks and gain exposure to other leaders their confidence grows, new experiences are collected, and skills are acquired.  Put another way, it grows leaders.</li>\n</ol>\nOf course, we know leaders who are uneasy with delegation.  They don’t do it for fear of losing control of people and projects.  They worry about “giving up” too much responsibility and sometimes just believe that doing the job themselves will be most efficient. As we know, these fears and beliefs are rarely justified. <b>But what about the leader who is clearly at ease with delegation?  </b> Without hesitation, good delegators push tasks and decisions down, assign new projects to team members instead of taking it on themselves, direct issues to their “back-up,” and leave the office for long stretches of time because they believe “the team can handle it.”\n<h2>The Dark Side of Delegation</h2>\n But is there a diminishing return on delegation? A dark side?  A point at which delegation is being just plain lazy?  Or even irresponsible? <em>Maybe. </em> Like with many aspects of leadership we need to seek a balance.  Should we be fully autocratic or democratic?  Just people-oriented or task-oriented?  Motivate with only fear or love?  Offer only positive feedback or constructive criticism?  Be fully transparent or hold our cards close to the chest?  And the list goes on. As to deciding which leadership approach to use and when, the typical answer is “it depends.”  And determining what level of delegation is appropriate requires both situational-awareness and diagnostic skills. <strong>When does delegation become too much?  At the very least when…</strong>\n<ul>\n	<li>You don’t know what your people are doing and how they do it</li>\n	<li>You can’t back them up when they are out of the office</li>\n	<li>You can’t help them in a pinch</li>\n	<li>The general perception is that your team does all the work</li>\n	<li>You\'ve lost responsibility for making a decision</li>\n</ul>\n<h2>An Over-Delegator</h2>\nI personally observed a leader faced with complete turnover in his department.  He was blindsided with the reality that he was now responsible for handling many of the day-to-day tasks that his team had been responsible for.  <strong>His problem: he didn\'t know the basics</strong>. His explanation for not knowing their jobs was that he had been blessed with a well-trained, professional and strong team that knew what they were doing.  He had consciously chosen not to get in their way as to avoid the perception of micro-management and to allow his team the room to further grow in their jobs.  Instead, he used that time to attend to other strategic efforts.\n\n<strong>The downside?  He was left holding the baton and didn\'t know which way to run.</strong>  His intent was good.  In the past he had been accused of micromanaging.  From that experience he had learned the art of pulling back, pointing his people in the right direction and getting out of their way. To most that sounds like good leadership.  But his mistake this time was swinging too far the other direction.  In his own words, <em>“I went too far. I should have known the basics and I didn\'t.” </em> Because of his choices he experienced the negative effects of over-delegation. <img class=\" wp-image-12483 alignleft\" alt=\"balancing-stones-300x258\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/balancing-stones-300x258.jpg\" width=\"211\" height=\"182\" />\n\n<strong>The advice to “delegate everything else” should be applied liberally, not literally. </strong> The character-based leader finds the happy balance somewhere between delegating and doing.  Between micro-management and macro-management. As the famous businessman and leader, Andrew Carnegie, said:\n<blockquote><i>No person will make a great business who wants to do it all himself or get all the credit.</i></blockquote>\nThat’s true.  And as another common saying goes:\n<blockquote><i>When you delegate authority, you don\'t abdicate your responsibility.</i></blockquote>\nSo if you consider yourself a good delegator stop and consider how well you know what\'s going on around you.  Can you help your team in a pinch?  Do you understand the basics?  Are you still responsible for the decisions made by your team? If so, then you\'re not lazy.  You\'re a <em>great</em> delegator! <b></b><b>When have you seen delegation go bad and what’s your advice for finding the right balance?</b> <em><span style=\"font-size: 13px; line-height: 19px;\">[Photo: ibmsystemsmag.com, twocanview.com, louisfoong.com]</span></em>', 'Are Good Delegators Just Lazy?', '', 'publish', 'open', 'open', '', 'are-good-delegators-just-lazy', '', '', '2013-10-29 06:17:59', '2013-10-29 11:17:59', '', 0, 'http://leadchangegroup.com/?p=12480', 0, 'post', '', 6),
(12517, 243, '2013-11-05 06:05:00', '2013-11-05 12:05:00', 'Trust is a key to accomplishment through relationships.  I\'ve said before that trust lubricates relationships.  Trust provides the necessary ingredianets to enable people to work together as a team. Trust eliminates friction, gives room to move and enables everyone to perform at their best. Trust isn\'t the only key to successful teams, but very few teams succeed without trust.\n\nIn thinking of trust, it seems one of the key ingredients of trust is vulnerability. We trust people who we believe spend their energy for our mutual benefit. We all operate for our own benefit, but we trust people who have some energy for us.\n\nWe all must manage our appearance.  We workout, brush our teeth, comb our hair (or our former hair). We try to make ourselves presentable.  But we also have radar for how much energy people spend on us.  If our teammates spend all their energy on themselves, we become skeptical when they tell us they\'re for us. We get skeptical if people spend all their time managing their appearance, promoting themselves, or making themselves look good.  When we perceive others to only be \"in it for themselves,\" we withhold trust.\n\nRemember the old (and renewed) Star Trek series. On the Starship Enterprise, energy was used to support life systems, propel the ship through space, fire the weapons and support the defensive shields.  If the shields were up and active, the ship consumed more energy and was less able to maneuver.\n\nVulnerability is operating with your defensive shields down. If your shields are up, we don\'t trust you. When your shields are down, you\'re free to use all of your energy in service to others.\n\nAs leaders, operating with our shields down means we\'re free to do what\'s best for everyone around us. Operating with our shields down means spending our best energy to make others successful. We bring our best self and our best energy to serve our team, our customers or our friends. We become a peer, an encourager and someone who is free to truly empathize with our team. We make our team better and that makes us the best leader we can be.\n\nSo this week, resist the temptation to protect yourself by managing your presentation, trying to look like the boss or always being right. Be as vulnerable and transparent as you can. Your best energy will make you much more beneficial and helpful to others.  And they\'ll grow more, and succeed better with your help.\n\nSpecial Thanks to Inès Mahjoub and Richard LaRue for prompting me to think about vulnerability.', 'Vulnerability: The Core of Trust', '', 'publish', 'open', 'open', '', 'vulnerability-core-trust', '', '', '2013-11-05 06:05:00', '2013-11-05 12:05:00', '', 0, 'http://leadchangegroup.com/?p=12517', 0, 'post', '', 12);
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(12540, 306, '2013-11-04 06:06:00', '2013-11-04 12:06:00', 'Done well, collaboration looks effortless. It appears to be a fluid give-and-take, a hand-in-glove partnership among individuals who make it all look natural and easy. But these appearances belie the fact that ‘labor’ is at the center of collaboration... and that most collaboration is the result of very deliberate work and attention.\n\n<img class=\"alignright size-medium wp-image-12542\" alt=\"ColLABORation\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/10/ColLABORation-280x300.jpg\" width=\"280\" height=\"300\" />Take Kym, a highly successful leader in an engineering firm... and someone who is universally recognized as a world-class collaborator. Kym explains that running in the background behind everything she does is an intentional mental process. She consciously works to approach each situation and opportunity in a way that considers what she needs, what the other person needs, and what they both need together. “It takes energy and focus but I think it contributes to the long-term partnerships I want to build,” according to Kym.\n\nKym practices an effective and sophisticated skill I refer to as \'3-D reflection\'. Whereas most individuals focus on their own needs, Kym adds depth and dimension to her thought processes. She<i> labors</i> more as she works to constantly consider where those around her may be coming from and what their needs might be. Further, she steps back to take a fuller look at how these frequently disparate needs play together and potentially create new opportunities and possibilities. This more extensive reflection requires additional work, but it also results in greater understanding, stronger relationships, and better results.\n\nIn addition to 3-D reflection, effective collaborators understand the importance of investing their time and energy in high-value communication practices. Collaboration is rarely possible in the absence of empathetic listening, effective expressing of ideas, candid feedback, clear requests, honest responses, and genuine appreciation. These behaviors demand attention and effort... they are the work that contributes to collaborative outcomes.\n\nBut, perhaps the most challenging <i>labor</i> associated with collaboration involves monitoring and managing one’s own mindset. Take Peg, a high-performing sales professional and consultant. She’s built her business and reputation on quality, long-term partnerships... and it’s paid off in terms of reputation and revenue year after year for several decades. When asked about the secret to her success, she uses words like ‘abundance’, ‘not a fixed pie’, and \'service to others\'.\n\nThrough the <i>labor </i>of daily discipline, Peg cultivates a mindset built upon trust, reciprocity, and a commitment to the long-term. Peg works at generously sharing with others, not with the expectation that she’ll receive something in return but with the trust that it’s the right way to be... the right way to build lasting partnerships. She cultivates her belief in universal reciprocity which fuels the ongoing work that’s required when she gives her time, attention, talents, and ideas without any ‘quid pro quo’ expectation.  According to Peg, “It’s actually easier for me to respond to what others need in the moment, than figuring out ‘if I give this, then I can ask for that’.  Worrying about keeping the universe in balance transaction by transaction feels like a lot more work!”\n\nSo, the <i>labor </i>that’s at the core of collaboration boils down to three key practices:\n<ul>\n	<li>3-D reflection</li>\n	<li>High-value communication practices</li>\n	<li>Generosity without reciprocal expectations</li>\n</ul>\nThose who work at cultivating these practices enjoy rich rewards in terms of personal satisfaction, loyal friends and colleagues, productive partnerships, and sustainable business results.... all of which sound like pretty sweet fruits of one’s collaborative labor.\n\n<b>What about you? </b><i>What kind of labor do you invest in collaboration? What kind of labor would you like to see on the part of those with whom you collaborate?</i>\n\nImage: canstockphoto.com', 'The Work of ColLABORation', '', 'publish', 'open', 'open', '', 'the-work-of-collaboration', '', '', '2013-11-04 06:06:00', '2013-11-04 12:06:00', '', 0, 'http://leadchangegroup.com/?p=12540', 0, 'post', '', 2),
(12545, 309, '2013-11-01 06:08:18', '2013-11-01 11:08:18', 'My father was in the hospital recently for treatment for a hemorrhagic stroke due to a rare condition he has. Fortunately, the stroke did not cause any permanent damage, only a temporary 80% loss of vision in one eye. While his vision is slowly coming back, he is frustrated (understandably) dealing with what he can’t do as well as he used to. The condition that is causing the strokes has no treatment or cure. It will probably kill him, although there is no timetable attached to that prognosis.\n\nDuring one of his frustrating moments, I spoke to him about where he is in the timeline of life. In truth, he is writing the final chapter of his life. It may last ten more years or it may last only 30 more days. I asked him how he wanted that chapter written. Will it be written with fear and anxiety, or courage and hope?  It’s his choice. It is also a choice every one of us make everyday.\n\nAs leaders, we are faced with countless choices. Some are fairly innocuous and don’t have a lot of down side. Others are high-stakes kinds of decisions. We are writing into our leadership legacy, the future plot line that will play out. Will it be full of adventure, excitement, and vision? Will it be full of strife and conflict? It is your choice as you are the author.\n\nThis tends to be a subject we don’t want to think about, but the reality is that we all come to an end. For some of us, that end is sooner than others. We don’t know when it will come, but it will come. A sobering thought to be sure, but it puts into perspective the decisions we make each day. To help all of us write our story well each day, here are some questions to ponder:\n<ul>\n	<li><strong>How will you encourage your spouse, children, or co-workers today?</strong></li>\n	<li><strong>What decisions will you make today that will set someone else up for success?</strong></li>\n	<li><strong>What specifically will you do today to empower someone to get closer to achieving their dreams?</strong></li>\n	<li><strong>How will you personally turn a negative conversation into a positive one?</strong></li>\n	<li><strong>If today presented the last opportunity to speak to someone with whom you are having conflict, what would you need to say to them?</strong></li>\n</ul>', 'The Final Chapter', '', 'publish', 'open', 'open', '', 'the-final-chapter', '', '', '2013-11-01 06:08:18', '2013-11-01 11:08:18', '', 0, 'http://leadchangegroup.com/?p=12545', 0, 'post', '', 1),
(12551, 338, '2013-11-06 06:22:45', '2013-11-06 12:22:45', 'Failure.\n\nAdmit it  - it’s not a word that sits well with you.\n\nIf you’re like the typical leader, you’re personally committed to your own success and the success of your organization.\n\nFailure is not in your vocabulary.\n\nBut leaders actually do fail at an alarming rate. Even hardworking leaders like you are not immune.\n\nAnd you’re immunity is even lower if you’re one of those leaders that’s got it all figured out and won’t listen to input.\n\nIn fact, you might be failing yourself, right now.\n\nIt’s not too late to turn it around though. If you squarely face three distinct warning signs, you can avert or even avoid failure.\n<h2><strong>Sign #1: You’re hemorrhaging market share to your competitors</strong></h2>\nIf you’re losing business at a rapid rate, the finger will point right back at you. Case in point is J.C. Penney. We all watched with tortured fascination as it lost market share faster than air escaping a balloon.\n\nAs this happened, all eyes turned to CEO Ron Johnson, the former Target and Apple exec hired to breathe new life into the venerable retailer. Johnson had architected a massive chain-wide store redesign and a “fair and square” pricing approach.\n\nUnfortunately, this approach resulted in a $1 billion loss and a 25% loss in sales his first year on the job. His approach went over like a lead balloon with consumers.\n\nThen he was fired.\n\nKey Takeaway: Pay close, continuous attention to the market and how your customers are voting with their dollars.\n\nLose the bubble on this one and you risk failure.\n\nOne thing you can do to avoid failure: Put in a process that keeps you updated on the key metrics of your business performance. The output of this process is your “executive dashboard” that keeps you focused on what really matters for your organization.\n\nSo you can stop the bleeding and keep it from even starting.\n<h2><strong>Sign #2: Your old strategy isn’t working any more.</strong></h2>\nBefore the iPhone and Android, there was BlackBerry.\n\nMaybe you had one. It used to be the coolest thing.\n\nBut that was then and this is now.\n\nWith the rise of the smartphones, BlackBerry is being squeezed out and is fighting for its life.\n\nBlackBerry based its strategy on what had been working for it since its inception: reliable, secure email and a few apps using a closed development platform.\n\nAndroid and Apple went with different development platforms.  The big thing they did differently?\n\nTons of useful apps.\n\nKey Takeaway: It’s easy to keep riding the strategy that won you your first race. After all, it worked.\n\nHowever, the competition is always out there, looking for ways to beat it. You not only need a strategy, but you also need one that is continuously tuned to the competitive conditions of your space.\n\nIf not, you may find yourself becoming extinct.\n\nJust like the BlackBerry.\n\nOne thing you can do to avoid failure: Use scenario-based strategic planning to provide you a dynamic window on possible futures. Scenario-based strategic planning allows you to better understand your competitive space and the macro drivers of change that are at work.\n\nYou then connect that understanding to decision-making and your core operational processes.\n\nThe end result if done well?\n\nYou’re prospering like Android and Apple rather than dying like BlackBerry.\n<h2><strong>Sign #3: Your customer service reps are always saying \"sorry\"</strong></h2>\n“My brand new water heater isn’t heating water.”\n\n“We’re so sorry about that. Can you describe to me the problem again?”\n\nGrrrrr!!!  Talk about jaw tightening.  You know what being on the customer side of these calls is like—pretty infuriating.\n\nBut what if you’re on the other side—the customer service side.\n\nMy cousin used to work for a bio-tech company. They sold a technology platform that automated the data analysis for agricultural companies.\n\nProblem was that the software behind the platform didn’t work as advertised. The fix always seemed to be “just an upgrade away.”\n\nOne time, my cousin was dispatched to troubleshoot the problem for a big German firm that had purchased the platform. However, he had nothing to offer them—the fix wasn’t ready.\n\nThe German firm dumped my cousin’s company… and soon thereafter my cousin dumped them too.\n\n“We’re sorry about that” takes on a whole new meaning when you start losing sales and employees.\n\nKey Takeaway: Don’t accept “we’re sorry” as your default answer.\n\nLearn from the bad news and use it to create good news.\n\nOne thing you can do to avoid failure: Talk directly with the people who are closest to the customers and get the answer to this question, \"What\'s our customers\' number one gripe?\"\n\nYour customer service team will give you an earful.\n\nUse this information to fix the reasons for that gripe, and turn “We’re sorry” into “We’re glad you’re happy.”\n<h2><strong>The Upshot of These Sure-Fire Warning Signs of Failure</strong></h2>\nAs an executive leader, failure is an ever-present threat.\n\nBut it\'s not inevitable.\n\nSmart leaders proactively scan the environment for warning signs of impending danger.\n\nThey use these signs to take action and keep their organizations healthy.\n\nGive yourself a health check today using these three warning signs and see how you measure up.', '3 Sure-Fire Warning Signs You’re Failing as an Executive Leader', '', 'publish', 'open', 'open', '', '3-sure-fire-warning-signs-youre-failing-as-an-executive-leader', '', '', '2013-11-06 06:22:45', '2013-11-06 12:22:45', '', 0, 'http://leadchangegroup.com/?p=12551', 0, 'post', '', 0),
(12554, 287, '2013-10-31 06:05:24', '2013-10-31 11:05:24', 'As the command-and-control model of leadership rapidly gives way to influential leadership styles, let’s look at two leadership models that are available to just about anyone at any level, change leadership and thought leadership. They are not the same, although together they can be powerful. Which can you adapt into your leadership style?\n\n<b>Change Leadership</b>\n\nI believe that every leader should master the dynamics of change, because most of what we lead these days is changing at such a rapid pace. But mastering change means understanding both the technical and social complexities of what makes change desirable and manageable. Most of us are better at the technical stuff because we’re trained, we’re smart and the subject matter has more objective elements that can be measured and analyzed.\n\nThe social, subjective, human stuff is more challenging by definition, so it’s where we need to spend more of our developmental energy. The principles of change mastery are relatively simple, understanding human motivation and group dynamics, but mastering them is a personal journey. Mastering change leadership requires us to be intentional about how we are personally motivated, how we interact with others and how we can get our own hang-ups out of the way of the change we’re trying to lead.\n\nWant to be a change leader? Master the human dynamic, starting with yourself.\n\n<b>Thought Leadership</b>\n\nThe title “thought leader” is often reserved for those rarified authors, researchers and industry titans who blow our minds with new ideas. Think of Mark Benioff who in less than two short decades has redefined the software industry with his tireless championing (and brilliant execution of) of what is now known as cloud computing.\n\nIn fact, thought leadership is accessible to everyone at every level in an organization and it’s a key strategy in becoming an influential leader.\n\nWe all toss our opinions on the table, but the thought leader does more than that. Thought leaders put ideas and opinions out that have underlying rationales capable of being tested, adapted and evolved. More importantly, the thought leader “leads” by doing the thinking that others won’t, don’t or can’t. Thought leaders stand by their ideas and in doing so, reframe and shift discussions in the direction that allows the solution to present itself. Thought leaders don’t take the debate on their ideas personally; they accept “wins” and “defeats” gracefully and, when combined with delivering results, they get noticed, sponsored and promoted.\n\nThink your ideas have the power to shift the dialog? Then lead with them by doing the work others won’t, don’t or can’t to develop your ideas and stand by them. Learn to advocate effectively and become known as someone who does the extra thinking, the kind that helps <span style=\"text-decoration: underline;\">everyone</span> reach their goals. Your business needs you to stand by your ideas even more than it needs your opinions.\n\n<i>You’re invited: I believe the world needs more good ideas and leaders willing to stand by them. Join me for a complimentary webinar on how to build your personal brand with thought leadership, in social media and other venues. We’re offering separate sessions for </i><a href=\"http://inpowercoaching.com/in/thought-leadership-for-entrepreneurs-registration/\"><b><i>entrepreneurs</i></b></a><i> and </i><a href=\"http://inpowercoaching.com/in/thought-leadership-for-leaders\"><b><i>corporate leaders</i></b></a><i> so please choose the one most appropriate for you. Interested in learning more about change leadership? </i><a href=\"mailto:%20danatheus@inpowerconsultinginc.com\"><i>Contact me</i></a><i> directly.</i>\n\n&nbsp;', 'Is Thought Leadership the Same as Change Leadership?', '', 'publish', 'open', 'open', '', 'is-thought-leadership-the-same-as-change-leadership', '', '', '2013-10-31 06:05:24', '2013-10-31 11:05:24', '', 0, 'http://leadchangegroup.com/?p=12554', 0, 'post', '', 7),
(12570, 244, '2013-11-18 12:03:40', '2013-11-18 18:03:40', '...Generating a supportive gaze from across the room as someone speaks up, letting them know you know it is taking every ounce of courage for them to speak their mind right now.\n\n...Standing in the back of the room as someone takes the floor to speak publicly for the first time, giving them your full attention and nodding their way to let them know you are there rooting for them.\n\n...Attending to an interruption or distraction in a meeting someone else is leading so they can continue leading on without missing a beat.\n\n<a href=\"http://wp.me/p339ZO-1RG\" target=\"_blank\">Read more.</a>', 'Leading Can Be Silent', '', 'publish', 'open', 'open', '', 'leading-can-be-silent', '', '', '2013-11-18 12:03:40', '2013-11-18 18:03:40', '', 0, 'http://leadchangegroup.com/?p=12570', 0, 'post', '', 2),
(12578, 243, '2013-11-02 10:56:00', '2013-11-02 15:56:00', 'I’m reading <a title=\"Bob\'s website\" href=\"http://burg.com\" target=\"_blank\">Bob Burg’s</a> latest book, <a title=\"Adversaries Into Allies at Amazon.com\" href=\"http://www.amazon.com/Adversaries-into-Allies-Manipulation-Coercion/dp/1591846366\" target=\"_blank\">Adversaries Into Allies: Win People Over Without Manipulation or Coercion</a>. This is a perfect book for Bob. In my limited exposure to him, he is <em>the</em> <a title=\"The Go Giver by Bob Burg and John David Mann\" href=\"http://www.amazon.com/dp/159184200X/\" target=\"_blank\">Go-Giver</a>. He exemplifies turning adversaries into allies. He personifies the idea of winning people over without manipulation or coercion.\n\nBob presents a practical, seven-step outline to to turn adversaries into allies. The steps are sections with 7 to 9 different chapters beneath each one.\n\nFor me, one of my favorite sections is Section 3: Understand the Clash of Belief Systems. Most adversaries aren’t really adversaries at all. Put yourself in their shoes for a moment. Do you wake up every day, intending to expend energy to frustrate someone else? Of course not! So do you think your most frustrating “adversaries” are really purposeful in their opposition to you? Of course not!\n\nBob explores the detail of the clash of belief systems as only he can. Each chapter in that section is a prize nugget. One is something I’ve believed for a long time, Accept Responsibility For Communication. When the other person doesn’t understand, that’s not their fault. We are each responsible for both the meaning we communicate and the understanding we receive. Whenever communication breaks down, often that breakdown can be resoled if only one person accepts responsibility both to understand first and then to be understood. Bob quotes one of his mentors, “When the shooter misses the target, it ain’t the target’s fault.”\n\nThe next chapter in that section opened new spaces in my brain. Titled The Importance of Conscious Awareness, he challenged me with the depth of what I don’t know. I’m unconscious of my unconsciousness. (You are too!) And the depth of that unconsciousness is very dangerous when it comes to influence and personal relationships. For me, becoming consciously aware of the clash of belief systems is the first step to becoming more relational and influential.\n\nIn the chapter, First, Know The Issue. Then Choose The Words, Bob made the statement, “Be sure to frame these conversations as a discussion between allies, not adversaries.” I was drawn up short by conviction in this. There are some people in my past that I have approached more as adversaries rather than allies. I realize now that I could have been a bit more giving, and understanding of their belief system and had a different outcome.\n\nI have more to read and re-read. So you’ll need to <a title=\"Adversaries Into Allies at Amazon.com\" href=\"http://www.amazon.com/Adversaries-into-Allies-Manipulation-Coercion/dp/1591846366\" target=\"_blank\">get your own copy of Bob’s great book</a>. I’m going to hang onto mine for a while.', 'Adversaries Into Allies by Bob Burg', '', 'publish', 'open', 'open', '', 'adversaries-into-allies-by-bob-burg', '', '', '2013-11-02 10:56:00', '2013-11-02 15:56:00', '', 0, 'http://leadchangegroup.com/?p=12578', 0, 'post', '', 3),
(12586, 290, '2013-11-07 06:37:58', '2013-11-07 12:37:58', 'We can hope that what is happening in Washington, D.C. over the past decade is not a mirror of what is happening in organizations around the country and world. The environment though sets up a key leadership question:\n<blockquote><strong>As a leader, is compromise a strength or weakness?</strong></blockquote>\nTo ensure we are on the same page as to the definition, <strong><a title=\"Compromise - definition\" href=\"http://dictionary.reference.com/browse/compromise\" target=\"_blank\">compromise</a> is:</strong>\n<blockquote>“a settlement of differences by mutual concessions; an agreement reached by adjustment of conflicting or opposing claims, principles, etc., by reciprocal modification of demands.”</blockquote>\n<h2>Lead Change Community Insights on Compromise</h2>\nEach week in the Lead Change Google+ community group, we pose a question and, recently, it was the above one. Highlighted below are some shortened clips of answers from different community members:\n\n<a title=\"Kemetia Foley\" href=\"https://plus.google.com/u/0/101418418016021024757\" target=\"_blank\"><b>Kemetia Foley</b></a><b>: </b>I think compromise is neither a strength nor weakness of leadership - it\'s more a measure of maturity and experience. More experienced leaders tend to have a better gauge of when to hold resolute and when to compromise. Being able to compromise indicates an awareness of the bigger picture and the need to not always be \'right\'.\n\n<a title=\"Barry Smith\" href=\"https://plus.google.com/u/0/111242413366906112272\" target=\"_blank\"><b>Barry Smith</b></a>: Compromise on thoughts and ideas is a strength. Compromise on values or integrity is a weakness.\n\n<a title=\"Randy Conley\" href=\"https://plus.google.com/u/0/104111505989892817285\" target=\"_blank\"><b>Randy Conley</b></a>: I would add that compromise is a viable strategy for managing conflict. Whether it\'s the best strategy depends on the circumstance and the desired outcome.\n\n<a title=\"Kate Nasser\" href=\"https://plus.google.com/u/0/110736151092414539538\" target=\"_blank\"><b>Kate Nasser</b></a><b>: </b>Compromise brings images of giving up -- especially something valuable or something you care about. Thus it has taken on a bad overtone over the years and taints people views. To me compromise is the outward sign of collaboration and represents emotional intelligence and awareness that we are all connected. To me this is a strength....\n\n<a title=\"Paul LaRue\" href=\"https://plus.google.com/u/0/102101450845600405644\" target=\"_blank\"><b>Paul LaRue</b></a>: The other application of compromise is how it\'s used and why it\'s used. In any relationship, personal, business, political, compromise to reach a common goal within the framework of the established outcome means working together to find the best approach. Like a marriage, compromise is done to create a common harmony and complement. It\'s not a sign of weakness yet a sign of sacrifice, which is a greater strength.\n\n<a title=\"Terri Klass\" href=\"https://plus.google.com/u/0/109331687062367407422\" target=\"_blank\"><b>Terri Klass</b></a><b>: </b>I think that when leadership uses compromise to alleviate an impasse, it is definitely a strength… when compromise is used to just move things along and ultimately nothing is truly resolved and no one is satisfied, then that may show a leader\'s weakness. The best solution is integrating all the ideas into a richer outcome.\n\n<a href=\"https://plus.google.com/u/0/103543444672612470167\"><b>David Tumbarello</b></a><b>: </b>Leaders need flexibility. Different situations call for different leadership. The \"mature\" leader is flexible. Leaders need to be above the dichotomy. Leaders need to value safety or health (of team or individuals). Don\'t compromise on these.\n\n<a title=\"Eva Y Chen\" href=\"https://plus.google.com/u/0/115436456455306288146\" target=\"_blank\"><b>Eva Y Chen</b></a><b>: </b>Compromise is important but I think we draw the line where it goes against our core values because that compromises our character. There is always a way to compromise when we understand what is really driving the other party.\n\n<a title=\"Prabhjit Kaur\" href=\"https://plus.google.com/u/0/112221425329182469074\" target=\"_blank\"><b>Prabhjit Kaur</b></a><b>: </b>What I know is that no-one survives without compromise. Everyone must learn to listen, understand the position, adapt, and learn ... all of this requires us to adapt ... and in many cases compromise for the best solution to support everyone ... not just self.\n\n<a title=\"Mike Henry Sr.\" href=\"https://plus.google.com/u/0/111988678152304378767\" target=\"_blank\"><b>Mike Henry Sr.</b></a><b>: </b>Did anyone read <i>The 3rd Alternative</i> by Stephen Covey? He contrasted compromise and synergy.  His comparison was: Compromise - 1 + 1 = 1.5; Synergy - 1 + 1 = 3. Do you catch yourself agreeing to compromise simply because you don\'t want to invest the effort to create synergy? Or because the other person won\'t pursue synergy with you?\n\n<a title=\"Jon Mertz\" href=\"https://plus.google.com/u/0/110796905687354361126\" target=\"_blank\"><b>Jon Mertz</b></a><b>: </b>Where compromise may break down is where we place our effort on what we are compromising on. What I mean is are we compromising on a personal principle at the expense of a community one? Do we need to understand the <a title=\"Which Comes First: Organizational Values or Personal Values?\" href=\"http://leadchangegroup.com/which-comes-first-organizational-values-or-personal-values/\">greater good versus the personal interest</a> and balance our leadership appropriately?\n<h2>Compromise: A Leader’s Strength or Weakness</h2>\nCompromise is not a dirty word. Let me say this again. <i>Compromise is not a dirty word.</i> There are really tough decisions to be made. <i>No doubt. </i>There are very essential principles that need to remain steadfast. Think trust and honesty. <i>Absolutely.</i> Standing still when our situation requires us to move forward is not a real option. <i>Agree!</i>\n\nLeaders need to lead, and the act of compromising is required during certain times. What leaders cannot do is leave problems unsolved or kick the can down the road.\n\nLeading is not <a title=\"The Can Kicks Back: Building a Sustainable Future for Millennials and Beyond - See more at: http://www.thindifference.com/2013/09/23/building-sustainable-future-millennials/\" href=\"http://www.thindifference.com/2013/09/23/building-sustainable-future-millennials/\" target=\"_blank\">kicking the can</a>. Real leaders pick the can up, understand its’ content, and determine how – <i>whatever is inside</i> – it can be resolved or refreshed to make a larger community better off than they were before. And doing it sooner rather than later. And doing it together – <i>as much as we can.</i> And, often, whatever the can represents will test our leadership strength and integrity. It just will, but this is the call to lead, isn’t it?\n\nSo outlined below are three perspectives to use in leading through compromise.\n<h3>Perspective 1:  Positive intent makes the process of compromise productive.</h3>\nIf you go into a situation requiring compromise, then go into it with a positive attitude on how to bring people together and focus on developing a real, better solution. Others in the room will be different than you and will have different values and ideas on how to solve an issue. Listen positively. Engage with the intent to solve. Keep focused on the larger objective and what it requires.\n<h3>Perspective 2:  Collaboration is a way to achieve effective compromise.</h3>\nCollaboration is working together, leveraging another’s strengths and finding ways to create a better solution. Ideas enhanced and supported by a larger group will gain in strength and momentum. Adopt a <a title=\" Five Practices to Enhance Your Problem-Solving Mindset\" href=\"http://www.thindifference.com/2013/03/20/five-practices-to-enhance-your-problem-solving-mindset/\" target=\"_blank\">collaborative mindset</a> and approach to the problem, challenge, choices, and decisions.\n<h3>Perspective 3:  Synergy is a positive result of great compromise.</h3>\nRather than focusing on a minimal compromise or just continued disagreement, focus on synergy. Given the higher goal and the different ideas, how can they be brought together in the best way and create a better-than-incremental solution? In other words, go beyond just compromise and create a better opportunity for success together.\n<h2>Make Compromise a Leadership Strength</h2>\nNo matter your organization, my guess is you are facing some key decisions to make. In most cases, each decision will carry risks, some pain of adjustment, and a new possibility. To get to a new, better way, you will need to compromise somehow. More importantly, you will need to collaborate and create better solution (synergy). Through it all, keep a positive intent. Many are depending it.\n\n<b><i>How do you lead through compromise? Join the conversation.</i></b>\n\n&nbsp;', 'Leaders: Is Compromise a Strength or Weakness?', '', 'publish', 'open', 'open', '', 'leaders-is-compromise-a-strength-or-weakness', '', '', '2013-11-07 06:37:58', '2013-11-07 12:37:58', '', 0, 'http://leadchangegroup.com/?p=12586', 0, 'post', '', 5),
(12605, 252, '2013-11-15 06:11:29', '2013-11-15 12:11:29', '<h2><strong>As a manager, have you ever been in a situation like this?</strong></h2>\n<ul>\n	<li>You’re dreading this meeting.  You’re rolling out the new changes to the benefits plan.  Of course employees are going to be paying more for less.  Your goal is to keep the reaction to a low roar.</li>\n</ul>\n<ul>\n	<li>One of your employees ambushes you in the hallway.  He doesn’t understand why Project X is being delayed, again.  “Why does this keep happening?” You try to explain.  He keeps interrupting you.</li>\n</ul>\n<ul>\n	<li>You notice something is a little off with one of your employees.  You ask to meet with her.  She responds to your attempts to get the conversation going with non-committal monosyllables. Finally the dam breaks. She lets you have it about a fellow employee getting a plum assignment that she wanted.</li>\n</ul>\n<h2>It’s part of the job.</h2>\nWhether the grievance is warranted or not, you are going to be on the receiving end of situations like this occasionally —misunderstandings, hurt feelings, or legitimate frustrations.  It can be really uncomfortable.  But what if we reframed this?\n<h2><b></b>All that emotion —it’s good news!</h2>\nYes, it’s good news. Focus on what you are learning from everything your employee is telling you.  Don’t hurry them. You will help them come down from the emotion by listening and taking them seriously, and not just waiting for a pause to tell them to “calm down.”\n\nThere’s more good news.  In many cases the level of emotion you’re seeing means they care.  They care about what is going on.  They are engaged. This is certainly preferred over the silent, resigned, indifferent, or burned out employee.\n\nYour employees may not be presenting their concern well because they don’t know how.  They may not be laying things out logically because their observation is nuanced and hard to explain.  They may be wound up because they are frustrated they aren’t expressing themselves better.  Add to that the potential importance of the situation and the level of “charge” they are showing can be high.  For the moment, let\'s assume they wouldn\'t be in your face if it weren’t important.\n<h2>Leadership is taking people seriously, no matter what.</h2>\nTake them seriously, even if you don’t understand the emotion.  They may appear to be jumping to conclusions or making assumptions.  Muster up the desire to legitimately understand.  The ironic part of this is, when we aren’t being rushed to calm down, when we feel taken seriously and heard, the wind goes out of our sails and we begin to come down in that moment.\n\nWhen you as the manager make this shift in perspective, you open up opportunities for discussion that wouldn’t have surfaced if your sole focus had been on calming them down.  As a leader, it’s your job to help them find the nugget of the important point they are trying to make.   Over time, your effort can also result in a more solid, trusting working relationship.\n\n<em>As a leader, what tips do you have for handling emotional feedback?</em>\n\n<span style=\"color: #888888;\">Image with whistle: iStockphoto: marcello mooij</span>\n\n<span style=\"color: #888888;\">Flowers: Microsoft Clipart</span>', 'Be Glad They&#039;re Telling You Off', '', 'publish', 'open', 'open', '', 'be-glad-theyre-telling-you-off', '', '', '2013-11-15 06:11:29', '2013-11-15 12:11:29', '', 0, 'http://leadchangegroup.com/?p=12605', 0, 'post', '', 1),
(12626, 251, '2013-11-08 06:12:19', '2013-11-08 12:12:19', 'Some nasty stereotypes cling to people who practice civility and kindness:  they’re ineffectual, submissive, perhaps not very bright, and without clout.\n\n<em>If you call for civility or a suspension of unmitigated, unfettered aggression, they call you a wimp. They think you are a wimp</em>. ~Gary Namie, Workplace Bullying Institute\n\n<em>Bosses who supervise with respect are \"seen as less powerful than other managers—less in control of resources, less able to reward and punish</em>. ~<a href=\"http://hbr.org/2011/07/why-fair-bosses-fall-behind/ar/1\">HBR Research</a>\n\nWhat’s up with these stereotypes?\n\nIt’s easy to fall into the trap that only bad people use stereotypes. But that’s not true. Stereotypes are mental shortcuts that all of us use to make quick sense of a fast-moving world.\n\nDanger surfaces when we fail to hit our mental pause button and consciously reflect on the applicability of the stereotype to the person or situation at hand. If we’re interacting with someone who is treating us with civility, we have to ask ourselves some questions before jumping to conclusions based on stereotypical thinking.\n\nAm I incorrectly interpreting kindness for a lack of intelligence?\n\nIs this person really a powerless doormat simply because he cares what I think?\n\nIs her civility a bona fide reason to think I can co-opt her ideas without attribution?\n\n<em>Be careful about the assumptions you make about others, even the positive ones. When we fail to do so, at the very least we are losing the opportunity to get to know someone on a more personal — more human — basis. At the very worst, we can inadvertently set up a chain of expectations and misunderstandings that will undermine the relationship itself</em>. ~ Steve Livingston\n\nIt\'s a paradox of life that we want to be treated with kindness yet treat those who are kind to us without respect.\n\nThe next time someone treats us with respect, acts as if we matter, cares what we think or deals with us fairly — in short, treats us with civility and kindness — let’s not sell them, or ourselves, short by assuming they\'re without power or smarts or influence.', 'Practice the Power of Civility', '', 'publish', 'open', 'open', '', 'practice-the-power-of-civility', '', '', '2013-11-08 06:12:19', '2013-11-08 12:12:19', '', 0, 'http://leadchangegroup.com/?p=12626', 0, 'post', '', 3),
(12637, 318, '2013-11-07 14:52:32', '2013-11-07 20:52:32', 'He thinks he’s ready to be promoted.  You don’t.  You don’t want to crush his spirits, but he’s not listening.  He blames you, the system, politics and that crazy project you gave him last year. He’s a strong performer and a vital member of your team. You know he’ll get there, but only if he listens.\n<p style=\"text-align: left;\" align=\"CENTER\">Tell the truth without crushing his soul.</p>\n<p style=\"text-align: left;\" align=\"CENTER\">Read more <a href=\"https://smartblogs.com/leadership/2013/11/07/hes-not-ready-to-be-promoted-but-thinks-he-is/\">here</a>....</p>', 'He’s not ready to be promoted (but thinks he is)', '', 'publish', 'open', 'open', '', 'hes-not-ready-to-be-promoted-but-thinks-he-is', '', '', '2013-11-07 14:52:32', '2013-11-07 20:52:32', '', 0, 'http://leadchangegroup.com/?p=12637', 0, 'post', '', 0),
(12647, 325, '2013-11-12 06:12:50', '2013-11-12 12:12:50', 'Being the boss can be difficult—just ask any manager anywhere on earth. From the Queen Ant all the way up to the President of the world (we have one of those, right? I don’t really follow politics), the saying is true: it’s lonely at the top. Well, it doesn’t have to be. If you find yourself in a management position and are having trouble communicating with your employees, there are steps that you can take. And I’m not talking about marathon-length meetings or sending out mass emails filled with the latest soul-crushing variations on popular internet memes; I’m talking about developing actual communication skills that you can use to unify your underlings into a Voltron-esque super weapon of mass destru- uh, efficiency. So, loosen that tie, moisten those contact lenses, and get ready for a crash course in management communication.\n<h2>1. Be honest</h2>\nMany leaders like to consolidate their positions by hoarding information. The technical term for bosses like this is, unfortunately, so obscene that I can’t type it onto my computer without my current virus protection program kicking in and napalm-sterilizing the entire city-block. But rest assured that when people talk about managers who hoard information, it’s not complimentary. This is because those who work underneath them are forced to try to do their own jobs to the best of their ability, while vital data is being jealously concealed so that the boss can appear important. True leaders don’t play that way. A good boss will act as a sieve through which important details flow, catching only the debris and junk that would otherwise clog up the drain (nice metaphor, huh?).\n<h2>2. Don’t use corporate jargon and euphemisms</h2>\nQuick, if you want to improve your communication as a leader, then here are some terms that you need to never use again.\n<ul>\n	<li>Corporate Values</li>\n	<li>Best practice</li>\n	<li>End of play</li>\n	<li>Proactive</li>\n	<li>Right-sizing</li>\n	<li>Over the wall</li>\n	<li>Impact</li>\n	<li>Synergize</li>\n</ul>\nYou know what? There are just too many to include here (and by “here” I mean “on the internet”), so I’m not going to continue. Hopefully, you get the idea. If you want to improve your communication, then don’t speak in corporate code; just say what you need to say in plain-old English (or whichever language you speak). Everyone will appreciate your clarity, and be much less likely to do mocking impersonations of you in the breakroom. Oh, and on a personal note, not everyone is a huge fan of being condescendingly referred to as ‘rockstar,’ ‘guru,’ ‘ninja,’ or even ‘bro,’ so just keep that crap to yourself. It’s possible to show <a href=\"http://www.octanner.com/what-we-do/employee-recognition\">employee appreciation</a> without having to sound like your stereotypical cell phone salesman.\n<h2>3. Respect your employees’ intelligence</h2>\nMaybe you got to where you are because you’re inherently smarter than those with whom you work. Maybe you got the position because your grandpa is the CEO. Either way, you need to remember that those who work under you are just as qualified to do their jobs as you are to do yours (or maybe even more so, if you took the nepotism path to success). As such, you don’t need to treat them like ignorant children when explaining complex issues. In fact, keep the “explaining” part to a minimum, otherwise you end up with day-long meetings and employees with dead eyes and crushed spirits. If your workers don’t understand something, then they can always come to you for clarification—that way, they’ll get the information that they need, and you won’t have insulted their intelligence by talking to them as though they were a bunch of drooling morons.\n<h2>4. Quit spamming</h2>\nIdeally, an email from the boss should be something that the average employee will make a high priority to read and respond to. However, when that same boss sends out twenty emails a day, most of which are filled with fantasy-football stats and links to ‘funny’ websites, then the workforce might begin to develop ‘cry-wolf’ attitude, and begin to ignore them. Retain the significance of your messages by only sending out the important ones. If you would like to share something that isn’t work related, mark it as such in the subject line. Oh, and if you have something that you need to say to two or three employees, don’t just send out a group email to the entire office.\n<h2>5. Don’t try to be a boss and a friend</h2>\nThis may be the most difficult one on the list. I mean, come on, everyone wants to be liked. This can be especially true for bosses, who find that their authority has distanced them from others in the workplace. But when a manager puts friendship ahead of things like efficiency and effectiveness, then everyone suffers. Sure, the employees might enjoy their job a bit more, but without strong leadership that is capable of objectively making difficult decisions, will they even have a job for all that long? Besides, it’s just not possible for friendship between employer and employee to develop naturally, because there will always be an unequal distribution of power. People come to work to earn money and accomplish tasks; if you want them to spend the day hanging out with people they like, then let them stay home.', '5 Tips to Improve Communication with Employees Without Having to Use the Word &#039;Bro&#039;', '', 'publish', 'open', 'open', '', '5-tips-to-improve-communication-with-employees-without-having-to-use-the-word-bro', '', '', '2013-11-12 06:12:50', '2013-11-12 12:12:50', '', 0, 'http://leadchangegroup.com/?p=12647', 0, 'post', '', 2),
(12654, 339, '2013-11-13 06:03:42', '2013-11-13 12:03:42', 'As a leader, people naturally have high expectations of you—knowing the answer to every problem, highly reliable, calm in the face of pressure. However, leaders are still regular employees who have to accomplish tasks but with increased accountability and expectations.\n\nWhether you are already the head of a small department or handling a team of leaders, you still have your share of weaknesses. These shortcomings, however, should not hinder you from performing your duties well. Rather, they should be considered challenges that will shape you to become a better example to other employees.\n\nHere are five insecurities most team leaders face and how to manage them:\n<h2><b> </b>“I am an introvert.”</h2>\nIt is a common misconception that introverts cannot become successful leaders. However, Mahatma Gandhi, Bill Gates, and Abraham Lincoln are just some of the most respected introvert leaders in history and they were able to use it to their advantage.\n\n<a href=\"http://www.piton-global.com/call-center-essentials-part-1-profiling-the-qualities-of-a-team-leader.html\">Expressing yourself and being able to communicate well</a> with your teammates is one quality you should learn to apply. You have to be in touch with the group to ensure that they are doing what they are supposed to do.\n\nIf you are not comfortable talking in front of many people, practice speaking to them one-on-one.  Don’t have the time to talk to them individually? Converse in smaller groups and get more honest feedback from them.\n<h2>“I am younger than some of my subordinates.”</h2>\nWhen they said that age doesn’t matter, you have to believe it. What’s more important than seniority is the talent you continue to share with the company and the leadership skills that you can be proud of.  If you are intimidated by the more experienced employees in your team and you feel that they won’t listen to you, they won’t. You have to first believe in your own capabilities.\n\nYou are given that position because the bosses believe that you can be the shepherd to the sheep in the company. Make that as an inspiration to prove that you are worthy of becoming an influencer. Be confident and become someone’s guiding light even if they are two decades older than you.\n\nIt doesn’t mean that just because you’re young (or younger than the others), you don’t deserve to be respected and be heard. <a href=\"http://under30ceo.com/10-steps-to-managing-employees-older-than-you/\">Correct behavior, assign tasks, and give advice as if you are just the same age as everyone in your team</a>.<b> </b>\n<h2> “I just got promoted.”</h2>\nPromotions should make you feel proud of yourself, but it can also make you feel scared of all the responsibilities you will be having. You are not yet familiar with the position and confused with where to start and how to do things. It is normal to be nervous of the uncertainties of your new position but it shouldn’t scare you for too long.\n\nBe open with the changes that your new job entails. Accept the challenges with open arms because it will familiarize you with dealing with pressure in your position as a team leader. Have the initiative to research and explore the kind of work you will be doing so that you will easily grasp the new environment you have to deal with.<b> </b>\n<h2> “My teammates are better than me.”</h2>\nYou have to acknowledge the fact that everyone has his own talents, and you have your own. Your teammate may be a better speaker than you are but she’s not as reliable as you when pressure comes from the higher-ups. As a team, you support each other’s strengths and weaknesses and try to fill in the position where your teammate is not good at.\n\nIf your subordinate is better than you on some areas, accept it. Being the captain of the ship does not automatically mean that you have to be the best in all sea-faring activities. Your job is to make sure that everyone’s doing their respective duties well to ensure a smooth-sailing ride. Becoming an expert in everything is not a prerequisite to becoming a good leader.\n\nBe proud of your teammates if they are excelling in certain areas. Help them hone their skills and give them support when they need it because that’s what a leader is about.<b> </b>\n<h2>“I have a hard time delegating work.”</h2>\nAside from the tasks you have to do for the day, you still have to read reports from your teammates and ensure that they meet their deadlines.  You have to divide your hours to accomplish everything expected of you, but this can at times sacrifice quality or yield less results.\n\nYou may want to do all these things by yourself because you’re afraid your employees cannot do it or simply because you have a different way of doing things. Learn to give way and trust your team. If you believe in yourself as a leader, you also have to believe that you have taught them well.\n\nAssign them work you know they can excel in. <a href=\"http://quickbase.intuit.com/blog/2013/03/28/how-to-delegate-work-effectively/\">Delegating tasks is not a form of power-tripping</a>; it is a way of training your team to do things they are not used to and saving yourself time for more important tasks.\n\nWhat are your fears as a leader? How are you planning to handle them? Share them with us!', '5 Insecurities Leaders Have to Overcome', '', 'publish', 'open', 'open', '', '5-insecurities-leaders-have-to-overcome', '', '', '2013-11-13 06:03:42', '2013-11-13 12:03:42', '', 0, 'http://leadchangegroup.com/?p=12654', 0, 'post', '', 4);
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(12657, 310, '2013-11-11 06:12:17', '2013-11-11 12:12:17', '<p align=\"center\"><b>Do your duty in all things. You cannot do more, you should never wish to do less. </b></p>\n<p align=\"center\"><b></b><b>  General Robert E. Lee          </b></p>\nTaking on the tough nature of a task with fervor and dedication, one such as leadership, along with the roles and responsibilities that come with it, ranks as a key component of military service. Honoring this type of commitment on Veteran’s Day is important, as I and my late favorite uncle wore the army uniform.\n\nThe military defines <i>leadership</i> as “influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.” Structured processes cement these principles in other types of organizations and institutions as well, mainly by ensuring that leaders are answerable, learned, and obligated in their actions, for themselves and their followers.\n\nOne ‘old-school’ way in which this accountability happens is through roll call. The question to be answered is: Are you here to work, study, or do your calling?\n\nIn the military tradition, each morning, leaders account for the presence of their soldiers through a roll call. The same happens in classrooms, as teachers and instructors also assume the task of taking attendance by calling the roll. The soldier’s or student’s response upon hearing their name is to yell, “Here!” or “Present!” or “Present and accounted for!” Once the attendance is taken, the day’s work can proceed. Everyone can perform their role, achieve results, make good marks, or complete assignments. At the end of the day (or whatever time has been allotted), the question is: Were our goals accomplished today? Did everyone fulfill their role?\n\nIn life, which can be viewed as one major roll call, we are here to do those same tasks, through the various roles for which we are called or chosen.  We seek to respond to the questions: What are we all here for?  What are we prepared to do?\n\nThen, of course, there’s the final roll call and role completion, when we pass on, a summary of what we were present and accounted for. What will others remember about our existence? Did they hear or see something that will help them make their own mark?\n\nI had the privilege of spearheading my late Uncle Horace’s memorial service in December 2011, to call the roll for him. AKA Hardcore, it was a true honor to name his attendance with the roles and responsibilities he held as a retired Command Sergeant Major, Vietnam Veteran, Airborne Ranger, recipient of the Legion of Merit and Distinguished Service Award from the Supreme Court of Virginia, Ranger Hall of Fame inductee, Christian servant, son, husband, father, brother, grandfather, uncle, cousin, friend, semi-pro Army football player, teacher, retired Chief Magistrate, Honorable Chairman of the Sussex County Board of Supervisors, and now resident on the other side. <i></i>\n\nStanding with me at our Waverly Virginia hometown church to present and account for his earthly journey, were people from many parts of Uncle Horace’s gifted and hard-fought natural life. With those who loved and honored him assembled that evening, I sensed his presence in a big way. In a conversation with a friend the day before, I’d expressed some anxiety about presiding over the memorial service. She assured me, “He’ll be there with you.” I shared this story with the audience and exclaimed, “He’s here!” adding my encouraging memories of hearing Uncle Horace’s booming voice from the deacon pew saying, “Go ahead! That’s right! Yeah!”\n\nAt the memorial service I and others spoke to the audience about his labor, wisdom, strength, humor, and faith— all attributes of someone in charge! The journey of his service to God, country, family, community, youth, and faith was revealed in such an inspiring, unforgettable way.\n\nAn overarching thread that ran through all of the tributes was the power of his leadership. He was undeniably willing, daring, outspoken, and loyal— a message that resonated immensely.\n\nMy leadership conversations with Uncle Horace also covered fear and courage. Had he ever been afraid? Yes! I’m sure he was terrified during his two tours in the jungles of Vietnam.  “You sleep with a pistol under your makeshift pillow and a grenade ready to roll out,” are the few words he’d shared about that horrid time. Possibly he was even a tad uncertain when he was propelled to high-level command positions with the enormity of access and visibility working directly for three -star generals. In both situations, his determination and focus kicked in— an undying will to succeed and survive.\n\nHow does this connect for all of us in the now?\n\nThese current times of change, when we are all encumbered with global and local challenges that impact every aspect of our being, can imbed personal and professional uncertainty. Will the economy improve? Can my organization sustain customer losses? Our home fronts – from family situations to career issues to health challenges – call us to fight on. Therefore, we must continue to navigate through and boldly go. We must call the enemy out. We must take the roll of what’s before us, then stand up, take on the role, serve it out, and lead on.\n\n&nbsp;\n\n<b>Excerpted from my book, Hardcore<i> Leadership: 11 Master Lessons from My Airborne Ranger Uncle’s “Final Jump” </i></b><b><i> </i></b> <a href=\"http://www.amazon.com/dp/1479324760\" target=\"_blank\">http://www.amazon.com/dp/1479324760</a>\n<p style=\"text-align: justify;\" align=\"center\"><b>                    </b></p>\n<p style=\"text-align: justify;\"><b>\n</b><b></b></p>', 'A Veteran Leader’s Roll Call - Courage, Duty, and Roles', '', 'publish', 'open', 'open', '', 'a-veteran-leaders-roll-call-courage-duty-and-roles', '', '', '2013-11-11 06:12:17', '2013-11-11 12:12:17', '', 0, 'http://leadchangegroup.com/?p=12657', 0, 'post', '', 2),
(12667, 312, '2013-11-14 06:12:30', '2013-11-14 12:12:30', '<p dir=\"ltr\">Use your inside voice?  That sounds a bit strange for leadership advice. I know for those of you who are parents, this phrase sounds very familiar but in a different context.  When your kids are talking too loud indoors the common request is to ask them to \"use their inside voice.\" Who would think that would be advice for effective leadership!</p>\n<p dir=\"ltr\">In my personal and professional experience over the years, I\'ve known 2 types of leaders; those you who have an internal infrastructure that dictates how they live and lead and those who seem to be guided and directed from whatever is going on outside them at the time.  And for many, neither of them are aware of what\'s really directing them in why and how they do what they do. So in that piece there is little distinction.</p>\n<p dir=\"ltr\">What is the distinction is that those who have developed and work from that infrastructure tend to be the stronger, more effective leaders.</p>\n<p dir=\"ltr\">So what is the role of that infrastructure? Well, in my experience and observation here is a partial list:</p>\n<p dir=\"ltr\">It...</p>\n\n<ul>\n	<li>\n<p dir=\"ltr\">provides internal strength</p>\n</li>\n	<li>\n<p dir=\"ltr\">provides ongoing motivation</p>\n</li>\n	<li>\n<p dir=\"ltr\">an integrity guide</p>\n</li>\n	<li>\n<p dir=\"ltr\">a boundary moderator</p>\n</li>\n	<li>\n<p dir=\"ltr\">guidance regarding values and beliefs</p>\n</li>\n	<li>\n<p dir=\"ltr\">a source of inspiration</p>\n</li>\n	<li>\n<p dir=\"ltr\">a sense of their unique place in the world</p>\n</li>\n	<li>\n<p dir=\"ltr\">a sense of mission and purpose</p>\n</li>\n	<li>\n<p dir=\"ltr\">personal security - \"comfortable in their own skin\"</p>\n</li>\n</ul>\n<p dir=\"ltr\">Of course there is more and I invite you as you consider this post in assessing your own leadership to add to the list.</p>\n<p dir=\"ltr\">All of those items listed I consider to be a composite of the \"inside voice.\" That voice is formulated in childhood and then as we grow into adulthood that voice and all that it comprises, is challenged, tested or confirmed by outside forces. The results can be many.  The voice is strengthened, perhaps modified, and for some weakened or sadly even snuffed out completely.  Ever heard the expression, \"a shell of a man\"?</p>\n<p dir=\"ltr\">How that voice is impacted by the tests and challenges is all continually expressed through one\'s personal and professional life. But it is uniquely expressed through the leadership role. You see leadership -- particularly leadership in business -- involves power, people and the need for profits.  These compelling and pressing forces are ever present, demanding of us to react and respond. Without all the pieces of the internal voice alive, active, sure footed, ready and willing to engage with those forces, leadership will only look like a flag flapping in the breeze a top a flag pole for all to see -- behaving in a way that is dictated by however the force of the wind is blowing at any one give time.</p>\n<p dir=\"ltr\">I don\'t know about you but being whipped about like a flapping flag can be plum exhausting! What to increase and strengthen your leadership effectiveness? -- continually connect with, anchor and shape your inside voice so that it can be strongly and successfully expressed on the outside no matter the strength of the prevailing winds. It seems like such important and obvious advice right?  Yet it\'s not a common leadership practice for a variety of reasons. The main one, which I want to address in this post, is time.</p>\n<p dir=\"ltr\">In order to develop your inside voice, you will need to take the time to do it and do it in a way that will create the most impact:  Here are some suggestions:</p>\n<p dir=\"ltr\">1. Set a specific time in your schedule that is non-negotiable to be alone.  Yep that\'s right be alone.</p>\n<p dir=\"ltr\">2. Go to a place that is quiet.</p>\n<p dir=\"ltr\">3. Calm and close out the relentless mental chatter (which is just the outside stuff inside your head). This will probably take some practice!</p>\n<p dir=\"ltr\">4. Begin to \"tune into\" your personal voice and just listen to what it\'s saying. If things are being said you don\'t like, don\'t edit or judge it, just let it speak. (This voice is different from the mental chatter -- you\'ll know it when you hear it.)</p>\n<p dir=\"ltr\">5. Check inside regarding areas of beliefs and values, how you\'ve handled situations lately, anything that has been challenging, characteristics or skills you\'d like to develop...etc.</p>\n<p dir=\"ltr\">I recommend you record what you\'re hearing, contemplating or discovering.  By the way, recording in real-time with a pen and paper I believe is a bit more impactful than typing. So disconnecting from electronics should be part of the plan! One caveat, vocal recording is an interesting experience. Hearing your voice externally has a sensory impact that is helpful as well.</p>\n<p dir=\"ltr\">So, do you need to use your inside voice more? Does it need to be developed and or strengthened? Then make a commitment and a plan for yourself and/ or for your leadership team to nurture this essential leadership resource.  Remember -- use your inside voice!</p>', 'Power Up Your Leadership Effectiveness - Use Your Inside Voice', '', 'publish', 'open', 'open', '', 'power-up-your-leadership-effective-use-your-inside-voice', '', '', '2013-11-14 06:12:30', '2013-11-14 12:12:30', '', 0, 'http://leadchangegroup.com/?p=12667', 0, 'post', '', 3),
(12671, 244, '2013-11-27 12:41:35', '2013-11-27 18:41:35', '<em><a href=\"http://www.kevinkellyunlimited.com\" target=\"_blank\">Kevin Kelly</a> and I connected recently to talk about his latest book, <a href=\"http://www.amazon.com/DO-pursuit-xceptional-execution-ebook/dp/B00FI0A3KO/ref=sr_1_1?ie=UTF8&amp;qid=1381428516&amp;sr=8-1&amp;keywords=kevin+kelly+do\" target=\"_blank\">DO! The Pursuit of Xceptional Execution</a>.  Kevin is an internationally acclaimed leadership and motivational speaker and best selling author.</em>\n\n<em>A fellow pragmatist, Kevin is passionate about bridging the gap between theory and execution.  For this book he interviewed entrepreneurs from around the world who are the leaders of some of the most compelling global brands and companies, ranging from one to 3,000 employees, with turnovers from $100,000 to $130 million.</em>\n<h3>He calls these people Xceptionalists. Here is an article from Kevin about what that means and how you can bring this notion of being an Xceptionalist to your everyday leadership.</h3>\n&nbsp;\n\n<a href=\"http://randomactsofleadership.com/how-to-lead-like-an-xceptionalist/\">Read more...</a>', 'How to Lead Like an Xceptionalist', '', 'publish', 'open', 'open', '', 'how-to-lead-like-an-xceptionalist', '', '', '2013-11-27 12:41:35', '2013-11-27 18:41:35', '', 0, 'http://leadchangegroup.com/?p=12671', 0, 'post', '', 0),
(12684, 335, '2013-11-15 12:12:12', '2013-11-15 18:12:12', 'Last week, I had the opportunity to be with John Maxwell at an event to raise money to train leaders around the world. It was an outstanding experience. One of the highlights was a session John led about questions that changed his life.\n\nI’ve long been a fan of great questions. I’ve even created an outline for a book I may write some day on this topic. However, John has beat me to it. He’s in the final stages of a manuscript on questions leaders ask. I can’t wait to read it.\n\nFrom what John said, it appears as though the book will cover the topic in depth and from multiple angles. Here are a few of the ideas he shared regarding why this is such an important topic for leaders. <a href=\"http://greatleadersserve.com/leadership/right-questions-can-change-life/\" target=\"_blank\">Read more here...</a>', 'The Right Questions Can Change Your Life', '', 'publish', 'open', 'open', '', 'the-right-questions-can-change-your-life', '', '', '2013-11-15 12:12:12', '2013-11-15 18:12:12', '', 0, 'http://leadchangegroup.com/?p=12684', 0, 'post', '', 0),
(12702, 316, '2013-11-19 12:06:33', '2013-11-19 18:06:33', '\n\nFor those of you that know me, you know I ask Why a lot (annoyingly so at times!).  So that\'s why (ha!) at <a href=\"http://www.businessinnovationfactory.com/bif-9/collisions\" target=\"_blank\">BIF9</a>, I loved what <a href=\"http://www.huffingtonpost.com/matt-murrie/\" target=\"_blank\">Matt Murrie</a> is doing with getting \"What If...?\" out there - boldly!  We all need to ask this more.  So the next time you find yourself starting to say \"no,\" try saying \"What If..?\" instead and thank <a href=\"http://about.me/mattmurrie\" target=\"_blank\">Matt</a>. \"<em>We believe What If…? presents a unique value to people in every corner of the planet, so it is now our mission to grow a community to connect and spread it. This has been tremendously educational for us as we balance between a movement and a business.</em>\" Read <a href=\"http://mills-scofield.com/blog/2013/11/12/what-if.html\" target=\"_blank\">more</a>.', 'What If...?', '', 'publish', 'open', 'open', '', 'what-if', '', '', '2013-11-19 12:06:33', '2013-11-19 18:06:33', '', 0, 'http://leadchangegroup.com/?p=12702', 0, 'post', '', 0),
(12716, 318, '2013-11-18 06:12:16', '2013-11-18 12:12:16', '<span style=\"font-size: 13px;\">When it comes to remote teams, absence can make results stronger.  Managed well, remote teams will outperform your co-located groups.</span>\n<h2>My Remote Team Story</h2>\nI have been working in long distance leadership situations for almost 2 decades.  I have led many highly dispersed teams.  For most of my career I have not worked in the same state as my boss.\n\nIn fact, in my current role, I am leading my most remote team ever.  I am leading a team dispersed across the country in over 20 states and every time zone.  It’s tricky.  I spend much time on airplanes, and I am never “there” as much as I would like. And, this is one of my most engaged teams ever. They are on fire with results, are passionate about the work, and care deeply about one another.\n<p style=\"text-align: center;\"><em><strong>Remote teams are often more engaged and productive than those sitting together</strong></em></p>\n\n<h2>Why Remote Teams Work</h2>\nRemote teams have to work harder at connection, so appreciate it more.  They aren\'t around enough to drive each other crazy, and work harder to learn about and leverage one another\'s strengths. Sure, they could just disappear into their silos, led well they\'ll use their isolation to energize their connection.\n\nIn well-led remote teams...\n<ul>\n	<li>Every interaction counts, people plan more for the time they have</li>\n	<li>Both the leader and the team make extra effort to show up strong</li>\n	<li>Teams and team members gain more confidence in self-direction</li>\n	<li>Teams feel more encouraged to take risks</li>\n	<li>It’s easier to be creative when no one is looking over your shoulder</li>\n	<li>When teams are together they work hard to create relationships, and are deliberate about maintaining them across distances</li>\n	<li>Absence makes the heart grow fonder– remote teams call on one another when needed, and have quality interaction</li>\n	<li>They make better use of tools and technology</li>\n	<li>They listen more closely because they are not distracted with the daily noise</li>\n</ul>\n<h2>Behaviors that Support Long Distance Leadership</h2>\nIf you\'re leading a remote team, follow these guidelines:\n<ul>\n	<li>Select a fantastic team, carefully… with a track record of self-direction</li>\n	<li>Have a dramatic vision and crystal-clear goals</li>\n	<li>Communicate that vision and goals loudly in every medium you have available</li>\n	<li>Celebrate success loudly and frequently</li>\n	<li>Show up face to face, more than is practical</li>\n	<li>Be deliberate in helping the team to know you as a human being– distance can be scary, it helps if the team can see you as a real person</li>\n	<li>Be silly and fun… remote teams need to laugh and know it is okay to have fun</li>\n	<li>Have a scheduled check-in pattern so no one gets left out</li>\n	<li>Get really good at situational leadership– understand who needs what and give it to them</li>\n	<li>Admit mistakes… it helps to encourage risk-taking and creativity</li>\n</ul>\n<b>Are you a Long Distance Leader?   What have you found works best in managing remote teams?</b>\n\nSee Also: <a href=\"http://letsgrowleaders.com/2012/12/03/face-time-or-face-time/\"> Face Time or Face Time\n</a><a href=\"http://wp.me/p2zb7Q-3n3\">November Frontline Festival</a> (showcasing many lead changers)', 'The Odd Truth About Remote Teams', '', 'publish', 'open', 'open', '', 'the-odd-truth-about-remote-teams', '', '', '2013-11-18 06:12:16', '2013-11-18 12:12:16', '', 0, 'http://leadchangegroup.com/?p=12716', 0, 'post', '', 4),
(12731, 290, '2013-12-02 12:07:22', '2013-12-02 18:07:22', 'Doug Conant, former CEO, Campbell Soup, said it many times, and he did again in a <a title=\"A Role Model Who Uses Small Gestures in a Big Way\" href=\"http://www.huffingtonpost.com/lolly-daskal-/a-role-model-who-uses-small-gestures-in-a-big-way_b_4173361.html\" target=\"_blank\">recent interview</a>:\n<blockquote>“Successful leaders should treat their leadership as a craft to be carefully honed and ever improving.”</blockquote>\nLeadership as a craft is an interesting attitude to adopt. Leaders need to continue to grow and develop because times change, people change, and situations change. To lead through change, leaders need to adapt.\n\nTo hone our leadership craft, there are many practice we can embrace. Highlighted below are five suggestions as a place to start.\n<ol>\n	<li><strong>Start or join a Meetup group.</strong> Over a year ago, we started <a title=\"Authentic Leadership Dallas\" href=\"http://authenticleadershipdallas.com/\" target=\"_blank\">Authentic Leadership Dallas</a>. We now have 8-12 different people who get together monthly from across industries and backgrounds to share their insights and experiences.</li>\n	<li><strong>Volunteer regularly.</strong> Whatever the organization or initiative, working for a greater cause or helping others in need will make you a better leader.</li>\n	<li><strong>Exercise consistently.</strong> A healthy body feeds a healthy mind and outlook. Fit leaders benefit from fit exercises.</li>\n	<li><strong>Interview someone you don’t know.</strong> Through the telephone, Google Hangouts, or coffee conversations, get together with another leader and ask questions about what they have learned and how they have approached situations.</li>\n	<li><strong>Mentor ahead.</strong> Identify one or two individuals from Gen Y and spend the time the guide their leadership development. Younger generations need a sounding board of experience, and you can provide that platform.</li>\n</ol>\nGain more insights on <a title=\"Is Leadership a Craft?\" href=\"http://www.thindifference.com/2013/11/06/leadership-craft\" target=\"_blank\">leadership as a craft here</a>.', 'How Do You Hone Your Leadership Craft?', '', 'publish', 'open', 'open', '', 'how-do-you-hone-your-leadership-craft', '', '', '2013-12-02 12:07:22', '2013-12-02 18:07:22', '', 0, 'http://leadchangegroup.com/?p=12731', 0, 'post', '', 1),
(12737, 243, '2013-11-19 06:09:00', '2013-11-19 12:09:00', 'I read a great post today by Seth Godin titled <a title=\"Bullying is theft by Seth Godin\" href=\"http://sethgodin.typepad.com/seths_blog/2013/11/bullying-is-theft.html\">Bullying is theft</a>. Seth is a great and prolific writer and he used a term that I want to explore: irrevocable principle.\n\nHis point was if we want to eliminate bullying in an organization, we need to treat the problem like what it is, theft. Without assigning the practice to an individual we simply need to judge the practice for what it is and decide how we’re going to treat the practice when we are confronted with it in our organization. His assertion: bullying is theft. It steals resources from the organization and costs everyone unnecessarily. The cost is greater than the theft of property. The cost is measured in people.\n<blockquote>The end to bullying starts with a question: does senior management see the cost? If so, the next steps are painful and difficult, but quite direct. Bullies can’t work here.</blockquote>\nHe went on to state once this decision is made, once it becomes an <em>irrevocable principle</em>, the organization will do the things necessary to align with that principle.\n\nPractically, organizations have a hierarchy of principles. Your organization may have values, core values, core-core values, and unspoken rules. I’m aware of organizations that have a clearly-stated hierarchy of values. They operate by core values. Their actions align with their words. They make sure to adjust behaviors to support, reinforce and embody their values.\n\nOther organizations only have unwritten values and principles. Some organizations have a single irrevocable principle, make money. Below that may be a few others like “make money in a particular industry” or “don’t do anything illegal,” or “make money and be a good citizen.” In those organizations, creating a new irrevocable principle like “Bullies can’t work here” is nearly impossible.\n\nThe concept of irrevocable principle comes back to character. Who are you? What is the character of your organization? Do they align? Are you able to align them? I know you’re able to influence the values of your organization. Do you? Are you a positive influence? Do you personally operate by stated irrevocable principles? Are you aware of the hierarchy of your principles? Do you see any hypocrisy in the way you tell people your principles are ordered and the way you live your life?\n\nIrrevocable principles make up our character. They define who-we-are. And character-based leaders lead and live from that “who-they-are.” People and organizations who act according to clearly stated, easily understood, congruent irrevocable principles are attractive. We grant them the opportunities to influence us. We give them authority over us. Are you that type of person? Is your organization that type of organization? If not, are you ready to do something about it?\n\n<span style=\"font-size: xx-small\">Photo © isabel tiessen pastor istockphoto</span>', 'Irrevocable Principle', '', 'publish', 'open', 'open', '', 'irrevocable-principle', '', '', '2013-11-19 06:09:00', '2013-11-19 12:09:00', '', 0, 'http://leadchangegroup.com/?p=12737', 0, 'post', '', 4),
(12744, 307, '2013-11-20 06:12:33', '2013-11-20 12:12:33', '\n<em>Note: This post is adapted from my new book </em>The Seven Things Your Team Needs to Hear You Say<em>. If you’d like practical leadership tools with immediate results, it\'s available now at <a href=\"http://www.amazon.com/Seven-Things-Your-Team-Needs/dp/0989858103/ref=sr_1_1?ie=UTF8&amp;qid=1382131260&amp;sr=8-1&amp;keywords=seven+things+your+team+needs+to+hear+you+say\" target=\"_blank\">Amazon</a>.</em>\n<h2>What Would Happen If...</h2>\n“David, what do you think about…”\n\nA few months into her second year of college, our daughter Averie texted me with a question. In college and living independently for the first time, she told me she was baking macaroons for the student group she leads. She wanted to know what I thought would happen if she dipped the macaroons in caramel.\n\nNow, I love macaroons and I’ve baked a few myself. I love them plain and I love them dipped in chocolate, but I’ve never had them dipped in caramel. I’d never even thought to try them with caramel. This is something I respect about Averie – she’s creative and will try all sorts of things I wouldn’t dream of – as long as I don’t get in the way.\n\nYou see, when I read that question, my mind went into high gear thinking about similar combinations I’d had in the past. In a split-second, the chemistry of the Maillard reaction, the browning of the sugar in the coconut, the nature of caramel, the redundancy of the flavors, all went through my mind and, without ever having tried dipping macaroons in caramel myself, I arrived at the following conclusion: I didn’t think it would work.\n\nI started to type my response. “I don’t –” my text message began.\n\nThen I paused. I’d never actually tried it. <em>Who was I</em> to dampen her curiosity and the fun of discovery?\n\nWhere would we be if budding chefs had never experimented with new combinations and new ingredients?\n<h2>Stop Helping and Say This Instead</h2>\nMany leaders and managers (and parents like me), in their desire to be helpful (or show off their vast knowledge) give quick answers when team members ponder “what-ifs.”  I’ve done this more times than I care to admit and I’d almost done it again when my daughter asked about those macaroons.\n\nIn my coaching practice, one complaint I frequently hear from leaders is that their teams won’t problem solve on their own and lack creativity. Several issues can create a lack of problem solving and creativity, but one of the major problems is a culture that punishes innovation. New ideas have to fight through stifling layers of bureaucracy to be given a chance, or else the slightest “failures” are met with withering derision and criticism.\n\nIn either case, you will not see much innovation or creativity in that organization. It’s just not worth it for employees to try.\n\nThere are two words your team needs to hear you say that are the antidote to these innovation-crushing cultures: “Try it!”\n\n“Try it!” is about making it safe for your team to experiment.\n<h2>Try It In the Real World</h2>\nWhen you first meet Walter Rackowich, you might be surprised. As president of a Fortune 500 company, you could expect him to be gruff, busy, loud, or a dozen other Hollywood clichés. Instead, you meet a man who is soft-spoken, personable, and likes to laugh.\n\nIn November 2008, Walt became President and CEO for Prologis, one of the largest industrial real-estate companies in the world, operating in twenty-two countries with over $45 billion in assets. However, 2008 was a very difficult time to lead. In the eleven months before Walt became President, Prologis stock declined 95 percent, and the company teetered on the edge of bankruptcy while suffering a major crisis in employee confidence.\n\nWalt shared with me how he relied heavily on input and ideas from his team to address the crisis and try to save the company. In his words:\n<blockquote><em>Most of the solutions that you get will be because you\'ve empowered others to come up with the solutions. Frankly, your people should be closer to the solutions than you should be. You don\'t need to be brilliant. You need to be a person that\'s willing to listen to other people, bring out the best in them, and foster great ideas.</em></blockquote>\nAs they worked their way through a massive organizational turnaround, Walt said he came up with only ten percent of the ideas Prologis eventually used.\n\nWhen you act as if you must have all the answers, you prevent natural learning from taking place. Real learning grasps the essential elements, understands “what happens if,” makes new connections, finds new solutions, and creates new visions. Be careful not to squelch creativity and risk-taking by trying to help when exploration is needed.\n\nRick Arthur is another leader who was given his position in very tough circumstances. He was made principal of Denver East High School in a midyear change, without any warning, when his predecessor was forced to resign. The school had been bleeding students and was under-enrolled by almost 50 percent. With no chance to build the infrastructure or team necessary to manage the complexities of a high school, Rick faced the further challenge that the outgoing administrator had erased all the hard drives and every computer file in the school’s office.\n\nIf you’d been with me when I sat down to interview Rick about his experiences, you’d quickly appreciate his sense of humor, love of people, and encouraging demeanor. He shared how, in his first meetings with faculty and staff, he laid out the criteria what would govern their decisions going forward: attendance and achievement.\n\n“I made it clear that everything had to be about students being in class and succeeding in their education. That’s what we’d been entrusted to do.”\n\nThen he encouraged ideas. “I told them that if it fulfilled the goals of attendance and achievement, then I was willing to try anything:\n<blockquote>As a leader, you want to encourage your people to get creative and come up with answers.</blockquote>\nThere probably aren’t two institutions more dissimilar than an urban high school and a Fortune 500 real estate company, but Rick and Walt both faced significant leadership challenges, confronted organizations on the brink of disaster, and empowered their teams to come up with solutions. They were both willing to implement good ideas.\n\n<br class=\"Apple-interchange-newline\" />\n\nEncouraging your team to problem solve requires humility.\n\nAs Walt put it, “That’s the best leader. Not needing to be the guy with all the answers, but being the guy who can pull the orchestra together…and extract the best out of people.” Interestingly, Rick also used the metaphor of a conductor to describe leadership. “You try to get the best from every person and make them the stars,” he said.\n<h2>Your Turn</h2>\nWith Averie, I got lucky…this time. I did not rush in with my own opinion about caramel-dipped macaroons. I texted back, \"I don\'t know...\"\n\nLater that night, I asked how she liked them. She answered, “That didn’t work out – I prefer them plain.”\n\nNothing I could have said would be as poignant or as lasting. (But I still want to try one!)\n\nLeave us a comment and let us know:\n\n<strong>How do you foster creativity and innovation in your team?</strong>\n\n<strong>How have leaders in your life made it safe to take risks?</strong>\n\nNote: This post is adapted from my new book <i>The Seven Things Your Team Needs to Hear You Say. </i>If you’d like practical leadership tools with immediate results, it\'s available now on <a href=\"http://www.amazon.com/Seven-Things-Your-Team-Needs/dp/0989858103/ref=sr_1_1?ie=UTF8&amp;qid=1382131260&amp;sr=8-1&amp;keywords=seven+things+your+team+needs+to+hear+you+say\" target=\"_blank\">Amazon</a>.\n\nTake care,\n\nDavid Dye\n\nCreative Commons Photo Credits: Cookies - <a href=\"http://www.flickr.com/photos/djwtwo/8607438129/sizes/m/in/photolist-e7BntF-dy5YC2-8urFji-8Wdeng-942MEu-bVXtvd-956DrY-dwCCjH-dYR2xf-apqhwY-cNiyyJ-a31raG-8Pm4b9-dLSMLz-9yucX5-aCxBeh-aGCMRR-9CQ41B-8Dc3X1-9bsu48-8qkMAM-dbroZe-ayLRqn-8EFrYQ-aLmYQR-89nJGd-8RJ5tw-dZaSiy-8D9J1J-8gKixi-fcNnuH-9AhewT-8D8Win-bXCfrh-8KVNcP-bsPjWZ-aS4k2F-8XPjBx-8Bcaxu-g4HSYg-9AzrxE-9gdYTA-8qkMYn-ctB5AW-8yv5mW-bCqRs2-9xopbk-8kXBQm-cg6A2j-bWwjQN-9RTNjd/\" target=\"_blank\">djwtwo</a>, Conductor - <a href=\"http://www.flickr.com/photos/jiuguangw/6457845485/sizes/m/in/photolist-aQE9tx-a9ZbgN-7VMrVv-a9W8Bv-ea11s3-bXeUAq-bXeZdq-a9Z5Rs-bkEGRX-8CSyaZ-gUGSdj-dcPeMB-gUHPVZ-aQE9vi-aGZ2vr-bXf4Jo-aGYYx8-bXf1L5-bXeXH5-a9Z5Ry-a9Wxtv-f98dkz-a9ZbhW-a9WsLT-a9WsLH-a9W8Bp-a9YzGq-a9YzGm-gXJxyF-bXf6S1-a9YzGh-a9YzGf/\" target=\"_blank\">jiuguangw</a><a href=\"http://www.flickr.com/photos/sunnyuk/3167053624/sizes/m/in/photolist-5PRYGQ-5Stb6b-6115ba-64E86M-6iPwir-6mK8vL-6tQE1r-6Bb4bR-6QtfJj-6R9FJa-6USUAS-6VKLrX-6X7Cah-7cCvMi-7TCCmX-a3TiNg-7YYqRh-7FQwYq-83Bc6Q-7BMTj9-8VyCFw-9yCgZJ-dGSMFD-7EGjCw-dYQzEQ-bV6T2T-8voy2Q-dGiCxq-7zzzxZ-7LAXfS-9c6fUp-dKhdMa-8vhahi-7C5bkb-8RpXHK-dR5vzE-dGb462-dXhkDQ-9ekp6P-cwm3wG-dqRoHK-8WJQPF-7GDg2j-7FCTZb-8Qm8QP-bWo4cE-boHTKd-bwLNPV-7zcLmj-8Hs3go-fsA8zq/\" target=\"_blank\">\n</a>\n\n&nbsp;', 'Avoid These Mistakes If You Want to Lead Innovative Teams', '', 'publish', 'open', 'open', '', 'avoid-these-mistakes-if-you-want-to-lead-innovative-teams', '', '', '2013-11-20 06:12:33', '2013-11-20 12:12:33', '', 0, 'http://leadchangegroup.com/?p=12744', 0, 'post', '', 11),
(12751, 282, '2013-11-21 06:12:57', '2013-11-21 12:12:57', 'No one likes being pushed or bullied into making snap decisions.  There’s something unnerving about the situation where we’re the demand is “I need an answer, and I need it now!”  Of course, if you work as in law enforcement or an emergency room, sometimes immediate decisions are necessary.\n\nBut most of the time, the imposed urgency is the result of someone else’s poor planning or decisions.  My mom used to always say, “Poor planning on your part doesn’t constitute an emergency on mine!”  So how do we deal with these “tyrants of urgency”?  Here are a few possible responses you might use to buy some time or send the decision to its proper place.\n<ol>\n	<li>I’d like to give that some thought.</li>\n	<li>Hey, it is what it is… or is it?</li>\n	<li>Let me sleep on it.</li>\n	<li>I’m going to need a little more information.</li>\n	<li>I don’t think my mother would approve.</li>\n	<li>I need some time to think this through.</li>\n	<li>Let’s reach out to some of the others involved before taking the next step.</li>\n	<li>This really is/isn’t the kind of “thinking outside of the box” that the boss/team was looking for.</li>\n	<li>My team/boss/spouse needs some input on this decision first.</li>\n	<li>“Silence”</li>\n	<li>I can’t give you an answer right now.</li>\n	<li>Have we fully and thoroughly considered the impact?</li>\n	<li>Can I get back to you tomorrow?</li>\n	<li>What would you think about taking this offline for a bit?</li>\n	<li>We need to peel back the layers of onion on this thing first.</li>\n	<li>Let’s talk about that some.</li>\n	<li>I don’t think I’m the person that should be making this decision.</li>\n	<li>I’m sorry, I need to go to the bathroom. (Then disappear)</li>\n	<li>I’d feel better about making a decision if we gave this a little time.</li>\n	<li>We need to drill down a little deeper on this issue.</li>\n	<li>I think I left the bathwater running at my house… gotta go.</li>\n	<li>This issue has so many moving parts; maybe we need to slow it down.</li>\n	<li>I don’t feel well.  We’ll have to continue this later.</li>\n	<li>I want this to go “next level”, but I’m not sure we have mojo to get there.</li>\n	<li>I’m confused, can you get some clarification on this issue and get back to me?</li>\n	<li>I’m not sure we’ve got all of our ducks in a row.</li>\n	<li>I’m afraid… hold me.</li>\n	<li>I’d like to see the action plan and contingencies you’ve prepared if this doesn’t work.</li>\n	<li>It sounds like someone has been drinking the Kool-Aid…</li>\n	<li>Let me check to make sure this is OK with our HR department.</li>\n	<li>Is this really at the heart of where our core values are?</li>\n	<li>Let me Google/Wikipedia/CraigsList that, and I’ll send you the results tomorrow.</li>\n	<li>I’m gonna take a walk and mull that over.</li>\n	<li>I’m so tired, I really don’t think I can concentrate well enough to give you the best response.</li>\n	<li>It might be wise to take some time leverage this idea with some new perspectives.</li>\n	<li>Before I make a decision, there are several other things I need to consider.</li>\n	<li>We need to build some synergy first if we’re going to get this thing off of the ground.</li>\n	<li>We need some feedback from upper management first.</li>\n	<li>This is so big, we need to make sure we have 100% buy in.</li>\n	<li>We’re doomed!! (Leave room screaming)</li>\n	<li>I think my blood sugar is low.  I need some peanut butter.</li>\n	<li>Let’s make a list of the pros and cons.</li>\n	<li>We need to wait for a better window of opportunity.</li>\n	<li>I’m not sure this is scalable.</li>\n	<li>I’m not really sure who has the authority to make that decision?</li>\n	<li>This issue doesn’t seem to be as “cut and dry” as you might think.</li>\n	<li>You better check yourself before you wreck yourself.</li>\n	<li>Will this really move the needle where we need it to go?</li>\n	<li>Let’s organize the supply closet first.</li>\n	<li>I don’t want to settle for the low hanging fruit.</li>\n	<li>I’d like to show you how Amway changed my life.</li>\n	<li>No.  I won’t give you an answer right now.  It’s not fair or considerate, so I just simply won’t do it.</li>\n</ol>\nWhat other responses would you add to this list?', '52 Ways To Avoid Giving An Immediate Answer', '', 'publish', 'open', 'open', '', '52-ways-to-avoid-giving-an-immediate-answer', '', '', '2013-11-21 06:12:57', '2013-11-21 12:12:57', '', 0, 'http://leadchangegroup.com/?p=12751', 0, 'post', '', 5),
(12760, 340, '2013-11-22 06:09:40', '2013-11-22 12:09:40', 'It\'s easy to fall into the trap of believing that when you ask a question, it makes you look weak, but good leaders don\'t let the <i>appearance </i>of strength get in the way of <i>actual </i>strength. Smart leaders understand that questions are more important than orders. Insight, strategy, and intervention all start with understanding, and you can\'t understand anything if you fail to ask questions.\n\nI believe that all good leaders ask their teams questions, that they do so frequently, and that they really listen to the answers. Let\'s talk about why.\n<h2>1. Morale Matters</h2>\nOne of the less obvious reasons it\'s a good idea to ask your employees questions is the simple fact that it makes them feel important. I don\'t mean to imply that this should be your only goal: you should be genuinely interested in the answers, after all. But I do mean to imply that when you ask your employees questions, this can do more for morale than most pep talks, incentives, and pats on the back.\n\nAccording to a <a href=\"http://businessjournal.gallup.com/content/163316/don-pamper-employees-engage.aspx\">recent study by Gallup</a>, pampering employees isn\'t enough to make them more productive, or even more loyal.\n\nWhat\'s more important, they found, is how <i>engaged </i>your employees are. In fact, the study linked employee engagement with nine crucial business metrics, including profitability, productivity, and customer ratings.\n\nEngaged employees feel like they\'re part of something that matters.\n\nAnd questions are a crucial part of that, because when you ask somebody a question, it means you care about their answer. It means their insight matters. It means that they are a part of something.\n<h2>2. Solving the Delegation Problem</h2>\nA few weeks ago, Alan Utley asked us <a href=\"http://leadchangegroup.com/are-good-delegators-just-lazy/\">whether good delegators were just lazy</a>, and came to some interesting conclusions. A colleague of his faced complete turnover in his department, and immediately found himself without any idea how to move forward. It was because he had delegated so much that he didn\'t know how to replace what his team had been doing.\n\nThe line between empowering delegation and lazy delegation is actually fairly simple: do you know what your team is doing?\n\nThis is where questions come in. A skilled delegator isn\'t afraid of sharing responsibility with others, or passing work on to those who are more specialized or qualified. At the same time, a skilled delegator is deeply interested in what their team is doing, how they are doing it, and how the process works. They don\'t need to micromanage the process, but they do need to <i>understand it</i>. How good can a leader be if they don\'t understand their own business processes, after all?\n\nDelegation without information <i>isn\'t</i> freeing you up to focus on strategy and bigger issues. It\'s blinding yourself from how your business actually works, and forcing yourself to make strategic decisions in the dark.\n<h2>3. Innovation Can Come From Anywhere</h2>\nGoogle\'s 20 percent time led to Gmail, autocomplete, even AdSense, and it\'s so powerful that, according to Wired, <a href=\"http://www.wired.com/business/2013/08/20-percent-time-will-never-die/\">they couldn\'t kill it if they wanted to</a>. Nor was it ever a fleshed out corporate program with a written policy. It was simply a company doctrine, an outlet for creative professionals who wanted to pursue their own innovative ideas, often even while being disincentivized by management. A similar culture reigns at other innovative workplaces like Facebook, LinkedIn, and Apple.\n\nEmpirically conducted, peer-reviewed studies have more or less proven that when people are exposed to a more diverse range of information, <a href=\"http://www.diversityinc.com/diversity-management/proof-that-diversity-drives-innovation/\">they consistently produce more innovative ideas</a>.\n\nManagers who hope to be innovators need to collect information from a wide variety of sources, and that doesn\'t just mean a wide variety of corporate magazines. It means talking to your \"underlings\" and seeing things from their perspective. It means looking for ideas in the most unlikely of places.\n\nThe smart manager knows that innovation comes from every level of the company. They realize that when management listens to the workforce, loyalty, ratings, and profit go up. The understand that questions are the key to delegation without ignorance. If you agree, I\'d appreciate it if you passed this along.\n\nHave you ever seen leadership fail because somebody in management was afraid to ask questions? Any success stories? We\'d love to hear what you have to say. Thanks for reading.\n\n&nbsp;\n\nPhoto credit: © vege - Fotolia.com', '3 Reasons You Should Ask Your Team More Questions', '', 'publish', 'open', 'open', '', '3-reasons-you-should-ask-your-team-more-questions', '', '', '2013-11-22 06:09:40', '2013-11-22 12:09:40', '', 0, 'http://leadchangegroup.com/?p=12760', 0, 'post', '', 0),
(12765, 320, '2013-11-27 06:05:08', '2013-11-27 12:05:08', 'I did this exercise on the spur of the moment: I started typing the roles I have that I am most passionate about. The top two were spontaneous and have no official relevance in my work whatsoever:\n<blockquote>Teacher truth-teller organizer leader father friend social worker minister</blockquote>\n<em>What is the title you hold, the role you play, that encompasses and transcends all the official titles and recognized roles you\'re known for?</em>\n\nFor me, as I consider all the things I do or want to do, all the ways my passions manifest themselves, they all bend back toward one thing-\n\nDad- teacher\nWriter-teacher\nPresenter- teacher\nSupervisor- teacher\nLeader- teacher\nChurch planter- teacher\nAdvocate- teacher\nSocial worker- teacher\n\nThis has little to do with having \"students.\" As a husband I feel that I am a teacher, but not because my wife is a pupil who needs me to pour knowledge into her. She has taught me a lot, maybe more than I could teach her. But it has to do with my desire to communicate something that enriches her, betters her in some way, and helps her grow as a person.\n\n<strong>Because I don\'t see myself as knowing anything, but as someone who is learning and wants others to learn with me.</strong>\n\n[caption id=\"\" align=\"alignright\" width=\"125\"]<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/11/20131120-065128.jpg\"> Know your \"why\" so you can hang on. Image by author[/caption]\n\nWhy is this so important?\n<em>I\'m all about helping people who want to have sustainable ministry or work- they want to last. <a href=\"http://goinswriter.com/worth-writing/\">You have to know why</a> all the menial stuff matters, and there is no way to know that without knowing what ties it all together for you. \"Church planter\" and \"Program Supervisor\" don\'t do that for me. But I\'ve found what does. Have you?</em>\n\nWhen you do your own exercise, you will likely have a different unofficial yet pervasive passion that binds itself around all your pursuits. When you do, I have high confidence that it is one of the greatest gifts God has given you to share with the world around you, and infinitely worthy of you giving everything you have to it.', 'Why Your Most Important Role Is So Important', '', 'publish', 'open', 'open', '', 'why-your-most-important-role-is-so-important', '', '', '2013-11-27 06:05:08', '2013-11-27 12:05:08', '', 0, 'http://leadchangegroup.com/?p=12765', 0, 'post', '', 2),
(12777, 316, '2013-12-09 12:24:15', '2013-12-09 18:24:15', 'Have you just started grinning when reading something? This post by <a href=\"http://brown.edu/academics/college/special-programs/public-service/social-innovation-initiative/tomas-quinonez-riegos-15-iteach\" target=\"_blank\">Tomas Quinonez-Riegos</a> will do just that! While being the international program director for <a href=\"http://www.iteachcommunity.com/\" target=\"_blank\">iTeach</a>, using video to teach English to kids all over the world (e.g., Cambodia, Panama, etc.) and spending his first semester junior year in Japan, Tomas has started yet another new venture, which he shares with us.  How did this come about? By <a href=\"http://www.businessinnovationfactory.com/bif-9/collisions\" target=\"_blank\">Random Collisions of Unusual Suspects</a> #<a href=\"http://mills-scofield.com/blog/2013/9/24/americas-future-is-rcus.html#.UollFJRgYe8\" target=\"_blank\">RCUS</a>!  Revel in his excitement and in the impact it can have. Read <a href=\"http://mills-scofield.com/blog/2013/11/19/result-of-a-rcus-libyian-california-kids-sharing-art.html\" target=\"_blank\">more</a>.\n\n&nbsp;', 'Result of a #RCUS? Libyian &#038; California Kids Sharing Art', '', 'publish', 'open', 'open', '', 'result-of-a-rcus-libyian-california-kids-sharing-art', '', '', '2013-12-09 12:24:15', '2013-12-09 18:24:15', '', 0, 'http://leadchangegroup.com/?p=12777', 0, 'post', '', 0);
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(12785, 268, '2013-12-04 06:15:47', '2013-12-04 12:15:47', '<img class=\"alignright size-full wp-image-12786\" alt=\"mpb-leadchange-sendgridimage2-112013\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/11/mpb-leadchange-sendgridimage2-112013.jpg\" width=\"200\" height=\"300\" />When I hear about a satisfied workforce, I want to learn more about the company. So, I recently reached out to Jim Franklin, CEO of SendGrid. Named a 2013 Top Workplace by <i>The Denver Post</i>, SendGrid has built a refreshing culture around “4Hs” that drive every aspect of how they do business—honest, hungry, humble, and happy. Jim shares his company’s approach to employee engagement in the interview below…\n\n<b><i>Lead Change Group (LCG): Jim, describe the 4Hs to us in more detail.</i></b>\n\nJim Franklin (JF): Honesty is a sense of trust and transparency. We like to say “Trust First Trust\" is a reflexive property: you put trust out; you get trust back. We have a high-delegation culture. We need to rely on—to trust—the judgment of front-line employees.\n\nHonesty is also about being respectful but direct, not ducking hard conversations, and confronting brutal facts. We expect this of each other.\n\nHungry is a sense of high-striving and goal-setting. It’s about taking initiative and stretching to pursue a well-defined end. A lot of what happens at our company is bottom up. Want a new job? Create one.\n\nHumble. What can we learn from others? Even if a manager disagrees with an employee’s proposed approach, we often allow the employee to proceed, even if this leads to making a non-trivial mistake. That’s how we learn.\n\nIf you want a high degree of collaboration, everyone in the group needs to be a student—willing to consider divergent opinions, willing to have assumptions challenged, willing to be wrong. Humility is also about giving credit to the team, instead of wanting the spotlight.\n\nHappy. This is a general feeling that things will work out and a sense of being thankful for what you have. I canceled our annual company trip to Mexico. The employee reaction was… \"That\'s cool. It was great while it lasted. Maybe we\'ll do it again down the road.\" (The trip is back on, by the way.) What I don\'t like is when benefits become entitlements.\n\n<b><i>LCG: What role do the 4Hs play in employee engagement at SendGrid?\n</i></b>\n\nJF: The 4Hs are manifested every day. For example, in marketing, we don’t do search engine optimization on competitors’ trademarks. It\'s not illegal, but it’s not Honest either. When a competitor is having a bad day, we are not happy but rather Humbled, knowing that it could just as easily have been our bad day.\n\nEngagement is driven a lot by job design (this is where the Hungry comes in). I like to aim for 2/3 Rising Star and 1/3 Been There Done That. This means that 1/3 of your job you have done previously and are already good at. This is how you pay for yourself. The other 2/3 of your job is something adjacent to what you have done, but is a new skill for you to learn. This kind of on-the-job learning drives a lot of engagement, even though it can be chaotic.\n\nIn addition to the 4Hs, we also believe the following factors are important for engagement:\n<ul>\n	<li>Knowing the big idea.</li>\n	<li>Knowing exactly how your daily work influences it.</li>\n	<li>Measuring progress toward that goal every day.</li>\n</ul>\n<b><i>LCG: Suppose an employee is working in the \"2/3 Rising Star\" mode and finds himself over his head. He took on something that was a stretch, but he had the confidence to give it a shot. Now that he\'s in the middle of it, he\'s not feeling at all confident that he can deliver what\'s needed. How does your company handle a scenario like this?</i></b>\n\nJF: This is a first H scenario. Be Honest with yourself. A manager may not have expertise in an employee’s job area, so managers have to be trained to encourage employees to self-report when they are in over their heads. We are ok with failure and weakness. We will get you the training, advisors, mentors or other help you need to be successful. This is also very closely related to our Humility value. Our founder said \"Help\" when he needed a CEO, for example.\n\n<b><i>LCG: What advice do you have for organizations that are struggling with low employee engagement and need a \"turn-around strategy\" for improving morale?</i></b>\n\nJF: That\'s a hiring problem. If your organization is grappling with low engagement, the first step is to get clear on your values. Step 2 is to articulate them. Step 3 is to interview (and fire) based on them. Getting values consistency in your workforce will go a long way toward driving organizational health. We carefully screen candidates for the 4Hs. Further, we design the work environment to give employees general direction and then stay out of their way.\n\n*******************************************\n\n<i>Thank you, Jim Franklin, for providing a glimpse into your organization.</i>\n\n<i>If you have questions for Jim, write them in the comments section below. Jim has kindly offered to do an online Q&amp;A here.</i>\n\n<i>Business leaders: How are you doing on the 4Hs? Even if these aren’t a written part of your corporate culture, the 4Hs provide a valuable lens for examining your workplace and your personal approach to leadership.</i>\n<ul>\n	<li><i>Do you trust the people around you to do a good job?</i></li>\n	<li><i>Are there any tough conversations you’ve been avoiding?</i></li>\n	<li><i>How far are you stretching yourself to try new approaches and learn new skills?</i></li>\n	<li><i>Are you taking the bows yourself or inviting your team to bask in the spotlight?</i></li>\n	<li><i>Are you thankful for what you have or grumbling about what you’re missing?</i></li>\n</ul>\n&nbsp;\n\n<em>Photo: Courtesy of SendGrid</em>', 'Creating employee engagement through culture and job design', 'In a refreshing interview, CEO Jim Franklin shares his company’s views on employee engagement. SendGrid’s approach to job design is both exhilarating and gutsy.\n\n', 'publish', 'closed', 'open', '', 'creating-employee-engagement-through-culture-and-job-design', '', '', '2013-12-04 06:15:47', '2013-12-04 12:15:47', '', 0, 'http://leadchangegroup.com/?p=12785', 0, 'post', '', 19),
(12797, 338, '2013-11-25 06:33:10', '2013-11-25 12:33:10', 'You probably don’t know anyone who wakes up in the morning, bright and chipper, and says, “I’m looking forward to failing today.”\n\nBut failure happens to all of us.\n\nYou make mistakes, you overlook the obvious, or you miss an important piece of information you need to make a key decision.\n\nThe good news is that if you can see the signs, you can avert failure. We discussed three of these signs previously: 1) you’re rapidly losing market share, 2) your old strategy isn’t working anymore, and 3) your customer service is terrible.\n\nWhat follows are three more signs that will help you stay on the road to success.\n\nInstead of driving over the cliff.\n\n<strong>Sign #4: Cutting corners is a way of life</strong>\n\nOf all the company scandals that have happened in the past decade, Enron is the poster child.\n\nMaybe cutting corners started with Enron managers who did so to make their numbers.\n\nThey started small. A little fudging of the books wouldn’t hurt.\n\nJust this one time.\n\nBut one time turned into thousands and eventually the whole house of cards collapsed.\n\n<span style=\"text-decoration: underline\">Key takeaway</span>: Just don’t do it—don’t cut corners.\n\nAnd don’t accept anyone on your team doing it.\n\nWhen cutting corners becomes standard practice, you’ll always look for the easy way, which may not be the right way. Over time, the hole you’ll dig will be a prison—perhaps literally—of your own making.\n\nBend your ethics and you’ve taken the on ramp to failure.\n\n<span style=\"text-decoration: underline\">One thing you can do to avoid failure</span>: Set the example and keep your professional and personal standards high. Accept only the best behavior and performance.\n\nBack-up your personal example with clearly articulated corporate standards and policies for ethical conduct. Use audits, inspections, and legal reviews to give you a concrete idea of where you stand.\n\nBy doing so, you’ll go a long way toward preventing those cut corners.\n\n<strong>Sign #5: You overhear people talking about how they hate coming to work</strong>\n\nIf your employees hate coming to work, join the club.\n\nAccording to Gallup’s 2013 State of the American Workplace report, 70% of U.S. employees are “not engaged” or “actively disengaged.”\n\nIn other words, they hate their jobs.\n\nI’ll give you one guess — what do you think the key driver for employee engagement is?\n\nYou.\n\nYes, you.\n\nResearch shows that you are directly responsible for 30% of employee engagement. The number goes up another 30% when you add the influence a leader has in providing resources and support to the team.\n\nLet’s look at this another way. How would you like working for this company?\n\n- Weekly staff meetings were known as the “Monday Morning Beatings.” The main purpose was to call attention to some failure and then publicly berate the person(s) the boss deemed to be responsible for it.\n\n- On other occasions, the boss would show up for a surprise inspection. Like a drill sergeant, he’d do a white-glove inspection by running his finger on the top of picture frames. Any dust meant a deduction or even dismissal.\n\n- One employee said, “Working there was like being in a cult.”\n\nThis was the legacy HealthSouth Corporation under its founder and CEO…who was later convicted of fraud and sentenced to jail time. Care to surmise what employee engagement was like?\n\n<span style=\"text-decoration: underline\">Key Takeaway</span>: You’re accountable for employee engagement. If your team is not engaged, you’re failing.\n\n<span style=\"text-decoration: underline\">One thing you can do to avoid failure</span>: Create a climate conducive to having engaged employees. Show your people that you care—take the time to say thank you.\n\nEven better, do it in front of their peers. Be sincere and include your personal touch.\n\nAlso, institute periodic organizational climate surveys and engagement assessments that will provide you with hard data to judge how well you’re doing.\n\nMake sure you rinse and repeat—employee engagement is hard work.\n\n<strong>Sign #6: Complaints to HR are at an all-time high</strong>\n\nAdmit it.\n\nYou’ve complained.\n\nIn some ways, complaining is as natural as the air you breathe.  It’s also a way of letting off steam and clearing your emotions.\n\nHowever, things start getting dicey when the same complaints don’t go away or increase in number. Also, a high level of complaints might indicate poor employee engagement and low overall job satisfaction…both of which negatively impact organizational performance.\n\nThings really start getting serious when harassment, discrimination, theft, and violence come into to the picture. If these events are handled improperly, the results can be morale-killing, dangerous, and costly.\n\nA couple of examples of what can happen when things get out of control are:\n\n- In 2010, Novartis agreed to pay as much as $152.5 million to settle a gender-discrimination class action brought by female workers.\n\n- In 2012, Mercy General Hospital (Sacramento, CA) was directed to pay $168 million in a sexual harassment lawsuit judgment.\n\nThose are real consequences and real money.\n\n<span style=\"text-decoration: underline\">Key Takeaway</span>: Deal with complaints squarely. Whatever you do, don’t ignore them.\n\n<span style=\"text-decoration: underline\">One thing you can do to prevent failure</span>: Set up a formal process for employees to report complaints. If warranted, bring in someone impartial from outside the organization to do an investigation.\n\nExpecting to eliminate all complaints is unrealistic, but you can avert leadership failure by slowing down the revolving door.\n\n<strong>The Upshot of These Sure-Fire Signs of Failure</strong>\n\nAlthough failure is part and parcel of your leadership journey, don’t actively seek it out or allow it to happen—especially when you can do something about it.\n\nAll of these areas of failures can be avoided, and if you find yourself trapped in one of them, you can turn it around.\n\nThese warning signs—if appreciated for what they are—can protect you from disaster and keep you on the road to leadership success.\n\nIf you see any of them percolating in your organization, move out and take action now!\n\n<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\n&nbsp;', '3 More Sure-Fire Signs You&#039;re Failing as an Executive Leader', '', 'publish', 'open', 'open', '', '3-more-sure-fire-signs-youre-failing-as-a-leader', '', '', '2013-11-25 06:33:10', '2013-11-25 12:33:10', '', 0, 'http://leadchangegroup.com/?p=12797', 0, 'post', '', 2),
(12805, 251, '2013-11-21 13:53:46', '2013-11-21 19:53:46', 'A Department of Labor report on the glass ceiling <a href=\"http://www.dol.gov/dol/aboutdol/history/reich/reports/ceiling.pdf#page=38\">noted that</a> “what’s important [in organizations] is comfort, chemistry, and collaboration.”\n\n<a href=\"http://en.wikipedia.org/wiki/Chris_Argyris\">Chris Argyris,</a> business theorist and professor, says there’s a universal human tendency to organize our lives around remaining in control and winning.\n\nMight these hidden needs be the reason most companies have failed at incorporating diversity as a normal business practice despite all the research that demonstrates its positive impacts on the bottom line?\n\nRead more <a href=\"http://smartblogs.com/leadership/2013/11/21/build-a-culture-of-economics-and-inclusion/\">here...</a>', 'Build a culture of economics and inclusion', '', 'publish', 'open', 'open', '', '12805', '', '', '2013-11-21 13:53:46', '2013-11-21 19:53:46', '', 0, 'http://leadchangegroup.com/?p=12805', 0, 'post', '', 0),
(12815, 244, '2013-12-13 12:12:12', '2013-12-13 18:12:12', '<strong>Have you ever had a really great idea, something you just knew you should do, yet somehow you did not act on it?</strong>\n\nPerhaps you even wrote it down while sincerely thinking to yourself, \"I am going to do this.\" It may have been sparked while you were in a meeting, attending a seminar, reading a book or article, or during great conversation with a colleague or coach. At the time you were excited by having had one of those “aha” moments, or the feeling that you just had a spark of brilliance.\n\nThen, somehow, what seemed so significant in that moment fades away. Perhaps it got buried in a mountain of paperwork and was forgotten until you come across it while clearing your desk months later. The idea may even continue to cross your mind once in a while. Only now, instead of excitement, that same idea evokes irritation because you let the idea and the inspiration to do it fade away... <a href=\"http://wp.me/p339ZO-1Sn\" target=\"_blank\">Read More</a>', 'From Idea to Action: 7 Steps to Getting Unstuck', '', 'publish', 'open', 'open', '', 'from-idea-to-action-7-steps-to-getting-unstuck', '', '', '2013-12-13 12:12:12', '2013-12-13 18:12:12', '', 0, 'http://leadchangegroup.com/?p=12815', 0, 'post', '', 0),
(12825, 243, '2013-11-26 06:12:20', '2013-11-26 12:12:20', '<h2>What are you afraid of?</h2>\nIf you’re like me, there are times when you are proud of who you are. You’re glad you did what you did. But those times never happen when I’m afraid. Every choice I make out of fear is inconsequential at best and regrettable at worst.\n\nWe claim we’d like to instigate a character-based leadership revolution. In thinking about the scope of the revolution, I realized I’ve been thinking small. I had convinced myself that was a humble perspective.\n<h2>Levels of revolution</h2>\n<ol>\n	<li>Personal - When we decide we’re going to lead differently. We stop thinking we have to get permission to lead. We take the lead, take responsibility, and adopt (and develop) a leadership attitude.</li>\n	<li>Organizational - We decide we’re going to change the way we treat people close to us. We expect them to lead. We challenge them to solve for results rather than following tasks. We encourage open dialogue and thought and challenge organizational status quo. We embrace a bit of chaos so we don’t deflate the new energy and excitement that may come as people take more responsibility for their actions.</li>\n	<li>Greater than organizational…</li>\n</ol>\n<a href=\"http://leadchangegroup.com/on-leadership-revolutions/\">I don’t have a good handle on the next level or levels. My brain hasn\'t gone there.  The rest of this post is a question: How do we define revolution? Can we define revolution in some way that is greater than simply organizational? Would it be national or global? Would it be political or ideological? I don’t know.\n\nCan we do it without guns or violence?\n<blockquote>“But if you want money for people with minds that hate, All I can tell you is brother you’ll have to wait” Revolution - Paul McCartney and John Lennon</blockquote>\nI am certain of one thing: whatever follows organizational revolution will be the result of organizational revolutions. Organizational revolutions are the result of personal revolutions. We won’t have organizational revolutions that are counter-to or other-than the result of the personal ones. Therefore the next level will not have a particularly different look and feel than something we might expect from the organizational or personal revolutions that preceded it.\n\nBack to my fear. I confess I haven’t been too uncomfortable reading Lead Change Group posts lately. Have you? I’m afraid I’ve become complacent.\n\nI’d like the Lead Change Group to be a place where people can challenge and be challenged in their leadership thought. That challenge will contribute to the personal revolutions and the organizational revolutions we desire to see. But out of fear, I’ve encouraged us to stop short. We stop short when we avoid confronting problems relating to poor leadership in areas of personal conflict. Politics and Religion come to mind, but those aren’t the only ones.\n<blockquote>“If everything seems under control, you\'re just not going fast enough.” Mario Andretti</blockquote>\nSo what am I afraid of? What about you? What are you afraid of? Are we willing to write about leadership in the area of our greatest discomfort? Could writing about and confronting our fear be the key to greater revolutions than those we’ve experienced to date? Are you willing to try?\n\nI’ll be writing more about faith and political leadership. My goal is to expand the revolution, not to offend those I most wish to convert. Therefore I will avoid finger pointing and critical thought. I’ll use “I” and “me” statements instead of “you” or “they.” I don’t want to point a finger nearly as much as I want to provide new ideas.\n<blockquote>“Remember, the things you criticize, just a few months or years ago, were someone else’s great ideas.” Dominic Sokolosky</blockquote>\nIn any area where you feel there is a gap between the leadership we’d like to be and what we’re experiencing today, you best speak up. Remember too, there are <a title=\"Guest Posting for Lead Change Group\" href=\"/guest-posting-for-lead-change-group/\" target=\"_blank\">no guest posts</a>. But if you’d like to write, the high road never has a rush hour, and there are plenty of open spots on the front lines. Load your gun and let’s see what we can do in the coming months.\n\nAlso, comment and disagree.  Can we disagree in a way that encourages dialogue?  I guess that may be the topic of another post.  Let me know what you think.\n\nAnd if all of this is offensive to you, well I’m surprised you read to here. I hope you leave for the right reasons. May I (we) never be afraid people will leave for the right reasons. I hope you find your revolution, even if this one isn’t it.\n\nSpecial thanks go to the people who first confronted me on this idea, Jack King and Georgia Feiste. Connect with them and tell them I said “Thank you!\"\n\n<span style=\"font-size: xx-small;\">Photo © Ogen iStockPhoto</span>', 'On Leadership Revolutions', '', 'publish', 'open', 'open', '', 'on-leadership-revolutions', '', '', '2013-11-26 06:12:20', '2013-11-26 12:12:20', '', 0, 'http://leadchangegroup.com/?p=12825', 0, 'post', '', 5),
(12829, 243, '2013-11-28 06:17:54', '2013-11-28 12:17:54', 'Today is Thanksgiving in the US. Thanksgiving and gratitude imply something outside ourselves. When I express appreciation I do it based on three ideas:\n<ol>\n	<li>Value - We value the thing for which we are grateful. It is worth more to us than it cost us.</li>\n	<li>Source - We’re not the source of that thing.</li>\n	<li>Scarce - Were it not for the source, we wouldn’t have the value. That value would not have come to us by that means. It may have come a different way, but it also may not. Therefore our value is scarce.</li>\n</ol>\nGratitude is a natural response when we recognize the source of a thing as being outside ourselves. If there is no source outside of ourselves, our gratitude is illogical at best, narcissistic and egotistic at worst. Being grateful to ourselves for something seems wrong. Gratitude by it’s definition means that the source of our gift and, to some degree, the value we received were outside our control.\n\nWe’re often most grateful for those things that cost the source a great deal. If the source gave us value at no personal expense, that’s not a big thing.  A Facebook Like or a LinkedIn endorsement jump to mind. They’re easy to give. They cost a click (which is less than a second). In fact, the click may be less effort than the act of not clicking. Contrast those with a handwritten note, a phone call, or a particularly thoughtful gift. The value of the gift may be influenced by the time or energy or effort one took in giving it.\n\nYou may not know it but you’ve given me a tremendous gift. Time is a very scarce resource. By your reading our blog you have blessed me in a number of ways.\n<ol>\n	<li>You told me my ideas about leadership are not simply my own. I’m grateful to know others share common passions about character-based leadership and making a positive difference.</li>\n	<li>You told me the idea of engaging others in the dialogue was valuable. By joining the dialogue or helping fund it, you agree that there is value in engaging others in the conversation.</li>\n	<li>You told me our content is helpful by linking to it and sharing it with others. We have a number of people who tweet and share our content every day.</li>\n</ol>\nThank you. By being a character-based leader, you make our world better. By adding your voice to the global dialogue about leadership in any way, shape or form, you make a difference. By joining us on this site, as we help others connect, engage and develop as character-based leaders, you bless me personally and I am grateful. Thank you for another year.\n\nA special thank you goes to our Instigators and Authors who make this whole thing possible. Instigators are those who give tangibly to support the group. Authors are those who create content and dialogue for the group.  We are a donation-supported effort. You become a better leader by leading. These people took the action to take the lead, give a gift, and cement their leadership. Connect with them and let’s keep doing what we can to change the world.\n\n<span style=\"font-size: xx-small;\">Photo © HelgeWll iStockPhoto</span>', 'Thankful', '', 'publish', 'open', 'open', '', 'thankful', '', '', '2013-11-28 06:17:54', '2013-11-28 12:17:54', '', 0, 'http://leadchangegroup.com/?p=12829', 0, 'post', '', 4),
(12836, 288, '2013-11-29 06:12:36', '2013-11-29 12:12:36', 'We have long heard about the importance of teamwork in the workplace. However, while there is no “I” in team, you will be of no use to your team if you take zero time to work on yourself. As the year ends, take some time to invest in becoming a better business person and team member. Use the following tips to help bring out the best business professional in you.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/11/Dale-Lead-Change.jpg\">\n\n<b>1.       </b><b>Work On Your Overall Personal Development</b>\n\nWhether you are the CEO of a company, or are in a non-management position, there is always room for you to grow and learn new skills that can ultimately help you in your career. Actively look for <a href=\"http://www.dalecarnegie.com/\">leadership training</a> opportunities and stay up-to-date on industry news.  By working on your personal development, you will become more valuable to your company.\n\n<b>2.       </b><b>Learn How to Control Your Stress Levels</b>\n\nAccording to the American Institute of Stress, job stress is more strongly associated with health complaints than financial or family problems. Stress also has a negative impact on your work performance. The good thing about stress is that you can learn how to control it. Work on your time management skills, keep the big picture in mind, create happiness for others, and always strive to do the best work that you can. Create an environment for yourself that reduces stress so that you can reach your full potential, and ultimately are able to better assist your company in reaching its goals.\n\n<b>3.       </b><b>Improve Your Interpersonal Skills</b>\n\nBeing skilled at your job is obviously extremely important, but how you get along with those around you plays a large role in creating a successful and engaging environment.<b> </b>If you want to learn <a href=\"http://www.dalecarnegie.com/events/how-to-win-friends-and-influence-people/\">how to win friends and influence people</a>, the key is having keen interpersonal skills. Strengthen these skills by learning about the people you work with and staying professional and confident.\n\n<b>4.       </b><b>Get Organized</b>\n\nBeing organized is an important skill that can greatly contribute to your overall productivity, efficiency and happiness. One way to stay organized is by maintaining a daily planner which keeps all of your tasks in one set place. Try to prioritize your tasks to help you stay on pace with your workload. Also try to keep your workspace organized and clean. By learning organization skills, you can reduce your stress which will aid in your success. <b></b>\n\nBecome a better business person by taking the necessary steps to improve yourself! What skills would you like to work on in the upcoming year? Share your tips and insights below! <b></b>', '4 Tips to Become a Better Business Person', '', 'publish', 'open', 'open', '', '4-tips-to-become-a-better-business-person', '', '', '2013-11-29 06:12:36', '2013-11-29 12:12:36', '', 0, 'http://leadchangegroup.com/?p=12836', 0, 'post', '', 2),
(12853, 333, '2013-12-03 06:20:36', '2013-12-03 12:20:36', 'There are many reasons as to why a manager or somebody in a senior position may decide to delegate their work to those below them or to those within a similar job role to them, but what happens when delegating backfires? Sometimes delegating is the right thing to do, but here’s how to deal with the situation that may arise when delegating backfires or goes wrong in some way.\n\n<strong>Reasons Why We Delegate Work</strong>\nThere are many reasons as to why those in senior positions may decide to delegate work to their subordinates or to those within a similar position to them.\n\nOne of these reasons is that as a manager or a senior member of staff you have a lot of work and responsibility to cope with each day, and sometimes it’s simply easier to shed a little by delegating work to your employees and colleagues. By sharing the responsibility you will have more time to complete the tasks of the highest priority which allows you to complete your work more efficiently.\n\nAnother reason as to why you may delegate your work to employees or colleagues is to build trust. If you give your subordinates an important task you were personally supposed to oversee it shows your employee that you trust them, which in turn will enable you to earn respect from your employee and vice versa.\n\nYou might also choose to delegate your work to give your employees experience in responsibility and to test their skills. However not many senior members of staff use these methods of teaching loosely as it isn’t definitive that the employee will learn anything useful from the experience and so the delegation would not have been worthwhile.\n\n<strong>What Happens When Delegation Backfires</strong>\nWhen delegation backfires you can expect a number of different outcomes, but here are some of the most common scenarios that you will find yourself in if shedding the responsibility goes wrong.\n\nOne of the worst things that can happen, not for you, but for your employee, is a loss of confidence. Your employee may feel that they are not good enough as they could not deal with the additional work or responsibility that you gave them.\n\nAnother scenario that you could find yourself facing is that by giving your employee a complicated task that you were supposed to oversee, the employee did not entirely understand the task. Due to the lack of understanding, the individual failed in trying to complete the task that you assigned to them.\n\nOne of the worst situations that you could find yourself in is that your manager no longer trusts you to manage your own team. Due to the fact that your delegation backfired, your boss may believe that you cannot manage efficiently or effectively and so they could review your performance and find you unfit for your current position. Everybody makes mistakes but as a senior member of staff the consequences can be severe.\n\n<strong>Dealing With Delegation Gone Wrong</strong>\nWhen you delegate incorrectly it’s essential that you deal with the situation as soon as it arises to prevent the issue from getting any worse, but the way in which you deal with the situations depends on the consequences that you are facing.\n\nIf you have damaged the confidence of your employee by giving them a task that was too large or too complicated for them to handle you must confront your employee. Explain that throughout a career they will come up against difficult tasks, which they may fail to complete. Look to offer a story from your past to give them hope.\n\nIt’s essential that you do your best to rebuild your employee’s confidence as it can affect the individual psychologically as well as making them less productive, which will affect the rest of your team.\n\nIf an employee wasn’t briefed properly, there is little to do after the situation except correct it yourself. If you have to, put in the extra hours to redo the task and to ensure that it is done correctly. Alternatively, whilst briefing the employee in the first place, make sure that they completely understand and ask them questions if necessary.\n\nThere is no easy way for you to deal with the last scenario. One of the best things that you can do is sit down with your boss, explain to them your reason for delegating this particular job and why you chose the individual that you did. Accept responsibility by explaining that the error was yours and that you will ensure that it does not happen again.\n\nThe key to dealing with delegation that has gone wrong is to be honest with yourself and with those that were involved in the incident. If you’re honest and accept responsibility where appropriate you will find that those around you are far more understanding.', 'When Delegation Goes Wrong…', '', 'publish', 'open', 'open', '', 'when-delegation-goes-wrong', '', '', '2013-12-03 06:20:36', '2013-12-03 12:20:36', '', 0, 'http://leadchangegroup.com/?p=12853', 0, 'post', '', 2),
(12857, 306, '2013-12-02 06:11:18', '2013-12-02 12:11:18', '<p style=\"text-align: center;\"> Nothing is fair in this world. You might as well get that straight right now.</p>\n<p style=\"text-align: center;\">- <em>Sue Monk Kidd, </em>The Secret Life of Bees</p>\nBabies as young as 15 months grasp fairness, <a href=\"http://www.livescience.com/16460-babies-grasp-fairness-sharing.html\" target=\"_blank\">according to Jennifer Welsh in Live Science</a>.  So does every employee in your organization. (And they may grasp <i>unfairness</i> with even greater clarity!)\n\nWhen was the last time you experienced something unfair?\n\nWhat happened?  How did it feel?\n\nExperiences of unfairness generate strong reactions. And the work of researchers like Rock, Lieberman, and Eisenberger explains why.\n\nAccording to brain researcher, David Rock, fairness is one of the five domains of human social experience (along with status, certainty, autonomy, and relatedness)... and these <a href=\"http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf\" target=\"_blank\">“social needs are treated in much the same way in the brain as the need for food or water.”</a> This explains the sometimes survivalist, visceral, fight-or-flight responses we have to perceived unfairness.\n\nUnfortunately, the potential for inequity is great in the workplace. Different tasks and expectations. Varying working conditions. Disparate rewards and compensation. (And it’s this last one that’s a particular sticking point for many employees.)\n\nClassic research conducted by Golnaz Tabibnia and Matthew Lieberman at UCLA found that research subjects were happier receiving $.50 (when they were sharing $1.00 with a partner) than when they received $10  (when it was based upon sharing $50 with a partner).  It all comes down to perceived fairness.\n\n(And apparently this fairness response is not the exclusive domain of humans. Have you seen the <a href=\"http://www.youtube.com/watch?v=GcJxRqTs5nk\" target=\"_blank\">TED talk by Frans de Waal</a> or the <a href=\"//www.upworthy.com/2-monkeys-were-paid-unequally-see-what-happens-next-sc4-3a?g=2&amp;c=upw1\" target=\"_blank\">excerpt of it that’s making the rounds on Facebook</a>? If not, it’s a must-see for the giggles it will provoke and the vivid depiction of the quick and profound way something that was just fine can quickly become completely unacceptable when the context shifts toward inequity.)\n\nIn the presence of unfairness and the strong emotions it evokes, the brain feels like it’s fighting for our lives. As a result, several things suffer:\n<ul>\n	<li>Cognitive functioning diminishes</li>\n	<li>Empathy for others is reduced</li>\n	<li>Problem solving is undermined</li>\n</ul>\nThe very attributes that are most important for business success demand fairness in a workplace structure or environment that’s rife with (at a minimum the perception of) inequity.\n\nWhile you may not be able to alter the compensation structure or redesign the office space to turn the individual corner offices into hoteling spaces for the masses... there are three areas that leaders at any level can focus on to cultivate a greater sense of fairness among employees.\n<ul>\n	<li>Transparency: Feelings of inequity flourish in an environment that lacks access to information. Imaginations (and the rumor mill) run wild when the lines of communication are not strong. Generous sharing of what is known (and not known... and especially what you might not want to be known) builds trust.</li>\n	<li>Involvement: It’s far harder to sense unfairness around issues in which one has been actively engaged.  Share the business context and challenges.  Include others in decisions that affect them.  Allow employees to control as much of their jobs as possible.  This builds a sense of inherent fairness while also meeting a host of other fundamental human needs.</li>\n	<li>Expectations: Clarity breeds feelings of fairness. Clear expectations for jobs. Clear goals and performance standards. Clear work rules and norms. Clear systems of universal accountability. Knowing what’s expected - of one’s self and others - and seeing those expectations upheld consistently creates an environment of perceived fairness.</li>\n</ul>\nYou may not be able to immediately turn ‘no fair!’ into ‘so fair!’... but even small steps and efforts in these areas will go a long way toward minimizing the unfairness response... and freeing up your employees’ brains for more productive activity.\n\n<strong>What about you?</strong> <em>What do you do to incite a greater sense of fairness in your organization?</em>\n\nImage: www.freedigitalimages.net', 'No Fair!', '', 'publish', 'open', 'open', '', 'no-fair', '', '', '2013-12-02 06:11:18', '2013-12-02 12:11:18', '', 0, 'http://leadchangegroup.com/?p=12857', 0, 'post', '', 0),
(12867, 318, '2013-12-03 12:27:11', '2013-12-03 18:27:11', 'My favorite Christmas stories are the ones where a humble hero offers the best gifts he can muster.  It never looks like much on the outside.\n\nIn <a href=\"http://books.google.com/books/about/Why_the_Chimes_Rang.html?id=8Zx7ylXEL8kC\">Why The Chimes Rang,</a> a small child accomplishes what all the rich and famous could not with their extravagant gifts.  He did what he could, with what he had.\n\nThe Little Drummer Boy, \"had no gift to bring\" ... but we keep singing about him.  I could go on.... but the point is not about Christmas stories... it\'s about you... and me.\n<h2>Why Our Gifts Remain Ungiven</h2>\nAs leaders we don\'t always bring our gifts to the table.  We stop because we think our gifts are too simple.  We sooth our conscience with stopping thoughts:<img title=\"More...\" alt=\"\" src=\"http://letsgrowleaders.com/wp-includes/js/tinymce/plugins/wordpress/img/trans.gif\" />\n\n\"I\'m really not the best qualified.\"\n\n\"There\'s not much I can do\" <a href=\"http://letsgrowleaders.com/2012/12/26/simple-gifts/\"> read more</a>\n\nNote:  <strong>December\'s <a href=\"http://letsgrowleaders.com/category/frontline-festival/\">Frontline Festival </a>on Let\'s Grow Leaders is all about gifts, I welcome participation from the Lead Change Community.   Submissions due Dec. 13th.    For more information click here.</strong>\n\n&nbsp;', 'Simple Gifts: When the Best You Can Do is Enough', '', 'publish', 'open', 'open', '', 'simple-gifts-when-the-best-you-can-do-is-enough', '', '', '2013-12-03 12:27:11', '2013-12-03 18:27:11', '', 0, 'http://leadchangegroup.com/?p=12867', 0, 'post', '', 0),
(12877, 339, '2013-12-06 06:12:22', '2013-12-06 12:12:22', 'Let’s face it: there is no such a company where literally everyone agrees with each other and where conflicts do not rise. Armed with this realization, what matters isn’t only how you’ll be able to keep the misunderstandings among coworkers to a minimum but also how to address them once the inevitable happens. After all, <a href=\"http://www.piton-global.com/call-center-essentials-part-1-profiling-the-qualities-of-a-team-leader.html\">management isn’t solely about ensuring that your operations are running smoothly</a>; it also entails dealing with internal conflicts that you or any of your subordinates get entangled with.\n\nPeople may have different reasons that drive them to turn a simple misapprehension into an ugly dispute. When this happens, you need to stay levelheaded and know what exactly you should do when you finally tackle the issue. Here then are five crucial techniques that will help you polish how you handle conflicts that occur in the workplace.\n\n<strong>1.     Approach the problem sans judgment.</strong>\n\nWhen faced with a difficult situation, it’s normal for people to form theories and come up with assumptions. This is where the instinct to analyze kicks in and this impulse should be something that is utilized when settling conflicts. But to make the process of conflict management an objective one, it would help if you lay any biases aside and examine the situation as fairly as possible. By keeping an open mind, it will be easier for you to look into all the possibilities that caused the problem and to eventually sort it out.\n\n<strong>2.     Listen and observe</strong>\n\nOnce you sit down with either or both of the parties involved, it’s important that you apply the art of listening. Pay close attention to their stories and take heed of context clues and underlying messages. The thing with conflict management is that despite earnest intentions to solve a problem, you can’t always expect them to tell you the whole truth.\n\nThere might be details that are too mortifying to admit and then there could also be people who might risk bending the truth just to save face. Thus, you also need to <a href=\"http://www.blifaloo.com/info/lies.php\">observe their body language</a> to help you assess if they’re being honest as they explain themselves.\n\n<strong>3.      Remain professional</strong>\n\nConflicts that occur in the workplace aren’t limited to work-related disputes. Every now and then you will encounter personal issues which at times can be more taxing to detail, much less settle. Nevertheless, it’s critical that you assume a professional stance when addressing friction between your subordinates.\n\nRegardless of the nature of the problem, you and your staff need to remember that you all need to uphold a high moral ground despite their sentiments. A lot of problems can also stem out from difference of opinion and can lead to a messier and possibly irrelevant argument. When this happens, you need to keep in mind that it’s wiser to respect distinctions instead of trying to strong-arm others to subscribe to other people’s beliefs.<b></b>\n\n<b>4.     Involve a disinterested party</b>\n\nEmotions, especially when people are high-strung, can easily blur one’s judgment. It’s also typical for people to defend themselves regardless of where they stand in the argument. With this in mind, you can expect that contesting parties will inevitably stick to their biases until they are proven wrong, and this doesn’t even happen all the time.\n\n<b> </b>be difficult for you to mediate alone so consider asking the help of another person in the company that is disinterested in the conflict. It may be the human resources manager, a fellow manager, or even a lawyer if there are legal issues involved. This way, it’ll be easier for you to get to the bottom of things and arrive at a plausible solution.\n\n<b>5.      End it with an arrangement</b>\n\nThe success of the intervention depends on how serious the conflict is. While misunderstandings and petty disagreements may be punctuated by a sincere apology, severe clashes aren’t easy to just drop and forget. Nevertheless, you need to conclude the intercession with a solution or a compromise.\n\nYou need your colleagues to know that while conflicts can happen, the company wishes to sustain a working environment that is conducive not just for efficiency but also camaraderie. Do not wrap up the mediation without <a href=\"http://smallbusiness.chron.com/strengths-compromise-conflict-resolution-10502.html\">coming up with a solution that works for both parties</a>. Grave offenses that require legal counsel should also be addressed and don’t think twice about drafting the paperwork when a disciplinary action is necessary.\n\nNo manager in his or her right mind would wish for conflicts to begin in the office. But as they are inevitable, it’s critical that you develop the skills of problem-solving and practice within yourself the skill of listening. Managing conflict in the office calls for both wisdom, and compassion and the sooner you embrace these characteristics, the better you will be at resolving discord in the workplace.', 'Smoothing the Creases: 5 Ways to Manage Conflict in the Workplace', '', 'publish', 'open', 'open', '', 'smoothing-the-creases-5-ways-to-manage-conflict-in-the-workplace', '', '', '2013-12-06 06:12:22', '2013-12-06 12:12:22', '', 0, 'http://leadchangegroup.com/?p=12877', 0, 'post', '', 3),
(12889, 243, '2013-12-05 06:05:00', '2013-12-05 12:05:00', '<blockquote>“Re-state to yourself what you believe, then do away with as much of it as possible…” Oswald Chambers, My Utmost for His Highest, November 25</blockquote>\nChambers was talking about spiritual coherence. While I am a spiritual being and do consider things from a Christian perspective, I also see all things in a leadership context.\n\nAgreeing on the importance of coherence, I discovered the term has at least 3 meanings.\n\n<strong>Understandable:</strong> Leaders must be clear and understandable or our influence will never create results. If those you might influence give you the deer-in-the-headlights look, they don’t understand what you’re talking about or what you expect them to do. They may not understand the results you seek.\n\n<strong>Consistent:</strong> Websters calls this logically or aesthetically ordered or integrated. When we’re inconsistent we’re difficult to understand or follow. Those we might influence will be conflicted because our inconsistency creates conflict or confusion in direction. “But didn’t you just say…” Keep your #1 value your #1 value. In cliche speak, the most important thing is to know and do the most important thing.\n\n<strong>Pure:</strong> Complexity causes confusion. Chambers’ quote above is about purity. Remove everything but the most important thing. Make every action align with the core purpose. If everything is important, nothing is. Boil everything down to it’s purest. It might also be defined as simplicity or integrity. When your objective is a prime number, like a prime objective, those you would influence can make an uncomplicated (simple) choice.\n\nIn the end, coherent leadership is simple leadership. Chambers’ idea was that we need to eliminate the unimportant and in the end, only one thing can be “most important.”  Restate what you believe about leadership and get rid of as much of it as possible.\n\nWe are coherent when our actions line up with our words, when people can understand what we’re trying to do and when we are sincere and uncomplex.  Our actions will align with our most basic, primal leadership principles.\n\nHow can we simplify? What can we eliminate?  Those words \"one thing\" are trigger words for me.\n\nLike the great book I recently read,  The One Thing by Gary Keller and Jay Papasan, consider your end picture of success. Then, once you have that idea in mind, what is the one thing you can do right now that makes everything else either easier or unnecessary? What’s stopping you?\n\nFocus on the most important thing. Remember coherence eliminates confusion and enables impact. Go for it!\n\nPhoto © Natali_ua iStockPhoto', 'Coherent Leadership', '', 'publish', 'open', 'open', '', 'coherent-leadership', '', '', '2013-12-05 06:05:00', '2013-12-05 12:05:00', '', 0, 'http://leadchangegroup.com/?p=12889', 0, 'post', '', 2);
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(12894, 338, '2013-12-16 06:12:25', '2013-12-16 12:12:25', '<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\n<!--[if gte mso 9]&gt;-->\n\nAs a leader, do you sometimes feel like you\'re dashing from one emergency to the next?\n\nIf so, you’re like thousands of other leaders, struggling to stay on top of everything that’s coming at you, balancing multiple priorities, and unable to get ahead of the power curve.\n\nThinking about the future and your long-term strategy takes a back seat to just surviving the day and achieving short-term results.\n\nTough way to live as a leader, but it’s the increasing reality as more and more downward pressure is applied to achieve cost efficiencies and increase revenues.\n\nAs expectations have risen, so has the stress a leader must deal with.\n\nWhen I was in the Air Force, I worked with a leader whose nickname was Jet. Jet’s Airmen loved him except that when you watched Jet work, you could never tell if he was coming or going. He’d tell you he didn’t know either because he was bouncing from one mini-crisis to the next.\n\nMaybe your experience is similar to Jet’s: you’re constantly distracted, internally frenzied, and impatient. You struggle to set priorities, manage your time, and stay organized. You consider yourself a pretty darn good leader, but things just seem to be getting away from you and it’s frustrating the heck out of you.\n\nLooking back, Jet may have been suffering from something Dr. Ned Hallowell calls Attention Deficit Trait (ADT), the third cousin of Attention Deficit Disorder.\n<h2>How ADT Sends Your Brain Into a Tailspin</h2>\nWhereas ADD is genetically determined, ADT is induced by your environment and your brain’s natural response to stress and fear. According to Dr. Hallowell, when your brain’s frontal lobes approach capacity and stress starts to affect you, your lower brain starts sending powerful signals to your higher brain to go into a survival state. This state translates into fear, anxiety, impatience, irritability, anger, or panic.\n\nWhen ADT kicks in, the conversation in your brain goes something like this:\n\nFrontal lobes to reptile brain, “Trying to deal with everything, but not having much success.”\n\nReptile brain to frontal lobes, “Run away! Abort! Abort! Abort!”\n\nThis cycle continues until your cognitive reasoning ability and your emotional intelligence start to erode and you regress back to cave-dweller mode.\n\nWhen you are afflicted with ADT:\n\n- You fall short of working at your full potential\n- You know you’re capable of more, but you produce less\n- You know your stuff but your decisions and actions don’t show it\n- You find that you can’t concentrate on anything for very long or very deeply\n- Your creativity goes down\n- You work longer but don’t have much to show for it\n- You start sacrificing your health and well-being to catch up\n\nNone of this is very good for your career OR your employees if they work in an environment that is conducive to ADT.\n\nRemember, ADT is your “hardwired” response to stress. Although some stress is absolutely necessary for optimal human flourishing, running around in an ADT-induced survival state has deleterious effects on your ability to lead.\n\nThese negative effects hamper your ability to make good decisions, relate well to fellow workers, and deliver those all-important results.\n<h2>Key Takeaway</h2>\nThe world of work is like living in a petri dish of ADT germs. You have responsibility as a leader to establish a working environment that mitigates against ADT. If you don’t figure out how to deal with ADT, you’re thrown into the fast lane of potential catastrophic leadership failure.\n<h2>Some Things You Can Do To Avoid ADT</h2>\nDr. Hallowell recommends several straightforward techniques for leaders to ward off ADT:\n\n- Stay connected with people at work and have a friendly conversation a couple times a day\n- Reserve time to think and keep that time sacred\n- Prioritize all your tasks including your email—some emails are more important than others\n- Get good nutrition, enough sleep, and exercise\n- Take micro breaks to clear your mind and relax a little\n- Break larger tasks into smaller ones\n- Set boundaries for interruptions for phone calls, pop-ins, etc.\n- If you’re stuck, knock out something easy to give yourself a victory\n- Take a walk to clear your head\n\nHere’s the bottom line: make sure your brain’s jets are giving you optimal thrust instead of flaming out with ADT-driven behavior.', 'Fighting Fires Instead of Leading? You Might Be Suffering from Attention Deficit Trait', '', 'publish', 'open', 'open', '', 'fighting-fires-instead-of-leading-you-might-be-suffering-from-attention-deficit-trait', '', '', '2013-12-16 06:12:25', '2013-12-16 12:12:25', '', 0, 'http://leadchangegroup.com/?p=12894', 0, 'post', '', 4),
(12905, 243, '2013-12-05 12:39:47', '2013-12-05 18:39:47', 'The movies can be a rich source of leadership inspiration and help us identify role models and examples of leadership skills and characteristics that we can choose to develop.\n\nBack in 2008 I wrote a post called “<a href=\"http://www.greatleadershipbydan.com/2008/09/20-best-leadership-movies-break-out.html\">20 Best Leadership Movies; Break Out the Popcorn</a>”. It’s been one of my all-time most viewed posts, and people still leave comments with their own favorite leadership movies.\n\nFor this  month’s Leadership Development Carnival, a  trusted network of leadership bloggers to answer the question:\n\n<b><i>What is your favorite movie or movie scene that you would recommend to others to learn about leadership (or some specific aspect of leadership)?</i></b>\n\nRead more <a href=\"http://www.greatleadershipbydan.com/2013/12/the-december-2013-leadership.html\">here....</a>\n\n&nbsp;', 'Leadership at the Movies Edition', '', 'publish', 'open', 'open', '', 'leadership-at-the-movies-edition', '', '', '2013-12-05 12:39:47', '2013-12-05 18:39:47', '', 0, 'http://leadchangegroup.com/?p=12905', 0, 'post', '', 1),
(12912, 251, '2013-12-10 06:12:40', '2013-12-10 12:12:40', '<span style=\"color: #000000;\">Now that I live in the South, I’m frequently asked if I enjoy Southern hospitality. Of course I do. People being pleasant and personable make encounters more enjoyable. Yet there’s something superficial about it — a congenial exchange that happens at arm’s length, well-intentioned but not deeply committed.</span>\n\n<span style=\"color: #000000;\">I have that same view regarding how many companies and individuals approach diversity and inclusion. They tout good representation numbers but that’s where their work stops, falling way short of true inclusion.</span>\n\n<span style=\"color: #000000;\">Getting to inclusion is disruptive, complicated, and frustrating work.\n</span>\n\nYou\'ve got to want it...real bad.\n\n<span style=\"color: #000000;\">Individuals and companies choosing to be inclusive must actively work to make it a reality, seeing it as a participative sport in which everyone contributes. Inclusion is a mindset, not an initiative. \"Diversity is everybody\'s business,\" says Pat Harris, global chief diversity officer at McDonald\'s Corporation. \"I refuse to let anyone say \'diversity and inclusion program,\' because it\'s not a program. It\'s how we do business every day.\"</span>\n<h3><span style=\"color: #000000;\">At arm’s length</span></h3>\n<span style=\"color: #000000;\">Looking to assess the depth of your organizational and/or personal commitment to diversity and inclusion?  Ponder the answers to these questions:</span>\n<ul>\n	<li><span style=\"color: #000000;\">Does your organization practice real inclusion or simply point to a set of headcount numbers to show compliance? Are diverse individuals integral members of the leadership team whose alternate points of view matter and are actively considered? </span></li>\n</ul>\n<blockquote><span style=\"color: #000000;\">Diversity should be understood as <i>the varied perspectives and approaches to work</i> that members of different identity groups bring. ~</span><span style=\"color: #0000ff;\">David A. Thomas and Robin J. Ely</span></blockquote>\n<ul>\n	<li><span style=\"color: #000000;\">Are your diverse friends <em>close</em> friends — the kind you can call at 3 AM when your world is crashing around you or do you share mostly cocktail party style chatter with them?</span></li>\n</ul>\n<blockquote><span style=\"color: #000000;\">I can imagine nothing more terrifying than an Eternity filled with men who were all the same. The only thing which has made life bearable…has been the diversity of creatures on the surface of the globe. ~T.H. White</span></blockquote>\n<ul>\n	<li><span style=\"color: #000000;\">Does your organization promote equal opportunity yet provide better-than-equal opportunity to those with the “right” connections? Is there a good old boys network that operates quietly in the background? Does the engineering department promote an attitude that women don’t have what it takes? Are women who can’t work in the evening hours because of child care viewed as not being team players?</span></li>\n</ul>\n<blockquote><span style=\"color: #000000;\">We are much too much inclined in these days to divide people into permanent categories, forgetting that a category only exists for its special purpose and must be forgotten as soon as that purpose is served. ~Dorothy L. Sayers</span></blockquote>\n<ul>\n	<li><span style=\"color: #000000;\">Are micro inequities an elusive fact of life, like the diversity department being staffed primarily with women and minorities? Are there “</span><a href=\"http://www.egonzehnder.com/files/diversity_whitepaper_2.pdf\"><span style=\"color: #0000ff;\">seemingly small slights</span></a><span style=\"color: #000000;\">, subtle insensitivities, little daily acts of often unconscious exclusion, men habitually bantering about sports before meetings begin, a condescending tone, a name repeatedly mispronounced?”</span></li>\n</ul>\n<span style=\"color: #000000;\">If the responses to these reflection questions create discomfort, good. Research shows that social systems “are interested in the processes which enable the ‘powerful’ to maintain the privileges which are associated with it and the status quo.” Transformation will be challenging as our focus shifts from addressing the square peg to asking why there’s always the round hole. </span>\n\n<span style=\"color: #000000;\">Ready to move into your discomfort zone to make room for inclusion?</span>', 'Inclusion:  Boldly Go into the Discomfort Zone', '', 'publish', 'open', 'open', '', 'inclusion-boldly-go-into-the-discomfort-zone', '', '', '2013-12-10 06:12:40', '2013-12-10 12:12:40', '', 0, 'http://leadchangegroup.com/?p=12912', 0, 'post', '', 4),
(12920, 316, '2013-12-17 12:10:56', '2013-12-17 18:10:56', 'I met <a href=\"http://www.nickmayerart.com/\" target=\"_blank\">Nick Mayer</a> when ordering a gorgeous <a href=\"https://plus.google.com/photos/107142571147401895638/albums/5941396574998632145/5941396615272175778?pid=5941396615272175778&amp;oid=107142571147401895638\" target=\"_blank\">Blue Lobster print</a> of his.  I have this thing about Blue Lobsters, seeing them in Maine and as a metaphor for innovation in that this rare phenotype results from <strong>serendipity and random collisions</strong> of genes. Nick\'s <a href=\"http://escapestudio.org/\" target=\"_blank\">art is an amazing and beautiful</a> integration of art and biology in watercolor.  Here is Nick\'s powerful story of how Science is Art and Art is Science. \"Art and science have played an analogous, ever-present role in my evolution as a person, like two arms of a chromosome swinging in a cell’s cytoplasm during metaphase, at times distant then colliding and exchanging information.\" <a href=\"http://mills-scofield.com/blog/2013/12/3/the-art-of-science.html#.Up-UeZRgY_M\" target=\"_blank\">Read more</a>.', 'The Art of Science', '', 'publish', 'open', 'open', '', 'the-art-of-science', '', '', '2013-12-17 12:10:56', '2013-12-17 18:10:56', '', 0, 'http://leadchangegroup.com/?p=12920', 0, 'post', '', 0),
(12926, 323, '2013-12-09 06:15:30', '2013-12-09 12:15:30', '<h1>This Was a Great Year</h1>\n<span style=\"font-size: 13px; line-height: 19px;\">I feel proud of the things that my team accomplished this year.  Some of them were goals that we set at the outset and others were unexpected opportunities that just popped up.</span>\n\n<span style=\"font-size: 13px; line-height: 19px;\">Now, despite the bright spots, it wasn\'t all sunshine and roses.  There were some low points too.  Some difficult challenges. Times when I personally didn\'t know which way was up. When I felt that maybe I was headed in the wrong direction.</span>\n\nBut, that\'s okay.  Because I can now look back on the year, renewed, refreshed and able to recognize both the successes and failures.  And much can be learned from all of it.\n\nThe end of the year is perfect for this kind of rear-view-mirror gazing.  Especially as we switch gears into the next twelve months.  Because the start of each calendar year signifies a new beginning.  A fresh start. An opportunity to ask \"<strong>where will we go this year</strong>?\"  Of course, in order to have that conversation with ourselves and others, it is helpful to first take stock of the year that was.\n<h2>Pause To Self-Reflect</h2>\nTake some time out over this holiday season for self-reflection. Do it now. Or schedule it.  Whatever works for you, but do it before the calendar rolls to the New Year.\n\nFind your favorite quiet spot in the office, your house, your backyard, your neighborhood coffee shop and <strong>ask yourself these three questions about 2013:</strong>\n<ol>\n	<li><span style=\"font-size: 13px; line-height: 19px;\">What went according to plan?</span></li>\n	<li>What were the disappointments?</li>\n	<li>What were the nice surprises?</li>\n</ol>\nOnce you have your perspectives about this year, turn your thoughts to one more simple question:\n<ol>\n	<li><span style=\"font-size: 13px; line-height: 19px;\">Where will I go in 2014?</span></li>\n</ol>\n<h2>Invite Your Team to Self-Reflect</h2>\nDon\'t want to make this all about you?  Okay.  You can ask these same questions in the context of your team or organization. Even your family.  In fact, you should encourage this kind of reflective exercise for anyone within your realm of influence. Start with your individual self-reflections.  Then gather others together for a broader conversation about team successes, disappointments, and goals.\n<h3>Why Do We Self-Reflect?</h3>\n<blockquote>Benjamin Franklin famously said, <em>\"Observe all men; thyself most.\"  </em></blockquote>\nSelf-reflection yields self-awareness and understanding, which yields growth.  As leaders we have a responsibility to learn and grow; otherwise, we become stagnant and irrelevant.  This trickles down to our teams and out to our organizations.  Therefore, as openly self-reflecting leaders we encourage learning, change and development in others.\n\n<span style=\"font-size: small;\"><span style=\"line-height: 19px;\">But, be careful.  Self-reflection is not self-loathing.  To quote Charles Dickens, aut</span></span><span style=\"font-size: 13px; line-height: 19px;\">hor of <em>A Christmas Carol </em>and other Christmas stories - a fitting reference given the time of year:</span>\n<blockquote><em><span style=\"font-size: 13px; line-height: 19px;\">\"Reflect upon your present blessings -- of which every man has many -- not on your past misfortunes, of which all men have some.” </span></em></blockquote>\nRemember - dwell not on the negative.  Instead, appreciate the positive.  <span style=\"font-size: small;\"><span style=\"line-height: 19px;\">Avoid turning this exercise into a </span></span>laundry<span style=\"font-size: small;\"><span style=\"line-height: 19px;\"> list of complaints or criticisms. If you find that you and/or your team didn\'t end up where you wanted to go this year, let yourself be okay with that.  Cut yourself some slack.   Choose to learn from what didn\'t work and use that new-found knowledge to succeed in your next adventure.</span></span>\n<h4>Where Did You Lead This Year?</h4>\n<span style=\"font-size: 13px; line-height: 19px;\">Self-reflection brings self-renewal.  So, p</span><span style=\"font-size: 13px; line-height: 19px;\">ause and t</span><span style=\"font-size: 13px; line-height: 19px;\">ake a breath. Learn what you can and then celebrate what went well and prepare yourself for more successes in the year to come.</span>\n\nHappy Holidays.', 'Where Did You Lead in 2013?', '', 'publish', 'open', 'open', '', 'where-did-you-lead-in-2013', '', '', '2013-12-09 06:15:30', '2013-12-09 12:15:30', '', 0, 'http://leadchangegroup.com/?p=12926', 0, 'post', '', 3),
(12949, 244, '2013-12-18 12:12:41', '2013-12-18 18:12:41', '<em>\"There is great wisdom in the idea that \"we become what we think about most of the time.\" The human brain is a goal-seeking, problem-solving machine, and the things we think about, focus on, and worry about inevitably shape our destiny. We all know this, and yet most of us completely fail to see (or seize) the opportunity</em>\" <a href=\"http://www.trans4mind.com/counterpoint/index-goals-life-coaching/humbert3.shtml\" target=\"_blank\">Phillip E. Humbert</a>\n\n<strong>Consider that the door to to seeing and seizing the opportunity Phillip Humbert describes can be opened by one word: gratitude.</strong>\n\nGratitude has the power to quell our fears and create an experience of joy. When you focus on all that you are and all that you have from a context of gratitude, you experience both being on solid ground in the present and being hopeful about the future.\n\n<a href=\"http://wp.me/p339ZO-1SY\">Read more...</a>', 'The Power of Gratitude', '', 'publish', 'open', 'open', '', 'the-power-of-gratitude', '', '', '2013-12-18 12:12:41', '2013-12-18 18:12:41', '', 0, 'http://leadchangegroup.com/?p=12949', 0, 'post', '', 0),
(12960, 341, '2013-12-20 12:22:55', '2013-12-20 18:22:55', 'My wife and daughter stayed up past one of their bedtimes to watch the self-proclaimed \"TV event of the season\" -  a live version of the Sound of Music. I admit that I did peek occasionally! I listened to \"Climb Every Mountain,\" and for whatever reason, the lyrics <em>caught</em> me. I was<em> moved </em>and began reliving a hike my daughter and I enjoyed here in New Hampshire earlier this year. Read more here...', 'Hiking Mountains', '', 'publish', 'open', 'open', '', 'climb-every-mountain', '', '', '2013-12-20 12:22:55', '2013-12-20 18:22:55', '', 0, 'http://leadchangegroup.com/?p=12960', 0, 'post', '', 0),
(12966, 252, '2013-12-12 06:01:31', '2013-12-12 12:01:31', '<h2>Or, \"What was your name again?\"</h2>\nA few years ago I realized how odd it is, at my doctors’ offices, to share highly intimate, personal medical information with people whose names I don’t even know.  I now notice that some medical staff make a point to introduce themselves to me.  If they don\'t, I introduce myself (even when I <em>know</em> they know my name…) and ask for their names.  Try this and watch the response.  It wakes them up a little.\n<h2>The shortage of awareness and appreciation is “going viral.”</h2>\nBecause of our devices, we are used to living in a virtual world, to the point to where interactions with others in the real world can come across as just another transaction… a post, an update.\n\nAt a networking event, you’re just another business card.  With the customer service rep on the phone, you’re just one of the dozens of faceless voices they hear that day who have a complaint.  On LinkedIn, there’s that invitation you received just so someone can increase his or her connection count.  At the doctor’s office, you’re just another body to check in.\n<h2>Take a stand in your part of the world.</h2>\nRecently I ran across this passage in the book, Emotional Freedom, by Dr. Judith Orloff.  I’m paraphrasing.\n<p style=\"padding-left: 30px;\">Pay attention to the way you deal with someone cutting you off in traffic, or an obnoxious neighbor.  This is not a trivial microcosm of daily aggravation, but a practice lab for more serious issues.</p>\nMy friends shake their heads at me when I won’t get off this subject —when I hold the customer service agent accountable for hearing me and giving me real help —when I ask the person I don’t know, who just sent me an invite on LinkedIn, if we know each other.\n<h2>\"Do the great while it is still small.\" Lao-tzu.</h2>\nYes, I want to be seen, but I want you to know I see you too.  This is where the practice lab Judith Orloff mentions happens.\n<p style=\"padding-left: 30px; text-align: left;\"> <i>“Watch your thoughts, they become words; watch your words, they become actions; watch your actions, they become habits; watch your habits, they become character; watch your character, for it becomes your destiny.”</i></p>\nYou’ve probably heard some version of this.  The attribution <a href=\"http://quoteinvestigator.com/2013/01/10/watch-your-thoughts/\">is still up for debate</a>, but that doesn’t lessen the impact.\n\n<em>How do you use your daily practice lab to shape your destiny and our world?</em>\n\n<span style=\"color: #888888;\">Image: z_i_b_i at BigStockPhoto</span>', 'Why the Mundane Matters', '', 'publish', 'open', 'open', '', 'why-the-mundane-matters', '', '', '2013-12-12 06:01:31', '2013-12-12 12:01:31', '', 0, 'http://leadchangegroup.com/?p=12966', 0, 'post', '', 6),
(12992, 266, '2013-12-11 08:07:58', '2013-12-11 14:07:58', '“Responsibility to yourself means refusing to let others do your thinking, talking, and naming for you; it means learning to respect and use your own brains and instincts; hence, grappling with hard work.\"\n\n(<em>Claiming an Education</em>, 1977)”  - Adrienne Rich\n\nA few weeks ago, I had an interesting conversation with my friend, Mike Henry, Sr., about the direction the Lead Change Group (a leadership organization we are both actively involved with) was moving. I hadn’t really taken the time to formulate my thoughts so I could clearly articulate the top ten things on my mind, but one thing was clear to me, I wasn’t sure where I fit in any longer, or if I ever had. This is a regularly recurring thought process for me, in many areas of my life and I’ve spent some time with it over the last few weeks.\n\nBecause it’s who I am, more than anything, I feel confident in my election to be an independent spirit. I regularly make the choice to “get off the bus” and I set out to discover for myself what there is to see and do in this gorgeous place called life.\n\nPolitically, I seek out good ideas and policies in many different political parties, and I choose not to join any one party in particular. I don’t really care where ideas come from as much as I want to know how they contribute to creating the world I would like to see.\n\nSpiritually, I seek out wisdom from many different sources: a variety of religions (and some would say cults), the sciences, the arts, popular culture, the Internet, and social media. I am less than patient with the common religious attitudes that “my way is the only way.” I’m tired of the endless debates on morality, who is allowed to love whom, same-sex marriage, religious institutions that practice hypocrisy as a way of life, and politicians who are dead set on passing laws to uphold their religious beliefs, their beliefs on survival of the fittest, and their quest for power to the detriment of others. My central belief is that we are here to exhibit compassion and love, to be just, and to celebrate the unity of all life.\n\nAs a leader and a coach, I have read hundreds of leadership books, and devoted the better part of my adult life to making an effort to be the kind of leader people would be proud to work with. I have sought wisdom from the likes of Peter Drucker, Ken Blanchard, Jack Welch, John C Maxwell, Marshall Goldsmith, Stephen Covey, Tom Peters, and Warren Bennis. I studied and practiced Six Sigma, Lean Sigma, certified as a trainer for the “Fish Philosophy,” walked my staff through “Who Moved My Cheese?” and spent hundreds of hours in change management seminars. I have faithfully read blogs, articles, and more blogs on “five reasons why….in relationship to leadership, and the people who follow the leaders.\n\nHere is where I have landed: It’s past time for me to get off the bus! Reading books, writing blogs, and interviewing “leadership experts” is just activity we pursue to “prepare us to lead.” The act of leadership often finds us making it up as we go along. The truth is, what works for one person may or may not work for you or me in any given situation. Most of the time, we are required to take thoughtful and relevant action based upon the conditions at the time, and these conditions are unique at any point we wish to look at them.\n\nWhat follows is my opinion, and I’m sharing it so that those who think the same way I do know that I’m here. I’m not here to convince you that I’m right – because I’m still seeking and practicing the best possible leadership thoughts that work for me; my way is not the only way, and I may not be right. I appreciate you staying with me for the long haul.\n\nThere are a few core leadership skills that are required, and work 90% of the time for people who really care about being leaders. The rest is rhetoric designed to obfuscate people’s perceptions of what currently passes for leadership in our government, our corporations, our schools, and churches. Very little of what we read is new thought. It is the application of what we’ve always done, giving us the results we’ve always gotten – and it doesn’t appear to be working.\n\nWhat are these top ten skills, you laughingly ask?\n<ol>\n	<li>Listen more than you talk.</li>\n	<li>Recognition that everyone brings something of value to the table, and deserves to be heard. Inclusiveness.</li>\n	<li>Honesty and a fearlessness in sharing your thoughts and ideas with the full knowledge that you will be heard. And, acknowledgment that you may not be right - being open to others’ thoughts and ideas.</li>\n	<li>Listen more than you talk.</li>\n	<li>Practice compassion, and unconditional love.</li>\n	<li>Being grateful for all that you have been given, and willing to share what you have.</li>\n	<li>Being just – always – but not judgmental.</li>\n	<li>Don’t take anything personally.</li>\n	<li>Celebrate the unity of life – joyfully.</li>\n	<li>Hold everyone accountable – including yourself!</li>\n</ol>\nIt’s our job as members of the Lead Change Group to provide viable role models to our children and young adults on HOW to be a great leader. This doesn’t mean writing books, blogs, or much of the activities we are actively engaged in on a daily basis. It means living and breathing these leadership skills we hold dear. It means practicing, revising, and practicing more – being willing to admit when we fail, and talk about what we learned. It means living a powerful life of compassion and love, and helping others to do the same. It means seeking justice, but not judgment. It means celebrating all that we are, all that we have and all that we give.\n\n&nbsp;\n<p align=\"center\"><b><i>How do you practice your independence of thought in leadership?</i></b></p>', 'An Independent Spirit', '', 'publish', 'open', 'open', '', 'an-independent-spirit', '', '', '2013-12-11 08:07:58', '2013-12-11 14:07:58', '', 0, 'http://leadchangegroup.com/?p=12992', 0, 'post', '', 3),
(13001, 333, '2013-12-13 06:12:17', '2013-12-13 12:12:17', 'Winter is here and with it comes Christmas and festive fun; however, how can you use the festive period to your advantage? The run up to Christmas is the ideal time for you to let your hair down and show your staff and your colleagues that although you’re responsible and often enforce your role as ‘the boss,\' you’re also incredibly fun to be around and you know how to relax and unwind when the time is right.\n\n<strong>What’s The Point in a ‘Softer Side’?</strong>\nIf you show your employees that you’re not always stern and that they can often speak with you not just as an employee or a colleague, but also as a friend it can make your workforce much more cooperative going forward. By taking the time to get along with your employees in this way it also makes for a nicer working atmosphere and it means that your employees will be happier in the short term and more productive in the long term.\n\nHowever, it’s not just about your employees enjoying themselves and respecting you – the happier the employees are the better the service will be, which in turn will benefit the company’s reputation. A strong reputation can in turn lead to an increase in demand, which means that those working for the company may eventually receive a bonus for their hard work and dedication.\n\n<strong>Raising Morale By Spreading Christmas Cheer</strong>\nThe first step that you should take in order to express your softer side is to take the time to raise morale within your workplace and to spread Christmas cheer between your colleagues and within your team.\n\nYou can raise the morale within your place of work and end the year on a good vibe or a high note by playing Christmas music throughout the workplace. You could even take this strategy a step further by letting your team know that they’re free to bring in their own Christmas CDs or music if they wish to.\n\nAnother way in which you can raise the morale within your workforce is to put up Christmas decorations with other members of your department. Of course this depends upon the environment that you work in, as well as whether or not you have the time to spare.\n\nAn understanding manager is a respected manager; this means that if your team wishes to dress down for Christmas, you should embrace this and suggest everyone donates a little for the event for a chosen charity. Also, if all vital work is completed, you can send your employees home early, leaving them with a positive memory of their workplace over the Christmas break.\n\n<strong>Establishing Bonds and Strengthening Friendships</strong>\nIt’s just as important for you to bond with your employees as it is to raise their morale. If you bond with your employees and show them that you can relax and are genuinely concerned, they are more likely to come to you if they have any issues.\n\nOne way for you to establish bonds with your employees and your colleagues is to hold events such as ‘Secret Santa.’ This is where each person will draw the name of a colleague from a hat and will have to buy a surprise gift for that person – it’s a form of gift giving but with the twist of potentially buying for somebody that you do not know very well and they will not be aware that you are purchasing a gift for them.\n\nHowever, one of the best ways in which you can encourage your employees to bond with you is by increasing the amount of one-to-ones that you have with your staff. By increasing the number of one-to-ones you can determine whether or not there are any issues regarding your workforce and you can deal with any concerns that your employees may have as they arise.\n\nChristmas is a great time to tackle any issues and get everything out in the open. By addressing any concerns and allowing people to get things off their chests (and minds), your workforce should come back in the New Year ready for action.\n\nThere are many other ways in which you can show your softer side but the key is to be yourself whilst remembering that you are a manager and even if you’re working to lighten the mood you’re still responsible for your team and their safety.', 'Christmas: A Time to Show Your Softer Side', '', 'publish', 'open', 'open', '', 'christmas-a-time-to-show-your-softer-side', '', '', '2013-12-13 06:12:17', '2013-12-13 12:12:17', '', 0, 'http://leadchangegroup.com/?p=13001', 0, 'post', '', 0),
(13006, 316, '2014-01-08 12:36:27', '2014-01-08 18:36:27', '<h1></h1>\nI’d like to think I’m good at challenging the status quo.  To get regular reality checks, I spend time with college kids creating for-profit and not-for-profit businesses aimed at solving wicked problems.  They truly challenge the status quo and it is, fortunately, invigoratingly contagious.\n\nSometimes (most of the time?), the status quo is so deeply engrained we don’t realize it – so deeply inherent in our worldview that when confronted with it, we view questioning it as <a href=\"http://mills-scofield.com/blog/2011/10/21/be-a-heretic-innovate.html\" target=\"_blank\">heretical</a>.  This hit home in the span of less than a week when 4 separate ‘events’ screamed <strong>Status Quo Alert</strong> at me... <a href=\"http://mills-scofield.com/blog/2013/12/10/the-slippery-slope-of-not-asking-why.html#.UqjeMvRDtTc\" target=\"_blank\">Read More</a>', 'The Slippery Slope of Not Asking Why', '', 'publish', 'open', 'open', '', 'the-slippery-slope-of-not-asking-why', '', '', '2014-01-08 12:36:27', '2014-01-08 18:36:27', '', 0, 'http://leadchangegroup.com/?p=13006', 0, 'post', '', 0),
(13011, 328, '2013-12-18 06:12:43', '2013-12-18 12:12:43', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/12/gemischte-Teams.jpg\">\n\nWhen you are a leader, you are working with people. How you view people would have the greatest leadership impact on your careers as a leader.\n\nHow you interact and motivate is an ongoing challenge. But leadership is a team sport. We all need one another to create great teams.\n\nAs a leader, what dialogue do have inside your head regarding the people you lead? Is it a bunch of complaints of what they are not doing? Or do you view your team in the best of light even when they fall short of expectations?\n\nHere are some helpful suggestions that can shape a positive mind set about your team:<b></b>\n\n<b>Assume the best in others</b>. Everyone comes to work to do the very best they can do. No one wakes up in the morning looking to perform to the worst of their abilities. Assuming the best in others is about recognizing the talent available to you as a leader. Is everyone going to be an A player? Probably not. But that doesn’t mean everyone is a failure either.\n\nYou may not have the best of teams, but that’s why you got the job of a leader right? A leader takes people where they are, to where they could be.\n\n<b>Create an environment where failure is not the end of the world. </b>People who learn that mistakes or failures are only temporary, are the ones who go on to do great things.  Leaders need to understand that anyone who has ever achieved anything of significance, made countless mistakes along the way.\n\n<b>Understand what makes them motivated</b>. If you want to develop healthy working relationships, you need to humanize others by understanding their background, dreams, inspiration and challenges.\n\n<b>Recognize and applaud achievement. </b>Acknowledge a person’s effort for a task; be specific in your praise. Rather than say “you’re doing great” say “you’re doing great because you took care of a customer that needed help with a reservations at our hotel tonight.\"\n\n<b>Serve their needs.</b> You have to help others before you can ever expect that they will help you. Go the extra mile and do the unexpected for your team. Help them, praise them, and uplift them. Make sure they are part of your leadership agenda by incorporating “what makes them flourish” in shaping the “why” and “what” of your plans and approaches.\n\n<b>Assume the best intentions.</b> Reinforce positive behaviors. Make sure our initiative delivers value. Complaining about others reduces your influence and turns you into a follower. Positive framing focuses on what can be done rather than who is to blame.', 'How leaders seek the best in others?', '', 'publish', 'open', 'open', '', 'how-leaders-seek-the-best-in-others', '', '', '2013-12-18 06:12:43', '2013-12-18 12:12:43', '', 0, 'http://leadchangegroup.com/?p=13011', 0, 'post', '', 1),
(13022, 329, '2013-12-17 06:10:17', '2013-12-17 12:10:17', 'It happens this time every year.  Customers, fueled by big-deal bargains, shopping lists lined with specific requests, and a fear of missing out on either one or both of the above, practically attack retailers.  The joy of generosity is trumped by the dark side of greed and consumer competition.  Front-line employees, having endured a year of doing more with less, feel overwhelmed, under supported, and taken for granted.\n\nSome front line employees bark back at demanding customers thus damaging the brand or organization’s reputation.  Some become comatose robots lifelessly going through the motions.  And, some cope with their holiday stress in more subtle, manipulative ways like carelessness and irresponsibility.  At the time service providers most need service excellence (over 30% of a retailer’s annual revenue comes from the last 45 days of the year), they are forced to deal with stressed-out employees.  What are ways leaders can create stress-free customer service?  Here are four strategies to implement.\n\n<span style=\"text-decoration: underline;\">Keep in Touch</span>\n\n“You can pretend to care, you cannot pretend to be there,” wrote Texas Bix Bender in his book <b><i>Don’t Squat With Yer Spurs On!</i></b>   Bender was describing a vital feature of leadership: connection.  Great service leaders focus on being there, everywhere, not in absentia.  And, when they are there, they are all there—focused, attentive, and engaged.  They hunt for genuine encounters.  They also upset the pristine and proper by inviting vocal customers to meetings.  They spend time in the field and on the floor where the action is lively, not in carefully contrived meetings where the action is limp.  They thrive on keeping things genuine and vibrant.\n\n<span style=\"text-decoration: underline;\">Keep Out of the Way</span>\n\nThis is not an invitation to hands-off abandonment, but rather as a caution never to use more leadership than is needed.  If we have hired smart people and given them solid preparation and clear assignments, they shouldn’t need a parent to watch over them.  Effective leaders give front-line servers the freedom to solve customer problems and answer questions on the spot within flexible guidelines.  Customers use the level of front-line empowerment as a peephole into the values of an organization.  The more they witness or experience employees who act with authority on their behalf, the more their confidence in the organization will soar.\n\n<span style=\"text-decoration: underline;\">Keep Your Promises</span>\n\nOne feature that has been wrung out of the work world is trust.  Trust is born out of authenticity.  We trust others when we perceive their motives are unadulterated and credible.  Communicate your enthusiasm for the privilege of being of service to employees.  The stereotypical leader gets caught up with looking, sounding, and “acting” executive, and employees get a message of “plastic” power.   Great leaders know humility bolsters trust. And, the trusting organization values generosity over miserly squeezing every dollar out of every transaction.  Everyone in the organization should protect and grow the assets of the enterprise.  However, customers remember organizations that refrain from nickel-and-diming them to death.  That customer orientation is founded on how well employees are trusted by the leaders.\n\n<span style=\"text-decoration: underline;\">Keep Jelly Beans on Your Desk</span>\n\n“Jelly beans” is code for the sense of fun today’s employees desperately need.  As customers aim their anxiety and aggression at the front-line, employees need the bulletproof vest that can come from high self-esteem.  Happy employees are resilient in times of stress or chaos; courageous in moments of conflict.  Sourcing an emotional strength that is bolstered by a supportive, affirming environment, they are able to absorb tension, converting it into compassion in arduous situations.  Look for ways to shake up the place with quirky events, silly signs, and celebrative occasions.  Constantly seek ways to convey gratitude and encouragement for service greatness.  “Thank you” are the two most important words in the English language.   Remember what William James said: “The deepest craving of human nature is the need to feel valued.”\n\nIn the face of holiday stress, embrace these four steps.  Share them with other leaders and add new favorites.  Remember:  the number-one impact on customer relations is employee relations.  As a leader, your influence, passion, and dedication to be grace and excellence under pressure will go far in creating a leadership covenant that restores the kind of service covenant guaranteed to turn customers into advocates…even during hectic holidays!\n\n&nbsp;', 'A Leader’s Guide to Stress-Free Holiday Customer Service', '', 'publish', 'open', 'open', '', 'a-leaders-guide-to-stress-free-holiday-customer-service', '', '', '2013-12-17 06:10:17', '2013-12-17 12:10:17', '', 0, 'http://leadchangegroup.com/?p=13022', 0, 'post', '', 0),
(13043, 290, '2013-12-19 06:19:15', '2013-12-19 12:19:15', 'Within the Lead Change Group, there are many diverse perspectives and experiences to tap. Millennials are the next generation up and they are a large and energetic group. <a title=\"What Essence of Leadership Should Be Shared?\" href=\"http://www.thindifference.com/2013/07/15/what-essence-of-leadership-should-be-shared/\" target=\"_blank\">Each generation has a responsibility</a>, I believe, to embrace the young and old and learn from each other. With all this as background, we posed the question to the <a title=\"Lead Change Google+ Group\" href=\"https://plus.google.com/communities/101604474820777716727\" target=\"_blank\">Lead Change Google+ group</a>:\n<blockquote><strong>What one career or leadership insight would you want a 20-something to know now?</strong></blockquote>\n<h3>Highlighted below are a snapshot of the answers:</h3>\n<a title=\"Kate Nasser\" href=\"https://plus.google.com/110736151092414539538\" target=\"_blank\"><b>Kate Nasser</b></a><b>:</b> You can achieve anything you want IF your work ethic, emotional and social intelligence, and perseverance match your desire!\n\n<a title=\"Joy Guthrie\" href=\"https://plus.google.com/115313563929463595030\" target=\"_blank\"><b>Joy Guthrie</b></a><b>:</b> There\'s something to learn in every situation you find yourself. The truth of the matter is that on average people change careers at least 5 times in their lifetime. Learn from each experience as you build your future. Don\'t give up on a situation too soon. You may find that what you thought you didn\'t like was actually something you loved.\n\n<a title=\"Paul LaRue\" href=\"https://plus.google.com/102101450845600405644\" target=\"_blank\"><b>Paul LaRue</b></a>: I would have to say it’s to edify others always before yourself. The world today needs people who encourage and build up more than ever before. It\'s a quality that transcends any career or calling in life. Great statesmen (Disraeli), business leaders, politicians (Lincoln) and entertainers have always left those they interacted with a more profound sense of self-worth.\n\n<a title=\"Christopher Avery\" href=\"https://plus.google.com/111434827021010881861\" target=\"_blank\"><b>Christopher Avery</b></a>: How to practice responsibility – to learn, to grow, to shape your reality at will.\n\n<a title=\"Mike Henry Sr.\" href=\"https://plus.google.com/111988678152304378767\" target=\"_blank\"><b>Mike Henry Sr.</b></a>: Regardless of the situation, look for ways to be as valuable as possible. And your boss, your team, and your customers are the people who determine value. We never get to determine the value of our own efforts.\n\n<a title=\"Lynn Ferguson-Pinet\" href=\"https://plus.google.com/114791564125788125885\" target=\"_blank\"><b>Lynn Ferguson-Pinet</b></a>: Take in all the experience they can and ask \"do I love what I\'m doing.\" So many people stay in jobs later in life because they never asked themselves that question enough. Later in life they find they have no choice but to stay where they are or what they are doing because they have so much invested in it.\n\n<a title=\"Barry Smith\" href=\"https://plus.google.com/111242413366906112272\" target=\"_blank\"><b>Barry Smith</b></a>: If you want to succeed at anything, you better plan on giving 70% and receiving 30%.\n\n<a title=\"Terri Klass\" href=\"https://plus.google.com/109331687062367407422\" target=\"_blank\"><b>Terri Klass</b></a>: I would say that building relationships is key and be open minded.\n\nGreat insights to pull forward and use fully, no matter the generation you may be in.\n\nMy addition:\n<blockquote><strong>Take the time to really understand what you want in life and career and ensure you are gaining momentum in the direction you intend to go. Focus on always learning, growing, and getting better at what you so.</strong></blockquote>\n<h3>Take the Step. Engage Another Generation.</h3>\nWe have many generations in the workplace today, more than ever before. Our responsibility across each generation is to engage with each other, share our experiences, and raise each other up in the way we lead. We cannot be divisive. We cannot develop stereotypes. We need to remember diversity of experience and insights strengthen us. There is too many challenges ahead, and we <a title=\"No Leader is an Island\" href=\"http://leadchangegroup.com/no-leader-is-an-island/\">need to work together</a>.\n\nTake the step. Share your experiences with someone from another generation. At the same time, ask questions to learn from another generation. We need to have a two-way exchange so we build better leadership paths ahead.\n<h4><b>Join in! What one career or leadership insight would you want a 20-something to know now?</b></h4>', 'What One Career Insight Would You Want a 20-Something to Know Now?', '', 'publish', 'open', 'open', '', 'what-one-career-insight-would-you-want-a-20-something-to-know-now', '', '', '2013-12-19 06:19:15', '2013-12-19 12:19:15', '', 0, 'http://leadchangegroup.com/?p=13043', 0, 'post', '', 4),
(13051, 335, '2013-12-16 12:07:46', '2013-12-16 18:07:46', '<span style=\"font-size: 13px;\">As this year winds down, I’m preoccupied with the question of how I can be more effective next year. My historical method, and the process I’ve started for 2014, has been to create a plan – complete with goals, strategies and tactics. However, someone challenged me recently with the idea of establishing resolutions. She said, </span><i style=\"font-size: 13px;\"><strong>“If you were going to create resolutions for the New Year to be a better servant leader, what would you include?”</strong></i> <a href=\"http://greatleadersserve.com/leadership/10-new-years-resolutions-servant-leader/\" target=\"_blank\">Read more here</a>....', '10 New Year&#039;s Resolutions for the Servant Leader', '', 'publish', 'open', 'open', '', '10-new-years-resolutions-for-the-servant-leader', '', '', '2013-12-16 12:07:46', '2013-12-16 18:07:46', '', 0, 'http://leadchangegroup.com/?p=13051', 0, 'post', '', 0);
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(13066, 282, '2013-12-20 06:03:53', '2013-12-20 12:03:53', '\"What do you want written on your tombstone?\"   The question has been posed over and over, challenging people to pause and consider what they want their lives and legacy to ultimately be.  There are so many things that could be said...   \"He was a good man...  I told you I was sick...  She was a loving wife, mother and friend... Here lies Les More... No Less, No More...\"\n\nBut the question begs to be asked.  What do you want people to remember you for RIGHT NOW?  When your name comes up, how do you want people to respond?  Do you want them to comment about something you\'ve done?  Remark about the quality of your character?  Mention the things that you love to do the most?  How do you want to be known?  Ultimately, it\'s up to you, isn\'t it?  You have influence over what people think of you, so how will you impact not only what\'s on your tombstone, but what\'s on your \"live stone\"?\n\n<strong>Choose where you spend your time</strong><strong> wisely.  </strong>Depending on where you live on the planet what gender you are, you will live approximately 35 to 40 million minutes.  Now that may sound like a lot, but you\'ll spend over a third of those sleeping, and approximately another 10 to 15 percent eating.  That leaves you around 55 to 60% of those minutes to use.  But wait, if you\'re in the work force, you\'ll use up another 20% of your time at work.  Choose wisely.  You can talk about \"investing time, not spending time\" all you want, but the truth is once you\'ve used that moment, it\'s gone.\n\n<strong>Support what you love with your time, efforts and</strong> <strong>money.</strong>  Lip service means nothing if it\'s not backed up by our clock and our cash.  You say you care about the homeless?  Go work in a soup kitchen on a regular basis.  You care about troubled teens?  Donate to after school programs.   If you want to be known now AND later for making a difference, here\'s the simple plan to follow.  Go make a difference.\n\n<strong>Whatever you put your hand to </strong><strong>do, do it with excellence. </strong><strong> </strong>The world is full of average people giving a mediocre effort for  a bland, middle of the road set of underwhelming results.   Stand out by doing what you do better than anyone else.  If it\'s not ultimately better in quality, it ought to at least be better in effort.  When did it become OK for average to be goal or benchmark we strive for?  Reach, and reach higher! Work, and work better! Serve others, and serve like their life and your legacy depends on it!  It just may.\n\n<strong>Invest in relationships more than anything else. </strong><strong> </strong>We can fill our lives with checklists and projects, and our resumes with scores of accomplishments listed in chronological order.  In the Bible, I Corinthians 13: 1-3 says, \"If I speak with human eloquence and angelic ecstasy but don’t love, I’m nothing but the creaking of a rusty gate.  If I speak God’s Word with power, revealing all his mysteries and making everything plain as day, and if I have faith that says to a mountain, “Jump,” and it jumps, but I don’t love, I’m nothing.   If I give everything I own to the poor and even go to the stake to be burned as a martyr, but I don’t love, I’ve gotten nowhere. So, no matter what I say, what I believe, and what I do, I’m bankrupt without love.\"   People need you.  They need your time, your understanding, your influence and most of all your love.   If no one misses you when you\'re gone, then what kind of real impact have you truly had?\n\n<a href=\"http://synergizeme.files.wordpress.com/2013/12/santa-claus-tombstone.jpg\"><strong>Be authentic and approachable. </strong> The greatest legacies in history are not necessarily the kings and poets, heroes and explorers.  Those who will have the most lasting legacies are those who build a solid foundation for the next generation.  This world is dying for people who genuinely care, and who avail themselves to others in making the world a better place.\nSo if there\'s something you want on your tombstone, put it in your will.  We might actually follow through with it for you if what you wrote is true. But until then, you\'re in charge of your \"live stone.\"  Go do something spectacular with it!\n\n<b>What do you want written on YOUR tombstone?</b>', '5 Challenges for Your Living Tombstone', '', 'publish', 'open', 'open', '', '5-challenges-for-your-living-tombstone', '', '', '2013-12-20 06:03:53', '2013-12-20 12:03:53', '', 0, 'http://leadchangegroup.com/?p=13066', 0, 'post', '', 2),
(13069, 244, '2014-01-17 12:18:43', '2014-01-17 18:18:43', '“Golden handcuffs” is a phrase used to describe a system of financial incentives designed to keep key employees from leaving a company. If you are wearing them, however, they likely feel a lot more like a safety and security net, than like restraints.\n\nOf course, if you love what you do and where you work it could be a very good thing to be “handcuffed” to your job for both you and your employer.\n<h3>Yet there is always a cost, perceived or not, to getting too comfortable in any restraints that are controlled by others.</h3>\n<a href=\"http://wp.me/p339ZO-1Tb\">Read more...</a>\n\n&nbsp;', 'Take Off the Cuffs', '', 'publish', 'open', 'open', '', 'take-off-the-cuffs', '', '', '2014-01-17 12:18:43', '2014-01-17 18:18:43', '', 0, 'http://leadchangegroup.com/?p=13069', 0, 'post', '', 0),
(13072, 342, '2013-12-27 06:12:28', '2013-12-27 12:12:28', 'The following statements are often heard from those giving advice to those leading organizational change initiatives:\n“The first requirement is to have top management on board.”\n“Top management buy-in is essential for change to occur.”\n“Significant change will only occur if led from the top.”\n“The CEO determines the organizational values.”\n\nOn the other hand, the following statements are heard just as often from those involved in the change effort:\n“The CEO change proclamation is only seen as a passing fad that they can wait out.”\n“The rank and file only gives passive compliance to management directives.”\n“Top management support does not guarantee employee commitment.”\n“Given a reward system, the organization will learn how to play the game.”\n\nSound contradictory? Employees are increasingly treating management proclamations with cynicism following years of management fads. Yet, grass root change is often frustrated by their positional inability to take the necessary steps for implementation. Which is the correct view of change?\n\nInstead of looking at organizational change through one lens or another, recognize that there is a grain of truth in both views. When the process is viewed in a holistic manner it can be seen that both positions are true when viewed collectively, but wrong when viewed in isolation, which is the way most change initiatives are implemented. Top management lays out a vision for the future, only to see it frustrated and ignored by the organization when something else they say or do contradicts the organization’s view of the proposal. Nothing is seen so clearly as management inconsistencies, even when accidental.\n\nHierarchical authority is sufficient to get temporary compliance but not lasting commitment. At the same time individuals in the organization see problems they are having in their daily jobs, but are frustrated by their lack of organizational power to make the changes that would improve their situation. Both approaches to initiate change happen every day and fail just as often. Top management gets frustrated that the organization “just doesn’t get it.” Line managers get tired of trying to make a difference and give up and accept the status quo and the problems that go with it. They accept the only option they have: they complain about their jobs and how “management just doesn’t get it.” Interesting, everyone doesn’t “get it” while pointing at each other.\n\nThe reasons for change failure can often be traced to the approach taken and the underlying issues that inhibit change from occurring. Management keeps trying different programs, searching for just the right solution that the organization will adopt. This constant change in focus confuses the organization. They see only each individual program, missing the consistent theme of what management is attempting. Further, there is a difference between compliance and commitment. A management dictate will receive quiet compliance that can be viewed on the surface as successful change. But scratching the surface will show a lack of commitment that will undermine any lasting change.\n\nAll management actions are viewed by employees in close context with other management comments and actions. And often, relationships will be seen where they really don’t exist, but “perception is reality.” Thus, management is often their own enemy when they are trying to initiate change. For example, promoting team spirit at the same time there are workforce reductions will create contradictory messages. Yet both messages may be required for the overall change to be effective. This sets up a situation where great care is required in both crafting a comprehensive message and anticipating possible reaction that cannot fully be anticipated. However, corporate change communication programs that are rolled out from the top can often actually inhibit this communication because of the background noise and confusion among multiple message themes.\n\nTime for reflection – when are you the enemy of the change you champion?\n\n&nbsp;\n\nPhoto source: flickr-2371783536-original.jpg', 'Paradox of Organizational Change', '', 'publish', 'open', 'open', '', 'paradox-of-organizational-change', '', '', '2013-12-27 06:12:28', '2013-12-27 12:12:28', '', 0, 'http://leadchangegroup.com/?p=13072', 0, 'post', '', 5),
(13073, 243, '2013-12-19 13:54:43', '2013-12-19 19:54:43', 'I often read leadership posts or engage in leadership discussions where different definitions of leadership are present. One definition of leadership implies position. But on the Lead Change Group website we talk about Character-based leadership.  Character-based leadership is influence others grant you because of who you are, not because of what position you hold.\n\nI thought of 4 \'senses\' of leadership based on one\'s character. Since it is different from positional leadership, those senses, a sense of mission, urgency, responsibility and service, are senses you either have to have or develop.  Please take a minute and<a title=\"4 Senses of Character Based Leadership\" href=\"http://smartblogs.com/leadership/2013/12/19/4-senses-of-character-based-leadership/\" target=\"_blank\"> check out the post</a> and let me know if you think I got them all or if there are others.  Read more here....\n\n&nbsp;', 'Four Senses of Character-Based Leadership', '', 'publish', 'open', 'open', '', 'four-senses-of-character-based-leadership', '', '', '2013-12-19 13:54:43', '2013-12-19 19:54:43', '', 0, 'http://leadchangegroup.com/?p=13073', 0, 'post', '', 0),
(13107, 243, '2013-12-23 06:09:25', '2013-12-23 12:09:25', '<p style=\"text-align: center;\"><a href=\"http://izquotes.com/quote/16842\">\nI wrote a post published on Smartblog on Leadership about the <a title=\"The 4 Senses of Character-based Leadership\" href=\"http://smartblogs.com/leadership/2013/12/19/4-senses-of-character-based-leadership/\">4 senses of character-based leadership</a> and shared it with both the <a title=\"Lead Change Group on LinkedIn\" href=\"http://www.linkedin.com/groups?gid=1875191\">Lead Change</a> and the <a title=\"Linked2Leadership LinkedIn Group Page\" href=\"http://www.linkedin.com/groups?gid=77155\">Linked2Leadership</a> communities. Over on the Linked2Leadership group page on LinkedIn, Bjorn Nilsen commented:\n<blockquote>“...the key sense that needs to be added to the list is \'sense of one\'s self\'. This is the keystone to character-based leadership - an awareness of one\'s self, one\'s strengths, one\'s weaknesses, one\'s \'gut-level\' instincts and reactions to any situation. A lack of self awareness makes it impossible to lead from \'who you are\' and places you in a position of having to lead from a position of power…”</blockquote>\nSo I got to thinking about a sense of self. My initial reaction, probably because of when I was raised, who my parents were, and because of my own tendency to be pretty arrogant, was that a sense of self is not a good thing. Maybe not you, but many of us tend to think of ourselves as the center of the universe. Everything that happens is evaluated based on the impact to us. If we find a $20 bill laying around, our first thought is how lucky we are to find it. We might even decide that this is some divine pay-back for something we lost years ago. It might be God’s idea of helping us out, or it could be a great excuse to purchase a lottery ticket. All of my initial thoughts when finding a $20 bill laying around would go along those lines.\n\nSomeone lost that $20. There’s no chance that it just materialized or was created without an owner. Twenty dollar bills don’t own themselves. They can’t purchase their freedom. They can’t ever be free. A $20 bill always belongs to someone. My initial thoughts are almost never for the person who lost it.\n\nIn fact, my initial thoughts are almost never for the other person in just about any situation. When I fell in love with Vicky, my wife, my initial thoughts were of her. And after 30 years of marriage, at times they still are. (It’s honest, not necessarily great, but honest.)\n\nEvery day, I have to train myself to think of others. Sometimes it seems as if I’m either thinking of myself or I’m thinking of myself because I didn’t think of others. It’s a vicious circle where I’m still thinking of myself all the time, but never constructively. I’m either selfishly thinking of myself or I’m selfishly criticizing myself.\n\nI’d call humility a healthy sense of one’s self. Humility allows us to objectively understand ourselves in a way that is simply most effective in dealing with others. Humility enables us to make the most of our own strengths without offending or creating some type of co-dependent relationship. Humility is an accurate understanding of oneself. Can we know our strengths and weaknesses in a way in which others would agree? Can we understand ourselves and still respect others?\n\nAs Bjorn mentioned above humility is critical to effective character-based leadership. It is an awareness of one’s strengths, weaknesses, instincts and reactions. I would add that the humility we need, the fifth sense for a character-based leader, is also a sense of awareness of our values and passions, but that’s for another post.\n\nSo consider now the 5 senses of character-based leaders: Mission, Urgency, Responsibility, Service, and Oneself. Definitely a foundation of character-based leadership is humility: a healthy, balanced sense of oneself.  Check out the <a title=\"The 4 Senses of Character-based Leadership\" href=\"http://smartblogs.com/leadership/2013/12/19/4-senses-of-character-based-leadership/\">Smartblog on Leadership post</a> for more on the first 4 senses and let me know what you think.  What are your thoughts on the need for an accurate sense of oneself?  Care to share below?  Thanks in advance.  I\'m grateful for your attention on the topic.\n\n<span style=\"font-size: xx-small;\">Photo <a href=\"http://izquotes.com/quote/16842\">izquotes.com</a></span>', 'Humility: The 5th Sense of Character-based Leadership', '', 'publish', 'open', 'open', '', 'humility-the-5th-sense-of-character-based-leadership', '', '', '2013-12-23 06:09:25', '2013-12-23 12:09:25', '', 0, 'http://leadchangegroup.com/?p=13107', 0, 'post', '', 4),
(13124, 288, '2013-12-30 06:12:04', '2013-12-30 12:12:04', 'Every year, millions of people around the world make New Year’s resolutions. According to usa.gov, top resolutions range anywhere from losing weight, to recycling more; but for business leaders, why not make a resolution to improve your business and your own personal professional development as well. Below are a few wise words and tips for success from Dale Carnegie Training to help you put your best foot forward in 2014.<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/12/Dale11.jpg\">\n\n<b>Never Forget How Important Your Customers Are</b>\n\nResearch conducted by marketing guru Dan S. Kennedy found that 68 percent of customers stop giving a company their business because they feel unappreciated and unimportant. In the New Year, make it a point to exceed customer expectations through stellar <a href=\"http://www.dalecarnegie.com/customer-service-skills-training/\">customer service skills</a>. Work hard to make sure that every employee is trained to reach these high standards to show consumers your company cares, and to ultimately foster customer loyalty.\n\n<b>Remember That There Is No ‘I’ In Team</b>\n\nWhile being the best leader you can be is critical to your company’s success, it is also important that leaders take time to foster engagement in each member of their team as well. If you thought that simply getting your work done and meeting your marks every year makes you a good leader, think again. Employee engagement, which is the emotional and functional commitment an employee has to his or her organization, plays a huge role in how employees perform, and ultimately how successful a company is. Companies with engaged employees outperform those with employees who are not engaged by up to 202 percent. Engaged employees feel personally connected to their company and work harder to improve customer satisfaction, thereby increasing ROI. All in all, engaged employees can make or break your business.\n\nHere are 3 simple tips to help you improve employee engagement:\n<ol>\n	<li>Always articulate a clear vision for everyone on your team.</li>\n	<li>Learn how to give constructive feedback without insulting your employees.</li>\n	<li>Constantly show your employees that they are truly valued.</li>\n</ol>\n<b>Invest In Yourself</b>\n\nLast but certainly not least, every leader should consistently be investing in themselves. Regardless of what level you have reached in your professional career, there is always room improvement.  Through constant research, <a href=\"http://www.dalecarnegie.com\">leadership training</a> and networking, leaders should work on their personal development to make themselves more valuable to their company, and better professionals overall. One important tip that many leaders overlook is the power of stress reduction. Stress can hinder work performance and can also greatly affect your health. While some stress can be unavoidable and slightly beneficial, it’s critical that you learn how to control it. In the upcoming year, learn how to avoid letting stress get the best of you, and discover what methods and techniques work for you. By mastering stress control, you will become more valuable to your company, and will be able to live a healthier, happier and more fulfilling life.\n\nDo you have any business New Year’s resolutions for yourself? Share your resolutions, tips and insights below. Happy New Year!\n\n&nbsp;', 'New Year’s Resolutions for Leaders', '', 'publish', 'open', 'open', '', 'new-years-resolutions-for-leaders', '', '', '2013-12-30 06:12:04', '2013-12-30 12:12:04', '', 0, 'http://leadchangegroup.com/?p=13124', 0, 'post', '', 2),
(13132, 323, '2013-12-31 06:12:43', '2013-12-31 12:12:43', 'I recently had the honor of participating on a graduate school alumni panel. This was my chance to give back, by sharing some advice with the incoming students of the various graduate programs offered by the business school.\n\nStanding in front of a room full of future M-somethings, I answered questions about why I pursued an MBA, how I made the most of the program, and how my degree prepared me for the role I have today.\n\nMost of these questions were shared with me in advance, so that means I had prep time to craft what I hoped would be thoughtful answers.  Half way into it, I thought things were going well.\n\nBut then, the discussion moderator, Peter, threw the panel members a curve-ball.  He announced that he had an impromptu question for each of us.  <em>What was he thinking?!  </em>There’s nothing quite like a little improvisation in front of a few dozen eager graduate students, with their eyes locked on your position.\n\nLeaving me very little time to produce a response, Peter asked, “<strong>Alan, what advice do you have for aspiring leaders</strong>?”  Peter directed this question at me in particular, because he knows that I spend a lot of my time thinking about, talking about, and trying to teach leadership to both students in an academic environment and business leaders in a corporate setting. Surely one should expect me to have a great answer, right!?\n\nI jokingly responded, “That’s a great question, Peter.  Do we have an hour to really dig into it?”  I hoped it was not obvious to the audience that I was only buying time with this initial response while I thought up my real answer.   With a straight face, Peter said, “I’ll give you two minutes.”  This was serious business.\n\nIn my favor, everyone laughed.  But, when the laughter died down, they just stared at me, waiting for an answer.  My mind churned quickly.\n\n<strong>Advice for Aspiring Leaders<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/12/advice.jpg\"><img class=\" wp-image-13135 alignright\" alt=\"advice\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/12/advice.jpg\" width=\"188\" height=\"188\" /></a></strong>\n\nIn three seconds, here’s what I came up with:\n<ol>\n	<li>Be the best follower you can be</li>\n	<li>Be authentic</li>\n	<li>Learn how to get work done through others</li>\n</ol>\nI elaborated:\n\n1.  <strong>To be a great leader, one must first be a great follower.</strong>   I say this because I believe many of the qualities that are desirable in a leader are the very same qualities we look for in our followers.  So, there is a thin line separating the two, and if you can’t be a great follower, you may ultimately struggle as a leader.\n<blockquote><i>Visit</i><em style=\"font-size: 13px; line-height: 19px;\"> the post, <a title=\"Follow by Example\" href=\"http://leadchangegroup.com/follow-by-example/\" target=\"_blank\">Follow by Example</a>, for more of my thoughts on what it takes to be an effective follower, and why I think they’re important.</em></blockquote>\n2.  I’ve seen new leaders try to act like some ideal image of a leader they have in their minds.  But what happens is they become robotic or hollow in their attempts to be something or someone they are not.  And people end up seeing right through it.  On the other hand, <strong>when leadership comes from an honest place</strong>, <strong>informed by your unique self, it tends to result in the sort of authenticity that inspires people to act</strong>.\n<blockquote><em><i>Visit</i><em> the post</em>, <a title=\"Playing the Part of Leader\" href=\"http://leadchangegroup.com/playing-the-part-of-leader/\" target=\"_blank\">Playing the Part of Leader</a>, to explore five techniques for ‘being a leader,’ not just ‘acting’ like one.</em></blockquote>\n3.  We often get promoted into leadership positions because we’re good at being individual contributors.  Then when things get tough as the leader, we have a tendency to fall back into our comfort zones and do the very same things that got us promoted in the first place. But that’s not our jobs anymore, and the unfortunate result is twofold: One, we’re not doing our new job.  Two, we’re preventing other people from doing theirs. <strong>Our new leadership job is to direct, guide, coach, mentor, and develop others.</strong> Yes, we still have to get the work done, but we need to do it through others.  And when we do that, we get to watch them succeed, and we celebrate their many accomplishments.\n<blockquote><em><i>Visit</i><em> the post</em>, <a title=\"Being Leader-ish: When You’re Not Quite a Leader\" href=\"http://leadchangegroup.com/being-leader-ish-when-youre-not-quite-a-leader/\" target=\"_blank\">Being Leader-ish</a>, for other signs that we may not be fulfilling our true leadership roles.</em></blockquote>\nSo those are my <strong>3 secrets of great leadership in 3 seconds</strong>.  I know these aren’t the only secrets out there, and they may even hardly qualify as secrets. In the end, though, I think it is a decent list, because these are important reminders for all leaders, new and experienced.\n\nThe M-somethings seemed to like it and that’s what mattered for the moment.\n\n<em><strong>What if you only had 3 seconds to come up with 3 secrets of great leadership?  What would yours be? Time yourself, write them down, and share them below.</strong></em>\n\n<em><strong>And, go!</strong></em>\n\n<em style=\"font-size: 13px; line-height: 19px;\">Originally posted on <a href=\"http://www.alanderekutley.com\" target=\"_blank\">AlanDerekUtley.com</a>.  Re-posted with permission.</em>\n\n<em>[Photos:  www.wrike.com, www.shrinkingthecamel.com]</em>', '3 Secrets of Great Leadership in 3 Seconds', '', 'publish', 'open', 'open', '', '3-secrets-of-great-leadership-in-3-seconds', '', '', '2013-12-31 06:12:43', '2013-12-31 12:12:43', '', 0, 'http://leadchangegroup.com/?p=13132', 0, 'post', '', 18),
(13142, 306, '2014-01-02 06:12:03', '2014-01-02 12:12:03', '<p style=\"text-align: left;\" align=\"center\">When it comes to career development, leaders frequently put themselves at the back of the line. Day in and day out, they handle customers, employees, and the business. They execute strategies and tactics. They help others learn, perform, and grow. And there’s often little left for themselves.</p>\nThe problem with this selflessness is that it’s not sustainable. It’s as if leaders are rushing around putting oxygen masks on everyone else but becoming dangerously close to passing out themselves (metaphorically... at least in most cases!).\n\nTo be able to optimally support employees in their career development, leaders must support themselves in it first. So, consider making 2014 the year of your career. You don’t need to be contemplating a job change to take the challenge. Simply turn your career development attention inward with any or all of these strategies.\n\n<b>Conduct a 2013 inventory:</b> Returning to work after the holidays can be an overwhelming experience. It’s easy to get sucked into the mounds of mail and avalanche of emails... and be off and running without a proper year-end review. Set aside at least 90 minutes to comprehensively consider the past twelve months. What new responsibilities did you assume? What challenges did you face? What did you accomplish?  What can you do now that you couldn’t do before?  What skills did you develop?  What did you learn? How did you contribute to the organization and those within in?\n\n<b>Update your resume:</b> It doesn’t matter if you’re looking for a new job or not, your resume is a powerful statement of who you are and where you see yourself going. Look at your objective statement... does it still reflect what you’re looking for from your work?  Your experiences of the past year may layer on nuance or take your objective in an entirely new direction. Then refine the description of your current role to reflect your 2013 inventory. Update your responsibilities, contributions, and skills. Whether you plan to stay in your current role or explore alternatives, an accurate and complete depiction of your value proposition will set you up for success.\n\n<b>Cast a wider net-work:</b> Networking is not just for those looking to make a change. Developing a strong cadre of supporters, collaborators, and mentors is one of the most powerful strategies available to support your own growth and development. Consider the skills you’d like to develop, the knowledge you’d like to expand, and the activities you’d like to engage in... then strategically seek out others who can support you in doing so. But don’t forget that it’s a two-way street. Determine what you can offer them in exchange to establish sustainable win-win relationships.\n\n<b>Take a good look around:</b> According to Aristotle, “where the needs of the world and your talents cross, there lies your vocation.” So, become an explorer of those needs.  Whether it’s the world you occupy daily in your workplace or the broader world stage, what are the forces, pressures, and challenges that must be addressed? How are customers changing? What’s the impact of new regulations? Where is technology leading us? Become a keen observer of the business landscape... looking for niches and needs that you are uniquely qualified to address.\n\n<b>Fill up on feedback</b>: No matter how honest we might try to be with ourselves, self-perception is limited. There’s no way to understand how others experience us... except to ask. Feedback can help bridge the gap and provide a more complete picture of how our intentions play out with others. And it doesn’t have to be hard - no onerous task or lengthy survey - just a quick conversation. Ask those with whom you work most closely to offer their thoughts on one or more of these questions... then listen hard to what’s shared and reconcile it with your own experience.\n<ul>\n	<li>What skill or talent would you consider to be my greatest strength?</li>\n	<li>What’s one thing I could do to be more effective?</li>\n	<li>How might I be undermining my optimal performance without even knowing it?</li>\n	<li>Under what kinds of conditions have you seen me thriving?</li>\n	<li>What kinds of conditions don’t bring out the best in me?</li>\n</ul>\n<b>Find ways to develop others</b>: Teaching and helping others benefit the giver as much as (sometimes more than) the receiver.  Sharing your talents, wisdom, and experience will help you to better understand yours strengths and the value they bring. It helps you put a finer point on what you do well and find new and creative uses for what you may have come to take for granted.\n\nSo, perhaps 2014 is the year for you to become a little selfish, put the oxygen mask on yourself, and take care of your own career. If you do, you’ll model what it looks like to do it well... and be better prepared to deliver career development support to employees and peers alike.\n\n<strong>What about you?<em>  </em></strong><em>What will you do to make this the year of your career?</em>', '2014: The Year of Your Career', '', 'publish', 'open', 'open', '', '2014-the-year-of-your-career', '', '', '2014-01-02 06:12:03', '2014-01-02 12:12:03', '', 0, 'http://leadchangegroup.com/?p=13142', 0, 'post', '', 1),
(13147, 244, '2014-01-24 12:35:29', '2014-01-24 18:35:29', '<a href=\"http://rebelbrown.com/influential-leader\"><img class=\"alignleft size-full wp-image-13148\" alt=\"The Influential Leader\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/12/The-Influential-Leader.png\" width=\"299\" height=\"285\" /></a>Today’s article is from Rebel Brown, someone I admire greatly for constantly learning and leading the way to applying new knowledge and ideas to help us all be better and do better.  Her latest work, The Influential Leader, is no exception.\n<h3><strong>All leaders face similar questions.</strong></h3>\n<ul>\n	<li>Why are humans so darned unpredictable?</li>\n	<li>If we’re so logical, why do we make such bad decisions?</li>\n	<li>Why does the mention of change cause people to hunker down?</li>\n	<li>Why is clear communication just plain difficult?</li>\n	<li>Why will groups follow each other, even if it’s in the wrong direction?</li>\n</ul>\nTraditional leadership paradigms don’t have a workable answer to these questions. Why? Because traditional leadership paradigms are based on inaccurate science and dogma. <a href=\"http://wp.me/p339ZO-1Ty\" target=\"_blank\">Read More....</a>', 'Applying Neuroscience for New Leadership Results', '', 'publish', 'open', 'open', '', 'applying-neuroscience-for-new-leadership-results', '', '', '2014-01-24 12:35:29', '2014-01-24 18:35:29', '', 0, 'http://leadchangegroup.com/?p=13147', 0, 'post', '', 0),
(13150, 244, '2014-03-28 12:12:07', '2014-03-28 17:12:07', '<a href=\"http://randomactsofleadership.com/wp-content/uploads/2013/12/Hacking-Leadership.jpg\"><img class=\"alignleft size-full wp-image-13151\" alt=\"Hacking Leadership\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/12/Hacking-Leadership.jpg\" width=\"268\" height=\"400\" /></a><em>Mike Myatt is America’s Top CEO Coach, recognized by Thinkers50 as a global authority on the topic of leadership, a Forbes leadership columnist, author of Leadership Matters,  CEO at <a href=\"http://www.n2growth.com/\">N2growth</a>, and is a Senior Fellow at the <a href=\"http://gordianinstitute.com/#problemsolving\">Gordian Institute</a>. His new book, <a href=\"http://bit.ly/HackingLeadership\">Hacking Leadership: The 11 Gaps Every Business Needs to Close and the Secrets to Closing Them Quickly</a>, is available on Amazon. </em><em>\n</em>\n\nI’m often asked, <strong>\"What is the best way for me to synthesize the overwhelming amount incoming information I receive while making the best decisions possible in a timely fashion?\"</strong>\n\nWhile I have written often on the subject of decision making, and do so in my latest book <a href=\"http://www.amazon.com/Hacking-Leadership-Business-Secrets-Closing/dp/1118817419/ref=sr_1_1?ie=UTF8&amp;qid=1377272823&amp;sr=8-1&amp;keywords=hacking+leadership#reader_1118817419\"><i>Hacking Leadership</i></a>, this specific question is a bit narrower in scope and the asker is usually looking for advice surrounding the filtering of various inputs. <a href=\"http://wp.me/p339ZO-1TQ\" target=\"_blank\">Read More...</a>', 'The Hierarchy of Knowledge', '', 'publish', 'open', 'open', '', 'the-hierarchy-of-knowledge', '', '', '2014-03-28 12:12:07', '2014-03-28 17:12:07', '', 0, 'http://leadchangegroup.com/?p=13150', 0, 'post', '', 0),
(13159, 323, '2014-01-06 06:12:22', '2014-01-06 12:12:22', '<span style=\"font-size: 13px; line-height: 19px;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2013/12/Top-Secret.jpg\">Like most people this time of year, you have likely set some new goals for yourself, your team, or your organization. Goals come in all shapes and sizes.  They may be personal or work-related.  Financial, health and wellness, career, or people-oriented.  Short-term or long-term. Lofty or low hanging fruit.  Whatever your goals, there is one surefire way to ensure that they are <em>never</em> achieved.</span>\n\n<span style=\"font-size: 13px; line-height: 19px;\">Keep them a secret. </span>\n<h3>Pig or Chicken</h3>\n<span style=\"font-size: 13px; line-height: 19px;\">As far as your goals are concerned,  you have a choice to make.  Are you a pig or a chicken?  If you\'ve never heard this before, allow me to explain.</span>\n\nConsider breakfast for a moment.  For their individual parts in the making of breakfast, the pig <em>commits</em>, but the chicken is only <em>involved</em>.  Think about it… bacon and eggs.\n\n<em>Be like the pig. </em>\n\nTo turn your goals into reality, <em>commit</em> to them.  How?  The answer is simple.  Stop keeping them a secret.  Sharing your goals causes two things to happen.\n<ol>\n	<li><em><strong><a href=\"http://leadchangegroup.com/wp-content/uploads/2013/12/pig-and-chicken1.jpg\"><img class=\" wp-image-13163 alignright\" alt=\"pig-and-chicken\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/12/pig-and-chicken1.jpg\" width=\"250\" height=\"187\" /></a>You make a personal commitment. </strong> </em>We have a desire to create consistency with ourselves, and we’ll work hard to maintain that consistency, thus making our goals a reality.  If we never voice our goals we can’t be held accountable to them.</li>\n	<li><em><strong>We give others a chance to help us. </strong></em> People like to help people, especially when they can.  That’s good news, because face it – we need people to reach our goals.</li>\n</ol>\n<h3>What Does Jason Segel Know About Goals?</h3>\n<a title=\"Jason Segel\" href=\"http://en.wikipedia.org/wiki/Jason_Segel\" target=\"_blank\" rel=\"wikipedia\">Jason Segel</a>, from the hit TV show <i>How I Met Your Mother,</i> offers a shining example of how to turn a goal into reality through the <strong>art of announcement.</strong>\n\nJason grew up loving the Muppets.  It was his first introduction to comedy and he was passionate about it.  He’s even reported to have shed a tear or two when he met Kermit the first time.\n\nJason had a goal.  He wanted to make a Muppet movie.  In 2008, Jason took a meeting with an executive from Disney and that’s when he struck.  In that meeting he told her “I want to do a Muppet movie.”\n\nBut that wasn’t enough for Jason.  As Andrew Golman explains in his November 2011 <a title=\"Wired (magazine)\" href=\"http://www.wired.com/magazine/2011/11/ff_muppets/all/\" target=\"_blank\" rel=\"geolocation\">Wired Magazine</a> interview with Jason:\n<blockquote><i>Segel felt like things weren</i><i>’</i><i>t moving quickly enough; well before there was any sign that a new Muppet movie would even happen, he took his campaign public, first and most notably on <a href=\"http://youtu.be/9RmszZYKzCw\" target=\"_blank\">Craig Ferguson</a></i><a href=\"http://youtu.be/9RmszZYKzCw\" target=\"_blank\">’</a><i><a href=\"http://youtu.be/9RmszZYKzCw\" target=\"_blank\">s Late Late Show</a> [4:40]. </i><i>“</i><i>It was a dirty strategy,</i><i>”</i><i> he admits. </i><i>“</i><i>But I was so hungry to make this movie that I started talking about it publicly just so someone had to say either \'</i><i>We</i><i>’</i><i>re not doing this, stop talking about it</i><i>’</i><i> or </i><i>‘</i><i>We</i><i>’</i><i>re gonna do it.</i><i>’</i><i></i></blockquote>\n<a href=\"http://alanderekutley.files.wordpress.com/2013/10/segel-and-kermit.png\"><img class=\"alignleft\" alt=\"Segel and Kermit\" src=\"http://alanderekutley.files.wordpress.com/2013/10/segel-and-kermit.png?w=240&amp;h=176\" width=\"240\" height=\"176\" /></a>Jason shared his goal on national television for all the world to hear.  A very pig-like move…but it in the new good way.  And I’m not referring to Miss Piggy. He went on to write and star in <em><a title=\"The Muppets\" href=\"http://www.rottentomatoes.com/m/the_muppets\" target=\"_blank\" rel=\"rottentomatoes\">The Muppets (2011)</a>,</em> a huge box office success and recipient of multiple awards, including an Oscar for Achievement in Music Written for Motion Pictures (<i><a title=\"Man or Muppet\" href=\"http://en.wikipedia.org/wiki/Man_or_Muppet\" target=\"_blank\" rel=\"wikipedia\">Man or Muppet</a></i>).\n\nWe don’t all have a national stage for announcing our goals, and we don\'t all have the goal to produce a Hollywood movie, but the lesson we can learn from Jason is that <strong>by putting it out there we greatly increase our chances of achieving our goals</strong>.\n<h3><em><strong>I Shared My Goal</strong></em></h3>\nTime and again I\'ve seen the <strong>art of the announcement</strong> work.  I once had a goal to become an adjunct university instructor.  Announcing my goal, for me, was about telling as many people as I could that this was something I wanted. I reached out to former MBA professors, former colleagues who also taught, friends who had teaching friends, and so on.  With each telling, I felt my goal become more and more real, and my commitment more solid.\n\nOne contact made all the difference.  I shared my goal over lunch with a friend who happened to work at a local university.  Next thing I knew he casually, and without fanfare, introduced me to a key contact in the business school during a university mixer.\n\n<span style=\"font-size: 13px; line-height: 19px;\">During this unplanned two-minute conversation with this person I\'d just met, I worked in my goal of teaching at the university level. I ticked off a few of my credentials and asked if he had any advice on how to pursue something like this.  He offered a few tips and then at the end of the conversation he did something unexpected.  He asked me to send him my resume. </span>\n\nThe rest is history.  I often reflect back on that lunch and ask myself, \"What if I hadn\'t shared my goal? Would I be teaching today?\"\n<h3>Keep Your Goals A Secret...</h3>\n...if you don\'t plan to achieve them.  Announcing your goals makes them real to you and creates an opportunity for others to help.  I hope the experiences of Jason Segel and myself offer you a little inspiration to get out there, announce your goals, and turn them into reality.  Good luck in 2014!\n\n<em>Adapted from <a href=\"http://alanderekutley.com/2013/11/07/5-rules-to-make-networking-work-part-iii/\" target=\"_blank\">5 Rules to Make Networking Work</a> at www.alanderekutley.com.  Used with permission.</em>\n\n<em>Photos: [www.conservativehome.com; www.jackizehner.com; www.usatoday.com]</em>', 'Keep Your Goals A Secret', '', 'publish', 'open', 'open', '', 'keep-your-goals-a-secret', '', '', '2014-01-06 06:12:22', '2014-01-06 12:12:22', '', 0, 'http://leadchangegroup.com/?p=13159', 0, 'post', '', 6),
(13174, 243, '2014-01-01 06:34:56', '2014-01-01 12:34:56', 'An entrepreneur is someone who starts something. Traditionally it has meant a for-profit business but more recently the term is becoming more generally directed at those who take the risk and begin a venture.\n<blockquote>“One reason it’s so difficult to teach entrepreneurship is that we\'re not teaching tactics or skills. We\'re not teaching spreadsheets or finance or even marketing. No, when we encourage entrepreneurship, we\'re actually trying to get people to the place where they care enough and where they are confident enough to stand up and try to make things change.” Seth Godin, Entrepreneurship =&gt; impact October 27, 2013</blockquote>\nFor over 4 years, (5 years this coming March) I’ve searched for the words to explain what I’d like to happen through the Lead Change Group. The world needs leaders, people who take responsibility for the influence they have, based on who they are, to “stand up and make things change.” My goal has always been to help as many people as possible launch their own leadership revolution. It takes an entrepreneur - someone who will take a chance, step out and start something.\n\nI’m grateful for the people who have taken part in their own leadership revolution that I\'ve met these past 5 years. Some participate here. Some elsewhere. But there is a growing number of people who talk about leadership as something that is for more than just the elite. Leadership is who you are, not what position you’ve attained or the power you’ve amassed. Every year, I see more and more friends who make a difference writing, blogging, coaching, consulting, sharing, giving, serving, speaking and teaching about leadership. It’s a great start.\n\nBut we need many more people who “stand up and try to make things change.\"\n\nIn 2014, the <a title=\"About the Lead Change Group\" href=\"/about/\">Lead Change Group</a> will remain committed to the idea that anyone can stand up and make things change. We\'re a group of leadership entrepreneurs.  We\'re not asking for permission.  We simply chose to act. We choose to do more than nothing.\n\nThis year, when I read a post, I will comment, reply, share and encourage.  I promise to try to take one more minute and let the author know what I think.  When I can, I\'ll write a post on your topic and link to your post.  I plan to do my part to show the world that more than a few people want to do something about leadership. I will spend my energy showing everyone I can that the world is full of character-based leadership revolutionaries.\n\nWhat about you?  Will you start or continue your own leadership revolution in 2014? Will you make one more thing better in 2014 than you did in 2013?  You don’t need a promotion. You don’t need permission. You can simply go for it. If we can help you here, join, speak up, ask. Take part in the dialogue. Tweet about someone else\'s post. Share an idea.  Connect friends, collaborate on a project, or help a non-profit. Give someone a book. Do something different as quickly as possible and begin your journey as a Leadership Entrepreneur. Make 2014 the year you step up and begin your own leadership revolution.\n\nComment below and let us know how we can help. Take a stand. Make 2014 the year you launch yourself as a leadership entrepreneur. And let me know how I can help. Thanks for your attention.\n\n<span style=\"font-size: xx-small;\">Photo © Jultud - Fotolia.com</span>', 'Leadership Entrepreneur', '', 'publish', 'open', 'open', '', 'leadership-entrepreneur', '', '', '2014-01-01 06:34:56', '2014-01-01 12:34:56', '', 0, 'http://leadchangegroup.com/?p=13174', 0, 'post', '', 11);
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(13177, 342, '2014-01-03 06:11:04', '2014-01-03 12:11:04', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2013/12/Board_Room_-_Vihula_Manor_Country_Club__Spa-e1388457887320.jpg\"> A Board of Directors, Board of Trustees, or an Advisory Board all have overseer function for the organization whether it is for-profit or non-profit. Those serving on these boards often are chosen for their executive role in the organization, their connections to resources, or involvement with partner organizations. Yet these people are expected to help craft a strategic future for the organization that pushes toward mission fulfillment while adapting to changes in the operating environment. The purpose of this short paper is to identify ways board members can be brought into strategic alignment with the needs of the organization and thereby provide valuable advice to guide the organization.\n<h1>Board Roles &amp; Responsibilities</h1>\nBoard Source identifies a number of responsibilities that directly relate the Board’s strategic role. These include:\n<ul>\n	<li>Determine the mission (purpose) for the organization and clearly communicate that mission to those responsible for directing daily operations. Components of this statement include organizational goals, values to be embedded in the operation, and stakeholders who are to be involved. While this statement is fairly static over time, it should still be reviewed periodically for alignment to current conditions and opportunities.</li>\n	<li>Select the Chief Executive who will be responsible for implementing the strategic mission and overseeing daily operations. This role expands to monitoring this individual’s performance and providing performance improvement advice as needed.</li>\n	<li>Work with the executive leadership team to craft a compelling vision that will focus and motivate all organizational members toward fulfilling the mission.</li>\n	<li>Provide the executive the moral and professional support as needed to lead the organization forward.</li>\n	<li>Ensuring that the planning function is operating effectively and integrated into routine performance reporting processes. Components of the planning activity include the mission and vision statements that are widely communicated, the strategic framework for developing the operating plan, and the mechanism by which the operating plan is put into action and tracked for performance.</li>\n	<li>Ensure that the necessary resources are available to execute the mission.</li>\n</ul>\n<h1>Alignment between the Board and Top Leadership</h1>\nMoving further into the crafting of a strategic future for the organization, the Board and Top Leadership have intertwined roles. At the core level, the Board is responsible to see that a strategic plan is developed, put in place, and tracked during implementation. In this oversight role, the Board sets guidelines, clarifies assumptions, and monitors work done by the Top Leadership Team. The following table illustrates specific points of interface between the Top Leadership Team and the Board as the Strategic Plan is developed and implemented.\n<h2>Board responsibilities</h2>\n<ul>\n	<li>Clarify the organization’s mission and a vision for the future</li>\n	<li>Monitor the Top Leadership Team to confirm that the strategic planning process is in fact in place and being done</li>\n	<li>Ensure someone is accountable for each part of the strategic planning process</li>\n	<li>Review plan assumptions and provide feedback for improvement</li>\n	<li>Review strategic options and challenge them adding perspective</li>\n	<li>Approve the Plan</li>\n	<li> Monitor the implementation as a Board oversight function</li>\n	<li>Risk assessment</li>\n</ul>\n<h2>Top Leadership Team responsibilities</h2>\n<ul>\n	<li>Analyze the gap between the current capabilities and what is required to fulfill the mission and reach the vision</li>\n	<li>Prepare the strategic planning document including the required analysis, strategic formulation, and implementation plan</li>\n	<li>Organize the work necessary to gain full organizational involvement &amp; commitment</li>\n	<li>Evaluate alternate scenarios and determine what core competencies exist and which might be developed</li>\n	<li>Determine how the organization might best meet its mission</li>\n	<li>Execute the Plan</li>\n	<li>Push the agreed upon plan down into the organization’s budget and daily work tasks</li>\n	<li>Risk management</li>\n</ul>\nFor more information see Board Source (2009).  What are the basics responsibilities of nonprofit boards?  Retrieved from http://www.boardsource.org/Knowledge.asp?ID=3.368\n\nImage source:  <a href=\"http://upload.wikimedia.org/wikipedia/commons/6/64/Board_Room_-_Vihula_Manor_Country_Club_%26_Spa.jpg\">http://upload.wikimedia.org/wikipedia/commons/6/64/Board_Room_-_Vihula_Manor_Country_Club_%26_Spa.jpg</a>', 'Developing a Strategic Board of Directors', '', 'publish', 'open', 'open', '', 'developing-a-strategic-board-of-directors', '', '', '2014-01-03 06:11:04', '2014-01-03 12:11:04', '', 0, 'http://leadchangegroup.com/?p=13177', 0, 'post', '', 1),
(13179, 342, '2014-01-07 06:04:23', '2014-01-07 12:04:23', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2014/01/Cheering_crowd_in_a_concert.jpg\">\n\nHow prepared is your organization to implement your strategic plan and move the necessary change forward?\n\nStrategic success requires more than a strategic plan; it requires the right employees with the right skills, in the right place, at the right time.\n\n&nbsp;\n\nThe essence of the Strategic Plan is the set of strategies that will be used to fulfill the organization’s mission. However, documenting the strategy is not enough for successful implementation. The financial components (capital &amp; expense) are an obvious component of the plan. But financial resources are insufficient without people to drive the strategy toward success. This requires a personnel plan so the right people are identified, are equipped with the right skills, are in the right positions, and everybody is in place at the right time. This requires some analysis of the current workforce relative to what is required to implement the plan.\n\nThe depth of the HR plan can range from a minimal personnel budget to a more extensive analysis that is proactive in addressing HR issues such as:\n• Personnel headcount and expense associated with growth or resource reallocation. Special attention may need to be directed to positions that are not easy to fill either internally or in the external job market.\n• Impact a changing business environment and/or strategy is likely to have on the required competencies and performance culture going forward.\n• Analysis of what, if any, impact the different planning scenarios have on people requirements to drive the altered strategy forward.\n\nSome organizations do an even more extensive Human Capital Plan as part of their strategic planning process. Areas of enhancement that might be considered include the following components, most of which are directed toward being more proactive in dealing with HR issues.\n• Understanding how the business cycle (both the global economy and the industry) impacts employee retention and difficulty in recruiting qualified job candidates. Proactive organizations alter their HR programs and practices in anticipation of likely impacts inherent in the next phase of their business cycle.\n• Strategic alignment between people and business strategies: determining the mix of technical and managerial competencies critical to competitive success and an associated risk assessment.\n• Workforce planning, identifying developmental positions and learning objectives associated with these positions.\n• The 1st wave of Baby Boomers is hitting retirement age now. Demographic analysis and turnover simulation using past patterns can assist in identifying areas where new HR programs and practices might be beneficial. Some high level simulations and reports can be produced for review and discussion. Be careful not to outsource difficult to fill positions since that might significantly raise the risk of having qualified people at a critical time in the future.\n• Many organizations are moving their diversity perspective beyond the legal orientation to one that embraces different approaches to thinking about and solving business problems. This approach seeks to maximize alternatives when adapting to a changing business environment that places a premium on quick response and where small changes can have a big impact on the bottom line.\n• Culture is ever present and can significantly impact workforce performance. While impossible to mandate, culture can be influenced through encouraging desired behaviors and establishing barriers to what is undesirable. Some cultural issues are consistent across the company and others are more local to the work unit.\n\nThe perfect strategy fully funded will not be successful without the right people with the right skills in the right place at the right time.\n\n&nbsp;\n\n&nbsp;\n\nPhoto source: http://upload.wikimedia.org/wikipedia/commons/a/a5/Cheering_crowd_in_a_concert.jpg', 'Strategic success through people', '', 'publish', 'open', 'open', '', 'strategic-success-through-people', '', '', '2014-01-07 06:04:23', '2014-01-07 12:04:23', '', 0, 'http://leadchangegroup.com/?p=13179', 0, 'post', '', 0),
(13196, 243, '2014-01-02 16:03:48', '2014-01-02 22:03:48', 'When something goes seriously wrong, it’s often first announced by subtle signals.\n\nThe two of us are living proof of how important it is to listen and act on those signals. At different points, we each found ourselves feeling a little bit off physically — nothing specific, just a sense that we weren’t up to speed. After diagnostic tests, we heard the same conclusion: “You have cancer.”\n\nCaught early, our illnesses were treatable. But had we ignored those signals until they became more compelling, our stores would have had very different outcomes. Read more <a href=\"https://smartblogs.com/leadership/2014/01/02/take-teams-from-to-low-to-high-trust/\">here:</a>', 'Take teams from to low to high trust', '', 'publish', 'open', 'open', '', 'take-teams-from-to-low-to-high-trust', '', '', '2014-01-02 16:03:48', '2014-01-02 22:03:48', '', 0, 'http://leadchangegroup.com/?p=13196', 0, 'post', '', 0),
(13202, 342, '2014-01-13 06:14:52', '2014-01-13 12:14:52', '\n\nThe traditional approach to organizational change has been a tightly planned process with objectives established by top management. This planned approach to organizational change is reinforced with the publication of numerous best practice case studies for change, detailed guides for leading the neophyte through the change wilderness, and studies of what is needed to remove barriers (mainly employee resistance) to proposed change. Yet the majority of these change efforts fall far short of the objectives that were set by the proponents of the change. When examining the underlying assumptions for these planned approaches to change there is a high reliance on two fundamental models of change: teleology (planned) and dialectic (establishing a conflict that points in a new direction) processes. Both are driven by a further assumption, that being the ability to control the change process. This attitude toward control is deeply embedded in our culture, which has been shaped by the industrial and scientific revolutions.\n\nThere is an underlying belief in our ability to identify the points of leverage and then be able to manipulate those points of control at will. Over time there has been minimal demonstration of success, but a sufficient amount to reinforce the belief that planned change is possible and failure is nothing more than an aberration that can be corrected next time. Further, when there has been success it has been more transactional and not fundamental, transformative change.\n\nAn alternate approach to organizational change is to treat change as an emergent process. This concept is driven by insights from complexity theory and organizational learning theory. In this approach, a more holistic view is taken of organizational change with increased emphasis on building fundamental capabilities that will be available when the organization is facing environmental pressure toward changing. Teleological approaches to change are deemphasized while understanding is sought regarding the evolutionary and life cycle processes at work in the organization and how they might be influencing events. The dialectic change model is also treated differently. Approaches using a program of planned change use dialectics to create dissonance between the current state and that being proposed. If successful, change is possible from a conflict between the thesis and antithesis, but may be directed toward an unforeseen state that is a synthesis of possibilities. An emergent approach would seek to establish a number of possibilities with wide ranging diversity.\n\nEmergent Change\nThe dominant paradigm for organization change is the planned model where visioning, action planning, and implementation are all within managerial control. Shaw (1997) stated that this model is based upon an unquestioned assumption that the current system was created through purposeful intention and that additional actions can alter conditions again. An alternate description of planned change is that it is an attempt by the formal organization to alter an organizational system previously established by the informal organization in response to both formal intentions and environmental influences. The potential benefit of approaching organizational change through an emergent process raises the question of why emergent change is not seen more often.\n\nResearch by Gephart shows that we may be looking at emergent change, but not seeing it. The explanation given by the author is the stronger expectation of planned change on the part of the consultants who were directly involved in seeing that the process of planned change was successful. Managers had less at stake in advocating planned change. However, even the managers interpreted the past in a lexicon used by those involved in advocating planned change. The effect of the strong paradigm of planned change was so great that it filtered the past when being summarized for future use. The stories had all the elements of emergence, yet the summary fit the methodology expected by planned change.\n\n\"The results of this research suggest that an emergent learning process may be the norm in large-scale transformational change, even when an emergent learning model is not the mental model guiding change\" (Gephart, 1998). It is easy for top managers to be trapped by a planning paradigm having spent years involved in a formal strategic planning cycle with others believing in their ability to control the organization’s future. All actions and events are examined within that paradigm with great effort required to prevent the interpretation expected by the paradigm.\n\n&nbsp;\n\n&nbsp;\n\nShaw, P. (1997).  Intervening in the shadow systems of organizations: Consulting from a complexity perspective.  <i>Journal of Organizational Change Management</i>, 10, 235-250, 237.\n\nGephart, M. A. (1998).  Implementing high performance work systems: Planned change or an emergent learning process?  In <i>Change Processes in Organization</i> (pp. 420-426), 426\n\nPhoto source: http://farm4.staticflickr.com/3619/3412478911_e7fa021d97_o.jpg', 'Emergent Change: Shifting to a complexity paradigm', '', 'publish', 'open', 'open', '', 'emergent-change-shifting-to-a-complexity-paradigm', '', '', '2014-01-13 06:14:52', '2014-01-13 12:14:52', '', 0, 'http://leadchangegroup.com/?p=13202', 0, 'post', '', 0),
(13221, 243, '2014-01-07 12:46:12', '2014-01-07 18:46:12', 'One of the best ways to improve as a leader is to reflect upon your past experiences, catalog the lessons learned, and apply that information to your future leadership activities. Fortunately for you, 28 of the top thought leaders in the field of leadership have assembled their best blog posts for 2013, effectively serving as a world-class library of leadership wisdom for your benefit.\n\nEnjoy the best of the best at the January 2014 Leadership Development Carnival!  Read more <a href=\"http://leadingwithtrust.com/2014/01/06/leadership-development-carnival-january-2014/\">here..</a>.', 'Leadership Development Carnival – January 2014', '', 'publish', 'open', 'open', '', 'leadership-development-carnival-january-2014', '', '', '2014-01-07 12:46:12', '2014-01-07 18:46:12', '', 0, 'http://leadchangegroup.com/?p=13221', 0, 'post', '', 1),
(13226, 325, '2014-01-08 06:30:16', '2014-01-08 12:30:16', 'Team building is important for boosting employee productivity and relationships. Team building can help employees to understand each other better, communicate more effectively and start to be more creative when solving problems. In turn, this kind of work environment can attract team players to your company and boost employees’ job satisfaction. Unfortunately team building exercises often get confused with recreational activities, and fail to meet these important business objectives. Budgets and resources also affect how businesses approach team building, and trends for 2014 indicate that these resources will significantly affect team building this year.\n\nBudgets Remain Small\n\nWhen businesses are stretched thin, budgets for things like team building tend to be the first thing to shrink. Another reason budgets have been smaller is that it has become more popular to have smaller groups of employees participate in separate team building activities and distribute resources amongst those teams. Unless segmenting these small groups is important to the overall objective, however, businesses will tend to get less for their money this way.\n\nLocal or Onsite Sessions\n\nDue to small budgets or out of a desire to use as little employee time as possible, many businesses have turned to holding teambuilding sessions in the same city they are located at or even in the actual office. While this can be done effectively, it does require some extra effort to make sure the exercise isn’t being shortchanged in the process.\n\nDIY Planning\n\nAnother result of smaller budgets is that companies are having employees or managers plan the team building exercises rather than turning to professional services. This can often lead to employees choosing something that sounds like fun rather than the best option for the objective.\n\nTips for Success\n\nRemember these tips to ensure that your next team building exercise is a success\n\n1. Have an Objective\n\nThe only way to ensure that a team building exercise provides something beneficial to the company is to set an objective for the exercise before the planning process even begins. The objective can vary and should be catered to your specific needs. Perhaps granting <a href=\"//www.octanner.com/what-we-do/rewards-programs/\">employee rewards</a> is part of the goal, or you might want to foster greater collaboration between departments.\n\n2. Pick a Good Time\n\nBe sure that the exercise won’t have a negative impact on other aspects of your employee’s life, such as picking the kids up from school. If you can, plan the event during regular business hours and cut down on the workload for that day, so employees don’t end up working long hours into the night to make up the time they lost.\n\n3. Make it Challenging and Interesting\n\nDon’t bore your employees with things that they already know or long presentations and lectures. Instead, keep the workers actively involved in the process and plan activities that will really challenge them and get them to think. Competition, prizes and free food are all great motivators to make this an event your staff looks forward to.', 'Team Building: Trends and Tips for 2014', '', 'publish', 'open', 'open', '', 'team-building-trends-and-tips-for-2014', '', '', '2014-01-08 06:30:16', '2014-01-08 12:30:16', '', 0, 'http://leadchangegroup.com/?p=13226', 0, 'post', '', 5),
(13243, 252, '2014-01-09 06:03:05', '2014-01-09 12:03:05', '<p align=\"center\">“<em>You do not owe me your freedom.  I could not give it to you. Your freedom is not mine to give.  It belongs to you and you alone.  If you want it back you must take it for yourselves.  Each and every one of you.</em>”</p>\n<p align=\"center\">- Daenerys, Stormborn of House Targaryen</p>\n\n<h2>You can find leadership inspiration just about anywhere.</h2>\nI recently caught up on the third season of the tv show, Game of Thrones.  I was really struck by <a href=\"http://www.youtube.com/watch?v=sYqa3eAAYNI\">the final scene</a>, and how the character of Daenerys, Khaleesi of the Great Grass Sea, Mother of Dragons (among other titles)<b> </b>chose the first words she spoke to her new devotees.  [Spoiler alert? I don’t<i> think</i> so.  If you are a fan of the show you know the Khaleesi is garnering forces to advance her goals.  I don’t think I’m giving anything away.]\n\nBack to the scene… even as she considers the city before her, Daenerys is conflicted as to whether she had conquered its inhabitants, who were enslaved, or had she liberated them?  Upon an elevated podium, beside Daenerys and her posse, her assistant introduces her with her many titles and puts the crowd on notice with the statement, “It is to her you owe your freedom.”  This is when Daenerys quickly sets things right.\n\nThere is total silence and then one man starts chanting, “Mother.”  The crowd picks it up.  She begins to walk into them and they literally embrace her, immediately and completely.\n<h2>What humility, respect and inclusion get you.</h2>\nNo matter what you think of Game of Thrones or the character of Daenerys, that particular speech really made me think.\n\nWe sometimes put leaders on pedestals.  We think they have power over us.  We have to be reminded our destiny is our own.  Our freedom and choices are our own.\n\nDaenerys sets a clear tone with her words.  The crowd envelops her, holds her high over their heads.  She has taken a first step to earn their loyalty and their hearts and hands.\n<h2>Now the real work begins.</h2>\nAs a leader, she will have to keep tabs on her effect on them, and the effect on her own ego.  She will have to continue to behave in a way that consistently affirms to them they are their own persons.\n\nWhen we look to others for leadership sometimes we need to be reminded of our own power, rather than believe our power lies in someone else.\n\n<i>As a leader, how do you keep people going all in the same direction and inspire personal empowerment at the same time?</i>\n\n<span style=\"color: #888888;\">Image: Pixabay member Geralt</span>', 'A Leadership Lesson from the Mother of Dragons', '', 'publish', 'open', 'open', '', 'a-leadership-lesson-from-the-mother-of-dragons', '', '', '2014-01-09 06:03:05', '2014-01-09 12:03:05', '', 0, 'http://leadchangegroup.com/?p=13243', 0, 'post', '', 0),
(13260, 251, '2014-01-10 06:12:51', '2014-01-10 12:12:51', '<span style=\"color: #000000;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2014/01/what-the-heart-loves.jpg\">A small group of us meet monthly for coffee, connection and conversation. Everyone was a buzz at last Friday’s pow-wow, busy sharing their 2014 resolutions. Meaningful and ambitious plans were disclosed:  getting a new job, losing weight, traveling to Europe, writing a book, being more patient, spending more time with family, getting organized. </span>\n\n<span style=\"color: #000000;\">Then it was my turn, and I had nothing to share. Not a single 2014 resolution.</span>\n\n<span style=\"color: #000000;\">Intentionally so.</span>\n\n<span style=\"color: #000000;\">Last September I pulled out my list of resolutions for 2013. And there I was, three-quarters into the year and not a single one of them complete. At that rate I wasn’t going to be amongst the mere 8% of people who fulfill their new year’s resolutions. So I felt like a failure. I wallowed in that feeling for a couple of days. But fortunately a few days of misery is usually enough for me. Then it’s time for research, reflection, and reframing.</span>\n\n<span style=\"color: #000000;\">In reviewing my list to determine why I’d accomplished so little, the reason jumped right off the page:  my resolutions were bad.</span>\n\n<span style=\"color: #000000;\">Why were they bad?  I’d taken a page right from Collins’ and Porras’ <i>Built to Last</i>:  two of them were BHAGs. Big, hairy audacious goals. Nothing wrong with BHAGs. It’s just that BHAGs don’t come to pass unless there’s a thoughtful and plan - full plan - to make them so. I’m not big on super-aggressive, super-thorough project plans that nail down every last detail. But I’d omitted the important part about including a few specific and real objectives in my work outline. (Kinda like the cobbler’s kids and their shoes — so thorough for clients, not so for myself.) </span>\n\n<span style=\"color: #000000;\">My third 2013 resolution was a behavioral change one. Sadly not much progress there either. Why was that so?</span>\n\n<span style=\"color: #000000;\">Two things spurred my aha! moment on that one. I stumbled upon a quote from Thomas Cranmer, Henry VIII’s Archbishop of Canterbury, <i>“What the heart loves, the will chooses, and the mind justifies. The mind doesn’t direct the will. The mind is actually captive to what the will wants, and the will itself, in turn, is captive to what the heart wants.” </i></span>\n\n<span style=\"color: #000000;\">The second was </span><a href=\"http://hbr.org/2001/11/the-real-reason-people-wont-change/ar/1\"><span style=\"color: #0000ff;\">Robert Kegan’s</span></a><span style=\"color: #000000;\"> work on immunity to change and a reference to two types of goals:  technical and adaptive. Technical goals are something to be developed, like a skill or knowledge. Adaptive goals require changing something inside ourselves, beliefs, feelings and the like. I love how Kegan describes immunity to change, <i>“Resistance to change does not reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people are unwittingly applying productive energy toward a hidden competing commitment. The resulting dynamic equilibrium stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change.”</i></span>\n\n<span style=\"color: #000000;\">Wow. </span>\n\n<span style=\"color: #000000;\">Armed with my new insights, I tore up the 2013 resolution list and renounced succumbing to the siren song of making new year’s resolutions going forward. If something is important there’s no magical date other than today to begin it.</span>\n\n<span style=\"color: #000000;\">I’m happily taking big bites out of my technical goal of writing and publishing a book. I’m still dancing and noodling with figuring out my hidden competing commitment but am making significant progress. This being-a-better-person-who-makes-a-sustainable- difference stuff is tough work. But good work full of serendipity, fun, insights, a few tears, the support of good folks, and chocolate now and then.</span>\n\n<span style=\"color: #000000;\">I think a couple of my coffee connection pals may be joining me in the technical/adaptive/competing commitment/what the heart wants journey to making our goals come true. I like that.</span>', 'A cobbler&#039;s kid gets some shoes', '', 'publish', 'open', 'open', '', 'a-cobblers-kid-gets-some-shoes', '', '', '2014-01-10 06:12:51', '2014-01-10 12:12:51', '', 0, 'http://leadchangegroup.com/?p=13260', 0, 'post', '', 5),
(13269, 333, '2014-01-15 06:12:48', '2014-01-15 12:12:48', 'With a new year comes new beginnings and a new outlook – it’s time for you to move forward as a leader and reflect on everything that has happened in the previous year. It’s time for you to learn from your mistakes within the previous year and find out what those above and below you want to achieve and consider how you can do this. So here are some changes that you should take into account and questions that you need to ask of yourself and others before you proceed as a leader.\n\n<strong>Reflection – Analysis of the Previous Year</strong>\nOne of the first things that you should do upon returning to work is to take into consideration all that has taken place within the previous year and how this has affected yourself, your colleagues and the company.\n\nWhilst reflecting think about your performance, is there anything that you could improve on or have you made any mistakes that you can learn from or create preventative measures to avoid this situation in the future.\n\nYou should also arrange performance reviews with your colleagues or employees and discuss with them how you would like them to improve or praise them for the good work that they have already done.\n\nAnother aspect of the previous year that you should think about in detail is what the company has achieved – if you think about how much the company has already grown and the areas in which it has developed the most you can decide upon which aspects should be of the highest priority in the following year.\n\n<strong>Considering the Year to Come</strong>\nAs a leader of a company or a business it’s your job to think about the direction that you should take with the company and think about how you would like to push forward throughout the year – but you don’t have to conceive the idea yourself.\n\nDuring the performance reviews with either your colleagues or your employees it’s wise for you to ask them what they would like to achieve within the next year and think about how you can aid them in their endeavours – this is also your chance to discover how they feel about the company and their beliefs upon the direction that it should take. It’s the opinions of employees and colleagues that often carry the company further than a single mind can.\n\n<strong>Planning Ahead and Making Changes</strong>\nIt’s essential that you begin to plan the changes that you will be making within the company at a very early stage in the year so that you can follow these changes throughout the rest of the year. However, it’s important to remember that your plan must be adaptable and should change and develop with the wants and needs of the organisation and your employees.\n\nMake small changes to begin with, for instance, have you noticed within the previous year that any of your department or employees have skills that could be utilised within a different section of the company? If your staff have skills that would be of a greater benefit in a different area of the company you should talk to the individual about either promoting them or moving them – try to put the move in a positive light to decrease the chances of the individual complaining or hesitating regarding the transfer.\n\nOn a similar note, keep an eye on the individuals whom you believe are not qualified enough to work within a specific department in the organisation; if they are not completing work on time or do not complete their work to a good standard this is your chance as a leader to prove that you are fair. Talk to the individual about their performance before issuing a formal warning as this will give them the chance to improve and will better your reputation amongst your employees.\n\nCreating a budget at the beginning of the year from data that you have collected within the previous year is another task that must be done. Ensure that the budget is realistic and stick to it where possible to prevent financial issues or errors from occurring.\n\nThere are many other responsibilities that will fall to you due to the role that you play within the organisation, but remember that you can always talk to your colleagues or senior members of staff regarding your concerns - you do not have to carry the burden alone, and asking others for advice will assist you in building better business relationships.', 'A Time To Reflect and Move Forward', '', 'publish', 'open', 'open', '', 'a-time-to-reflect-and-move-forward', '', '', '2014-01-15 06:12:48', '2014-01-15 12:12:48', '', 0, 'http://leadchangegroup.com/?p=13269', 0, 'post', '', 2),
(13271, 244, '2014-01-29 12:17:00', '2014-01-29 18:17:00', '<h3>What will it take to make this THE year you make your most heartfelt, important dream for your future a reality?</h3>\nThe turn of a new year is a bit like turning over the page to a clean sheet of paper.  For many, it’s a time of dreaming, resolutions, and goal setting.\n\nChances are, even if you didn\'t cast a resolution or set goals, that clean sheet of paper will fill quickly once the new year begins.  There will be no shortage of commitments and obligations, of the things you want to do, and the things you need to do. <a href=\"http://wp.me/p339ZO-1Ue\">Read more!</a>', 'Make Room for Your Dreams', '', 'publish', 'open', 'open', '', 'make-room-for-your-dreams', '', '', '2014-01-29 12:17:00', '2014-01-29 18:17:00', '', 0, 'http://leadchangegroup.com/?p=13271', 0, 'post', '', 0),
(13276, 243, '2014-01-11 08:34:16', '2014-01-11 14:34:16', 'One of our members and Instigator, Karin Hurt (<a title=\"Karin\'s Twitter Profile\" href=\"http://twitter.com/letsgrowleaders\">@letsgrowleaders</a>) has been selected as one of 5 Multipliers of the Year by The Wiseman Group.  The Multipliers Leader of the Year award is sponsored annually by <a title=\"The Wiseman Group\" href=\"http://thewisemangroup.com\"><strong>The Wiseman Group</strong></a>to recognize the top “genius makers” in business and education.  Their 2012 winners were selected from dozens of nominees based upon their demonstrated ability to channel the intelligence, talent and creativity of their staff.\n\nPlease take a minute and vote.', 'Vote for Multiplier of the Year 2013', '', 'publish', 'open', 'open', '', 'vote-for-multiplier-of-the-year-2013', '', '', '2014-01-11 08:34:16', '2014-01-11 14:34:16', '', 0, 'http://leadchangegroup.com/?p=13276', 0, 'post', '', 3),
(13283, 329, '2014-01-14 06:21:03', '2014-01-14 12:21:03', 'The Road Runner streaks away into the sunset, leaving behind a vanquished coyote with a look of exasperation and exhaustion.  Road Runner…1, Wile E. Coyote…0.  “Beep-beep!”\n\nWe laugh at the inevitable outcome.  The Road Runner is the epitome of confidence---power at warp speed.  He doesn’t just escape; escape implies the threat of capture, and the Road Runner never seems seriously concerned.  He emerges…victorious, again.  The cartoon metaphor contains powerful lessons relevant for enterprises seeking marketplace victories.\n\nWe live in an era where time, place, secrecy, size, and order are no longer relevant…where customers expect personalized outcomes delivered by passionate, agile, and responsive employees…where spirited, on-the-run learners outpace “just-follow-the-Acme-instructions” domesticated workers.  We live in a time when roadrunners rule and coyotes…crash!\n\nCoyotes are earnest; roadrunners are passionate.  Coyotes are resilient; roadrunners are resourceful.  Coyotes look over their shoulders; roadrunners look ahead.  Coyotes are procedural; roadrunners are experimental.   Coyotes rely on a sole source supplier; roadrunners rely on no one and everyone…depending on need.  Coyotes operate from what they want; roadrunners from who they are.  Coyotes are grim; roadrunners are jubilant.  Is your team or organization a Wile E. Coyote or a Road Runner?  Are you a coyote leader or a roadrunner leader?\n\nRoadrunner leaders create cultures in which everyone is a full player.  They include employees and customers in dramatic and novel ways.  They eliminate pecking order…since “rank” to them means something with an odor, not something to be saluted!  They help everyone think and act like an owner.  Secrets are banned; myths are bashed and rumors are squashed.\n\nSince enterprise is now virtual, roadrunner leaders pursue value-added alliances and nurture diverse partnerships that can expand their resources and increase their response time.   They borrow brains rather than own them.  They strip away bulgy corporate staffs and get rid of all weight that keeps their unit or organization slow, bolted down and utterly vanilla in their responses.  They eliminate anything and everything that contributes to drag.\n\nBecause they know that mastery is the magic, roadrunner leaders act as mentors, not meddlers…they partner instead of parent.  They turn every mistake into a lesson; every miscue into an instruction for improvement.  They encourage interesting errors and delightful mistakes.  Because they think <i>BIG</i>…beyond conventional wisdom…they inspire their associates to change the rules of their industry.  They invite out-of-the-ordinary people from diverse disciplines to attend their meetings and coach their team.  They treasure demanding and complaining customers as potential sources for wisdom.  They create electronic knowledge networks, promote peer coaching and encourage community service.\n\nRoadrunner leaders know that enthusiastic employees come from passionate, high-integrity, joy-filled cultures and they model the attributes that create such a setting.   They encourage bone-honest, candid dialogue.  They get rid of hyper-legalistic, self-protective, arm’s length pseudo partnerships.  Since breakthrough is the road to prosperity, they go for the lunatic fringe, the quirky approach and the audacious solution.   They assume they are in the fashion business where everything is out-of-date and obsolete practically overnight.  They know they are on the right road, if their competitors label them as crazy, their customers see them as out of the box, and their associates defend them as revolutionary!   Beep-beep!\n\n&nbsp;\n\nPhoto credit: © Lorelyn Medina - Fotolia.com', 'Are You A Road Runner or Coyote?', '', 'publish', 'open', 'open', '', 'are-you-a-road-runner-or-coyote', '', '', '2014-01-14 06:21:03', '2014-01-14 12:21:03', '', 0, 'http://leadchangegroup.com/?p=13283', 0, 'post', '', 4),
(13294, 316, '2014-01-27 12:26:55', '2014-01-27 18:26:55', 'This is one of most honored posts I\'ve ever ever hosted.  <a href=\"https://twitter.com/fritzmt\" target=\"_blank\">Lt. Col. Matthew Fritz</a> is Director, Commander\'s ActionGroup of <a href=\"http://www.438aew.afcent.af.mil/\" target=\"_blank\">NATO\'s Air Training Command in Afghanistan</a>.  Training a newly formed Afghan Air Force is the epitome in complex continual change management.  Matt has become a very dear friend, thanks to <a href=\"http://twitter.com/angelamaiers\" target=\"_blank\">Angela Maiers</a>, and fellow blogger at <a href=\"http://switchandshift.com/\" target=\"_blank\">Switch &amp; Shift</a>.  I can\'t put into words my respect, admiration and thankfulness for Matt, his leadership, elegance, eloquence, professionalism and humility. Please read every word - and hold Matt, his work, our military and their ever sacrificing families in your prayers for safety and strength. <a href=\"http://mills-scofield.com/blog/2014/1/14/thank-you-for-your-service-my-proudest-guest-post-ever.html#.UtV4uWRDvcS\" target=\"_blank\">Read More</a>', 'Thank You For Your Service!', '', 'publish', 'open', 'open', '', 'thank-you-for-your-service', '', '', '2014-01-27 12:26:55', '2014-01-27 18:26:55', '', 0, 'http://leadchangegroup.com/?p=13294', 0, 'post', '', 0),
(13298, 307, '2014-01-16 06:26:57', '2014-01-16 12:26:57', '\n<h2>Chaos</h2>\nIt was a mess.\n\nThe World Wide Widgets leadership team had gathered to decide how to use surplus funds.\n\nAfter the President shared a few of her ideas regarding equipment or new hires, the VP of Operations suggested they take a vote. The Human Resource Director objected and offered another thought on how the funds could be used for training.\n\n“We should think about adding a channel - we’ve got buyers we aren’t reaching,” the Director of Marketing added.\n\nThe President said, “I’d like us to agree on -“ but was cut off by the Manager of Finance.\n\n“You’re the boss, just decide.”\n\n“No, we should agree,” Human Resources said, then added, “I don’t like the added channel idea, we need -“\n\nBut Finance came to Marketing’s defense, “You didn’t understand what he was saying. The idea is…”\n\nAs the room broke into raised voices and side conversations, the head of engineering sighed, opened her laptop and began answering emails…\n<h2>When the Problem Isn’t the Problem</h2>\nThe majority of meetings take place in order to make a decision.\n\nWhether you’re trying to solve a problem, choose a new course of action, improve performance, or even choose where to have lunch, you’re goal is to make a decision.\n\nIf you’re like many of the supervisors and leaders I work with, you struggle to lead productive meetings and get buy-in for the eventual decision because you make one critical mistake:\n\nYou aren’t clear about how the decision will be made.\n\nThe World Wide Widgets team struggled because they tried to make two important decisions at the same time. These decisions are:\n\n1) How to use the extra funds. (The outcome decision.)\n2) How to decide how they would use the funds. (The process decision.)\n\nIf your meetings lack clarity, buy-in from participants, and waste huge amounts of time, the first place I recommend you look for answers is in your decision-making process.\n\nChaos results when the problem being discussed (outcome decision) becomes confused by the problem of how the decision will be made (process decision).\n<h2>You Only Have 3 + 1 Choices</h2>\nThe good news about decision-making is that there are only four ways you and your team can make decisions.\n<h4>1) Single person decides</h4>\nThis may be the team leader or someone to whom they delegate decision-making authority.\n\nThis person <a href=\"http://trailblazeinc.com/?p=921\" target=\"_blank\">gets all the relevant information and input</a> within the time available and then chooses a course of action.\n<h4>2) Group vote</h4>\nThis is straightforward “majority rules” decision-making. Take a vote. Whichever option has a majority is the one the team commits to.\n<h4>3) Group consensus</h4>\nA consensus decision is one where every member of the group can “live with” the outcome. It may not be their first choice, but everyone sincerely expresses comfort moving forward.\n\nThese three methods are the only means of decision-making available where people make the decision. There is a fourth option, however:\n<h4>4) Fate</h4>\n“Let’s flip a coin, draw a card, or roll the dice...”\n\nAnd now you have all four ways to make a decision.\n\nThat’s it.\n\nThere aren’t any more: either a person decides, a group majority decides, the entire group decides, or fate decides.\n\nThe important point isn’t which of these methods you use. None of them are inherently good or bad.\n\nThey’re all valuable in different circumstances.\n\nWhat <i>is vital</i> is that you and your team are very clear about which method you will use to make the decision.\n<h2>Put It to Work</h2>\nFor instance, the World Wide Widgets President might have started the meeting by saying, “On Friday we need to decide on how these funds are going to be used. We will be making this decision by consensus. I want each of us to be comfortable moving forward so please get your thoughts on the table.”\n\nOr, she might have said, “Today I would like to get your thoughts on the best use of these funds. By Friday, I will decide where we will use them.”\n\nYou can even use these methods in combination.\n\nFor instance, you might say: “We have 60 minutes to respond to this problem. In 30 minutes I will take a straw poll to see if we have a majority opinion. If we’re not there, we’ll keep going and I’ll take another poll at 50 minutes. If we’re still not there, I’ll get final thoughts from everyone and then I will choose.”\n\nAny of these options might be appropriate - it depends on circumstances, on the team involved, on other priorities, etc.\n\nWhat’s most important is to be clear about how the decision will be made.\n\nConfusion, hurt feelings, and wasted time are inevitable when you fail to be clear about the process.\n<h2>Your Turn</h2>\nYou can put this tip into practice right away. At your very next meeting, start by framing the problem and sharing how the decision will be made.\n\nIf you’re not leading the meeting, raise your hand and ask how the decision will be made and how you can best add value. The clarity you add to the meeting will increase your influence!\n\n<strong>Can you think of a situation where each of the four decision methods (Single person, Group vote, Group consensus, or Fate) is appropriate?</strong>\n\nLeave us a comment with your thoughts or questions. I look forward to hearing from you!\n\nTake care,\n\nDavid Dye\n\nCreative Commons Photo Credit: <a href=\"http://www.flickr.com/photos/bcnbits/5078389867/sizes/m/\" target=\"_blank\">MorBCN</a>', 'A Meeting Leadership Secret That Will Save You Time and Frustration', '', 'publish', 'open', 'open', '', 'a-meeting-leadership-secret-that-will-save-you-time-and-frustration', '', '', '2014-01-16 06:26:57', '2014-01-16 12:26:57', '', 0, 'http://leadchangegroup.com/?p=13298', 0, 'post', '', 2),
(13306, 244, '2014-02-11 12:30:28', '2014-02-11 18:30:28', 'In a recent <a href=\"http://blog.halogensoftware.com/is-working-less-the-secret-to-higher-employee-productivity\">article</a> on Halogen Software’s Talent Space Blog, Sean Conrad asks the question: “Is Working Less the Secret to Employee Productivity?”\n\nHis question triggered my thinking about the power of setting boundaries to improve performance and fuel our success.\n\nWhile it may seem counter-intuitive at first to think that setting limits has anything to do with success, the bottom line is that success does not come from trying to do it all or be all things to be all people.  We all must make choices on how, where, when and with whom we will invest our time and energy if we want to make progress towards our goals and <a href=\"http://randomactsofleadership.com/make-roon-for-your-dreams/\">make the room necessary to realize our dreams</a>.\n\nRead more <a href=\"http://randomactsofleadership.com/make-roon-for-your-dreams/\">here.</a>..', 'Set Boundaries for Your Success', '', 'publish', 'open', 'open', '', 'set-boundaries-for-your-success', '', '', '2014-02-11 12:30:28', '2014-02-11 18:30:28', '', 0, 'http://leadchangegroup.com/?p=13306', 0, 'post', '', 0);
