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(14646, 243, '2014-05-08 06:03:38', '2014-05-08 11:03:38', '<img class=\"alignright size-medium wp-image-14647\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/GJ38eb-copy-300x200.jpg\" alt=\"Choose Engagement | Lead Change Group\" width=\"300\" height=\"200\" />A recent <a title=\"The Motley Fool: Why you hate your job\" href=\"http://www.usatoday.com/story/money/personalfinance/2014/04/27/why-you-hate-your-job/8117283/\" target=\"_blank\">USA Today article</a> talks about employee engagement.  It cites a Gallup poll that claimed that 70% of American workers are either “not engaged” or “actively disengaged” at work. That means 7 out of 10 people aren’t putting in more than they take out of their jobs.\n\nThe post goes on to suggest 3 remedies for the problem and I believe all of the remedies fall short of what is truly needed. Their suggestions revolve around what management can do to cause employees to engage. Each treats the symptoms rather than the disease.\n\nBy the very descriptions above, the choices are presented as mostly choices made by the employees.   But few employees take jobs they know they won’t like.  They don’t set out to be disengaged. Disengagement is a reaction - a result of the environment. But a disengaged employee population <i>is part</i> of the environment too.\n\nThe environment that produces employee dis-engagement must change.  Often that is the leadership’s responsibility. I believe there are two key ideas that set the foundation for an engaged workforce. Leaders must believe engagement will happen and employees must choose engagement.\n\nAs leaders, our goal should be to believe an engaged workforce is possible.  Regardless of the job (I grew up in the over-the-road trucking business), we must believe we can create the greatest workplace for the best people. We must actively find the best ways we can add value to the best workers.  When had my first management assignment in the trucking business, I decided I couldn’t please everyone. So I set out to please people who wanted to do a good job. I spent time with them; solicited ideas that would make their lives better; sought ways to make those people happy and more productive; and compensated them according to the profit they helped the company earn. I didn’t create an environment of my choosing and ask them to be engaged.  I treated them like customers and their “purchase” was engaged performance.  I believed engagement would happen.\n<blockquote>As leaders, our goal should be to believe an engaged workforce is possible.</blockquote>\nBut I also created an environment where they were free to choose. We stated our policies up front. We did everything we could do to be transparent and treat employees with respect. We created standards and we operated according to those standards. We wanted our folks to know what they could expect of us and what we would expect of them. We gave them every opportunity to choose engagement. That relationship was based on respect. We respected their right to choose. We avoided the soft bigotry of low expectations. We expected the best and we got great performances from engaged employees.  But we also respected their decision. In a difficult job market, if people wouldn’t engage,we gave them the opportunity to find a place they would engage. In fact, we did everything we could to engage them, but in the end, if they wouldn’t engage, we would encourage them, and even release them, to look elsewhere.\n\nWe were both free to choose. As leaders, we chose to invest in engagement.  We chose to respect those who wouldn’t engage. We respected their decision.  Often, as employees, we compromise because we’re afraid we won’t make as much money or we’re too lazy to look for work. But we’re our most valuable when we’re most engaged. It’s a fact. Engaged people are more productive, happier and healthier both for themselves and their bottom line. Leaders shouldn’t tolerate disengaged employees. They should work to create jobs that are easy to engage. And employees shouldn’t stay in jobs they can’t wait to leave. By all means either engage or leave. In the end, we’re all free to choose and better off if we do.\n\nPhoto by <a href=\"http://littlevisuals.co/tagged/week-nine\" target=\"_blank\">little visuals</a>', 'Choose Engagement', '', 'publish', 'open', 'open', '', 'choose-engagement', '', '', '2014-05-08 06:03:38', '2014-05-08 11:03:38', '', 0, 'http://leadchangegroup.com/?p=14646', 0, 'post', '', 0),
(14653, 244, '2014-05-10 14:02:47', '2014-05-10 19:02:47', '<img class=\"alignleft size-medium wp-image-14654\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/moneyinclouds-300x199.jpg\" alt=\"How Will You Spend Tomorrow?\" width=\"300\" height=\"199\" /><strong>My daughter posed a question to my husband and I over dinner one night:</strong>\n\n<em>\"If you knew you were guaranteed to receive $86,400 a day, at 12:01 am every day for the rest of your life, how would you spend it?\"</em>\n\nThe only catch is that you must spend it.  You can\'t save it in any form, and whatever you don\'t spend is gone forever.\n\n<strong>Would you spend it all each and every day? </strong>What would drive your decision regarding how much to spend and on what? <a href=\"http://wp.me/p339ZO-219\">Read more.</a>', 'How Will You Spend Tomorrow?', '', 'publish', 'open', 'open', '', 'how-will-you-spend-tomorrow', '', '', '2014-05-10 14:02:47', '2014-05-10 19:02:47', '', 0, 'http://leadchangegroup.com/?p=14653', 0, 'post', '', 0),
(14663, 280, '2014-05-11 16:18:23', '2014-05-11 21:18:23', 'Here there be haters. It’s unavoidable. It’s inevitable. It’s sadly undeniable when it happens, because it will. You may love what you do, and love many with which you do it, and where you do it, but at some point there be haters, especially when you’re succeeding. What\'s next? <a title=\"The Resiliency of Wishing Them Well\" href=\"http://www.talentculture.com/leadership/the-resiliency-of-wishing-them-well/\">Read More</a>', 'The Resiliency of Wishing Them Well', '', 'publish', 'open', 'open', '', 'the-resiliency-of-wishing-them-well', '', '', '2014-05-11 16:18:23', '2014-05-11 21:18:23', '', 0, 'http://leadchangegroup.com/?p=14663', 0, 'post', '', 0),
(14674, 290, '2014-05-14 15:20:16', '2014-05-14 20:20:16', 'When we started Authentic Leadership Dallas, we didn’t know what would unfold. We had dreams of leaders gathering to exchange ideas and experiences, delivering insights and challenges to be better leaders. There were times when we weren’t sure it would work, and there are times we were amazed! Yesterday was one of those days. <a title=\"Leadercast: Beyond You\" href=\"http://www.thindifference.com/2014/05/10/leadercast-beyond-you/\">Read more...</a>', 'Leadercast: Beyond You', '', 'publish', 'open', 'open', '', 'leadercast-beyond-you', '', '', '2014-05-14 15:20:16', '2014-05-14 20:20:16', '', 0, 'http://leadchangegroup.com/?p=14674', 0, 'post', '', 0),
(14676, 290, '2014-05-13 05:11:42', '2014-05-13 10:11:42', 'This question has been on my mind lately. <strong>Which is better –<a title=\"Tested Leader or Inspiring Leader: What Is the Right Blend?\" href=\"http://www.thindifference.com/2014/04/23/tested-leader-inspiring-leader-right-blend/\" target=\"_blank\"> a tested leader or an inspiring leader</a>? </strong>So we put the question to our Lead Change community on Google+ and highlighted below are snapshots into their perspectives.\n<h3>Tested Leader or Inspiring Leader?</h3>\n<strong><a title=\"Carey Green\" href=\"https://plus.google.com/u/0/107644951120078797538\" target=\"_blank\">Carey Green</a>: </strong>No question... a tested leader. I\'ve seen too many \"inspirational\" folks lead people off the cliff.\n\n<strong><a title=\"John E. Smith\" href=\"https://plus.google.com/u/0/109121791839470982888\" target=\"_blank\">John E. Smith</a>:</strong> Tested Leaders have the benefit of knowing their strengths and having proven their worth. Tested leaders sometimes have their roots deeply in what used to work and cannot bend or be flexible when change occurs. Inspiring leaders provide almost magical motivation to us, making us feel we can accomplish anything. Inspiring leaders also sometimes focus too much on the flash and not enough on the hard work of change.\n\nI would rather have someone who blended the two traits….\n\n<strong><a title=\"Joy Guthrie\" href=\"https://plus.google.com/u/0/115313563929463595030\" target=\"_blank\">Joy Guthrie</a>:</strong> Difficult question. I think both traits are useful and desirable. There have been times when it\'s been great to follow both (and best of all when the traits are in the same person). So, I think I\'m copping out on answering this question by simply saying \"yes.\"\n\n<strong><a title=\"Mike Henry Sr.\" href=\"https://plus.google.com/u/0/111988678152304378767\" target=\"_blank\">Mike Henry Sr.</a>:</strong> Do I have to \"follow?\" I prefer to \"join.\" But I generally join tested leaders with inspiring goals. So I\'m copping out with Joy.\n\n<strong><a title=\"William Matthies\" href=\"https://plus.google.com/u/0/100765319972688959480\" target=\"_blank\">William Matthies</a>:</strong> That depends on the outcome of having been \"tested.” One can be that and fail miserably or succeed spectacularly… However, having been \"tested\' myself, many times, sometimes with good results, other times not so much, only knowing one has been tested is not enough to go on for me.\n\n<strong><a title=\"Johann Gauthier\" href=\"https://plus.google.com/u/0/109850489303176060566\" target=\"_blank\">Johann Gauthier</a>:</strong> Leading implies taking leaps of faith. I was watching a video from Rich Sheridan yesterday, where he emphasized the importance of following his gut and chasing his dream. This was at a time where he felt empty inside, lost, without joy. Having a clear “why” is key and the “how” becomes a team and collective focus and effort. Perhaps the leader won\'t have all the answers but by mobilizing the right talent and experience she or he will be able to achieve daily success. Tested for me implies a person who has struggled to grow, is able to self-reflect and help grow others.\n<h3>Tested and Inspiring: A Blend+</h3>\nAs you read through the perspectives, the struggle is clear. We don’t want to be led astray yet being a tested leader doesn’t necessarily mean a positive result on a new initiative. Balance is key.\n\n<a href=\"http://leadchangegroup.com/would-you-rather-follow-a-tested-leader-or-an-inspiring-leader/tested-or-inspiring-leader/\" rel=\"attachment wp-att-14682\"><img class=\"alignright size-medium wp-image-14682\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/Tested-or-Inspiring-Leader-300x300.png\" alt=\"Tested Leader or Inspiring Leader\" width=\"300\" height=\"300\" /></a>Another important point is risk. Leadership carries certain <a title=\"A Leadership Balancing Act – Boundaries, Risk, and Responsibilities\" href=\"http://leadchangegroup.com/a-leadership-balancing-act-boundaries-risk-and-responsibilities/\">risk</a>. Whether a tested or inspiring leader, there isn’t a certainty in success. In either case, what leaders have learned through their experiences, and how they apply what they learned, will lower the risk. Leading well means learning well, growing in skill, engagement, and mindset.\n\nMike Henry raises an important distinction, too. Follow versus Join. I like this. Whoever we “follow,” we need to do more. We cannot be passive team members. We need to be active in our work, perspective, and engagement. By doing this, we are joining in and <a title=\"Together is Better Than Alone\" href=\"http://leadchangegroup.com/together-is-better-than-alone/\">making all stronger</a> in the process. And, isn’t that where the real value is realized?\n\nIndependent leaders will not achieve as much as leaders who are joined by an active group of dedicated people. Whether tested or inspiring, leaders need to gain the trust of others so that they join in the mission.\n\nLeaders carry a responsibility. Our responsibility is to focus others on what is possible. Our responsibility is to be clear on purpose. Our responsibility is to facilitate a culture for others to engage, solve, interact, and act. Whether tested or inspiring, leaders need to deliver on these elements at a minimum.\n\n<strong>What is your perspective? Would you rather follow a tested or inspiring leader?</strong>\n\n&nbsp;', 'Would You Rather Follow a Tested Leader or an Inspiring Leader?', '', 'publish', 'open', 'open', '', 'would-you-rather-follow-a-tested-leader-or-an-inspiring-leader', '', '', '2014-05-13 05:11:42', '2014-05-13 10:11:42', '', 0, 'http://leadchangegroup.com/?p=14676', 0, 'post', '', 5),
(14693, 343, '2014-05-26 06:03:54', '2014-05-26 11:03:54', 'A certain supervisor was assigned to a larger territory as a promotion for the job he had been doing. His biggest challenge was to help the largest flagship restaurant fully develop their concept and start to make headway on service, quality, and revenue.\n\nThis store had a staff that was proud of their status. They had a unique concept, the biggest facility, and received lots of attention. Yet they fell short on fully realizing their potential. It was up to him to get them performing at a higher level.\n\nAs he entered on his first day, the staff and management already been told what was going on in the company restructuring, he started to reach out to the team. He already had a decent rapport with the managers, but he knew the front line managers and staff would be the key to moving things forward. As he feared, he was met with skepticism and resistance.\n\nIt was in talking with one of the key team leaders there that turned things around. Sherri was a very sharp young woman who had a great deal of influence in the team. The supervisor started to chat with her about some things, when Sherri asked point blank, \"So what changes are you going to make?\" Without hesitating the supervisor replied, \"I don\'t know. What changes would you like to see made?\"\n\nIn an instant, Sherri lit up and started pouring her heart out. She had great ideas, and an enthusiasm that flowed knowing she had an audience. That supervisor discovered that it didn\'t matter what he wanted to do; all that mattered to Sherri was fixing what she saw were the issues, and hearing her solutions.\n\nIt was at that moment that the supervisor realized:\n\n<strong>Change may begin with me.  S<em>uccessful change ends with others.</em></strong>\n\nWhat sets apart the great leaders of change is they see others as the change agents. It\'s not up to themselves to make it happen, but to everyone else. It\'s just their responsibility to get everyone rolling in the right direction.\n\nThere were many valuable lessons this young man learned in that quick interaction as well:\n<ul>\n	<li><strong>Interact with everyone</strong>. It\'s such a basic leadership practice that seldom gets off the ground. People want to know who they\'re working for, and what to expect. Only by face to face interaction will those anxious moments be put to rest.</li>\n	<li><strong>Value their input.</strong> Sherri was undoubtedly dismissed in her previous attempts to give her opinion. Staff know what is going on in some ways much more keenly than those they report to. They see the way to address service and quality issues that go beyond the financials and the corporate initiatives. Ask, and be ready to listen.</li>\n	<li><strong>Put it out there that you don\'t have all the answers.</strong> While this supervisor knew conceptually what needed to be done, he never worked first hand in the execution. He was not the expert, but he realized that the team there was. When he admitted he didn\'t know what to change, he let down his guard and broke down the walls that the staff put up in their defense. There became an openness and reliability that enabled them to interact and work together.</li>\n	<li><strong>Make everyone know you\'re on the same team</strong>. In admitting he didn\'t have the answers, he also told Sherri, and everyone else, that he needed their help. The entire crew knew that things needed improvement, but they weren\'t ready for someone else to make them change. When they realized he had the same common goals, they started to feel a sense of empowerment that strengthened their passion and removed the defensiveness.</li>\n	<li><strong>Learn when to pull back.</strong> This supervisor had a general plan on what to change. But he was willing to pull it back a bit when pressed for answer. Once he learned that there were other great solutions, he then dovetailed their ideas into his and was able to make sweeping changes that had solid buy-in from the team.</li>\n</ul>\nMany of Sherri\'s ideas came to fruition there, and she eventually rose into a successful management role in her own right. The team over time became a strong operation and excelled in service to the point of being duplicated in the marketplace and receiving reviews in trade journals.\n\nHad this young man plowed through his own ways, the team would not have succeeded. He would have had a frustrating time in his new role. And Sherri may not have moved up in the company. He learned what renowned chef Mario Batali states:\n\n<em>\"One of the most important leadership lessons is realizing you\'re not the most intelligent person in the room at all times.\"</em>\n\nHow have you generated change by making others central to the process? We\'d love to hear the stories!\n\n&nbsp;\n\n&nbsp;\n\n(image courtesy www.dict.space.4goo.net)', 'Leading Change - It&#039;s Not About You', '', 'publish', 'open', 'open', '', 'leading-change-its-not-about-you', '', '', '2014-05-26 06:03:54', '2014-05-26 11:03:54', '', 0, 'http://leadchangegroup.com/?p=14693', 0, 'post', '', 2),
(14710, 243, '2014-05-16 08:29:23', '2014-05-16 13:29:23', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2011/09/Screen-Shot-2011-09-06-at-1.56.00-PM.png\"><img class=\"alignright size-full wp-image-5438\" src=\"http://leadchangegroup.com/wp-content/uploads/2011/09/Screen-Shot-2011-09-06-at-1.56.00-PM.png\" alt=\"Smartblog Logo\" width=\"232\" height=\"96\" /></a>Don\'t believe the myths you\'re reading about employee engagement. Here you will see why the myths of employee engagement, employee selfishness, and a one size fits all approach are misguided. Instead, leaders are encouraged to create a compelling vision, equip, energize and empower their employees. <a href=\"http://smartblogs.com/leadership/2014/05/15/busting-3-employee-engagement-myths/\">Read more here</a>...\n\nFor more thoughts on employee engagement, here\'s <a href=\"http://leadchangegroup.com/choose-engagement/\">another post </a>on the topic.', 'Busting Three Employee Engagement Myths', '', 'publish', 'open', 'open', '', 'busting-three-employee-engagement-myths', '', '', '2014-05-16 08:29:23', '2014-05-16 13:29:23', '', 0, 'http://leadchangegroup.com/?p=14710', 0, 'post', '', 0),
(14716, 354, '2014-05-15 13:05:21', '2014-05-15 18:05:21', '<img class=\"alignleft wp-image-14717\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/2012-04-29-23.58.43.jpg\" alt=\"2012-04-29 23.58.43\" width=\"146\" height=\"140\" />The word <em>innovation </em>has become ubiquitous. Just because something is new – whether it’s a mission statement, product, service, or business—doesn’t mean it deserves to proclaim itself <em>innovative</em>.\n\nInnovation is not about doing an old thing in a new way. It’s about creating a new way to do something new, or a new way to do something better. Inherently, innovation must be disruptive – unaccepting of the status quo and committed to transforming a new approach into reality. Innovation isn’t just a new way of <em>doing.</em> It’s a new way of <em>thinking</em>.\n\nFor any endeavor—a business model, an idea, a desire for social change—to be innovative and achieve greater impact, the first person that needs to be comfortable with the idea of fundamental change is the leader.\n\nHow comfortable are you, as a leader, with <em>new?</em> Often, we’re uncomfortable with new processes and approaches. We’re uncomfortable with that which is unfamiliar. We may be uncomfortable with a commitment to communicating more effectively. We’re uncomfortable with calculating the results we achieve, for fear they will not measure up to expectations. We’re uncomfortable with delegation and with those who challenge our thinking, fearing we will lose control.\n<h2>How comfortable are you with being disruptive?</h2>\nAs a leader, are you willing to practice the change you expect of your team? Are you willing to truly embrace innovation? Are you willing to be disruptive, not only in how you deliver a product or service, but also in how you instigate change?\n<h2>Are you willing to change the way you think?</h2>\nInnovation occurs when we change the way we think, in order to transform the way we (and our customers and stakeholders) behave and experience our product, service, or business.\n<h2>Are you <em>ready</em> to be disruptive?</h2>\nInnovation requires different processes, performance measurements, models, and metrics. Disruption is one of those uncomfortable processes by which we seek to improve and build upon the positive work that has begun—to refine and push past where we currently stand.\n\nA high-performing organization must dare to be disruptive, particularly in the manner in which it chooses to communicate. It must seek ways to disrupt the expectations of clients and convey the outcomes of its work to new audiences.\n\nWhere can you begin to be disruptive? Recognize that your customers or audience choose your product, service, or organization because of what it <em>means</em> to them, not because of what you have to offer. Acknowledge that your team will be more engaged when they share your purpose and find deeper meaning in <em>why</em> they work.\n\nCreating a culture of communication and innovation will take time. Begin with what you can do today, and one day/one person at a time, you’ll nurture your own culture of innovation.', 'Positive Communication Leads to a Culture of Innovation', '', 'publish', 'open', 'open', '', 'positive-communication-leads-to-a-culture-of-innovation-2', '', '', '2014-05-15 13:05:21', '2014-05-15 18:05:21', '', 0, 'http://leadchangegroup.com/?p=14716', 0, 'post', '', 5),
(14725, 274, '2014-05-16 06:29:03', '2014-05-16 11:29:03', '<img class=\"alignleft size-medium wp-image-14730\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/Henry-300x195.jpeg\" alt=\"Henry\" width=\"300\" height=\"195\" />\"We give energy, even life, to our world when we take the best of who we are and give it away.\" ~Mike Henry, Chief Instigator of the <a href=\"http://leadchangegroup.com/about/\" target=\"_blank\">Lead Change Group</a>.\n\nInspired by this quote, I asked our instigators the following questions: What is the best of who you are? How are you giving it away.\n\nHere are a few responses, gathered on Facebook:\n\nFrom <a href=\"http://www.gianaconsulting.com/\" target=\"_blank\">Chery Gegelman</a>: <span style=\"color: #141823\">My greatest gift is understanding. I give that gift away daily with family, friends, neighbors, customers, and on </span><span><span style=\"color: #898f9c\"><span style=\"text-decoration: underline\">#SoMe</span></span></span><span style=\"color: #141823\">. By listening, sharing stories, sharing hard-learned lessons, passing on wisdom from others and often including a link to a favorite song, and a hug.</span>\n\nFrom <a href=\"http://trailblazeinc.com/\" target=\"_blank\">David Dye</a>: <span style=\"color: #141823\">The best of who I am is a caring teacher and guide. I give that away when I help leaders find their path and become their best self. I\'ve endeavored to build a business around this work. Many days it feels like my entire business plan is: \"Be me.\" </span>\n\nFrom <a href=\"http://theleadershipinitiative.net/\" target=\"_blank\">Don Shapiro</a>: <span style=\"color: #141823\"> I\'m always asking a lot of why questions. People say I often ask questions about things they\'ve never considered. The more curious I am, the more that I help people to discover more about themselves, their world and their organizations. So I guess I help people discover more through my curious nature. This lead me to a personal realization during the last three years about what I like doing best in my work. I love doing research more than anything else yet I was not consciously aware of that until recently. When we align ourselves with who we really are, we can give so much more and truly make a positive difference in this world.</span>\n\nFrom <a href=\"http://www.thindifference.com/\" target=\"_blank\">Jon Mertz</a>: <span style=\"color: #141823\">I enjoy digging into topics and going beneath the surface of them. </span><span style=\"color: #141823\">In doing this, I spark and facilitate conversations. Listening and getting others to add their perspectives engages a larger community more fully, and we all leave ready (hopefully) to carry the conversations and insights into other places with other people. An ignited community!</span>\n\nFrom <a href=\"http://upwardsleader.com/\" target=\"_blank\">Paul LaRue</a>: <span style=\"color: #141823\">I have felt called to encourage people to believe they can change and influence change. The more I set myself aside and serve others - even in my family - the more excited I get. There are many who need others to hope and believe in themselves; it would be remiss to ignore that need in their lives. A little encouragement can go a long way in an organization, society, and a life. I\'m excited to be part of a group that feels the same desire!</span>\n\nFrom <a href=\"http://letsgrowleaders.com/\" target=\"_blank\">Karin Hurt</a>: <span style=\"color: #141823\">My gift is energy which I find is contagious. The more I give away the more it multiplies in myself and others.</span>\n\nFrom <a href=\"http://www.reimaginework.com/truth-in-leadership/\" target=\"_blank\">Mary Schaefer</a>: <span style=\"color: #141823\"> </span><span style=\"color: #141823\"><span class=\"UFICommentBody\"><span>My commitment to telling the truth. I will always be working on doing it in a way that people can hear it.</span></span></span>\n\nFrom <a href=\"http://debcostello.blogspot.com/\" target=\"_blank\">Deb Costello</a>: <span style=\"color: #141823\"> </span><span style=\"color: #141823\"><span class=\"UFICommentBody\"><span>I am often surprised by what people think I know or can do, but every day people teach me what the best of me is. When I am asked for my time, my expertise, or my opinion, I am inspired to say yes, to serve, to give back.</span></span></span>\n\n<a href=\"http://www.e-quidam.com/theblog/\" target=\"_blank\">Monica Diaz </a>shared a great concluding thought: <span style=\"color: #141823\">The best of who we are is always better expressed by giving it away. There is no way to reach your full potential without service to others.</span>\n\nWhat will you give away, today, to bring energy and life to the world?', 'Crowdsourced from Our Instigators: What Are You Giving Away?', '', 'publish', 'open', 'open', '', 'crowdsourced-from-our-instigators-what-are-you-giving-away', '', '', '2014-05-16 06:29:03', '2014-05-16 11:29:03', '', 0, 'http://leadchangegroup.com/?p=14725', 0, 'post', '', 3),
(14728, 343, '2014-07-02 06:17:18', '2014-07-02 11:17:18', 'A design company is hired to set up a cafeteria in a new retirement community. The company doesn\'t listen to the needs of the organization, and once the facility is opened, there are equipment failures and design flaws. Calls are repeatedly made to the company to help resolve these punch list issues, but to no avail.\n\nMonths pass, and the design company shows up to take pictures of their newest project for their portfolio. Their request is promptly dismissed by the unhappy organization. Why should they, was the argument, let the company take credit for a project that failed to meet the needs of the customer? Within the subsequent months, they made it a point to inform other facilities not to use this company. It was found later that the design company had an infamous reputation for poor service.\n\nWhether its purchasing a new car, launching a sales initiative, or even the interaction between two individuals, a lot of credibility can be lost during these transactions if the <strong>mutual needs of both parties are not <em>thoroughly</em> met</strong>.\n\nWhat\'s left after the purchase, the sale, the customer experience, the contract? Buyer\'s remorse is usually not the result of the product purchased, but of the lack of character carried beyond the transaction itself.\n\n<strong>The main exchange of every transaction, whether for goods, services, or even just a casual business relationship, is character.</strong>\n\nIf the design company mentioned above had a modicum of character, what do you think the outcome of the situation would be? Would the retirement community have been more satisfied? Could the company have also benefited long term by more referrals? Would their reputation have instilled a sense of trust in their overall character to even consider doing business with them?\n\nIt takes a great deal of short shortsightedness for any business or organization to shortchange trust and credibility for a quick gain of revenue or marketability. Character matters, perhaps even more so today, and people look to have that as part of any transaction.\n\nIt\'s no wonder that this need has produced in our connected world sites such as <a href=\"http://www.angieslist.com/\">Angie\'s List</a> and <a href=\"http://www.yelp.com/baltimore\">Yelp!</a>.\n\nI have an extended family member who just today asked us to name a trustworthy mechanic to give her a second opinion on what a dealer\'s repair shop told her they needed to fix. Whether this shop has integrity in their operation I have no idea, but due to the void of honest mechanics in our area the local industry is somewhat tainted in the confidence of being serviced by any of them.\n\nThe lack of character in which one gives in any exchange may have more far reaching implications than just a lack of referrals or lost market share. It has the potential to taint local economies and even entire industries.\n\nTo truly build a personal or company brand, to have a point of differentiation, or to instigate positive disruption in an industry or the world, one must give a fair shake of character in every point of contact.\n\nHow can you ensure a transaction of character in your world today?\n\n&nbsp;\n\n(image courtesy of washingtonlaborandemploymentblog.com)', 'The Transaction Of Character', '', 'publish', 'open', 'open', '', 'the-transaction-of-character-2', '', '', '2014-07-02 06:17:18', '2014-07-02 11:17:18', '', 0, 'http://leadchangegroup.com/?p=14728', 0, 'post', '', 0),
(14752, 290, '2014-05-20 06:13:50', '2014-05-20 11:13:50', 'The question was sparked by Alli Pollin in her blog post entitled <a title=\"Personal Leadership: Thrive in Ambiguity\" href=\"http://breaktheframe.com/personal-leadership-thrive-in-ambiguity/\" target=\"_blank\"><em>Personal Leadership: Thrive in Ambiguity</em></a>. From here, we engaged our Lead Change Google+ Community to get their perspective on the following questions:\n<blockquote><strong>How do you thrive in ambiguity? On what leadership skills do you lean?</strong></blockquote>\n<h2>Leading Through Ambiguity</h2>\nHighlighted below are snapshot insights from various leaders.\n\n<strong><a title=\"John E. Smith - Google+\" href=\"https://plus.google.com/u/0/109121791839470982888\" target=\"_blank\">John E. Smith</a>:</strong> I immediately thought of curiosity as the leadership skill I lean on when times are unsettled and the way forward is unclear. I may not be using the right word, but I am thinking of three specific things: 1) The need to know something about many different things instead of focusing only on one. The leaders I most respect have a dazzling array of interests and knowledge. 2)  Similar to number 1, the habit (dare I say \"obsession\") of collecting random knowledge which appears trivial, but in the right context, becomes essential. 3) Of course, a well - developed ability to ask thought-provoking, challenging, and probing questions.\n\n<strong><a title=\"Jane Anderson - Google+\" href=\"https://plus.google.com/u/0/109371269042338129839\" target=\"_blank\">Jane Anderson</a>:</strong> Opportunity to dissolve ambiguity.  Why? What? When? Who? How?  Start with one, then continue.\n\n<strong><a title=\"Jane Anderson - Google+\" href=\"https://plus.google.com/u/0/100806647937679146007\" target=\"_blank\">Martin Webster</a>:</strong> I don\'t think organizations can thrive with ambiguity. While uncertainty is something we often live with, we should do as Jane Anderson says, and dissolve ambiguity. For me, this means taking responsibility and challenging ambiguity with questions.\n\n<strong><a title=\"Chantal Bechervaise - Google+\" href=\"https://plus.google.com/u/0/115977315412806979934\" target=\"_blank\">Chantal Bechervaise</a>:</strong> A lot of organizations face ambiguity, especially when they are a start-up or entering a new market. I think you need to have an explorer attitude. You have to be comfortable working without clear objectives and/or ready to change course. You need to be flexible and adaptable. You cannot be a micro-manager. Look at companies like Google, Pixar and Cirque de Soleil...they thrive in ambiguity.\n\n<strong><a title=\"Anne-Cécile Graber - Google+\" href=\"https://plus.google.com/u/0/111385385918691391514\" target=\"_blank\">Anne-Cécile Graber</a>:</strong> I would add to the explorer attitude the capacity to envision a preferred future. When we and organization face ambiguity we can lean on this envisioned preferred future to guide our steps. The companies Chantal Bechervaise mentioned have a clear vision of their future.\n\n<strong><a title=\"Karin Hurt - Google+\" href=\"https://plus.google.com/u/0/110282345215038188042\" target=\"_blank\">Karin Hurt</a>: </strong>Over communication.\n\n<strong><a title=\"Kate Nasser - Google+\" href=\"https://plus.google.com/u/0/110736151092414539538\" target=\"_blank\">Kate Nasser</a>:</strong> In reading these wonderful comments, the one thing that came to me right away is the question itself. Thriving ambiguity doesn\'t mean we strive for it. To me it means using ambiguity to: Discover the bigger truth than our initial perspective reveals to us; Engage employees in solving the puzzle with their talents thus coming up with possible solutions that we as individual leaders wouldn\'t have; Sharpen our critical thinking skills (lose it if you don\'t use it); Embrace diversity; Innovate with new ideas vs being trapped by the comfort of habit.\n<h2>Filled with Questions</h2>\nAs Alli started her posted, she was filled with questions. Being filled with questions can be unsettling, but it also can be engaging. Some of the different perspectives above highlighted this point. Questions beget more questions, and our curiosity becomes fully engaged. In many ways, this is a good thing. Being curious means we are exploring, discovering, and learning. Each of these are positive leadership traits.\n\nMore than this, being filled with questions may lead to more conversations with others. Conversations means a <a title=\"It Takes Leaders to Be a Community\" href=\"http://leadchangegroup.com/it-takes-leaders-to-be-a-community/\">community is involved</a>. This is another good thing. Through interaction, collaboration can unfold. Through collaboration, better outcomes can occur.\n\nThe obvious worst thing that can happen is to get muddled in our questions and leave <a title=\"Infinite Choices Is a Fallacy – How to Avoid Infinitethink\" href=\"http://www.thindifference.com/2013/02/05/infinite-choices-is-a-fallacy/\" target=\"_blank\">decisions and choices unmade</a>. Questions do require thinking and considering. Questions also require reaching a conclusion. Each decision or choice may not be perfect, but it does move us forward. As we continue on, we will continue to learn and adjust as well as get to a point of being faced with many more questions.\n<h2>Ambiguity Means Leaning In, Not Running Away</h2>\nThe amazing thing about the insights above is most of them said to go into the ambiguity rather than run from it. Yes, this is what good leaders will do. Good leaders know that ambiguity is a fact of the environments we work and live in. Ambiguity cannot be ignored. Ambiguity needs to be embraced.\n\nMuch more needs to be done though. Great leaders envision a grander future and describe clearly why we need to punch through it. Great leaders raise everyone’s thoughts and actions to new levels of engagement. Anne-Cécile Graber, Chantal Bechervaise, and Kate Nasser captured these points well. Great leaders capture the imagination of what is possible and empower people to achieve much in times of ambiguity.\n\n<a title=\"Alli Pollin - Google+\" href=\"https://plus.google.com/u/0/+AlliPolin/posts\" target=\"_blank\">Alli Pollin</a>’s post sparked this conversation and so it is appropriate to sum it up with her thoughts:\n<blockquote>“Leadership is thriving through ambiguity, yes. But when you unpack that statement, it’s clear that leadership is making intentional choices and feeling your way though, based on what you know and value.”</blockquote>\nWell said. Great leaders make intentional choices, centered in sound principles and values. From here, great leaders deliver clear purposeful direction and engage many to achieve great results in times of ambiguity.\n\n<strong>How do you lead through ambiguity? What guides you along the way?</strong>\n\n&nbsp;', 'How Do You Thrive in Ambiguity?', '', 'publish', 'open', 'open', '', 'how-do-you-thrive-in-ambiguity', '', '', '2014-05-20 06:13:50', '2014-05-20 11:13:50', '', 0, 'http://leadchangegroup.com/?p=14752', 0, 'post', '', 4),
(14759, 280, '2014-05-19 13:33:13', '2014-05-19 18:33:13', 'Leadership is everyone\'s business. Meghan M. Biro and Kevin W. Grossman explore this fact with guest Thomas S. Narofsky as he discusses the inspire or retire leadership theorem.\n\nThe TalentCulture #TChat Show is back live on Wednesday, May 21, 2014. #TChat Radio starts at 6:30 pm ET (3:30 pm PT) and the convo continues on #TChat Twitter chat from 7-8 pm ET (4-5 pm PT).\nRead more about the show <a title=\"#TChat Preview Inspire or Retire Leadership Theorem\" href=\"http://www.talentculture.com/leadership/tchat-preview-inspire-or-retire-leadership-theorem/\">here</a>.', '#TChat Preview: Inspire Or Retire Leadership Theorem', '', 'publish', 'open', 'open', '', 'tchat-preview-inspire-or-retire-leadership-theorem', '', '', '2014-05-19 13:33:13', '2014-05-19 18:33:13', '', 0, 'http://leadchangegroup.com/?p=14759', 0, 'post', '', 0);
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(14760, 329, '2014-05-19 05:07:39', '2014-05-19 10:07:39', '<img class=\"alignleft size-medium wp-image-5842\" src=\"http://leadchangegroup.com/wp-content/uploads/2011/11/Fotolia_29467504_XS-300x199.jpg\" alt=\"One Drop of Water | Lead Change Group\" width=\"300\" height=\"199\" />There is an adage that goes, “Authority is the last resort of the inept and frustrated.” Parents who have found themselves relying on “…Because I said so” to direct a reluctant child know the total truth of that adage. When rank becomes the only means of ensuring compliance, one has long lost the battle to effectively influence.\n\nThe art of influencing another has challenged leaders for centuries. In autocratic settings, influencing is relatively easy to accomplish--you simply gave an order. Obedient followers comply with little resistance, at least until they revolt, use sickouts, or go on strike. But compliance is a long way from commitment. Directives may ensure movement but they do little to foster motivation.\n\nIn more democratic settings, leaders resort to humanistic means. One approach some leaders use to influence is through <em>selling</em>--outlining to followers the benefits of pursuing a goal, making a change, or embracing an initiative. There is obviously a “selling” dimension to all acts of non-directive influencing. But, at the end of the act of selling is a follower who feels sold. That “sold” feeling can contain residuals of feeling manipulated or conned.\n\n<em>Colorful communication</em> is another powerful leader tool for influencing.   Communication-dependent leaders rely on a charismatic or compelling style. Like responding to a well-executed sermon, those who enlist can often have second thoughts about whose interests the recruiter had in mind. This tool also relies on the skill of the leader as a great communicator. Were charismatic communication a prerequisite for effective leadership, organizations would hire talented thespians instead of thoughtful decision-makers.\n\n<em>Role modeling</em> is another popular approach to influencing. Leaders who “walk the talk” not only telegraph priority, they demonstrate that whatever it is they are walking should be emulated by their followers. There is obviously a valuable side to leaders ensuring their words and deeds are congruent. However, there is a side to the “leader as role model” that is noticeably parental. Placing leaders on pedestals to be copied does little to bolster the self-reliance of employees. As long as followers pursue a “messiah-like” shepherd, they move further away from personal accountability.   Empowerment becomes more about advance permission than about on-the-spot authority.\n\n<em>Rewards and incentives</em> are frequent tools for leader influencing. When leaders incent the “good child” who acted in sync with the goal or cause, they are actually using a two-pronged tactic. One is to reinforce the “good” behavior so the “good child” will repeat it. But the more significant side is the modeling that is at work. Those not “on board” see those “on board” being publicly favored. Wanting to be among the favored, they follow suit so they too will be rewarded at some future point. The parental overtones may seem subtle to leaders who use such an approach. But, they are clearly felt by those who acquiesce solely for acceptance.\n\n<em>Employee recognition</em> is generally as wholesome as apple pie. However, relying on the carrot as a tool for influencing can be experienced as an exercise in employee seduction. The words are obviously more loaded and perhaps more violent than is intended. Yet, there can be a sense that “I have allowed myself to be snookered into pursuing a path that may not be in my best interest.” Seduction leaves victims with the guilt that at some level they have participated in their own demise.\n\nSo, what does the leader have left as a tool for influencing? If you ruled out selling, colorful communication, role modeling, incentives and recognition, what leadership tool is left?\n\n&nbsp;\n\n<strong>Three Tools for Authentic Leadership</strong>\n\n&nbsp;\n\nHow do we get the horse to drink? If we give the drinking horse more hay or remind the horse of the long hot journey ahead, or sell the horse on the benefits of drinking, or give the horse affirming strokes, or drink beside the horse to encourage imitation, have we authentically influenced or selfishly conned? While no leader would suggest their people are human horses, their actions can sometimes suggest they believe followers have similarities when it comes to influence.\n\nFinding a new answer to an age-old question involves letting go of our traditional leadership notions about control and self-interest. It entails choosing partnership over patriarchy. If we approach our relationship with our followers as fellow travelers on the same train, we begin to acknowledge interdependence.\n\nTo get a handle on the experience of partnership from the leader’s perspective imagine you have been away on a two-week vacation. While you were away your subordinates each put up $10 to purchase a group of lottery tickets hoping to win the largest jackpot ever. Their agreement was that if any ticket won, they would share the winnings equally. Since you are away, you do not participate. They win and are all now all multi-millionaires! At your first staff meeting after returning from vacation, your subordinates announce that they have all decided to resign. However, they would like to remain as full-time volunteers. Assume these are the only subordinates you can get for a long time. What would your leadership style look like of your entire staff were independently wealthy, full-time volunteers?\n\n&nbsp;\n\n<em>Facilitating a Collective Creation of Purpose</em>\n\n&nbsp;\n\nThe first component of “leader as partner” is the collective creation of purpose. Peter Block in his book <strong>Stewardship</strong> states, “The traditional process is that management creates its vision and then the enrollment process begins…. Enrollment is soft-core colonialism, a subtle form of control through participation. Nothing has changed in the belief in control, consistency and predictability, only the packaging is different.” It is challenging for leaders, affirmed for being visionary and charged with “charting the course,” to embrace the concept of a truly shared vision. Shared vision typically implies “you share my vision as being your vision.” A truly shared vision is one crafted collectively. It entails creating contexts in which everyone enters the dialogue about direction. It involves getting every person impacted by the vision to have an honest, non-pressured say in what it looks like.\n\n&nbsp;\n\n<em>Bolstering the Power of a Shared Legacy</em>\n\n<strong> </strong>\n\nHelping people see how they contribute to the future is a vital part of the role of a great leader. Helping them discover how they contribute to a rich history is also a part of that role.   A CEO addressed her managers during an off-site retreat at a crucial turning point in the company’s life.   “We stand today on the shoulders of the pioneering giants who came before us,” she told them. “They made this company what it is today. But, you are the people on whose shoulders others will stand in the future. Let us all make sure the quality of our work insures those who stand upon us have a sound footing.” Great leaders don’t let employees forget their corporate ancestry. Not to perpetuate an ineffective “we’ve always done it that way,” but rather to honor the emotional ground on which the organization stands.\n\n&nbsp;\n\n<em>Creating Processes for Joint Accountability</em>\n\n<em> </em>\n\nPartnerships are first and foremost power-free relationships. In some ways, partnerships are “marriages of equals” with a common vision, shared values, but with different talents. This means that if there is accountability for results, it must be shared. Clearly some components of worker roles require individual accountability. But, there should also be the strong sense of “one for all.” To quote one NBA professional athlete, “No one on this team wants to be the highest paid player on a losing team.” That means leaders must relinquish their babysitting, caretaking role. They must lead with discipline and collaboration, not rely on hope and hand ringing. Everyone in the partnership is responsible for the results and the quality of cooperation.\n\nWhere does all this leave the partner in charge? Certainly it does not mean organizations become entities lead by a committee. People in the most senior role of leadership have a responsibility for ensuring clarity, particularly regarding effective ways to be distinctive in the market place.   They also are charged with insuring power is shared, not horded. They serve their colleagues through support, linking partner with partner as well as locating fresh leadership for the partnership. The partner in charge champions the betterment of the partnership by elevating the standards of excellence. The partner in charge brings specialized information to the partnership, data others might not have the capacity or opportunity to acquire.\n\nPartnership is a commitment to a dialogue, not an act of surrendering. It starts with asking for input rather than offering instruction. It entails averting the trap of being the “answer person.” It is operating with the faith that wisdom lays within us all and the effective leader opts for the inefficient fostering of discovery rather than the expeditious pronouncement of the solution. It is as personal as it is professional; as transparent as it is inclusive.\n\nEarl Shorris wrote in his book, <strong>Scenes from Corporate Life</strong>, “In business, people do not arrive at totalitarian methods because they are evil, but because they wish to do the good in what seems to them the most efficient way, or because they wish merely to survive, or with no more evil intent than to prosper.”\n\nPower is a seductive and slippery ingredient. The closer one gets to the top of the hill the less one is able to keep the appeal of totalitarianism on a short leash. Perhaps the greatest gift a partnership provides the partner in charge is a collection of relationships willing to tell the emperor about his or her wardrobe.\n\n&nbsp;\n\n&nbsp;\n\nChip R. Bell is a renowned keynote speaker, consultant and author of several best-selling books including his most recent book,<strong> The 9½ Principles of Innovative Service. </strong>The Chip Bell Group was recently ranked #6 in North America for leadership development by HR.com. Chip can be reached through www.chipbell.com.', 'On Leading Horses Who Don&#039;t Know They Are Thirsty to Water', '', 'publish', 'open', 'open', '', 'on-leading-horses-to-water-that-who-dont-know-they-are-thirsty', '', '', '2014-05-19 05:07:39', '2014-05-19 10:07:39', '', 0, 'http://leadchangegroup.com/?p=14760', 0, 'post', '', 0),
(14770, 252, '2014-05-22 06:06:52', '2014-05-22 11:06:52', 'Clients often come to me when they have to deliver what they considered “bad news” to an employee. It might be something like:\n<ul>\n	<li>Her job is changing and she doesn’t have a say.</li>\n	<li>He has this behavior or performance issue that is starting to cause a serious problem.</li>\n	<li>You’re giving her a performance rating she’s not expecting.</li>\n</ul>\nOr any other number of possibilities… I find my clients’ bottom-line reluctance to deliver the news is that they don’t want to make the person feel bad.  Understandable.\n\nI hear them offer this way and that way they could deliver the message in a way that doesn’t leave the person feeling bad. I’ve done this myself. You end up talking WAY TOO MUCH to prevent the bad feeling, and the person in front of you is just left bereft. You are not helping. The bad news it not getting any better.\n<h2>Take your leadership skills to the next level.</h2>\nThis is so common among us human beings – we can’t deal with our own discomfort at causing others’ discomfort. At the same time, I think it is one of the biggest mountains to cross to the next level of maturity, at work or anywhere else. What\'s it going to take for us to get comfortable with our own discomfort?\n<h2>Three tips to get you through.</h2>\nI coach my clients to do three things with their employee:\n\n<strong>1. Keep your introduction to the conversation to 2 sentences and a question.</strong>\n\nDon’t deliver a prolonged introduction. A simple example:\n<ul>\n	<li>George, we’ve talked a few times about speaking over others at meetings and the impact it has on them. Where do you think you are with that? [Stop talking.]</li>\n</ul>\nAlways end with a question. Asking a question helps focus them.\n\n<strong>2.  Hold them accountable and demonstrate you are on their side at the same time.</strong>\n\nYour entire conversation should be about a 50/50 mix of this. A sample paragraph may sound like this:\n<ul>\n	<li>I know we’ve talked about this before. I’m willing to continue to work with you to improve. What ideas do you have to adjust this?</li>\n</ul>\n<strong>3.  Leave them with hope and action.</strong>\n\nAs you wrap up the discussion, summarize using hope and action. You want to have the person leaving the room feeling encouraged and supported and with <strong>something tangible they can do within the next 24 hours</strong>. Your summary could sound something like this (notice: 2 sentences and a question):\n<ul>\n	<li>George, we talked about different options you could use to adjust this behavior. I’m committed to your success and I’m going to check in with you tomorrow before the end of the day. What do you understand you’ll do before then, based on what we talked about today?”</li>\n</ul>\nPresumably you two are planning to talk about the first thing he is going to do to improve the behavior, but you want him to say this. If he doesn’t then you know more support is needed. Tell him you’ll check in then to nail down what option he wants to choose.\n<h2><strong>Get comfortable with their discomfort.</strong></h2>\nThere is no way around it. You have to strategize to make the best of the situation. I am not suggesting spin. I am suggesting a framework to make the best of being on their side and holding them accountable at the same time.  The more calm and confident you are, the more your employee will respond in kind.\n\n<em>How do YOU handle delivering difficult messages like a leader?</em>\n\n<span style=\"color: #999999\">Image: BigStockPhoto contributor, PixelsAway.</span>\n\n&nbsp;', '3 Tips to Deliver Bad News Like a Leader', '', 'publish', 'open', 'open', '', '3-tips-to-deliver-bad-news-like-a-leader', '', '', '2014-05-22 06:06:52', '2014-05-22 11:06:52', '', 0, 'http://leadchangegroup.com/?p=14770', 0, 'post', '', 5),
(14786, 333, '2014-05-21 06:12:51', '2014-05-21 11:12:51', 'A successful and productive team works together to achieve the same goal; this is also often the reason as to why the team is successful – because each individual is working towards achieving the same target. However, as a leader how do you ensure that each and every member of your team will work towards the same goal as all the others and that this goal is the correct goal?\nThere are many ways in which you can inspire people – but here are a few ways in which you can influence others into supporting a common goal.\n\n<strong>Team Spirit</strong>\nOne of the best ways in which you can encourage others to work towards the same goal is to achieve a team spirit; a team spirit is an atmosphere in which each individual works as part of a team.\nMany things can stand in the way of creating a team spirit such as individuals that do not agree or get along, failures that have already occurred and individuals that do not necessarily dislike each other but do not get along as they do not know or trust each other.\n\n<strong>Persistence and Persuasion</strong>\nAn excellent method of convincing people that they should work together to achieve the same goal is by convincing them that they will all receive a reward from doing so; whether this be pride in their achievement or a physical reward.\nIf you aren’t willing to give a physical reward to the individuals if they complete the goal, you have to encourage them to work together by influencing them and leading them to believe that they will be rewarded psychologically, emotionally or through the praise of others for what they have achieved together.\n\n<strong>Team Building Activities</strong>\nOne way of encouraging each individual to work towards the same goal is to put them through team building exercises; this will allow the individuals to get to know each other much better and will begin to grow closer as they complete activities that require them to work together as a team rather than apart as individuals.\nWhilst this is an excellent method of bringing people together, it’s also a good opportunity for you to discover the individual skills within your team.\n\n<strong>Social Interaction</strong>\nTaking your team out for a meal or a drink is another way in which you can encourage them to become closer; many people relax more as they chat over food or a drink and so they will open up to each other and begin to get along.\nBy encouraging the individuals to be sociable you can also deal with any rivalry within your team and put an end to it before it becomes too serious.\n\n<strong>Individual Attitudes</strong>\nMany teams have their own motto; a saying that they practice before going into a battle, a sporting event or before trying to win over the other side in a meeting.\nThis rule should be the same for all teams; if you want to encourage everyone within your team to work towards a common goal you need to ensure that their attitudes are as one in relation to the company; this is where the team motto comes in.\n\nIf you instil a team motto the people involved are much more likely to work together as the motto will be something that they share with each other and only each other; it’s something they have together but not others.\nDepending on the team motto that you create you can also influence your team due to the fact that they may be able to relate to this motto or believe in it – to make this happen you have to select a motto that is significant, something that will be remembered such as the famous “All for one and one for all”.\n\nThere are a number of other methods of bringing people together; but the method that you choose must depend upon the individuals within your team and what will suit them best and work in their best interests.\nIf you feel that there are still issues that need to be addressed within your team in order for them to work towards achieving the same goal it is important that you address this issue early on before it poses a significant problem.', 'The Ability To Inspire People Towards a Common Goal', '', 'publish', 'open', 'open', '', 'the-ability-to-inspire-people-towards-a-common-goal', '', '', '2014-05-21 06:12:51', '2014-05-21 11:12:51', '', 0, 'http://leadchangegroup.com/?p=14786', 0, 'post', '', 1),
(14790, 270, '2014-05-20 15:41:53', '2014-05-20 20:41:53', 'We all know the feeling...that situation that gives us hesitation. That pregnant pause. The wrestling between our mind and our instinct. Gut versus logic. With which should we side? <a title=\"Do You Listen to Your Gut or to Your Logic?\" href=\"http://consultgiana.com/did-you-listen-to-your-gut-or-to-your-logic-which-one-is-right/\">Read more...</a>', 'Do you listen to your gut or to your logic?  Which one is right?', '', 'publish', 'open', 'open', '', 'do-you-listen-to-your-gut-or-to-your-logic-which-one-is-right', '', '', '2014-05-20 15:41:53', '2014-05-20 20:41:53', '', 0, 'http://leadchangegroup.com/?p=14790', 0, 'post', '', 0),
(14807, 355, '2014-05-21 16:34:29', '2014-05-21 21:34:29', 'With the technological advances that occur every day, it is important that Project Leaders stay on top of these changes by developing a \"Digital Project Leadership\" mindset to stay relevant. The one-size-fits-all approach no longer fits, so as clients\' needs change, so should the ideas and solutions offered to each client.  \"Digital Project Leadership\" is more than just knowing technology. It is using that technology to engage those around us. Read more here.', 'Digital Project Leadership – “Re-Imagining the Client Experience”', '', 'publish', 'open', 'open', '', 'digital-project-leadership-re-imagining-the-client-experience', '', '', '2014-05-21 16:34:29', '2014-05-21 21:34:29', '', 0, 'http://leadchangegroup.com/?p=14807', 0, 'post', '', 0),
(14811, 316, '2014-05-22 15:56:39', '2014-05-22 20:56:39', '<span style=\"color: #323232\">Education is learning languages: the languages of words, music, math, art, chemistry, biology, etc.  Education is learning paradoxes … and oxymorons.  So let me highlight an oxymoron that is damaging our kids’ education:  </span><strong style=\"color: #323232\">Lifelong Learning </strong><span style=\"color: #323232\">and </span><strong style=\"color: #323232\">Gap Year</strong><span style=\"color: #323232\">. If we truly believe in </span><strong style=\"color: #323232\">Lifelong Learning</strong><span style=\"color: #323232\">, then we have to believe that </span><strong style=\"color: #323232\">Gap Years</strong><span style=\"color: #323232\"> are not Gaps…and we have to use a different word. </span>What if we didn’t call it a “<strong>Gap Year</strong>” but called it an “<strong>Applied Discovery Year</strong>”? What if this was a year students saw worlds they only read about or hadn’t even imagined. <a href=\"http://mills-scofield.com/blog/2014/5/19/its-not-a-gap-year-its-an-education.html#.U301R_ldU3k\" target=\"_blank\">Read More</a>...\n\n&nbsp;', 'It&#039;s Not A Gap Year! It&#039;s An Education.', '', 'publish', 'open', 'open', '', 'its-not-a-gap-year-its-an-education', '', '', '2014-05-22 15:56:39', '2014-05-22 20:56:39', '', 0, 'http://leadchangegroup.com/?p=14811', 0, 'post', '', 1),
(14823, 268, '2014-05-29 06:09:51', '2014-05-29 11:09:51', '<img class=\"alignright size-full wp-image-14824\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/mpb-leadchange-ender-photo-052214.jpg\" alt=\"\" width=\"180\" height=\"290\" />A few years ago, I wrote a piece called <a href=\"http://leadchangegroup.com/10-management-lessons-from-harry-potter/\">10 management lessons from Harry Potter</a>. As a parent of three, I regularly read children’s literature and often am impressed by the wisdom conveyed in these stories. My new favorite management guru is the science fiction writer Orson Scott Card.\n\nYou may have read <em>Ender’s Game</em> or seen the movie. But it’s one of Card’s companion novels that inspires this post: <em>Ender’s Shadow</em>. For those not familiar with the story, Earth is under threat of invasion by an alien race and is training genius-IQ kids to be commanders of a fleet to save humanity. Battle School is a study in management styles—a contrast between what motivates and what demoralizes.\n\nHere are some take-aways:\n<ol>\n	<li><em><strong>Train everyone to be brilliant.</strong></em> “Napoleon held on to the reigns so tightly that none of his commanders was capable of brilliant independent command,” writes Card. If you insist on making all the decisions and mapping out all the courses of action, your team will turn to you for guidance on every matter, instead of honing their own problem-solving abilities. This makes you a bottleneck.</li>\n	<li><em><strong>Multiply your influence by grooming others.</strong></em> You want a whole team of people who are adept at decision-making and planning—who can function independently when needed. You expand your influence, not by keeping tight control, but by training your team in how to evaluate and respond to a range of situations.</li>\n	<li><em><strong>Foster the capacity to \"respond fluidly and instantly to change.\"</strong></em> Show your staff a wide variety of tools and techniques for handling situations, and invite them to innovate, too. Do role-plays and practices where you throw unexpected circumstances at them. Let them formulate the response. Instead of a team who waits around for specific instructions on each task, you want a group who can take your objectives, figure out a game plan, and execute that plan without needing to consult with you constantly.</li>\n	<li><em><strong>Stop barking orders and criticisms. </strong></em>Do you feel inspired when someone yells at you? Or corrects you in front of others? If you need to discuss a performance shortcoming, do it in private. Barbed remarks in staff meetings cause resentment and make your workplace feel unsafe. Who is likely to propose new ideas or share opinions if one possible result is public humiliation? Instead, you’ll end up with people who do what is asked and no more. Your wrath will shut down their willingness to take initiative.</li>\n	<li><em><strong>Take the long view.</strong></em> You care about quality. You care about speed. So, it’s tempting to rely on your fastest, most experienced employees to complete your mission-critical projects. But your less-experienced staff members want a chance to learn and grow, too. If you deny that, their motivation will decline. Additionally, you may burn out your top performers if you rely on them too much. Invite your least-experienced folks to take the wheel periodically so they can learn to become capable drivers. Even if this means an occasional fender bender. Be willing to embrace short-term setbacks for long-term gain.</li>\n	<li><em><strong>Inspire risk-taking.</strong></em> Results. Results. Results. If you constantly dangle numbers in front of employees, a few might take risks and experiment in hopes of improving your metrics. But most are likely to become more cautious. As Bean, one of Card’s characters, observed, “Nobody wants to rock the boat, to be the one who innovates and pays the price by dropping in the rankings.” Employees need to know that it’s O.K. to fail sometimes. Otherwise, they won’t feel comfortable taking risks.</li>\n	<li><em><strong>Promote based on proven results. </strong></em>Bean also noticed, “The best were being identified and lifted out. The seeming best…(The teachers) were getting all excited about some of the energetic, self-confident, ambitious kids, even though they weren’t actually producing excellent work.” Has this ever happened in your organization? Charismatic employees stand out, but that doesn’t mean they are the best suited for promotion.</li>\n	<li><em><strong>Learn from subordinates who are better than you.</strong></em> Just because you are a manager doesn’t mean you are more expert than your employees. Boost their motivation by asking them to teach you. Invite them to fill your knowledge gaps. Give them chances to shine at what they do best.</li>\n	<li><em><strong>Say yes more often.</strong></em> If staff members request an unusual resource and present a strong business case for it, how will they feel if you decline due to a political reason or a “we’ve always done it this way” mindset? If you say “let me see what I can do,” you win respect as a manager who goes to bat for employees.</li>\n	<li><em><strong>Praise good work.</strong></em> A manager’s praise is a powerful thing. Clients can be happy. Co-workers can provide kudos. But if a manager stays silent, some part of an employee wonders, “Am I making a difference? Are you pleased with my contribution?”</li>\n</ol>\nHere’s my challenge for you. If you are accustomed to reading business books, step out of your comfort zone and into Battle School. <em>Ender’s Shadow</em> is a quick read. You’ll see a portrait of what good management can achieve. Take notes. Business insights can come from unexpected places.\n\n<em><span style=\"color: black;font-family: arial;font-size: small\"><span style=\"font-size: small\">Photo: Courtesy of Tor Books</span></span></em>', '10 Management Lessons from Dragon Army', 'Business insights can come from unexpected places, including children’s literature. Science fiction writer Orson Scott Card paints a marvelous portrait of people management, vividly contrasting what motivates and what demoralizes, and what creates excellence versus lackluster results.   ', 'publish', 'open', 'open', '', '10-management-lessons-from-dragon-army', '', '', '2014-05-29 06:09:51', '2014-05-29 11:09:51', '', 0, 'http://leadchangegroup.com/?p=14823', 0, 'post', '', 0),
(14834, 310, '2014-05-23 06:24:48', '2014-05-23 11:24:48', '<h2></h2>\n<strong><em>Look within. Within is the fountain of good, and it will ever bubble up, if thou wilt ever dig.</em></strong>\n\n<strong>-Marcus Aurelius</strong>\n\n<strong><em> </em></strong>On this Memorial Day weekend, we remember those who gave of themselves in service for the fight of freedom. Their narratives of leadership, heroism and sacrifice, or war stories, can yield lessons on the power of motivation. As an army veteran I honor those with whom I’ve shared the pledge to ‘support and defend.’ Plus having led through other life ordeals, I’ve found that just as in the military—win or lose— it’s critical to have a strategy to stay motivated; in spite of being forced ‘to do the thing we wish we didn’t have to do.’\n\nLeadership also can be a battle, against forces internal and external to our situations. The venue doesn’t matter. Whether inside of an organization with its varying range of people and performance issues, or within families struggling to raise children as good citizens in spite of compromising influences— yes, this work can be difficult. Other personal factors mirror these situations. Trying to achieve our dreams in these uncertain times wreaks havoc on our mental foundation. Warfare against human nature, good and bad, favorable and unfavorable, stack up as odds. Then there’s the stuff we wage battles against in our own camp of trials and enemies. Sometimes we have to lead ourselves out.\n\nFrom my family I learned about staying motivated during battles as well. During our holiday gatherings, the older members spend a lot of time sharing anecdotes centered around the family’s early trials and their lessons learned from tough times. In a way, they served and sacrificed for a better future and more freedoms for us of the next generation. So I’ve found those narratives inspiring and strengthening when it came time for me to deal with my own challenges. My late uncle, known affectionately as Hardcore, a combat Vietnam Veteran who’d retired from the army, usually dominated the talk and everyone listened (though a few occasionally nodded out) as he recounted those admirable ‘war stories’.\n\nHardcore’s tales were a point of focus, a remembrance that helped him to tackle the next obstacle. During his two tours in Vietnam, while leading others on reconnaissance missions through jungles of infectious swamps with bullets flying, something deep inside kept him going. With an intense desire to survive and help others do the same, then get back home to his family and continue his career, he leaned on his faith and his grit (thus the nickname Hardcore). Yes, he was extremely motivated!\n\nRemembering our own times of adversity and the actions we took to get out of personal lowlands, can be encouraging as our war stories—because no one else can truly hit the mark of doing that for us. Our motivators are connected to our strengths or best attributes. They shelter us when we’re doubtful of our course.\n\nI offer up the following questions as strategies to consider in developing your war story:\n<ol>\n	<li>Think about what keeps you going in the toughest of times. You found yourself in a challenging life battle at work or in a personal situation, and you relied on this motivator to pull you through.</li>\n	<li>What traits, attributes, or characteristics keep you on course?</li>\n	<li>You said to yourself, “<em>Indeed I can do this or knock this obstacle over because…”</em></li>\n</ol>\n&nbsp;\n\n<strong><em>The will to win...the will to achieve...goes dry without continuous reinforcement.</em></strong>\n\n<strong>-Vince Lombardi</strong>\n\n<strong> </strong>\n\nHow do you stay focused by remembering your strengths during adversity?\n\n<strong> </strong>\n\n<strong><em> </em></strong>\n\n<strong>Parts excerpted from my book, Hardcore<em> Leadership: 11 Master Lessons from My Airborne Ranger Uncle’s “Final Jump” </em></strong> <a href=\"http://www.amazon.com/dp/1479324760\">http://www.amazon.com/dp/1479324760</a>', 'The Motivated Leader: Three Strategies for Your War Story', '', 'publish', 'open', 'open', '', 'the-motivated-leader-three-strategies-for-your-war-story', '', '', '2014-05-23 06:24:48', '2014-05-23 11:24:48', '', 0, 'http://leadchangegroup.com/?p=14834', 0, 'post', '', 0),
(14838, 312, '2014-05-23 12:33:31', '2014-05-23 17:33:31', '<span class=\"Apple-style-span\" style=\"text-align: left\">If emotional intelligence is not part of your training and development portfolio - please add it.  I\'ve concluded - much of what goes wrong behavioral in leading, managing, and counterproductive employee behavior, can be tied to EQ (emotional intelligemce). <a href=\"http://www.joanncorleyspeaks.com/2014/05/the-new-definition-of-ceo-chief.html\">Read more...</a>\n</span>', 'The New Definition of CEO Chief', '', 'publish', 'open', 'open', '', 'the-new-definition-of-ceo-chief', '', '', '2014-05-23 12:33:31', '2014-05-23 17:33:31', '', 0, 'http://leadchangegroup.com/?p=14838', 0, 'post', '', 0),
(14843, 288, '2014-05-27 06:23:46', '2014-05-27 11:23:46', 'Starting a new job presents a mix of emotions.  New opportunities, people, responsibilities and tasks always get the blood flowing on the first day.  At the same time, going through so much change so quickly without a familiar face to rely on can be overwhelming for some people.\n\nWhile the first day is a pivotal time for people beginning a new job, it is also an opportune moment for managers and leaders.  Engaging and embracing a new recruit while their excitement is at its peak is the perfect way to capture that energy and help them hit the ground running.  Likewise, being there for them when they are nervous and unsure of their new responsibilities is a great way to increase <a href=\"http://www.dalecarnegie.com/employee-engagement/\">employee engagement</a> and to build a relationship of trust and mutual respect.\n\nHere are tips to know how to engage a new recruit and make their transition as seamless as possible:\n\n<strong>Assign them a mentor</strong>\n\nGiving someone a mentor provides that person with a resource they know they can count on.  You can take this responsibility yourself, or you can give it to someone else.  If you decide to delegate this to someone, make sure it is a person who has a positive attitude, enjoys teaching and has plenty of experience.\n\n<strong>Create a career plan and goals</strong>\n\nThis is a great way to capture the excitement of a new employee.  People love to know what they are working towards and what goals they are striving for.  Giving them definitive goals and a path is an effective way to harness their excitement and make them a functional member of the team.\n\n<strong>Give them responsibility</strong>\n\nUse this tactic to make someone feel like they are an integral part of the team as soon as they walk in the door.  Not giving a new team member responsibility or work to do as soon as they start can cause them to get discouraged and lose that initial excitement they had about their new opportunity.\n\n<strong>Schedule time for training</strong>\n\nNo matter what, it will take any new team member time to adjust to the way their new team works and what their new job demands.  Set aside designated time for <a href=\"http://www.dalecarnegie.com/events/individuals/\">professional development training</a> to make sure they have time to learn the essential skills that are unique to their position.\n\nBringing in a new recruit should be equally as exciting for your company as it is that new team member.  For your company, it represents an opportunity to inject vision, ideas and a new perspective.  Engage your new hires from the moment they walk in to make the most of the relationships.', '4 Tips to Engage New Recruits', '', 'publish', 'open', 'open', '', '4-tips-to-engage-new-recruits', '', '', '2014-05-27 06:23:46', '2014-05-27 11:23:46', '', 0, 'http://leadchangegroup.com/?p=14843', 0, 'post', '', 2),
(14852, 244, '2014-05-26 13:25:08', '2014-05-26 18:25:08', '<i>“Most people overestimate what they can do in one year and underestimate what they can do in ten years.” - Bill Gates</i>\n\nChange one year to one day and ten years to one year and the same applies.\n\nWe tend to overestimate what we can do in a day and underestimate what we can do in a year. If you disagree, just take a look at your “to do” list for today or even this week.  Will you really accomplish everything on that list in a day or a week?\n\nThe problem with most “to do” lists is that they are often more of a compilation of a “should do” list rather than a “must do” list.  The difference between the two lies in the degree to which you are clear about your goals and focused on doing what it takes to achieve them. <a href=\"http://wp.me/p339ZO-21V\">Read more.</a>', '3 Steps to Transform Your To-Do List', '', 'publish', 'open', 'open', '', '3-steps-to-transform-your-to-do-list', '', '', '2014-05-26 13:25:08', '2014-05-26 18:25:08', '', 0, 'http://leadchangegroup.com/?p=14852', 0, 'post', '', 0),
(14863, 243, '2014-05-24 12:20:28', '2014-05-24 17:20:28', '<a title=\"Amber-Lee\'s Facebook Page\" href=\"http://www.facebook.com/amberlee.dibble\" target=\"_blank\">Amber-Lee Dibble</a> (<a href=\"https://twitter.com/AlaskaChickBlog\" target=\"_blank\">@AlaskaChickBlog</a>) has been an Instigator in Lead Change Group for a while. She joined because she wanted to do something to promote leadership and leadership development. She didn\'t want to do nothing.\n\nThen, last year, there was a tragedy in her life that she\'s going to discuss below. As a result, she and her organization, no, her family, have had to make some changes.  Would you check out this interview and act accordingly?\n\n<em>Lead Change Group:</em>How did you get started writing and sharing about leadership?\n\n<strong><em>Amber-Lee: </em></strong>I began writing in January of 2011, after recovering more than anyone could have hoped after my fourth stroke. I was given the task to bring Pioneer Outfitters online and to the world. As I learned how to do this and all of what it included, writing about leadership was only a natural progression as one of the categories I write about on Pioneer’s website is focused on our Alaska Survival and Guide Training Program.\n\nOne of the things I was taught (I learned everything as I began from HubSpot) was how important it was to foster, search, and create new relationships: meet people, talk to them, learn from them. I needed to find people speaking about the things I was learning about and instruction for the parts of my own life I wanted to be stronger. I was hoping to find that magic niche. But I am a daisy in a field of tulips; there is no niche for me. I am it. So I continued to learn, becoming even more intrigued as to how this could possibly make us better professional guides. And here I am.\n\n<em>LCG: </em>Would you tell us about the fire last fall? What happened?\n\n<strong><em>Amber-Lee: </em></strong>September 16, 2013. Terry had flow in from the camp he was leading and spent the night gathering supplies and checking in on the other camps that were out and away. Terry was getting ready to fly back to his camp with supplies and had already loaded his plane. He put the heater in it to warm up the engine. Terry was at the Lodge and I was in my bed at my house about 600 yards away - between the Lodge and our airstrip – when we heard gunshots and booms. I called the Lodge, ready to chew some butt; I was trying to sleep and they were playing with guns. Men! But one of the crew said the most horrid words I had ever heard: “Terry’s airplane just exploded!”\n\nI honestly thought I would die right then. I was very sick and had actually forgotten for a moment that I had never heard the airplane take off. I thought Terry was in it. I ran, screaming his name to get to the airstrip just as I also heard Terry yelling my name and saw him running towards me. It was horrible and wonderful all at the same time. The airplane, Cubby, was our lifeline. But Cubby meant nothing compared to this man, the only father I have ever known, standing in front of me with tears running down his face.\n\nBut his poor airplane. It was an icon here in Alaska. People from all over the state new the black airplane as “The Man in Black” and what Terry and the plane could and would do for others. All we could figure out, once the fire was out and nothing was left, was that something had to have faltered in the heater, causing some sort of short. We don’t know. All we do know is that relying on others to haul freight and find our range horses is going to destroy this 90 year old business and ideal\n\n<em>LCG: </em>What is the impact to the area?\n\n<strong><em>Amber-Lee: </em></strong>Every single thing that comes into Chisana comes via the 40-Mile Air Company that is listed as “Essential Air Service.” That means fuel, food, supplies, and even the US Mail comes second to passengers, even people who only want to take a ride. And it costs forty cents/pound to have supplies delivered.\n\n<em>LCG: </em>What can readers of this post do to help?\n\n<em><strong>Amber-Lee:</strong> </em>Please help us here at Pioneer Outfitters in Chisana by spreading the word. Yes, of course, please donate! But not everyone can and I know that. But what I have learned since coming online and delving deeper into what leadership truly is and show be is that we are all connected. With the power and magic of the world wide web and with our friendships, connections, and reach there isn’t a corner of the world we cannot touch now. Please help to spread my call for help. Please help me and stand with me as I, as we, stand for The Man in Black. We are not alone; that is the biggest lesson I have learned from social media. We are all in this together. Please help me stand for a community that has always, without fail, stood for others.\n\n<em>LCG: </em>What happens after June 22?\n\n<strong><em>Amber-Lee: </em></strong>I am still trying to figure that out- I think much of the decision will come from how the fundraiser does. There is no smudging to the numbers and money required to get him back in the air- so I will most likely renew it- it HAS to work! I feel good though. I really do. The absolute amazing kindness people have inside themselves has humbled and inspired me since I came online.\n\n<em>LCG:</em>How can people connect with you?\n\n<strong><em>Amber-Lee: </em></strong>You can find me almost anywhere:\n<ul>\n	<li>Stand for the Man in Black (#Stand4themaninblack) on <a title=\"Indiegogo donation page\" href=\"https://www.indiegogo.com/projects/stand-for-the-man-in-black\" target=\"_blank\">indiegogo.com</a></li>\n	<li>Pioneer Outfitters Website <a href=\"http://pioneeroutfitters.com\" target=\"_blank\">http://pioneeroutfitters.com</a></li>\n	<li>Pioneer Outfitters <a title=\"Stand for the Man in Black\" href=\"http://pioneeroutfitters.com/stand-for-the-man-in-black\" target=\"_blank\">Stand for The Man in Black page</a></li>\n	<li>Amber-Lee Dibble About Me Page <a href=\"http://about.me/amberledibble\" target=\"_blank\">http://about.me/amberledibble</a></li>\n	<li>Alaska Chick’s Blog <a href=\"http://pioneeroutfitters.com/blog/\" target=\"_blank\">http://pioneeroutfitters.com/blog/</a></li>\n	<li>Amber-Lee Dibble on Facebook <a href=\"http://www.facebook.com/amberlee.dibble\" target=\"_blank\">http://www.facebook.com/amberlee.dibble</a></li>\n	<li>Pioneer Outfitters on Facebook <a href=\"http://www.facebook.com/PioneerOutfitters\" target=\"_blank\">http://www.facebook.com/PioneerOutfitters</a></li>\n	<li>Pioneer Outfitters on Twitter <a href=\"https://twitter.com/AlaskaChickBlog\" target=\"_blank\">https://twitter.com/AlaskaChickBlog</a></li>\n	<li>Amber-Lee Dibble on LinkedIn </li>\n	<li>Stand for the Man in Black on Facebook <a href=\"https://www.facebook.com/StandfortheManinBlack\" target=\"_blank\">https://www.facebook.com/StandfortheManinBlack</a></li>\n</ul>\nWill you help?  Please tweet this or share it.  Let\'s help any way we can. Thanks, Mike...', 'Help Pioneer Outfitters Alaska', '', 'publish', 'open', 'open', '', 'help-pioneer-outfitters-alaska', '', '', '2014-05-24 12:20:28', '2014-05-24 17:20:28', '', 0, 'http://leadchangegroup.com/?p=14863', 0, 'post', '', 3),
(14875, 329, '2014-05-27 12:25:05', '2014-05-27 17:25:05', 'Would you have ever compared your customer service to a dance organ? Think about it- both should move, amuse, and enrich all who come in contact with it. Both are about the outward appearance and the pleasure it brings, as well as how it impacts those who receive what it has to offer. <a href=\"http://www.chipbell.com/blog/innovative-service-dance-organ/\">Read more...</a>', 'Innovative Service as a Dance Organ', '', 'publish', 'open', 'open', '', 'innovative-service-as-a-dance-organ', '', '', '2014-05-27 12:25:05', '2014-05-27 17:25:05', '', 0, 'http://leadchangegroup.com/?p=14875', 0, 'post', '', 0);
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(14881, 268, '2014-06-19 06:09:33', '2014-06-19 11:09:33', '<img class=\"alignright size-medium wp-image-14884\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/05/mpb-leadchange-praise-photo-052714-200x300.jpg\" alt=\"\" width=\"200\" height=\"300\" />Some managers are natural cheerleaders. They smile. They celebrate accomplishments with high-fives, team huddles, and even over-the-top dinners.\n\nOther managers are naturally more serious. They present a poker face. It’s hard to tell what they are feeling at any given moment. They may be satisfied with your work or not. You have no idea unless they say something.\n\nA subset of this latter group seems to speak up <em>only</em> when something is wrong—a mistake that needs to be fixed, an unhappy customer, or a budget overrun. When this manager comes to your desk, you shrink a little on the inside, because you suspect the conversation will lead to a late night of re-working a deliverable that didn’t meet your boss’ exacting standards.\n\nIf praising employees does not come naturally to you, here are a few tips for crafting words to motivate your team.\n<ol>\n	<li><strong><em>Stay in character. </em></strong>If you don’t normally walk the halls congratulating folks, it will look suspicious if you suddenly start doing so. Employees may question your motives, rather than believing your kudos. Start with brief private praise.</li>\n	<li><strong><em>Be specific. </em></strong>“Good job” can come across as empty. Provide details on what you liked. These will help the employee know what to do more of in the future. For example, “I really liked the drawings you did for this project. The images included enough information so readers could see our key points without getting lost in details. Thank you for an excellent job.”</li>\n	<li><strong><em>Deliver the praise message by itself</em></strong>, instead of buried in a laundry list of other things you want to discuss with the employee. This way, the employee can absorb the praise fully before having to shift attention to a different topic.</li>\n	<li><strong><em>Be sparing. </em></strong>Some employees drink praise as if dying from thirst. They can’t seem to get enough. In contrast, others get annoyed by too many attaboys and stop taking you seriously. Both groups need praise, but it will be more meaningful if it comes in small doses, periodically. For those who seem to want daily encouragement, you’ll help them most by weaning them from the need for constant outside acknowledgement. You want them to develop an internal confidence—the ability to self-evaluate and say, “I did my best and I’m proud of my work.”</li>\n	<li><strong><em>Be self-effacing. </em></strong>If an employee has done something you couldn’t do yourself, say so. “Your command of the numbers is so much better than mine. I am really glad to have you on my team.” Or, “I never would have thought of this idea. It was a fantastic solution for handling the resource constraint.”</li>\n	<li><strong><em>Be sensitive. </em></strong>Public praise is tricky. A staff meeting announcement works if you are acknowledging a <em>group’s</em> effort. But don’t call out an individual performance in front of others. Some employees feel embarrassed to receive public praise. And sometimes, the mention can cause others to resent the high-performing employee or create unhealthy competition where individual employees begin vying for the manager’s accolades.</li>\n	<li><strong><em>Make sure to acknowledge the right people. </em></strong>Don’t automatically assume the salesperson sealed the deal. The proposal writer, a subject matter expert who helped with the sales presentation, or someone else may have done the key things that led to the sale. If you praise the wrong person, you risk coming across as out-of-touch with your people. And the folks who really did the work can feel resentful about not getting the credit.</li>\n	<li><strong><em>Praise the good aspects of imperfect projects. </em></strong>You may be cringing inside about the mistakes in a deliverable. You know the project can’t go out the door the way it is. But if you know the employee has given 110% effort, take a deep breath and think about what’s good in the project before you open your mouth. For example, “I can see you have worked hard on this report. Sections 1, 2, and 3 read beautifully and the analysis is spot on. Section 4 still needs some polishing. Let’s talk through how to finalize that part, and then I think it’s ready for prime time.” Doesn’t that feel better than, “Section 4 is a mess. You’ll have to fix that before we can release the report.”</li>\n</ol>\nWhat other tips have you found helpful? Hope you’ll share in the comments section below.', '8 tips for effective employee praise', 'If praising employees does not come naturally to you, here are a few tips for crafting words to motivate your team...', 'publish', 'open', 'open', '', '8-tips-for-effective-employee-praise', '', '', '2014-06-19 06:09:33', '2014-06-19 11:09:33', '', 0, 'http://leadchangegroup.com/?p=14881', 0, 'post', '', 0),
(14891, 282, '2014-05-28 06:09:42', '2014-05-28 11:09:42', 'We want to succeed… we want our people to succeed… we want our organization to succeed!  Ricky Bobby said it best in Talladega Nights.  “If you’re not first, you’re last!”   But do you know who said, “Second place is just first loser!”?  No, not Ricky Bobby again!  It was Dale Earnhardt Sr., named among NASCAR\'s 50 Greatest Drivers in 1998, and a member of the inaugural Induction Class for the NASCAR Hall of Fame on May 23, 2010.  Champions know that winning is not everything, but it IS SOMETHING; something really exciting and amazing!\n\nBut what if you’re not winning?  What does that say about you, or your team?  There could be a thousand different reasons why things aren’t going your way.  Some problems are complex, enormous and overwhelming.  Let’s hope those aren’t yours!  What if it’s something as simple as this… what if you and your team don’t know what success looks like?  If someone asked you to explain in a few short sentences what those things were that you need to do to be considered successful, could you tell them?  Could your team tell YOU what they think YOU want out of them so they could be successful?\n\nMaybe it’s time to take a fresh look at what it means for you or your team to succeed…\n<h2>Manageable</h2>\nBefore you start picking out those things that determine what make you and your staff successes, you need to back that bus up and ask this question. <em>“How often can I manage those I lead, or even how much time will I have to manage my own success?”</em>  If the benchmarks for success laid out are overwhelming in number or size, then stop and reconsider if you’ve taken too big of a bite the pie.  If you choke on the task you won’t win; you can’t win if you’re buried alive.\n\nAnother important point to consider when determining your benchmarks for success is important for those that lead others.  Leaders must also ask <em>“How many people can I effectively manage?”</em>  If you are only managing a few people, then maybe it’s good to have either more difficult benchmarks, or a greater number of them for standards of success.\n<h2>Very Simple</h2>\nUltimately you need to come to that point where the artist in you must be able to <em>“paint a very simple picture of success”.</em>  This may sound like an easy task, but it’s actually one of the most difficult things for a leader to do.  Peeling away the fluff, the busyness, the petty and mundane to get to those core activities that are crucial to success can seem almost impossible once you dive into the task.  But it’s crucial for success to take place.\n\nWith the overwhelming amount of information regarding leadership development and growth of your staff, just a few quick Google clicks can point you to a variety of successful tips that might point you in the right direction of setting some great standards for your team.\n\nBut a question still remains.  <em>“Can you communicate this very simple picture of success?</em>  Just because you know what needs to be done doesn’t mean that your staff will know it, understand it and live it.  For your staff to succeed, what they need most is not a pep talk or a doomsday threat.  They need clarity.  It’s unrealistic for you to expect them to succeed if they haven’t been clearly shown what that looks like.    That’s the picture you need to communicate.\n<h2>Priority</h2>\nFinally, before you put the pen to paper, or fingers to keyboard, ask yourself these two questions… First, <em>“What is most critical for survival?”  </em>In every organization there are those mission critical tasks that form the basis for the very existence of the organization.  You can’t thrive if you can’t survive.  Before taking your market by storm, what will it take to get you TO the market?  Those are some of the benchmarks that must be a part of the success standards for your team members.\n\nSecond, ask yourself, <em>“What is most critical for success?”</em>  The politically correct language may need to be stripped away.  The mounds of details from the job description may need to be ignored.  When it’s all said and done, what needs to be said and done MOST so that in the end you can say, “We won!”?\n\nTeams want to win, players want to succeed.  But they need you as the leader, the coach and mentor to lay out what the very best benchmarks for success that they ought to be working towards.   If you fail to do that well, you’re not going to win.  Remember, “Second place is just first loser!”  So shake &amp; bake baby!\n<h4>How do you effectively communicate what success looks like to your team?</h4>', 'Are You A &#034;Ricky Bobby&#034; Leader?', '', 'publish', 'open', 'open', '', 'are-you-a-ricky-bobby-leader', '', '', '2014-05-28 06:09:42', '2014-05-28 11:09:42', '', 0, 'http://leadchangegroup.com/?p=14891', 0, 'post', '', 0),
(14900, 306, '2014-05-28 12:33:32', '2014-05-28 17:33:32', 'What <em>actually</em> contributes to great work? What questions should be asked? How should connections be expanded? How do we go about growing together? How do we set ourselves apart as \"the best\"? <a href=\"http://www.juliewinklegiulioni.com/blog/career-matters/great-work-great-career-development/\">Read more...</a>', 'Great Work = Great Career Development', '', 'publish', 'open', 'open', '', 'great-work-great-career-development', '', '', '2014-05-28 12:33:32', '2014-05-28 17:33:32', '', 0, 'http://leadchangegroup.com/?p=14900', 0, 'post', '', 0),
(14903, 318, '2014-05-29 06:13:36', '2014-05-29 11:13:36', 'Are you a micromanager? Did you know that being a micromanager has more of a negative impact than a positive influence? It\'s often easy to spot when we have been micromanaged, but it\'s time to look in the mirror and see if we have become that which we know interferes with performance. <a href=\"http://letsgrowleaders.com/energy-engagement/the-insiders-guide-to-micromanagement/\">Read more...</a>', 'The Insiders Guide to Micromanagement', '', 'publish', 'open', 'open', '', 'the-insiders-guide-to-micromanagement', '', '', '2014-05-29 06:13:36', '2014-05-29 11:13:36', '', 0, 'http://leadchangegroup.com/?p=14903', 0, 'post', '', 0),
(14907, 290, '2014-06-05 12:14:34', '2014-06-05 17:14:34', 'In Jon Mertz\'s chat with Adam Poswolsky, readers are introduced to the difference between simply work to pay the bills and meaningful work. Poswolsky encourages us to leap to find new purpose and skills, and to focus on maximizing our personal impact instead of our personal paycheck. <a href=\"http://www.thindifference.com/2014/05/28/daring-millennial-leader-adam-smiley-poswolsky/\">Read more...</a>', 'Daring Millennial Leader: Adam “Smiley” Poswolsky', '', 'publish', 'open', 'open', '', 'daring-millennial-leader-adam-smiley-poswolsky', '', '', '2014-06-05 12:14:34', '2014-06-05 17:14:34', '', 0, 'https://leadchangegroup.com/?p=14907', 0, 'post', '', 0),
(14919, 316, '2014-06-02 13:19:55', '2014-06-02 18:19:55', '<span style=\"color: #323232\"> </span><a style=\"color: #0049a9\" href=\"http://aespire.com/\" target=\"_blank\">Brian Sooy</a><span style=\"color: #323232\"> helped me raise my voice when I started on</span><span class=\"full-image-float-right ssNonEditable\" style=\"color: #323232\"><img class=\"alignleft\" src=\"http://mills-scofield.com/storage/Brian%20Sooy%20Courage.png?__SQUARESPACE_CACHEVERSION=1401211928122\" alt=\"\" width=\"253\" height=\"253\" /></span><span style=\"color: #323232\"> my own.  His voice is powerful. So please read this post and his book, </span><a style=\"color: #0049a9\" href=\"http://bit.ly/Buy_RYV\" target=\"_blank\"><em>Raise Your Voice: A Cause Manifesto</em></a><span style=\"color: #323232\">, if you want to change your business...and yourself. </span>\n<p style=\"color: #323232\">At age 52, I ran my first half marathon. Not 100 yards from the starting line, a child sat on his father’s shoulders, holding a sign up high. It read:</p>\n<p style=\"color: #323232\"><em>This seems like a lot of work for a free banana!</em></p>\n<p style=\"color: #323232\">Early in the race, I appreciated the humor. 11 miles in, at the beginning of an uphill climb to the finish, I appreciated it even more. <a href=\"http://mills-scofield.com/blog/2014/5/27/this-seems-like-a-lot-of-work-for-a-free-banana.html#.U4fQFvldU3k\" target=\"_blank\">Read more</a>...</p>', 'This Seems Like a Lot of Work For a Free Banana', '', 'publish', 'open', 'open', '', 'this-seems-like-a-lot-of-work-for-a-free-banana', '', '', '2014-06-02 13:19:55', '2014-06-02 18:19:55', '', 0, 'http://leadchangegroup.com/?p=14919', 0, 'post', '', 0),
(14927, 276, '2014-05-30 13:32:48', '2014-05-30 18:32:48', 'Hiring people with different skillsets to help strengthen your team is important, it is equally important that you create your own inner circle that can collectively help everyone in your inner circle. By doing so, you can enable others and help them help you achieve your goal.    As you go through your career, keep an eye on people who specialize in things that you’re not really good at.   Connect with them and bring them along to your next opportunity to make things happen.  Read more...', 'Surrounding with the Right People', '', 'publish', 'open', 'open', '', 'surrounding-with-the-right-people', '', '', '2014-05-30 13:32:48', '2014-05-30 18:32:48', '', 0, 'http://leadchangegroup.com/?p=14927', 0, 'post', '', 0),
(14937, 243, '2014-05-31 09:18:16', '2014-05-31 14:18:16', 'Join <a title=\"Lisa\'s Twitter Profile\" href=\"http://twitter.com/@lisapetrilli\" target=\"_blank\">Lisa Petrilli</a> and me at Carmine\'s Chicago for a meetup June 26, 2014. Get more information, a map and RSVP <a title=\"Lead Change Chicago Meetup 2014\" href=\"http://www.eventbrite.com/e/lead-change-meetup-chicago-tickets-7248718111\">here</a> so we can let the folks at Carmine\'s know how many to expect. Let\'s connect in person and talk about what we can do to make the world a better place through character-based leadership. We\'ll have a few copies of our book, <a title=\"The Character-Based Leader website\" href=\"http://characterbasedleader.com\" target=\"_blank\">The Character-Based Leader: Instigating a Leadership Revolution... One Person at a Time</a> to share as well.  So come, connect, and support a great Chicago establishment and landmark.  I look forward to seeing you there!\n\nWould you like us to organize a meetup in your city? <a title=\"Contact Lead Change Group\" href=\"/contact-2/\" target=\"_blank\">Contact us</a> and we\'ll start planning ASAP.  We want to help you transform your community through character-based leadership.', 'Chicago Meetup June 26 2014', '', 'publish', 'open', 'open', '', 'chicago-meetup-june-26-2014', '', '', '2014-05-31 09:18:16', '2014-05-31 14:18:16', '', 0, 'http://leadchangegroup.com/?p=14937', 0, 'post', '', 0),
(14945, 356, '2014-06-02 06:15:41', '2014-06-02 11:15:41', 'In a recent Forbes.com article (May 16, 2014), author Deborrah Himsel explored the roots of change initiative failures at Avon, General Motors, and other blue-chip corporations. The common denominator of these major-league disappointments, Himsel revealed, was the surprising tenacity of the organizations’ entrenched corporate cultures, with their potent alchemies of habit, tradition, reticence, and fear. It turns out that change – real, systemic, sustainable change – can’t be manufactured by top-down strategy, strong-armed by aggressive policies or finessed by charismatic leadership. It can only be realized by garnering authentic buy-in from those who will most be affected by it – the employees themselves.\n\nUnfortunately, Himsel lamented, the task of managing buy-in through keeping a pulse on the nuances of employee interaction – the culture of a workplace – is often considered a “soft” skill, and as such is delegated to HR departments or external consultants. Top leadership typically prefers to free itself from this work in order to focus on more tangible issues, like sales, product development, and customer service.\n\nIn a strict definition of the term, these delegation-happy leaders have “shown up” for their organizations. They’ve noticed that a need existed, assigned a value to it, and housed the management of it accordingly. We\'ve examined this strategic breakdown and offer clarity as to why such a minimalist approach to “showing up” is poised for failure in the long run.\n\n<em><strong>Trust is the Starting Block</strong> </em>\n\nBusiness is conducted through relationships, and trust is the foundation of effective relationships. When trust is present, people collaborate freely, channels of communication open up, the sharing of ideas becomes the norm, and people are not afraid to make mistakes. To take their organizations to the next level, leaders need their employees to trust them.\n\n<em><strong>Trust Can’t be Mandated</strong> </em>\n\nTrust is reciprocal: you have to give it to get it. A common mistake leaders make is to assume that their positions, roles, or titles earn them their trustworthiness. Nothing could be further from the truth.\n\n<strong><em>Trust Can’t be Delegated</em> </strong>\n\nAt the end of the day, employees know that the buck stops with top leadership. The decisions to implement new policies, cut staff, or restructure may originate elsewhere - but they’re all signed off on by the CEO. Employees need their leaders to take personal responsibility for the effects of their actions, and then build the structures to address employee concerns, questions, or fears. Delegating trust building to lower-level staff members is like starting a fight – and then expecting someone else to step in to take the knockout punch. Employees watch their leaders carefully, and immediately pick up on these leadership “cop- outs.”\n\n<em><strong>Trust Isn’t Built in a Day</strong></em>\n\nTime is the greatest determinate of trust. Employees will only learn to trust their leaders when they’ve demonstrated a lengthy track record of taking daily, proactive, personal interest in the impact of their decisions on the lives of the people they lead.\n\n<em><strong>Trust is The Business Driver</strong> </em>\n\nWhen leaders take time and energy to personally build trust in their workplaces, employees work harder at their jobs – giving more of themselves, accepting challenges, stepping into the unknown, and seeing change as an opportunity rather than a threat.\n\n“Showing up is 80% of life,” quipped Woody Allen in the New York Times on August 21, 1977. At first blush, Allen’s words seem to apply to anyone but Fortune 500 level CEOs engaged in turnarounds or change initiatives. Showing up for these leaders is a given. Yet, all too often, they’re still experiencing catastrophic failures. The opportunity is for these leaders – and for all of us - is to pay closer attention to what we’re showing up for.', '5 Reasons Why Showing Up Just Isn’t Enough', '', 'publish', 'open', 'open', '', '5-reasons-why-showing-up-just-isnt-enough', '', '', '2014-06-02 06:15:41', '2014-06-02 11:15:41', '', 0, 'http://leadchangegroup.com/?p=14945', 0, 'post', '', 0),
(14961, 243, '2014-06-04 08:36:19', '2014-06-04 13:36:19', '<div>\n\n<span style=\"color: #000000; font-family: Tahoma; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; text-indent: 0px; font-size: medium; float: none;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2014/06/puzzle.jpg\"><img class=\"alignright  wp-image-14962\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/puzzle-300x300.jpg\" alt=\"puzzle\" width=\"236\" height=\"236\" /></a></span>In my project management training, one principle stood out as the root cause of most failures.  Any project that doesn\'t have good sponsorship fails.\n\nA good sponsor is one who takes responsibility for the outcome. They listen, learn, and do the things necessary to make the rest of the team successful. Often success is totally dependent on a sponsor who takes responsibility and secures the resources necessary to get the job done.\n\nA friend recently told me about a position he had been offered.  The organization didn\'t have a history of supporting that position. It was being created. In fact, this friend hoped the organization was turning over a new leaf by hiring him. He had visions of free reign and opportunity to do the things he felt were most important in this particular area of strength.\n\nBut if the organization isn\'t already trying some of the things you\'d like it to do, what does that say?  I suggested to my friend that he consider, maybe even ask the person offering the position, if they were outsourcing the position to him or resourcing the effort with him.  Would he have to become his own sponsor?\n\nMany organizations get the idea they need to make a change.  Change must have sponsors.  Big changes, heavily resourced, highly influential sponsors.  The bigger the organizational change, the more leverage will be required from the sponsor.  And if the sponsor has little leverage, the change effort will fail.\n<h2><em>Resourced Leadership</em></h2>\nIdeally, at least until your influence reaches the practical levels needed for success, your new opportunity will be resourced with you. Responsibility for success will rest with your supervisor or the existing sponsor until you have the credibility and the authority to become the sponsor on your own.  If this is you, resource your new leaders. Give them the authority and influence necessary before they\'ve fully earned it. Initially, authority must come from a more senior leader or a higher position in the organization until the new leader can build their own credibility and influence. And if you\'re the new leader, work to develop credibility and your plan. Work to secure buy-in from your new manager and communicate with them early and often to secure the influence necessary to achieve the desired change.\n<h2><em>Outsourced Leadership</em></h2>\nIf the organization and the existing leadership see you, the new person who must create influence and credibility as the sponsor, you may be walking into an under-resourced disaster.  Take time up front to detail your plan, align the necessary influencers and get buy-in at all levels in the organization.  Know before you say yes, what types of resources you\'ll need and what types of support you expect from your boss.  Ask as directly as possible, for clear answers about the types of resources and commitments the organization will make to insure your success in the effort.  Then as you begin to communicate your plan, work to earn the trust and support of the character-based leaders in the organization. These are the people who have influence and authority regardless of their position. Work to secure buy-in at all levels and avoid over-estimating your own influence. Often it takes years for new leaders to have the necessary credibility to make major changes in an organization.\n\nWithout clear understanding up front, and a solid foundation of buy-in, you may find yourself as the only resource for a non-essential initiative. You will always be working to get more resources and authority and never have the success you desire. Ask up front for the resources to succeed and then communicate regularly with your management about your progress and any new or modified needs you may have.\n\nHas this ever happened to you?  Did you ever discover you were under-sponsored?  If so, what did you do to change the situation?  Were you successful?  Take some time to help my friend in the comments below.  Thanks in advance.\n\n&nbsp;\n\n</div>', 'Sponsoring New Leaders - Resource or Outsource?', '', 'publish', 'open', 'open', '', 'sponsoring-new-leaders-resource-or-outsource', '', '', '2014-06-04 08:36:19', '2014-06-04 13:36:19', '', 0, 'http://leadchangegroup.com/?p=14961', 0, 'post', '', 0),
(14972, 348, '2014-06-04 12:56:19', '2014-06-04 17:56:19', 'Change. It is inevitable. Most people don\'t deal with change very well. Others embrace it.<img class=\"alignright size-full wp-image-14973\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/Changes.jpg\" alt=\"Changes\" width=\"275\" height=\"183\" />  But regardless of which camp you fall into, the fact is not only does it happen, but it can be good. In the words of Frederick Douglass, \"If there is no struggle, there is no progress.\"  <a href=\"http://www.leadershipheartcoaching.com/accepting-change/\">Read more...</a>', 'Accepting Change', '', 'publish', 'open', 'open', '', 'accepting-change', '', '', '2014-06-04 12:56:19', '2014-06-04 17:56:19', '', 0, 'http://leadchangegroup.com/?p=14972', 0, 'post', '', 0),
(14978, 333, '2014-06-06 06:16:58', '2014-06-06 11:16:58', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2014/06/going-first-eating-last.jpg\"><img class=\"alignright size-medium wp-image-14979\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/going-first-eating-last-300x200.jpg\" alt=\"going first eating last\" width=\"300\" height=\"200\" /></a>There are certain qualities which are common to nearly all business leaders in senior corporate positions; a strong grasp of strategic management, a clear vision for the future, technical expertise and a strong desire to move forward successfully. However there are some leaders that appear to naturally inspire their colleagues to strive to achieve more. Leaders that have a workforce prepared to work harder and better to allow the company to grow and prosper. What is it about these people that make others want to do more for them? An intriguing theory is that getting the best from people is all about creating an environment of mutual trust, where colleagues will do their utmost to help because they believe you would do the same for them.\n\n<strong>Inspiring Trust</strong>\nBuilding an atmosphere of trust within an organisation is a gradual process which may require a significant alteration in the way everyone involved behaves. Change has to start at the top, with CEOs and other senior personnel demonstrating a genuine commitment to caring for their staff and nurturing them through adversity. In a relationship sometimes defined as that which a parent has with their child, leaders are invited to treat their workforce as valuable individuals who should be coached, supported and listened to.\n\n<strong>Allow People To Feel Safe</strong>\nWould you feel safe if you had the threat of redundancy hanging over your head? Would you want to cooperate with an organisation that sanctioned you for not meeting performance targets? If your organisation is operating in a manner which makes people feel unsafe, they won’t want to work with you to help achieve your objectives. Think about a constructive parent/child relationship. How do parents help their child to feel safe? Do children respond best to rewards or punishment? Would you make your child redundant? It is the answer to these questions which will shape the way a successful leader will operate.\n\n<strong>Care For Your Staff</strong>\nOnce you shift your focus from profits to people, almost invariably the bottom line takes care of itself. When leaders care about their workforce and put them first, workers instinctively respond with great willingness to go the extra mile. Using the analogy of a parent/child relationship again, if a child breaks a plate whilst drying up, what is a caring course of action for the parent to take? Any parent would tell you their primary consideration is whether the child has cut itself on the shards. Once they are assured that their child is safe, perhaps the parent might take the opportunity to find out how the accident happened and suggest how to do things differently next time, to reduce the risk of breakages occurring. Notice the qualities the parent displays; caring, coaching and listening. How could you, as a leader, translate this attitude into the workplace?\n\n<strong>The Results of Putting Your Colleagues First</strong>\nWhen you act in an open, caring and trusting manner, you will almost invariably find that people respond similarly. Implementing corporate practices which put people at the heart of the organisation and putting the needs of your workers first leads to a culture of caring. This extends outwards in growing circles of success. If you demonstrate your care for colleagues, this in turn will allow them to care more about the work they do and empower them to use their best efforts to effect lasting positive change within your organisation.\n\nThis is an innovative leadership concept which challenges many values which have traditionally been hallmarks of strong corporate leaders. If you truly want to transform your company for the better, creating a culture of unconditional trust and caring has the potential to allow your entire organisation to aim higher and achieve more. Why not implement this cutting-edge philosophy for successful leadership and see how caring more for people than profits can ultimately result in stronger performance against all your corporate goals?', 'Going First But Eating Last - A Leader&#039;s Code', '', 'publish', 'open', 'open', '', 'going-first-but-eating-last-a-leaders-code', '', '', '2014-06-06 06:16:58', '2014-06-06 11:16:58', '', 0, 'http://leadchangegroup.com/?p=14978', 0, 'post', '', 2),
(14994, 282, '2014-06-06 12:57:00', '2014-06-06 17:57:00', 'Mayo Angelou was more than a poet, more than a teacher or an author.  Her insights on life, love and <a href=\"http://leadchangegroup.com/wp-content/uploads/2014/06/i-do-better.jpg\"><img class=\"alignright size-medium wp-image-14995\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/i-do-better-300x194.jpg\" alt=\"i-do-better\" width=\"300\" height=\"194\" /></a>facing the challenges in life qualify her as oracle in her time.  When we consider the great thinkers of the past, we often hear lofty challenges to self-sacrifice and reckless abandon.  Their calls to action beckon us to risk all, give all in pursuit of our dreams. <a href=\"http://synergizeme.wordpress.com/2014/06/03/the-secret-to-success-surprising-advice-from-maya-angelou/\">Read more...</a>', 'The Secret to Success- Surprising Advice from Maya Angelou', '', 'publish', 'open', 'open', '', 'the-secret-to-success-surprising-advice-from-maya-angelou', '', '', '2014-06-06 12:57:00', '2014-06-06 17:57:00', '', 0, 'http://leadchangegroup.com/?p=14994', 0, 'post', '', 0),
(15003, 290, '2014-06-11 06:11:48', '2014-06-11 11:11:48', 'Many tough decisions need to be made every day. In hospitals and clinics, life-impacting decisions are made. On battlefields, just think of the decisions made and the ultimate sacrifices they may bring. Compared to sterile workplaces, the type of decisions and corresponding sacrifices pale in comparison. Yet, sacrifices happen every day and in every place.\n\nThe role of <a title=\"The Importance of Sacrifice for Leaders\" href=\"http://leadchangegroup.com/the-importance-of-sacrifice-for-leaders/\">sacrifices and leadership</a> has an interesting conversation potential, so we posed the following question to the <a title=\"Lead Change Google+ Community\" href=\"https://plus.google.com/u/0/communities/101604474820777716727\" target=\"_blank\">Lead Change Google+ community</a>:\n<blockquote><strong>Are making sacrifices a necessary part of being a leader? If so, what type of sacrifices?</strong></blockquote>\n<h2>Sacrifices and Leadership: A Conversation</h2>\nHighlighted below is a condensed look at some of the different perspectives.\n\n<a title=\"Karin Hurt - Google+\" href=\"https://plus.google.com/u/0/110282345215038188042\" target=\"_blank\">Karin Hurt</a>: Absolutely. When you\'re really committed to a cause, there is a lot of work and a lot of time spent leading and investing in developing the team. Mostly it\'s the sacrifice of time.\n\n<a title=\"David Tumbarello - Google+\" href=\"https://plus.google.com/u/0/103543444672612470167\" target=\"_blank\">David Tumbarello</a>: I sacrifice my belief that my way is the only/best way.\n\n<a title=\"Terri Klass - Google+\" href=\"https://plus.google.com/u/0/109331687062367407422\" target=\"_blank\">Terri Klass</a>: Sacrifices are part of leadership and, for me, it\'s all about balancing the time between my professional responsibilities and my personal world. Not always easy but constantly learning how to be better.\n\n<a title=\"Carey Green - Google+\" href=\"https://plus.google.com/u/0/107644951120078797538\" target=\"_blank\">Carey Green</a>: Yes and no. The leader\'s job is to serve those he/she leads in such a way that they are successful. That may require giving of yourself/time/resources in ways that seem like sacrifices. <strong>But</strong> - I think a sacrifice is a mental thing, it\'s giving of something that is valuable <strong>to you</strong>, for the sake of another. But if your <strong>mindset</strong> is one that believes that anything you can give for the success of your team is part of the role you play, then it is not a <em>sacrifice</em>, but a privilege.\n\n<a title=\"Kemetia Foley - Google+\" href=\"https://plus.google.com/u/0/101418418016021024757\" target=\"_blank\">Kemetia Foley</a>: I think it is sacrifice but it is also an investment. I can\'t do all the things I\'d love to do/try. I invest time in the causes that recharge my energy, not drain it.\n\n<a title=\"Randy Conley - Google+\" href=\"https://plus.google.com/u/0/104111505989892817285\" target=\"_blank\">Randy Conley</a>: Sacrifice - \"the surrender or destruction of something prized or desirable for the sake of something considered as having a higher or more pressing claim.\" Sacrifices can be viewed as decision points and leadership is a constant series of decision points. Do I invest time in person A at the expense of person B? Do I allocate more budget toward project X and less toward project Y (when they\'re both critically important)? Leadership wisdom is required to navigate the daily sacrifices we have to make.\n\n<a title=\"Jane Anderson - Google+\" href=\"https://plus.google.com/u/0/109371269042338129839\" target=\"_blank\">Jane Anderson</a>: Sacrifices fall into a variety of categories and such varying degrees, there is no one answer fits all. I can tell you what not to sacrifice though. A leader must never sacrifice the truth, must never sacrifice character, must never sacrifice credibility, must never sacrifice compassion, must never sacrifice due diligence - I think everyone gets that….\n\n<a title=\"Paul LaRue - Google+\" href=\"https://plus.google.com/u/0/102101450845600405644\" target=\"_blank\">Paul LaRue</a>: Leaders must sacrifice for all the great reasons everyone listed above, but also to set an example for sacrifice to their teams. Sometimes teams need to sacrifice comfort, bias, and the fatal \"We\'ve always done it this way!\" mindset in order to adapt and thrive. They cannot learn this without a leader exemplifying sacrifice also.\n\n<a title=\"John E. Smith - Google+\" href=\"https://plus.google.com/u/0/109121791839470982888\" target=\"_blank\">John E. Smith</a>: There\'s sacrifice and there\'s sacrifice... Sacrifice is necessary when you are helping someone else move forward or a group accomplish a goal.  If your sacrifice of time and coaching helps another to understand and overcome their shortcomings, this is valuable sacrifice.  If your sacrifice is necessary to save lives or well-being, that seems appropriate too.\n\nSacrifice is self-serving when you are trying to boost your own ego or create a \"heroic\" image. Sometimes sacrifice is done because \"someone has to do this\" (Martyr), \"I\'m the only one who can do this\" (Ego), or because you think all achievement has to be painful (i.e. sacrifice to get ahead). None of these seem worthy reasons to sacrifice.\n\n<a title=\"Johann Gauthier - Google+\" href=\"https://plus.google.com/u/0/109850489303176060566\" target=\"_blank\">Johann Gauthier</a>: Leading is about growing others and unleashing human potential. To support others in being in the flow. This requires empathy, active listening and compassion. Great leaders never sacrifice team goals for their own. They elevate others and champion diversity and will sacrifice ego to honor love and appreciation. The work of conscious leaders is endless.\n<h2>Sacrifice Equals Servant Leadership</h2>\nEven though the question sounds straightforward, there are many dimensions to it, including:\n<ul>\n	<li>What are the necessary sacrifices a compassionate, results-oriented leader will make?</li>\n	<li>What elements will a real, character-based leader never sacrifice?</li>\n</ul>\nKemetia Foley may have framed it best. Sacrifices are investments. And, to Randy Conley’s point, leaders need to decide where to make the investments. We cannot invest in everything and everyone. We must lead centered in our leadership and organizational purpose. As John E. Smith points out, there are different types of sacrifices and, as leaders, we need to ensure we have our intentions and actions in the right place.\n\nWhen reading through the comments and thinking through the question, the answers may really be centered in understanding what servant leadership really means. When we are leading with the right heart, a sound mind, a lending hand, and a giving spirit, we will make better decisions to limit the impact of the sacrifices required and gain the most from the investments made.\n\nAnd here may be the ultimate crux of this question. We all have <a title=\"The Unboxed Life: Giving\" href=\"http://www.thindifference.com/2011/11/17/the-unboxed-life-giving/\" target=\"_blank\">gifts and talents to give</a>. In the use of them, we may sacrifice certain things to let them bloom and show their full potential. As we lead and work with others, we need to deliver a culture that opens everyone’s gifts and talents to achieve a higher purpose and goal.\n\nWe are human, and we have much to offer. Let us make good sacrifices and investments to make the most out of what we have and to engage the best out of others around us.\n\n<strong> Join in. As a leader, what type of sacrifices and investments do you make?</strong>', 'Are Sacrifices a Part of Leadership?', '', 'publish', 'open', 'open', '', 'are-sacrifices-a-part-of-leadership', '', '', '2014-06-11 06:11:48', '2014-06-11 11:11:48', '', 0, 'http://leadchangegroup.com/?p=15003', 0, 'post', '', 4),
(15009, 252, '2014-06-09 06:11:27', '2014-06-09 11:11:27', '<h2><a href=\"http://leadchangegroup.com/are-you-a-spoilsport-or-a-spirit-booster/woman-83155_640-eyesoverglasses/\" rel=\"attachment wp-att-15010\"><img class=\"alignright size-medium wp-image-15010\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/woman-83155_640-eyesoverglasses-300x198.jpg\" alt=\"woman-83155_640-eyesoverglasses\" width=\"300\" height=\"198\" /></a>When your employees offer ideas, your response can make or break your organization.</h2>\nYou don’t have time for <em>everything. </em>There’s a lot at stake right now, and your boss is breathing down your neck.\n\nYour employee raises an idea in the staff meeting. You tried that idea once before. Five years ago. It was a dismal failure. Your best attempt at redirecting them is, “Let me play devil’s advocate.”\n\nHow did that go over?\n\nAnother employee stops by your office to run something by you. You have <em>a lot</em> on your to-do list today. Your employee schedules a meeting about development and advancement. When are you going to fit that in?\n\nYou have other priorities. Your employees don’t necessarily know that. Even if they do, your response when they enthusiastically bring up ideas shapes your organization’s morale and culture over time.\n<h2>“Firings will continue until morale improves.\" ~ origin unknown</h2>\nWhen you interrupt your employees by assuming you know what they are suggesting, it chips away at their enthusiasm. When you snap at them because their idea is small potatoes in the scheme of things, they take a step back. They bring up something that needs attention that you haven’t thought of yet. You don’t need more reasons to feel you aren’t keeping up. You change the subject.\n\nNo worries. They’re learning the lesson. Message received: “Be good, but don’t be too good. Do your job. I’ll let you know when I need more from you.”\n\nWhen you schedule a brainstorming session because you need ideas, don’t be surprised when you don’t get much.\n<h2><a href=\"http://leadchangegroup.com/are-you-a-spoilsport-or-a-spirit-booster/businessman-flying-on-money-airplane/\" rel=\"attachment wp-att-15015\"><img class=\"alignright size-medium wp-image-15015\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/man-surfing-on-money-airplane-200x300.jpg\" alt=\"Businessman Flying on Money Airplane\" width=\"200\" height=\"300\" /></a>No need to throw money down the drain.</h2>\nEvery idea your employees bring up is not going to be a winner. It may be something what <em>was</em> tried before and didn’t work. Your priorities may be in exactly the right place.\n\nAnd yet, for the most part your employees bring up ideas and ask for your time because they want to do a good job at work, to contribute, and to make a difference. How do you juggle your employees’ best intentions in light of reality? This is one difference between you being an effective leader and throwing money down the drain by dismissing good ideas too soon and eventually grinding down their spirits to the point where they’re just giving the minimum.\n<h2>How <em>do </em>you handle this like a leader?</h2>\nThe other day a client of mine modeled a beautiful way to respond. He said to me:\n<p style=\"padding-left: 30px\">“I don’t want you to think I’m not interested in your ideas. I do want you to know that I can’t possibly act on all of them, or devote resources to all of them. It’s a priority thing. But the last thing I want you to think is that I’m not interested.”</p>\nManagers, you don’t have to take more on. But don’t take your frustration out on your employees. They notice. They notice everything. They follow your lead. Real leaders know this. Be real. Be respectful. Be a leader.\n\nThere are many methods to handle ideas, good and bad (on the surface), that your employees come up with — without squashing their sincere interest to make things better. <em>How do you handle it?</em>\n\n<span style=\"color: #999999\">Image of woman from Pixabay contributor - Public Domain Pictures</span>\n\n<span style=\"color: #999999\">Image of man - Microsoft Clipart</span>', 'Are You a Spoilsport or a Spirit Booster?', '', 'publish', 'open', 'open', '', 'are-you-a-spoilsport-or-a-spirit-booster', '', '', '2014-06-09 06:11:27', '2014-06-09 11:11:27', '', 0, 'http://leadchangegroup.com/?p=15009', 0, 'post', '', 5),
(15032, 357, '2014-06-09 12:33:57', '2014-06-09 17:33:57', 'We have them. Bad habits. Things we know we should not do any<a href=\"http://leadchangegroup.com/wp-content/uploads/2014/06/stop-it.jpg\"><img class=\"alignright  wp-image-15033\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/stop-it.jpg\" alt=\"stop-it\" width=\"177\" height=\"112\" /></a>more. Things that hold us back. Things we allow to limit us. How can we quit doing these things and move forward. It\'s pretty simply, actually. Just stop it. Read more', 'Stop It!', '', 'publish', 'open', 'open', '', 'stop-it', '', '', '2014-06-09 12:33:57', '2014-06-09 17:33:57', '', 0, 'http://leadchangegroup.com/?p=15032', 0, 'post', '', 0),
(15036, 251, '2014-06-13 06:09:54', '2014-06-13 11:09:54', 'As family conversations sometimes go, out of the blue someone mentioned Aunt Dolly’s noodles. You could tell by the lull in the conversation and the smiles on faces that people were remembering how soul-satisfyingly delicious her noodles were.\n\nI’ll never forget the eulogy delivered by the pastor at her funeral. He spoke for nearly ten minutes about her greatest virtue:  her selfless devotion to preparing home-made noodles for parishioners who were ill, had fallen on hard times, or had lost a loved one. He said people liked seeing her at their front door, handing over a large covered dish full of her tasty noodles. The pastor said he believed there was no one in the congregation who wouldn’t miss her noodles. He didn’t mention missing Dolly, just her noodles.\n<blockquote>A true legacy is established over a lifetime and relates to what a human being does for others, not for himself. ~Bill Courtney</blockquote>\nThis train of thought then took me to Manfried. He was a senior leadership team colleague for a blessedly short ten months, yet he remained a topic of conversation for years. People described him as despicable, selfish, and mean-spirited. One evening over cocktails, a colleague challenged us to say something good about Manfried. The long silence was finally broken by someone saying his starched white dress shirts were always perfectly ironed.\n<blockquote>We change the world not by what we say or do, but as a consequence of what we have become. ~David R. Hawkins</blockquote>\nSadly, I’ve always been a better learner after having been whacked by a cosmic two-by-four. A recent health scare prompted me to think about legacy:  what kind of gifts am I giving away now that people will remember and talk about after I’ve moved on.\n<blockquote>By asking ourselves how we want to be remembered, we plant the seeds for living our lives as if we matter. ~Kouzes &amp; Posner</blockquote>\nAs character-based leaders, it’s a good practice to occasionally hit our “pause button” and reflect on the impact, significance, and enduring qualities that we’ve offered up over a job tenure, career, or life. A legacy of noodles or ironed white shirts isn’t enough.', 'What will they say when you’re gone?', '', 'publish', 'open', 'open', '', 'what-will-they-say-when-youre-gone', '', '', '2014-06-13 06:09:54', '2014-06-13 11:09:54', '', 0, 'http://leadchangegroup.com/?p=15036', 0, 'post', '', 0);
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(15041, 302, '2014-06-10 06:18:22', '2014-06-10 11:18:22', 'You know it when you hear it. It touches you. You are so moved by what you’ve just heard you can’t<img class=\"alignright  wp-image-15042\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/joseph.jpg\" alt=\"joseph\" width=\"160\" height=\"174\" /> wait to share it. You may have even heard it before. But this time, the way it’s said and who says it impacts you differently.\n\nThis was the case during my recent webinar with Joseph Jaworski and Susan Taylor. There were so many powerful and wonderful ideas shared.\n\nJoseph is the founder of the American Leadership Forum and known throughout the world for his book <em>Synchronicity </em>and two other books, <em>Presence</em> and <em>Source. </em>He has also had an enormous impact on leadership and the state of being throughout the world. Susan has worked closely with Joseph on leadership development for the past 20 years. <img class=\"alignright  wp-image-15043\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/susan.jpg\" alt=\"susan\" width=\"160\" height=\"174\" />\n\nDuring this webinar, Joseph and Susan addressed many of the key questions and challenges faced by leaders, entrepreneurs, and in fact all of us during these times of fast and turbulent change.\n\nPlease enjoy these key insights I mined from our conversation. Follow the links for a more thorough discussion.\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/87993113559/how-can-we-truly-keep-an-open-mindset-world-view-of\">How can we truly keep an open mindset world view of abundance as opposed to a fear of scarcity?</a>\n\n“What I’ve learned and what is absolutely the case is that those opportunities are hidden there waiting for us, if we only knew how to access them. That’s what I keep reminding myself of when I’m close to that edge, that this world, the way universe is literally constructed, is one of infinite possibility. It’s up to our choices and the way we choose to operate our businesses and live our life to step into that. It’s waiting for us.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/87994354649/how-do-we-encourage-people-to-think-about-and-be\">How do we encourage people to think about and be curious about work more collaboratively for greater impact?</a>\n\n“The short answer is give people more freedom, because the more freedom, and respect and love that the people have, the more natural they will be, which means that they’re going to be more curious. That’s my key insight over the years about this. Sadly to say, most organizations, even smaller ones but certainly in large systems, are pervaded by anxiety and, I would say, fear.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/88005205324/commitment-in-the-midst-of-change\">How do we stay committed in the midst of so much change?</a>\n\n“What I have discovered over the years is that staying committed is so important because it’s like the Joseph Campbell picture of the Hero’s Journey which is an archetype for all of our lives, really. You have to go through that road of trial and stay committed. It’s almost as if the universe is saying, “I’m going to see how committed you are.” Keep your dream and your vision alive and in front of you, and maybe we can talk about it later but you tack into it. Beating the path as you walk it and then ultimately you’ll get there.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/88006995929/where-does-infinite-curiosity-originate-from-and-how-do\">Where does infinite curiosity originate from and how do we maintain it?</a>\n\n“I think it’s a matter of awareness and being resilient so it doesn’t get squeezed out of you during tough times, and remaining open and optimistic is a key element to being a great entrepreneur and a great leader. It’s the hallmark, actually, of great entrepreneurship is optimism and curiosity.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/88008161299/how-do-groups-not-fall-into-the-trap-they-were-trying\">How do groups not fall into the trap they were trying to break out of once they achieve a certain level of success?</a>\n\n“From an organizational standpoint or, well, from a personal standpoint, what I’m saying is continual awareness training and work on your practices, which we can talk about. From an organizational standpoint, it’s the mantra of continuous renewal. Not resting on your laurels but being open to finding ways to renew your organization on a continuous basis. That’s the way to avoid these traps.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/88008884894/observe-observe-observe-practices-for-high\">Observe, Observe, Observe: Practices for High Performance that Really Work</a>\n\n“The point is that there are practices for high performance thinking that we have discovered over the years that really work. These are critical to maintaining full awareness about what’s going on. One, it’s just simply having in your quiver the first element of what is shown on our U-Process, which is a process of discovery. That is awareness and observation. We write it three times: observe, observe, observe. Just being cautious that you have your eyes wide open and you’re observing all the time, that’s a practice, really.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/88012274034/a-look-at-four-circle-model-for-organizational-renewal\">A Four-Circle Model for Organizational Renewal</a>\n\n“That’s a term of art that we use in Generon that actually came from another one of my mentors by the name of John W. Gardner who was in President Johnson’s cabinet, and he’s head of the White House Fellows Program. He wrote some books on self-renewal that’s related to individuals, but then wrote books about organizational renewal. This is literally what Generon’s work in the world is, is the work of organizational renewal. There are four elements to it. We call it the Four-circle model.”\n\n&nbsp;\n\n<a href=\"http://billfoxstrategies.tumblr.com/post/88017611789/generons-three-perspectives-on-leadership-and-where\">Three Perspectives on Leadership and Where Renewing Organizations Should Focus</a>\n\n“What we have discovered and what I wrote Synchronicity and Source about was the last perspective which we found nobody had written about which was <strong><em>from where</em></strong> is the source of this kind of leadership –the source of Stage IV leadership we call it. It’s the kind of leadership that has the capacity in the face of all these rising and accelerating complexities -- in the face of all of that -- how can we create new realities continually so that we stay ahead of the game.”\n\n&nbsp;\n\nIf you’d like to listen to a replay of the webinar, an audio recording is available here, <a href=\"http://billfoxstrategies.tumblr.com/post/88129911924/its-important-for-everyone-to-rediscover-their\">Challenges and Opportunities in the 21st Century</a>.\n\n&nbsp;\n\nThank you, Joseph and Susan, for sharing your insights on leadership and entrepreneurialism!', 'A Remarkable Conversation on Leadership, Entrepreneurship and YOU', '', 'publish', 'open', 'open', '', 'a-remarkable-conversation-on-leadership-entrepreneurship-and-you', '', '', '2014-06-10 06:18:22', '2014-06-10 11:18:22', '', 0, 'http://leadchangegroup.com/?p=15041', 0, 'post', '', 0),
(15046, 328, '2014-06-10 12:57:47', '2014-06-10 17:57:47', 'Employees who thrive are not only more productive, but they are more engaged as well. They do their <a href=\"http://leadchangegroup.com/three-ways-to-help-your-employees-thrive/happy-with-more-work1/\" rel=\"attachment wp-att-15048\"><img class=\"alignright size-medium wp-image-15048\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/happy-with-more-work1-300x201.jpg\" alt=\"\" width=\"300\" height=\"201\" /></a>job well and are committed to contributing to the the company for which they work. Do you want to know some helpful hints in creating a thriving workplace? <a href=\"https://leadershipcafedotorg.files.wordpress.com/2014/06/happy-with-more-work.jpg\">Read more...</a>', 'Three Ways to Help Your Employees Thrive', '', 'publish', 'open', 'open', '', 'three-ways-to-help-your-employees-thrive', '', '', '2014-06-10 12:57:47', '2014-06-10 17:57:47', '', 0, 'http://leadchangegroup.com/?p=15046', 0, 'post', '', 0),
(15056, 335, '2014-06-11 12:32:34', '2014-06-11 17:32:34', 'It\'s never too early to start planning for 2015. What do you want to accomplish? How are you going to get there? What are the critical things you must accomplish, and what lofty opportunity would be great, though not necessary to attain? Must wins help us know what we must do! <strong><a href=\"http://greatleadersserve.com/leadership/must-wins/\" target=\"_blank\">Read More...</a></strong>', 'Must Wins', '', 'publish', 'open', 'open', '', 'must-wins', '', '', '2014-06-11 12:32:34', '2014-06-11 17:32:34', '', 0, 'http://leadchangegroup.com/?p=15056', 0, 'post', '', 0),
(15068, 329, '2014-06-12 06:18:10', '2014-06-12 11:18:10', 'We were meeting with the CEO of a successful chemical company. Known for good service, the company’s leadership recognized that remarkable service was vital to their competitive advantage. Price and product quality have, for this industry and many others, become mere table stakes.\n\n“We know we are going to have to change many of our practices and habits,” the CEO remarked. “We cannot achieve distinction simply by doing what we have always done, only doing it better. What are the prerequisites for starting a culture change effort--one likely to be sustained?”\n\nThis is not a new question. It comes up frequently among savvy leaders who care about a permanent change, not just a faddish “spray and pray” effort. The good news is we have had practice addressing this question. And, it repeatedly proves to be that three “get your house in order” components--<em>teamwork</em>, <em>accountability</em> and a <em>belief</em> in the viability of a customer strategy as a competitive differentiator—make or break planned change. Let’s examine each more closely.\n\n&nbsp;\n\n<strong><em>Teamwork</em></strong> starts with the priority of good collaboration. It includes the degree to which leadership teams work reasonably well together. No team is ever perfect. However, if teams are plagued with frequent debilitating conflict, a lack of genuine respect, an unwillingness to listen, and team members who opt for self-centeredness rather than other-centered, change is doomed from the outset. It is the same elements that make a family or partnership effective.\n\n<strong><em>Accountability</em></strong> means there is a discipline or rigor in how people view their responsibilities…to the organization as well as to each other. Accountability means when promises are made or agreements forged, they are kept; and, when they are not kept there are clear consequences. The source of accountability need not come from authority; it can come from a value system that dictates always doing the right thing or from the recognition that being on a team means being your brother or sister’s keeper and watching each other’s back.\n\n<strong><em>Belief </em></strong>in a customer strategy means that people in influential roles in the organization embrace the view that focusing on the customer and the customer’s experience can be a key differentiator in the marketplace. Typically it requires a commitment to changing behaviors, processes and procedures in order to align them with the organization’s chosen service strategy and service vision. We often find that people differ in the precise role of customer experience as a competitive strategy. But, if people in primary leadership roles think that average or mediocre service is okay “as long as we have a good product at a good price,” they are not likely to have the commitment needed to give a customer experience strategy a chance to take as a permanent feature of the culture.\n\n&nbsp;\n\nConsidering a culture-change? Examine the organizational priority of great teamwork, real accountability and the down-deep leadership belief that a well-executed customer strategy can set the organization on a path to competitive success. If it is not there, or not operating at a reasonable level of effectiveness, fix the foundation before beginning a change strategy crafted for the long-haul.', 'Building Blocks for a Customer-Centric Culture', '', 'publish', 'open', 'open', '', 'building-blocks-for-a-customer-centric-culture', '', '', '2014-06-12 06:18:10', '2014-06-12 11:18:10', '', 0, 'http://leadchangegroup.com/?p=15068', 0, 'post', '', 0),
(15076, 358, '2014-06-12 12:22:16', '2014-06-12 17:22:16', '<div>In honor of Father\'s Day coming up, I thought I would share a little bit about my experience as a father. The three most important things I have learned are:</div>\n\n<div><span style=\"line-height: 18px;border: 0px;margin: 0px;padding: 0px\"><em style=\"border: 0px;margin: 0px;padding: 0px\"><span style=\"color: #000000;font-family: arial,helvetica,sans-serif\"> </span></em></span></div>\n<div><span style=\"line-height: 18px;border: 0px;margin: 0px;padding: 0px\"><em style=\"border: 0px;margin: 0px;padding: 0px\"><span style=\"color: #000000;font-family: arial,helvetica,sans-serif\">“If you want your relationship with your kids to works always make sure that:</span></em></span></div>\n<ol style=\"border: 0px;margin: 0px;padding: 0px 0px 10px 30px;line-height: 18px\">\n	<li style=\"border: 0px;margin: 0px 0px 15px;padding: 0px\"><span style=\"border: 0px;margin: 0px;padding: 0px\"><span style=\"color: #000000;font-family: arial,helvetica,sans-serif\"><em style=\"border: 0px;margin: 0px;padding: 0px\">They experience unconditional love</em>,</span></span></li>\n	<li style=\"border: 0px;margin: 0px 0px 15px;padding: 0px\"><span style=\"border: 0px;margin: 0px;padding: 0px\"><span style=\"color: #000000;font-family: arial,helvetica,sans-serif\"><em style=\"border: 0px;margin: 0px;padding: 0px\">There is mutual respect in the relationship</em>,</span></span></li>\n	<li style=\"border: 0px;margin: 0px 0px 15px;padding: 0px\"><span style=\"border: 0px;margin: 0px;padding: 0px\"><em style=\"border: 0px;margin: 0px;padding: 0px\"><span style=\"color: #000000;font-family: arial,helvetica,sans-serif\">You have faith in your kids and the relationship with them.\"</span></em></span></li>\n</ol>\n<span style=\"color: #4d4e4e;font-family: Verdana,Helvetica,Arial,sans-serif;font-size: 12px;line-height: 18px\">For me </span><strong style=\"border: 0px;margin: 0px;padding: 0px;font-size: 12px;color: #4d4e4e;font-family: Verdana,Helvetica,Arial,sans-serif;line-height: 18px\"><em style=\"border: 0px;margin: 0px;padding: 0px\">raising kids has always been more about</em></strong><span style=\"color: #4d4e4e;font-family: Verdana,Helvetica,Arial,sans-serif;font-size: 12px;line-height: 18px\"> </span><strong style=\"border: 0px;margin: 0px;padding: 0px;font-size: 12px;color: #4d4e4e;font-family: Verdana,Helvetica,Arial,sans-serif;line-height: 18px\"><em style=\"border: 0px;margin: 0px;padding: 0px\">raising parents</em></strong><span style=\"color: #4d4e4e;font-family: Verdana,Helvetica,Arial,sans-serif;font-size: 12px;line-height: 18px\">.</span> <a title=\"Raising Kids or Raising Parents?\" href=\"http://quantumperformanceinc.com/raising-kids-raising-parents/\">Read more<span style=\"color: #000000;font-family: arial,helvetica,sans-serif\"><span style=\"line-height: 18px\"><i>\n</i></span></span></a>', 'Raising Kids or Raising Parents?', '', 'publish', 'open', 'open', '', 'raising-kids-or-raising-parents', '', '', '2014-06-12 12:22:16', '2014-06-12 17:22:16', '', 0, 'http://leadchangegroup.com/?p=15076', 0, 'post', '', 0),
(15093, 359, '2014-06-16 12:10:32', '2014-06-16 17:10:32', '<p style=\"text-align: left\">Often times it is a lack of communication between departments within church ministry that leads to  a poor working relationship and a lackluster work effort. There are many small yet effective steps departments can take to better their relationship, from more open lines of communication to simply eating lunch together. <a title=\"How To Crush Departmental Silos\" href=\"http://www.velocityministrymanagement.com/crush-departmental-silos/\">Read more...</a></p>', 'How to Crush Departmental Silos', '', 'publish', 'open', 'open', '', 'how-to-crush-departmental-silos', '', '', '2014-06-16 12:10:32', '2014-06-16 17:10:32', '', 0, 'http://leadchangegroup.com/?p=15093', 0, 'post', '', 0),
(15104, 268, '2014-07-24 06:15:15', '2014-07-24 11:15:15', '<img class=\"alignright size-medium wp-image-15409\" src=\"http://leadchangegroup.com/wp-content/uploads/2014/06/mpb-leadchange-pmtomgr1-photo-072214-300x199.jpg\" alt=\"\" width=\"300\" height=\"199\" />Sam’s team just delivered a complex project on-time, on-budget, and with impeccable quality. His company is eying him for promotion, because they want him to “rub off” on other project managers, whose results aren’t as stellar. Maybe he can teach them a trick or two? In theory, a good project manager can become a good people manager. Both roles require the ability to get great work done through others. In practice, however, you’ve probably met project managers who transitioned to people management roles and did not thrive. These managers and their direct reports end up stressed and frustrated. Why? Before promoting folks like Sam, consider these five questions:\n<h4><strong>Is Sam a person who prefers project tasks over people interactions?</strong></h4>\nAsk, on a scale of 1 to 10, “What are your favorite aspects of project management?” Pick some task-related items for Sam to rate (such as creating a work breakdown structure and managing the project budget, etc.) and pick some people-related items (such as meeting with team members to get input, coaching a new hire on how to use the project management software, reviewing and giving feedback on project team members’ deliverables, and so forth). If Sam’s responses suggest a strong preference for tasks over people, he may be unhappy as a people manager.\n<h4><strong>Is Sam a flexible communicator?</strong></h4>\nSam’s a little snippy when people interrupt him. He prefers to conduct all communication by email, so he can control the timing and minimize interruptions to his own workflow. He seems irritated with phone calls and when people stop by his office. For the most part, his team ignores this idiosyncrasy. They figure “it’s part of the package,” and they overlook Sam’s rather detached interpersonal style, because he is giving them enough of what they need. Ben Snyder, CEO of <a href=\"http://www.systemation.com/\">Systemation</a>, views Sam’s email-only preference as a red flag. “While Sam’s communication approach may appear to be working from a results standpoint,” explains Snyder, “it does not foster relationships over the long term.” Employees have differing communication preferences, and the ideal communication method for a particular situation depends on the subject matter and its sensitivity. For example, performance corrections call for a face-to-face meeting. “Good managers adjust their communication to fit the circumstances and their employees’ communication preferences. They enjoy meeting with people in-person, sharing a vision, and building momentum for that vision via their communication and enthusiasm. They make time for asking questions and listening to employees’ ideas and recommendations,” says Snyder.\n<h4><strong>Does Sam become oppressive as deadlines approach? </strong></h4>\nIf someone makes a mistake, is Sam gracious or prone to shaming team members for their errors? If people raise concerns or objections, does he listen and ask questions, or does he say, “I don’t care. Make it happen.” Is he regularly asking his team to pull a rabbit out of a hat, expecting them to deliver the impossible?\n<h4><strong>Has Sam proven himself over several projects, not just one big success?</strong></h4>\n“A single project is insufficient for determining how well a project manager works with other people,” according to Snyder. Does the PM deliver success by burning out team members, pressing them into overtime for weeks on end, and yelling at mistakes? If the PM is achieving goals at others’ expense, it’s time for a performance conversation, not a promotion into management.\n<h4><strong>Do people outside Sam’s team want to work with him on a future project? </strong></h4>\nSnyder suggests asking a few people: “How would you like to work with Sam on your next assignment?” If you hear hesitation or hedging, you want to do some detective work before deciding Sam’s promotion. “People do things for those they like. Period,” says Snyder.\n<h4><strong>Promote?</strong></h4>\nIf you like the answers to the questions above, your candidate will likely succeed as a people manager. If you can’t determine the answers to these questions, wait until you have more data before deciding to give a project manager more people management responsibility. <em>What other tips do you have for employers who are weighing whether or not to promote a project manager into people management?</em>', 'Will this project manager make a good people manager?', '', 'publish', 'open', 'open', '', 'will-this-project-manager-make-a-good-people-manager', '', '', '2014-07-24 06:15:15', '2014-07-24 11:15:15', '', 0, 'http://leadchangegroup.com/?p=15104', 0, 'post', '', 0),
(15110, 270, '2014-06-17 06:13:31', '2014-06-17 11:13:31', 'I recently shared a blog post about a Social Media dialog that took place with my expat neighbors and friends on the other side of the world.\n\nThat dialog crossed cultures and religions, and focused on freedom and respect and fueled a growing dream.\n\n&nbsp;\n\n<strong>As that dialog has continued with my neighbor, she asked how I became so open-minded.</strong>\n\n&nbsp;\n\nI don’t have a fast or easy answer to that question.\n\nThe truth is that I have cared deeply about people for almost as long as I can remember.  And after <a href=\"http://consultgiana.com/a-powerful-lesson-in-character-from-a-little-girl-and-a-gumdrop-snowman/\">a very painful lesson in first grade</a> I’ve stood up for anyone that was not being treated fairly.\n\nAnd yet in spite of deeply caring for people, I have been very close-minded and judgmental.  …And can identify those behaviors from elementary school through much of my professional career.\n\nHere’s one example:\n<ul>\n	<li>By the time I was in sixth grade my family had dealt with some really ugly and painful situations related to alcohol abuse.</li>\n	<li>And all of this was happening as faith was becoming more important in our home so we were being raised in an alcohol-free zone.</li>\n</ul>\nAt the same time:\n<ul>\n	<li>Several of my classmate’s families did a lot of social drinking – So a favorite pastime was to brag about opportunities to sneak into parent’s liquor cabinets.</li>\n	<li>Older teenagers had been killed in car accidents, and spent time in alcohol treatment facilities.</li>\n</ul>\nSo a mandatory drug and alcohol course was rolled out in our school.\n\n<strong>I was too immature to:</strong>\n<ul>\n	<li>Really understand that every home would have different reasons for their values and to be ok with that.</li>\n	<li>To clearly articulate why alcohol had become such a dirty word in our home.</li>\n	<li>Or to discern what part of our decision was being driven by wisdom and what part of it was being driven by fear.</li>\n</ul>\nSo when our class was required to take the course…\n<ul>\n	<li>I did not seek first to understand my classmates or their desire to experiment with social drinking.</li>\n	<li>Instead I passionately spoke my family’s conviction over them.</li>\n</ul>\n<strong>The result was that they felt judged and not at all inclined to consider my loud and abrasive opinion.  (In fact I probably had the opposite effect on them.)  </strong>\n\n&nbsp;\n\nIn recent years, I realized that many times I’ve sat in business meetings, and even if I did not speak aloud, I emitted the same vibe as my pre-teen self…   With my crossed arms, raised eyebrows and shaking head.\n\nThat realization influenced some of the thinking behind this post:  <a href=\"http://leadchangegroup.com/leaders-are-you-a-candle-or-a-beacon/\">Leaders:  Are you a candle or a beacon? </a>\n\nA short while later I heard Dr. Wayne Hardy speak and was challenged by the idea that as humans we have three choices when we encounter what we don’t agree with:\n<ol>\n	<li><strong>We can separate</strong> ourselves – giving us absolutely no influence on those we don’t understand or agree with.</li>\n	<li><strong>We can assimilate</strong> and become just like everyone else – meaning that we either have no brains or no courage to think or act on our own.  And again giving us no influence because we are just like everyone else.</li>\n	<li><strong>Or we can listen to understand and then speak our truth with grace and love and then listen again.  </strong>Opening ourselves up to the possibility of being influenced or of being an influence.  (Or maybe both.)</li>\n</ol>\n&nbsp;\n\n<strong>Can you imagine what our families, our schools, our churches, our businesses, our communities and our world would look like if we would engage like that!</strong>\n\n&nbsp;\n\n<strong>So here’s where I am today. </strong>\n<ul>\n	<li>While others see me as open-minded.</li>\n	<li>I see myself as someone who has a history of <strong>unconsciously</strong> separating or assimilating, <strong>and someone who loves the vision and the challenge of consciously choosing another path. </strong></li>\n</ul>\n&nbsp;\n\nSo I’ve chosen to be a student on this path believing that it has the power to change our world.\n\n&nbsp;\n\nWill you join me?', 'Are You Separating, Assimilating or Leading Change?', '', 'publish', 'open', 'open', '', 'are-you-separating-assimilating-or-leading-change', '', '', '2014-06-17 06:13:31', '2014-06-17 11:13:31', '', 0, 'http://leadchangegroup.com/?p=15110', 0, 'post', '', 0),
(15115, 323, '2014-06-17 12:22:52', '2014-06-17 17:22:52', 'Here\'s a thought: when everyone agrees, there isn\'t much growth. Disagreement, to a certain extent, inspires critical thinking. That critical thinking is what brings progress. By encouraging people to get behind their ideas, and in a sense fight for them, ideas are considered more thoroughly and perspectives understood. <a href=\"http://alanderekutley.com/2014/03/16/when-working-together-works/\">Read more...</a>\n\n&nbsp;', 'When Working Together Works', '', 'publish', 'open', 'open', '', 'when-working-together-works', '', '', '2014-06-17 12:22:52', '2014-06-17 17:22:52', '', 0, 'http://leadchangegroup.com/?p=15115', 0, 'post', '', 0),
(15126, 287, '2014-06-18 06:09:48', '2014-06-18 11:09:48', 'Traditional leadership paradigms are pretty “top down,” but as modern leadership gurus help us see that such hierarchical decision-making structures are <a href=\"http://www.mckinsey.com/Insights/Organization/Leaders_everywhere_A_conversation_with_Gary_Hamel?cid=other-eml-alt-mip-mck-oth-1305\">reaching their limits</a>, it’s time to start exploring ways that employees can lead from the middle.\n\n&nbsp;\n\nConveniently for those who want to rise in the organization, “leading from the middle” is also an excellent way to be recognized as a high-potential employee by potential executive sponsors who can help you get ahead.\n\n&nbsp;\n\nSo what does it mean to “lead from the middle”?\n\n&nbsp;\n\nI believe that the most important implication of this concept is that you have to envision yourself as a leader, voluntarily shouldering the burdens of those above you and acting in alignment with the interests of the organization as a whole – all while doing your job extremely well. This is easier in some positions than others, but working to imagine yourself at peer level with your boss and bosses’ boss can help you elevate your perspective and make your work more relevant. (I explore this concept more and provide exercises in my complimentary <a href=\"http://inpowercoaching.com/in/ebook-7-strategies-executive-career-sponsor/\">eBook</a>.)\n\n&nbsp;\n\nLeading from the middle also means, however, that you value the experience that you and those below and around you gain “in the trenches.” One of the structural weaknesses of traditional hierarchical organizations is that those at the top become too isolated from the day-to-day realities of customers and front-line employees.\n\n&nbsp;\n\nWhen you lead from the middle, you value this experience and combine the higher and lower perspectives within the company to make informed operational decisions aligned with strategy. One of the challenges and opportunities of being stuck in the middle is also that you can translate the strategies and objectives of those above to those around and below you at the same time you can communicate on-the-ground insights to those at the top.\n\n&nbsp;\n\nNo one says it’s easy to be in the middle, but it can certainly be very important and rewarding.', 'Leading From the Middle', '', 'publish', 'open', 'open', '', 'leading-from-the-middle', '', '', '2014-06-18 06:09:48', '2014-06-18 11:09:48', '', 0, 'http://leadchangegroup.com/?p=15126', 0, 'post', '', 0),
(15129, 298, '2014-06-18 12:02:26', '2014-06-18 17:02:26', 'Regardless of the situation, Emotional Intelligence (EI) is critical. Managing one\'s own emotions as well as adequately and appropriately responding to the emotions of those around us is vital to solid leadership. How is your knowledge of Emotional Intelligence? Read ten interesting facts about Emotional Intelligence <a href=\"http://www.lynboyer.net/emotional-intelligence-10-things-you-may-not-know/\">here...</a>', 'Emotional Intelligence: Ten Things You May Not Know', '', 'publish', 'open', 'open', '', 'emotional-intelligence-ten-things-you-may-not-know', '', '', '2014-06-18 12:02:26', '2014-06-18 17:02:26', '', 0, 'http://leadchangegroup.com/?p=15129', 0, 'post', '', 0),
(15135, 360, '2014-06-19 12:25:27', '2014-06-19 17:25:27', 'The story of my 2014 can only be told if I look back six months prior. On July 11, 2013, I fell and severely broke both bones in my lower left leg.  This alone carried with it lessons and new awareness to last a lifetime and for the first three and a half months of my recovery, my ability to move around, serve clients and find new ones was limited. What was not in short supply was time to think and consider, “what next?”  I bemoaned to close friends there wasn’t a big vision in my heart or mind for my business and as 2014 arrived, I wondered (with a bit of desperation) what the year would look like.  I had a lot of tension around the fact that I didn’t have that big vision I thought every business owner should have.\n\nThe big realization came through some intense coaching and reflection with a dear friend and as the year began, he challenged me to look at how God historically works in my life.\n\nThe truth of the matter was revealed in a simple mental picture.  The picture is a path of stepping stones.  The stones behind me are those I’ve walked on through my life.  They represent opportunities presented to me, relationships with people and doors I’ve walked through.  I realized that in my life I’ve never been given a big vision of something to build or a mission to complete.  I’ve had some hutches, but God simply placed one stone at a time in front of me so that I know where to go next and sometimes he generously put out a few stones so that I knew the direction I was headed but not more than that.  The powerful part of this picture was it has never failed!\n\nThis was affirmed in early 2014 by the work I’m doing with clients and the projects I’ve invited to be a part of.  I would have said, “no, way” had you told me I’d be doing this particular work in 2014, but here I am with this book of business, these clients to serve and cool new opportunities in front of me that I could not have predicted.\n\nI come to the mid-point of 2014 with a tremendous peace in the understanding of how God works in my life.  Knowing the stones will be laid out for me to walk on, to hold loosely what may seem clear today and live in gratitude for every moment I have.  He may decide one day, maybe even today, to plant a big vision in my heart, but for now it\'s one stone at a time.', '2014 Reflections: The Path of my Life and Business', '', 'publish', 'open', 'open', '', '2014-reflections-the-path-of-my-life-and-business', '', '', '2014-06-19 12:25:27', '2014-06-19 17:25:27', '', 0, 'http://leadchangegroup.com/?p=15135', 0, 'post', '', 1),
(15143, 302, '2014-06-20 12:37:07', '2014-06-20 17:37:07', 'Are you familiar with the PDSA (Plan-Do-Study-Act) cycle? Do you know how to implement it well within your company?A really big key between people that use PDSA successfully and those who don’t is that the ones that do it successfully turn the cycle quickly. Read more...', 'Increase Your Awareness by Predicting Results in the Planning Stage', '', 'publish', 'open', 'open', '', 'increase-your-awareness-by-predicting-results-in-the-planning-stage', '', '', '2014-06-20 12:37:07', '2014-06-20 17:37:07', '', 0, 'http://leadchangegroup.com/?p=15143', 0, 'post', '', 0),
(15149, 288, '2014-06-24 06:23:23', '2014-06-24 11:23:23', 'No business will be successful unless its product, service or process is innovative on some level.\n\nInnovation is what differentiates companies within the same industry from one another.  It isn’t something that can be purchased or built, but it is something that can be encouraged and fostered within a company culture.\n\nJust because an idea doesn’t revolutionize a product or service doesn’t mean it isn’t innovative.  If an employee sees a way that the amount of time spent on a task can be cut in half, that idea can save money and pad the bottom line.  This is why it is important to listen to any idea, big or small, because you never know which one will turn into gold.\n\nCheck out these <a href=\"http://www.dalecarnegie.com/talent-management-employee-engagement/\">corporate team building</a> tips you can make sure your employees know that innovation is something that your company takes seriously:\n\n<strong>Create a team</strong>\n\nMaybe the best way to show that your company takes innovation seriously is to dedicate a team to this initiative.  The responsibilities of this team can go beyond fostering ideas amongst themselves, but to also gather ideas from company employees.  Building diversity into the group, by seniority or department, is a great way to ensure a wide variety of ideas and opinions.\n\n<strong>Hold meetings</strong>\n\nBringing people together to discuss ideas is a great way to develop them.  One way to get people to be comfortable enough to share their own ideas is to lead with an idea of your own.  Once people see that your business encourages sharing ideas, this process will become more fruitful.\n\n<strong>Learn from failure</strong>\n\nJust because an idea doesn’t lead to a new product or service your company can offer doesn’t mean it was a waste.  There are lessons to be learned from failures and treating them as constructive events won’t turn people away from sharing their ideas.\n\n<strong>Reward success</strong>\n\nWhile you don’t want to react negatively towards ideas that don’t pan out, you absolutely want to reward those who come up with a successful idea.  More than anything, this will motivate others to continually look for ways to be innovative.\n\n<strong>Be open to change</strong>\n\nIn order to come up with new ways to save money and create products or new services, it is almost guaranteed that changes are going to have to be made.  Showing your employees that you are willing to make changes and adapt in order to try new ideas and innovation will help to open the door to new possibilities as well as improve <a href=\"http://www.dalecarnegie.com/employee-engagement/\">employee engagement</a>.', 'Ignite Innovation In Your Team', '', 'publish', 'open', 'open', '', 'ignite-innovation-in-your-team', '', '', '2014-06-24 06:23:23', '2014-06-24 11:23:23', '', 0, 'http://leadchangegroup.com/?p=15149', 0, 'post', '', 0),
(15154, 354, '2014-06-23 06:37:07', '2014-06-23 11:37:07', '<span style=\"font: 13.0px Arial;\">Leaders should write, not for the sake of writing — but to influence, inform, inspire, and engage a wider audience. Writing often also forces you to maintain clarity in your thinking, and sustain your perspective. </span>\n\n<span style=\"font: 13.0px Arial;\">I’ve been writing on LinkedIn for a few months, with some specific goals:\n</span>\n<ul>\n	<li><span style=\"font: 13.0px Arial;\"><b>Create a wider audience for my thought leadership</b>. The result: After my first popular post, the number of individuals following went from 30 to over 1,000. That is a far greater reach than I get from my agency outreach.</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Increase traffic to my web site</b>. The result is approximately a 2% increase in traffic; fourth after Facebook, <a href=\"http://twitter.com/briansooy\" target=\"_blank\">Twitter</a> and Pinterest (really?). There is no correlation from LinkedIn to the </span><span style=\"font: 13.0px Arial; color: #042eee;\"><span style=\"text-decoration: underline;\">top-visited content article</span></span><span style=\"font: 13.0px Arial;\"> on my web site. </span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Establish credibility. </b>The result: Many new and meaningful connections with professionals within the sectors my design and marketing agency serves; and acceptance by the leadership community, for which I am grateful!</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Experiment</b>. From content, to images, to timing—I experiment, document, and learn. The result: the insights I have gained have created conversations, and the opportunity to advise leaders from other organizations, such as </span><span style=\"font: 13.0px Arial; color: #042eee;\"><span style=\"text-decoration: underline;\">EntreLeadership.com</span></span><span style=\"font: 13.0px Arial;\">.</span></li>\n</ul>\n<strong><span style=\"font-family: Arial; font-style: normal; font-variant: normal; font-size: 13px; line-height: normal;\">The top ten things I learned from writing on LinkedIn:</span></strong>\n<ol>\n	<li><span style=\"font: 13.0px Arial;\"><b>The headline makes a huge difference.</b> Take a look at what other topics are popular, and read <a href=\"http://blog.bufferapp.com/perfect-blog-post-research-data\" target=\"_blank\">bufferapp.com’s research-based articles</a> on headlines and content.</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Everybody is looking for the secret that will propel them onto the Pulse channel</b>. See point number one, but remember: <em>there is no secret</em>. Just write great content. One article will not make you famous or propel you permanently into the top readership. Strive for a consistent and thoughtful body of work. </span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Images increase engagement.</b> Stock images make meaningful content less credible. However, in my opinion, stock images all look the same. I only include <a href=\"http://www.aespire.com/books/raise-your-voice/sharing-resources#inspiring-leadership\" target=\"_blank\">design assets that I or my staff create</a>, that support the theme of the article (and that may increase the likelihood of sharing), or images from my <a href=\"http://instagram.com/briansooy#\" target=\"_blank\">Instagram body of work</a>.</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>There\'s a difference between writing as content marketing, and writing as thought leadership</b>. The first involves quantity; thought leadership requires insight, originality, and that you take a courageous position. Humor helps too.\n</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Your best writing will flow from your unique perspective and be written for a specific audience</b>. The best writing will require that the reader agree or disagree with your perspective and insights.</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Writing is a dialog. </b>There is a very engaged and articulate community of writers on LinkedIn who are all trying to get the attention of LinkedIn readers. There is also an engaged and thoughtful community of readers on LinkedIn, who are not afraid to tell you exactly what they think, and who are overwhelmingly encouraging. Your experience may vary. (my favorite comment to date is \"This is another article in the thrall of the cult of leadership correctness.\" The article was about communications.)</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>There does not seem to be a best time to publish</b>, but do remember that the LinkedIn audience is global. Right now it’s tomorrow in another part of the world, and those readers are looking at LinkedIn. </span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Seek to inform and inspire.</b> The success of an article seems to based on the topic, the content, and the quality of the writing. From my experience, communications topics are of more interest than culture topics.</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Make sure your article is ready to publish before you publish it</b>, especially the headline. Share the most meaningful articles into groups to which you belong, and avoid self-promotion.</span></li>\n	<li><span style=\"font: 13.0px Arial;\"><b>Readers love lists</b>. </span></li>\n</ol>\n<span style=\"font: 13.0px Arial;\">To apply for the writing program on LinkedIn, visit </span><span style=\"font: 13.0px Arial; color: #042eee;\"><span style=\"text-decoration: underline;\">http://specialedition.linkedin.com/publishing/</span></span><span style=\"font: 13.0px Arial;\">.</span>', 'Ten Things You Will Learn from Writing on LinkedIn', '', 'publish', 'open', 'open', '', 'ten-things-you-will-learn-from-writing-on-linkedin', '', '', '2014-06-23 06:37:07', '2014-06-23 11:37:07', '', 0, 'http://leadchangegroup.com/?p=15154', 0, 'post', '', 0),
(15214, 312, '2014-06-24 13:24:00', '2014-06-24 18:24:00', 'Zappos has once again stepped away from the traditional way of doing things. This time it is in regard to their hiring practices and their efforts to continue to create a more \"human centric\" culture. JoAnn Corley shares her interview with Zappos man Rocknee here...', 'Is It Time To Shut Down Your Job Postings? -- Zappos Did!', '', 'publish', 'open', 'open', '', 'is-it-time-to-shut-down-your-job-postings-zappos-did', '', '', '2014-06-24 13:24:00', '2014-06-24 18:24:00', '', 0, 'http://leadchangegroup.com/?p=15214', 0, 'post', '', 0),
(15230, 291, '2014-06-25 12:20:54', '2014-06-25 17:20:54', 'How do you manage \"emotional moments of truth\"? Do you fight, flight, or flock? The way you handle these moments sets the stage for the entire conversation, and they can either lead to positive change or negative responses. Leaders must intentionally increase their own emotional triggers as well as awareness of others\' emotions in order to handle these crucial conversations in positive ways. Read tips on how to do this <a href=\"http://smart2smarter.com/righting-a-leadership-wrong-smarter-emotions-matter/\">here...</a>', 'Writing a Leadership Wrong-Smarter Emotions Matter', '', 'publish', 'open', 'open', '', 'writing-a-leadership-wrong-smarter-emotions-matter', '', '', '2014-06-25 12:20:54', '2014-06-25 17:20:54', '', 0, 'http://leadchangegroup.com/?p=15230', 0, 'post', '', 0),
(15237, 274, '2014-06-26 06:14:52', '2014-06-26 11:14:52', 'I am in the midst of my annual \"working\" vacation. For the past six summers, I\'ve brought my daughters to visit my parents for a week or longer, with the understanding that I\'ll work while we\'re away.\n\nIn the early years, balancing work with vacation on these trips happened easily. I spent time writing at Starbucks while the girls had a fun activity with my parents, or I worked during afternoon down-time while the girls watched a movie.\n\nAs my work life has become more demanding, the balancing has become significantly more challenging, to the point that I think the usefulness of working vacation in my life has ended.\n\nI can take a trip with the agreement that I am working while my family is vacationing. Or I can take a vacation.\n\nThe idea of a working vacation is a flimsy way of excusing my choice to stay connected. By saying I am taking a working vacation, I allow an unhealthy slide from the intended outcome of taking a break to business as usual.\n\nA working vacation can become boundary-less and counterproductive.\n\nWill I feel refreshed when I return? Not if I never disconnect and unplug.\n\nCan I take a vacation from leading my team?\n\nIf I take a true vacation, I am leading my team with a healthy example and freedom to disconnect fully during breaks from work.\n\nOr if I tell my team I am on vacation and fail to fully unplug, I am leading them down a detrimental path.\n\nMy lack of boundaries teaches others to bend their boundaries.\n\nWhen I repeatedly show up to phone meetings with my team, send/\nrespond to their email, and participate fully in our Facebook group conversation threads when I am supposed to be on vacation, I may be leading them to believe I expect them to make the same choices.\n\nI am setting an example, and not one I want anyone to emulate.\n\nI cannot take a vacation from leading, but I can take a vacation.\n\nAlthough I am not sure how I will make next year different, I want to lead myself, my family, and my team more effectively. I am convinced that I will be able to do so far more effectively when I incorporate the disciple of true rest and a (not-working-at-all) vacation.\n\n&nbsp;', 'Can You Take a Vacation from Leading?', '', 'publish', 'open', 'open', '', 'can-you-take-a-vacation-from-leading', '', '', '2014-06-26 06:14:52', '2014-06-26 11:14:52', '', 0, 'http://leadchangegroup.com/?p=15237', 0, 'post', '', 4);
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(15264, 290, '2014-07-01 06:18:49', '2014-07-01 11:18:49', 'Age doesn\'t matter. Experience doesn’t matter. What happens is time begins to wear on us. It isn’t time itself necessarily. What matters are the events and people that begin to wear us down. No offense to anyone, except maybe the ones who erode us intentionally or with a complete lack of any <a title=\"How do you operationalize empathy?\" href=\"http://www.thindifference.com/2014/06/21/operationalize-empathy/\" target=\"_blank\">empathy</a>.\n\nWhat wears us down isn’t just people. Events have a way of running over us and eventually they leave marks. Unexpected and unfortunate events shock us and challenge us in our recovery. Smaller, troubling events grind us down over time and, in time, all that is left is a stub of our former selves.\n\n<strong>This is life. This is a personal leadership challenge.</strong>\n\nOur personal leadership challenge is to determine ways to keep that bounce in our step and spark in our hearts.\n\nTo gain some added perspectives on this, we asked the <a title=\"Lead Change Google+ Community\" href=\"https://plus.google.com/u/0/communities/101604474820777716727\" target=\"_blank\">Lead Change community</a> for ideas on what keeps a bounce in their steps. Here is what we learned.\n<h2><strong>How Do You Keep a Bounce in Your Step?</strong></h2>\n<a title=\"Paul LaRue - Google+\" href=\"https://plus.google.com/u/0/102101450845600405644\" target=\"_blank\">Paul LaRue</a>: Knowing two things: 1) I\'m serving others, building them up; 2) I\'m staying true to my values and growing within them. I\'m happiest when I\'m congruent to these.\n\n<a title=\"Pioneer Outfitters - Google+\" href=\"https://plus.google.com/u/0/102779849292810270433\" target=\"_blank\">Pioneer Outfitters</a>: Knowing I have touched someone. Being connected to all of you. Acknowledging how blessed my own life is and that I CAN share it with you… and am able to do so. THAT is what keeps me snappy and happy!\n\n<a title=\"Chery Gegelman - Google+\" href=\"https://plus.google.com/u/0/112085511374088369083\" target=\"_blank\">Chery Gegelman</a>: God, Bringing understanding to others, riding Harley with my hubby, Marble Slab ice cream!\n\n<a title=\"Carey Green - Google+\" href=\"https://plus.google.com/u/0/107644951120078797538\" target=\"_blank\">Carey Green</a>: 1) My God. 2) My family. In that order.\n\n<a title=\"Jane Anderson - Google+\" href=\"https://plus.google.com/u/0/109371269042338129839\" target=\"_blank\">Jane Anderson</a>: Hope and anticipation of what the next moment could deliver. God has brought me through some unparalleled challenges this year. I have not lost the bounce in my step because of hope and because I believe that if I get the inside right, the rest will unfold just as God intends. Hope.  Psalm 16:5 \"Lord, you give me stability and prosperity; you make my future secure.\"\n\n<a title=\"Johann Gauthier - Google+\" href=\"https://plus.google.com/u/0/109850489303176060566\" target=\"_blank\">Johann Gauthier</a>: Being appreciative of how privileged I am to being alive and contributing to growing others endlessly!\n\n<a title=\"Mike Henry Sr. - Google+\" href=\"https://plus.google.com/u/0/111988678152304378767\" target=\"_blank\">Mike Henry Sr.</a>: The opportunity to make a difference in the lives of other people.\n\n<a title=\"Kate Nasser - Google+\" href=\"https://plus.google.com/u/0/110736151092414539538\" target=\"_blank\">Kate Nasser</a>: Definitely lifting others up. Also, great music and dance that refill my spirit.\n<h2><strong>Keeping a Bounce in Your Step</strong></h2>\nThe community thoughts weave together several important themes:\n<ul>\n	<li>Making a difference in the lives of others; serving others</li>\n	<li>Hope and faith</li>\n	<li>A strong dash of fun</li>\n	<li>An awareness of what it means to be alive</li>\n</ul>\nThere is nothing too complex in the mix of what it takes to keep a bounce in our step. Simplicity may key.\n<ul>\n	<li>To serve others, we need to emerge from our corners and go into the ring of life, giving our time and talents</li>\n	<li>To have hope and faith, we need to <a title=\"Hope is a conversation\" href=\"http://www.thindifference.com/2013/11/02/hope-is-a-conversation/\" target=\"_blank\">engage in meaningful conversations</a> and enter into practices to understand our role in a larger purpose</li>\n	<li>To have fun, we need to share a laugh, a smile, and surprise ourselves and others by doing something out-of-the ordinary</li>\n	<li>To enhance our awareness of what it means to be alive, we need to understand the beauty of our short time to make a big difference</li>\n</ul>\nEach generation has their challenges, and it is so easy to bury ourselves in what is wrong. We cannot afford to get buried while we are still alive! Rather than hanging on to our problems, we need to release them by extending a hand, lifting up a spirit, and smiling at all who enter our space.\n\nSimplicity shines through life’s complexities. We just need to focus on <a title=\"Positive Communication Leads to a Culture of Innovation\" href=\"http://leadchangegroup.com/positive-communication-leads-to-a-culture-of-innovation-2/\">what is possible</a> and believe anything is possible, if we choose to live and lead with a bounce in our step.\n<h2><strong>Personal Leadership</strong></h2>\nPersonal leadership is vital. Keeping a bounce in our step is not an idealistic calling. In our leadership, we cannot afford to lose our view on what a better day looks like. We need to wrap our realism in a sound sense of optimism.\n\nThe call for leaders is simple:\n<ul>\n	<li>Solve problems</li>\n	<li>Focus on a bigger purpose and engage others around it</li>\n	<li>Trust others</li>\n	<li>Bring out the best in others</li>\n	<li>Show your best in all you do as often as you can</li>\n	<li>Laugh and carve out time to just play and have fun</li>\n</ul>\nAre your ready to go grab some ice cream? Are you ready to live in a way to make your spirit and others smile? Are your ready to lead in a positive way?\n\nI am. I hope you are too.\n\n<strong>How do you keep a bounce in your leadership and life steps?</strong>\n\n&nbsp;', 'What Keeps a Bounce in Your Step?', '', 'publish', 'open', 'open', '', 'what-keeps-a-bounce-in-your-step', '', '', '2014-07-01 06:18:49', '2014-07-01 11:18:49', '', 0, 'http://leadchangegroup.com/?p=15264', 0, 'post', '', 4),
(15270, 343, '2014-07-29 09:58:56', '2014-07-29 14:58:56', 'We all have heard these phrases and sentiments spoken from various people in leadership positions:\n\n\"I\'m not here to make friends; I have a job to do\"\n\n\"We - can\'t afford/don\'t have the budget for - training\"\n\n\"You don\'t have to like me, but you have to respect me and do what I say\"\n\nDan McCarthy in his blog <a href=\"http://www.greatleadershipbydan.com/\">Great Leadership</a> had a posted excuse: “I was hired/promoted to drive change – it should be understood and accepted that not everyone’s going to be a happy camper.\"\n\nThe fallacy is, as Jim Collins states it in <em>Built To Last</em>, \"The Tyranny of the \'OR\'\". Many leaders have bought into the thinking that it\'s people <strong><em>or</em></strong> profits, that profits must be made at all costs and people are not part of the equation (or an insignificant part at best). They don\'t realize that it\'s better to have both (the \"AND\").\n\nHowever the driving force behind this line of thinking is similar to the transference mindset doctors are trained to have with their patients.\n\nDoctors learn to see beyond the humanness - all of the person, emotions, and needs - and detach themselves from any connection in order to get through to the task at hand. While this thinking works for the medical profession, it fails in a leadership application. Those leaders who adopt this mindset by defending it with the medical profession forget that the core of a doctor\'s calling is to help people.\n\nAnd people is what every organization is about. It is what my old college professor, a former VP of Marketing for a Fortune 500 company, ingrained in his students with his \"<a href=\"http://upwardsleader.com/2014/07/23/business-is-people/\">Business Is People</a>\" mantra. Whether companies succeed or fail, what is there in the beginning and what is left at the end are the overarching thinking and attitudes towards your people.\n\nTherefore, leadership needs to move from transference to transcendence. Leaders must transcend - go far beyond the usual to something greater, something above the limits of the \"OR\". They must make people, in this connection economy, a significant factor in every organizational equation. People are the key coefficient in every organization; no matter what type of organization - public or private, for- or not-for-profit, business or volunteer - human capital is the single common denominator among all.\n\nI read a number of blog posts in the past couple of weeks that touched upon the value of human connection. A sampling of those post links follow:\n<ul>\n	<li><strong>Mary Schaefer</strong> - \"A Beginner\'s Guide To Talking To Your Employees\"</li>\n	<li><strong>Tal Schnall</strong> - \"<a href=\"http://leadershipcafe.org/2014/07/01/l-e-a-d-with-emotional-intelligence/\">L.E.A.D. with Emotional Intelligence</a>\"</li>\n	<li><strong>Karin Hurt</strong> - \"<a href=\"http://letsgrowleaders.com/authenticity-transparency-trust/the-fastest-way-to-better-results/\">The Fastest Way To Better Results</a>\"</li>\n	<li><strong>Ted Rubin</strong> - \"<a href=\"http://tedrubin.com/people-will-never-forget-how-you-made-them-feel/\">People Will Never Forget How Your Made Them Feel</a>\"</li>\n	<li><strong>Thought Leaders LLC</strong> - \"<a href=\"http://www.thoughtleadersllc.com/2014/07/why-employee-engagement-matters/\">Why Employee Engagement Matters</a>\"</li>\n	<li><strong>Sander Biehn</strong> - \"<a href=\"http://smartblogs.com/leadership/2014/07/07/the-employee-engagement-puzzle-understanding-conflicting-messages-from-the-corner-office/\">The Employee Engagement Puzzle: Understanding Conflicting Messages From The Corner Office</a>\"</li>\n</ul>\nWhile these leaders say many different things, they all have the same core message. There is a great need to transcend beyond the \"results at all costs\" thinking. To rise above the transference mindset of detachment towards a true connection that penetrates the human spirit. To enable people to rally around a greater cause than themselves because they see the bigger picture as well.\n\nWhen a leader can transcend their way of thinking above the norm to a people-centered culture, one can truly instigate dynamic workplace changes <em>and</em> produce results far beyond the common mechanical transference approach to people. It\'s a proven principle that needs to come into vogue.\n\nLeaders who affect positive workplace cultures and build a legacy of sustained success in their teams have learned to transcend their thinking. In so doing, they also give their people a transcendent thought process to guide their leadership capacity as well.\n\n<strong>What are some areas that you can transcend your current mindset to go above and beyond the old transference approach to people? How can you connect more deeply yet soar above what you previously thought was possible?</strong>\n\n&nbsp;\n\n(image courtesy of  yorkshirecloud.co.uk)\n\n&nbsp;\n\n&nbsp;\n\n&nbsp;', 'Leadership: From Transference To Transcendence', '', 'publish', 'open', 'open', '', 'leadership-from-transference-to-transcendence', '', '', '2014-07-29 09:58:56', '2014-07-29 14:58:56', '', 0, 'http://leadchangegroup.com/?p=15270', 0, 'post', '', 3),
(15282, 252, '2014-07-03 06:16:13', '2014-07-03 11:16:13', 'I train a lot of managers. One thing we cover is to NOT take for granted what employees understand about their jobs. You’ve probably heard me preach about <a href=\"http://leadchangegroup.com/managers-meet-with-your-employees-to-show-you-mean-business/\">the importance of one-on-one meetings</a> and how they can be used deliberately for this purpose. Here’s just a snippet of what I suggest to managers that they can cover with their employees.\n\nIt may seem like stating the obvious, but I offer a list that includes points like this:\n<ul>\n	<li>How their role fits.</li>\n	<li>Why it’s important.</li>\n	<li>How it contributes to overall objectives.</li>\n	<li>How it’s interdependent with other parts of the organization.</li>\n</ul>\nUnsurprisingly though, managers often say to me, “I haven’t been really clear with my employees on how their role fits,” etc. And even more telling, I hear, “I’ve taken it for granted, Mary.”\n<h2>If YOU aren’t the boss, what you can do.</h2>\nMeasurable objectives might seem really straightforward. They <em>are</em> for some jobs. And you’ve probably had it happen that your goal or objective was difficult to measure, or you found there was more to meeting your goal than was spoken or written down. That’s what really nails us -- the unspoken stuff.\n<h2>Don’t take anything for granted.</h2>\nYou may find that you and your boss have experienced disconnects in having a common understanding of your job. Looking at the list above, any one of those things could be at play, but are not being spoken or clarified.\n\nDepending on the kind of relationship you have with your boss, you use the list above in a number of ways:\n<ul>\n	<li>You can initiate a meeting, take this list and say, “I realize these are things that I’ve taken for granted we’re on the same page. I want to understand how you see them.”</li>\n	<li>You can bring up one point in particular. Your boss might keep focusing on one issue that you think you are addressing and now that you look at this list, you might think, “You know, I bet that’s about interdependence. I ought to ask her perspective on that.”</li>\n	<li>You can just keep these in your back pocket to bring up at an opportune moment or when you begin to observe that something is off.</li>\n</ul>\n<h2>Be the leader of your own career.</h2>\nWith these simple points in front of you, you can get clear now rather than pay a price later because you didn’t take charge.\n\nYes, you have a right to expect a lot from your boss, you are not always going to get what you need. You are ultimately responsible.\n\n<em>What kind of approach have you used successfully to make sure you and your supervisor are on the same page? Or, what advice have you offered others?</em>\n\n<span style=\"color: #999999;\">[Image: Microsoft Clipart]</span>', 'Take Charge of Your Career Like a Boss', '', 'publish', 'open', 'open', '', 'take-charge-of-your-career-like-a-boss', '', '', '2014-07-03 06:16:13', '2014-07-03 11:16:13', '', 0, 'http://leadchangegroup.com/?p=15282', 0, 'post', '', 3),
(15299, 350, '2014-07-07 06:24:50', '2014-07-07 11:24:50', 'I\'ve been doing a lot of hiring in the last few years, although I didn\'t intend to do so. I\'m not a recruiter, headhunter, or HR professional. I am a business leadership coach who deconstructed and recreated the system we use for hiring.\n\nAlong with becoming very critical of the “old” system that typically gets bad results, there has recently been an unintentional aha moment for me:\n\n&nbsp;\n\n•       Suzanne can\'t find anyone to process mortgages.\n\n•           Fred can\'t find a software architect.\n\n•           Chuck can\'t get landscape architects.\n\n•           Joe can\'t find sales reps.\n\n•           Stan can\'t find an estimator.\n\nThere appears to be a skills gap and shortage of people to hire.  There appears to be a shortage of work ethic. There appears to be a generational issue.\n\nBut this couldn\'t be further from the truth. True, this is a generational issue, but not of the generally accepted variety.\n\n<strong>The real problem: Apprenticeship has all but disappeared.</strong>\n\nEmployers expect that people arrive pre-packed and already loaded, like a human Zip drive (remember those?). And oddly enough, we are not.\n\nCait Murphy published a brilliant <a href=\"http://www.inc.com/magazine/201404/cait-murphy/skills-gap-in-the-labor-force.html\">story in Inc. Magazine</a> that underscores the issue. She says:\n\n“It is not so much that the U.S. has a skills gap, but that there are specific issues in specific places: Wichita does not have enough mechanical drafters, Seattle enough computer systems designers, South Carolina enough nuclear engineers, or Brownsville, Texas, enough hydrocarbon mud loggers. And, of course, poor Gretchen Zierick has to hunt for the next generation of tool and die makers among the progeny of the soccer parents of Mount Kisco.”\n\nCait goes on to describe what a few forward-thinking companies have done, and what I think the people I know should do as well: <strong><em>start apprenticeship programs</em></strong>.\n\nEven in professions that never had apprentices before, apprenticeship is a clear way to solve the perceived skills gap. That means that entrepreneurs must become training organizations in order to stay alive.\n\n<strong>My aha moment: If you want great people to work for you, find the great ones, and teach them what you want them to know.</strong>\n\nHowever, let\'s not confuse Internship with Apprenticeship. According to Dictionary.com:\n\nAn <strong>internship</strong> is a method of on-the-job training for white collar and professional careers.Internships for professional careers are similar in some ways to appreticeship for trade and vocational jobs, but the lack of standardization and oversight leaves the term open to broad interpretation.Interns may be college or university students, high school students, or post-graduate adults. These positions may be paid or unpaid and are usually temporary.\n\n<strong>Apprenticeship</strong> is a system of  training a new generation of practitioners of a structured competency in a basic set of skills. Apprentices are set a strict training program so they can gain a set of skills to prepare themselves for their desired trade or a profession in which they wish to pursue a career. Most of their training is done while working for an employer who helps the apprentices learn their trade or profession, in exchange for their continued labor for an agreed period after they have achieved measurable competencies. For more advanced apprenticeships, theoretical education was also involved, with jobs and farming over a period of 4-6 years.\n\nIn apprenticeship lies an opportunity to solve 3 critical problems:\n\n<strong>The need for a skilled employee pipeline.</strong>\n\nIf you take the time to build a core competency and mastery program based on key fundamentals, metrics and lots of TLC over a 12-24 month timeline with the promise of employment, you will get EXACTLY the skills you need as you need them and you will slow your turnover problems. You don\'t have to worry about what someone else may have taught employees (or not). You get exactly what you need.\n\n<strong>The fact that people want to work where there is a great vision and trusted core values.</strong>\n\nHere is where the TLC really pays off. When you let your employees and apprentices know what you stand for and why you do what you do, you grab not just their minds and hands but their hearts. Just for the record, answer the “why?” for your employees and all generations will pay you back with devotion. Anyone who tells you that young people don\'t have a work ethic hasn\'t seen what happens when you stand in your values. It is nothing short of magic. Give a hoot, get a tribe.\n\n<strong>Solutions for other businesses who struggle with the same issue.</strong>\n\nIt isn\'t just you. If you are struggling with finding skilled labor in your community, then someone else is too. Rather than see this as hardship (I know you are busy...) see it as opportunity. You may be able to create a new revenue stream by training and placing. You may be able to go into the education market and charge for your training. You can be very creative. Think of the possibilities.\n\nYoung people apply for jobs, knowing they don\'t have skills but craving the opportunity to learn. Older workers are no different. Many people have been hurt and made redundant. They too want to learn. Employers need to stop thinking that schools, parents, and the economy are responsible for this shortfall. Employers used to provide on-the-job training and mastery programs. That is exactly what they now need to do again.\n\nApprenticeships will solve our perceived skills gap while helping each of us create a legacy. Out of pain comes opportunity.', 'Where Have All the Apprenticeships Gone?', '', 'publish', 'open', 'open', '', 'where-have-all-the-apprenticeships-gone', '', '', '2014-07-07 06:24:50', '2014-07-07 11:24:50', '', 0, 'http://leadchangegroup.com/?p=15299', 0, 'post', '', 1),
(15306, 348, '2014-07-14 06:14:45', '2014-07-14 11:14:45', 'It’s no surprise research has shown one of the characteristics people most want to see in their leaders is honesty.\n\nHonesty is not geographically bound.\n\nThis characteristic is listed as one of the top five most important leadership qualities from people around the world.\n\nDo you know what the second most important leadership trait is?\n\nForward thinking. Being a visionary.\n\nRegardless of country, survey respondents in a global research study (<em>The Truth About Leadership</em>, 2010) listed forward thinking in the top five  (Forward thinking was actually listed second by most countries.)\n\nNot only do we want our leaders to be honest, we also want them to be visionaries.\n\nWhen those same respondents were asked what they thought were the most important characteristics for coworkers, honesty remained in the top five.\n\nForward thinking was not even listed.\n\nWe place a high degree on honesty with both our leaders and our coworkers, but we don’t expect our coworkers to be visionaries.\n\nForward thinking is a characteristic we hold only for our leaders.  And we place a high value on it.\n\nUnfortunately, forward thinking is not a characteristic many leaders demonstrate.\n\nLeaders are often so caught up in the day-to-day operations they fail to take the time to look into the future.\n\nThey may be great managers, but are they leaders?\n\nHere is the difference between the two.\n\nManagers are tactical. Leaders are strategic.\n\nNo doubt we need both leaders and managers, but if you truly want to be a leader, you must become a forward thinker.\n\nMaybe you don’t see yourself as a forward thinker, or you don’t feel you have the ability to be a visionary.\n\nDoes this mean you will never truly be a leader?\n\nI don’t believe so.\n\nForward thinking is a skill we all possess.  You may just know it under a different set of circumstances.\n\nFor example, as a parent, have you never looked toward the future for the sake of your children?  You may have even strategized how college would be paid for in 10 or 15 years.\n\nHow about as an employee?  Have you spent time considering your retirement?  Maybe you\'ve peered into the future to see how you will be spending your days.\n\nEven newlyweds look toward the future as they begin planning families.\n\nDo you see the common denominator?\n\nIn each case, we set aside the time needed to step into the future.\n\nAs leaders, we need to do the same.  We need to break away from the daily grind.\n\nBegin by setting aside 30 minutes every week to reflect how your department or team will be in five years.\n\nAsk yourself how your industry will look.\n\nDon’t just stop with the first answer that comes to mind.  Be creative and look past the obvious.\n\nIf you have others on your team who have strengths in this area, form a committee.\n\nI have a reoccurring meeting every two weeks in which I included two team members - one who carries the Strength Finder assessment Futuristic and another who carries the assessment Strategic.\n\nTogether we discuss how we see the industry as well as our department during the next five years.\n\nWill we become antiquated or will we be cutting edge?\n\nAlthough forming a committee may not be the right avenue for you, the key for success remains the same.\n\nWe must spend time in the future.\n\nAs leaders, our responsibility is to understand where we are going.  This is what our constituents expect from us.\n\nDo you have your plan in place?\n\n(Image courtesy of freedigitalphotos.net)', 'The Second Most Important Leadership Trait', '', 'publish', 'open', 'open', '', 'the-second-most-important-leadership-trait', '', '', '2014-07-14 06:14:45', '2014-07-14 11:14:45', '', 0, 'http://leadchangegroup.com/?p=15306', 0, 'post', '', 0),
(15316, 252, '2014-07-08 06:23:42', '2014-07-08 11:23:42', '<h3 style=\"text-align: center;\">“…The only real security you have in this world is a reserve of knowledge, experience, and ability.”</h3>\n<h3 style=\"text-align: center;\">- Henry Ford</h3>\n<h2 style=\"text-align: left;\">Take the lead to create your own job security.</h2>\nMy first experience in wrestling with my personal thoughts on job security happened in 1992. My employer planned to cut a few hundred people from my division. The process for selection of who would stay and who would go depended on how you were qualified for your job.\n\nI was ticked off. If I wasn’t cutting it, they should have told me. If there were other people who were not performing, management should have dealt with them already. But to make me go through the process of proving I was qualified for my own job did not set well with me.\n\nThey asked us to supply evidence. In other words, I had to dig up performance appraisals, project reports, and even ask for letters from co-workers and internal customers that proved how I met a particular qualification for my job. I know this is not an uncommon practice. But still.\n<h2>“Remember: Jobs are owned by the company. You own your career!” - Earl Nightingale</h2>\nI hit this “project” hard, as if it was another assignment. I spent 24 hours putting my file of evidence together. (I counted the hours.) The file was 2 inches thick. I still have it 22 years later. Why? It represents the point in my career when I began to reframe my idea of job security.   I learned from this experience that they were lucky to have me.  I had a lot going for me whether I stayed or left.  I would never feel at the mercy of this type of situation again.\n<h2>How do you take care of you?</h2>\nI experienced 8 downsizings in my corporate career. Of those 8, my job was at stake, or the person next to me -- their job was at stake -- or I was administering the downsizing, or some combination thereof. Here’s how I took care of myself and advised others as we worked through the ever-changing job security landscape.\n<ul>\n	<li><strong>Make sure you have a support system</strong>, and that it’s not just one person.</li>\n	<li><strong>Create a “cushion of goodness” in your life.</strong> If work isn’t so great, make sure at least one other aspect of your life is healthy and fulfilling, like family, friends, recreation, etc.</li>\n	<li><strong>Expand your network.</strong> Use sociologist <a href=\"http://www.businessinsider.com/malcolm-gladwell-tipping-point-connectors-2011-7\">Mark Granovetter’s concept of weak ties</a> to your advantage.</li>\n</ul>\n<h2> And finally, leverage the current conditions.</h2>\n<p style=\"text-align: center;\">“…never let a serious crisis go to waste. And what I mean [is that] it\'s an opportunity\nto do things you think you could not do before.”</p>\n<p style=\"text-align: center;\">- Rahm Emanuel</p>\nWith chaos comes opportunity. Tides shift. Management is making decisions fast and furious. Some employees opt-out. Be ready with that great idea you have for reorganizing your group, or consolidating your position.\n<h2>Cultivate real job security.</h2>\nIn the words of peak performance expert, Anthony Robbins, let’s keep in mind:\n<p style=\"text-align: center;\"><strong> </strong>“The only true security in life comes from knowing that every single day you are improving yourself in some way, that you are increasing the caliber of who you are and <em>that you are valuable to your [organization], your friends, and your family.”</em></p>\n<p style=\"text-align: left;\"><em>What are your thoughts and stories about \"job security”?</em></p>\n<p style=\"text-align: left;\">[Image: background from Pixabay contributor juffi]</p>', 'Job Security: Change Your Mind, Change Your Life', '', 'publish', 'open', 'open', '', 'job-security-change-your-mind-change-your-life', '', '', '2014-07-08 06:23:42', '2014-07-08 11:23:42', '', 0, 'http://leadchangegroup.com/?p=15316', 0, 'post', '', 2),
(15342, 248, '2014-07-09 06:04:34', '2014-07-09 11:04:34', 'Without trust extraordinary results aren’t possible. Without trust and extraordinary results workplace optimism is absent. Without workplace optimism talented people stay away from or leave companies. What’s left? Mediocre results, missed goals and unhappy people.\n\n&nbsp;\n\nWorkplace optimism is not a viewpoint or belief system. It’s a cultural vibe that influences a positive work experience.\n\n&nbsp;\n\nThe outcomes of workplace optimism deepen and expand trust. Let’s look at the relationship.\n\n&nbsp;\n\n<strong>Workplace Optimism and Trust Building</strong>\n\nAccording to Interaction Associates’ <a href=\"http://www.trustacrossamerica.com/documents/building-trust-reports/Workplace%20Trust%20PM_MT%20REV_logo.pdf\">survey results</a>, 80% of employees believed they couldn’t do their jobs effectively if trust in their leadership was absent. Bottom line, business results would be negatively impacted. The statistic isn’t alarming. The lack of inaction by management to rectify their behaviors and shift the culture is alarming, however. This is where workplace optimism comes in to play.\n\n&nbsp;\n\nWorkplace optimism gives people hope that great things are possible from their hard work. It helps employees connect dots from their work to the bigger picture. Purpose is discovered and reinforced. The meaning of work is clearer.\n\n&nbsp;\n\nWorkplace optimism inspires trust in teams, even organizations.\n\n&nbsp;\n\n<strong>The Elements of Workplace Optimism That Lead to Trust</strong>\n\nIt’s no exaggeration to say when we trust management we feel safer. Therefore, it’s management’s responsibility to create the conditions for workplace optimism to flourish so that trust can built.\n\n&nbsp;\n\nThe following areas of focus will help managers create optimism in the workplace and deepen and expand trust.\n\n&nbsp;\n\n<strong><em>Connection between employees-</em></strong>Relationships have always been the backbone of business. This applies to the relationships amongst employees and with managers. Stronger relationships deepen trust, which strengthens relationships. It’s cyclical.\n\n&nbsp;\n\n<em><strong>Deeper commitment to customer delight-</strong></em>We all want our work to mean something. Employees’ work impact how customers – internal or external. Help employees make connections from their work to the value it creates for your customers. When we can delight customers we feel good. When we feel good we are more open to building trust.\n\n\n<em><strong>Openness to others’ ideas-</strong></em>When the work environment is safe we are open to input. When we are open to others’ ideas we are demonstrating an act of trust. Our vulnerability in accepting input from others builds trust.\n\n&nbsp;\n\n<em><strong>Expectations of improvements-</strong></em>A curious outcome occurs when optimism is woven throughout the workplace and trust deepens: we raise our expectations of each other and what we create.\n\n&nbsp;\n\n<em><strong>Shared purpose-</strong></em>The survey data from Interaction Associates also indicated that a shared purpose deepens trust. It also turns up the intensity of optimism in the workplace. When employees can relate <a href=\"http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action\">The Why</a> of their work to The How they do it and The What they create, a unifying experience emerges. Interesting enough, this feeds connection, commitment to customers, openness to ideas and raised expectations for improvement.\n\n&nbsp;\n\n<em><strong>Meaningful work-</strong></em>The value you get from your work is equal to its meaningfulness. The richer in meaning work holds for you the easier it is to build trust with others.\n\n&nbsp;\n\n&nbsp;\n\nIn an era where big business has weakened trust and low engagement in employees, managers in the 21<sup>st</sup> century need to spend more time understanding what they can do to build trust. One way to do so is focus on creating a positive work experience through workplace optimism.\n\n&nbsp;\n\nWhen we spend a third of our lives working, managers need to take on the work of making work a positive work experience.', 'The Role of Workplace Optimism in Building Trust', '', 'publish', 'open', 'open', '', 'the-role-of-workplace-optimism-in-building-trust', '', '', '2014-07-09 06:04:34', '2014-07-09 11:04:34', '', 0, 'http://leadchangegroup.com/?p=15342', 0, 'post', '', 1),
(15350, 333, '2014-07-11 06:23:16', '2014-07-11 11:23:16', 'When it comes to business, no successful leader has made the big time by being overly hesitant and inhibited. Being bold and brash is not necessarily the key to success, but taking chances and embracing the notion of risk is. Playing it safe can certainly lead to profitability in the short term, but it greatly handicaps in the long term the growth of not just your business but also yourself, as a leader and, more importantly, as a person. Nobody looks up to those who shy off life\'s challenges and are complacent with being just good enough in life and especially in business, and that\'s how a leader who shuns risk taking comes across to their workforce and clientèle. It is a sign of weakness, and weakness and leadership are ultimately incompatible and a recipe for failure.\n\n<strong>Finding a Middle Ground</strong>\n\nThat doesn\'t mean you should go out there, all guns blazing and start carrying out any idea that comes into your head. Finding the balance between playing it safe and taking high risks is the key, and it is calculated risks that are thought out and carried out with care and hindsight that will win you respect. Playing it safe is also entirely necessary in many situations, and recognising this and understanding precisely why that is the case is another skill that will win you praise rather than derision. A business can experience steady growth and be essentially making a profit, but if it not pushing boundaries or making any difference, instead plodding along following the same uninspired, tried and tested formulas, it will wear out quickly for everyone involved, leading the business down a slow and tedious road to irrelevancy.\n\n<strong>Overcoming the Fear of Failure</strong>\n\nIronic though it may sound, it is the overbearing fear of failure here that is the major contributing factor to what will likely become failure. It is tackling this initial fear and changing the mindsets of business leaders everywhere that is paramount to maintaining and encouraging prosperity and innovation in industries everywhere, in turn contributing towards a better, in every sense more profitable and more fulfilling world of business. For this to be put into effect is dependent on the efforts of many people as well as the quality of service or product in question here, but there is only one person who is truly capable of triggering and maintaining momentum in those below and around and that is you, the leader.\n\n<strong>Transforming Your Mindset and Becoming a Better Leader</strong>\n\nBut just how does a leader, with no real leader themselves, muster up motivation day after day and exude confidence, self-assurance and willingness, convincing not just those around them but also themselves? Even though you will undoubtedly feel nervous and unsure some of the time, as is natural for anyone in charge of anything of substance, it is crucial that you don\'t let this come across and that you don\'t let it get in the way of your actions on a regular basis. Remember that it is better to be someone who has tried to lead and innovate, and taken risks but failed than someone who plays it safe and succeeds, but doesn\'t improve a situation or cause growth. People will not think any less of you as a person should a risk or decision you make be unsuccessful. One of the greatest ways to keep yourself motivated and striving for betterment is to ensure you are surrounded by talented, enthusiastic people. That means developing a team of people you know you can trust and that want the same things you want for the business. Once you reach a level where you feel confident about the expertise and abilities of the people on your team, you will find it easier to make more brash decisions and be able to rely on them to do their best to make it work.\n\n&nbsp;\n\nWhen taking risks, always have a thought out plan that you can explain to others clearly. The plan should illustrate your workings and thinking behind the decision to take the risk, including probability, the pros and cons of the risk and any contingency plans. This will explain, and ultimately justify, your decision, and ensure that everyone else is on the same page. Showing the logistics behind it also lets those working with you know that you really have thought this through and it is not a brash decision. This means that even if the plan turns out to be a failure, people are not going to judge you or think you did wrong. If you just flinched at the world \'failure\', you may need to take a moment to re-read this post. Accepting that failure will happen, and is always a possibility, is integral to overcoming it in itself and being a good, bold leader who embraces risk taking and the uncertainties that accompanies this strategy.', 'How Embracing Risk Is Vital For Your Leadership', '', 'publish', 'open', 'open', '', 'how-embracing-risk-is-vital-for-your-leadership', '', '', '2014-07-11 06:23:16', '2014-07-11 11:23:16', '', 0, 'http://leadchangegroup.com/?p=15350', 0, 'post', '', 2),
(15354, 251, '2014-07-10 06:17:31', '2014-07-10 11:17:31', 'We joined the conversation just as Matt was defending the right to be quirky and go against the mainstream. He was calm, gracious, and articulate—speaking his mind without being in anyone’s face, urging respect for different values and opinions.\n\nHis message of tolerance went unheeded. As the threads of conversation began anew, anyone who disagreed with the majority opinion was belittled and harshly criticized.\n\nSomeone recently asked me what one thing I would change about the world if I could. I responded I would sprinkle some pixie dust on everyone to imbue them with broad-mindedness:  a kind, authentic, and generous appreciation for the differences of others. There’d be no pressure to agree with the opposing point of view—simply acceptance without judgment, indifference, or condescension of the right to think, feel, and act divergently from the norm.\n<blockquote>Tolerance is giving to every other human being every right that you claim for yourself. ~Robert Green Ingersoll</blockquote>\nI think I’d need a lot of pixie dust as we’re inclined to perceive that which is different from us as a threat to be vanquished or something to be feared. But, instead of settling for what we know or what leaves us comfortable, what would happen if we purposefully embraced that fear and used it as a catalyst to expand our horizons?\n\nWe expect Baskin Robbins to serve up at least 31 flavors. So why do we want a single flavor—ours—when it comes to values and beliefs?\n\nIt took Magellan’s crew three years to circumnavigate the world. Today a message can be shared globally in a matter of minutes—connecting us to this impressive list of differences from <a href=\"http://www.mindtools.com/pages/article/tolerance-workplace.htm\">MindTools</a>:  race, ethnicity, religion, gender, sexual orientation, philosophy, values, physical attributes, age, viewpoints, family obligations, background, dress, work practices, political beliefs, attitude, education, and class. Diversity is here to stay.\n<blockquote>You will need to look instead for the meaningful similarities you share with others that will help you overlook unessential differences. ~Shelley Reciniello</blockquote>\nSo the next time the temptation arises to bash someone who thinks, feels, or acts differently, we should try hitting the personal pause button long enough to intentionally dance with some purposeful discomfort.\n\nIt might be the beginning of an intriguing journey of growth.\n\n&nbsp;\n\nImage source before quote:  <a href=\"http://morguefile.com\" target=\"_blank\">Morguefile</a>\n\n&nbsp;\n\n&nbsp;', 'Pass the Tolerance, Please', '', 'publish', 'open', 'open', '', 'pass-the-tolerance-please', '', '', '2014-07-10 06:17:31', '2014-07-10 11:17:31', '', 0, 'http://leadchangegroup.com/?p=15354', 0, 'post', '', 5),
(15380, 329, '2014-07-15 06:05:29', '2014-07-15 11:05:29', 'Hugh L. McColl, Jr. is the retired chairman and CEO of Bank of America. An ex-marine officer in the late fifties, his business leadership style was and continues to be swashbuckling, colorful, and intense. Wall Street analysts characterized him as a no-holds barred tactical genius that lead the bank as its thirty-nine year old president with 172 offices and 28,000 employees (called NCNB) to one called Bank of America with over 5,000 offices and almost 200,000 employees when he retired in 2001. After retiring, he formed McColl Partners that was last year acquired by Deloitte. In the ‘70’s I had the privilege of being one of his “lieutenants” as he referred to his senior bank officers.\n\n&nbsp;\n\nAt the time I saw his “never-got-out-of-the-military” approach as a cultivated eccentricity that perfectly fit his forceful, highly competitive personality. Employees were his “troops” carefully chosen to “take the hill” or “crush the enemy.” He kept a hand grenade on this large desk. Sales calls were “planned attacks” and the executive conference room was called the “war room.” As a former Vietnam infantry unit commander, I was allowed to tease McColl as being a pretend soldier since he never saw combat. While McColl was never in harm’s way on foreign soil, he was clearly no pretend warrior.\n\n&nbsp;\n\nI now believe McColl was ahead of his time in recognizing that the rules of combat can teach us much about effective leadership. Granted there are a gazillion books drawing business parallels with the practices of Patton, Powell, Eisenhower and Bradley. But, the rules of combat (cleverly authored by Logan Graves) offer special insights for leading in today’s competitive world.\n\n&nbsp;\n\n<strong><em>1. The easy way is always mined.</em></strong>\n\n&nbsp;\n\nThere is an adage that goes “only dead fish swim with the current.” While fish and leaders obviously “swim” in all directions, the path of the current does not govern their choice. Great leaders keep an antenna up for influences that might seduce them into abandoning what they know to be right and effective. It is not that they are infatuated with unnecessary toil; rather it is their belief that enduring endeavors are constructed on substance. They would rather take an early courageous stand of “no” than later be forced to whisper a deferential “yes” on their knees.\n\n&nbsp;\n\n<strong><em>2. No combat-ready unit ever passed inspection; no inspection-ready unit ever passed combat.</em></strong>\n\n&nbsp;\n\nGreat leaders are fans of pragmatics, not parade. Their ‘function over form’ orientation enables them to race past preoccupation with ceremony and appearance to outpace those mired in minutia and convention. Francis “Swamp Fox” Marion was the brilliant revolutionary war leader whose combat unit frequently embarrassed the British Redcoats by using <em>avant garde</em> tactics. (Marion was the inspiration for the movie, <em>The Patriot</em>, with Mel Gibson). The British soldiers fought with orderly precision and methodical execution; Marion from trees and bushes. The British wore bright red uniforms; Marion’s Brigade donned camouflage. Creatively engineered tactics enabled Coronal Marion’s small, severely under-resourced unit to repeatedly defeat a well-supplied enemy who had many times more troops.\n\n&nbsp;\n\n<strong><em>3. If the enemy is in range, so are you.</em></strong>\n\n&nbsp;\n\nWhen I was teaching guerilla tactics at the Army Infantry School in the late 1960’s, there was a large statute in front of the school with an infantry officer leaning forward as if in a run. The caption under the statue read, “Follow me.” I came to learn that leadership is not about “copy me” role modeling; it is about influencing followership. Great leaders nurture the leadership in each of their followers. It is not a parental model; it is a partnership model, one of shared vision and inclusion. In an eyewitness account of the battle for the Alamo in 1836, a journalist wrote of Davy Crockett, “He animated his men to duty.” Leadership is about animating others; and, animation is a door only opened from the inside.\n\n&nbsp;\n\n<strong><em>4. All five-second grenade fuses are three seconds.</em></strong>\n\n&nbsp;\n\nGreat leaders are prepared. They do their homework and are ready for the test. General George Patton soundly defeated German General Erwin Rommel in the Battle of the Bulge during World War II. When asked his secret of success, Patton pronounced, “I read his damn book!” Great leaders know their courage is strengthened by preparation. Dancers do rehearsal, soldiers play war games, planners create what-if scenarios, and product makers use dry runs. Granted, everything cannot be pilot tested. But great leaders know that mastering the unexpected comes through forethought. While they abhor “paralysis from analysis” (to quote Tom Peters), they know that their choices are too critical to rely on a shoot from the hip approach. While Hugh McColl sometimes appeared impetuous, those close to him knew he was very rarely unprepared.\n\n&nbsp;\n\n<strong><em>5. Your enemy is never a villain in his own eyes.</em></strong>\n\n&nbsp;\n\nGreat leaders are intensely competitive—with their own standards of excellence. “Beating the competition” is not their internal driver, rather it is “delivering the goods” better than their adversary. Like the Road Runner’s amusement with the myopically obsessed Wile E. Coyote in the Warner Bros. cartoons, leaders view their opponent as a part of the context of the contest, not its content. While never oblivious to where they are in their relationship with others, their energy is fueled by an internal intent to excel, not by a malevolent motivation to defeat. They focus on their vision and goals rather than on their opponent and the scoreboard.\n\n&nbsp;\n\n<strong><em>6. If you’re short on everything but the enemy, you’re in a combat zone.</em></strong>\n\n&nbsp;\n\nGreat leaders are willing to buck the tide. Too many leaders today have been inundated with the many ways they can infringe on the sanctity of good public relations. As they have been instructed to act like a leader, they have been informed to think like a lawyer. Some have learned to surrender to unrealistic demands (under the banner of some cause) when their consciences scream for acting on principle. Such timidity has bred caution when in the presence of controversy. Too many leaders would rather lose sleep than lose face. The combat zone of today’s world of enterprise is fundamentally about trust—customers, employees and community. When character is in question, it requires leaders who make value-based decisions grounded in character and courage, not convenience and compromise.\n\n&nbsp;\n\n&nbsp;\n\n<strong><em>7. There is always a way!</em></strong>\n\n&nbsp;\n\nFinally, great leaders demonstrate boldness. Some are quiet in its expression; some, like Hugh McColl, are noticeably spirited. But, there is never a doubt that their zeal comes from a commitment to a promising vision. Boldness is a passionate choice based on a commitment to a future state. It is not reactionary, like rebellion; it is deliberate action. Boldness is pro-action at its finest, a step toward the light. It is born of a noble reach beyond the mediocre of the moment and the ordinariness of the status quo. Great leaders have a deep belief in a valued dream that serves as the compass for their courage and an inspiration to associates to “take it personal” and “find a way.” “Before you can inspire with emotion,” said Winston Churchill, “you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”\n\n&nbsp;\n\n<em> </em>\n\n<em>The selected “rules of combat” were authored by Logan Graves. Other rules can be found at www.intercom.net. McColl Partners was last year acquired by Deloitte.</em>', 'What Leaders Can Learn From the Rules of Combat', '', 'publish', 'open', 'open', '', 'what-leaders-can-learn-from-the-rules-of-combat', '', '', '2014-07-15 06:05:29', '2014-07-15 11:05:29', '', 0, 'http://leadchangegroup.com/?p=15380', 0, 'post', '', 2);
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(15386, 360, '2014-07-22 06:14:45', '2014-07-22 11:14:45', '<a title=\"The 5 Word Leadership Secret\" href=\"https://www.youtube.com/watch?v=cJ_I5Hl2_Qc\" target=\"_blank\">In a recent video post, I shared the 5 word secret to servant leadership</a>…. \"It. Is. Not. About. Me!”  These five simple words are easy to add as a daily mantra or prayer to ground you in servant, other-oriented leadership; however, behind those five simple words is a fierce battle.  It’s an unseen battle that is waged in the trenches of the everyday and mundane tasks of work and life.  It’s a battle that happens in our marriages, our families, the grocery store, our volunteering and most definitely in our leadership. The battleground is our hearts.  Servant leadership is a matter of the heart and our hearts are inherently selfish, self-interested and ask the question, “What about me?”  I wish it was as simple as deciding to be a servant leader and not a self-serving one so the matter would be settled.  The decision may become easier over time, but it’s a decision you have to make over and over and over and over again.  The truth is that we come into this world with self-serving hearts.  So the battle is waged daily, moment by moment, between our intention to be other-oriented in life and leadership and our nature to be self-serving.\n\n<em>John, manager of customer service, feels in a rush so he brushes over an idea an employee has about a customer compliant and tells her exactly what to do.</em>\n\n<em>Sally, VP of technology, and her team just completed a massive implementation and she “forgets” to acknowledge her team in front of her peers as they praise her work.</em>\n\n<em>Jack’s wife is a doer, always-in-motion person and he decides to sit back and read the paper because he doesn\'t want to get in the way.</em>\n\nThe choices that John, Sally and Jack made seem harmless and easily glossed over, but they each reveal the state of their hearts in that moment and if the battle being waged in their heart continues to be won by the self-serving nature, a compounding effect takes place that includes resentment, mistrust and “checking-out” by those being led.\n\nThere is no easy answer and the battle will continue throughout your life’s journey, but here is a formula to help fight and win the battle.\n<p style=\"text-align: center;\">Self-Awareness + Intention + Action</p>\n\n<ol>\n	<li>Self-awareness - Be aware of the state of your heart and the fact that there is a battle being waged.  Stop denying it and face the facts</li>\n	<li>Intention - Make a clear, decisive choice to be a serving, other-oriented leader and person and reaffirm this throughout the day with the words, “It’s not about me.”</li>\n	<li>Action – Through study, mentorship and skill building, add servant leadership practices to your tool kit and put them to use</li>\n</ol>\n<p style=\"text-align: center;\"><em>Where or when do you most experience the battle between self-serving and servant leadership?</em></p>\n<p style=\"text-align: center;\"><em>What most challenges your intention to lead through serving?</em></p>', 'The Real Battle of Leadership', '', 'publish', 'open', 'open', '', 'the-real-battle-of-leadership', '', '', '2014-07-22 06:14:45', '2014-07-22 11:14:45', '', 0, 'http://leadchangegroup.com/?p=15386', 0, 'post', '', 0),
(15415, 307, '2014-07-25 06:13:03', '2014-07-25 11:13:03', '<h2></h2>\n<h2>Yes, But...</h2>\nIf you’ve been a leader for any length of time at all, you know you’re supposed to delegate.\n\nYou understand that you can’t achieve big goals on your own, that leadership is all about achieving results through relationships, and that when you delegate, you multiply yourself.\n\nYou may know all that, but delegation can still be frustrating.\n\nHow many times have you delegated a task or a project, only to have it drift off into oblivion. Many weeks later you find yourself thinking, “Whatever happened to that project?”\n\nIf that’s ever happened to you, there is one tool you can add to your delegation tool belt. This is a delegation tool very few leaders use and yet, it is simple, easy to use, and you can start with it right away.\n\nYou’ll have an advantage over most leaders when you use this secret and you’ll waste far less time tracking down open projects.\n<h2>When? Why?</h2>\nBefore I give you the tool, let’s take a look at delegation.\n\nDelegation is the act of sharing responsibility and authority for a task, project, or outcome with another person.\n\nTwo of the best reasons to delegate are that:\n\n1) It frees you up to do the work ONLY you can do.\n2) It builds your people. They grow their own skills, responsibility, and leadership.\n\nBefore you delegate, you want to make sure of three things:\n\n1) The person you delegate to has the information necessary to succeed.\n2) You have time to delegate effectively. If you must train the other person, allow time for this.\n3) Finally, the task you want to delegate isn’t part of the work ONLY you should do. For instance, if a core part of your job description is to choose new build locations, you might get input from your team, but keep the final decision with you.\n\nOkay, so let’s say you’ve checked off those items:\n\n• You have time to delegate effectively\n• The person has the information they need\n• It is a task you can safely share\n• It will give you more time\n• It will build up your people\n\nNow what?\n\nAs I’m sure you know, you share the task, what success looks like for this project, the timeframe, and so on.\n<h2>The Missing Ingredient</h2>\nBut there is one more critical step and many leaders make the mistake of forgetting to this.\n\nThis mistake is based on a misunderstanding of delegation. When you delegate, you SHARE responsibility, you don’t GIVE UP responsibility.\n\nYou are still responsible to ensure your team achieves what it is you delegated.\n\nThis is where the final step comes in. Whenever you delegate a task, the next thing you need to do is schedule the follow up.\n\nThis is a variation on the use of what I call the magic formula - who is doing what, by when, and how will we know?\n\nIt’s the final question...the \"How will we know? How will the project be delivered? How will the delegated task be completed?\" ...these are the questions that create accountability and ensure that tasks are completed.\n\nTo use this tool, reframe your thinking:  You have not delegated anything until you have scheduled the follow-up on your own calendar.\n<h2>Your Turn</h2>\nWhen you delegate, you\'re still responsible. Schedule the follow up at the same time you delegate the task and you’ll never again waste time chasing down forgotten assignments.\n\nLeave us a comment and let us know:\n\n<strong>How do you make sure delegated tasks are completed (without micromanaging?)</strong>\n\nTake care,\n\nDavid Dye\n\nCreative Commons Photo by <a href=\"https://www.flickr.com/photos/vuhung/8095592977/sizes/m/\" target=\"_blank\">Nguyen Vu Hung</a>', 'Master Delegation - The Secret Ingredient', '', 'publish', 'open', 'open', '', 'master-delegation-the-secret-ingredient', '', '', '2014-07-25 06:13:03', '2014-07-25 11:13:03', '', 0, 'http://leadchangegroup.com/?p=15415', 0, 'post', '', 3),
(15419, 290, '2014-07-28 06:35:34', '2014-07-28 11:35:34', 'Recently, we gathered as a group of leaders to discuss change and <a title=\"Roadblocks: Leading Through, Around, Over\" href=\"http://authenticleadershipdallas.com/2014/07/16/roadblocks-leading-through-around-over/\" target=\"_blank\">how to lead through, around, or over organizational roadblocks</a>. Our conversations at Authentic Leadership Dallas are always engaging, honest, and fun. Just what a group should be!\n\nAs we were discussing change, one of our leaders said that CEO is the title on his card but everyone knows him as the Sales Guy. Nothing wrong with this. Everyone has a talent or specialty, no matter our formal title. When he said those words, though, an odd thought flowed through my mind and it is this:\n<blockquote>\n<h3><strong>What title would someone put on your card?</strong></h3>\n</blockquote>\nWould it be:\n<ul>\n	<li>Jerk</li>\n	<li>Energizer</li>\n	<li>Egomaniac</li>\n	<li>Authentic</li>\n	<li>Phony</li>\n	<li>Controller<em> (and not the financial type!)</em></li>\n	<li>Engager</li>\n</ul>\nWhat title do people give you?\n<h3>More importantly, what title have you earned?</h3>\nMost organizational traditions give people a title. Over time, our titles change and may increase in importance -- at least in the way they sound and appear. As we consider our titles, we should think about the following:\n<ul>\n	<li>While our titles are given on based an organizational classification, how would others classify what we give back?</li>\n	<li>In what we give back, what words would describe our character?</li>\n	<li>In how we receive from other team members, what words would describe our character?</li>\n	<li>What title have we really earned?</li>\n	<li>What title really matters?</li>\n</ul>\n<h3>Titles that Matter</h3>\nThe titles that matter most are the ones we know but, unfortunately, lose sight of as we get caught up in our status. The titles that matter most are:\n<ul>\n	<li>Parent</li>\n	<li>Spouse</li>\n	<li>Daughter</li>\n	<li>Son</li>\n	<li>Friend</li>\n	<li>Teacher</li>\n	<li>Student</li>\n</ul>\nI know. These aren\'t really titles; they are roles. You\'re right, yet these are the ones that determine what type of leader we are. Our character doesn\'t begin in a company. Too often, character ends here. If we don\'t get our character right in the roles we fill, how can we get our character right in the titles we carry?\n\nLet\'s drop the titles we print on our business cards. Let\'s forget how many titles we can string together to make ourselves sound important.\n\nInstead, let\'s focus on what we do to raise the standard of leadership. Let\'s focus on what characteristics <a title=\"Do You Make Yourself Better?\" href=\"http://www.thindifference.com/2012/08/13/key-leadership-question-do-you-make-yourself-better/\" target=\"_blank\">make us a better person as well as make others better</a> around us. Let\'s do things that earn respect. Let\'s lead change with strength of integrity in all we do and say. Let\'s focus on what title others would give us, as it will be based on their experiences in working with us.\n\n<strong>So, take the step and ask the people who know you well -- what title would they place on your card? </strong>\n\n&nbsp;\n\n&nbsp;', 'What Title Would Others Place on Your Card?', '', 'publish', 'open', 'open', '', 'what-title-would-others-place-on-your-card', '', '', '2014-07-28 06:35:34', '2014-07-28 11:35:34', '', 0, 'http://leadchangegroup.com/?p=15419', 0, 'post', '', 2),
(15449, 288, '2014-08-01 06:13:58', '2014-08-01 11:13:58', 'No matter how productive, efficient, positive or friendly your work environment is, there will always be conflict.\n\nBecause of the competitive nature and the necessity to turn a profit, conflict is experienced in every workplace.  Just because conflict exists in your workplace doesn’t mean it can’t be productive or is always negative.\n\nThere are times conflict can be efficient and have a positive effect on your business.\n\nIt’s not uncommon for two employees are arguing over how to improve a process or what is the best way to pitch a client.  If something is learned from a conflict like this and a mutual understanding is achieved at the end of the conversation, this is an example of how conflict can have a positive impact on business.\n\nWhile we would all prefer that our business only encounters conflicts that positively impact our work, unfortunately this is not reality.\n\nTake a look at these <a href=\"http://www.dalecarnegie.com/conflict-resolution/\">workplace conflict resolution</a> tips to improve your conflict management:\n\n<strong>Be positive</strong>\n\nThis is perhaps the most essential part of conflict resolution.  If you are looking at all problems and conflicts through a negative lens, you are not going to find an efficient and productive solution.  Look for the best in each side of arguments or parties involved and try to highlight these views or ideas so that they can be the foundation of a solution that all parties can agree upon.\n\n<strong>Define the issue at hand</strong>\n\nOftentimes conflicts are brought about by misunderstanding or miscommunication.  This is why it is important to define what the problem is, so that people understand why there is a disagreement.  Doing this will make sure no one is arguing unnecessarily and can save time and energy.\n\n<strong>Do your homework</strong>\n\nMake sure you understand the other person’s views.  As mentioned above, conflict is often the result of a misunderstanding, so be sure you understand why other people feel the way they feel.\n\n<strong>Trust</strong>\n\nTrust is absolutely vital to having a workplace that functions efficiently and productively. It is also extremely important when it comes to conflict management and resolution.\n\nIf people trust their coworkers and their superiors to do what is in the best interest of the company as a whole, then people will be more likely to accept resolutions that they did not initially prefer.\n\n<strong>Encourage discussion</strong>\n\nIn situations where people disagree, ignoring people’s opinions or views will only make things worse.  If someone feels as if they haven’t been taken seriously or given a chance to explain why they hold a belief, it will leave them feeling left out or that their opinion isn’t important.\n\n<strong>Stick to the facts</strong>\n\nEmotions can flare during a conflict, and remembering that the facts are important is essential.  If you handle a conflict based on the facts, and solve it accordingly, emotions will settle because the right decision will have been made.\n\nBeing able to effectively manage conflict is essential to being a good leader and manager.  Don’t let conflicts cause division within your team or company.  Use these tips to quickly and efficiently resolve issues and maintain a positive team spirit.', '6 Tips for Dealing with Conflicts in the Workplace', '', 'publish', 'open', 'open', '', '6-tips-for-dealing-with-conflicts-in-the-workplace', '', '', '2014-08-01 06:13:58', '2014-08-01 11:13:58', '', 0, 'http://leadchangegroup.com/?p=15449', 0, 'post', '', 1),
(15488, 348, '2014-08-11 06:19:35', '2014-08-11 11:19:35', 'Are you someone who struggles managing conflict? Many leaders are uncomfortable when it comes to confrontation. Conflict resolution is one of the most difficult tasks leaders face.\n\nI am not one who enjoys managing conflict. In fact, if I could go the next five years without experiencing any further conflict in my professional life, that would be a true blessing. But we both know that is not going to happen.\n\nAs leaders, we not only must recognize managing conflict comes with the territory, it’s an integral part of our job. By not dealing with conflict, situations often get worse. Conflict avoidance will not only lose the respect of your employees, but can be damaging to your career. Sometimes when avoiding conflict, the burden of resolution will fall on another manager’s shoulder. I’ve been that manager on more than one occasion, but I will save that story for another time. For now, let\'s just say that as much as I dislike conflict, I’ve been identified as someone who has been successful in managing conflict. And as I’ve written in other posts, leadership is about sharing what we’ve learned.\n\nThere are three responses to conflict. We can refer to these responses as the three Fs: Fight, Flight or Face. Just like one can have a good presence, bad presence or no presence on social media, two of those three responses toward conflict are usually not good options. Unfortunately for many leaders, flight or fight is what is often practiced. Leaders get angry and start bullying their way through, or they simply avoid confrontation altogether in hopes everything will work out on its own.\n\nBut the leaders who face conflict are usually the ones leading a team firing on all cylinders. These leaders face conflict in a special way. Their tool of choice: Curiosity. The emotion of curiosity is a curious emotion. For example, did you know curiosity actually helps grow T Cells? Being curious allows the brain to grow new synapses, which in turn makes our immune system stronger. When we are curious, we are more engaged. There is no judgment. There is no negative self-talk. When we are curious, we are able to detach from a situation and see arguments from a new perspective. We begin to see things not seen before. We begin to ask lots of questions – both of ourselves and from others. Curiosity allows us to be open to learning, unlearning, and relearning. Conflict is a state of mind. Becoming curious rather than defensive, angry or anxious allows us to step outside this state and see from a new perspective.\n\nCould curiosity be the vitamin of leadership? (Image courtesy of freedigitalphotos.net)', 'Managing Conflict', '', 'publish', 'open', 'open', '', 'managing-conflict', '', '', '2014-08-11 06:19:35', '2014-08-11 11:19:35', '', 0, 'http://leadchangegroup.com/?p=15488', 0, 'post', '', 1),
(15497, 251, '2014-08-12 06:02:43', '2014-08-12 11:02:43', 'Many individuals, especially women, struggle with achieving equilibrium between confidence and humility—another one of those life, love and leadership challenges of getting it just right by avoiding too much or too little of the extremes.\n\nSelf-promotion advice I recently read in a leadership enews post zoomed right past confidence and into hubris. It’s a busy, noisy world where being heard or being top of mind are precious commodities. Yet creating a five-part strategic plan to showcase winning an award feels like over-the-top, calculated conceit. Personal branding can go too far and result in being labeled arrogant and egotistic, which isn\'t how leaders want to be known.\n\nBut the other extreme is equally as bad. A self-effacing <em>“Oh, it was nothing”</em> or <em>“I was just lucky”</em> can backfire, too. Individuals might believe your denials and fail to give you credit when credit is due. A friend told me about having been to an awards dinner where nearly all the award recipients either downplayed their accomplishments or apologized for them. He slyly—and not totally in jest—remarked that he was surprised they were nominated since they believed they’d done so little to be noteworthy.\n\nThe rise of the humblebrag—boasting disguised as modesty—isn’t a solution either. Social media brims with examples of manufactured demureness:  “Geniuses at Amazon just recommended my own book to me.” “Just spilled wine on my new book contract. #bumblingthroughlife.” Tempering good news with some personal fault isn’t the confidence/humility equilibrium answer.\n\nSo where is the sweet spot in sharing just the right amount of personal accomplishments without stepping over into hauteur land?\n<ul>\n	<li>Recognizing when a gracious “thank you” is enough. Character-based leaders are tuned into their environment and can assess when less said is really more.</li>\n	<li>Giving ourselves permission to feel good about—and share—our successes. Gracefully and tactfully publicizing our achievements helps us when recognition or promotion time rolls around. Plus it makes us feel good about ourselves.</li>\n	<li>Striving for balance in using “I” and “we” statements. Effective leaders want to be known as generous team players, not self-serving egomaniacs.</li>\n	<li>Taming the inner critic or fear that stops us from talking positively about ourselves. Focus more on success and less on the possibility of failure. “Failure and feeling bad are necessary building blocks for ultimate success and feeling good,” writes psychologist Martin Seligman.</li>\n	<li>Resisting the siren song extolling the virtues of blatant self-promotion, what writer David Zweig calls the <a href=\"http://www.washingtonpost.com/blogs/on-leadership/wp/2014/06/13/the-great-workers-who-get-no-credit-in-a-self-promotion-obsessed-world/\" target=\"_blank\">“culture of profile”</a> where the “metric of value is just attention.” The pull of the whisper is more alluring than a blaring band that goes on and on.</li>\n</ul>\nWhat say you?\n<blockquote>Make your ego porous. Will is of little importance, complaining is nothing, fame is nothing. Openness, patience, receptivity, solitude is everything. ~Rainer Maria Rilke</blockquote>\n&nbsp;\n\nImage source before quote:  morguefile.com\n\n&nbsp;\n\n&nbsp;', 'A humblebrag isn’t the answer', '', 'publish', 'open', 'open', '', 'a-humblebrag-isnt-the-answer', '', '', '2014-08-12 06:02:43', '2014-08-12 11:02:43', '', 0, 'http://leadchangegroup.com/?p=15497', 0, 'post', '', 10),
(15505, 252, '2014-08-13 06:07:35', '2014-08-13 11:07:35', 'Social Excellence<em> [n]: A state of perpetual generosity, curiosity, positivity, and openness to limitless possibility. A desire to intentionally connect with others. The ability to engage in deep, meaningful conversation. Acting in a responsible and respectable manner with high expectations of others… the highest level of societal participation and contribution.</em>\n<h2>What is social excellence beyond its definition?</h2>\nDo you know Matt Mattson? If not, let me introduce you.\n\nMatt Mattson and his colleagues created the <a href=\"http://socialexcellenceblog.wordpress.com\">Social Excellence</a> message and movement. <a href=\"http://goodmenproject.com/featured-content/you-probably-dont-practice-the-most-important-skill-in-life-sheydt/\">A recent post by Matt at The Good Men Project</a> site blew my mind. Thank goodness someone is rallying around this and educating us about how we as human beings are affected by our sociability or lack of it.\n<h2>Ignore social excellence at your own peril.</h2>\n<p style=\"text-align: center;\"><em>“Why do people have to be this lonely? What\'s the point of it all? Millions of people in this world, all of them yearning, looking to others to satisfy them, yet isolating themselves. Why? Was the earth put here just to nourish human loneliness?”</em></p>\n<p style=\"text-align: center;\">~ Haruki Murakami, Author, Sputnik Sweetheart</p>\nThere are many reasons we as humans suffer isolation, loss or social rejection. When we do, it is thought that we are programmed to relieve this pain through forming attachments.\n\n<a href=\"http://www.theatlantic.com/health/archive/2013/10/social-connection-makes-a-better-brain/280934/\">Emily Esfahani Smith, in a 2013 article at The Atlantic</a>, describes the work of professor Matthew Lieberman of UCLA, and author of, “Social: Why Our Brains Are Wired to Connect.\"  Apparently we have been going the wrong direction in sociability over the years, and to our detriment. You are probably not surprised to learn that more and more people are neglecting their personal relationships for wealth.\n\nThe American Freshman survey has been surveying college freshman since the 1960’s. In 1965, college freshman said that “starting a family” and “helping others” were more important life goals than being “very well off financially.” In 2012, freshmen prioritized being “very well-off financially” at 81 percent, the highest that number in the survey’s history.\n\nProfessor Lieberman explains this turn of events this way:\n\n“My gut says making more money will make me happier, but my gut is wrong… The more individuals endorse materialism as a positive life value, the less happy they are with are with their lives.”\n\nIt’s time to turn this around.\n\n<em>How would you grade yourself in social excellence?  How are you influencing others with your social excellence?</em>\n\n<span style=\"color: #999999;\">Image: Microsoft Clipart Gallery</span>', 'Are You Getting an A in Social Excellence?', '', 'publish', 'open', 'open', '', 'are-you-getting-an-a-in-social-excellence', '', '', '2014-08-13 06:07:35', '2014-08-13 11:07:35', '', 0, 'http://leadchangegroup.com/?p=15505', 0, 'post', '', 2),
(15538, 329, '2014-08-14 06:26:45', '2014-08-14 11:26:45', 'Every president since George Washington has started the role of president by taking the oath of office specified in the U.S. Constitution.  Our founding fathers saw it as a crucial pledge to be made by the highest leader of the country.\n\n&nbsp;\n\n“I do solemnly swear that I will faithfully execute the Office of President of the United States, and will to the best of my ability, preserve, protect and defend the Constitution of the United States.”\n\n&nbsp;\n\nI have often wondered about what the oath of every leader should be and what would happen if leaders were required to place their hand on a Bible and publicly express a covenant to the people they served.  And, what if the oath of presidential office were the model for that expression?\n\n&nbsp;\n\n“I do solemnly swear”\n\n&nbsp;\n\nThe phrase acknowledges the serious nature of the role of influence placed in the hands of all leaders.  Taking the role seriously does not imply taking oneself seriously nor does it mean infusing execution with somberness.  <strong>Leadership should be a joyful opportunity to serve.</strong>  The use of the word “swear” acknowledges a promise.  As kids we dramatically added, “and, cross my heart and hope to die.”  It implied it was really, really bad to break such a pledge.  What if all leaders took their role with the same solemnity?\n\n&nbsp;\n\n“faithfully execute”\n\n&nbsp;\n\n<strong>Faithfully is the opposite of haphazard or mediocre.  It suggests boldness and intention.</strong>\n\nBut, the most important word is execute.  It does not mean to “faithfully plan” or “faithfully meet” or “faithfully organize.”  Execute means to make something happen.  <strong>Until you execute, all decisions are just plain old intentions. </strong> In the end, all the planning and preparing is just “getting ready to.”  Execution—putting skin in the game--is the true test of commitment.  “I believe, I support, I approve” are all just weasel words unless they are coupled with visible demonstration.\n\n<strong> </strong>\n\n“Will to the best of my ability”\n\n<strong> </strong>\n\nBest of my ability means “total commitment” or “giving it all I have.”  It is the pursuit of excellence with an unwillingness to settle for anything short of greatness.  If I ask you to take a piece of chalk and put a mark high on the wall and you did and then I asked you to mark the wall as high as you possibly could; the second mark is likely to be higher than the first.  The space between the two lines is the substance of best.<strong>  Great leaders not only demand the best of themselves, they expect the best of all they influence.</strong>\n\n<strong> </strong>\n\n“Preserve, protect and defend”\n\n&nbsp;\n\nPreserve means to ensure permanence. Protect and defend suggest treatment with a sense of reverence and importance.  We protect and defend our family because they are important to us.  And, while the president is committed to the U.S. constitution, leaders in organizations should be dedicated to the mission of the organization and the brand it seeks to be in the marketplace it serves.  It is also a commitment to the employees that <strong>leaders are entrusted to support. </strong>\n\n&nbsp;\n\nLeadership is not about the wielding of power to foster gain, but rather the welding of people together to forge unity of purpose. Just as great presidents noticeably served of the people, and for the people, great leaders influence with the soul of service in pursuit of distinction.  As a leader, are you willing to put your hand on the Bible, raise your right hand, and take an oath of leadership?\n\n&nbsp;\n\n&nbsp;\n\nChip R. Bell is a renowned keynote speaker and author of several national best-selling books.  His newest book is <strong>The 9½ Principles of Innovative Service</strong> (www.simpletruths.com).  He can be reached at www.chipbell.com.', 'The Oath of Leadership', '', 'publish', 'open', 'open', '', 'the-oath-of-leadership', '', '', '2014-08-14 06:26:45', '2014-08-14 11:26:45', '', 0, 'http://leadchangegroup.com/?p=15538', 0, 'post', '', 2),
(15553, 252, '2014-08-19 06:29:49', '2014-08-19 11:29:49', '<h2><em>Create an environment that inspires motivation and engagement through empathy.</em></h2>\nYou can make sure your people are using their natural strengths. You can focus on job fit and culture fit.   Is that all there is to ensure motivated employees?\n\nWhen I think of supporting employee motivation, my thoughts go a slightly different direction. What if you demonstate that their contributions make a difference?  You can do this through empathy. Yes, empathy.\n<h2>If you want to cultivate motivation, don’t do this.</h2>\nThere are those times when employees are put in the position of dealing with disappointment or being denied an opportunity to contribute. Management calls a project to a halt. A budget cut sends employees’ current job assignments into a spin, perhaps impacting the trajectory of their careers. This gnaws at people. I don\'t often see attention given to addressing the meaning employees assign to such changes. They end up feeling bad because of what it means to them. They are expected to roll with the punches. After all, “It\'s just business.\"\n\nI was on a project once that “restarted” seven times. Near the end, the project leader told us to just hang out until he and the other leaders got things figured out. They told us it would take, “maybe a month.” Fortunately I was in a position to remove myself from the project in that period of time. The seeming self-absorption and the lack of concern for how that decision affected team members still puzzles me twenty years later. Just because it’s an old story doesn’t mean it doesn’t still happen.\n<h2>Another way to sustain motivation: empathy.</h2>\nEmpathy requires putting yourself in the other person’s shoes. Start by anticipating how a change or decision might impact your employees and their noble and very human desire to contribute.\n\nRespect your employees’ intelligence and dignity. Change is likely more than “just a business decision” to them. Take the time and make the effort to engage with them. In this way, people can get on the other side of change more easily, and quickly restore their motivation and productivity.\n\nI’m not suggesting you apologize, cry or decorate the room for a pity party. Show empathy by anticipating reactions, and move forward recognizing the potential difficulty of handling new information.\n\nLeave people with hope, with belief in their own competence, and give them something to do, large or small. Give them something to do so they do not feel stuck, and are not left ruminating. Of course, give them something to do that is appropriate to the situation, and within their realm of influence. Then they can begin to feel competent, valued and motivated again.\n\n<em>What do you do when faced with a business decision that is not going to go over well? How do you prevent employee motivation from derailing completely?</em>\n\nImages: BigStockPhoto contributors: man: Richard Peterson, treasure chest: Urban Angel\n\n&nbsp;\n\n&nbsp;', 'An Unconventional Way to Safeguard Employee Motivation', '', 'publish', 'open', 'open', '', 'an-unconventional-way-to-safeguard-employee-motivation', '', '', '2014-08-19 06:29:49', '2014-08-19 11:29:49', '', 0, 'http://leadchangegroup.com/?p=15553', 0, 'post', '', 0),
(15575, 343, '2014-08-27 06:11:35', '2014-08-27 11:11:35', 'We like to hear of lessons in leadership, and look for relevant examples in all mediums. Whether reading articles, books or watching movies, there is always a leadership tip we can gain, whether from good or bad displays.\n\nAn example of this is one of my favorite movies - <strong>Apollo 13</strong>. One of the reasons I gravitate to that movie is not just the story itself, but Ed Harris\' character in the film.\n\nHarris plays Gene Kranz, the NASA Flight Director in charge of the moon mission that has been derailed by an internal explosion aboard the ship. Some of the lines Kranz says helped calm the anxious flight command crew and give them hope of bringing the astronauts safely home:\n\n<blockquote>\n\"Gentlemen, at this moment, I want you all to forget the flight plan. From this moment on, we are improvising a new mission: How do we get our people home?\"\n\n\"We\'ve never lost an American in space and we\'re sure ...not gonna lose one on my watch! Failure is not an option!\"\n\n\"With all due respect, sir, I believe this is gonna be our finest hour.\"\n\n\"Let\'s work the problem, people. Let\'s not make things worse by guessing.\"\n</blockquote>\n\nThese statements serve as an example of mission-oriented leadership. Through them, Kranz was able to rally his team, giving them direction and the hope that would resolve the crisis. His skills in knowing what the team needed to accomplish it\'s charge allowed everyone to do what was needed to succeed.\n\nThe question that this poses for leaders in all fields is: \"Is the ability to instill hope a necessary leadership trait?\"\n\nLeaders deal with people. People bring to the table skills, vision, insight, and emotions. The first three of these may be constants in anyone\'s day, but it\'s our emotions that ebb and flow with the circumstances we\'re faced with.\n\nLeaders must have a solid EQ to deal with people\'s emotions. There are many factors, both internal and external to the organization AND the individual, that make a person\'s belief in the mission waver.\n\nFor instance, a military commander may be outnumbered in forces and face daunting environmental challenges that shake up their troops. A volleyball coach\'s team may shrink at the notion that they must play the state champs the next day.\n\nSo what leadership traits keep their teams engaged and committed to the mission at hand?\n\nThis is where hope is necessary.\n\n<blockquote>Hope is a feeling of trust, an expectation for a certain outcome. It is akin to faith, a confident trust in someone or something. It\'s the substance of things hoped for, the evidence of things not seen. Hope intersects the emotional needs that your people have at any given moment. It\'s not a buzzword or a catchy slogan, but a real genuine feeling of possibility that comes from doing the right things.</blockquote>\n\nHope is not always a guarantee for success, but a leader will take the slightest amount of hope to chip away at the barriers of reality and impossibility. An astute leader will dove-tail hope into the vision and mission of their organization. They will work to make sure that everyone is \"laser focused\" on the task at hand. More importantly, they will make the vision bigger than the obstacles that threaten the mission itself.\n\n<strong>But where does the ability to instill hope fit into the list of leadership traits?</strong>\n\nIf you peruse many of articles on the top leadership traits - even those form leadership teachers like Peter Economy, John Maxwell, and Brian Tracy - the closest you find to this is optimism, positive attitude, and confidence. Yet none of these qualities are the same as hope.\n\n<ul>\n<li>Optimism is an everything will work out in the end mantra. It doesn\'t always factor in the inevitable crises such as what happened in the Apollo 13 mission.</li>\n<li>Positive attitudes tend to root out the reality. Gene Kranz was not a cheer-leading type in what he did during the aborted moon mission.</li>\n<li>Confidence, while a key trait, will not alone get it done. Napoleon\'s confidence got the best of him when he rushed into the Battle of Waterloo. Confidence is usually centered on self and does not easily impart to others.</li>\n</ul>\n\nGiving hope to your people combines the alignment, engagement, and vision of the organization. A leader\'s ability to do so will reap enormous benefits for your organization and your people.\n\nHope is telling your team that getting this difficult proposal done on time will open up new doors of business. Hope gives your people the drive to keep going when they don\'t see the results coming together. Hope is reassuring the employees that you\'ll all get through this rough financial patch intact. Hope drives doctors to cure patients, teachers to educate students, and public servants to protect their communities.\n\nIf not for the ability to instill this in their people, where would leaders such as Abraham Lincoln, Ghandi, and Martin Luther King have turned to? What would the people they led have become?', 'Is Hope A Leadership Trait?', '', 'publish', 'open', 'open', '', 'is-hope-a-leadership-trait', '', '', '2014-08-27 06:11:35', '2014-08-27 11:11:35', '', 0, 'http://leadchangegroup.com/?p=15575', 0, 'post', '', 11),
(15583, 258, '2014-08-26 06:08:03', '2014-08-26 11:08:03', 'Last weekend I went to see <em>Guardians of the Galaxy</em>, in my mind a silly action/adventure film starring some second tier comic book characters.  I expected to be amused and entertained and I was.   The characters in the film were heroes in that they did, reluctantly, save the universe.  They were also conniving, sarcastic, opportunistic, and self-centered, each with a closet full of skeletons, but when faced with the annihilation of an entire planet and perhaps the universe, managed to find their better selves and get the job done.  They were definitely heroes … flawed, grudging heroes.\n\nFast forward a couple of days to a conversation I had with a colleague.  One of our former students, Chuck Nadd, graduated from our school, went on to West Point, served in Afghanistan, and last year was welcomed home to a parade that was made into a <a href=\"https://www.youtube.com/watch?v=wuSjsLA9Jdo\">Super Bowl commercial</a>.  My colleague mentioned that she had not heard from him lately.  A simple search revealed that he had dropped off the grid.  His blog and Facebook pages had been shut down and there was no recent trace of him.  I might not have thought anything of it, as he is in the military, but I also stumbled across <a href=\"http://gfor3.com/2014/02/04/the-great-budweiser-lie/\">thi</a><a href=\"http://gfor3.com/2014/02/04/the-great-budweiser-lie/\">s</a> and other articles that were far from positive.  In this case, Lieutenant Nadd was both praised for his brave service and castigated for his “excessive” self-promotion.\n\nNow I know we want to hold up our leaders as perfect heroes, to lift up athletes, movie and music stars, politicians, soldiers, and CEOs as examples of greatness, but let’s be honest.  That hasn’t worked out so well.  An athlete who is awesome on the court can be less so at home.  The CEO attempting to cure cancer doesn’t recycle.  And the leader of the band might be less a hero and more a person with some combination of talent, luck, looks, and money.  Every time someone stands up and does something great, somebody else digs around a little bit and finds some dirt.  Maybe it’s jealousy.  Maybe it’s journalism.   Maybe it makes you drop off the grid.  Whatever this is, it seems there are no perfect heroes.\n\nI think that’s because the kind of hero we’re looking for only exists in comic books.  We can’t find our culture’s version of hero because heroes are also people, humans with strengths and flaws, warts and wisdom.  And here’s a newsflash.  Comic book heroes aren’t real.\n\nSo what do we do with this?  How do we function in a world where all the leaders and heroes fall a little short?  Given our penchant to tear people down, do we conclude that there’s no real heroes, no leaders worth following?\n\nOf course not.  There ARE real heroes and leaders, lots of them.  There’s my friend Julie with diabetes who is determined to do twenty-five marathons in twenty-five years.  She inspires me.  And there’s my friend Cyndi, whose son had cancer, a brain tumor.  She gave up a career to stay home with him for as long as needed, to give him everything she could.  He’s in high school now even though doctors gave him only a few years to live.  Her strength gives me perspective.  There are kids standing up to bullies,  athletes raising money for charity, soldiers, cops, and firemen risking their lives for strangers, church groups feeding the homeless, citizens standing in the rain to vote, and the lady who returned my wallet when I dropped it at the store, money intact.\n\nEvery one of these people is a hero to me in some way.  Each has inspired me to live my life a little better.  And that’s the point.  These amazing and probably flawed people are everywhere and can inspire us if we let them.\n\nBut even if none of these folks strikes you as inspiring or worth following, there’s always one more leader in your life worth considering.  You. You can act on your good intentions.  You can follow your inner best self.  You can be the hero you’ve been looking for.\n\nI know it’s hard.  Given our culture’s need to find dirt, it would be easy to let fear stop us from doing good things, from stepping into the spotlight to lead and become somebody’s hero.  But we have to believe that failing to try is even worse than being a flawed hero.\n\nIt’s likely that every day we have the chance to be a leader, a hero.  Each time we have to again choose to step up.  We know that doing what’s right might expose our flaws, our humanity.  But we have to remember, when we’re saving the universe or returning a wallet, not a whole lot else matters.  We must choose in that moment, that fleeting instant when we can make a difference, to go ahead and put on our capes and do something great, even if it means people find out we’re not perfect, that we don’t recycle.   Try not to worry about recycling right now.  We can do that tomorrow.', 'Why Nobody Wants To Be A Hero', '', 'publish', 'open', 'open', '', 'why-nobody-wants-to-be-a-hero', '', '', '2014-08-26 06:08:03', '2014-08-26 11:08:03', '', 0, 'http://leadchangegroup.com/?p=15583', 0, 'post', '', 1),
(15587, 252, '2014-08-29 06:02:48', '2014-08-29 11:02:48', 'Apparently the number of lessons to learn about respect is limitless. Recently I was invited to a workshop I was not interested in. An acquaintance sent me a personal note inviting me.\n\nShe also mentioned a project we had worked on together. I felt compelled to respond, to relive old times about the project. About the new workshop, I told her it sounded exciting, for her.\n\nShe responded with paragraphs of information about how the workshop would be exciting for me too. She suggested we get together for coffee so we she could provide more clarity. She felt certain that once I understood better I would want to attend. I felt put off by the assumptions she made.\n\nNow I was in a pickle. The stakes were a little higher because she had gone to the effort to make a stronger case. I was going to have to be more direct in turning down her offer. Awkward.\n<h3>Getting Schooled</h3>\nI was fussing about this with a trusted friend. It sounded like this.\n\n<strong>Me:</strong> \"Can you believe how presumptuous this woman is being? Now, I have to shut her down, and I\'m peeved and tempted to straighten her out because she made some pretty big assumptions.\"\n\n<strong>My Friend:</strong> \"Why weren\'t you more clear to begin with?\"\n\n<strong>Me:</strong> \"I didn\'t want to hurt her feelings.\"\n\n<strong>My Friend:</strong> \"You mean you didn\'t respect her enough to handle your rejection.\"\n\nWhat? (imagine the sound of a record player needle screeching across a vinyl record.)\n\nThat brought me up short. Was I being disrespectful? Hmm. Maybe I was even being a little cowardly. I wanted her to get the hint without being clear. I wanted her to go away while I could still think of myself as nice. I had created more discomfort by avoiding discomfort. I know it\'s not a coincidence that I preach on precisely this topic every chance I get.\n\nMy friend\'s reaction reminded me of this Dale Carnegie nugget: \"Give the other person a fine reputation to live up to.\"\n\nI blew it. I had expected my acquaintance to handle my reply badly. I side-stepped a clear, authentic response and made a mess.\n<h3>Learning My Lesson</h3>\nI recalled this situation today when I was feeling annoyed that I hadn\'t heard from a few people about some projects we have hanging in limbo. I wanted to say, \"You know, if you don\'t want to proceed, just tell me.\"\n\nI was thinking, \"What on earth would stop them? Not wanting to hurt my feelings?\"\n\nNot knowing how to reject the situation and feel okay about it? Well, yeah. Maybe. I get it now. Again. It\'s more difficult than it looks. We teach what we need to learn, and today I learned I have to go deeper with my practice of courage, compassion and respect.', 'The Day I Got Schooled on Respect - Again', '', 'publish', 'open', 'open', '', 'the-day-i-got-schooled-on-respect-again', '', '', '2014-08-29 06:02:48', '2014-08-29 11:02:48', '', 0, 'http://leadchangegroup.com/?p=15587', 0, 'post', '', 3),
(15631, 310, '2014-08-28 06:24:15', '2014-08-28 11:24:15', '<em>“Our duty, as men and women, is to proceed as if limits to our ability did not exist.”</em>-Unknown\n\n&nbsp;\n\nSomewhere around the junior high school years, our U.S. history classes cover the compelling stories of trailblazing people venturing west—crossing the plains ISO (In Search Of) new country and treasures. As I remember studying those narratives, I marveled at how these explorers relied on their smarts, determined to know more and go beyond the boundaries.\n\n&nbsp;\n\nThese settlers faced the fury of the weather and exposure to harsh natural cycles. In addition, there were rival pioneers, Indians, bandits, or animals to confront. Nonetheless, a wonderful pioneer spirit kept these groups trekking on to fresh space in their covered wagons.\n\n&nbsp;\n\nMy fascination with these epic historical anecdotes has continued post educational requirements. On a business trip to St Louis in late summer of 2010, I visited the famed Gateway Arch. It stands on the Mississippi River as a monument to those who were part of the westward expansion of this great country. Beneath the grounds of the arch is a museum with an interactive exhibit chronicling the Lewis and Clark Expedition. The bronzed printed passages expertly portrayed the “guts and glory” of their pursuit to the Pacific. The end result of their voyage: 50 States claimed and inhabited because of the daring determination of those who chose to move through what was barren to create bounty.\n\n&nbsp;\n\nWhat tips for life and leadership can we learn from these chronicles of feats?\n\n1. <em><strong>Stake our claim!</strong></em> (Define our destination, goal or dream as ours alone)\n\n2. <em><strong>Gather strength and move fearlessly onward.</strong></em> (Rest and revive to give the effort our best, to be ground us in our journey)\n\n3. <em><strong>Be curious and open to new frontiers.</strong></em> (Explore a detour or two for possibilities and add-ons to enhance our onward trek).\n\n4. <em><strong>Test the limits.</strong></em> (Risks can stretch our untapped mettle)\n\n5.  <em><strong>Have a pioneer mindset. </strong></em>(The new awaits with good)\n\n&nbsp;\n\nWe can\'t wait for someone else to tell us what or where we should be. Forking through unchartered territories in our life or career, the mission is to inventory and gather what’s needed for our own new ‘deed’ on life. We each have a covered brand of know-how. Whether it’s starting a business, creating new ways to handle a current enterprise, dealing with client demands or embracing daily leadership challenges at work, press onward.\n\n&nbsp;\n\nGo with your force of belief in all that might be possible. That’s your ultimate power!\n\n&nbsp;\n\nParts excerpted from my motivational autobiography, <a href=\"http://www.amazon.com/Navigating-Lifes-Roadways-Stories-Inspiration/dp/1453849858/ref=sr_1_1?ie=UTF8&amp;qid=undefined&amp;sr=8-1&amp;keywords=deborah+parker+navigating+life%27s+roadway\"><em>Navigating Life’s Roadways: Stories of Insight from My Odyssey and Inspiration for Your Journey</em></a>', 'Be a Pioneer: Five Power Tips For Moving Onward', '', 'publish', 'open', 'open', '', 'be-a-pioneer-five-power-tips-for-moving-onward', '', '', '2014-08-28 06:24:15', '2014-08-28 11:24:15', '', 0, 'http://leadchangegroup.com/?p=15631', 0, 'post', '', 3);
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(15647, 290, '2014-09-04 06:18:16', '2014-09-04 10:18:16', 'Intentions are essential. Knowing if our intentions are showing up in the right way is challenging, less so if we take the time to define them and then really lead in this defined manner.\n\nEven then, intention is only a third of the formula. <a href=\"http://www.thindifference.com/2014/08/23/7-types-leadership-intentions-impacts/\" target=\"_blank\">leadership intentions</a>, along with core beliefs and positive, growth-oriented actions, enable an individual to become an effective leader.\n\nAll this is good, but how do you really know if you are aligning well in all three areas?\n\n<h3>Three Elements of Effective Leadership</h3>\n\n<ol>\n<li>A leader’s core beliefs</li>\n<li>A leader’s intent</li>\n<li>A leader’s actions</li>\n</ol>\n\n<h3>Each Can Be Defined With 3 Simple Questions</h3>\n\n<ol>\n<li>What do you really believe is the essence of who you are? (intentions/beliefs)</li>\n<li>What will you do each day to let your core beliefs and intentions shine through? (actions)</li>\n<li>How will others recognize what you believe, and will they be able to state it just as you would hope? (checkpoint)</li>\n</ol>\n\nWe can make it more complicated, but why should we? Let’s really spend the time to answer these three questions and get at the heart of our leadership.\n\n<h3>Leadership Checks & Balance</h3>\n\n<strong>Now, comes the challenging part:</strong>\n\n<ul>\n<li>How will you know?</li>\n<li>How will you check your leadership in each of the three elements?</li>\n<li>How will you know if you are maintaining balance between the three leadership elements?</li>\n</ul>\n\nThe reality is your <a href=\"http://leadchangegroup.com/leadership-perspectives-what-is-your-intention/\">leadership intentions</a> and actions are where to focus. Core beliefs are just words waiting for actions to match. A leader’s intentions and actions are where the answers to the leadership test appear. To test your leadership intentions and actions, here are a few places to begin:\n\n<strong>Self-Reflection</strong> - Although this is what you see when you look in the mirror, if you have a soul of any sort, you will begin to see who you really are or what you have become. Self-reflection may come by asking yourself the tough questions, meditating, praying, or just taking a long, long walk to contemplate who you are or what you have become. Start here, but don’t end here.\n\n<strong>Other-Reflection</strong> - Look at the nonverbal cues from people you work with. Do they readily engage with you? Do they give you honest feedback openly? Do people really want to work with you, or do they try to avoid you at almost any cost? What do you see in the eyes of the people across the table from you? Although this is another form of self-reflection, as you are relying on your own interpretation of what you see, this is still an important thing to do.\n\n<strong>Open Feedback</strong> - Find someone who doesn\'t work for you and knows you well. This person needs to be around you often enough to see how you act and how others react to you. Sit down with them and then ask them:  What do my intentions show? What do my actions say? Be open. Listen. Adjust.\n\n<strong>Blah, Blah, Blah</strong> - Yes, that is what you are thinking right now, and so am I. The truth of the matter is leaders without healthy intentions and positive actions don’t know it because they have little <a href=\"http://www.unfoldingleadership.com/blog/?p=171\" target=\"_blank\">self-reflective</a> capabilities. Ultimately, team members flock to other organizations and companies. A board may finally step up and fire them. In the end, they are left in a corner, and some may end up in prison.\n\nLeaders without healthy intentions and positive actions end up doing a lot of harm until some higher authority finally addresses the wrongs done. Don’t be this person. Develop your self-reflective skills and ensure others deliver an honest, frequent assessment of how you are doing.\n\n<strong>My Advice For Leaders Is Simple</strong> Develop a healthy self-reflection capability before you end up on the sidelines or taken away. The time is now to step up your <a href=\"http://www.thindifference.com/2013/12/14/what-makes-an-authentic-leader/\" target=\"_blank\">leadership standards</a> and capabilities. Knowing your core beliefs, your intentions, and the impact of your actions are all part of an effective leadership formula. If you haven’t aligned these three and have healthy checks in place, then change.', 'How Do You Check Your Leadership Intentions?', '', 'publish', 'open', 'open', '', 'how-do-you-check-your-leadership-intentions', '', '', '2014-09-04 06:18:16', '2014-09-04 10:18:16', '', 0, 'http://leadchangegroup.com/?p=15647', 0, 'post', '', 5),
(15653, 348, '2014-09-15 06:58:52', '2014-09-15 10:58:52', 'Okay, this really isn\'t about a coffee cup. It’s a post about customer service and the difference quality customer service can make. You know, the kind of service that stays with you long after you\'ve left the store or hung up the phone.\n\nThe service you find yourself talking about with someone over lunch several hours later, or maybe the next day. Service that compelled you to leave a $20 tip or write a 5-star review on Yelp. The best way I can describe the service is the feeling of an emotional connection.\n\nYou left no longer feeling like just another customer. Intuition tells you there is something deeper that does not exists with others. You feel special. If you’re a manager, this is the type of service you long for your team to provide on a consistent basis.\n<blockquote><a href=\"http://ctt.ec/e10d4\" target=\"_blank\">\"Good customer service is no longer good enough.\"</a></blockquote>\nI first heard that statement 30 years ago when I worked in retail banking and the playing field has not changed. After three decades, companies continue to expect exceptional customer service, but – in reality – good customer service remains the standard. So what’s the secret sauce for exceptional customer service?\n<h3>Treat Your Team Like They Are Your Customers</h3>\nGoals and objectives will help a manager achieve good customer service, but these are not the ingredients for exceptional customer service. Most companies have metrics in place for customer service. As an exceptional leader, you need more.\n\nYou need to have that same connection with your team as you expect them to have with their customers. Each member of your team needs to feel special. To feel relevant. To feel appreciated.\n\nRather than having the mindset your team works for you, start working for your team. Don’t be on the lookout for mistakes. Be on the lookout for wins. Acknowledge success when you see it.\n\nBe their cheerleader. Promote them to those above you and beside you. Let your team know the confidence you have in them, and they will begin to breathe confidence in themselves. They will begin to go the extra mile.\n\nAnd when this happens, acknowledge their wins even more. Create a wall of fame, invite them to lunch; tell them how proud you are. Soon the customer service pendulum will swing wider. There will be more wins.\n\nAs coach John Madden once said, \"Success breeds success.\"\n\nSeeing your team as the customer does not release them from accountability. You’re not giving up the house. Just like the restaurant manager, you hold the \"right to refuse service.\" Some customers may be asked to leave, but decisions are always in the best interest for all concerned.\n\nSo, why the coffee cup you may be wondering?\n\nThe mug was actually the inspiration for this blog. It was a gift from a restaurant manager for, in her words, \"I was one of her favorite customers.\" Of course, this in turn sparked a Yelp review, a LinkedIn recommendation, and even a handwritten Thank You card.\n\nThe emotional connection was made, all by way of a coffee cup. Do you have one of these cups?', 'The Power of the Coffee Cup', '', 'publish', 'open', 'open', '', 'the-power-of-the-coffee-cup', '', '', '2014-09-15 06:58:52', '2014-09-15 10:58:52', '', 0, 'http://leadchangegroup.com/?p=15653', 0, 'post', '', 3),
(15662, 258, '2014-09-02 09:04:04', '2014-09-02 13:04:04', 'I want to ask you a question about educational policy. A colleague shared this <a href=\"http://www.justintarte.com/2014/08/cheat-but-you-wont-be-getting-zero.html\">blog post</a> by Dr. Justin Tarte of the Union R-XI school district. The post describes the district’s policy for handling academic dishonesty including cheating and plagiarism. The High School policy, as described in the <a href=\"http://urxi-mo.schoolloop.com/department/curriculum/studenthandbooks\">student handbook</a> (pp. 35-36) is to treat the dishonesty and academic work as separate issues.\n\nThe first offense of academic dishonesty results in a 1-5 day suspension or detention and a make-up assignment that can receive full credit. A second offense results in more consequences, but the student is also allowed to make up the work and can receive full credit. The premise is that a student’s grade should be determined by academic work alone and that other behaviors should not have influence on a grade.\n\nI think it is fair to say that this policy is not the norm. It is generally true that schools have various ways of dealing with academic dishonesty, but in most cases the work in question is penalized in addition to other consequences.\n\nI started out feeling very strongly about this, but on further reflection, I have started to wonder if this policy wanders into a gray area. So I’m asking you, a leader in your field, a reader of the Lead Change blog, a person who values integrity in leadership and communities, what do you think?\n\nShould grades and academic dishonesty be treated as separate issues with separate consequences? Are there examples of this practice in your field? If your child was in this school, how would you want academic dishonesty to be addressed? If you were considering a student from a school like this as an employee, what would you think? How should schools deal with academic dishonesty?', 'How Should Schools Deal with Academic Dishonesty?', '', 'publish', 'open', 'open', '', 'how-should-schools-deal-with-academic-dishonesty', '', '', '2014-09-02 09:04:04', '2014-09-02 13:04:04', '', 0, 'http://leadchangegroup.com/?p=15662', 0, 'post', '', 10),
(15672, 251, '2014-09-17 06:15:28', '2014-09-17 10:15:28', 'The question posed to the five-member discussion panel was one of those-simple-but-loaded ones: <em>\"How did you learn to change yourself?\"</em>\n\nThe women who answered before me outlined impressive and proactive change strategies they\'d used to propel themselves to positions of status and influence. One shared how she watched for unacceptable patterns in how she performed and then set up a timeline for making modifications.\n\nAnother talked about how she bench-marked her approach to that of successful colleagues, noted areas where she need to change, and then gave herself incentives as she made progress.\n\nWith each piece of logical advice that was shared, I became increasingly worried that maybe I had been an incorrect choice to be on the panel. When invited to participated, we were asked to disclose lessons we had learned as women in business—provide insights so others could benefit from our successes or failures. Compared to my four panel colleagues, I was going to be the outlier on this question—the one without a textbook perfect answer for personal change.\n\nMy brain was racing. Do I share a platitude? Affirm what someone else said as a best practice? Do I talk about change management strategies in general? Do I answer the question honestly and from the heart?\n\nMy briefcase-toting inner critic was proclaiming skip the personal stuff and go with facts. You\'re talking to high profile women working in a male-dominated industry. Tell them how to modify Kotter’s <a href=\"http://www.kotterinternational.com/our-principles/changesteps\">eight-step change model</a>to fit individuals. Or use Deming, his advice is timeless.\n\nFinally the moderator turned to me…my turn to speak.\n\nWow, I’m impressed by the advice my colleagues shared. I wish I could say my approach is more like theirs. But it isn’t.\n\n<em>(A few chuckles from the audience)</em>\n\nI’m not that planful if there’s such a word! I confess to needing a cosmic two-by-four whack before I initiate changing myself.\n\n<em>(Lots of head nods, a little applause, smiles</em>)\n\nUsually it’s something big, ugly and really hurtful that pushes me to embrace personal change. Is that the best way? Probably not. But it’s me.\nMany women approached me after the event to tell me how they appreciated my candor because they, too, needed a big push before starting personal change. Several said they felt intimidated, uncertain if they could marshal the level of personal discipline displayed by the other participants.\n\nIf we are to change stereotypes, we have to model behavior contrary to the stereotype. Had I stuck to the script, I would have fit in. But, I would have also contributed to a model of perfection and cold-hearted logic that doesn’t translate to personal behaviors. Well, for most of us anyway.\nWhat’s your head and heart have to say?\n\nImage source before quote:', 'Head, heart, and stereotypes', '', 'publish', 'open', 'open', '', 'head-heart-and-stereotypes', '', '', '2014-09-17 06:15:28', '2014-09-17 10:15:28', '', 0, 'http://leadchangegroup.com/?p=15672', 0, 'post', '', 0),
(15674, 252, '2014-09-16 06:13:09', '2014-09-16 10:13:09', 'I was speaking to a colleague last week about some problems he had working with his peers, and his boss for that matter. We talked about the dynamics when he and his teammates worked together. He was getting some feedback that put him in the position of darned if you do and darned if you don\'t.\n\nI asked him what he\'d done about it so far. In the absence of an obvious path forward, it\'s human to just keep doing what we\'re doing and hoping for a different outcome.\n\nWe eventually came up with a plan. Without going into too much detail, we talked about him engaging his boss with ideas to deal with the feedback he was getting. We talked about how he could pitch it positively. We expect his boss will probably go with the plan.\n<h3>We don\'t think to ask.</h3>\nMy colleague\'s reaction was interesting to me. He\'s a genuine and grateful person, but he was <em>particularly</em> appreciative that we\'d come up with a plan. He said our approach had not occurred to him, meaning, to ask the person who SHOULD be helping him, i.e. his supervisor.\n\nWhat holds us back from that? I\'m no different than anyone else. There are times when I don\'t think to ask for help – sometimes from the exact person who can help me!\n\nYou could be thinking, \"Well, your colleague did ask <em>you</em> for help…\" Well, sort of. He was sharing a story. I asked if he was open to suggestions.\n\nThe U.S. in particular is known for a culture of rugged individualism. (\"I don\'t need no stinkin\' help. I can do it myself.\") Depending on your job, this can be reinforced even more so.\n\nIf you are a boss or executive, you are expected to have all the answers. Add the dynamics of gender, race, age, etc. and you find yourself completely bound up thinking you need to solve everything yourself. Never let \'em see you sweat.\n<h2>Ask. Accept. Create goodwill.</h2>\nYou know that problem you are struggling with?  Who have you talked to about it? Have you asked for help? Generally, good people want to be helpful. Don\'t deny them the opportunity to give that to you. Don\'t deny yourself the gift of receiving it.', 'You Don&#039;t Have to Go it Alone', '', 'publish', 'open', 'open', '', 'you-dont-have-to-go-it-alone', '', '', '2014-09-16 06:13:09', '2014-09-16 10:13:09', '', 0, 'http://leadchangegroup.com/?p=15674', 0, 'post', '', 1),
(15733, 329, '2014-09-19 06:05:10', '2014-09-19 10:05:10', 'This month was “watch a war movie month” for me. I watched again powerful movies of bravery like <em>Glory</em>, <em>Gettysburg</em>, <em>The Patriot</em>, <em>The Big Red One</em>, and <em>Patton</em>. They featured great scenes of courage and dedication to mission.  One feature was the power of the flag.  When the flag carrier was killed, someone else always picked it up and carried it.\n\nFlags are to battles what brands and missions are to companies.  They symbolize an aspiration; they surface deep pride; and, they instill an abiding commitment to a dream. Flags, whether the kind that unfurls or the type that hangs on the walls of board rooms and break rooms, convey the identity of the organization, country or brigade.  Great leaders take care of the “flag.”  And, they use the “flag” as a potent symbol to remind associates of what they can become, not just what they do.\n\nA new principal took over the leadership of an elementary school that had mediocre scores on the year-end achievement tests.  Her mission was clear: create an environment of excellence in which students performed better.  The new principal’s predecessor shared with the new principal little about the staff or the barriers to greatness but offered strong advice:  “Take real good care of my precious teachers.”   The faculty meeting on the first day of school painted the picture clearly.  As most teachers entered the school library for the meeting, their first words were:  “Where are our donuts?  We ALWAYS get big donuts!”\n\nLeaders are not surrogate parents.  Their job is to encourage merit, inspire innovation and provide encouragement…not big donuts.   “Carrying the flag” is a leader’s preeminent responsibility.   It means having a solid sense of where you hope to go…a “picture in your head” of what it will be like to reach the aim.   And, it means being unwavering in that headlong and noble pursuit.\n\nStew Leonard’s Dairy is one of the country’s most famous grocery stores.  Located in several cities in Connecticut, it was listed in the <strong>Guinness Book of World Records</strong> as having the highest sales per square foot of any grocery in the world.  Shortly after Stew, Sr. passed day-to-day leadership to Stew Leonard, Jr. renowned Harvard Business School Professor Michael Porter was invited to lead a strategic planning meeting.  Since it was Junior’s first planning session as CEO, Stew, Sr. decided not to attend.  Just as the meeting was about to begin, Stew, Sr. called to the meeting room to report that a customer had complained the grapes tasted flat.   “Oh, Dad,” exclaimed Stew, Jr.  “I am so glad you called.  Dr. Porter is here to start our strategic planning meeting.  Let me put you on the speakerphone so you can give us all your input on your vision of the company.”  There was a long silence on the speakerphone.   Then Stew, Sr. spoke a single sentence that said it all:  “A customer complained that the grapes tasted flat.”\n\nParaphrasing a quote found on the wall of an old church in Italy, “Vision without action is daydreaming.  But, action without vision is random activity.”  Flag-carrying leaders spend time conceptualizing the vision, communicating that vision, and acting in ways that both reflect and reinforce that vision.  When theme park builders suggested to Walt Disney that he take a more cost-effective route and build the Sleeping Beauty castle last, he balked.  “The Sleeping Beauty castle is the centerpiece and symbol of what Disneyland is all about.  It must be built first.”\n\n“Like desperadoes waiting for a train” is a song made famous by the Highwaymen, a singing group made up of country music giants Kris Kristofferson, Willie Nelson, and the late Waylon Jennings and Johnny Cash.  It perfectly captures the sense of eagerness flag-carrying leaders help create.  Watch such leaders in action and there is always a sense of anticipation, like something special is just around the corner. More importantly, they fan the flame of impatience and expectancy by their low tolerance for anything that creates temperance, moderation or restraint.\n\nIt is not that these leaders are shoot-from-the-hip, impulsive types.  Their decisions are grounded in substance and bordered by solid information.  It is more a restless recognition that being in the moment is required for greatness.  They speak about the journey ahead with obvious excitement.  They evaluate input filtered through an interest in tomorrow, not an anchor to yesterday.   And, they show more fascination with what they can be than anxiety with what they are.', 'Who Carries the Flag?', '', 'publish', 'open', 'open', '', 'who-carries-the-flag', '', '', '2014-09-19 06:05:10', '2014-09-19 10:05:10', '', 0, 'http://leadchangegroup.com/?p=15733', 0, 'post', '', 1),
(15740, 243, '2014-09-19 12:12:32', '2014-09-19 16:12:32', 'When we started Lead Change Group five years ago, my intent was to create a community of people who promoted character-based leadership, in other words, leading from \"who you are\" and not from power or position.\n\nIn our journey so far, we\'ve connected with thousands of folks all over the globe, shared many ideas and made many friends, published a book and several electronic resources, webinars, and blog posts.\n<blockquote>\n<div class=\"quote\">\"Change is the law of life and those who look only to the past or present are certain to miss the future.\"</div>\n<div class=\"attribute\">~ John F. Kennedy</div></blockquote>\nThe idea of character-based leadership still resonates with many people today. Our website, which was originally created as a community site, has evolved over the last year or so into more a multi-author blog. The site is in need of some upgrades and energy.\n\nAbout two-and-a-half years ago, I took a full-time job with a technology company here in Tulsa. Because of my increased responsibility and changed job circumstances, it became necessary for me to enlist a partner and also consider methods of making the group sustainable and beneficial for the paying members.\n\nBecky Robinson and her company, Weaving Influence, has been supporting Lead Change and doing the web site support since 2012. Becky has been generously donating her team\'s time since April 2014.\n\nAnd as of October 1, I am transferring ownership of the site to her and Lead Change is becoming a division of Weaving Influence. This is an exciting time for the community and I am thrilled to have Becky stepping in to lead!\n\nI believe in Becky because she has been connected with me and Lead Change since the beginning. She understands my passion to mobilize character-based leaders. Equally important, Becky has a vision to extend the influence of this group and introduce new ways for us to support each other in making a bigger difference in the world.\n\n<strong>What Changes?</strong> - Becky\'s team will launch a new (more stable) site on October 1 with plans to upgrade further in the future. She has plans to host regular calls and also provide additional services like Instigator Pages in the very near future.\n\n<strong>What Stays The Same?</strong> - I will continue to be involved. My support for the group will continue. Becky\'s involvement and the members of her team will help bring new energy into the group.\n\n<strong>You Stay The same</strong> - Those of you who are built the community and contribute regularly mean a lot to me; I have learned so much from you over the last five years, and look forward to continuing to promote character-based leadership.\n\n<strong>What’s Next?</strong> - We’ve scheduled a couple of meetings to discuss the future and any questions you may have via GoToMeeting. If you are interested in attending, please email <a href=\"mailto:becky@weavinginfluence.com\">becky@weavinginfluence.com</a>.\n\nCurrent instigators in particular will want to try to attend one of these meeting to learn about the transition to Weaving Influence. Becky has some great plans for making your membership even more valuable!\n\nThank you for being a part of Lead Change - and my life - these last few months and years. I\'m grateful for you. I hope you\'ll join me in this new venture as well. Let me know if you have any questions. More information will be coming as we move towards Lead Change’s new adventure.', 'Lead Change is changing – will you join our journey?', '', 'publish', 'open', 'closed', '', 'lead-change-is-changing-will-you-join-our-journey', '', '', '2014-09-19 12:12:32', '2014-09-19 16:12:32', '', 0, 'http://leadchangegroup.com/?p=15740', 0, 'post', '', 3),
(15746, 343, '2014-10-02 09:00:30', '2014-10-02 13:00:30', 'In the history of every industry - manufacturing, tech, entertainment, sports, all industries - there have been many examples of talent that was overlooked only to be discovered at a later moment.\n\nAt times the talent was recruited by someone else, too late for the incumbent organization to reap the benefits of their talent pool.\n\nSome of the most famous examples of talent that almost slipped through the cracks:\n\n<ul>\n<li><strong>Tom Brady</strong> - This Super Bowl champion and MVP dropped to the 6th round and 199th pick of the draft before being selected by the New England Patriots.</li>\n<li><strong>Phil Collins</strong> - When Peter Gabriel left Genesis in the mid-1970\'s, the band auditioned over 400 vocalists before they discovered their drummer already had the voice they needed.</li>\n<li><strong>Kurt Warner</strong> - Was never drafted in the NFL. He started bagging groceries in addition to being an assistant coach, then was signed to the Arena Football League, after which the St. Louis Rams of the NFL noticed him. He led them to a Super Bowl Championship and MVP honors.</li>\n<li><strong>Becky Hammon</strong> - The WNBA star was discovered as a solid, knowledgeable coaching candidate while assisting the San Antonio Spurs of the NBA during a recovery from an injury.</li>\n<li><strong>Lucille Ball</strong> - This failed actress was told to pursue another career. She stayed the course and got a break into acting soon after.</li>\n<li><strong>Vincent Van Gogh</strong> - He only sold 1 painting in his lifetime. Of the 800 paintings he made, many sell for tens of thousands of dollars, some millions. His work was not truly appreciated until many decades after his passing.</li>\n<li><strong>Walt Disney</strong> - Walt was scorned by an art teacher that told him he couldn\'t draw and would never amount to anything. He was not amused by Disney\'s mouse caricatures and told him how foolish those doodles were.</li>\n</ul>\n\nAlmost all of us probably have a story of talent we\'ve seen that almost (or did) get away. I myself have been surprised at a talented young man who stepped up out of nowhere to successfully fill in a supervisor position and became a solid leader. There is more talent out there then we may believe, but it\'s a matter of being willing to find it.\n\nThere are many reasons that leaders don\'t hire talent, some intentional and some unintentional. Here are some key reasons:\n\n<strong>Talent Overlooked</strong> - Sometimes we\'re just not discerning enough in hiring process. We enter into an open position with biases of who makes this position work.\n\nWe often have a face attached to the position, someone we know perhaps, and bend our efforts to slot that individual in that role. With that bias, we gloss over qualified people without truly looking at their potential in the role we\'re trying to fulfill.\n\n<strong>Don\'t Take The Time</strong> - Yes, we\'re busy. But keep in mind we\'ll be busier if we hire the wrong people. Sometimes we just skim over the resumes, or don\'t truly open ourselves up to everyone in our departments being a candidate for a certain role. I interviewed one young man for an internal supervisor position, although I had my questions about his ability to lead. Besides, I was pressed for time. But in wanting to give everyone a fair chance, I scheduled an interview and was blown away by his customer service focus and knowledge. He ended as the runner-up for the position, and we identified him as a person to groom for the next opportunity. If I had not been open to interview him at all, he would have never had a chance with us.\n\n<strong>Hiring Managers Pick Unqualified, Lower Talented People On Purpose</strong> - There is a department head, a very smart woman, who never hired anyone with a degree. She admitted herself that she wanted to be the person everyone went to, the knowledge keeper. What she ended up creating was a team of nice people that were afraid to make a decision without their boss. Leaders that do this want to control and micromanage their teams.\n\n<strong>Poor Decisions Are Justified</strong> - I had a boss who shocked me once by his not selecting a qualified candidate for a position. When his director questioned him as to why, he stated that the applicant had background issues galore and wouldn\'t be a good fit. The excuse masked the fact that my boss felt that this person\'s knowledge and experience would challenge his as they both had comparable backgrounds. Sometimes poor leaders will insulate their position by marginalizing strong candidates who they feel are a threat.\n\n<strong>Resume scanners don\'t qualify talent.</strong> While technology greatly aids in our quest to process volumes of cover letters and resumes, it fails in identifying those values or intangible qualities that are needed. A resume scanner can never qualify heart, values, or raw talent. Their isn\'t a hiring metric out there that measures drive, desire, or passion. People, and not technology, are truly the best measure for people.\n\n<strong>Hiring Systems Don\'t Fully Work</strong> - This can be another discussion entirely, but some barriers such as stringent screening processes, HR not aligned with the organization, and lengthy processes miss and even hinder talent from coming aboard your team.\n\n<strong>We Don\'t Truly Know Our Core Values</strong> - Leaders who successfully hire and develop their people seek out those candidates whose values are best aligned with the organization. Companies and leaders that fail at this don\'t look at the values of these people and see how they match up with the organization\'s mission and direction.\n\n<strong>A Small Net Is Cast</strong> - We tend to recruit within our comfort zones, both personally and financially. In an effort to save money we spend less on recruiting and developing, whereas this expenditure done right reaps the greatest benefits financially in the long run. We don\'t seek candidates outside our normal networks because we\'re not comfortable, or perhaps passive, in our search for true talent. These factors reduce our potential pool dramatically.\n\nIn looking for true talent, consider the near misses of others. Tom Brady\'s heart did not show on the draft board. Phil Collins asked to be given the mike and a chance. Ball was resolved to prove everyone wrong. Disney kept doodling.', 'How We Overlook Hidden Talent', '', 'publish', 'open', 'open', '', 'how-we-overlook-hidden-talent', '', '', '2014-10-02 09:00:30', '2014-10-02 13:00:30', '', 0, 'http://leadchangegroup.com/?p=15746', 0, 'post', '', 8),
(17788, 243, '2009-04-19 21:00:26', '2009-04-20 02:00:26', '<a title=\"Collapse Of Distinction: Stand out and move up while your competition fails (NelsonFree)\" href=\"http://www.amazon.com/gp/product/1595551859?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1595551859\" target=\"_blank\"><img class=\"alignleft size-full wp-image-343\" title=\"collapse\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/04/collapse.jpg\" alt=\"collapse\" width=\"240\" height=\"240\" /></a>Scott McKain has exercised some leadership initiative and introduced a refreshing stream of ideas into the business landscape with <a title=\"Collapse Of Distinction by Scott McKain\" href=\"http://www.amazon.com/gp/product/1595551859?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1595551859\" target=\"_blank\">Collapse Of Distinction: Stand out and move up while your competition fails</a>.  There is a great tendency in our culture to copy the winners; to try to reproduce the success they have had by imitation.  That belief <em>sounds</em> right, do what the winners do.  That\'s a trap.  They became winners through innovation.  Leaders innovate.  They\'re distinct.  Copying them only causes us to fade into pale.  Scott\'s book challenges us to be distinct and then gives us great ideas and tools to help us along that road.\n\nIt all began when the interstate highway system was completed near the town where Scott McKain grew up, Crothersville, Indiana.  The highway brought the big names of the day, like McDonald\'s and Burger King to the local area.  The two restaurants in town, Ted\'s Restaurant owned by Ted Zollman, and Kern\'s Grill owned by Alvie Kern, reacted to the challenge differently, as did Scott\'s family with their grocery store.  The lessons Scott learned from that experience fueled this book.\n<h3>What makes you different?</h3>\nAren\'t you different, one-of-a-kind?  What about your business?  Are you aware of the forces in our society that fight against your ability to remain different or distinct?  The author begins the book with an interesting chapter that identifies three things that resist differentiation.  He calls them the differentiation destroyers:\n<ol style=\"text-align: left;\">\n	<li>Capitalism produces incremental advancement.</li>\n	<li>Dynamic change delivers new competition (all the time).</li>\n	<li>Familiarity breeds complacency.</li>\n</ol>\nHe then goes on make the point that we need to maintain distinction rather than succumb to the pull of our society that seems to want to force everything to become a commodity.  Subsequent chapters include an application of the three destroyers to our careers, and a chapter called Avenues of Distinction, where he defines terms and explains true distinction related to it\'s counterfeits.  In the chapter called the Ebert Effect,  Scott explains why different seems better and then he goes on to define the framework for the remainder of the book, the four cornerstones of distinction.\n\nThe cornerstones are, Clarity, Creativity, Communication and Customer-Experience Focus.  The author explains each in depth, with memorable stories and analogies from real-life as well as links back to the saga of Ted\'s Restaurant and Kern\'s Grill in Crothersville.  The points made are engaging, and the stores illlustrate the points well.  Each chapter held my attention and pushed me to listen to the next chapter.\n<h3>Two Special Features</h3>\nSince I mentioned that I \"listened\" to the chapters, I should point out two distinctive features of the book that help make the case for distinction.  First the book is part of a new license, called <strong>Nelson<em>free</em></strong> (<a title=\"Michael Hyatt\'s Blog\" href=\"http://michaelhyatt.com/2009/03/nelsonfree-more-book-formats-for-one-price.html\" target=\"_blank\">link to Michael Hyatt\'s blog</a> for explanation) offered by <a title=\"Thomas Nelson Publishers Homepage\" href=\"http://www.thomasnelson.com\" target=\"_blank\">Thomas Nelson Publishers</a>.  Anyone who purchases the book can also download the book in MP3 format or as an ebook.  Finally, a publishing house and an author that understands the difference between content and format!  I was so initially impressed that I created a <a title=\"Elevate: Media Freedom by Mike Henry Sr.\" href=\"http://mikehenrysr.blogspot.com/2009/03/media-freedom.html\" target=\"_blank\">blog entry</a> just about the format.  I\'m so grateful for this format and Thomas Nelson\'s leadership in developing it, that I will <strong><em>purposely prefer</em></strong> other non-fiction books that share this concept. (Publishers, please take note!)\n\nThe second special, and very much appreciated feature is the <strong>Executive Summary </strong>at the end of the printed chapters.  This is an outline of the key points of the chapter, but not just in header format.  Each bullet is a complete sentence or more that actually re-makes the point of the book.  This is a true executive summary and exactly what you would want to help you get back to the key points of the chapter without underlining much of the book or making separate notes.  And the summary preceeds the <strong>Action Steps, Questions and Ideas</strong> section that each chapter has as well.\n<h3>Summary</h3>\nI try to read and review books.  I appreciate how the good ones stretch your mind and make you different than you were.  The book not only changes you, it helps you be different than everyone else.  The book has integrity because it is <em>distinct</em> in its presentation, licensing, style and results.  Scott\'s not shy about his opinions and he\'s passionate about the subject.  His commitment to the topic and the fact that it was derived from personal experience makes it that much more personal, engaging, and distinct.  It was a fun book to read and listen to, although I must admit I was initially intrigued that they chose someone who sounded like a radio DJ to read it.  (On double-checking, I realized the author was reading it and I even think he mentioned that he <em>was</em> a radio-DJ.)  Get the book and consume it in your favorite format.\n\nOne final note: as I finish this article, Scott\'s website (www.createdistinction.com) has an offer for the first 250 people who send in their receipts may also get another book for free.  You probably need to hurry!', 'Collapse Of Distinction by Scott McKain', '', 'publish', 'open', 'open', '', 'collapse-of-distinction-scott-mckain', '', '', '2009-04-19 21:00:26', '2009-04-20 02:00:26', '', 0, 'http://leadchangegroup.com/?p=342', 0, 'post', '', 0),
(17789, 243, '2008-12-13 09:52:00', '2008-12-13 14:52:00', '<span class=\"hw\"><span style=\"font-size:130%;\"><span style=\"font-weight: bold;font-family:arial;\" >Welcome</span></span><br />Many of my thoughts and opinions come from a desire to make a difference.  The question however required definition. What type of difference would I make? How can I maximize that difference?<br /><br /><span style=\"font-size:130%;\"><span style=\"font-weight: bold;font-family:arial;\" >The Power to Make a Difference</span></span><br />A few years back, I decided to act as if Jesus Christ was who he claimed to be, and that changed my life. Up until that time, religion, and religious teaching left me empty. Nothing seemed to make any difference in my life. I was a failure in my own eyes and destined to remain so.<br /><br />However, as I have studied Jesus\' teaching contained in the Bible, I have found it to be the best and only way to actually reconcile religious teaching to the things I experience.   Jesus teaching, and all the teaching recorded in the Bible, provides a rational explanation of my circumstances as well as those I can view objectively in the world.  Daily I find that it takes more faith to believe that Jesus is wrong.  As a result, I have a new life!  I am different than I was and I have the power to do things I\'ve never been able to do before. Many times I fail to trust that power, but I have experienced it too many times to deny its existence.  Therefore, I have the power to make a difference in my own life and I have friends who will testify to that change.<br /><br /><span style=\"font-weight: bold;font-size:130%;\" ><span style=\"font-family:arial;\">The Best Difference</span></span><br />But if Jesus gave me the power to make a difference in my own life, is that the extent of his teaching?  Is his only goal for me to be a better person? Or should the difference I make extend beyond myself?  Empirical evidence seems to suggest that we were designed to interact and relate to one another. We were built for relationships. Also, there is no denying that people tend to want to do something that will outlive themselves.<br /><br />Interestingly, Jesus claimed that true treasure did not exist in this world. He told us to \"lay up treasure in heaven where moth and rust do not destroy and where thieves do not break in and steal.\" True treasure is only in Heaven. Also, we also know that you can\'t take anything with you when you go. So the best difference, the most lasting difference must be in the lives of people.<br /><br /><span style=\"font-weight: bold;font-size:130%;\" ><span style=\"font-family:arial;\">Purpose</span></span><br />My goal then, is to help people improve their quality of life. This blog will contain thoughts and learning on the subject. If you\'d like to improve your own life quality or that of others, please feel free to participate.<br /></span>', 'Introduction', '', 'publish', 'open', 'open', '', 'introduction', '', '', '2008-12-13 09:52:00', '2008-12-13 14:52:00', '', 0, 'http://vmhcorp.com/introduction/', 0, 'post', '', 0),
(17790, 243, '2009-01-10 08:47:00', '2009-01-10 13:47:00', 'What\'s the purpose of capitalism?  What\'s the point?  What about wealth?  Is it\'s only purpose to purchase comfort, or power or influence?\n\nWhat about benevolence; have you ever wondered why you feel good when you do something for someone else?  Why is doing something for others considered \"good?\" <!--more--> What if you used your wealth to make yourself feel well and you decided the maximum good feeling is not selfishness, but benevolence?  Maybe the purpose of wealth is to do nice things for others?\n\nIn recent years, more and more businesses have operated \"to maximize shareholder return\" or for the benefit of the shareholders.  But a business that exists to only provide for it\'s owners seems to be a pretty shallow undertaking.  If you look back 100 years to the people we value as great leaders, they used their talents, wealth, skill, and influence to make things better for others.  Abraham Lincoln, for example, is valued and remembered much more highly than many contemporaries for his contribution to society, not for what he gained for himself.\n\nCapitalism has great advantage over every other economic system.  In a capitalistic society, such as the United States, people have freedom to choose the use of their profits.  (That freedom is somewhat constrained by things like taxes, but we\'ll withhold that topic for another post.)  In a capitalistic economy, we can use profits many ways; one of which is to generate further profit. However if that profit becomes an end in itself, that seems like a short story. Take the money and run.\n\nProfit reinvested creates further profit.  Many companies reinvest in customers; customer acquisition, profitability and retention.  Profit reinvested in customers does not necessarily guaranteed a return to the business.  How many companies do you know that went out of business with satisfied customers?  And reinvestment in fixed assets is fleeting also.  How many companies invested in buying other companies only to watch the stock market revalue itself in the second half of 2008?\n\nOnly when the shareholders invest profits in the lives of the employees or associates, who in turn spend their lives in the service of the company, that profit multiplies many times. Employees and associates care for customers and fixed assets.  Their productivity creates the value that becomes profit to the shareholders.\n\nTherefore I believe the employer that truly operates for the benefit of its employees and associates creates a meaningful experience of work and thereby creates a competitive advantage.\n\nDo you agree? Can a company succeed caring for employees and associates ahead of customers and shareholders?', 'Capitalism and Meaning', '', 'publish', 'open', 'open', '', 'capitalism-and-meaning', '', '', '2009-01-10 08:47:00', '2009-01-10 13:47:00', '', 0, 'http://vmhcorp.com/capitalism-and-meaning/', 0, 'post', '', 0),
(17791, 243, '2009-05-04 11:16:04', '2009-05-04 16:16:04', 'Do you lead or supervise a team in a technology related area of the business?  If so, you\'re probably stuck to some degree in a Catch 22 caused by our economy.  Businesses need you to get more done with less.  You have fewer people, less (or no) money in your budget, and your company needs you to respond faster with fewer errors than ever before.  Maybe you\'re the survivor of a layoff or a reorganization and you\'re trying to rebuild a team while systems or applications are breaking.  Your managers claim they understand, but you have this nagging feeling that your performance won\'t measure up.  And you\'re pretty sure your team members are looking for work.  Everyone is too bogged down in fire-fighting to be able to learn any new technology.  The prevailing fear is that they will lose ground to others who are able to train and work on newer technology.  No one wants to be stuck working on the legacy systems forever.  What can you do to exercise leadership, help your people and your company excel without killing yourself.<!--more-->\n\nWell, the first thing you can do is sign up for a free workshop May 13 offered by OakTree Software and Mike Henry from The Lead Change Group called Solving IT Management Problems.  The workshop is scheduled over lunch (11:30 am to 1 PM) at the OakTree offices in the Boulder Towers, 15th and Boulder in Tulsa.\n\nMike has over 20 years experience in corporate middle management both within IT and on the business side.  In this hour and a half workshop, Mike will provide some practical ideas to handle pressing problems for IT managers.  We\'re not going to solve every problem you have over lunch, but you will walk out with actionable ideas and enthusiasm for implementing them.  We\'ll discuss an overall framework, but then we\'ll drill down to ideas that you can begin to implement when you walk out.\n\nSpace is limited so if you\'re interested, please reserve your place.  You can register for the workshop at  http://bit.ly/VTx2g or at http://www.oaktreesoftware.com/course_details.aspx?cid=13477.', 'Lunch Workshop for Technology Professionals', '', 'publish', 'open', 'open', '', 'lunch-workshop-for-technology-professionals', '', '', '2009-05-04 11:16:04', '2009-05-04 16:16:04', '', 0, 'http://leadchangegroup.com/?p=419', 0, 'post', '', 0);
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(17792, 243, '2009-06-29 06:07:54', '2009-06-29 11:07:54', 'Did you see the recent Bourne movies <em>The Bourne Identity</em>, <em>The Bourne Supremacy</em>, and <em>The Bourne Ultimatum</em>?  In the first movie,<em> The Bourne Identity</em>, Jason and Marie run into the countryside to hide out at her friend Eamon\'s chateau.  Another of the Treadstone assasins, The Professor, played by Clive Owen, comes to kill Bourne, but Jason thwarts the effort and mortally wounds the Professor.  Before the Professor dies, he says to Jason, \"Look at this. Look what they make you give.\" You can watch a clip of the movie <a title=\"What You Give on Fancast\" href=\"http://www.youtube.com/watch?v=3jLbKr11l20\" target=\"_self\">here</a>.\n\nIn the final movie, when a confused young assassin has his sights set on Jason and we\'re wondering if this is the end, Jason strikes up a short conversation with the man.  \"Do you even know why you\'re supposed to kill me?  Look at us. Look what they make you give.\"\n\nWhat do you make your employees give?\n\nDo you lead a team or a company?  Have you considered the question from their perspective?  Have you even considered (or truly appreciated) how much your success depends on your associates\' contribution?  They contribute their lives in exchange for your organization\'s success.  What do you offer in return?\n\nMany CEO\'s and executives spend their career\'s pursuing customers and stockholders.  There are countless legends about executives and large clients or stockholders. As an executive, what keeps you awake at night, the loss of a huge account or poor return for the owners?\n\nWould anyone consider the most important question answered by any company as \"Do we reward our people fairly?  Do we appreciate the contribution made by our associates?\"  As an employee, think about your current or past employers.  Do you think your present company spends more time making sure shareholders, customers or employees are satisfied with the results?\n\nConsider the associate\'s perspective.  Every employee or associate asks the question, \"What must I give, and what do I get for it?  I\'m investing my life in this company.  What do I get in return?  What\'s the ultimate reward of spending my life at your company?\"\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/06/DreamManager.jpg\"><img class=\"alignright size-full wp-image-633\" style=\"margin-left: 10px; margin-bottom: 10px;\" title=\"DreamManager\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/DreamManager.jpg\" alt=\"DreamManager\" width=\"140\" height=\"220\" /></a>Matthew Kelly\'s book titled <a title=\"The Dream Manager at Amazon.com\" href=\"http://www.amazon.com/gp/product/1401303706?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1401303706\" target=\"_blank\">The Dream Manager</a> presents an interesting idea in the way of giving back to your associates.  The book is written as a fable with practical application at the end.  The story is about a fictional janitorial service company in the midwest.  The had very high turnover and their head of operations wanted to do something about it.  So they came up with the idea of helping their people reach their dreams.  The fable is a believable story about how this worked out, all the way down to using very believable yet surprising numbers about how the company was transformed, how the leadership came to embrace the idea and how the lives of the people working for this company were changed.  The story is a great idea about creating a process to equip your employees to achieve their goals and dreams BECAUSE  the work for you, not in spite of working for you.\n\nThe book is worth reading twice, or more.  In three hours (or less for you lucky readers) you can pick up some great ideas and energy for making a difference in the workplace. I was so excited after having read it that I went the next week to their Living The Dream event, a day long seminar that helps drive home the principles in the book.  Floyd Consulting leads the event. It was exciting and energizing to be in a room of people that shared the dream of helping people reach their dreams through their employment.  It was a great day.\n\nAt the event, I found out that the book was less a work of fiction than I originally thought.  It\'s based on actual events at real companies, but some things were changed to make it so the companies themselves did not become the focal point of the book.  I agree the Dream Manager process needs to be the point. Focus on the organizations would create an undue burden for those same businesses. The people behind the idea are committed to helping businesses improve employee engagement and improve top and bottom line results at the same time.\n\nWhen was the last time you thought deeply about your own dreams?  Have you made the progress you hoped you would on your dreams?  I am still trying to figure mine out. I was disappointed by the lack of clarity and focus around my own dreams. It\'s no wonder then that we\'re not on the road to achieving them.  Only when you begin to focus, identify, plan and work toward your dreams do they start becoming reality.\n\nDo you dream of helping others? The Dream Manager is a good way to start. Begin your dream pursuit anew.  If you haven\'t read the book, get a copy. Have you thought about your dreams? Leave a comment and help us with your ideas. Either way, the more you focus on your dreams, the greater the chances you\'ll achieve them. Let\'s live our lives on purpose.', 'Look What They Make You Give', '', 'publish', 'open', 'open', '', 'look-what-they-make-you-give', '', '', '2009-06-29 06:07:54', '2009-06-29 11:07:54', '', 0, 'http://leadchangegroup.com/?p=630', 0, 'post', '', 40),
(17793, 243, '2009-07-16 16:29:43', '2009-07-16 21:29:43', 'I just read a post by Nicole Williams at the Huffington Post entitled <em><a title=\"Five Lies You Should Tell Your Boss\" href=\"http://bit.ly/YERvt\" target=\"_blank\">Five Lies You Should Tell Your Boss</a>.</em> According to Nicole, the five times it\'s OK to lie are:\n<ol>\n	<li>When they ask what you\'re worth.</li>\n	<li>When they ask what your future plans are.</li>\n	<li>When they ask about your experience.</li>\n	<li>When they ask about your health.</li>\n	<li>When you\'re late.</li>\n</ol>\nThe underlying (pun intended) thread of the conversation relates to how it\'s acceptable to lie when it\'s in your best interest. Therefore, you can be the judge.  It may be in your best interest to pad your preferred pay.  It may be in your best interest to mislead them about your future plans, or your experience or your health if you think that may not be what they want to hear.  She is \"giving you permission to lie about\" these things when you feel it\'s in your best interest.\n\nThis brings up several interesting questions.  I\'d like to know your questions and responses below too.  The questions that come to mind for me are:\n<ol>\n	<li>Would you feel alright if your employer lied to you if they felt like it was in their best interest?  Whenever issues of integrity pop up, my standard of measurement is always the other party\'s perspective.  Would you appreciate it if your employer lied to you about how long they intended to employ you or how much they intended to pay you?</li>\n	<li>Would you follow a leader that lied to their leaders or followers in this manner?  Same idea, flip the situation and see if this were your ideal situation.</li>\n	<li>Would you prefer someone who knew the truth and hired you anyway?  If so, how will you ever know if you\'re working for someone like that unless you tell them the truth, even when it comes to why you missed an important meeting?</li>\n	<li>Is there an acceptable excuse for lying?  Her argument for allowing us to lie when we\'re late to a meeting suggests there are some excuses that are better than others.  Don\'t we all want team members that own their actions rather than blaming circumstances?  Which circumstances are acceptable, traffic, flight delay, sick child?  Why not take responsibility for your own actions and hope to find an employer that appreciated that?</li>\n</ol>\nI can\'t tell you that I have always told the truth.  I\'m often tempted to lie.  When someone lies, they do it because of fear.  I used to say the only acceptable lies are when someone asks you if they\'re pretty or thin.  But in reality, my own faults not excepted, there are no acceptable lies because a fear based life makes us selfish and empty.  It takes courage to tell the truth and our world needs courage more today than in recent memory.  So it\'s my plan to not lie, period.  I\'m not perfect, and there are times when I might even actually compromise, but my intention is to start things right or make it right.  I\'d like to live a fearless life and be a man of truth.  I\'m surely not going to plan to lie or accept the compromise with fear in my life.  I don\'t want to lie.\n\nFortunately, I\'m not the sheriff.  It\'s not my job to enforce that rule for anyone but myself.  However I hope that my friends, vendors, employees, employers, customers, and connections would see me as someone to whom they can tell the truth.  I hope that my friends know that my relationship with them is bigger than the consequences of whatever they may tell me that I don\'t want to know.\n\nWhat about you?  Do you think I\'m a lunatic?  Do you believe that the end justifies the means?  Please keep the comments clean, without insult or personal offense and I\'ll post them.  Would you rather someone had the courage to tell you the truth? Or would you rather have relationships based on uncertainty?', 'Can You Base Your Career On A Little White Lie?', '', 'publish', 'open', 'open', '', 'career-little-white-lie', '', '', '2009-07-16 16:29:43', '2009-07-16 21:29:43', '', 0, 'http://leadchangegroup.com/?p=737', 0, 'post', '', 100),
(17794, 243, '2009-08-06 18:30:57', '2009-08-06 23:30:57', 'Annually, The <a title=\"Willow Creek\" href=\"http://willowcreek.com/\" target=\"_self\">Willow Creek Association</a> puts on a <a title=\"Leadership Summit\" href=\"http://willowcreek.com/summit\" target=\"_self\">Leadership Summit</a> where some great minds in church and business leadership share ideas about leadership.  I attended several years ago and, while energized, I felt that the speakers challenged me to do things I was powerless to do.  As a layperson in the structured church, I feel my ability to make a difference is limited. I\'ve always felt that my greatest impact was to take my relationship with Christ into the workplace.  Many times I find church leaders teaching me how to organize the local church and lead Sunday school class.  I want what I believe and my relationship with Christ to make a difference in my life 7 days a week.  I\'m not perfect, but as a follower of Christ, I have nothing to lose so I\'m free to make a difference.\n\nSo I skipped the conference for the last few years.  This year, since I\'m officially in the leadership development business, I thought I needed to attend.  I wasn\'t excited about it but I was hopeful that with an open mind I could see what was going on and how I could help or participate.  Honestly, my expectations were not high.\n\nI must admit after the first day, I\'m rather blown away.  I heard Gary Hamel, author of <a title=\"The Future Of Management at Amazon.com\" href=\"http://www.amazon.com/gp/product/1422102505?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422102505\" target=\"_blank\">The Future Of Management</a> speak about leadership.  I was fully impressed by what he said, so much in fact that I took few notes.  The one quote I recorded was \"when you\'re in a rut, after a while it\'s easy to mistake the walls for the horizon.\" Thoroughly impressed, I\'ll be reviewing the book soon.\n\nI also was energized by Jessica Jackley of <a title=\"www.kiva.org\" href=\"http://www.kiva.org\" target=\"_blank\">Kiva</a>.  Her interview was encouraging and challenging.  It\'s exciting to listen to how someone identified a problem and then followed through on a solution.  They\'ve enabled anyone with an internet connection and $25 to make a difference against poverty in the world.  Check out the link.\n\nBut I was most challenged, convicted and inspired by Harvey Carey of Citadel of Faith Covenant Church in inner-city Detroit.  He began the talk warning the audience that he was like espresso, and that no one would be sleepy when he was done.  He equated the church with a football team that never left the huddle.  Then, he confronted everyone listening with the challenge of actually breaking the huddle and running the play; making a difference right where we are.  He talked about the things his congregation has done to make a positive difference in the community, with only one (now two) full time staff members.  He spoke about Ephesians 4 where the Bible says that God gives pastors and teachers and other gifts to the church to \"equip the members for the work of service.\"  Actions are everything and intentions are nothing, but as we\'ve discussed in <a title=\"Greater Than Yourself\" href=\"/true-leadership-greater-than-yourself/\" target=\"_self\">other posts</a>, we tend to judge ourselves by our intentions.\n\nThe reason for this post: I don\'t want to come away from today without changing.  So I thought I\'d share that with you.  Let\'s be people who commit to live differently tomorrow.  Let\'s lead by serving our world and making a difference.  Let\'s renounce the fear that causes us to hold on to our \"stuff\" and our position.  Instead, let\'s take advantage of our losses and our current situation to give us the courage to change.  Let\'s live tomorrow like we have nothing to lose.  We can\'t take any of this with us anyway.\n\nFor my friends and readers, please let me know what I can be doing to help you take action, right now. Don\'t wait. Don\'t think about what you \"should\" do. Just do it.  If you\'d like some help, please comment below on how I can help you.  But commit today to make a difference in your family, business, community or somewhere else in the world.  Let\'s help one another live like we have nothing to lose.  It\'s the only way to live.', 'Courage To Change', '', 'publish', 'open', 'open', '', 'courage-change', '', '', '2009-08-06 18:30:57', '2009-08-06 23:30:57', '', 0, 'http://leadchangegroup.com/?p=829', 0, 'post', '', 24),
(17795, 243, '2009-08-11 15:34:01', '2009-08-11 20:34:01', 'We\'ve been talking about how reflecting on past events is a tool to enable you to lead better in the future.  Reflecting on past experiences is an important part of self-developing your leadership skills.  While you can attendclasses to help you understand the steps of reflection, skillful reflection is only developed with practice.  Everyone processes their experiences.  Leadership skills grow when experiences are processed effectively.  Many times, leadership and relationship problems result from improper reflection.\n\nSo what should you avoid?  Well this isn\'t an exhaustive list, but it will get you started.\n<h3>Avoid Bias and Apply Objectivity</h3>\nMany times we judge the intentions of others as being the worst of our own. If you look honestly at your own experience you may have experienced this.  It\'s most common when you don\'t know or like some of the other people in the story.  In the book <a title=\"In a Pit with a Lion on a Snowy Day by Mark Batterson\" href=\"http://www.amazon.com/gp/product/1590527151?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1590527151\" target=\"_self\">In A Pit With A Lion On A Snowy Day</a>, Mark Batterson quoted another book, <a title=\"Learned Optimism by Martin Seligman\" href=\"http://www.amazon.com/gp/product/1400078393?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1400078393\" target=\"_self\">Learned Optimism</a>.  Dr. Martin Seligman said that we all have what he calls an \"explanatory style.\"  This is how we process experiences.  For example, assume you\'re waiting to meet a friend for dinner at a nice restaurant.  They\'re 45 minutes late.  You might wonder if something\'s happened to them.  You may figure they are arrogant or forgetful and just stood you up.  You may be afraid and think they were in an accident.  Your explanatory style sets the tone for how you process events in your life.  As Batterson said in the book; \"while you can\'t control your experiences, you can control your explanations.\"  You decide how you will carry that memory around the rest of your life.\n\nNow apply this to a work experience.  Leaders must be objective and consider several explanations for a particular event in order to process it fully.  As an example, I once worked with a supervisor who would be vague about their direction or description of the features of our product.  Since I was new to the industry, I misunderstood the feature or how it worked.  As the sales person, I would end up enrolling a customer who wanted something we didn\'t have.  Because I never got any commission on anything I sold for this company (which is the other reason why I left), I had nothing to gain by doing this.  Yet I was perceived as someone who sold things we didn\'t have.  Being new, I didn\'t know all the right questions to ask.  When I thought I knew, I went and sold the product.  But then I was either wrong, or I was helpless, having to continually return and ask for more information.  The whole experience was very frustrating.  Every time it happened, I felt like such a jackass that I used to tell my wife, \"Well, so-and-so put a brass-plated set of donkey ears on me again.\"\n\nReflecting on that experience has provided a number of stories and lessons in leadership.  Three quick ones jump to mind:\n<ol>\n	<li>Leaders get better results by equiping their people to succeed.</li>\n	<li>Leaders must apply honorable motives to their assumptions about their associates. Otherwise why associate with them?</li>\n	<li>The receiver cannot be totally to blame for misunderstanding the message.</li>\n</ol>\nWhen you\'re reflecting, evaluate several explanations for the reasons why something happened.  If you just settle on one, you\'ll lose perspective.  Your reflection needs to consider several different possibilities and then the experience has that many more applications.\n<h3>Avoid Blame</h3>\nWhile this is similar to the above section, let\'s continue with the same story.  If I focused on what I didn\'t like and blamed my supervisor I run the risk of wasting the experience.  I should blame my supervisor for his actions.  But if that\'s all I do, I\'m the loser.  When you\'re processing an experience like this, make sure you don\'t blame others for the consequences.\n\nThe past is the past.  The consequences that resulted from the event are yours now.  You can\'t anything about what happened to you but make sure you don\'t get back in the same line again or that you don\'t do it to someone else.  All of your lessons need to be about your behavior.  What would you do differently if you were in the same position?  What would you do differently if you were the other person?  Focus on what you would do differently.  This focus on yourself helps you keep from becoming bitter, and it helps you apply constructive thought processes to similar events in the future.\n\nAn additional benefit arises when you encounter someone else in the same position situation.  Now your advice can be what you would do in the same place.  You\'re not telling them what to do, but you are telling them what you would consider and what you would do.  Your friend remains free to act and you\'re not managing or supervising them; you\'re simply advising.\n<h3>Avoid over-reflection or under-reflection</h3>\nBalance in reflection is an art.  It\'s difficult to know how much or how little to re-process past events.  However, there are some questions you can ask to tell if you are too focused or not-focused-enough on the past.\n<ol>\n	<li>Do past events cause you to fear something in the future or worry about it?  \"Oh, I\'m never going to do THAT again!\" When reflecting on past events, it is important to take away all the lessons you can, but never let that to force you to fear or worry about the future.  When you get anxious, you never perform as well as you would otherwise.  Many people, afraid of failing, choke.  They call it choking because that\'s what you do.  Anxiety causes you to choke or constrict your movements.</li>\n	<li>Do past events cause you guilt?  Real guilt is productive.  If you\'ve done something wrong, go apologize and make it right.  If your guilt paralyzes you or you meditate about what you should have done differently but you\'re powerless to do anything now, that guilt is a waste of time and a distraction.  Any reflection that freezes you in the past is a dead end.</li>\n	<li>Do past events just seem too painful so you avoid them?  Do you catch yourself forgetting things that others remember?  Sometimes you build defenses against painful memories.</li>\n</ol>\nIf you tend to worry or guilt, may I suggest a \"diet of the mind\" as John Nash said in A Beautiful Mind.  Refuse to indulge your mind of those \"certain appetites.\"  Focus on finding the productive nuggets and moving forward.  Over time reflecting on the same issues will induce less worry or guilt.  Under-reflection can be handled by asking someone to give you some feedback on how you\'re processing the events.\n\nWhat are your experiences with reflection?  Have you found it useful?  Can you suggest other things that must be avoided or good ways to take advantage of time reflecting?  I\'d love to hear from you.\n<h6></h6>', 'Three Tips For Cautious Reflection', '', 'publish', 'open', 'open', '', 'three-tips-cautious-reflection', '', '', '2009-08-11 15:34:01', '2009-08-11 20:34:01', '', 0, 'http://leadchangegroup.com/?p=836', 0, 'post', '', 8),
(17796, 243, '2009-08-24 11:45:15', '2009-08-24 16:45:15', '<script type=\"text/javascript\"></script>\n\nHave you ever noticed that some people seem to get more done and have more life than everyone else?  You seem to notice them everywhere doing everything.  They seem to complete two lifetimes while you\'re fighting just to get your kids to school.  Why do they seem to have more energy or accomplish far more than everyone else?  What\'s their secret? What makes them different?<!--more-->\n<h2>Time is the great equalizer</h2>\nEven though some people seem to have an extra allotment of time, we all get the same amount.  It doesn\'t matter how rich or poor you are.  You can\'t really buy more of it.  You can\'t save it and you can\'t stop it.  No matter what, time marches on.  Time is what it is.  So more time isn\'t the differentiator.\n<h2>Resources</h2>\nMoney or resources can\'t be the differentiator either.  Too many poor people qualify as over-achievers, and we all know stories of how people with resources never seem to accomplish anything.  Think of all of the resources wasted in America alone.  Many a poor person became rich after they achieved; many a rich person became poor without accomplishing anything.\n\nSince time is fixed and money doesn\'t seem to make the difference, what distinguishes over-achievers from the rest of us?\n<h2>The Keys</h2>\nThe key elements of strengths seem to be energy, talent, and passion. I call the combination of these three things your strengths. So think about what you consider your strengths to be.  Are those the areas where you devote your energy?  Do you have a natural talent in those areas? Are you passionate about that strength or activity?\n\nOr,flip it around.  How are you spending your time?\n<ul>\n	<li>Are you energized by what you’re doing?</li>\n	<li>Do you have a natural talent for it?</li>\n	<li>Are you passionate about it?</li>\n</ul>\nYou’ll know you’re in an area of strength when you can answer yes to all three.  Anything short of that is less than best.  How do your strengths measure up?\n<h2>Are you using your strengths to your advantage?</h2>\n<h6></h6>', 'Elements of Strength', '', 'publish', 'open', 'open', '', 'elements-strength', '', '', '2009-08-24 11:45:15', '2009-08-24 16:45:15', '', 0, 'http://leadchangegroup.com/?p=847', 0, 'post', '', 24),
(17797, 243, '2009-08-27 17:30:12', '2009-08-27 22:30:12', 'As we mentioned in our <a title=\"Lead Change Blog Elements of Strengths\" href=\"/elements-strength\" target=\"_self\">previous post</a>, some people seem to have more energy for a particular task or type of activity than the rest of us.\n\nYou know the type - they show up early, don\'t need caffeine or energy drinks.  They seem to always be up, ready for action.  For them energy is quickly and easily renewed.  We\'re that way too when we\'re operating in our areas of greatest <em>strength.</em> Our strengths are those activities that give us energy, employ our natural talents, and engage us at our passion.\n\nI\'m sure you\'ve noticed that in some of your friends.  Don\'t you have friends that seem to be able to<!--more--> talk on the phone all the  time or work on the computer (or their car) all the time without tiring?  They focus on one activity to the exclusion of anything else.  They\'re engaging an area of strength.\n\nYour core strengths energize you. In fact, we are all energized or drained to some degree by our activities, projects or the people we’re with.\n<h2>Servants By Design</h2>\nSome years back I took a personality evaluation called Servants By Design [1] offered by an organization called <a href=\"http://www.youruniquedesign.com\">Your Unique Design</a>.  It\'s based on Christian ideas about how we are created and what is natural to all of us.  It was the first tool I ever encountered that explained different ways we are energized or drained.\n\nThe tool has three sections describing your passions, interests and strengths in several different ways.  Those three sections are:\n<ul>\n	<li>Your Personality</li>\n	<li>Your Design At Work</li>\n	<li>Your Life Tips</li>\n</ul>\nThis post will discuss a part of the section <strong>Your Design At Work</strong> focusing directly on your strengths.  This presentation of strengths is different than many of the other strengths tools I\'ve used.  The authors group activities into subjects.\n<h2>Subject Matter</h2>\nThe subject matter groups are:\n<ul>\n	<li>Data</li>\n	<li>People</li>\n	<li>Things</li>\n</ul>\nThe tool lists six to twelve activities under each subject group. Some examples of the different activities that belong to each group are shown in this table:\n<table border=\"1\">\n<tbody>\n<tr>\n<th>Data</th>\n<th>People</th>\n<th>Things</th>\n</tr>\n<tr>\n<th></th>\n<th></th>\n<th></th>\n</tr>\n<tr style=\"text-align: center;\">\n<td>Synthesizing and Theorizing</td>\n<td>Mentoring, Advising</td>\n<td>Calibrating or Designing</td>\n</tr>\n<tr>\n<td style=\"text-align: center;\">Comparing and Checking</td>\n<td style=\"text-align: center;\">Serving and Attending</td>\n<td style=\"text-align: center;\">Manipulating or Forming</td>\n</tr>\n<tr>\n<td style=\"text-align: center;\">Compiling and Reporting</td>\n<td style=\"text-align: center;\">Instructing, Teaching</td>\n<td style=\"text-align: center;\">Driving or Operating</td>\n</tr>\n</tbody>\n</table>\nThere are others, but you get the idea.\n\nOf course they also color code the results as well with<span style=\"color: #339966;\"> GREEN </span>for highly energized, <span style=\"color: #ffff00;\"><span style=\"color: #e9dd15;\">YELLOW</span> </span> for neutral and <span style=\"color: #ff0000;\">RED</span> for, well you know - red.\n\nThis section of the report helps to identify the activities (and as a result, the subject group) that energizes you, does nothing for you, or brings you down.  For example, I\'m energized by teaching, training and cooperative decision-making; all activities involving people.  I\'m also energized by theorizing and synthesizing, which are data-related.  I only had one yellow and everything dealing with things showed up bright red on my chart.  I\'m not much for fixing or building or operating.  I like things to work out of the box.  The point: you are energized by activities that fit into some mix of the subjects - data, people or things.  Staying in your energizing subject areas, doing your energizing activities enables you to effortlessly accomplish more.  When in this \"zone\" you seem to do more than others who are drained by the same activity.\n<h2>Get in the Groove</h2>\nFollow the <span style=\"color: #339966;\">Green</span> to find your groove, be it people, data or things.  That groove provides you energy and helps you achieve more.  For me, energy comes from people, data is neutral and I need things to do their thing so I don\'t have to.  I\'m a people person who can go to data in a pinch, but seldom things. I get energy from relating to people.  As you think about what energizes you, you\'ll start to identify your areas of greatest strength.\n<h2>What energizes you?</h2>\nCheck out <a href=\"http://www.youruniquedesign.com\">Your Unique Design</a>.  Or just take a few minutes and begin to think carefully about those activities that you never seem to tire doing.  Jot them down. Ask your spouse or some friends for confirmation.  In our next post, we examine your natural talents.\n\n<hr size=\"1\" />\n\n<a href=\"#_ftnref1\">[1]</a> Servants By Design is a service offered by Your Unique Design (<a href=\"http://www.youruniquedesign.com/\">www.youruniquedesign.com</a>) © 2007 by Fellowship Associates.\n\n<hr size=\"1\" />', 'Strengths: Element 1 = Energy', '', 'publish', 'open', 'open', '', 'strengths-element-1-energy', '', '', '2009-08-27 17:30:12', '2009-08-27 22:30:12', '', 0, 'http://leadchangegroup.com/?p=860', 0, 'post', '', 0),
(17798, 243, '2009-09-01 07:17:24', '2009-09-01 12:17:24', '<script type=\"text/javascript\"></script>\n\nEveryone is “<strong><em>a natural</em></strong>” at something.  Think about it.  I\'m sure you know someone who is naturally gifted, endowed with more of a particular talent.   If you’re like me, sometimes you get tempted to envy them.  But you’re a natural at some things, too! In <em><a title=\"Strengths Finder on Amazon\" href=\"http://www.amazon.com/gp/product/159562015X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159562015X\" target=\"_blank\">Strengths Finder</a> </em><em>2.0</em> [1]  Tom Rath used the 34 \"themes\" of strength that were identified by years of research done by the Gallup organization for the book <a href=\"http://gmj.gallup.com/content/1147/now-discover-your-strengths-book-center.aspx\"><em>Now Discover Your Strengths</em></a>.  Gallup surveyed over 100,000 people on their strengths and passions, and in their first book they identified and described the top 34.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/07/Strengths-Finder.jpg\"><img class=\"alignright size-full wp-image-719\" title=\"Strengths Finder\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/07/Strengths-Finder.jpg\" alt=\"\" width=\"113\" height=\"160\" /></a>Rath expanded the results to create ideas for action to help people spend more of their time working in the area of their greatest strengths.  The evidence described in the book explained that when a person\'s boss ignored them, there was a 40% chance they would disengage in their job. <!--more--> If their supervisor focused on their weaknesses, the chance of disengagement dropped to 22%.  However, if their leaders focused on their strengths, those things that make them come alive, the chances of them becoming disengaged dropped to 1%!  In fact, two thirds of people surveyed said they were disengaged at work because their job provided little chance of doing what they did best.\n<h2>Strengths Or Talents</h2>\nThe 34 themes identified are what the author called strengths, which is why the author chose that name for the book and the study.  But a pattern to the themes exists that explains why I call them talents.  First, the themes don\'t seem to be very exclusive.  Second, the author suggests you can improve your strengths, but many of them are really things that come naturally or activities that you seem to have an inherent penchant for.  Rather than improving in those areas, the suggestions lean toward how to spend more time <em>in</em> your area of strength rather than how to improve your performance <em>of </em> that strength.\n\nIn fact, that\'s where I make the distinction between talents and strengths.  This series asserts that a strength is something for which you have energy, ability, and passion.  An activity you have a natural ability for is a talent.  In Buckingham\'s Now Discover Your Strengths, they explain that:\n<blockquote>\"Great managers... define talent as a \'recurring pattern of thought feeling or behavior that can be productively applied.\' The emphasis here is on the word \'recurring.\' Your talents, they say, are behaviors you find yourself doing often.\"</blockquote>\nGallup and Tom Rath seem to overlap Talent and Strengths to a significant degree as well.  They note that talent is more finite and a multiplier of strength.  Your patterns help identify your natural abilities.  (I agree the lines here between strengths, talents and themes begin to fade.)  Remember we said the formula for strength was:\n<blockquote>Strength = Energy X Talent X Passion</blockquote>\nSo back to <em><a title=\"Strengths Finder on Amazon\" href=\"http://www.amazon.com/gp/product/159562015X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159562015X\" target=\"_blank\">Strengths Finder</a></em> 2.0.  The system identifies your top 5 strengths, but many are just the behaviors you find yourself doing often.  The overall process, at least for me, was insightful.  The report identified my strengths as WOO (Winning Others Over), Individualization, Ideation, Activator, and Communication.  Other strengths listed include:\n<ul>\n	<li>Developer</li>\n	<li>Belief</li>\n	<li>Responsibility</li>\n	<li>Empathy</li>\n	<li>Harmony</li>\n	<li>Strategic</li>\n	<li>Maximizer</li>\n</ul>\nI appreciate the report for a two reasons.  First, I never valued Individualization.  I was so glad to see it on the report -- and on my report!  I believe there is an ideal place for everyone.  I\'ve always like this quote by Erwin McManus:\n<blockquote>I see everyone as pre-great. - Erwin McManus <span style=\"color: #000000;\">[2]</span></blockquote>\nI believe that with the right motivation, anyone can become a high-achiever.  I think that\'s a common characteristic of leaders: they see people as pre-great.  They optimistically look forward to the best from everyone.  I was blown away when I read the description for Individualization, those terms were in there!  I\'m not suggesting this is a good or bad ability, it\'s just mine.  I never saw that ability as a strength or a talent on any previous evaluation.\n\nThe second reason I appreciate the Strengths Finder 2.0 report is for how it revealed a talent I didn\'t want to see.  I wouldn\'t have chosen WOO as a talent.  After reading the description, it was a bit less painful and I am learning to appreciate it  more as time goes on.  But for each of the behaviors, the author points out the best uses of the talent as well as the behaviors to protect against.\n<h2>Who Are You?</h2>\nThe results provide insight into you, if you’ll allow it.  My five themes are behaviors I seem to repeat with little effort and much success.  That\'s why I explain this tool in my discussion on talents.\n\nWhy not get a better idea of what you do well through an objective analysis that only takes a half hour and the time to purchase the book?  In less than an hour, you can learn a lot about you: what you like, don\'t like and get some insight into what makes you tick.  One or two more hours and you can do this with your entire team.  There\'s even a section in each theme\'s chapter that explains the challenges and best ways to work with someone with the themes you don\'t have.\n<h2></h2>\nThe activity informs and challenges.  It will provide your team or company with a common language for team interaction as well as more depth in your relationships and projects.\n\nSo, now that you’ve considered your natural talents, do any of them overlap with your energizing activities from our previous post?  If so, you’re starting to see a trend.  Begin to focus on those overlapping activities and get ready as we add the passion element in the\n\nNext Post: Passion: The Secret Ingredient\n\nThink about your recurring activities and behaviors. Those that energize you are a key to your core strengths. When you add Passion to the equation, you\'ve identified the key to your strength.\n\nWhat are your talents?  Have you ever considered your talents a key part of your strength as a leader?\n\n<hr size=\"1\" />\n\n[1] Strengths Finder 2.0 by Tom Rath © 2007 by The Gallup Organization\n\n[2] Wide Awake by Erwin McManus © 2008 by Erwin Raphael McManus\n\n<hr size=\"1\" />', 'The Natural - Your Talents Point To Your Strengths', '', 'publish', 'open', 'open', '', 'natural-talents-point-to-strengths', '', '', '2009-09-01 07:17:24', '2009-09-01 12:17:24', '', 0, 'http://leadchangegroup.com/?p=868', 0, 'post', '', 24),
(17799, 243, '2009-09-10 14:01:28', '2009-09-10 19:01:28', '<script type=\"text/javascript\"></script>\n\nThis is part 4 of the series on Strengths.  We talked about how your strengths can be identified by three questions:\n<ol>\n	<li>Energy - What energizes you?</li>\n	<li><a title=\"The Natural - Talents Point To Strengths\" href=\"/natural-talents-point-to-strengths\" target=\"_self\">Talent</a> - What gifting or abilities do you have?</li>\n	<li>Passion - About what do you truly care?</li>\n</ol>\n<h2>How strong is your passion?</h2>\nThere are things about us that no one else knows.  There are places inside us where thoughts and actions happen.  Beliefs appear and disappear.  Some of this is influenced by outside forces -- just look at the prevailing opinions about smoking in the last generation.  People used to think smoking was cool.  Old movies are filled with cool stars lighting up cigarettes.  So prevailing opinion has an input into the inner convictions we have.<!--more-->\n\nBut I also contend that there are convictions built into each of us.  As C.S. Lewis pointed out in <em>Mere Christianity<a href=\"#_ftn1\"><strong>[1]</strong></a></em> , we would think there was nothing wrong with someone taking a seat in a movie theatre; unless of course someone else had just vacated that seat for a moment.  When we see one person taking advantage of another less fortunate or helpless person or animal, natural feelings are aroused.  As a Christian, I believe our creator built some of our concerns and passions into us.\n<h2>Regardless, they exist.</h2>\nSo your convictions can come from your environment or within.  But how we engage those convictions deep within us makes a difference in our ability to achieve goals.  Convictions influence (or even direct) our ability to do the work necessary to succeed at just about anything.  In fact, the more difficult the achievement, the more likely the person with the clearest convictions will complete the assignment.  Your passion is the energy with which you work toward your convictions.\n\nYour passions drive you.\n<h2>Passion Turbo-charges You</h2>\nAn engine with a turbo has an extra <em>kick</em> when required.  When the turbo kicks in, you get another gear.  You begin to move ahead faster than you would otherwise.  If you keep it engaged too long, you get a ticket, burn up, or crash.  The same is true for your passions.  When your emotional energy fuses with your actions, you find another gear.  But the emotions need to be applied in a healthy way.  Anger at a circumstance is good; too much anger or anger directed at individuals can produce negative results quickly.  Your passions, properly directed and controlled are a powerful weapon.  Passion improperly applied is deadly.\n<h2>So how do you control your passions?</h2>\nYour passions are energy applied to your values, or what\'s important to you.  How you nurture and feed those passions determines whether they produce positive or negative results.\n\n&nbsp;\n\nFor now, think about what is important to you.  What are you \"<em>for\"? </em>You need to be \"for\" something.  Often when leading a team at work and someone would start a question to me with a phrase like, \"I need to ask you about testing...\".  My typical response is to say \"We\'re <em>for</em> it.\"  Do you know what you\'re <em>for</em> or <em>against</em>? As you clarify the things you\'re <em>\"for\" </em>you can make sure your passions aren\'t misdirected.  Focus your passion on the most important issues.  Don\'t waste your energy on things of little consequence.  Find the loftiest things you\'re <em>\"for\" </em>and engage your passion, along with your talent and energy.  You will have fully engaged your strengths.\n<h2>Do you know what you\'re <em>for </em>or <em>against</em>?</h2>\nWe\'re not talking about a sports franchise or a political party.  What issues are you <em>for</em>?  What types of behavior are you <em>for</em>?  Focus on your <em>for</em>\'s because those put you on offense.  We don\'t want you to be offensive; that\'s not the point.  When you\'re <em>for</em> something, you create, you build, you achieve.  When you\'re against something you go on defense and you\'re less likely to create.  You might tend to defend <em>against</em> something rather than fight <em>for</em> something.  To be an achiever, you must know what you\'re <em>for</em>.  It\'s that simple.\n<h2>So what?</h2>\nIdentify the talents you have that energize you.  Are you passionate about any of them?  Could you be?  Please let me know if I can help you identify your passions and how you can engage those passions to make you a better leader.  The world needs engaged leaders, passionate about their efforts.  Will you be one?\n\n<hr size=\"1\" />\n\n<a href=\"#_ftnref1\">[1]</a> Mere Christianity by C. S. Lewis\n\n<hr size=\"1\" />', 'Passion: Turbo-charged Talent', '', 'publish', 'open', 'open', '', 'passion-turbo-charged-talent', '', '', '2009-09-10 14:01:28', '2009-09-10 19:01:28', '', 0, 'http://leadchangegroup.com/?p=875', 0, 'post', '', 8),
(17800, 243, '2009-09-17 10:00:53', '2009-09-17 15:00:53', '<script type=\"text/javascript\"></script>\n\nOver the past couple of weeks we\'ve been talking about strengths.  This is the final post in a 5-part evaluation of Strengths. Strengths are the combination of Energy, Talents and Passions. But strengths without achievement are nothing.  Achievement, significant, material, long lasting, world-changing achievements seem to always result from the application of strengths.\n\nTherefore I suggest the following formula for achievement:<!--more-->\n<h2>Achievement = Focus X Time X Strengths</h2>\n<h2>Strengths = Energy X Talents X Passion</h2>\nHigh achievers seem to accomplish more because they get more out of their time and resources.  They eliminate, remove or minimize distractions (focus) and they do so using their resources of time, money, connections and influence.  Resources are a factor in achievement; but only one factor.  Lack of resources can be overcome by greater focus or the multipliers that make up our strengths.  In the same way, abundant resources are no guarantee of achievement.  Resources are almost nothing unless directed toward our strengths and away from our weaknesses.\n\nAll of this takes on significant depth and complexity when you multiply each factor by the number of people on your team.  Even a small team creates enormous complexity in this process because of the number, scope and relationships of the variables involved.  Successful teams are both rare and enjoyable because of the scope, range and number of combinations and interactions between different strengths.  Each individual\'s strengths (energy, talents and passion) multiply the other factors in the overall results.  A single negative value or weak link can make the team a tremendous failure.\n\nAlso, many times the obstacles and the opposition become more complex as well.  When everything clicks, it\'s a symphony.  If you think back to your greatest achievements, I think you\'ll find that they point the way to your strengths; those things that are important to you (passion), you do well (talents) and energize you.  And many of those may have happened when you were part of a team.  Great achievements result from engaged team members bringing energy, talents and passion together with relentless focus and adequate resources.\n<h2>Now what?</h2>\nSo now that you’ve identified your strengths, how will they play out?  What type of difference can you make as you concentrate your time working in your areas of greatest strength?\n\n<hr size=\"1\" />\n\n<h2>How will you create your symphony?</h2>', 'Strengths - Energy, Talents and Passions', '', 'publish', 'open', 'open', '', 'strengths-energy-talents-passions', '', '', '2009-09-17 10:00:53', '2009-09-17 15:00:53', '', 0, 'http://leadchangegroup.com/?p=883', 0, 'post', '', 4),
(17801, 243, '2009-11-09 07:53:03', '2009-11-09 12:53:03', 'I just disabled Windows Update for some of my “important” security updates.  It’s a lengthy story; but the whole ordeal drove home some important leadership lessons. Let’s discuss the lesson first and provide details for the interested later.\n\nCan you recall ever feeling helpless? There\'s nothing more frustrating than knowing that you can\'t accomplish what you want. The feeling, “You can’t get there from here.”\n\nAs an owner or manager of an organization you come to understand that your associates and employees fall into two categories: those that want to do something for the success of the organization and those that want to do something for themselves.  <!--more-->Everyone wants to do something.  The real question for management is, to what end?\n<h2><strong>Results Expose Motives</strong></h2>\nWhen your people consistently fail to perform in line with organizational goals or meet expectations; examine their motives.  People who consistently seem to refuse constructive feedback, resist engagement, and avoid correction over time must be deemed to either be operating for themselves or is incapable of the task.  Look at the trend.\n\nOnce you begin to evaluate motivation, begin to address the problem constructively. People who consistently fail to adopt the organization\'s shared values and goals need to be given an opportunity to search for an organization whose values and goals they can adopt.  People who seem to consistently be unable to complete the task may need to search for a new place too. That decision, however, must arise from an objective assessment of the effort to get them up to par or better.\n<h2>Adequate?</h2>\nNetflix posted a <a title=\"Netflix Culture on Slideshare\" href=\"http://www.slideshare.net/reed2001/culture-1798664\" target=\"_self\">slide presentation</a> which contained the idea,” adequate performance gets a generous severance package.\"  They decided that \"adequate\" is something to be tolerated, and they choose not to tolerate it.  If you choose to tolerate adequate performance, eventually it will be seen as an endorsement.  The longer you endorse \"adequate\" performance, you risk increasing above-adequate performers\' hopelessness and futility.\n\nOnce you’ve determined than an individual wants to achieve and excel at organization-focused goals, you become a coach or a guide. They might attempt to achieve objectives that, in actuality, do not line up with the organization\'s true goals.  When the person or group\'s activities don\'t line up, but you believe their motives to be good, then you simply need to educate, communicate, train and encourage in order to help them improve their work efforts and, therefore, become more productive.\n\nWhen stymied by their inability to achieve goals, your teammates need your assistance. Frustration is a vicious circle.  It originates from an inability to accomplish, but it causes energy to be wasted.  Help your team direct their energy and find the open path to constructive output.  They may a need some guidance, additional resources, obstacle removal or just some encouragement to stick with it.  As their leader, make their energy productive. Everyone wins when a properly motivated team member becomes as productive as possible.\n\nToday, please do whatever you can to guide your team\'s energy toward shared values and goals. That frees you to creatively equip, resource, encourage and applaud.\n\nAnything less results in futility.', 'Futility', '', 'publish', 'open', 'open', '', 'futility', '', '', '2009-11-09 07:53:03', '2009-11-09 12:53:03', '', 0, 'http://leadchangegroup.com/?p=1102', 0, 'post', '', 20);
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(17802, 243, '2009-11-19 07:13:11', '2009-11-19 12:13:11', 'In a previous post on <a title=\"6 Facets of the Servant Leadership Diamond\" href=\"/6-facets-servant-leadership-diamond/\" target=\"_self\">servant leadership</a>, we said <em>\"Servant leaders serve people in pursuit of a goal.\"</em> In <a title=\"Tribal Leadership on Amazon.com\" href=\"http://www.amazon.com/gp/product/0061251305?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0061251305\" target=\"_self\">Tribal Leadership</a>, authors Dave Logan, John King, Halee Fischer-Wright wrote about the 5 different stages of tribes.  The highest stages of tribal life form around a common purpose. (My review is <a title=\"Tribal Leadership on Lead Change Blog\" href=\"/tribal-leadership/\" target=\"_self\">here</a>.)\n\nYou may have thought of several examples of servant leaders and tribal leaders as you were reading those posts.  Several came to my mind, too.  But my wife Vicky (<a title=\"Follow Vicky Henry on Twitter\" href=\"http://twitter.com/vhenry\" target=\"_self\">@VHenry</a>) suggested a great example from television right now.<!--more-->\n\nAre you familiar with this AT&amp;T Wireless commercial about the girl looking for her lost dog?\n<iframe title=\"YouTube video player\" width=\"620\" height=\"379\" src=\"http://www.youtube.com/embed/THWyMNsm1SY\" frameborder=\"0\" allowfullscreen></iframe>\n\nOne person saw a need and mobilized a tribe to help a girl find her lost dog.  It\'s one of those compelling stories that AT&amp;T Wireless uses to show the benefits of the telecommunications network they have built and sell.  However, this article is about servant leaders and tribes, networks of people.\n<h2>Leaders initiate.</h2>\nLeaders don\'t always initiate, but when you initiate, you\'re a leader.\n<h2>Networks matter.</h2>\nThe call went out to the network of friends connected through the contacts of one person\'s cell phone.  You can\'t build a network or a tribe when you need it.  There is never time. Invest in people and relationships and care for them simply because people are important.  One day your tribe will make a difference, but you must build a network before you see the need.  Reach out, connect, invest in people. Be a friend and then you will have friends.\n<h2>Leaders submit.</h2>\nThe individuals in the tribe self-organized.  If they had all been \"in-charge\" the dog would still be lost.  They chose to participate, chose their role, self-organized and took action based on the need.  When the need or the vision is clear, people will self organize. They just need enough information about the problem, constraints, and resources.  High-performing networks require little control.  In fact, they may even resist it.\n<h2>Leaders contribute</h2>\nThe initial leader\'s tribe (network) provided the resources for the project.  Their structure, or infrastructure (cellphones), enabled the effort.  Once they shared the vision, they contributed their assets (time, energy, and telephones) in pursuit of one shared goal.\n<h2>Summary</h2>\nGranted, this is a commercial and the person who initiated the project happened to call one very connected college basketball star.  So? The principles remain. Servant leaders serve people in pursuit of a goal.  We are naturally drawn to them because they equip us as free moral agents to contribute, produce value, create meaning. Networks of servant leaders can change the world, or find a lost dog.\n\nHow\'s your tribe?  The strength and stage of your tribe is a reflection of your leadership.  Think about it.', 'Servant Leaders and the Tribe', '', 'publish', 'open', 'open', '', 'servant-leaders-tribe', '', '', '2009-11-19 07:13:11', '2009-11-19 12:13:11', '', 0, 'http://leadchangegroup.com/?p=1162', 0, 'post', '', 28),
(17803, 243, '2009-12-02 08:29:42', '2009-12-02 13:29:42', 'Becky Robinson (<a title=\"@LeaderTalk on Twitter\" href=\"http://twitter.com/leadertalk\" target=\"_self\">@LeaderTalk</a>) published a blog entry today on the <a title=\"Mountain State University\'s LeaderTalk Blog\" href=\"http://mountainstate.typepad.com/leadership/\" target=\"_self\">Mountain State University LeaderTalk Blog</a> titled <a title=\"Creating Community on LeaderTalk\" href=\"http://mountainstate.typepad.com/leadership/2009/12/creating-community.html\" target=\"_self\">Creating Community</a>. It\'s a concise introduction and overview of the process of creating community.\n\nIn the introduction, she said \"it\'s not automatic that where people gather, there will be community.\" Her point is that purpose and intentionality are required to create community.  She went on to make 4 points about the process:\n<ol>\n	<li>Leaders foster shared relationships</li>\n	<li>Leaders initiate shared experiences</li>\n	<li>Leaders cultivate shared goals and purpose</li>\n	<li>Leaders celebrate shared achievement</li>\n</ol>\nPlease go <a title=\"Creating Community on LeaderTalk\" href=\"http://mountainstate.typepad.com/leadership/2009/12/creating-community.html\" target=\"_self\">read her post</a>.  Then, think about how you can cultivate the shared goals and purpose.  I\'m currently developing a series on vision and our group is about to host a webinar with David Porter of Bulls Eye Leadership titled Company to Community December 16. about how to help your company become a community.  Shared relationships, experiences and achievement center on shared purpose. Relationships formed around a shared goal or purpose take on new life as everyone seeks the relationships and leverage to achieve the goal.  The clearer the shared purpose, the easier it is to establish the relationships, engage in the experiences and enjoy the achievement.\n\nAll of the factors Becky mentions are necessary for community.  Cultivate a shared goal or purpose and cement the relationships, experiences and achievement.', 'Leadership and Community', '', 'publish', 'open', 'open', '', 'leadership-and-community', '', '', '2009-12-02 08:29:42', '2009-12-02 13:29:42', '', 0, 'http://www.leadchangegroup.com/?p=1197', 0, 'post', '', 0),
(17804, 243, '2009-12-02 13:44:01', '2009-12-02 18:44:01', 'The <em><strong>December 2009</strong></em> Leadership Conference Call for the Lead Change Group will be a webinar on the topic of <em><strong>Company to Community</strong></em>.  David Porter of Bulls Eye Leadership (www.bullseyeleadership.com) will be our presenter.\n\n<strong>Company To Community</strong>\n<strong>Wednesday, December 16, 2009 </strong>\n<strong>5:00 PM - 6:00 PM Eastern</strong>\n<h2>Company To Community</h2>\nThe days of the hierarchy are dead (or at least dying). The generation in the workforce today does not want to climb the ladder; they want to be part of something greater than themselves. \"Companies\" exist separate from those who do the work. \"Communities\" embrace those who do the work and strive to facilitate an environment in which to deliver their very best.<!--more-->\n\nCompany to Community explores the radical change of heart and mind necessary to traverse the path to community. More importantly, it reveals why making the trek is worth it to those on your team as well as you as a leader.\n\nCompany to Community is a powerful paradigm shift that will enhance environment, create world class customer experiences and produce greater financial efficiency in the organization.\n<h2>David Porter</h2>\n&nbsp;\n\nDavid Porter (@BullsEyeLeader) is the President/Chief Creative Officer of BullsEye Leadership™. David has been helping business owners and managers with leadership issues for nearly two decades. Through coaching, consulting and educational resources, David helps leaders get extraordinary results by developing their skills at devising and implementing proactive, preventive and people-centric leadership in their areas of responsibility. As David says it, he helps leaders “find their target and hit their BullsEye.”\n\nYou can find out a lot more about David at http://www.bullseyeleadership.com or wait, just join us on the call. Please register for <a title=\"Company to Community December Leadership Call\" href=\"https://www1.gotomeeting.com/register/890844809\" target=\"_self\">Company To Community the December Call of the Lead Change Group</a>. A recording will be made available a day or so after the call (technology accommodating).\n\n&nbsp;', 'Company to Community', '', 'publish', 'open', 'open', '', 'company-community', '', '', '2009-12-02 13:44:01', '2009-12-02 18:44:01', '', 0, 'http://www.leadchangegroup.com/?p=1200', 0, 'post', '', 0),
(17805, 243, '2009-12-14 08:00:00', '2009-12-14 13:00:00', 'In America, our founding fathers built and shared a great vision that people could govern themselves.  The vision was very complex as was the government that they established. Their great vision marked-out their greatness both individually and as a group.\n<h2>Do you have a great vision?</h2>\nIf you\'re a leader, you probably do.  Even if you\'re not currently \"in the lead,\" the existence of a vision provides some evidence of your ability to lead.\n<h2>Youth Inspired Dreams</h2>\nWhen you were young, you were not afraid to talk about your dreams and your ideas about the future. \"I\'m going to be president of the United States.\" Or \"I will pilot a space ship to the moon.\"  Over time, culture starts to laugh at our dreams and visions so we pull back.  We begin to filter our dreams and quiet our passions to something more achievable.\n\nBut as Bruce Wilkinson said in <a title=\"The Dream Giver on Amazon.com\" href=\"http://www.amazon.com/gp/product/159052201X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159052201X\" target=\"_self\"><em>The Dream Giver</em></a>, I believe we all have dreams.  That\'s why they\'re so attractive to us.  We are drawn to dreamers, especially those that can help us feel or “taste” the benefits of the vision.  Think for a moment about a lemon.  Imagine slicing that lemon and then sinking your teeth into it.  Can you see the juice?  Do you feel it spray your hand as you cut it?  See some of the juice run down the side onto the counter?\n\nDid your saliva increase?  If you\'re like most people it did.  Just like the lemon, your dreams can make your heart pound faster and your saliva glands become active.  Your body will react to your imagination as you imagine the reality of dream.\n<h2>Share the Vision</h2>\nShare the appreciation for your vision.  Take the time to appreciate the vision, taste it\'s result and help your team, stakeholders, partners and leaders <em>taste</em> your vision.  As a people, we\'re excited when someone else can taste their dream. If you can help us taste it, we\'ll all help you achieve it.  So, make the taste real for us and get us going! That\'s the job of being a leader.\n\nWhat dream will you give yourself for in 2010? Can you describe it in a way that the readers of this blog might help?  Give it a shot. Someone reading this may be ready to join you. But before they will, they need to be able to taste it first.   Go for it!\n\n&nbsp;', 'Can You Taste It?', '', 'publish', 'open', 'open', '', 'can-you-taste-it', '', '', '2009-12-14 08:00:00', '2009-12-14 13:00:00', '', 0, 'http://www.leadchangegroup.com/?p=1206', 0, 'post', '', 8),
(17806, 243, '2009-12-15 08:58:46', '2009-12-15 13:58:46', 'Roy Atkinson is one of the cool people I\'ve <em>met</em> on-line during this past year.  He\'s <a title=\"Roy Atkinson on Twitter\" href=\"http://twitter.com/royatkinson\" target=\"_self\">@royatkinson</a> on Twitter and a member of the <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\" target=\"_self\">Lead Change Group</a> on <a title=\"LinkedIn\" href=\"http://www.linkedin.com\" target=\"_self\">LinkedIn</a>.  He\'s passionate about leadership and technology and hails from Maine.  I\'ve even referred to him as the CHO of the group (Chief Humor Officer) because of his Groaners - Twitter one-liners that he posts nightly.\n\nRoy has an interesting blog and post that I wanted to share with you.  The blog is <a title=\"The Think Zone Blog\" href=\"http://royatkinson.blogspot.com\" target=\"_self\">The Think Zone</a> and the <a title=\"Janus - The Think Zone\" href=\"http://royatkinson.blogspot.com/2009/12/janus.html\" target=\"_self\">post is titled Janus</a>.  \"Janus was the Roman god of beginnings and ends.\"  Roy recommends that we take 4 specific steps to make our next year better.  Jog on over and check it out.\n\nMy favorite point of the bunch is <!--more-->\"Decide which of your accomplishments can be carried into the coming year.\" Roy suggests that we record and reflect on our accomplishments and then we should decide which ones we\'ll continue.  His forth point also links in that we should be looking for opportunities in the coming year too. Head over to Roy\'s blog and share some ideas about the 2010.\n\nPlease check out the post and Roy\'s blog. I\'m excited about 2010 and how its shaping up through the many new relationships I\'ve had the chance to make in 2009 through social media.', 'The Think Zone - New Year', '', 'publish', 'open', 'open', '', 'zone-year', '', '', '2009-12-15 08:58:46', '2009-12-15 13:58:46', '', 0, 'http://www.leadchangegroup.com/?p=1237', 0, 'post', '', 8),
(17807, 243, '2009-12-17 07:18:50', '2009-12-17 12:18:50', '<h2>Tweet Chat</h2>\nLast Thursday we held the inaugural <a href=\"http://bit.ly/7AeEOS\">Lead Change Tweet Chat</a>.  The topic was <strong><em>“How can you apply character-based leadership to make a positive difference in 2010?”</em></strong> In one hour over <strong>100 people joined</strong> in the “conversation” and made <strong>over 600 posts.</strong> Some of my friends have seen the transcript and called the event chaos.  Maybe it’s the wild west of technology and communications. But if you’ve ever participated in a tweet-chat before, you know they can be chaotic.   Like “Where’s Waldo,” many times you have to search to find the nuggets.\n\nThree nuggets I got from the chat include:\n<ol>\n<ol>\n	<li>People want to make a positive difference. The Lead Change Group is up to 500 members on LinkedIn right now, but only 200 that I’m aware of are on Twitter. We had good participation with short notice and we picked up several new friends and members.</li>\n	<li>We all know “poster-quotes.” At 9:33 PM EST, Tim Milburn (<a title=\"Tim Milburn on Twitter\" href=\"http://twitter.com/timage\" target=\"_self\">@Timage</a>) noted:</li>\n</ol>\n</ol>\n<blockquote><em>Does anyone else feel like they’re walking past a motivational pos</em><em>ter shop and reading all the captions? :)</em></blockquote>\n<ol>\n	<li>We want to be about something more significant than \"poster-quotes.\" Many committed to make a positive difference starting  “<em>tomorrow”</em> once Kit Stookey (<a title=\"@kstookey on Twitter\" href=\"http://twitter.com/kstookey\" target=\"_blank\">@kstookey</a>) prompted us for some traction.  Just Ctrl-F down the page looking for the word <em>“tomorrow.”</em>\n<ul>\n	<li><strong>Brandleadership:</strong> we can encourage a leader tomorrow.</li>\n	<li><strong>Timage:</strong> tomorrow I will do my best to say something encouraging in the first 30 seconds of a conversation.</li>\n	<li><strong>KetelboeterPR:</strong> Tomorrow, I will choose to build the vision and share the trust.</li>\n	<li><strong>Timage:</strong> tomorrow I can tell someone I believe in them. I can help them become more of the person they were created to be.</li>\n	<li><strong>Logosnoesis:</strong> Tomorrow I can encourage a leader to invite others into the leadership conversation @ their place.</li>\n</ul>\n</li>\n</ol>\n<h2>Tomorrow?</h2>\nSo, let’s take this a bit further.  If you’re one of the \"Tomorrow\" quotes, how did you do?  Is there anything this group can do to help?  We all want to be part of a community that makes a positive difference by applying character-based leadership.\n<h2>Chaos To Community</h2>\nWould you like to insert order into the chaos of your thoughts and plans? Cement your thoughts about making a positive difference.  This community will help.  Here are 4 steps you can take to begin to make a positive difference immediately.\n<ol>\n	<li>Download and check out the <a href=\"http://bit.ly/7AeEOS\">transcript.</a> Think about what you will do to make a positive difference?</li>\n	<li>Write it down. Post a comment here or on Twitter about what you can do to make a positive difference beginning today.  Please use the #LeadChange hashtag on Twitter so we can find you.</li>\n	<li>Get some help. Get with people who don\'t want to spend the next year watching TV. Maybe it\'s your church or some other local organization. If you don\'t have one locally, join this group at <a href=\"http://bit.ly/leadchange\">http://bit.ly/leadchange</a> or just follow 200 active individuals on Twitter with 1-click by going to <a href=\"http://bit.ly/36uhrt\">http://bit.ly/36uhrt</a>. Or start your own.</li>\n	<li>If you do take some action to cement your plan, share it with the group here, on Twitter or LinkedIn.  We\'d love to help.</li>\n</ol>\nThese four steps aren\'t complex or the stuff of peace prizes, but they are steps.  If you\'re already making a difference, share your ideas and help the rest of us. But if this is progress for you, start making it.  We won\'t judge you and you don\'t have to enroll in the Advanced School of Sainthood.  Just do something. Our world needs you to stop being a spectator.\n\nWe’ll do this again in January.  Share your plans. What are you willing to commit to, or what are you already doing to make a positive difference?\n\nUntil then, thanks and have a great year!', 'Make a Positive Difference', '', 'publish', 'open', 'open', '', 'make-positive-difference', '', '', '2009-12-17 07:18:50', '2009-12-17 12:18:50', '', 0, 'http://www.leadchangegroup.com/?p=1254', 0, 'post', '', 20),
(17808, 243, '2010-01-21 08:02:04', '2010-01-21 13:02:04', 'Do you inspire a vision of the future that energizes, mobilizes and guides your organization?  Would you objectively say your team is inspired or energized by the team\'s goal, or by the time remaining until they get off work?\n\nThis is the third post on vision.  Other posts about vision are <a title=\"Shared Vision\" href=\"/shared-vision/\" target=\"_self\">Shared Vision</a> and <a title=\"Can You Taste It\" href=\"/can-you-taste-it/\" target=\"_self\">Can You Taste It?</a>\n\nThe third section of <a href=\"http://www.leadershipchallenge.com/WileyCDA/\">The Leadership Challenge</a> by James M. Kouzes and Barry Z. Posner, is titled Inspire a Shared Vision. <!--more-->The sections of the book are the core principles of leadership:\n<ul>\n	<li>Model the Way</li>\n	<li>Inspire a Shared Vision</li>\n	<li>Challenge the Process</li>\n	<li>Enable Others to Act</li>\n	<li>Encourage the Heart</li>\n</ul>\nThe authors share an important point in Chapter 5: \"Leaders are expected to be forward looking, but they aren\'t expected to impose their future of the vision on others.\"   (Model the way.)  They go on to say, \"[t]he very best leaders understand that their key task is inspiring a <em>shared</em> vision, not selling their own idiosyncratic view of the world.\"  (author\'s italics) (Inspire a shared vision.)\n\nHowever, Kouzes and Posner are quick to add, \"There\'s nothing more demoralizing than a leader who can\'t clearly articulate why we\'re doing what we\'re doing.\"  (Enable others to act.)\n\nA key factor in the success of your vision of the future is the degree of overlap in your vision and that of your team or stakeholders, as well as being able to articulate the vision successfully.\n\nIf you\'re in charge of a team, or if you find yourself as an informal leader, sharpen and clarify your vision. What will the future look like. How will it be different when you achieve your goals. A clear vision will energize and pull your team.   But maybe you\'re not in charge.  Are you a middle manager where the vision is something you received from above? Embellish the vision. To the degree you\'re able provide detail.  If you\'re not clear, ask. Your job is to get your team what it needs to succeed. What more do they need than a clear vision of the end result?  The more detail we can provide, the better we can identify and resolve differences and create a shared vision.', 'Energize, Mobilize &#038; Guide', '', 'publish', 'open', 'open', '', 'energize-mobilize-guide', '', '', '2010-01-21 08:02:04', '2010-01-21 13:02:04', '', 0, 'http://www.leadchangegroup.com/?p=1261', 0, 'post', '', 16),
(17809, 243, '2009-12-31 20:29:26', '2010-01-01 01:29:26', 'I can\'t do it. I tried but after I listed over 100 people that I\'ve met this year, I simply can\'t get all of the names and Twitter handles linked. So I\'m going to give you my top 8 people or groups I\'m most thankful for.\n\n<em><strong>8 - The people in <a title=\"Lead Change Group on TweepML.org\" href=\"http://bit.ly/36uhrt\" target=\"_blank\">the LeadChange group</a></strong></em> The people that connected with me on Twitter and who joined <a title=\"Lead Change Group on LinkedIn\" href=\"http://bit.ly/leadchange\" target=\"_blank\">this group on LinkedIn</a> when it was brand new I will forever be grateful for.  I am convinced that the world cannot fathom the power of a few committed people working toward a noble cause. I\'m honored that you\'ve stepped forward to say that you\'re FOR character-based leadership and you want to see leaders make a positive difference.  Thank you. I\'m truly honored.  Other Twitter friends both local and distant, that are not in the Lead Change Group can be found on this list and on any of my Twitter Lists like the one for Fox23.  It\'s truly been a great year because of you. You have made the single greatest difference in my life this year.  Thank you!<!--more-->\n\n<em><strong>7 - My friends from church.</strong></em> Vicky and I have been \"in transition\" regarding church for too long. It has challenged our ability to connect with some great friends we used to see every Sunday. We\'re praying for you.\n\n<em><strong>6 - My former co-workers at ChoicePay.</strong></em> The organization had grown to be quite a community. Everyone was torn when the company had to be sold.  Even today, 11 months later, there is still a lot of hurt and anguish. I don\'t want to lose my connection to you, so please stay in touch and let me know if I can do anything to help.\n\n<em><strong>5 - My extended family.</strong></em> My parents Jack &amp; Shirley Henry, brother Mark and his wife Joy and son Luke, and brother Matt and his wive Kristen, and daughters Rachel and Kathryn.  I have a great heritage and I\'m thankful for my family.\n\n<em><strong>3 (tie) - My daughter <a title=\"Jessica Henry on Twitter\" href=\"http://twitter.com/jdhenry09\" target=\"_blank\">Jessica</a>. </strong></em>She\'s a passionate, committed leader stuck in the economic downturn and trying to find her place to make a real difference. She has tremendous courage, desires to never compromise, and, like me will probably learn a lot by trial and error. I\'m thankful for her love and her spirit.\n\n<em><strong>3 (tie) - My son Mike Jr. and his wife Ashley and their son Colton</strong></em>. I have tremendous respect for my son and his wife as they build a family and make the right choices raising Colton every day. It\'s not easy in their situation but their courage, commitment to each other, and their attitude is contagious.\n\n<em><strong>2 - My wife <a title=\"Vicky Henry on Twitter\" href=\"http://twitter.com/vhenry\" target=\"_blank\">Vicky</a>.</strong></em> I am honored that a lady of this caliber loves me. I mean she really loves me! It blows me away. She makes me better every day. Almost nothing of what you know about me today was true when we were married. Marrying Vicky is still (after 26 years) still the smartest thing I\'ve ever done.\n\n<em><strong>1 - Jesus Christ.</strong></em> Twenty-two years ago I decided to live like the Bible was right and my life was changed. For those of you who don\'t believe in all of the \"religious stuff,\" I must confess that I don\'t agree with most \"religion\" and I fall woefully short of what I claim to believe.   But I do know I was changed when I decided I would line my life up with the Bible. I\'ve learned things I never would have known and I have a hope that is difficult to explain except for the explanation in the Bible. My life was changed that November day in 1987.\n\nYou\'re here.  Maybe in more than one place.  I am humbled that you\'d read this far.  Thank you for being connected with me. I\'d like to honor that connection, so please let me know if I can do anything to help you in 2010.  It\'s going to be one heck of a year!', 'You Have My Gratitude - 2009', '', 'publish', 'open', 'open', '', 'you-have-my-gratitude-2009', '', '', '2009-12-31 20:29:26', '2010-01-01 01:29:26', '', 0, 'http://www.leadchangegroup.com/?p=1386', 0, 'post', '', 12),
(17810, 243, '2010-02-01 08:16:27', '2010-02-01 13:16:27', 'The January Tweet Chat using the #LeadChange hashtag we asked the question, \"How are you doing?\"  Remember in the first chat in December, we had quite a few people commit to applying character-based leadership to make a positive difference.  In fact, <a title=\"Make a Positive Difference - Lead Change Blog\" href=\"/make-positive-difference\" target=\"_self\">Make a Positive Difference</a> was the title of the post where we reviewed the chat.\n\nThis time, the question began, how did you do?  We had several people who had done specific things to apply character-based leadership. (For an explanation of character-based leadership, check out the post: <a title=\"Sources of Leadership on Lead Change Blog\" href=\"/sources-leadership\" target=\"_self\">Sources of Leadership</a>.)  Overall we had a great crowd again for the chat, but it was slightly smaller than the first one, both in number of tweets and number of participants.  I also had significantly more difficulty getting the archive and posting it.  Hopefully we\'ll do a better job of that next time.  However, one advantage, this time I created the .pdf with a different tool, so I highlighted some of the key tweets.\n\nOne tweet that I remember seeing, but couldn\'t find I still managed to find when it was re-tweeted near the end.  Chrissanne Ruehle (<a title=\"Chrissanne Ruehle on Twitter\" href=\"http://twitter.com/chrissannruehle\" target=\"_blank\">@ChrissanneRuehle</a>) suggested that we use a journal to track and reflect on our efforts to apply character-based leadership.  A few people agreed with Chrissanne and committed to journaling so we\'ll see what the results are next month. (I\'m one of those people, but I\'m not doing as well as I had hoped.)\n\nYou can <a title=\"January Tweet Chat at Box.net\" href=\"http://www.box.net/shared/0ms5xgh06l\" target=\"_self\">download the .pdf here</a>.  The next #LeadChange chat session will be Thursday, February 9 at 8 PM EST.  Any suggestions for the topic?  Those of us who have been posting on Office Politics will want your input on how character-based leadership busts a political office.  But do you have other topics you\'d like to discuss, er uh, tweet about?  Comments are welcome.\n\nThanks for making a difference.', 'Applied Leadership', '', 'publish', 'open', 'open', '', 'applied-leadership', '', '', '2010-02-01 08:16:27', '2010-02-01 13:16:27', '', 0, 'http://www.leadchangegroup.com/?p=1598', 0, 'post', '', 4),
(17811, 243, '2010-02-02 07:36:52', '2010-02-02 12:36:52', 'We\'ve spoken quit a bit about LeaderPalooza but more than one person has asked for clarification. Much of what we\'ve said to date refers to what LeaderPalooza is not, rather than what it is.  It\'s not even a conference, but rather an <a title=\"Wikipedia entry for Un-Conference\" href=\"http://en.wikipedia.org/wiki/Unconference\" target=\"_blank\"><em>un-conference</em></a>!\n\nSo what is LeaderPalooza going to be anyway?\n\nLeaderPalooza will be a small gathering of people committed to advancing a cultural movement on behalf of character-based leadership.  For two days, we will focus on doing things together, as a group, to advance the idea of character-based leadership. <!--more-->You know many of the names that will be there. People who have registered include <a title=\"Monica Diaz on Twitter\" href=\"http://twitter.com/monedays\" target=\"_blank\">Monica Diaz</a>, <a title=\"Jane Perdue on Twitter\" href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">Jane Perdue</a>, <a title=\"Don Shapiro on Twitter\" href=\"http://twitter.com/DonShapiro1\" target=\"_blank\">Don Shapiro</a>, <a title=\"Steve Keating on Twitter\" href=\"http://twitter.com/leadtoday\" target=\"_blank\">Steve Keating</a>, <a title=\"Jim Holland on Twitter\" href=\"http://twitter.com/jim_holland\" target=\"_blank\">Jim Holland</a>, <a title=\"Erin Schreyer on Twitter\" href=\"http://twitter.com/erinschreyer\" target=\"_blank\">Erin Schreyer</a>, <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/susanmazza\" target=\"_blank\">Susan Mazza</a>, <a title=\"Chris Zaucha on Twitter\" href=\"http://twitter.com/czaucha\" target=\"_blank\">Chris Zaucha</a>, and <a title=\"Mark Oakes on Twitter\" href=\"http://twitter.com/markooakes\" target=\"_blank\">Mark Oakes</a>.\n\nThe true benefit of character-based leadership is the difference it makes so we will focus on the <em><strong>difference we can make</strong></em>.\n<blockquote>\"Never underestimate the power of a small group of committed people to change the world. In fact, it is the only thing that ever has.\" Margaret Mead</blockquote>\nBecause it\'s an un-conference, some details will be finalized when we get together.  But we have all expressed an interest in discussing how we can work together help one another affect our world through character-based leadership.\n<ul>\n	<li> What role will social media and community play?</li>\n	<li>How can we measure the positive difference and make our case?</li>\n	<li>How can we instigate real change in our communities and our spheres of influence?</li>\n	<li>What types of outcomes can we produce, or how can we make something tangible to show the rest of the world we mean business.  (Right now, we\'re talking about collaborating on e-books and white papers as well as creating other types of team outcomes.)</li>\n</ul>\nWe\'re serious about helping one another make a difference in each of our own corners of the world knowing that you can only change the world one corner at a time.\n\nThanks to our members, the Lead Change Group is making a difference. LeaderPalooza 2010 will never pass this way again. There will be others and our world needs all the projects and positive difference we can create.  But this will be our first.  Why not take a chance and join us?\n\n<!--BEGIN REGONLINE LINK CODE!-->\n<table class=\"pbrROL\">\n<tbody>\n<tr>\n<td>\n<div class=\"pbrROL-01\">\n<div class=\"ROLbtn\">\n<ul>\n	<li><a title=\"LeaderPalooza 2010 powered by Regonline\" href=\"https://www.regonline.com/805773\"><span id=\"regLink\">Register Now!</span></a></li>\n</ul>\n</div>\n</div></td>\n</tr>\n</tbody>\n</table>\n<!--END REGONLINE LINK CODE!-->\n\n<span style=\"font-size: xx-small;\">Photo © Péter Mács - <a title=\"Fotolia.com\" href=\"http://www.fotolia.com\" target=\"_blank\">Fotolia.com</a> </span>', 'What Is LeaderPalooza, Anyway?', '', 'publish', 'open', 'open', '', 'what-is-leaderpalooza-anyway', '', '', '2010-02-02 07:36:52', '2010-02-02 12:36:52', '', 0, 'http://www.leadchangegroup.com/?p=1638', 0, 'post', '', 0),
(17812, 243, '2010-03-19 12:59:11', '2010-03-19 17:59:11', 'A few weeks ago I was introduced to a man you should meet. He is a very creative, energetic leader in the field of web presentations: <a title=\"Roger Courville on Twitter\" href=\"http://twitter.com/1080group\" target=\"_blank\">Roger Courville</a> of <a title=\"1080 Group Home\" href=\"http://www.1080group.com\" target=\"_self\">1080 Group</a>. If you do anything with web presentations, you should meet him for at least 3 reasons:<!--more-->\n<ol>\n	<li>He is very helpful;</li>\n	<li>He has extensive experience in the area of web presentations;</li>\n	<li>He can help you create great presentations and share your ideas with impact.</li>\n</ol>\nRoger has been in the web presentation business a while. His experience goes back to when there was only one provider, which is light-years in Internet time. However, time doesn\'t necessarily mean quality or education. Roger has created wonderful presentation content that you can see on <a title=\"1080 Group presentations on Brainshark.com\" href=\"http://my.brainshark.com/Search.aspx?searchtext=1080group\" target=\"_blank\">Brainshark</a> and other places. Check out his company\'s web site (<a title=\"1080 Group Home\" href=\"http://www.1080group.com\" target=\"_self\">1080 Group</a>) and their services.  He also has published a wonderful resource, the <a title=\"Virtual Presenters Handbook on Amazon.com\" href=\"http://www.amazon.com/gp/product/1449504671?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1449504671\" target=\"_blank\">Virtual Presenter\'s Handboo</a>k.  It\'s full of great advice and guidance on virtual presentations, how to engage an audience and make your point.\n\nRoger\'s advice is practical, useful, helpful and within reach. He shares openly and provided great recommendations for me that have helped me clarify my thinking to make focused presentations that achieve a goal and make a difference. If you plan to do anything with web presentations and you\'d prefer to do it right, ping Roger on <a title=\"Roger Courville on Twitter\" href=\"http://twitter.com/1080group\" target=\"_blank\">Twitter</a>, LinkedIn or at <a title=\"1080 Group Home\" href=\"http://www.1080group.com\" target=\"_blank\">his company\'s web site</a>. He\'s a great person to know if you\'d like to improve your virtual presentation skills.<!--more-->', 'Roger Courville of 1080 Group', '', 'publish', 'open', 'open', '', 'roger-courville-1080-group', '', '', '2010-03-19 12:59:11', '2010-03-19 17:59:11', '', 0, 'http://www.leadchangegroup.com/?p=1895', 0, 'post', '', 0),
(17813, 243, '2010-04-04 15:41:20', '2010-04-04 20:41:20', 'I quote a lot of people. Quotes are a great way to encapsulate a nugget of truth and also to summon the authority and reputation of the speaker. Great quotes are inspiring, calling us to a new elevation, above our normal attitude and outside our everyday circumstances to a place of nobility; where Abraham Lincoln, Martin Luther King Jr., Mother Teresa or Nelson Mandela lived. <!--more-->\n\nOn Easter, I thought it might be good to quote the person I consider to be the best leader ever, Jesus of Nazareth. Jesus had an interesting slant on leadership. His understanding of the human condition was above and beyond any education he could have received. He had an understanding of people that could not be explained by his past as was evidenced by eyewitness accounts during his life.\n<blockquote>It is not this way among you, but whoever wishes to become great among you, shall be your servant, and whoever wishes to be first among you shall be your slave. - Jesus</blockquote>\nUp until his time, most leaders were monarchs or military leaders based on rank and position. Leadership wasn\'t a very noble profession. In fact, it was probably much worse than today. But in Jesus time, no one did public opinion polls. The public served the leaders. It was pretty black and white.\n\nOnce, some of Jesus\' disciples asked if they could sit at his right hand when he came into power (Matthew 20:20-24 and Mark 10:35-41). They wanted to be at the pinnacle of authority. Their assumption was based on the way leadership worked in that time. They wanted the best position. In fact, this was probably a regular point of contention among the 12 men closest to Jesus. (See Matthew 18:1 and Mark 9:34.)\n\nJesus answered them, \"Whoever wishes to become great among you shall be your servant, and whoever wishes to be first among you shall be your slave.\" (Matthew 20:26-27) He said something similar on many other occasions as well. (See Matthew 19:14, 19:30, 20:16, Mark 9:35, and Luke 13:30.)\n\nJesus is simply asserting the value of servant leadership; the very model he applied. Jesus never coerced people to follow him. He never manipulated. He simply stated facts. He said he was here to serve (vs. 28) and so anyone willing to truly lead must truly serve.\n\nPeople are most free when they choose to follow. Leaders who serve their people find energized volunteers rather than \"puppets\" or \"resources.\" Servant leaders inspire cooperation and contribution. People choose to respect, cooperate with, even follow people they believe operate in their best interests.\n\nSo today, think about how you can serve your team better. How can you put them first? If your team properly understands the vision, you might be surprised at the progress they make pursuing it if you stop trying to pull them to the vision and just serve them in their pursuit. You demonstrate respect, trust and confidence when you serve your teammates. And your best teammates, and your team, will flourish in response.\n\n<span style=\"font-size: xx-small;\">\nScripture references <em>New American Standard Bible : 1995 update</em>. LaHabra, CA: The Lockman Foundation.\n</span>', 'Jesus on Leadership', '', 'publish', 'open', 'open', '', 'jesus-on-leadership', '', '', '2010-04-04 15:41:20', '2010-04-04 20:41:20', '', 0, 'http://www.leadchangegroup.com/?p=1980', 0, 'post', '', 52),
(17814, 243, '2010-04-09 15:58:34', '2010-04-09 20:58:34', '<a title=\"Finding the Soul of Big Business at Amazon.com\" href=\"http://www.amazon.com/gp/product/0881443263?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0881443263\" target=\"_blank\"><em>Finding the Soul of Big Business: One Company\'s Ego Elimination Strategy</em> by Paula Marshall</a>\n\nI\'ve lived in the Tulsa, Oklahoma area for almost 12 years.  One organization that I\'ve known about, without really knowing is <a title=\"Bama Companies Website\" href=\"http://www.bama.com/\" target=\"_blank\">Bama Companies, Inc.</a>, a 73 year old privately-held food services company.  Bama is best known as a global pie and pastry provider to organizations such as McDonalds and Pizza Hut.<!--more-->\n\nPaula Marshall (Web, <a title=\"Paula Marshall\'s Blog\" href=\"http://paulaamarshall.wordpress.com/\" target=\"_blank\">blog</a>, <a title=\"Paula Marshall on Twitter\" href=\"http://twitter.com/paulaamarshall\" target=\"_blank\">Twitter</a>) became CEO in 1985 and has lead the company through growth and trials. Her passion for the company and it\'s people took her to learn leadership from some great leaders and writers, but primarily <a title=\"Dr. Deming on Wikipedia\" href=\"http://en.wikipedia.org/wiki/W._Edwards_Deming\" target=\"_blank\">Dr. W. Edwards Deming</a>. \"I spent 5 years learning directly from Dr. Deming; I went to his seminars, took courses and became  a sponge for his theories.  His philosophies form the baseline of my management theories.  More than anyone else, Dr. Deming provides a set of guidelines for management.  They are not hard and fast rules, but what he referred to as \'obligations of management.\'\"\n\nAs CEO, Ms. Marshall has rationally applied the obligations of management and Dr. Deming\'s System of Profound Knowledge consistently across the organization for 25 years.  The result is quite a company.\n\n<a href=\"http://www.amazon.com/gp/product/0881443263?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0881443263\"><img class=\"alignright size-full wp-image-2009\" style=\"margin-left: 10px;\" title=\"Finding the Soul of Big Business\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/04/Finding-the-Soul-of-Big-Business21.jpg\" alt=\"Finding the Soul of Big Business: One Company\'s Ego Elimination Strategy\" width=\"202\" height=\"284\" /></a>The author shares stories about her family, both her nuclear family and her corporate \"family,\" mixed with an organized, reasonable argument for reasonable, rational, steady long term sustainable business success.  She mentions for example that Dr. Deming advocated organizations must maintain a long-term (3-5 year and beyond) view of success.  Bama Companies for example has taken the System of Profound Knowledge and Dr. Deming\'s 14 Points and made them the basis for \"day-in, day-out application\" within the Bama Companies.\n\nDr. Deming\'s 14 points include many topics we\'ve blogged and written about before.  Included in the 14 points are statements like:\n<ul>\n	<li> Create constancy of purpose for the improvement of the product and service with the aim to become competitive, stay in business and provide jobs.</li>\n	<li>Adopt a philosophy of cooperation (win-win).</li>\n	<li>End the practice of awarding business on price alone and instead minimize total cost in the long run.</li>\n	<li>Institute training for skills, Adopt and institute leadership for the management of people recognizing their different abilities, capabilities and aspirations.  The aim of leadership should be to help people...</li>\n	<li>Build trust.</li>\n	<li>Break down barriers between departments.</li>\n	<li>Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership.</li>\n	<li>Transformation is everyone\'s job.</li>\n</ul>\nOne other interesting idea from the book shows how ideas come into favor through different channels.  We talk about character-based leadership here at the Lead Change Group, quite a bit.  A character-based leader is one that leads from who they are rather than from their rank or wealth or position.  In the book, Ms. Marshall talks about inspired leaders and organic leaders.  Each does what they do from a sense of who they are.  Inspired leaders and self-motivated to do what\'s right and treat teammates with respect.  Organic leaders are those that are grown from within, but also who understand the principles of respect and long-term sustainable business.\n<blockquote>Eliminate numerical goals, numerical quotas and management by  objectives. <em><strong>Substitute leadership</strong></em>.</blockquote>\nThe book avoids being a list of platitudes or a recollection of Dr. Deming\'s teaching.  It is a story about a community of people, a company, that has implemented a philosophy, improved the lives of hundreds of people and built a sustainable business that should continue to have a impact in the lives of their team, their customers, my community, and the world.  I have much greater respect for the company and it\'s leader now that I have read the book and met the author and CEO.\n\nImagine your organization and your community at their best.  Begin to practice the ideas from <em>Finding the Soul of Big Business</em> and you will start to achieve that reality!  Get the book and join the move toward long-term sustainable organizations that operate for the well-being of all stakeholders, not just the stockholders.', 'Finding the Soul of Big Business - Book Review', '', 'publish', 'open', 'open', '', 'finding-soul-big-business-book-review', '', '', '2010-04-09 15:58:34', '2010-04-09 20:58:34', '', 0, 'http://www.leadchangegroup.com/?p=2008', 0, 'post', '', 8),
(17815, 243, '2010-04-13 13:50:05', '2010-04-13 18:50:05', 'Maybe it\'s time we started a little global warming. Oh, I\'m not talking about the planet\'s surface temperature.  I\'m talking about a different kind of warmth.  When people know one another and share a mutual appreciation, there is said to be a <em>warmth</em> between them.  When those people actually work together to make a positive difference, the sparks begin to fly.\n\nHave you ever considered that you\'re a thermostat?  You affect the temperature of the people around you.  <!--more-->You may do very little other than reflect the temperature like a thermometer or a thermostat with the power turned off.  But when you bring your best energy, your emotional labor as Seth Godin called it in <a title=\"Linchpin: Are You Indispensible? at Amazon.com\" href=\"http://www.amazon.com/gp/product/1591843162?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591843162\" target=\"_blank\">Linchpin</a>, to your work, you not only make yourself more valuable, but you also improve the environment for everyone else.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2010/04/linchpin11.jpg\"><img class=\"alignright size-full wp-image-2040\" style=\"margin-left: 10px;\" title=\"Linchpin\" src=\"http://leadchangegroup.com/wp-content/uploads/2010/04/linchpin11.jpg\" alt=\"Linchpin by Seth Godin\" width=\"100\" height=\"151\" /></a>When was the last time you got ready to go to work and hoped that you wouldn\'t be inspired?  Do any of us hope for just another boring day where we make no difference?\n\nWe want to matter, and if we can\'t matter, then we attempt to consume.  But most people would prefer to matter.\n\nSo turn up the temperature! Decide to matter today. Set the thermostat for yourself and you will influence the people nearby. Decide you will bring your best effort to every interaction and every effort for the period of one full day.  You will be contagious. You will inspire. You will be a leader. And your world (and ours!) will be warmer for it.\n\n&nbsp;', 'Let&#039;s Start Some Global Warming', '', 'publish', 'open', 'open', '', 'lets-start-some-global-warming', '', '', '2010-04-13 13:50:05', '2010-04-13 18:50:05', '', 0, 'http://www.leadchangegroup.com/?p=2030', 0, 'post', '', 8),
(17816, 243, '2010-04-17 19:00:46', '2010-04-18 00:00:46', 'I recently had the opportunity to write a short post for an publication edited by <a title=\"David Burkus on Twitter\" href=\"http://twitter.com/davidburkus\" target=\"_blank\">David Burkus</a> of <a title=\"The LeaderLab\" href=\"http://theleaderlab.org/\" target=\"_blank\">LeaderLab</a> titled Lead(or) Manage.  The topic is the dreaded Leaders vs. Managers discussion.  As David said in the introduction to the document, Warren Bennis started this discussion by stating,  \"<em>Managers do things right; Leaders do the right thing.\"</em>\n\nEighteen great authors and I contributed to the paper.  Spend a little time reading the entire document.  There are insights from several Lead Change members including Burkus, <a title=\"Shawn Murphy on Twitter\" href=\"http://twitter.com/shawmu\" target=\"_blank\">Shawn Murphy</a>, <a title=\"Jane Perdue on Twitter\" href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">Jane Perdue</a>, <a title=\"Nicole De Falco on Twitter\" href=\"http://twitter.com/ndefalco\" target=\"_blank\">Nicole De Falco</a>, &amp; <a title=\"Mike Myatt on Twitter\" href=\"http://twitter.com/mikemyatt\" target=\"_blank\">Mike Myatt</a>.  There are other well-known leadership authors involved, such as<!--more--> David Zinger and Marshall Goldsmith.  Many articles were by people I had not read before but their articles were engaging, informative and well thought out.  In all the paper is a great experience.\n\n<em>Management</em> is a noble pursuit, however.  The existence of an argument seems to imply that it\'s not.  Lately many in the <em>leadership</em> world use the term as Bennis did, to emphasize the control, task oriented side of leadership. That\'s not very fortunate.  Maybe this is more of a continuum than an either-or argument.\n\nAnyway, rather than let me make up your mind, check out the paper over at LeaderLab.  Then, leave a comment and let me know your thoughts on the issue as well.  Are the two things exclusive?  Or must they coexist?', 'LeaderLab Resource - Lead(or) Manage', '', 'publish', 'open', 'open', '', 'leaderlab-resource-leador-manage', '', '', '2010-04-17 19:00:46', '2010-04-18 00:00:46', '', 0, 'http://www.leadchangegroup.com/?p=2042', 0, 'post', '', 28);
