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(7228, 243, '2012-09-03 06:05:35', '2012-09-03 11:05:35', '<h3>Do your goals dictate your character or does your character dictate your goals?</h3>\n<span style=\"font-size: xx-small;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Fotolia_33754667_XS.jpg\"><img class=\"alignright size-medium wp-image-7229\" title=\"Decorative Scales of Justice in the Courtroom\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Fotolia_33754667_XS-300x199.jpg\" alt=\"Character and Goals | Lead Change Group\" width=\"300\" height=\"199\" /></a></span>Integrity may just be the point at which your character dictates your behavior.\n\nHow many of us will compromise just a bit of our character, our who-we-are, to reach an objective? Contrast Internet marketing and our upcoming US Presidential election. Often I\'m invited to market myself or my ideas in ways contrary to my own ideals. Imagine a spammer inviting me via spam to use them to market myself. Since I stand for character-based leadership, that doesn\'t seem very consistent. Integrity would have me behave in a manner consistent with what I stand for. So why would I do something other than who-I-am to market who-I-am? Marketers? Thoughts?\n\nAnd why do people who claim to be visionary leaders insist we should vote for them because \"they\'re better than the other person\"? Where\'s the vision? I wrote over on <a title=\"A Quotation for the US Election\" href=\"http://mikehenrysr.wordpress.com/2012/09/01/a-quotation-for-the-us-election/\">my personal blog</a> about the futility of criticism. Leadership and empty criticism have trouble coexisting.\n\nBut rather than point fingers at others, let\'s make this a personal exercise.  Where do I compromise?  Where do my goals dictate my behavior?  Do I do something that\'s \"not me\" in order to get you to follow me on Twitter or read this blog?  Do I compromise \"me\" when selling my services? What about simply trying to impress you or my boss? What ways do I let you understand more than the truth on my resume or on my performance review or in my weekly report?\n\nHow do I behave when I\'m filling out my taxes, reporting my income or making a donation? How would I behave if I wanted you to vote for me?\n<blockquote><address>\"So I turned my self to face me,</address><address>But I never caught a glimpse,</address><address>Of how the others must see the faker.</address><address>I\'m much to fast to take that test.\"</address><address>Changes by David Bowie</address></blockquote>\nMy takeaway from the US Presidential election and this exercise will be to question how I behave. I don\'t need to apply my standards of behavior to anyone else. I don\'t need to convict anyone else of my own questionable motives or treat anyone else as if they\'re capable of the behavior I\'m capable of or worse. There is no shortage of places where, when I\'m all alone and as honest as I can be, I have room to improve. And if you\'re honest, so are you.\n\nWhat questions cause you to pause if you were the person being asked? And how can we use those questions to be better leaders?\n\n<span style=\"font-size: xx-small;\">© Corgarashu - Fotolia.com</span>\n\n&nbsp;', 'Character and Goals', '', 'publish', 'open', 'open', '', 'character-and-goals', '', '', '2012-09-03 06:05:35', '2012-09-03 11:05:35', '', 0, 'http://leadchangegroup.com/?p=7228', 0, 'post', '', 4),
(7231, 290, '2012-09-04 06:04:46', '2012-09-04 11:04:46', '&nbsp;\n\nIn almost every organization, there is a concept of overhead. <em>Inc.com</em> provides a solid overview of <a title=\"Overhead Definition - Inc. Definition\" href=\"http://www.inc.com/encyclopedia/overhead-expense.html\" target=\"_blank\">overhead</a>, but simply stated it is the “costs incurred to make something else possible.” This is a great definition, and it should be applied squarely on leadership.\n\nOverhead costs on leadership should be low, meaning little burden on others. There are certain required overhead costs to leadership:\n<ul>\n	<li>Mentoring</li>\n	<li>Coaching</li>\n	<li>Training</li>\n	<li>Setting direction</li>\n	<li>Listening</li>\n	<li>Communicating</li>\n	<li>Other enabling activities….</li>\n</ul>\nWhat kills a culture and team member spirits is a loaded overhead leader. The costs of a heavily burdened overhead leader can be very damaging. The <em>costs to make something else happen</em>, in bad leadership terms, are too high.\n<h2><strong>What are the characteristics of a high overhead leader?</strong></h2>\nAt some point, we have experienced a high overhead leader. Some of our experiences may include the following.\n\n<strong>A know it all.</strong> This is the leader who has all the right answers. One of two things happens. They pretend to listen while visibly showing their dissatisfaction with what is being said, or they interrupt while others are talking and take over the conversation. Yes, they are domineering. Yes, they are likely insecure, and they cover it up by exhibiting behaviors of a “know it all.”\n\nParticipation declines.\n\n<strong>One way. </strong>Although related to the know-it-all, in this case, their way is the only way, and no dissent, advice, or other words are required. Even if a colleague or boss outlines a direction different from this type of leader, they will find a way to slip their way back into what really happens.\n\nDistrust builds.\n\n<strong>Bad processes and systems.</strong> Some leaders will keep bad processes and systems in place so they can maintain some type of control in how work is done. Making everyone suffer unproductively will give this leader satisfaction, knowing they can provide a better way… but won’t.\n\nFrustration rises.\n\n<strong>Unsupportive and ungiving.</strong> Leaders, who do not support their team members by doing the good overhead work, put their team members at a disadvantage. Without mentoring, growth has to be found elsewhere. Without direction, progress gets muddled. Support requires a giving leadership mindset, giving in a <a title=\"Two Leadership Models\" href=\"http://leadchangegroup.com/two-leadership-models/\">servant leadership</a> way. Leaders who do not pass on insights and knowledge don’t really want others to rise up to take on more responsibility and accountability.\n\nMorale declines.\n\nIn defining these types of high overhead leaders, there seems to be a similar thread. They are the type of leaders who need to be in high control at whatever the cost.\n<h2><strong>How do you know?</strong></h2>\nLeaders in this self-inflicted burdened position may be oblivious to it, but they probably have a suspicion. The unfortunate reality is the people around this type of leader all know. They know because the real burden is on them.\n\nFor the leader who is uncertain, if you recognize any of the following situations, then you may be a high overhead leader.\n<ul>\n	<li>People avoid working with you.</li>\n	<li>People are rolling their eyes, visibly or not, when listening to you.</li>\n	<li>The only good idea is your idea. When was the last time you took someone’s idea and encouraged them to pursue it?</li>\n	<li>People spend time determining how to go around you rather than work with you.</li>\n</ul>\nThere are others, but these deliver solid examples of what to look for.\n<h2><strong>What happens when leadership overhead rises?</strong></h2>\nAny leader knows the weight of a high overhead leader. It is an inverse relationship. The higher the leadership overhead, the lower the cultural health and organizational productivity. It is a line no one wants to cross, as it creates an environment that cannot survive.\n<p style=\"text-align: center;\"><img class=\"aligncenter  wp-image-7232\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Leadership-Overhead-Model.png\" alt=\"Leadership Overhead Model\" width=\"410\" height=\"333\" /></p>\n\n<h2> <strong>The leader challenge.</strong></h2>\nHere is the call to action. For all leaders, what is your overhead cost? Are you at a tipping point of productivity decline, or are you at an inflection point of enhanced cultural health?\n\nThere are some required overhead leadership costs, as there is a cost to build people up to do great things. When the leadership costs grow oddly high, it is time to stop and determine why.\n\nThe problem is on the leader, especially when the focus turns to them and their ego rather than on what is best for the culture, customers, and team. It is about the <a title=\"Wake Up Your Character\" href=\"http://www.thindifference.com/2012/05/30/wake-up-your-character/\" target=\"_blank\">character of a leader</a>.\n\nLeadership is about investing the right amount in people, enabling talented minds and abilities to make great things happen.\n<h3><strong><em>What type of leadership overhead costs would you add that drain an organization or build one up?</em></strong></h3>', 'What Is Your Leadership Overhead Rate?', '', 'publish', 'open', 'open', '', 'what-is-your-leadership-overhead-rate', '', '', '2012-09-04 06:04:46', '2012-09-04 11:04:46', '', 0, 'http://leadchangegroup.com/?p=7231', 0, 'post', '', 4),
(7235, 270, '2012-09-07 06:00:13', '2012-09-07 11:00:13', '<a href=\"http://leadchangegroup.com/?attachment_id=7236\" rel=\"attachment wp-att-7236\"><img class=\"alignright size-medium wp-image-7236\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Fotolia_14046331_XS-300x205.jpg\" alt=\"\" width=\"300\" height=\"205\" /></a>\n\nOne evening this summer, near dusk, my husband and I (who don’t have children of our own) were at a playground with my six and seven-year-old niece and nephew.  They took me to the highest part of a fort and told me that I was the princess, they were my guards, and that my husband was \"the bad guy.\"  I was instructed to stay in the tower and they would protect me!  In the moments that followed, my husband and I were transported back to a world we have nearly forgotten.\n\n<strong>As I found myself savoring each second of that evening, I also found myself wondering why we don\'t visit that world more often.</strong>\n\nThe entire experience made me think about the Disney Movie, <a title=\"Monsters Inc.\" href=\"http://www.amazon.com/Monsters-Inc-Two-Disc-Collectors-Edition/dp/B00005JKDR\">Monsters, Inc.</a>, a movie about Monsters that power their world by capturing the energy in a child\'s scream.  Through a series of events they discover that a child’s laugh produces much more energy than a scream.  ...Ultimately transforming their entire world.\n\nDo you see a connection to the workplace?  …I do, and my mother is partially to blame...  When I was a child, she opened the kitchen cupboards and handed each of us a kettle and a wooden spoon and lead a parade around the house.  (An example I followed, years later when I led a parade of employees around a commercial kitchen and invited them to make a joyful noise by banging wooden spoons on the pots and pans that were hanging from the ceiling, just to celebrate who they were and how much they were valued and appreciated!)\n\nAnd when that bit of craziness worked, I became bolder…  Determined to inspire a new team to think differently I borrowed an idea from the<a title=\"Charthouse Fish Video\" href=\"http://www.charthouse.com/content.aspx?name=home2\"> Charthouse FiSH video</a> and decorated an entire department with fish, then purchased stuffed animals that looked like fish, and instigated a contest to encourage team members to catch each other doing something right!\n\nAs the contest evolved each person had a live beta fish swimming on their desk, when music played in the office everyone stood up and tossed fish across cubicles, and before long we were sharing this magic in other departments as we tossed fish with them!  (I knew that the reason we were embracing play at such a high level was to inspire positive change, however, I was still nervous about how professional it may appear.)\n\nOne day a <strong>very important</strong> customer visited our office as popcorn was popping and all of that color and commotion was occurring.  After a few minutes of walking around and looking at everything, that customer walked over to me and said, “I don’t know what you’ve done with the place, it was a tomb, and now it is alive.”\n<ul>\n	<li><a title=\"Leading At A Higher Level, Ken Blanchard\" href=\"http://www.amazon.com/Leading-Higher-Revised-Expanded-Edition/dp/0137011709/ref=sr_1_1?ie=UTF8&amp;qid=1346723796&amp;sr=8-1&amp;keywords=leading+at+a+higher+level\">Ken Blanchard</a> says that you have to impact knowledge before you can impact attitude, and you have to impact attitude before you can impact behavior.</li>\n	<li>Multiple articles emphasize how much play decreases our stress and increases our creativity and problem solving abilities.</li>\n	<li>I can’t give you all the scientific reasons this works but I can tell you that on the busiest and most stressful days, taking a few seconds to play a song and toss a fish released stress and increased energy.  And that energy spread from department through department until it had “infected” our entire location.</li>\n	<li>The impact?  Meeting...  Then exceeding our goals.  And ultimately instigating multiple organizational development projects that impacted nearly a dozen locations throughout the nation.</li>\n</ul>\nFor all of those reasons, I believe my niece and nephew and Disney are brilliant...  When we create workplaces that cause people to use their imaginations and to laugh, we will engage hearts and produce extraordinary results!\n<p style=\"text-align: center\"><strong>Are YOU ready to play?</strong></p>\n<strong>Additional Resources:</strong>\n<ul>\n	<li><a href=\"http://www.angelamaiers.com/2011/11/permission-to-play-please.html\">Angela Maiers:  Permission to Play Please</a></li>\n	<li><a href=\"http://www.youtube.com/watch?v=HHwXlcHcTHc\">Stuart Brown:  TED.com Why play is vital no matter your age</a></li>\n</ul>\n<p style=\"text-align: center\">~</p>\n<em>Chery Gegelman is the president of <a href=\"http://www.gianaconsulting.com/\">Giana Consulting LLC</a> and one of the authors of the new Lead Change Book, “The Character-Based Leader, Instigating A Leadership Revolution… One Person At A Time.”  Click the link to receive a complimentary chapter of the book.</em>', 'Banging Pans &#038; Throwing Fish In Corporate America…', '', 'publish', 'open', 'open', '', 'banging-pans-throwing-fish-in-corporate-america', '', '', '2012-09-07 06:00:13', '2012-09-07 11:00:13', '', 0, 'http://leadchangegroup.com/?p=7235', 0, 'post', '', 9),
(7238, 251, '2012-09-10 06:00:48', '2012-09-10 11:00:48', '<span style=\"color: #000000;\"><img class=\"alignleft size-medium wp-image-7239\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/influence.searchenginejournal-300x225.jpg\" alt=\"got good influence or bad\" width=\"300\" height=\"225\" />The news, TV and blogosphere are awash with stories of hubris-filled executives, politicians, financiers, celebrities, etc. who have misused their power and influence. </span>\n\n<span style=\"color: #000000;\">Yet, at the other end of the spectrum are the overly humble who believe they have zero power and influence and opt out of even trying. </span>\n\n<span style=\"color: #000000;\">Both camps need to move to the middle.</span>\n\n<span style=\"color: #000000;\">Power and influence are available to everyone. Being proficient at influencing isn’t linked to having a big job title. In this day of social networking and relationships, one’s ability to feel personally empowered to make an appeal (to influence) based on logic, emotion or a sense of cooperation is essential for personal and professional success.  </span>\n\n<span style=\"color: #000000;\">Influencing others is critical for securing support, persuading other people to champion your idea, or to stimulate someone\'s imagination. As retired AlliedSignal CEO Lawrence Bossidy says, “The day when you could yell and scream and beat people into good performance is over. Today you have to appeal to them by helping them see how they can get from here to there, by establishing some credibility, and by giving them some reason and help to get there. Do all those things, and they’ll knock down doors.”</span>\n\n<span style=\"color: #000000;\">People with first-rate influence skills combine interpersonal, communication and assertiveness abilities with self-awareness. The purpose of influence is building win-win interactions and relationships with and between people.  It isn’t about controlling or manipulating them, both of which are common misperceptions about power and influence. </span>\n\n<span style=\"color: #000000;\">To assess the effectiveness your ability to influence is, ask yourself:</span>\n<ul>\n	<li><em><span style=\"color: #000000;\">Do I impact outcomes even when I’m not the boss?</span></em></li>\n	<li><em><span style=\"color: #000000;\">Do people seek out my opinion or ask me to be a sounding board for their  ideas?</span></em></li>\n	<li><em><span style=\"color: #000000;\">Do people invite me to support and share their cause?</span></em></li>\n	<li><em><span style=\"color: #000000;\">Do I have a reputation for helping people understand their role in a project, work assignment, community event, etc.?</span></em></li>\n	<li><em><span style=\"color: #000000;\">Do I take/make the time to understand the needs and motivations of others?</span></em></li>\n</ul>\n<span style=\"color: #000000;\">Jay Jamrog, senior vice president of research for Institute for Corporate Productivity believes leaders must know the influence skills they have, be able to identify skill gaps and get the right development tools to close those gaps. So if you answered “no” to any of these questions, polishing up your skills in the following areas will help you increase your sphere of influence and positive personal power. </span>\n\n<span style=\"color: #000000;\"><strong>Get clued in</strong>. Watch what’s going on in your company, community, around you at home or with friends. Individuals with strong influencing skills examine, ask and validate.</span>\n\n<span style=\"color: #000000;\"><strong>Make it happen.</strong> Be clear about what you want to achieve and have a plan for making it so. Under-promise and over-deliver on timelines for getting things accomplished.</span>\n\n<span style=\"color: #000000;\"><strong>Involve others</strong>. People who have highly developed influence skills first pull people to their ideas, and then push those ideas to the rest of the organization through other people.</span>\n\n<span style=\"color: #000000;\"><strong>Watch your intentions</strong>. Understand your motivation. Are you in it to win it for yourself, or for the greater good? </span>\n\n<span style=\"color: #000000;\"><strong>Be a broker of ideas and information</strong>. Share what you know. Connect people with ideas and each other. Create alliances and identify stakeholders who share a win-win orientation and common goals.</span>\n\n<span style=\"color: #000000;\"><strong>Don’t be a conversation or credit hog</strong>. Don’t force your ideas on people or perpetually keep yourself in the spotlight. Don’t let your ego stand in the way of positive win-win outcomes.</span>\n\n<span style=\"color: #000000;\"><strong>Don’t abdicate your power.</strong>  Forget about job titles – you are a leader if you choose to be one. Don’t sell yourself short or believe the worst. Confidence is the best accessory a character-based leader can wear.</span>\n<h4><span style=\"color: #000000;\">Ready to get some positive power and influence? </span></h4>\n<h6><span style=\"color: #000000;\">\nPhoto credit:  <a href=\"http://www.searchenginejournal.com/6-ways-to-increase-your-influence-and-persuasion/23052/\" target=\"_blank\">Search Engine Journal</a></span></h6>\n&nbsp;', 'Got Good Influence or Bad?', '', 'publish', 'open', 'open', '', 'got-good-influence-or-bad', '', '', '2012-09-10 06:00:48', '2012-09-10 11:00:48', '', 0, 'http://leadchangegroup.com/?p=7238', 0, 'post', '', 2),
(7242, 288, '2012-09-12 06:00:02', '2012-09-12 11:00:02', '<img class=\"alignright size-medium wp-image-7243\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/daleprojectplanning-300x199.jpg\" alt=\"\" width=\"300\" height=\"199\" />Every day people and businesses come up with excuses as to why their projects failed. While reasons such as not having enough time or resources are definitely valid, the real cause for many failed tasks is that there was not proper planning. It is usually a complete lack of planning rather than simply poor planning that causes failures. The best way to avoid improper planning is to practice the steps to successful planning and to do it consistently. The ability to plan projects is essential in today’s business environment, and is a lot easier to master than you may imagine.\n\nUse the following final steps from <a title=\"Dale Carnegie\" href=\"http://www.dalecarnegie.com/\">Dale Carnegie</a> to ensure that your projects are on the right track:\n\n<strong><em>Step 5: Love Don’t Cost a Thing But Business Plans Do</em></strong>\n\nNot having the resources to take care of the costs of a project is one aspect that without proper planning, can not only hinder a project, but completely stop it dead in its tracks. Determining the budget for, and cost of, each action step is critical to the success of all projects.  Costs that you should take into consideration include:\n<ul>\n	<li>Personnel</li>\n	<li>Materials</li>\n	<li>Time (a cost that is sometimes easily forgotten)</li>\n	<li>Opportunity cost (what must be given up to pursue a given action)</li>\n</ul>\n<strong><em>Step 6:  You Can’t Meet Deadlines Without Setting Them First</em></strong>\n\nSet and communicate deadlines so there is a clear understanding of which tasks need to be completed by what dates. Include immediate, intermediate, and long-term targets in this timeline. Be sure the goals and timeline are realistic and revisit the other steps before setting your deadlines. Work backwards to determine when each phase should be completed. Discuss with the team each step and put the schedule in writing to avoid misunderstandings.\n\n<strong><em>Step 7:  Implementation</em></strong>\n\nAn important, yet overlooked, part of implementing a plan is making sure that all involved understand their role in achieving the established goals. Obtain the team’s commitment to agreed-upon results. As you monitor the implementation, you may need to modify the scope of the plan and reevaluate your goals and timeline.\n\n<strong><em>Step 8:  The Follow-Up </em></strong>\n\nA critical part of creating a <a href=\"http://www.dalecarnegie.com/business-process-change-management/\">strategic planning process</a> is to keep accurate records, analyze why deviations have occurred, and take action to correct any challenges. By having detailed accounts of exactly what happened, you will essentially have solutions recorded for many problems you may face again.\n\nAs Winston Churchill once said, “Let our advance worrying become advance thinking and planning.” Do not let the road ahead of you become filled with premature roadblocks that can cloud your mind with worry and anxiety. By properly planning out the perfect path to take to avoid these potential obstacles the road ahead will be a lot easier to navigate.', 'Steps and Tips for Proper Project Planning Part II', '', 'publish', 'open', 'open', '', 'steps-and-tips-for-proper-project-planning-part-ii', '', '', '2012-09-12 06:00:02', '2012-09-12 11:00:02', '', 0, 'http://leadchangegroup.com/?p=7242', 0, 'post', '', 1),
(7244, 303, '2012-09-06 14:00:17', '2012-09-06 19:00:17', '<img class=\"alignleft  wp-image-7245\" title=\"birds\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/birds.png\" alt=\"\" width=\"199\" height=\"152\" />We are in relationship with everyone we meet, because we are always swapping energy.  Even the guy reading the paper in the adjacent seat on the train might leave an impression as you form an opinion about or sense his energy.  Ok, it’s not much of a relationship, but it is important to know we can actually impact everyone we meet at some level.\n\nIf we have even a slight impact with a complete stranger think about the impact we have on our nearest and dearest, our work colleagues, teams or customers.  Human relationships whether they are romantic, work-based, friendship or family based are successful or not because of a number of common factors. Read the full article <a href=\"http://www.peoplediscovery.co.uk/2012/08/30/lead-yourself-first-the-impressive-impact-of-relationship/\">here</a>.', 'Lead Yourself First: The Impressive Impact of Relationship', '', 'publish', 'open', 'open', '', 'lead-yourself-first-the-impressive-impact-of-relationship', '', '', '2012-09-06 14:00:17', '2012-09-06 19:00:17', '', 0, 'http://leadchangegroup.com/?p=7244', 0, 'post', '', 0),
(7259, 320, '2012-09-13 06:00:29', '2012-09-13 11:00:29', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2012/09/20120906-025439.jpg\"><img class=\"size-full alignright\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/20120906-025439.jpg\" alt=\"20120906-025439.jpg\" /></a>\n\nGreat leaders are like excellent chefs. A little bit of this, a pinch of that; a touch of this, a whole lot of that, then… great things happen!\n\nWhen leadership is at its most effective and impressive, it is because of the element of <a href=\"http://wp.me/p1Bxqd-a8\">wisdom</a>. Evangelist <a href=\"https://twitter.com/dougklinedinst\">Doug Klinedinst</a> said, “The thing that makes wisdom wise, is that it works.” An action or decision on the part of a leader may seem simple, insignificant, or counter intuitive - but if it works, it’s wisdom at work. Consider these aspects of wise leadership:\n<ul>\n	<li>Intuitive- the leader feels in his gut he is doing the right thing.</li>\n	<li>Informed- she gathers information, asks questions, restates, and clarifies, until she is satisfied.</li>\n	<li>Instructive- he communicates, educates, informs, and trains his team in the vision, preparing them for what it will take to win the prize.</li>\n	<li>Infused- with enthusiasm, she sells the vision until the vision belongs to everyone involved, and as one, the team acts and accomplishes what the leader has set out before them.</li>\n</ul>\nWatch wisdom work- and understand that you can lead with wisdom as well. Five elements are definable in wise leadership:\n<ul>\n	<li><strong>Principle</strong>- The bedrock of leadership is in the principles that are espoused and expressed. Predetermined principles used in decision making ensure long-term effectiveness.</li>\n	<li><strong>Process</strong>- Ron Edmondson described one <a title=\"Ron Edmondson - Doing a Stakeholder Analysis\" href=\"http://www.ronedmondson.com/2011/04/doing-a-stakeholder-analysis.html\">process</a> he uses in his church as “A paradigm by which to apply wisdom to a situation.” Whether clearly defined or evident only to keen observers, process is present in wise leadership.</li>\n	<li><strong>Passion</strong>- I’m tired of dispassionate discourse, and ready for a passionate course. Passion is the drive to act when the talk is exhausted. It is consuming and contagious. Passion drives a leader to action and inspires others to follow. It is essential to leadership.</li>\n	<li><strong>Perspective</strong>- raises the sights of others to see beyond the immediate and into the infinite. The Apollo 11 mission, and the steps of Neil Armstrong, gave perspective to our existence and impact here on Earth. Leaders provide perspective, especially in tough times.</li>\n	<li><strong>Personal Accountability-</strong> leaders need a perspective on themselves. An extra pair of eyes, two listening ears, and a multitude of wise words from a trusted and respected other, keep the wise leader grounded as a leader and a person.</li>\n</ul>\n<em>As a leader in your sphere, do you acknowledge and appreciate wisdom in leadership around you? In a word, what would define a shift toward wisdom in life and leadership for you?</em>\n\nPhoto 2012 by Glen Gaugh', 'Watch Wisdom Work', '', 'publish', 'open', 'open', '', 'watch-wisdom-work-2', '', '', '2012-09-13 06:00:29', '2012-09-13 11:00:29', '', 0, 'http://leadchangegroup.com/?p=7259', 0, 'post', '', 6),
(7269, 321, '2012-09-13 11:00:56', '2012-09-13 16:00:56', '<h2>My Interest in Leadership</h2>\nOver the past weekend I got to experience first-hand some of the characteristics of leadership and teamwork in practice. This was an interesting experience for me as I have a particular interest in Leadership-As–Practice. As a field of study, Leadership-As-Practice addresses how leadership practices are experienced and put into practice in everyday situations.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Fotolia_34935221_XS.jpg\"><img class=\"alignright size-medium wp-image-7321\" title=\"compass\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Fotolia_34935221_XS-200x300.jpg\" alt=\"A Personal Experience In Leadership | Lead Change Group\" width=\"200\" height=\"300\" /></a>My husband and I participated in the <a title=\"Wikipedia - Rogaining\" href=\"http://en.wikipedia.org/wiki/Rogaining\">World Rogaine Championships</a> over the past weekend. Teams of two and three from across the globe gathered near PrebuŠ in the north-west of the Czech Republic for 24 hours to pit their wits against the elements, the cunning of the course designer and each other. The challenge was to locate as many of the 69 control points placed over an area of approximately 300km<sup>2</sup> as possible. Point scores were allocated to each control point and the spoils went to the team with the greatest score over the 24 hours.\n<h2>Where Teamwork and Leadership Come into Play</h2>\nHere’s where team work and leadership come into picture: 24 hours on-the-go is a long time to concentrate, assess each situation and continually make decisions that directly impact both the safety and success of the team. Route choice over roller-coaster terrain in the middle of a forest has everything to do with how well the team can endure and reach its goals because team members are required to stay together at all times, or risk disqualification or having team members go missing in unknown territory. This requires the team instill and adhere to an effective system of leadership.\n\nOur system involved my husband taking the lead on making route choices (his map reading skills are significantly better than mine are) and communicating to me what landmarks and targets to look out for. In turn, I took the lead on feeding back to him about our progress and making sure that hydration and energy levels were maintained.\n\nThis meant that as a team we could monitor both where we headed and how we were going to get there, if we each shouldered our designated areas of responsibility, taking initiative where necessary and getting opinion form the other as required. From this perspective, leadership and teamwork were intertwined and the outcomes of our adventure jointly constructed.\n<h2>4 Leadership Lessons</h2>\nI was reminded of 4 leadership and teamwork lessons related to this event:\n<ul>\n	<li>Know where you are headed for and take the necessary initiatives to get there. Don’t follow where others are going just because it looks like they might be headed in the same direction as you. Keep your eyes on the path ahead of you and make your own decisions about the right path to take for your specific situation.</li>\n</ul>\n<ul>\n	<li>Recognise the difference between the those situations where consensus-based decision-making is appropriate and required, as opposed to those situations where expertise based decision-making by those best placed to take the decisions is needed. Decisions about route choice off a map are not conducive to consensus-based processes! This does not exonerate decision-makers from communicating what, how, when and why decisions based on specific technical expertise have been made.</li>\n</ul>\n<ul>\n	<li>Leadership happens because team members allow it. Confidence and assertiveness are key to making sure that team members\' trust the decisions made. Second-guessing well-considered and informed decisions may well lead to a perception of indecisiveness on the part of team members.</li>\n</ul>\n<ul>\n	<li>Keep others’ possible perspectives in mind when the inevitable sense-of-humour failures occur - usually in the middle of the night when everybody is tired and feet are aching!</li>\n</ul>\n<h2>We’re All in this Together</h2>\nLooking back on our recent Czech Republic experiences, the complex and interactive nature of teamwork and leadership again became apparent to me. Contrary to popular opinion, leadership cannot simply be reduced to simplistic leader-follower interactions. Instead, leadership is a dynamic and joint construction, by all involved in a given situation, of the most appropriate response to the particular context of that situation.\n\nThis was our experience, which may well contrast with what you think. What have you experienced and what opinions have you developed about the nature of leadership in everyday practice?  Please share your thoughts below.\n\n<span style=\"font-size: xx-small;\">Photo © R. P. Stolz - Fotolia.com</span>', 'A Personal Experience of Leadership and Teamwork in Practice', '', 'publish', 'open', 'open', '', 'a-personal-experience-of-leadership-and-teamwork-in-practice', '', '', '2012-09-13 11:00:56', '2012-09-13 16:00:56', '', 0, 'http://leadchangegroup.com/?p=7269', 0, 'post', '', 0),
(7272, 252, '2012-09-18 06:00:27', '2012-09-18 11:00:27', '<strong><img class=\"wp-image-7273 alignright\" style=\"margin: 8px;\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/MP900439332-300x200.jpg\" alt=\"\" width=\"240\" height=\"160\" /></strong><p>I used to think self-confidence meant I would never have a doubt.  When I think a back on this significant experience in my life, I realize that’s not true.</p>\n\nIn 1997, this I knew… I would leave my corporate job in my 20<sup>th</sup> year with my employer, in 2004.\n\nI made plans to start my own business.  I set the foundation, got my environment ready, got my head ready, made lists, took action, and got excited.   It was clear that my corporate job was draining my energy and impacting my health.  I did not feel that staying in that job fed my integrity.  And yet…\n<h3><strong>So many doubts.  So much second-guessing.</strong></h3>\nBut in 2004 when it came to make that decision final, that is, put in my notice, it was nearly the most difficult thing I had ever done.  Questions like this wouldn’t go away:\n<ul>\n	<li>This job pays so well and benefits are great, am I sure I can’t make this work?</li>\n</ul>\n<ul>\n	<li>What makes me so special that I think I need to leave?</li>\n</ul>\n<ul>\n	<li>There are a lot of people here I respect and they are making it work.</li>\n</ul>\n<ul>\n	<li>What makes me think I can go out on my own and be successful?  Isn’t that a little arrogant?</li>\n</ul>\nNow not only my job was making me sick, but also deciding whether or not to leave was making me sick!  I took vacation for a week to clear my head.  When I got back to my desk, I was sick to my stomach and crying within hours, overwhelmed at the prospect of giving my energy to something that was no longer feeding my soul.\n<h3><strong>Self-confidence and doubt are not mutually exclusive.</strong></h3>\nIt was then I knew there would be no more lists, no more careful analysis or studying of pros and cons.  I was done.   My higher self, and body, was sending me a message.  There was no ideal day to do this.  There was no analysis I could do that would make me certain that this was the ideal thing to do.  I had to trust where my best judgment and intuition had taken me so far and just do it.  I immediately felt relieved.\n\nI hadn’t revisited this story in a long time.  For some reason the word <strong>self-confidence</strong> comes up in a way it did not before.  It takes on a different connotation than it ever has for me.  It doesn’t mean we never have a doubt.  It does mean:\n<ul>\n	<li>We are willing to take responsibility for the consequences of our decisions, despite uncertainties.</li>\n</ul>\n<ul>\n	<li>We are confident in our ability to weather whatever comes our way.</li>\n</ul>\n<ul>\n	<li>We believe we are capable of adapting as situations change.</li>\n</ul>\nIt is so easy to want a guaranteed outcome.  Current real-world examples include wanting the wanting to be able to count on our pension plans, Social Security, the value of our home.  Some of these \"sure-things\" are now blown out of the water.\n\nWhere does that leave us?  It doesn’t need to leave us decimated by our external circumstances.  It can leave us trusting in our abilities to survive and thrive despite the challenges —maybe even because of the challenges.\n\n<em>What does self-confidence mean to you?</em>\n\n<span style=\"color: #888888;\">Image: Microsoft Clipart Gallery</span>\n\n&nbsp;', 'The Secret to Self-Confidence', '', 'publish', 'open', 'open', '', 'the-secret-to-self-confidence', '', '', '2012-09-18 06:00:27', '2012-09-18 11:00:27', '', 0, 'http://leadchangegroup.com/?p=7272', 0, 'post', '', 2),
(7278, 322, '2012-09-16 08:00:17', '2012-09-16 13:00:17', '<a href=\"http://www.robinsharma.com\"><img class=\"alignright size-medium wp-image-7279\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/walk-amongst-the-best-mini1-300x204.jpg\" alt=\"\" width=\"300\" height=\"204\" /></a>Servant Leadership is one the most effective ways to make a positive impact on your organization and the members within it. We have all heard the saying “Lead By Example,” but Servant Leadership takes leading by example to the next level.\n\nLeadership is about developing, growing and serving others. Servant leaders focus on the needs of others instead of command and control. Servant leadership allows self expression, personal development, a sense of community and ownership. Valuing, respecting and motivating your team is the core of a servant leader.\n<h2>4 Values of a Servant Leader</h2>\nWhen I consider Servant Leadership, four values come to mind:\n\n<em><strong>Self Expression</strong></em> – Allow your team to give their views on how to improve their projects, work and results. Noting the goal may not change, but you are open to their feedback on improvements to make their work better and more efficient.\n\n<em><strong>Personal Development </strong></em>- The only way for your employees to develop is if you invest your time in helping them. Every one has opportunities and a servant leader identifies the opportunity, develops a plan, teaches and coaches to help their team member grow and achieve.\n\n<em><strong>Community </strong></em>- Serving the needs of others will become contagious and your team members will start doing the same. It will bring everyone closer as a team to help work towards a common goal.\n\n<em><strong>Commitment</strong></em> - Once the three pieces are in place the team members will have a sense of ownership and importance to their team and their work. Their ownership will lead to greater commitment and results.\n\nRobin Sharma says, “If you’re in business, you’re in show business. The moment you get to work, you’re on stage. Give us the performance of your life.” As a leader, you are in a fish bowl where everyone is always watching your attitude, performance, and how you react in situations.\n\nServant Leadership compliments the “Fish Bowl” atmosphere very nicely. It reminds me of the Liberty Mutual commercial where you see a person helping another person, then that person helps someone else, and it becomes a domino effect. Once you create the Servant Leadership culture you will see that in your own team and Peer to Peer Coaching will become subconsciously part of your team’s every day routine.\n\n<em>Are you serving as a leader? What other values come to mind for you as a servant leader?  What can you do differently to serve the individuals you might influence or impact?</em>\n\n&nbsp;\n\n<span style=\"font-size: xx-small;\">Picture Provided From <a href=\"http://www.robinsharma.com\">http://www.robinsharma.com</a></span>', 'Serving as a Leader', '', 'publish', 'open', 'open', '', 'serving-as-a-leader', '', '', '2012-09-16 08:00:17', '2012-09-16 13:00:17', '', 0, 'http://leadchangegroup.com/?p=7278', 0, 'post', '', 4),
(7280, 281, '2012-09-14 06:00:35', '2012-09-14 11:00:35', '<h2>What Your Brain Wishes You Knew About Workplace Stress &amp; 5 Simple Stress Solutions for You (and Your Team)<img class=\"alignright  wp-image-7281\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/stressed-out-leader-1.jpg\" alt=\"\" width=\"178\" height=\"182\" /></h2>\nIf you are in a management or leadership role and you are paid to think (or you pay others to think), yet at the end of the day you feel overwhelmed by stress because:\n<ul>\n	<li>There\'s more to do in a day than ever before</li>\n	<li>Making good decisions quickly seems harder</li>\n	<li>You spend more time putting out your team\'s fires than getting your job done</li>\n	<li>You avoid dealing with team conflict or having a tough conversation with an employee</li>\n	<li>Procrastination is costing you time and money</li>\n	<li>There are more problems than solutions</li>\n	<li>A team member isn\'t pulling his weight and it\'s dragging the team\'s productivity down</li>\n	<li>You feel frustrated because you feel mis-understood more often than you feel understood by others</li>\n	<li>You are putting in more hours and are late getting home more often than you (or your spouse) would like to admit</li>\n</ul>\n<strong><em>You are not alone</em></strong> and here\'s some good news: You can eliminate unnecessary stress when you understand and sharpen your most valuable solution-finding-connecting-thinking-tool ... <strong>Your brain!</strong>\n<h3>The Good ... The Bad ... The Ugliness of Stress</h3>\nWe all experience stress and to a certain degree we need stress to be motivated into action.\n\nHowever, left unchecked, even low levels of chronic stress will not only reduce your ability to solve problems and make decisions, your stress will reduce your team\'s productivity and engagement.  In other words, <em><a title=\"The Top 3 Mistakes New Managers &amp; Leaders Make … (from this coach’s perspective)\" href=\"http://leadchangegroup.com/the-top-3-mistakes-new-managers-leaders-make-from-this-coachs-perspective/\" target=\"_blank\">stress is contagious!</a>  </em>(and, yes, stress <em>can</em> cause dis-ease and can kill you).\n\nIf you are an everyday, ordinary or extraordinary leader ... PAY ATTENTION!  The latest discoveries in neuroscience (or brain science) tell us why it\'s critical to understand the strengths and limits of your brain, especially when it comes to productivity, effective communication, motivation and other ways leaders must engage people.\n\nIn other words, when it comes to being a Character-based Leader (i.e., leading from who you are) a brain scientist will be your best friend.\n<h4>What Can Neuroscience Tell Us About Leadership?</h4>\nAs if \"everyday stress\" isn\'t enough for a leader to feel overwhelmed, leaders are also susceptible to another unique type of stress:  <em><strong><a href=\"http://sustainable-leaders.com/leaders-recognize-the-effects-of-power-stress-now-to-avoid-burnout-2/\" target=\"_blank\">Power Stress.</a> </strong></em><strong></strong>Because people in a leadership position have responsibility to and for the well being of others you can add \"power stress\" to your list.\n\nBrain scientists have recently been able to identify undeniable strengths and limits of the human brain when it comes to productivity, motivation and communication.\n\nIt is only very recently non-scientists have been able to decipher why these discoveries matter to you and I.  More importantly, as executive, organizational and leadership consultants we can now answer WIIFM (What\'s In It For Me?) and apply these facts to assist leaders to do their best work.\n<h3>Here are <span style=\"color: #ff0000;\">5 Simple Stress Solutions</span> you can practice to become a <a href=\"http://sustainable-leaders.com/about/\" target=\"_blank\">Sustainable Leader</a> who is leading from the inside out, the outside in<strong><em> and</em></strong> is built to last for the long haul:</h3>\n<strong>#1.  </strong><span style=\"text-decoration: underline;\"><strong>Limit distractions</strong> </span>when you need to do your most intense thinking.  Turn off your cell phone, stop email notifications and close your door are just a few.\n\n<strong>#2.</strong><strong> </strong><span style=\"text-decoration: underline;\"><strong>Recharge your brain</strong></span> for 2-5 minutes frequently throughout your day (especially during the busiest few hours of the day).  Take a brief walk, 10 deep breaths, sing, play or talk with a co-worker about something non-work-related.\n\n<strong>#3.</strong><strong> </strong><span style=\"text-decoration: underline;\"><strong>Get everything out of your head.</strong></span>  David Allen said, \"Your brain isn\'t designed to hold ideas, it\'s designed to have ideas.\"  Dump everything onto a piece of paper, a whiteboard or better yet, a MindMap program where you can close down the thread and focus on one project at a time.\n\n<strong>#4.  <span style=\"text-decoration: underline;\">Prioritize prioritizing.</span></strong>  In \"Your Brain at Work\" by David Rock, he explains why when we procrastinate, have difficulty making decisions or feel we are spinning our wheels, it is often because we haven\'t properly put actions in the right order for execution.  If you take your ideas out of your head #3 above, and put them on Post-its, you can clearly see what needs to be decided first.  Only then can we get unstuck and take action.\n\n<strong>#5.  <span style=\"text-decoration: underline;\">Invest in your team</span> </strong>to reduce their stress.  Include your team in creating realistic deadlines, avoid using \"Lizard Brain Words\" when you are frustrated and acknowledge people\'s emotions (yours and theirs).  Yes, it\'s really okay to talk about feelings at work.  You\'ll be perceived as caring, not a wimp.  Trust me.\n\nDon\'t be a statistic by ignoring or minimizing the negative impact of stress.  You can only become a Character-Based Leader if you understand how you and others are wired (and how you are not).  Being a satisfied and happy leader is critical for your and your team\'s long-term success!\n\n<em>For more resources and practical strategies to reduce, eliminate and even leverage stress check out:</em>\n\n<strong>21 Ways to Eliminate Workplace Stress: Myths &amp; Solutions for Busy Managers &amp; Leaders</strong>\n\nTo Your Sustainable &amp; Character-Based Leadership!\n\nChristina\n\n&nbsp;', 'Leaders: Reduce, Eliminate &#038; Leverage Stress to Score BIG &#038; WIN!', '', 'publish', 'open', 'open', '', 'leaders-reduce-eliminate-leverage-stress-to-score-big-win', '', '', '2012-09-14 06:00:35', '2012-09-14 11:00:35', '', 0, 'http://leadchangegroup.com/?p=7280', 0, 'post', '', 6);
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(7282, 281, '2012-10-18 12:17:54', '2012-10-18 17:17:54', '<h4>Check out this interview with Author, Lisa Petrilli:</h4>\n<h4>Chapter Title: <em>\"Leading with Character by Leading from Within\"</em></h4>\n<img class=\"alignright  wp-image-7286\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/lisa3-214x300.png\" alt=\"\" width=\"150\" height=\"210\" />\n<h4>Lisa Petrilli</h4>\nCEO, C-Level Strategies, Inc.\nCOO and CMO, To Be a Woman\nCRO (Chief Relationship Officer), CEO Connection\n\nLisa Petrilli\'s corporate leadership experience includes running a $750 million medication delivery business and a team of marketers while negotiating global licensing, commercialization and co-marketing contracts with pharmaceutical companies. She also spent a year as a corporate Executive Leadership Trainer.\n\nEarly in her career when faced with a PR challenge by Greenpeace, she led a team that created a solution so unique and environmentally friendly that she presented it on behalf of her company to a United Nations Environmental Conference in Geneva, Switzerland.\n\nLisa has an MBA from Northwestern University’s Kellogg Graduate School of Management in Marketing, International Business &amp; Organizational Behavior and a Bachelor’s Degree from Indiana University’s Honor’s College and Kelley School of Business with a minor in Political Science.\n\nShe is author of her ”Visionary Leadership Blog,” a contributing blogger for the Lead Change Group, co-founder and co-host of “Leadership Chat” on Twitter garnering millions of online impressions each week, and was named one of Twitter’s ”Small-Business Big Shots“ in the Wall Street Journal.\n\nConnect with Lisa online –\nBlog: <a title=\"www.lisapetrilli.com\" href=\"http://www.lisapetrilli.com\">www.lisapetrilli.com</a> | Email: <a href=\"mailto:Lisa@CLevelStrategies.com\">Lisa@CLevelStrategies.com</a> | Twitter: <a href=\"http://twitter.com/lisapetrilli\">@lisapetrilli</a> | LinkedIn: linkedin.com/in/lisapetrilli | Google+: <a title=\"Lisa\'s Google+ Profile\" href=\"http://gplus.to/lisapetrilli\">gplus.to/lisapetrilli</a>\n<h4>Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\">thecharacterbasedleader.com</a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\">Amazon</a>,<a href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\"> Barnes &amp; Noble</a> or <a href=\"https://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\">iTunes</a></h4>\n[powerpress]', 'Lisa Petrilli: The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'lisa-petrilli-the-character-based-leader-co-author-interview', '', '', '2012-10-18 12:17:54', '2012-10-18 17:17:54', '', 0, 'http://leadchangegroup.com/?p=7282', 0, 'post', '', 0),
(7294, 281, '2012-10-23 13:14:35', '2012-10-23 18:14:35', '<h4>Check out this great interview with Author Don Shapiro:</h4>\n<h4><em><strong>Chapter Title:  \"A Crisis in Character\"</strong></em></h4>\n<h4>Don Shapiro</h4>\nPresident, First Concepts Consultants, Inc.\n\n\n\nDon Shapiro is president and founder of First Concepts Consultants, Inc., a management and marketing consulting practice that since 1985 has helped firms in 30 different industries to increase their rate of growth and market share. For 26 years, clients have been saying he\'s the guy “who asked the questions no one else ever asked.”\n\nA curious nature, a passion for uncovering what causes things to happen and a creative spirit have lead him to make many discoveries about what causes people to buy and figure out value. After too many years of seeing clients fail to implement his recommendations, Don stated focusing on how organizations implement change and improvements. It became clear everything that happens starts with people and that requires great leadership.\n\nFor over 30 years, Don has been helping people learn, laugh and leave inspired through his speeches, workshops and training programs. He has been published in several magazines and writes three blogs on business and personal issues. He is a graduate of the Executive Development Program at the UCLA Anderson School of Management\n\nConnect with Don online –\nWebsite: <a href=\"http://www.firstconcepts.com\" target=\"_blank\">www.firstconcepts.com</a> | Email: donshapiro@firstconcepts.com | Linkedin: linkedin.com/in/donshapiro | Twitter: <a href=\"http://twitter.com/donshapiro1\" target=\"_blank\">@donshapiro1</a> | Facebook: <a href=\"http://facebook.com/lifeisaforkintheroad\" target=\"_blank\">facebook.com/lifeisaforkintheroad</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, <a href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\">Barnes &amp; Noble</a> or <a href=\"https://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\">iTunes</a></span></strong></p>\n[powerpress]', 'Don Shapiro:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'don-shapiro-the-character-based-leader-co-author-interview', '', '', '2012-10-23 13:14:35', '2012-10-23 18:14:35', '', 0, 'http://leadchangegroup.com/?p=7294', 0, 'post', '', 0),
(7302, 281, '2012-10-11 11:55:37', '2012-10-11 16:55:37', '<h4>Check out this interview with Author, Chery Gegelman:</h4>\n<h4><em><strong>Chapter Title:  \"Why Character Based Leadership?\"</strong> </em></h4>\n<h4>Chery Gegelman</h4>\n<img class=\"alignright  wp-image-7303\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/chery-200x300.png\" alt=\"\" width=\"120\" height=\"180\" />President/Managing Partner at Giana Consulting, LLC\n\nChery Gegelman is the President of Giana Consulting, an Organizational Wholeness and Growth Consulting Company that specializes in Organizational Development, Leadership Development and helping people understand and navigate Change.\n\nChery is a visionary, nurturing and energetic presence that has been described by others as honest, courageous and dedicated. She has been gifted with an ability to understand the strengths and opportunities of both individuals and organizations. Through a unique blend of almost child-like curiosity, creativity and deeply-rooted strength she helps clients resolve issues and discover new paths. Her passion is helping individuals and organizations discover and unleash their greatest strengths so they can overcome obstacles and maximize results.\n\nShe is quick to point out that any wisdom and understanding she brings come from her own failures and successes, the people she worked with along the way, wise mentors, years of study and the underserved grace of her Heavenly Father.\nChery is available for consultations, facilitating, speaking and collaborations.\n\nConnect with Chery online –\nWebsite:<a href=\"http://gianaconsulting.com\" target=\"_blank\"> www.gianaconsulting.com</a> | Blog: <a href=\"http://gianaconsulting.com/blog.php\" target=\"_blank\">www.gianaconsulting.com/blog.php</a> |Phone: 918-938-2527 | Email: cgegelman@gianaconsulting.com | Twitter: @<a href=\"http://twitter.com/GianaConsulting\" target=\"_blank\">GianaConsulting</a> |YouTube: <a href=\"http://www.youtube.com/user/CheryGegelman?ob=0&amp;feature=results_main\" target=\"_blank\">GianaConsulting</a>| Facebook: <a href=\"http://facebook.com/GianaConsulting\" target=\"_blank\">facebook.com/GianaConsulting</a>| LinkedIn: linkedin.com/in/gianaconsulting | Google+: <a href=\"http://gplus.to/GianaConsulting\" target=\"_blank\">gplus.to/GianaConsulting</a> | Lead Change: leadchangegroup.com/members/cherygegelman | BlogNotions:<a href=\"http://leadership.blognotions.com/cgegelman/\" target=\"_blank\"> leadership.blognotions.com/cgegelman/</a>\n<h4>Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\">thecharacterbasedleader.com</a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\">Amazon</a>,<a href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\"> Barnes &amp; Noble</a> or <a href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\">iTunes</a></h4>\n[powerpress]', 'Chery Gegelman:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'chery-gegelman-the-character-based-leader-co-author-interview', '', '', '2012-10-11 11:55:37', '2012-10-11 16:55:37', '', 0, 'http://leadchangegroup.com/?p=7302', 0, 'post', '', 0),
(7304, 281, '2012-10-03 11:55:33', '2012-10-03 16:55:33', '<h4>Check out this great interview with Author, Page Cole:</h4>\n<em><strong>Chapter Title:  \"Leading from Our Strengths\"</strong></em>\n<h4>Page Cole</h4>\n<a href=\"http://leadchangegroup.com/page-cole-the-character-based-leader-co-author-interview/page/\" rel=\"attachment wp-att-7305\"><img class=\"alignright  wp-image-7305\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Page-300x212.png\" alt=\"\" width=\"180\" height=\"127\" /></a>Owner, Visiting Angels of Green Country\n\nPage Cole has been developing leaders for over 30 years as a pastor, with his last role as Executive Pastor of First Baptist Church, Owasso. He now owns Visiting Angels of Green Country, a non-medical home health company. His passion continues to be in mentoring young leaders.\n\nHe\'s husband to Ronda, &amp; dad to Erin, Nathan &amp; Ben.\n\nConnect with Page online –\nFacebook: <a href=\"http://facebook.com/page.cole\" target=\"_blank\">facebook.com/page.cole</a> | Twitter: @<a href=\"http://twitter.com/pagecole\" target=\"_blank\">pagecole</a> | LinkedIn: linkedin.com/in/pagecole | Blog: <a href=\"http://www.rhinofordinner.com\" target=\"_blank\">www.rhinofordinner.com</a> | Website: <a href=\"http://www.visitingangels.com/greencountry\" target=\"_blank\">www.visitingangels.com/greencountry</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, <a href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\">Barnes &amp; Noble</a> or<a title=\"iTunes\" href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\"> iTunes</a></span></strong></p>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\">[powerpress]</p>', 'Page Cole:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'page-cole-the-character-based-leader-co-author-interview', '', '', '2012-10-03 11:55:33', '2012-10-03 16:55:33', '', 0, 'http://leadchangegroup.com/?p=7304', 0, 'post', '', 1),
(7306, 281, '2012-10-17 12:40:09', '2012-10-17 17:40:09', '<h4>Check out this great interview with Author, Jane Perdue:</h4>\n<h4><strong><em>Chapter Title:  \"Using Your Head to Manage Your Heart to</em> <em>Lead\"</em></strong></h4>\n<h4><strong><em></em></strong>Jane Perdue</h4>\n<img class=\"alignright  wp-image-7307\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/jane-256x300.png\" alt=\"\" width=\"154\" height=\"180\" />\n\nPrincipal/CEO, Braithwaite Innovation Group\nCo-Founder, Get Your Big On\n\nA friend once touchingly described Jane Perdue as a quiet storm of inspiration, a leader who wasn’t afraid to tactfully bring up the elephant in the room or shy away from bringing compassion and soul into the workplace. She’s done the corporate executive thing and did it well. Yet the corporate charm bracelet of success wasn’t fulfilling. Too much emphasis on money, the bottom line and externals like the corner office and wearing the right brand of shoes.\n\nShe has learned that life is full of either/or problems to solve and both/and paradoxical tensions to perpetually manage. Sure, there are problems with one right answer, but most people want to apply simple answers to complex situations. In her second act, she works with leaders and women in business, inspiring their performance at the intersection of the art of leadership and the science of business. That’s where they grab on to big, bold, brave thinking and open doors to living their best life, one full of confidence, promise and courage.\n\nHer articles have been featured in the Charleston, SC Post and Courier newspaper and SmartBrief. Her first book, Yes You Can!, a leadership anthology co-authored with Warren Bennis, et al., was released in 2010.\n\nConnect with Jane online –\nWebsites:<a href=\"http://www.braithwaiteinnovationgroup.com\" target=\"_blank\"> www.braithwaiteinnovationgroup.com</a> and <a href=\"http://www.getyourbigon.com\" target=\"_blank\">getyourbigon.com</a> | Twitter: @<a href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">thehrgoddess</a> | LinkedIn: linkedin.com/in/janeperdue | Blog: <a href=\"http://getyourbigon.com/leadbigblog/\" target=\"_blank\">getyourbigon.com/leadbigblog/</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\">characterbasedleader.com</a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\">Amazon</a>, <a title=\"The Character-Based Leader at Barnes and Noble\" href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\" target=\"_blank\">Barnes &amp; Noble</a> or <a title=\"The Character-Based Leader on iTunes\" href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\" target=\"_blank\">iTunes</a></span></strong></p>\n[powerpress]', 'Jane Perdue:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'jane-perdue-the-character-based-leader-co-author-interview', '', '', '2012-10-17 12:40:09', '2012-10-17 17:40:09', '', 0, 'http://leadchangegroup.com/?p=7306', 0, 'post', '', 0),
(7311, 281, '2012-10-04 11:03:40', '2012-10-04 16:03:40', '<h4>Check out this great interview with Author, Mónica Diaz</h4>\n<h4 style=\"text-align: justify;\"><strong><em>Chapter Title:   \"Exploring Integrity &amp; Leadership\"</em></strong></h4>\n<h4>Mónica Diaz</h4>\n<img class=\"alignright  wp-image-7312\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/monica-255x300.png\" alt=\"\" width=\"153\" height=\"180\" />Director, Quídam Global\n\nMónica Diaz lives in Mexico and works around the globe to help companies and individuals create and maintain a healthy corporate culture. She has been a leader in different capacities most of her life and a facilitator of “The Human Element®” approach since 1987.\n\nHer background in higher education and human potential, as well as her boundless enthusiasm make her an engaging speaker, author and coach with a unique style of delivery and provocative thinking.\n\nIn 2010, she attended the LeaderPalooza Unconference, becoming one of the initial instigators for Lead Change.   Her coaching model has helped coaches around the world assist their clients in building increased capacity for action that is measurable by self, organization and others. She has published innumerable articles and blog posts over the years. Her book, Otheresteem, Regaining the Power to Value Others takes a practical approach to valuing people consistently for increased self-esteem and sense of community.\n\nHer current work includes Aspirations Theory, which she is deepening in collaboration with Randall Krause, and two books in the making. She is a passionate advocate of human connection through social media and is currently active in several online ventures to make her point. She is very proud to be a part of this book!\n\nConnect with Mónica online –\nBlog: <a href=\"http://www.e-quidam.com/theblog\" target=\"_blank\">www.e-quidam.com/theblog</a> | Book: <a href=\"http://www.otheresteem.org\" target=\"_blank\">www.otheresteem.org</a> | Twitter: @<a href=\"http://twitter.com/monedays\" target=\"_blank\">monedays</a> | LinkedIn: mx.linkedin.com/in/monicadiazdeperalta | More Info: <a href=\"http://www.thehumanelement.com\" target=\"_blank\">www.thehumanelement.com</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, <a href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\">Barnes &amp; Noble</a> or<a href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\"> iTunes</a></span></strong></p>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\">[powerpress]</p>', 'Mónica Diaz:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'monica-diaz-the-character-based-leader-co-author-interview', '', '', '2012-10-04 11:03:40', '2012-10-04 16:03:40', '', 0, 'http://leadchangegroup.com/?p=7311', 0, 'post', '', 0),
(7315, 281, '2012-10-19 13:10:54', '2012-10-19 18:10:54', '<h4>Check out this great interview with Dan Rockwell:</h4>\n<h4><em><strong>Chapter Title:  \"Leading Your Way Into Humility\"</strong></em></h4>\n<h4>Dan Rockwell</h4>\nBlogger, Leadership Freak\n\nDan Rockwell believes we are what were when we were in our early teens. That makes him a farm boy from Maine, even though he’s been in central Pennsylvania for twenty-five years. He’s been leading all of his life and has broad experiences in the education, governmental, corporate, and not-for-profit arenas.\n\nCurrently, he gives corporate, community, and church presentations, delivers leadership and management training, and coaches emerging leaders.\n\nAlthough he’s best known for leadership, Social Media is his secret passion. His Twitter account was number 129 on the list of most recommended in the United States the week of October 16, 2011, according to www.followfriday.com.\n\nIn addition to writing the Leadership Freak blog, he writes for the American Management Association, The Society for Human Resource Management, the Deloitte Leadership Academy, and others.\n\nConnect with Dan online –\nBlog:<a href=\"http://leadershipfreak.wordpress.com\" target=\"_blank\"> leadershipfreak.wordpress.com</a> | Twitter: @<a href=\"http://twitter.com/leadershipfreak\" target=\"_blank\">leadershipfreak</a> | Facebook: <a href=\"http://facebook.com/LeadershipFreak\" target=\"_blank\">facebook.com/LeadershipFreak</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, <a href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\">Barnes &amp; Noble</a> or <a href=\"https://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\">iTunes</a></span></strong></p>\n[powerpress]', 'Dan Rockwell:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'dan-rockwell-the-character-based-leader-co-author-interview', '', '', '2012-10-19 13:10:54', '2012-10-19 18:10:54', '', 0, 'http://leadchangegroup.com/?p=7315', 0, 'post', '', 0),
(7319, 310, '2012-09-18 13:00:58', '2012-09-18 18:00:58', '<img class=\"alignleft size-thumbnail wp-image-7320\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/balloons-191-125x105.jpg\" alt=\"\" width=\"125\" height=\"105\" />Diversity. Much discussion has surrounded this small but powerful word over the past twenty years in our workplaces. So what is it? Defined at its simplest, diversity it is the sum of differences as well as similarities among and within all people added with the glorious power that comes from that truth.\n\n<strong>As a force and concept, diversity solidly remains what makes America, our communities, cultures and each of us, unique and fluid.</strong> From whatever role we occupy —leader, employee, parent, student, educator or citizen, we are impacted by diversity.\n\nAnd it shows up as a factor for leaders to navigate in the workplace in many ways.\n\nWe’re currently in a major political season with gaffes, controversies and innuendo. Racial, gender, age, religious and ethnic differences of candidates are on display, along with their platforms. Opposing views on social issues produce not so collegial water cooler conversations. Harassment and discrimination complaints potentially surface when employee interactions run amuck or questions surrounding promotional opportunities and selections arise.\n\nMy interest in diversity related topics spans a lifetime. Personal chronicles that include harmful incidents mixed with measureable progress provide me some valuable insight. Growing up during an era where a “white only’ sign was posted on an outdoor bathroom at a service station down the street from my childhood home raised many \"whys\" in my mind. In addition, having been a woman entering the military, I experienced assumptions made about my potential because of my gender. Now I am over the age of 40, wondering if I’m an \"old dog who can’t learn new tricks.”\n\nThe insight I’ve gleaned has been helpful as I conduct diversity, inclusion and harassment training for my clients. At times, the sessions are linked to leadership modules as a part of a management development program. Here I continue to learn even more, getting material from the outrageous and the wise in my classrooms.\n\nI also see leaders who are afraid to address diversity related issues. Some are unsure and want some guidance. A few are committed and not just compliant. These observations are important, because part of a leader’s job is to help everyone “get along”.\n\nTo address this range of where these leaders are, I use a variety of instructional techniques as well as one on one coaching.  From these approaches, three must \"do’s\" emerged for me that are critical for leaders to get on the right road.\n\n1. <strong>Establish your people platform early and often.</strong>\n\nProvide clarity for the people on your team about your guidelines around fair treatment and adherence to organizational policies for a respectful work environment. Stating what you won’t tolerate and what you care about in an open forum sends a foundational message for the office culture. Employees shouldn’t have to guess about where you stand. When diversity-related issues are made known, be a first responder in doing any due diligence. Address concerns, don’t dismiss inappropriate behaviors, and seek support from HR or EEO staff when needed.\n\n2. <strong>Build trust and respect by showing up, just because.</strong>\n\nMake efforts to connect with employees in visible as well as virtual ways. Check- ins and the old MBWA (management by walking around) are still sound leadership principles. Seek to identify skills, motivations, and ‘beyond the work title’ information on team members in order to build relationships. Be authentic and open in communicating.\n\n3.<strong> Choose to include not exclude by reaching wide.</strong>\n\nThere’s a concept in human nature that states, “like chooses like.” So being aware that this behavior can help be a self-monitoring tool. Show evidence of a wide sweep in the use of gender neutral terms, phrases devoid of group stereotypes and any selections for employee opportunities. Take a look around the room in meetings or other gatherings and see if the likeness choice factor is in operation.\n\nUnderstanding the breath of diversity does involve gaining perspective. I often ask participants in my diversity workshops this question, “What would our country, lives, careers, families and relationships be like if we were all the same?” Boring? Bland food? Good answer.\n\nFinally for leaders, recognizing and tapping into the power of diversity makes good business sense. In this global marketplace with its variety of partners, associates, consumers, and customer base, new approaches as well as experiences are byproducts. When harnessed constructively, better products and services result. So find ways to cement your diversity effectiveness and drive on!', 'Driving Diversity: 3 Ways for Leaders to Effectively Navigate Their Workplace', '', 'publish', 'open', 'open', '', 'driving-diversity-3-ways-for-leaders-to-effectively-navigate-their-workplace', '', '', '2012-09-18 13:00:58', '2012-09-18 18:00:58', '', 0, 'http://leadchangegroup.com/?p=7319', 0, 'post', '', 6),
(7322, 287, '2012-09-17 06:00:06', '2012-09-17 11:00:06', '<img class=\"wp-image-7346 alignright\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/magician-24-213x300.png\" alt=\"\" width=\"213\" height=\"300\" />I’ve been self-employed for a decade (more if you look closely), but it wasn’t until this year that I became an entrepreneur and began to see my leadership style shift closer to authenticity.\n\n<strong>What’s the change and why is it affecting my leadership style and character?</strong>\n\n<strong></strong> Unlike a self-employed person who just wants to pay the bills, I have taken on the challenge of building an actual business (two, actually). For the first time since taking the leap and living without a corporate paycheck, I have aspirations to create something bigger than me, services and products that scale beyond me, reach more people and support more people as well.\n\nIn building a business, I’m noticing a distinct shift in my leadership style. I’m becoming more directive and decisive. I’ve never NOT been these things, but working for myself I had more leeway and playroom to indulge my collaborative tendencies. I was a contractor/consultant who’s mission was to serve the client. The client always came first and my business was second. I was second. Now, we are peers. We both run businesses.\n<h3>How Shifts In My Leadership Style Cost Me My Biggest Client</h3>\nWhat brought this shift to my attention was when I was discussing a project continuation with my biggest client and they declined. In my heart I wasn’t surprised (see below), and I wasn’t even terribly disappointed (see below), but I was still puzzled. All the signs pointed to the project’s continuation, so what went wrong? Well, looking back, several things, but the key one was that I forgot to go into that meeting with my “consultant listening hat” on.\n\nI had just rushed out of a meeting for my new business, where I was making decisions and commitments and I simply forgot to listen first. Bush league mistake for a consultant – one I might have made eight years ago. Oops.\n\nThat’s when I noticed the shift in myself and how I’d taken on this new habit of no-BS <em>ownership</em> in my leadership style that I’ve come to believe defines the entrepreneurial character. Entrepreneurs are skating on thin ice when it comes to all resources (time, money, people etc). They use their gut because it’s cheaper than a research firm; they get into the trenches because there’s no one else there to do it; they make mistakes and move on quickly; and they treat all financial expenditures as if it was their own money, because it is!\n\nIn the discussion with my client, she asked me for my recommendation, and I gave it to her in this style, focused on how she could quickly take advantage of missed opportunities, give her team new opportunities to expand themselves to build their leadership capabilities and maximize resources. I spoke about intangibles like “leadership style” and “creativity.” I had my authentic, entrepreneurial character fully engaged. But…. this is the part I forgot… she’s in an organization about as far from the entrepreneurial end of the spectrum as you can get. &lt;\n\nMy advice fell flat. This wasn’t what she had wanted to hear and if I’d had my consultants listening hat on, I’d have remembered that and adjusted.\n<h3>My New Leadership Character – My Magician</h3>\nBut here’s why I’m ok with what happened. In building and launching my businesses this year, I’ve taken a new approach to leading and presenting myself, relying on and trusting my own, personal character more than ever before. Even though I’ve been a marketing executive and consultant for over 15 years in a previous life, I’m taking a fresh new approach that my corporate experience never prepared me for. I’m focused on building my personal brand and placing it as the beating heart of my businesses.\n\nI’m using a unique approach based on the work of Dr. Carol Pearson (author, <em>The Hero And The Outlaw</em>) and taught by my good friend and colleague, Cindy Atlee of the Storybranding Group. Working with Cindy I was able to identify my personal archetype, the one that fuels me with passion and joy. My archetype turns out to be the Magician and when I let my Magician through to start writing my web copy and talk to prospects and partners, not only did I light up, but so did everyone else!\n\nThrough this archetypal character, my Magician tapped into one of my most closely held, core beliefs – that each one of us carries within us all the power we need to succeed – and the InPower brand of online coaching and consulting businesses were born.\n\nWe usually talk about “character” as personal qualities, like self-awareness, collaboration, wisdom, empathy. All these things make up “character” but not a living breathing character, which is what each of us is! Carl Jung’s archetypes give us intuitively accessible frameworks that operate holistically to bring those character traits forth where we can become more intentional about integrating them into our leadership style – and more.\n\nTapping into my Magician brought forth the too-quiet-for-my-business part of me driven to evoke magic inside others. My business began to focus on helping others access their inner power to make the <em>ah-ha!</em> connection – which is the exact thing they need to guide them on their unique path to success. With the power of my Magician, I have not only branded my business more authentically, but I’ve tuned into new clients who value me more – they are looking for magic!\n\nThe client I lost this summer wasn’t really looking for a Magician. My magical <em>ah-ha!</em> the day the contract wasn’t extended was my realization that in seeking clients who don’t really value the best, most unique and passionate parts of me inhibits me from living my own core beliefs, values and characters most fully. By contrast, living my character, and the values and beliefs that she brings to the fore in my life, I attract more of the clients who do value me for who I am at my most authentic. I’m now on the lookout for clients who embody the Explorer, the Creator and more because they pal with the Magician so nicely.\n<h3>What character are you?</h3>\nCindy Atlee and I will be co-hosting an online webinar for entrepreneurs to explore their own personal archetype. Registrants gain free access to her professional personality typing tool, so if you’re interested to learn what archetype fuels your passion and style, sign up today! (We’re holding another session in November for corporate leaders, so to be notified when that’s available, <a href=\"http://inpowercoaching.com/about/join-inpower-coaching/#\">subscribe to </a><a href=\"http://inpowercoaching.com/about/join-inpower-coaching/#\">updates here</a>.)\n\nHave you used archetypes before? There are plenty of systems out there and I’d love to learn about your experiences!\n\n<span style=\"font-size: xx-small;\">Photo Credit: <a href=\"http://www.alchemywebsite.com/tarot/art_tarot11.html\">The Quantum Tarot </a></span>\n\n&nbsp;', 'Who&#039;s the Character in My Character-Based Leadership Style?', '', 'publish', 'open', 'open', '', 'whos-the-character-in-my-character-based-leadership-style', '', '', '2012-09-17 06:00:06', '2012-09-17 11:00:06', '', 0, 'http://leadchangegroup.com/?p=7322', 0, 'post', '', 3),
(7323, 294, '2012-09-20 14:00:06', '2012-09-20 19:00:06', '<p><img class=\"size-thumbnail wp-image-7324 alignleft\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/beautiful-road-100x100-125x125.jpg\" alt=\"\" width=\"125\" height=\"125\" />\n\n<p>If I told you there was a beautiful road that lead to a beautiful destination which you had never seen, would you take it based only on my sincere encouragement?  <a href=\"http://www.massingenuity.com/2012/09/09/a-beautiful-road-rarely-traveled/\">Read More....</a>\n\n&nbsp;', 'A Beautiful Road Rarely Traveled', '', 'publish', 'open', 'open', '', 'a-beautiful-road-rarely-traveled', '', '', '2012-09-20 14:00:06', '2012-09-20 19:00:06', '', 0, 'http://leadchangegroup.com/?p=7323', 0, 'post', '', 1),
(7325, 294, '2012-09-13 13:00:06', '2012-09-13 18:00:06', '<img class=\"size-thumbnail wp-image-7326 alignleft\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Honda_Accord_1982-300x180-125x125.jpg\" alt=\"\" width=\"125\" height=\"125\" />\n\nThere\'s a new <a title=\"Changing the Definition of Quality at Mass Ingenuity\" href=\"http://www.massingenuity.com/2012/09/03/changing-the-definition-of-quality/\">post about quality</a> over at Mass Ingenuity.  A few years ago, Honda redefined quality. Quality went from meaning fancy to meaning good. Not only was the Accord nicely equipped, it was well built. Quality came to mean an automobile’s “fitness” for use. Today we know a top-end Lexus is a quality vehicle, but we also understand a Honda Civic is one as well.  \"Quality,\" like \"good,\" means more than a the simple meaning we most often provide.  <a href=\"http://www.massingenuity.com/2012/09/03/changing-the-definition-of-quality/\">Read More....</a>', 'Changing the Definition of Quality', '', 'publish', 'open', 'open', '', 'changing-the-definition-of-quality', '', '', '2012-09-13 13:00:06', '2012-09-13 18:00:06', '', 0, 'http://leadchangegroup.com/?p=7325', 0, 'post', '', 0),
(7329, 281, '2012-10-02 12:24:55', '2012-10-02 17:24:55', '<h4>Check out this great interview with Author Christina Haxton:</h4>\n<h4><strong><em>Chapter Title: \"Professional Intimacy as the Key to Become a Sustainable Leader\"</em></strong></h4>\n<h4>Christina Haxton<img class=\"alignright  wp-image-7330\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/christina-179x300.png\" alt=\"\" width=\"107\" height=\"180\" /></h4>\nFounder and President, Sustainable Leadership, Inc.\n\nChristina Haxton offers a unique combination of professional experience, training and education in the psychology of interpersonal communication, the brain science behind motivation and HUMOR with more than twenty years of experience in business.\n\nAs a speaker, author and leadership consultant, Christina assists managers and executive-level leaders discover advanced tools to quickly build trust with their new team. Christina\'s clients learn how to discover their strengths to solve challenging problems making them exceptionally successful at what they do.\n\nShe is a graduate of UCLA with a degree in Psychology, a Master\'s from Phillips Graduate Institute in Marriage &amp; Family therapy, and an Evidence-Based Coaching Certificate from Fielding Graduate University.\n\nChristina has written numerous articles on the neuroscience of leadership, communication, productivity and motivation for busy managers and leaders.  She blogs regularly for LeadChange, Smartbrief on Leadership, LinkedIn and on her own blog.  Christina is a popular speaker at industry conferences, association meetings and for private groups and offers both live and virtual leadership training.\n\nA business owner (times two) and serial entrepreneur for more than 15 years, wife and mother of two fabulous children, in her free time Christina enjoys competing in Reining horse shows in Colorado with her horse, Deuce.\n\nConnect with Christina online –\nWebsite:  <a title=\"Sustainable Leaders blog by Christina Haxton\" href=\"http://www.sustainable-leaders.com\" target=\"_blank\">www.sustainable-leaders.com</a> | Email: <a title=\"Email Christina directly\" href=\"mailto:christina@sustainable-leaders.com\" target=\"_blank\">christina@sustainable-leaders.com</a> | Phone: (970) 871-4567 | Cell: (720) 936-2725 | LinkedIn: linkedin.com/in/christinahaxton | Twitter: <a title=\"Christina\'s Twitter profile\" href=\"http://twitter.com/ChristinaHaxton\" target=\"_blank\">@ChristinaHaxton</a>\n<h4>Get your copy at <a href=\"http://characterbasedleader.com/\" target=\"_blank\">characterbasedleader.com</a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\">Amazon</a>, <a title=\"The Character-Based Leader at Barnes and Noble\" href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\" target=\"_blank\">Barnes &amp; Noble</a> or <a title=\"The Character-Based Leader on iTunes\" href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\" target=\"_blank\">iTunes</a>!</h4>\n[powerpress]', 'Christina Haxton: The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'christina-haxton-the-character-based-leader-co-author-interview', '', '', '2012-10-02 12:24:55', '2012-10-02 17:24:55', '', 0, 'http://leadchangegroup.com/?p=7329', 0, 'post', '', 3),
(7331, 281, '2012-10-16 12:11:30', '2012-10-16 17:11:30', '<h4>Check out this great interview with Author, Will Lukang:</h4>\n<h4><strong><em>Chapter Title: \"Assessing Authentic Leadership Through Your <a href=\"http://leadchangegroup.com/will-lukang-the-character-based-leader-co-author-interview/will/\" rel=\"attachment wp-att-7332\"><img class=\"alignright  wp-image-7332\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/will.png\" alt=\"\" width=\"145\" height=\"151\" /></a>Community\"</em></strong></h4>\n<h4>Will Lukang, PMP, CSM, CLDC</h4>\nWill Lukang seeks every opportunity to learn and grow so that he is able to pass his knowledge to younger generations. He is passionate about people/leadership development, coaching and mentoring. He always looks at the positive side of every situation.\n\nWill’s leadership journey started in 2001, when he attended Seton Hall University’s Master of Arts in Strategic Communication and Leadership (MASCL) program, where he graduated with honors. He is a public speaker in Leadership. He presented at the Learning Leaders Symposium in Fort Myers, Florida on “Developing Talent Around Us Strengthening Relationships One at a Time.” Aside from his passion for leadership and talent development, Will is a certified project manager from PMI and a Certified Scrum Master.\n\nWill has more than 21 years of experience in the Information Technology Industry. He holds an MBA in Information Decision and Technology Management from IONA College, where he also graduated with honors, and a Bachelor of Science in Commerce (Majoring in Accounting) from the University of Santo Tomas.\n\nIn his free time, he loves to read books, blog and play golf with his daughter. He also enjoys spending time with his lovely wife and two adorable daughters.\n\nConnect with Will online –\nBlog: <a href=\"http://willlukang.wordpress.com\" target=\"_blank\">willlukang.wordpress.com</a> | Twitter: @<a href=\"http://twitter.com/will_lukang\" target=\"_blank\">will_lukang</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, <a title=\"The Character-Based Leader at Barnes and Noble\" href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\" target=\"_blank\">Barnes &amp; Noble</a> or <a title=\"The Character-Based Leader on iTunes\" href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\" target=\"_blank\">iTunes</a></span></strong></p>\n[powerpress]', 'Will Lukang: The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'will-lukang-the-character-based-leader-co-author-interview', '', '', '2012-10-16 12:11:30', '2012-10-16 17:11:30', '', 0, 'http://leadchangegroup.com/?p=7331', 0, 'post', '', 0),
(7337, 281, '2012-09-25 14:14:33', '2012-09-25 19:14:33', '<h4>Check out this great interview with Author Jennifer Miller:</h4>\n<h4><strong><em>Chapter Title: \"Trust Touchstones\" </em></strong></h4>\n<h4>Jennifer Miller<img class=\"alignright  wp-image-7338\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/jennifer-243x300.png\" alt=\"\" width=\"146\" height=\"180\" /></h4>\nManaging Partner, SkillSource\n\nSince the age of seven when she became a big sister for the first time, Jennifer V. Miller has been living a life of character-based leadership.\n\nShe’s crafted a career abundant with leadership stories: manager for three different Fortune 500 companies, project team leader, mentor and board member. As the first female president of the Grand Rapids Networking Group and the youngest member of the executive committee for the Junior Achievement/Great Lakes division, Jennifer’s leadership journey has broken barriers and given her insight into how to ethically navigate the often murky waters of organizational politics.\n\nJennifer is the Managing Partner of SkillSource, a niche consultancy that helps emerging leaders “master the people equation.” Jennifer combines her education in behavioral psychology with her experience as a human resources generalist and training facilitator to develop the people skills of those who want to maximize their influence and professionalism. Her writing has appeared in college text books, magazines and major media outlets, such as Forbes.com.\n\nConnect with Jennifer online –\nBlog: <a title=\"Jennifer Miller\'s website The People Equation\" href=\"http://people-equation.com\">people-equation.com</a> | Twitter: <a title=\"Jennifer\'s Twitter Profile\" href=\"http://twitter.com/jennifervmiller\">@jennifervmiller</a> | Facebook: <a title=\"Jennifer\'s Facebook Page\" href=\"http://www.facebook.com/SkillSource\">facebook.com/SkillSource</a>\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, Barnes &amp; Noble or iTunes</span></strong></p>\n[powerpress]', 'Jennifer Miller: The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'jennifer-miller-the-character-based-leader-co-author-interview', '', '', '2012-09-25 14:14:33', '2012-09-25 19:14:33', '', 0, 'http://leadchangegroup.com/?p=7337', 0, 'post', '', 0),
(7390, 305, '2012-09-28 06:00:29', '2012-09-28 11:00:29', '[caption id=\"attachment_7391\" align=\"alignright\" width=\"300\"]<img class=\"size-medium wp-image-7391\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Serve-One-Another-300x225.jpg\" alt=\"\" width=\"300\" height=\"225\" /> In Serving One Another, We Become Leaders[/caption]\n\nA few years ago I was asked to speak on “Leadership” to a women’s professional networking group within the Utility industry.  To prepare for the topic, which of course is really quite broad, I randomly selected about a dozen women in the organization to talk with about leadership.  I wanted to know whom they thought of when they thought of leaders in their life, if the women saw themselves as leaders, and how the women spent their time inside and outside of work.\n\nMost of the women I spoke with were servants and most of them did not see themselves as leaders.  They served from where they were in all aspects of life.  <strong>Serving is at the very heart of leadership. </strong> And this was the message that these women needed to hear most.  It was by the very nature of their serving others that they were tapping into their leadership abilities.  In their very service, they were being “called to the front” – essentially to serve as leaders.  They did not set out to lead, they set out to serve.\n\n<strong>Instead of speaking for the 45 minutes I was given, I chose to get the women talking.</strong> My mission became to discover together the key traits of a Servant Leader and to identify directly how their serving was building their leadership traits.  I led them through a process where they discussed the following in small groups and then in the larger group:\n<ol>\n	<li>What is a servant?</li>\n	<li>What is a leader?</li>\n	<li>What is a servant leader?</li>\n	<li>What are some leadership dilemmas you have faced?</li>\n	<li>How might a servant leader respond to these dilemmas to resolve them?</li>\n</ol>\nThis discovery process revealed some things.  The women admitted that through their service, they are leaders in their families, their churches, their clubs, and in other areas of their lives.  They confessed that at times they fear being the leader because they thought leaders had to have all the answers and are always ready and willing to “command the troops”.  Finally, they agreed that no one has all the answers, or we would not need each other.\n\nThe women settled on the traits of a servant leader, like those that Robert K. Greenleaf so eloquently writes about in his 1970 essay “The Servant as Leader.” In their words, the traits of a servant leader are:\n<table width=\"446\" border=\"1\" cellspacing=\"0\" cellpadding=\"0\">\n<tbody>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>In their words:</strong></td>\n<td valign=\"top\" width=\"230\"><strong>In Greenleaf’s words:</strong></td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Use your ears twice as much as your mouth</strong></td>\n<td valign=\"top\" width=\"230\">Listening</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Show and express care and concern</strong></td>\n<td valign=\"top\" width=\"230\">Empathy</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Help others resolve troublesome situations</strong></td>\n<td valign=\"top\" width=\"230\">Healing</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Stop, look and listen so you know what is really going on</strong></td>\n<td valign=\"top\" width=\"230\">Awareness</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Tell others about the benefits of something and what you have gained from it</strong></td>\n<td valign=\"top\" width=\"230\">Persuasion</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Be sure you understand and help others understand</strong></td>\n<td valign=\"top\" width=\"230\">Conceptualization</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Think about and talk about all the consequences before you act</strong></td>\n<td valign=\"top\" width=\"230\">Foresight</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Take good care of the environment, the resources and others</strong></td>\n<td valign=\"top\" width=\"230\">Stewardship</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Helping others grow is the best reward</strong></td>\n<td valign=\"top\" width=\"230\">Commitment to the growth of people</td>\n</tr>\n<tr>\n<td valign=\"top\" width=\"217\"><strong>Invite others to join you and make them feel welcome</strong></td>\n<td valign=\"top\" width=\"230\">Building community</td>\n</tr>\n</tbody>\n</table>\nHave you noticed the reluctant leaders among us? Have you noticed that though they are reluctant to “take charge”, they most likely are ready to help, to serve, to give of themselves?  When you see a servant leader in the making, call them to the front. Help them develop their leadership skills.  That is truly what we are called to do as servant leaders.\n\n<em><strong>If you are a reluctant leader, serve and know that through your serving you will be called to the front to lead. </strong></em>\n\n&nbsp;', 'Called to the Front', '', 'publish', 'open', 'open', '', 'called-to-the-front', '', '', '2012-09-28 06:00:29', '2012-09-28 11:00:29', '', 0, 'http://leadchangegroup.com/?p=7390', 0, 'post', '', 9);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(7394, 294, '2012-09-23 18:34:08', '2012-09-23 23:34:08', '<img class=\"size-thumbnail wp-image-7395 alignleft\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/Teacher-125x125.jpg\" alt=\"\" width=\"125\" height=\"125\" />\n\nA core part of being human is the passion to serve. Through my conversations with many people over many years it’s easy to see that for most human beings nothing is more fundamental than the desire to serve others. <a href=\"http://www.massingenuity.com/2012/09/17/the-passion-to-servce/\">Read More....</a>', 'The Passion to Serve', '', 'publish', 'open', 'open', '', 'the-passion-to-serve', '', '', '2012-09-23 18:34:08', '2012-09-23 23:34:08', '', 0, 'http://leadchangegroup.com/?p=7394', 0, 'post', '', 0),
(7398, 266, '2012-09-26 06:00:10', '2012-09-26 11:00:10', '<strong>Have you ever thought about why you are inspired by another person?</strong> What qualities do you see in that person that stimulate or influence you? These are the questions I ask myself whenever I think about what it takes to be a character-based leader, and my ability to inspire the people around me.  And then I look for how I might awaken those same qualities in me, so that I might be able to inspire or gently motivate and support others to step into their own greatness, the power they have had all along<img class=\" wp-image-7399 alignright\" title=\"inspiring others\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/inspiring-others-125x125.jpg\" alt=\"\" width=\"125\" height=\"125\" />.\n\nOver the years, these are the qualities I’ve seen that I most admire. Because you are a leader, you may already recognize them within yourself and only need a gentle reminder to practice them daily.\n<ul>\n	<li><strong>Be yourself</strong>. You live in a world that is constantly trying to make you into its own image – just like everyone else. Find the courage, strength and stamina to be who you are – be the best version of who you are on your own terms. Live your life by choice, removing yourself from any situation you cannot put your heart into. It won’t be easy. The challenge is to be comfortable with who you are.</li>\n	<li><strong>Engage in activities you care about</strong>. Look to your interests, your principles and your values (making sure they are truly yours, and not someone else’s you have agreed to). How can you make a difference? You may take an active role in your city council, or planning commission. You might find safe harbor in spiritual pursuits or social organizations supporting causes you believe in. Making these commitments brings happiness and meaning to your life, and this passion inspires others.</li>\n	<li><strong>Do your best</strong>.  Sure, there will be times when you do less than your best; you may even fail. The key is to pick yourself up, and make the choice to move forward. Develop mastery of your chosen path. Most people are inspired by greatness, and this is created by being excellent at what you do. Develop a reputation for excellence. Build your character. A sincerely good character always shines through.</li>\n	<li><strong>Care about the people in your life</strong>.  Most people don’t care about how much knowledge you have, until they know that you genuinely care about them. When they have developed that trust in you that can only be developed by creating relationships deep enough to understand the values and principles they hold dear, you can begin to talk about how they might step into their own power. If people know we expect great things from them, they will do their best to live up to those expectations and will grow in the process.</li>\n	<li><strong>Lead by example</strong>. You have all heard the phrase “walk the talk.” Don’t ask others to do anything you are not willing to do yourself. Don’t ask your followers to tighten their belt when things get tough if you are not willing to do so yourself.</li>\n</ul>\n<div>\n<p style=\"text-align: center;\"><span style=\"color: #3366ff;\">“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou</span></p>\n<p style=\"text-align: center;\"></p>\n\n</div>\n<ul>\n	<li><strong>Help people feel good about themselves.</strong>  Open your awareness to those around you, notice their positive actions, what you like about them – and tell them. Go out of your way to acknowledge those who have made every effort to excel.  When you treat a person as if they are already living into their potential, you help them step into the power of who they are. <em>When you judge another only by the mistakes and failures they experience on their way to mastery, you create fear and self-judgment.</em></li>\n	<li><strong>Communicate.  </strong>Listen intently with soft ears so that you might hear more than just the words. Let others know they are important to you and you will always find time to appreciate what it is they have to say. On the other side of the coin, be impeccable with your words. Say what you mean and mean what you say. Share your vision, your values, and your principles often.  Always tell the Truth as you know it. Inspire others with your commitment to the Truth. (Read <a href=\"http://collaborativetransitions.com/2012/the-four-agreements\">The Four Agreements.</a>)</li>\n	<li><strong>Be willing to be vulnerable.</strong><em> </em>Share the knowledge you have. This includes what you have learned from your successes <em>and </em>your failures. This helps others relate to you. They will understand that everyone has challenges they need to rise up to; they are not alone.</li>\n</ul>\nIn the end, I’ve learned that it isn’t easy to inspire others if that is the only thing you are setting out to do. Everything needed to inspire everyone around you is contained within you – it is your character and how you live your life.\n<p align=\"center\"><strong><em>What qualities are you willing to master so that you might inspire others to be their best?</em></strong></p>\nFor more inspiring ideas on Character-based Leadership, check out the Lead Change Group’s upcoming book, The Character Based Leader.', 'Leadership Perspectives: Inspiring Others', '', 'publish', 'open', 'open', '', 'leadership-perspectives-inspiring-others', '', '', '2012-09-26 06:00:10', '2012-09-26 11:00:10', '', 0, 'http://leadchangegroup.com/?p=7398', 0, 'post', '', 10),
(7401, 308, '2012-09-25 06:00:35', '2012-09-25 11:00:35', '<strong>Today more than ever, organizations are being closely scrutinized and analyzed. </strong>\n\nIn this day and age of instant <img class=\"alignright size-medium wp-image-7083\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/08/unityloyalty-300x230.png\" alt=\"\" width=\"300\" height=\"230\" />communication and mass media all organizations have to be extremely cognizant and responsible for the reputation and brand that they communicate.  Organizations cannot make assumptions, get complacent and deal haphazardly with issues that may question an organizations trustworthiness and integrity. Leaders have a  critical responsibility to develop, build and enhance trust in the organizations which they lead and do as much as possible for all members of the organization to display integrity and trustworthiness.\n<div>\n<p style=\"text-align: left;\" align=\"center\">How do organizations like governments, school districts and hospitals strategically build a trusted brand of integrity and trustworthiness?</p>\n\n</div>\nStephen M.R. Covey in <a title=\"The Speed of Trust\" href=\"http://www.amazon.com/s/ref=nb_sb_ss_c_0_14/187-6907863-1721034?url=search-alias%3Dstripbooks&amp;field-keywords=the+speed+of+trust&amp;sprefix=The+Speed+of+T%2Caps%2C273\" target=\"_blank\">The Speed of Trust</a> advocates using a series of key questions to critically examine and assess the organization and its people\'s ability to enhance loyalty from their constituents, communities and clientele. Covey centers his questions around the <strong>4 Cores of Credibility; Integrity, Intent, Capabilities, and Results.</strong>\n\n<strong>Core #1: Integrity</strong>\n<ul>\n	<li><strong>Does your organization have integrity?</strong></li>\n	<li><strong>Does your organization have a reputation for honesty?</strong></li>\n	<li><strong>Does your organization have values that people believe in and can trust?</strong></li>\n</ul>\n<strong> Core #2: Intent</strong>\n<ul>\n	<li><strong>Does your organization demonstrate good intent?</strong></li>\n	<li><strong>Is your organization perceived as genuinely caring for its customers or does it sacrifice caring for profit?</strong></li>\n</ul>\n<strong>Core #3: Capabilities</strong>\n<ul>\n	<li><strong>Do people associate your organization with quality and continuous improvement?</strong></li>\n	<li><strong>Is your organization recognized as having the ability to accomplish its goals in ways that build trust?</strong></li>\n</ul>\n<strong> Core #4: Results</strong>\n<ul>\n	<li><strong> Is your organization associated with obtaining results?</strong></li>\n	<li><strong>Do people feel that your organization delivers what it promises?</strong></li>\n	<li><strong>Would your customers recommend your organization to others?</strong></li>\n</ul>\nBy examining and answering these key questions an organization\'s reputation and brand can be assessed and strategies and action plans can be planned and implemented to improve an organization\'s integrity and trustworthiness. Each member of the organization can also use the questions to assess themselves for as former CEO of Coca-Cola Roberto Goizueta states, <strong>\"Employees with integrity are the ones who build a company\'s reputation.\"</strong>\n\nQuestions for personal assessment include:\n<ul>\n	<li><strong>Do I have integrity and a reputation for honesty? </strong></li>\n	<li><strong>Do I readily admit my mistakes?</strong></li>\n	<li><strong>Do I demonstrate good intent and perceived as someone who genuinely cares </strong><strong>for people?</strong></li>\n	<li><strong>Do others recognize me as accomplishing goals that build trust?</strong></li>\n	<li><strong>Am I associated with delivering good results and having a good track record?</strong></li>\n</ul>\n<strong><em> </em></strong>Covey states, <strong>\"that on every level, in every relationship, your brand, your reputation makes a difference and that difference is quantifiable-and it is directly related to trust, integrity and reputation.\"</strong>\n\nTaking time to assess your organization\'s reputation and your own is well worth the effort. As Warren Buffett points out, <strong>\"It takes twenty</strong><strong> years to build a reputation and five minutes to ruin it. If you think </strong><strong>about that you\'ll do things differently.”\n</strong>\n<em>What questions have you used to assess your organization\'s reputation? How have you used what you found to enhance and build your brand?</em><strong></strong>', 'Building A Trusted Brand For Your Organization? Consider The 4 Cores Of Credibility', '', 'publish', 'open', 'open', '', 'building-a-trusted-brand-for-your-organization-consider-the-4-cores-of-credibility', '', '', '2012-09-25 06:00:35', '2012-09-25 11:00:35', '', 0, 'http://leadchangegroup.com/?p=7401', 0, 'post', '', 3),
(7420, 281, '2012-09-28 12:21:15', '2012-09-28 17:21:15', '<h4><img class=\"alignright  wp-image-7421\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/mary1-219x300.png\" alt=\"\" width=\"131\" height=\"180\" />Check out this great interview with Author, Mary Schaefer:</h4>\n<h4><em>Chapter Title:  \"Make the Most of Your Human Resources\"</em></h4>\n<h4>Mary Schaefer</h4>\nPresident &amp; Lead Consultant at Artemis Path, Inc\n\nAs a speaker, coach, trainer and HR professional, Mary Schaefer has more than 25 years of experience working with organizations to create manager/employee communication breakthroughs and positive functional work cultures.\n\nMary C. Schaefer has 20 years of experience as a corporate employee for a Fortune 100 company, her last role being an HR Manager with a constituency of over 550 people. She began her own leadership development growing up on a melon farm in Southern Indiana.\n\nMary’s clients range from Fortune 500 companies to local non-profits and small businesses. She has served in a variety of roles in chemical plant, office, IT and lab environments.\n\nShe has taught HR topics at both Delaware Technical &amp; Community College and Wilmington University. Mary\'s clients include Xerox, Siemens, DuPont and Ahold USA.\n\nMary has published online on the sites of organizations such as Toolbox for HR, Today’s Financial Woman, National Association of Female Executives and of course, the Lead Change Group.\n\nMary\'s passion is transforming organizations so they unleash the power and potential of human beings treating each other humanly at work.\n\nConnect with Mary online -\nWebsite: <a title=\"Mary\'s website ReImagine Work\" href=\"http://www.ReImagineWork.com\">www.ReImagineWork.com</a> | Twitter: <a title=\"Mary\'s Twitter Profile\" href=\"http://twitter.com/maryschaefer\">@MarySchaefer</a> | Linkedin: linkedin.com/in/maryschaefer\n<p class=\"MsoNormal\" style=\"line-height: 14.25pt;\"><strong><span style=\"font-size: 10pt; font-family: Georgia, serif;\">Get your copy now at <a href=\"http://characterbasedleader.com/\" target=\"_blank\"><span style=\"color: blue;\">thecharacterbasedleader.com</span></a>, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\"><span style=\"color: blue;\">Amazon</span></a>, <a title=\"The Character-Based Leader at Barnes and Noble\" href=\"http://www.barnesandnoble.com/w/the-character-based-leader-lead-change-group-inc/1112436889?ean=9781457512223\">Barnes &amp; Noble</a> or <a title=\"The Character-Based Leader on iTunes\" href=\"http://itunes.apple.com/us/book/character-based-leader-instigating/id557995419?mt=11\" target=\"_blank\">iTunes</a>.</span></strong></p>\n[powerpress]', 'Mary Schaefer:  The Character-Based Leader Co-Author Interview', '', 'publish', 'open', 'open', '', 'mary-schaefer-the-character-based-leader-co-author-interview', '', '', '2012-09-28 12:21:15', '2012-09-28 17:21:15', '', 0, 'http://leadchangegroup.com/?p=7420', 0, 'post', '', 1),
(7423, 303, '2012-09-29 14:00:53', '2012-09-29 19:00:53', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2012/09/timthumb-e1348504987692.jpg\"><img class=\"size-thumbnail wp-image-7424 alignright\" title=\"timthumb\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/timthumb-125x125.jpg\" alt=\"\" width=\"125\" height=\"125\" /></a>There are many people out there who tell us how to live our lives and what to strive for, how to do things well, improve, be better, be best, and yes I do that too.  For the majority of the time, I love it.  I love finding new ways to motivate interest, excel and go the extra mile.\n\nBut there are times when it’s great to be just OK, in the here and now, right now, without any wish to be, do or think anything else.  You have to strike an equal balance between work, rest, and play. <a title=\"5 Ways to Step Out of the World and Honor Yourself\" href=\"http://www.peoplediscovery.co.uk/2012/09/21/five-ways-to-step-out-of-the-world-and-honour-yourself/\">Read more...</a>', '5 Ways to Step Out of the World and Honor Yourself', '', 'publish', 'open', 'open', '', '5-ways-to-step-out-of-the-world-and-honor-yourself', '', '', '2012-09-29 14:00:53', '2012-09-29 19:00:53', '', 0, 'http://leadchangegroup.com/?p=7423', 0, 'post', '', 2),
(7428, 243, '2012-09-26 13:50:18', '2012-09-26 18:50:18', '<a href=\"http://switchandshift.com/two-sides-of-respect\"><img class=\"alignright size-full wp-image-7429\" title=\"twosidesofrespect\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/twosidesofrespect.png\" alt=\"\" width=\"179\" height=\"179\" /></a><p>I had the honor of posting over at Shawn Murphy (member profile, <a href=\"http://twitter.com/shawmu/\">@shawmu</a>) and Ted Coine\'s (<a href=\"http://twitter.com/tedcoine/\">@tedcoine</a>) blog <a href=\"http://switchandshift.com\">Switch and Shift</a> today.  The topic is Respect, which is also the same topic I discuss in our new book, The Character-Based Leader: Instigating a Leadership Revolution... One Person at a Time.</p>\n\nDid you know there are two sides of Respect?  When we focus on giving or showing respect, we gain but when we focus on gaining respect, we lose.  You can find out more about my thoughts on respect, and share some thoughts of your own, in the post titled <a href=\"http://switchandshift.com/two-sides-of-respect\" title=\"Two Sides Of Respect at Switch And Shift blog\">Two Sides Of Respect</a>.', 'Two Sides of Respect', '', 'publish', 'open', 'open', '', 'two-sides-of-respect', '', '', '2012-09-26 13:50:18', '2012-09-26 18:50:18', '', 0, 'http://leadchangegroup.com/?p=7428', 0, 'post', '', 2),
(7430, 307, '2012-10-09 15:19:19', '2012-10-09 20:19:19', 'It started with dinner on a hot summer evening - great seafood I think…but I can\'t remember what I ate, because the conversation was superb.\n\nI was dining with Bob, a successful businessman who built from the ground up and owns enterprises in several states.\n\nDuring our conversation, I discovered he had been a rancher.\n\nThe past tense - \"had been\" intrigued me and I asked to hear the rest of the story.\n<h2>Christmas Calf</h2>\nBob shared how, once he reached a certain level of financial success, he decided to pursue ranching.\n\nA \"gentleman rancher\", as he described it.\n\nHe would own the spread, hire a crew, and periodically come in to help work the ranch - i.e. recreational ranching...\n\nSo he did, and for a while, it was good.\n\nUntil Christmas.\n\nBob is an excellent story-teller and as he talked, I could almost feel the sting of wind-driven snow against my face as he described his predicament…\n\nHe had been working the ranch in the weeks leading up to Christmas. The crew was due to relieve him on Christmas Eve and he would return to spend Christmas with his family.\n\nThen a blizzard hit.\n\nThe snows blew hard and Bob was stuck…he couldn\'t get out and the ranch hands couldn\'t get in.\n\nHe was alone…and a cow was supposed to be giving birth any day now. [<a href=\"http://trailblazeinc.com/2012/09/before-you-choose-to-lead-secret-of-a-gentleman-rancher/\">Read More...</a>]\n\n&nbsp;', 'Before You Choose to Lead: Secret of a Gentleman Rancher', '', 'publish', 'open', 'open', '', 'before-you-choose-to-lead-secret-of-a-gentleman-rancher', '', '', '2012-10-09 15:19:19', '2012-10-09 20:19:19', '', 0, 'http://leadchangegroup.com/?p=7430', 0, 'post', '', 0),
(7451, 243, '2012-09-30 10:13:01', '2012-09-30 15:13:01', '<a href=\"http://www.burg.com/2012/09/the-character-based-leader-an-interview-with-mike-henry-sr/\"><img class=\"alignright size-thumbnail wp-image-7342\" title=\"mike\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/09/mike-125x125.png\" alt=\"\" width=\"125\" height=\"125\" /></a>Chief Instigator <a title=\"Mike\'s Lead Change Profile\" href=\"http://leadchangegroup.com/tara-alemany-the-character-based-leader-co-author-interview/\">Mike Henry Sr.</a> was <a title=\"The Character Based Leader: An Interview With Mike Henry Sr. on Burg.com\" href=\"http://www.burg.com/2012/09/the-character-based-leader-an-interview-with-mike-henry-sr/\">interviewed this past week</a> by the one-and-only Bob Burg!  Mike talks about the origins of the group and what triggered the project that became <a title=\"The Character-Based Leader website\" href=\"http://characterbasedleader.com\">The Character-Based Leader: Instigating a Leadership Revolution... One Person at a Time</a>.\n\n<a title=\"About Bob Burg\" href=\"http://www.burg.com/about-bob/\">Bob Burg</a> is a best selling author of <a title=\"The Go Giver website\" href=\"http://thegogiver.com\">The Go Giver</a> and 3 other books and he\'s a globally acclaimed speaker. He regularly addresses audiences ranging in size from 50 to 16,000, but he also is taking the time to interview 3 of the co-authors of the book.  Stay tuned for interviews with Lisa Petrilli and Dan Rockwell too!', 'Mike Henry Sr. Interviewed by Bob Burg', '', 'publish', 'open', 'open', '', 'mike-henry-sr-interviewed-by-bob-burg', '', '', '2012-09-30 10:13:01', '2012-09-30 15:13:01', '', 0, 'http://leadchangegroup.com/?p=7451', 0, 'post', '', 0),
(7464, 290, '2012-10-05 05:55:51', '2012-10-05 10:55:51', 'Leadership overhead is necessary, if properly applied. When it becomes a complete burden on others, the <a title=\"What Is Your Leadership Overhead Rate?\" href=\"http://leadchangegroup.com/what-is-your-leadership-overhead-rate/\">leadership overhead shifts and weighs down</a> on teams and organizations. The balance between enough and going too far is for leaders to recognize and others to hold them accountable against a reasonable standard.\n<h4><strong>What constitutes a leadership overhead standard? </strong></h4>\nPart of the formula can be time. If we say a 5% leadership overhead is a reasonable rate, then what is it applied to? One logical element is time spent. Let’s take a 40-hour work week. Now, I know most work more hours than this, but it sets the example.\n\nApplying 5% to a 40-hour work week means 2 hours should be spent on leadership overhead. It seems like a solid amount to spend, and maybe it should be time-capped on certain activities in order to get the most positive benefit.\n<h4><strong>What leadership overhead activities produce the best return?</strong></h4>\nThe best way to spend our leadership overhead time is on those activities that make us better as leaders and enable others to do more with less guidance. It is about leverage, enabling more to be achieved with the most efficient amount of effort and resources.\n\nTo do this, the LAMP model – <strong>Learning, Adapting, Mentoring, Planning</strong> – may produce the best use of leadership overhead. Let’s shine a light on LAMP.\n\n<strong>Learning.</strong> A certain portion of time needs to be spent <a title=\"The Importance of Asking Question in Conversations\" href=\"http://www.thindifference.com/2012/09/24/the-importance-of-questions-in-conversations/\" target=\"_blank\">learning, having give-and-take conversations</a>. This is not about reading books, as this is on organization time. It is about learning from other team members and individuals in different departments. Part of the learning activities should be focused on customers, suppliers, and partners.\n\nThere is a community of people surrounding our leadership, and we need to tap into their knowledge, experiences, and insights. By doing this, our learning will excel in ways relevant to our organization and our leadership capabilities.\n\n<strong>Adapting.</strong> A necessary component of leadership overhead needs to be adapting to trends, changes, and new ways to achieve results. Adapting is about being flexible, and it is about change. As leaders, if we have not changed how we do, listen, or talk, then we are not expending enough of our leadership overhead to get the most out of our time and abilities.\n\nAdapting is the only constant to leading. It is about being true to certain values while adapting practices to lead more fully and relevantly in a new generation.\n\n<strong>Mentoring.</strong> Mentoring equals coaching. It is about spending the time to guide, suggest, and lend an ear to hear the issues, opportunities, and challenges others are working through. It is not dictating or telling. It is about enabling others to refresh their thinking, adjust their outlook, and renew their abilities.\n\nLeading translates into empowering others to grow. Growing leadership skillsets will create a competitive advantage.\n\n<strong>Planning.</strong> Too often, leaders get in a reactive position or a rut. Without planning time and effort, teams and organizations will zigzag through a maze rather than zip forward with momentum. Planning adds the necessary zip in our work.\n\nThoughtful planning takes time to think ahead six months, twelve months, and twenty-four months. It is horizon-based planning efforts that helps set direction, and leaders need to spend time developing the right plans.\n<h4><strong>Turn your LAMP overhead on!</strong></h4>\nLAMP activities set the <a title=\"The Joy of Leadership\" href=\"http://leadchangegroup.com/the-joy-of-leadership/\">right stage for leadership</a> overhead to be well-spent. It is like dollars invested, because the return is real. It is real in human terms, and this is where the potential is for many, if not all, organizations.\n\nLeadership overhead is about the “costs incurred to make something else possible.” These are the good costs to spend. Our people depend on it in order to do more, better work and feel good about working in an organization with talented, caring, enabling leaders.\n<h5><strong><em>Where do you spend your good leadership overhead? What activities deliver the greatest benefit in enabling the possible?</em></strong></h5>\n&nbsp;\n\n&nbsp;', 'LAMP: Turning on the Right Leadership Overhead', '', 'publish', 'open', 'open', '', 'lamp-turning-on-the-right-leadership-overhead', '', '', '2012-10-05 05:55:51', '2012-10-05 10:55:51', '', 0, 'http://leadchangegroup.com/?p=7464', 0, 'post', '', 8),
(7467, 251, '2012-10-10 06:05:40', '2012-10-10 11:05:40', 'I’ve long believed life isn’t an either/or choice but rather an array of both/and opportunities. One place where the either/or versus both/and orientation shows up in stark contrast is in working with people to produce outcomes, whether it’s at work, at home, in the community, etc.\n\nSome individuals have an intense heads-down focus on delivering a finished task. Others prefer to build camaraderie and esprit de corps. A welcome few understand all work gets done by and through people. They practice the art and science of delivering solid results and developing/maintaining relationships by using their heads to manage and their hearts to lead.\n\nFor almost 18 months, a <a href=\"http://video214.com/play/u9jffR0ntYm3nOrBfUsOyw/s/dark\">small group</a> of Lead Change Group contributors have worked together to write a book about character-based leadership, <a href=\"http://www.amazon.com/The-Character-Based-Leader-Instigating-Revolution-One/dp/145751222X\"><em>The Character-Based Leader: Instigating a Leadership Revolution...One Person at a Time</em></a>. It’s been a marathon of writing, editing, rewriting, planning, soul searching, research and collaboration. A task and relationship coup of monumental proportions (just think about 21 people writing <em>one </em>book). A both/and dance of fun and frustration spanning conference calls, emails, meetings and webinars. The end result is a published book and intact friendships.\n\nFive tenets of knowing, being, and doing connected the authors on their book writing journey. These same five principles will serve well anyone who seeks to lead from the power of who they are.\n\n<strong>5 tenets Character-based Leaders use to know, be, and do</strong>\n\n<strong>1. Be self-aware.</strong> Getting in touch with what we fail to notice about ourselves and others is a crucial first step in becoming a head-and-heart-connected leader. Ask people for feedback, and actively listen to what they share. Look for patterns in the advice you’ve received over the years and act on what you discover.\n\n<strong>2.  Embrace ethical norms and behavioral ideals.</strong> One can do well, show kindness, be principled and still be as effective as all get-out. Dare to be honorable and kind and encourage those around you to do the same.\n\n<strong>3.  Engage the world and perform beyond self-interest.</strong> I’m fond of saying that to lead others, to think more of <em>we</em> and less of <em>me</em>, one must start with oneself. Every day, a character-based leader consciously balances the conflicts between selfish and selfless behavior.\n\n<strong>4.   Treat people as ends, not as means.</strong> While interviewing someone for an article about bad bosses, the interviewee told me her boss made her feel like a file cabinet, something utilitarian and easily replaced. Is that what you want <em>your</em> leadership legacy to be?\n\n<strong>5.  Envision both what is and what can be</strong>. A forward-thinking charter which engages people’s minds and moves their heart is a powerful combination, one that few individuals can resist. Leadership is a form of “power with” people, one that moves people beyond self-interest and interlocks them into a quest for the good of their group, organization, and/or society.\n\n<strong>Five Questions for Reflection<</strong>\n<ul>\n	<li>Do my leadership practices include aligning people toward common goals, enlisting both their heads and their hearts, and then empowering them to act? If not, in what areas do I need to do better?</li>\n	<li>Would people describe me as a transformative leader who raises others to higher levels of motivation and morality?</li>\n	<li>Do I have a sense of moral courage, a willingness to stand up for what’s right even if doing so is unpopular?</li>\n	<li>Am I willing to make personal sacrifices for the greater good? Would others say I perform beyond self-interest?</li>\n	<li>Is my philosophy of success one that’s focused on money? Am I willing to do whatever I can get away with as long as I win?</li>\n</ul>\n<span style=\"font-size: xx-small;\">Photo credit:  Scenic Reflections</span>\n', '5 Leadership Approaches for Knowing, Being and Doing', '', 'publish', 'open', 'open', '', '5-leadership-approaches-for-knowing-being-and-doing', '', '', '2012-10-10 06:05:40', '2012-10-10 11:05:40', '', 0, 'http://leadchangegroup.com/?p=7467', 0, 'post', '', 20),
(7490, 294, '2012-11-07 13:24:14', '2012-11-07 19:24:14', 'Over on the <a href=\"http://www.massingenuity.com/2012/09/24/governments-gotta-work/\" title=\"Government\'s Gotta Work\">Mass Ingenuity blog</a>, I recently wrote a post about the effectiveness of government.  I learned early on that when government doesn’t work it disrupts people’s lives.  And when people’s lives are disrupted it turns their world upside down.  When we fail to pay attention to government, or when we try to act like government isn\'t necessary, we end up with more cost and problems than we bargained for. Check out the full post <a href=\"http://www.massingenuity.com/2012/09/24/governments-gotta-work/\">at this link....</a>', 'Government’s Gotta Work - Link', '', 'publish', 'open', 'open', '', 'governments-gotta-work', '', '', '2012-11-07 13:24:14', '2012-11-07 19:24:14', '', 0, 'http://leadchangegroup.com/?p=7490', 0, 'post', '', 1),
(7492, 294, '2012-11-08 14:32:16', '2012-11-08 20:32:16', '&nbsp;\n\nA few years back I met with a gentleman who was heading the first Lean efforts within a large company. With great pride he showed me the thick binder with all the documents from their initial five Lean projects.\n\nI asked him if he would mind sharing with me the initial measurable results of the projects. He explained there were none, because the company didn’t want to put pressure on the teams to have to get measurable results.\n\nTo this day I hope the shock I felt didn’t show on my face. <a href=\"http://www.massingenuity.com/2012/10/01/measures-give-work-meaning/\">Read More...</a>\n\n&nbsp;', 'Measures Give Work Meaning', '', 'publish', 'open', 'open', '', 'measures-give-work-meaning', '', '', '2012-11-08 14:32:16', '2012-11-08 20:32:16', '', 0, 'http://leadchangegroup.com/?p=7492', 0, 'post', '', 1),
(7494, 270, '2012-10-08 06:05:47', '2012-10-08 11:05:47', '\n\n&nbsp;\n\n<strong>I have a friend that loves football.</strong>  He is not super passionate about leadership, and is not a person of faith.  However, he is fascinated with Tim Tebow and convinced that Tim is the real deal!\n\nI am passionate about leadership and about my Christian faith but <strong>I’m not a huge football fan</strong>.  So when my friend shared how closely he was following Tim, I decided I should pay more attention.  As I followed him, I too have been impressed.\n\n<strong>Two weeks ago I had a profound moment and began to really understand the <span style=\"text-decoration: underline\">depth</span> of the wisdom behind some of Tim\'s choices.  </strong>\n<ol>\n	<li>In the book Good to Great, Jim Collins describes an extraordinary leader as a Level 5 leader and emphasizes that the most important ingredient of a Level 5 leader is humility.</li>\n	<li>Bruce Wilkinson emphasizes that all leaders will face 5 temptations: Pride, Power, Possessions, Pleasure, and Position.  (When I heard Bruce speak in 2001, I remember thinking, “<em>This is great!  Now that I have been warned, I won’t fall for those temptations.</em>”)  …Do you see any pride there?</li>\n</ol>\n<strong>Imagine for a moment that you have been given the same opportunities that Tim has been given.</strong>\n<ul>\n	<li>What if you win game, after game, after game and everyone is praising your uncommon ability?  Would you be tempted, even a little bit, to believe the press you are getting?</li>\n	<li>And what if you play a terrible game and get lots of negative press?   Would you struggle, even a little, to recover?</li>\n	<li>I think I would struggle on both counts.</li>\n</ul>\n<strong>As a part of Tim’s foundation, he spends time <span style=\"text-decoration: underline\">before and after</span> each game with children that have life threatening illnesses and their families.   Think about that for a minute:  </strong>\n<ul>\n	<li>Before he walks on the field to play a game he is reminded how precious life is, what a blessing it is to have the love and support of a family, and how much he has to be thankful for.</li>\n	<li>When each game ends, no matter how he played, no matter how the team played, he is reminded again of all that he has been given.</li>\n	<li>As he spends time with those children and their families, any temptation he may face to think that he’s all that, or to dwell on a bad day falls away.</li>\n	<li>And when he is reminded of all that he has, he kneels to give thanks to the one that gave it all to him. <strong></strong></li>\n</ul>\nW<strong>hat an incredibly simple recipe:  He has created a sandwich that keeps him focused on what really matters when he is most vulnerable to those 5 temptations.  </strong>\n<p align=\"center\">When are you most vulnerable to those temptations?</p>\n<p align=\"center\">What will you do to create a sandwich that keeps you focused?</p>\n<p align=\"center\">~</p>\n<em><a title=\"Giana Consulting Blog:  Simply Understanding\" href=\"http://consultgiana.com/\">Chery Gegelman</a> is one of <strong>21</strong> Lead Change Group Author’s from 3 countries that connected virtually and discovered a shared passion that has resulted in a new book:</em>\n\n<em><a href=\"http://www.amazon.com/The-Character-Based-Leader-Instigating-Revolution-One/dp/145751222X\"><img class=\"aligncenter\" src=\"http://consultgiana.com/wp-content/uploads/2012/09/377028_10151043037557083_218040194_n3.jpg\" alt=\"377028_10151043037557083_218040194_n\" width=\"200\" height=\"225\" /></a></em>\n\n<em><a title=\"The Character-Based Leader Book\" href=\"http://www.amazon.com/The-Character-Based-Leader-Instigating-Revolution-One/dp/145751222X\">The Character-Based Leader:  Instigating a leadership revolution… One person at a time.</a></em>\n\n<em>This book encourages people everywhere to lead from WHO they are not WHERE they sit.</em>\n\n<em>“Do what you can, with what you have, right where you are.” Theodore Roosevelt</em>\n\n<em>“With great power, comes great responsibility.” Stan Lee, Franklin D Roosevelt, Winston Churchill, Voltaire</em>', 'Protect Your Leadership from 5 Temptations with a Sandwich', '', 'publish', 'open', 'open', '', 'protect-your-leadership-from-5-temptations-with-a-sandwich', '', '', '2012-10-08 06:05:47', '2012-10-08 11:05:47', '', 0, 'http://leadchangegroup.com/?p=7494', 0, 'post', '', 5),
(7513, 303, '2012-11-15 12:55:35', '2012-11-15 18:55:35', 'I don’t think I have ever been in a work situation where there has not been at least some discussion about whether behaviours can be construed as bullying.  I have been in some where bullying has occurred and people have experienced being bullied and it’s not pleasant.\n\nIn the CIPD Employee Outlook Survey 2010, 16% of people surveyed said they thought bullying by their line manager had increased due to the economic downturn and frankly I’m not surprised. In the last Civil Service People Survey in 2011, 9% of employees said they had experienced bullying, although of those, only 28% said the bullying behaviour had been from their line manager.  It seems the allegation of bullying is not exclusively a line manager phenomenon. Check out the whole post <a href=\"http://www.peoplediscovery.co.uk/2012/10/05/great-leadership-the-dynamics-of-workplace-bullying/\">here</a>...', 'Great Leadership: The Dynamics of Workplace Bullying', '', 'publish', 'open', 'open', '', 'great-leadership-the-dynamics-of-workplace-bullying', '', '', '2012-11-15 12:55:35', '2012-11-15 18:55:35', '', 0, 'http://leadchangegroup.com/?p=7513', 0, 'post', '', 1),
(7518, 265, '2012-11-19 08:59:25', '2012-11-19 14:59:25', 'Crazy.\n\nSome of the rules, regulations, laws and policies of this world are simply crazy. In our schools, businesses, and our nation\'s capital many of the things we actually write down as \'the law of the land\' are just a bit bonkers.\n\nFor me, this realization started in grade school. There are I sat minding my own business chewing my gum when the teacher stopped in front of my desk, stuck out her kleenex covered hand and said, \"Out with it,\" in her best \'you\'re in trouble now, mister\' school teacher voice. \"Out with what?\" I said. \"The gum. No one is allowed to chew gum in this class. It\'s a rule. You\'ll end up dropping it on the floor, sticking it under a desk or putting it in someone\'s hair. It will make a mess and someone else will have to clean it up!\"\n\nWow. Okay. I thought when I was finished gum went in the trash. It never crossed my mind to stick it in someone\'s hair. Interesting idea. Why would I do that? So, I gave it up. There I sat, gum-less, just like all the other students in class, corrected for a crime I had yet to commit.\n\nWe had other crazy rules. No black-soled tennis shoes. They can mark the floor. For teachers, no talk of the 10 Commandments. Someone might hear and be tempted not to steal something.\n\nSchool isn\'t the only place this happens. The state of Alabama is rumored to have a law that says it\'s illegal to chain your alligator to a fire hydrant. In Belvedere City, California, a city ordinance allegedly reads, \"No dog shall be in a public place without its master on a leash.\"\n\nBusinesses are just as guilty. Have you read the warning label on a stick of deodorant? \"For under arm use only.\" Does that mean there\'s someone out there confusing deodorant with lip balm? Or worse, are they trying to eat it like an ice cream push pop!?\n\nIt\'s easy to prove. With rules, regulations, policies and laws we often go round the bend.\n\nAnd there\'s a reason for it. We try to control behavior with words on paper. I have yet to meet a manager who says, \"Thanks for acting so responsibly. I trust you to make this decision on your own without any guidance. I\'m writing that down. Responsibility is our new policy.\" Instead, rules, regulations, policies and laws are written for the lowest common denominator. It\'s why law can be maddening for the law abiding citizen and why your best employees get frustrated by your personnel policy. Instead of dealing directly with the bad behavior of the irresponsible too often we write blanket statements that take gum away from everyone.\n\nIn America we proudly describe ourselves as a nation of laws but maybe we\'ve missed the mark. Law can be stabilizing. It can balance and define the playing field, but law, at it\'s heart, is much more about limiting opportunity than empowering possibility. What if the people of our country took pride in being a nation of responsibility rather than a nation of laws? What if your employees did the same? How would your work place change if you managed more by responsible conversation and less by policy and procedure? Don\'t get me wrong. We need our guidelines. Laws and policies matter. People will make mistakes and your organization will need a plan to handle it when they do. But responsible people led in a responsible way will always accomplish more than those who only live down to the letter of the law. And no matter how ugly or challenging the task, they\'ll be happier doing it. It may be a Pollyanna thought, but what if we could write laws and policies based on believing the best about people rather than assuming the worst?\n\nThere are four (4) basic reasons we write rules, regulations, policies and laws.\n<div>\n<ol>\n	<li><strong>Protect the innocent</strong> – the naive, ignorant, &amp; those unable to protect themselves</li>\n	<li><strong>Punish the guilty</strong> – those who hurt someone else or the organization</li>\n	<li><strong>Manage the irresponsible</strong> – those who make mistakes, the untrained or incompetent</li>\n	<li><strong>Promote a behavior</strong> – define a culture, a worldview, our virtues, beliefs and practices</li>\n</ol>\n</div>\nIn my next post we\'ll talk about how to write policy that inspires, laws that empower, and how to responsibly manage responsible people. In the meantime help me answer these questions.\n<ol>\n	<li>What are some of your crazy experiences with laws or policies?</li>\n	<li>How would your business be different if people took responsibility rather than living down to the limits of the law?</li>\n	<li>Is it possible to teach an irresponsible person how to be responsible? If so, how do you do it?</li>\n</ol>\nI have to go for now. I\'m chewing gum in a classroom and my alligator\'s double-parked at a fire hydrant.', 'Deodorant &#124; 4 Reasons Your Laws and Policies Stink &#124; Pt. 1', '', 'publish', 'open', 'open', '', 'deodorant-4-reasons-your-laws-and-policies-stink-pt-1', '', '', '2012-11-19 08:59:25', '2012-11-19 14:59:25', '', 0, 'http://leadchangegroup.com/?p=7518', 0, 'post', '', 2),
(7521, 256, '2012-10-18 06:04:59', '2012-10-18 11:04:59', 'My husband and I went out last night for a cherished date night.  It was a special one, in fact.  We were commemorating thirteen years of marriage at a local restaurant with great conversation, outdoor dining, Italian food and wine.\n\nOur server quickly approached us after we were seated.  With enthusiasm and warmth, she asked us how we were doing this evening.  My husband and I both happily responded that we were great and so happy to be dining where we were.\n\nThen I asked her in return, “How are you tonight?”\n\nThe server stopped in her tracks for a second.  She reached her hand over to touch my shoulder, and she sincerely said,\n<blockquote> <em>Thank you so much for asking.  You know, most people don’t.</em></blockquote>\nI have to admit, I was very surprised to hear this.  I even challenged her on it with a “REALLY?!?!”\n\nShe confirmed her truth.  “Honestly, most people don’t care how their server is,” she stated matter of factly.\n\nI was so sad to hear this.  To me, a great server can make a dining experience…well, an experience.  They can make or break your evening, because they’re sharing your experience with you (whether you like it or not.)   So, why wouldn’t you want to engage with them?\n\nIn <a href=\"http://www.amazon.com/21-Irrefutable-Laws-Leadership-Follow/dp/0785288376/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1350141567&amp;sr=1-1&amp;keywords=21+irrefutable+laws+of+leadership\" target=\"_blank\">The 21 Irrefutable Laws of Leadership</a>, John Maxwell suggests that all leaders regard the importance of what he calls “the Law of Connection.”\n<blockquote> <em>For leaders to be effective, they need to connect with people.  Why?  Because you first have to touch people’s hearts before you ask them for a hand.</em></blockquote>\nHe goes on to say that the stronger a relationship is between the two, the more willing a follower will be to help the leader.  In essence, leaders must take the time to get to know people before they can expect them to give their best in return.  They must genuinely engage and sincerely ask, “how are you?”  Simply put, leaders need to show  they care.\n\nMaxwell further encourages leaders with this:\n<blockquote> <em>People don’t care how much you know until they know how much you care.</em></blockquote>\nLeaders, invest the time in your people; not just in training, resources and pay, but also in creating and strengthening connecting with them.  Take the time to understand their cares, concerns and challenges.  Your job as a leader is to inspire and motivate your people, to remove their challenges and obstacles, to unite them and build teamwork.\n\nDoesn’t it make sense that you would need to <strong><em>know </em></strong>them to be able to achieve these things?\n\nHow could you possibly motivate or inspire people if you don’t know what they care about?  How could you focus everyone if you don’t understand their concerns and challenges enough to remove them?  How could you build teams if you don’t know their strengths?\n\nLeaders, you must connect.  You must engage.  You must show you care.\n\nAnd, it can all start with a simple and sincere, “How are you?”', '“How Are You?” Is So Much More Than a Question', '', 'publish', 'open', 'open', '', 'how-are-you-is-so-much-more-than-a-question', '', '', '2012-10-18 06:04:59', '2012-10-18 11:04:59', '', 0, 'http://leadchangegroup.com/?p=7521', 0, 'post', '', 7);
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(7524, 281, '2012-10-16 06:03:56', '2012-10-16 11:03:56', '<h3><strong>What do you do instead of what you are supposed to?</strong></h3>\n\n\n<strong>Top 10 Things You’re Probably Doing Instead of What You are Supposed to be Doing:</strong>\n\n<strong></strong>10. Eating something bad for you\n\n9. Checking your email every 3 minutes\n\n8.  Looking for inspiration from others’ work\n\n7. Reading just one more article about “how to do …”\n\n6. Checking LinkedIn for who’s viewed your profile\n\n5. Replying TY for RT’s to all of the Twitter Followers in the past 3 days\n\n4. Looking on Facebook to find people you went to high school with you never really cared about anyway\n\n3.  Cleaning your house\n\n2.  Watching the news to find out the horrible things that are happening today\n\n1.  Editing the promotional page for your upcoming program for the 7<sup>th</sup> time today\n\nI have a confession.  With transparency and<a title=\"S. Max Brown:  The Character-Based Leader Co-Author Interview\" href=\"http://leadchangegroup.com/s-max-brown-the-character-based-leader-co-author-interview/\"> humility</a> (Dan Rockwell, Max Brown and Chad Balthrop will appreciate this) but most of all <em>because</em> I am also one of the co-authors of <a title=\"Christina Haxton: The Character-Based Leader Co-Author Interview\" href=\"http://leadchangegroup.com/christina-haxton-the-character-based-leader-co-author-interview/\">The Character-Based Leader</a> I have to walk my talk.  Ironically, just last week I delivered a presentation to hundreds of HR Professionals at a Leadership Conference on how stress negatively affects productivity and teamwork.\n\nAND I am guilty of doing all of those <strong>10 Things instead of what I should be doing</strong> at one time or another.  In fact, it happens much too often.  Maybe I should re-title this: <strong><em> 1</em><em>0 Things<span style=\"text-decoration: underline;\"> I</span> Do Instead of What<span style=\"text-decoration: underline;\"> I Am</span> Supposed to be Doing</em></strong>.  At least then I could add <a title=\"Susan Mazza:  The Character-Based Leader Co-Author Interview\" href=\"http://leadchangegroup.com/susan-mazza-the-character-based-leader-co-author-interview/\">Personal Integrity</a> to my list, too.\n\nI could take this a step farther and feel guilty or ashamed about being so imperfect – and we could take it one step beyond that and say I’m a hypocrite.\n\nYet I choose not to … I choose instead to offer my human-ness up to you as an opportunity to learn and grow, for myself and most importantly for you if you so choose to take on the challenge.\n\n<strong>When the shoe is on someone else\'s foot </strong>\n\nIt often surprises me when an apparently very publicly respected and successful executive coaching client says, <em>“If people only knew what a fraud I am (or feel like at times), then <strong>the secret</strong> would be out.  I would finally be discovered for who I really am.”  </em>After years of hearing this fear coming from powerful, influential business people, I now recognize where this shame and fear comes from – it comes from BS. Fear is far easier to recognize when it comes from someone else\'s mouth rather than from inside your own head.\n\nMy next post will focus on how to respond to this B.S.  But before we proceed further, do you catch yourself doing this?  I\'m not the only one, am I?  What are some other things you do that keep you from spending time doing the things you know you should do?  Add those to the comments below and watch for our next post!\n', 'What do you do instead of what you are supposed to be doing?', '', 'publish', 'open', 'open', '', 'what-do-you-do-instead-of-what-you-are-supposed-to-be-doing', '', '', '2012-10-16 06:03:56', '2012-10-16 11:03:56', '', 0, 'http://leadchangegroup.com/?p=7524', 0, 'post', '', 5),
(7528, 323, '2012-10-25 06:12:43', '2012-10-25 11:12:43', '“Don’t just <em>act </em>like the character<em>. Be</em> the character.”  I’ve heard these words from theater directors many times, and so have countless other actors and actresses on stage and screen.  The best actors are the ones who cause you to forget that you’re watching a movie or attending a live play, who can convince you that what you\'re observing is real.  They are the ones who believe in and lose themselves in their characters, truly feel what they are portraying, and bring their authentic selves to their roles.\n\nSuch is the case with the best leaders.\n\nYou can learn the behaviors of a good leader, and act like one, but until you truly feel and believe in what you are doing, your “audience\" may be left unconvinced, uninspired, and wanting more.  By \"audience\" I mean anyone within the leader\'s realm of influence - peers, direct reports, managers, customers, stakeholders.  Like a realistic actor, the character-based leader engages his mind, heart, and soul in an authentic portrayal of the part.  He\'s not merely acting the part. He is leading.\n\nWhat can leaders learn from the best actors about how to be authentic?\n\n<strong>Know your back story</strong>\n\nTo bring a character to life in a truly genuine way actors uncover the values and motivations that lie beneath the surface of the script with questions such as these:\n\n<em>Who am I, where do I come from, what do I want and why, how will I get it, what must I overcome, what happens if I don\'t get it?</em>\n\nAs leaders, how often do we stop to ask these questions of ourselves?  And what happens if we do?  We will gain awareness and understanding of what drives us.  Of our values.  Of what we believe in.  And others will see that in us.\n\n<strong>Improvise</strong>\n\nMany actors improvise in rehearsals as a way to explore options for bringing a character to life.  They discover what works, and doesn\'t work.  They learn what feels right.  Others improvise for our entertainment.  And, it is in these moments, when scripts and egos are tossed aside, that some of the most genuine and memorable moments emerge.  These moments are enabled by two fundamental rules of improvisation:\n\n<em>1. Do not deny</em>\n\nThis is arguably the most important rule in improvisation.   During a scene, stage partners will make an offer of some kind - this is any action or dialog that may advance the scene - and it must be accepted.  The more offers, the fewer denials, the more interesting and real the scene.  Denial is the number one reason most improvised scenes go bad.\n\nWhat would happen in our leadership lives if we were to accept more offers than we deny?  If we were to toss our corporate scripts aside and try new things?  We\'d discover what works and doesn\'t work.  And what feels right.\n\n<em>2. Make your partners look good</em>\n\nThe best improvised scenes are those in which all stage partners focus their energy on making everyone else with whom they are onstage look good.  By doing so, each is joined in a collective effort to lift the entire group and produce something that is interesting and memorable.\n\nImagine if we were to focus our efforts on making our \"corporate stage partners\" look good.  There wouldn\'t be second guessing of intent and motivation.  No questions about objectives and hidden agendas.  Instead, we\'d be producing and winning, collectively.\n\n<strong>Believe it</strong>\n\nThink about the last time you walked away from a performance thinking an actor was robotic and fake.  You felt like they were just reciting lines.  You didn\'t believe what they were saying, and neither did they.  The best actors don’t just memorize and speak their lines.  They interpret, understand, and then genuinely communicate, through their performance, the author\'s intent.\n\nWe are often scripted in our roles as leaders.  We have corporate messages to cascade.  Pre-written presentations to deliver.  It is in these instances when our authentic selves must bleed through more than ever if we are to engage, inspire, and motivate our workforce.  We can\'t just read the lines.  We have to understand and believe them first.\n\n<strong>Read the reviews</strong>\n\nMany actors will tell you they don\'t read the reviews of their performances.  I don\'t blame them.  Sometimes they are scathing, and other times they are so over-pouring with compliments they read as though they are advertisements written by the producers themselves.  But every now and then there is a review that is honest, constructive, and focused on making the actor better.  These are the reviews actors should read.\n\nSame with leaders.  For most of us, our reviews aren\'t likely published for public view.  But the best leaders seek out reviews, and don\'t stop at the ones that are glowing.  They find the truth tellers who genuinely want them to be better.  This allows them to look in a mirror, gain further self-awareness and take responsibility for change.\n\n<strong>Change roles</strong>\n\nNo actor plays the same part for a lifetime.  Most have a new role on a regular basis.  Even the ones that land a long-running play or a TV series eventually move on.  This keeps their craft fresh and gives them the opportunity to be challenged by new things.  Arguably there is comfort and familiarity in playing the same part, but they know it is in their best interest, and in the interest of others, to move on.\n\nThe best leaders don\'t stay in the same leadership roles forever.  They change departments, functions, companies, states, countries, continents.  This offers them a variety of challenges, an adversity of conditions, a diversity of settings, and an intensity of effort.  All of which enables them to be better and more authentic.\n\n- -\n\nTo be a genuine and authentic leader, try discovering your values, tossing the script aside to try new things, shining the spotlight on others, believing in what you\'re doing, listening to your critics, and taking on new opportunities.\n\n<em>On a spectrum from </em>acting<em> like a leader to </em>being<em> a leader, where do you fall?  What techniques have you used for yourself or with those you coach, to produce that authentic leader within?</em>\n\nPhoto image: <a href=\"http://www.Newsmediaimages.com\">Newsmediaimages.com</a>', 'Playing the Part of Leader', '', 'publish', 'open', 'open', '', 'playing-the-part-of-leader', '', '', '2012-10-25 06:12:43', '2012-10-25 11:12:43', '', 0, 'http://leadchangegroup.com/?p=7528', 0, 'post', '', 22),
(7530, 281, '2012-10-21 08:14:57', '2012-10-21 13:14:57', '<em>This is a follow up to \"<a href=\"/what-do-you-do-instead-of-what-you-are-supposed-to-be-doing/\" title=\"What do you do instead of what you are supposed to be doing? | Lead Change Group\">What do you do instead of what you are supposed to be doing?</a>\" I introduced 10 things people (like me) do when we should be doing something more important.  It also introduced the idea that shame and fear came from BS inside our heads. To catch up, check out <a href=\"/what-do-you-do-instead-of-what-you-are-supposed-to-be-doing/\" title=\"What do you do instead of what you are supposed to be doing? | Lead Change Group\">the previous post</a>.\n</em>\n<h3>BS:  The SHOULDS and the SUPPOSED to’s</h3>\nWhat do I mean by “BS?”  Okay … let’s go with that one.\n\nBS also can refer to our “Belief System” which for the most part is full of BS.\n\nNow I\'ll put the shoe back on my own foot:  If I believe I SHOULD NEVER PROCRASTINATE or I SHOULD NEVER WASTE MY TIME DOING SOMETHING UNPRODUCTIVE <em>especially because what I assist others to do is<span style=\"text-decoration: underline;\"> to be productive</span>, </em>and if I procrastinate, then I must also be hypocrite.  Now who\'s the one with the big dark hairy secret?  That would be me.\n\nAnd I feel incongruent because <em>“I don’t practice what I preach.”</em>  Are these rules similar to what you heard growing up?\n\nMy BS or belief will not make me feel very confident, creative, inspired or motivated.  Just guilty and inauthentic and those feeling states will not get me very far today.\n\nNow what?  As I wrote in the book chapter on <a title=\"Christina Haxton: The Character-Based Leader Co-Author Interview\" href=\"http://leadchangegroup.com/christina-haxton-the-character-based-leader-co-author-interview/\"><span style=\"text-decoration: underline;\"><em>Professional Intimacy: The key to being a sustainable leader</em></span></a> beliefs are meant to be challenged and tested, so enter the <strong>3 Step ACE Approach to Change Anything:</strong>\n<h3><strong>My first step is #1: Awareness</strong></h3>\n<strong>Question: </strong> What do I have to believe to feel guilty about being unproductive?\n\n<strong>Answer:</strong>  I should be perfect and not human.  And if I’m ever human and not perfect, then don’t keep it a secret (also known as<em> “Don’t let them see you sweat, make a mistake or ______________\"</em> fill in the blank with your belief here).\n\nMmmm.   Interesting how holding onto these beliefs <em>support</em> my guilty feeling.\n\nWhat if I was to follow a different rule instead?  How about the rule when borrowing something from someone else: <em>“If you borrow something, give it back in as good a condition, if not better.” </em> That rule goes for tools, clothes … and now <em>beliefs</em>!  I don’t need it anymore and it no longer serves my purpose.\n<h3>Which brings me to my second step:  #2: Choice</h3>\nI choose to install a more productive, congruent and resonant belief:  I’m human, which makes me make mistakes, which allows me to learn and be authentic and vulnerable.  Whew!  What a relief …<em> \"I DON’T HAVE TO BE PERFECT ANYMORE!\"</em>  Or hide behind the “shoulds” and “supposed to’s” that were borrowed or hand-me-downs that never really fit me anyhow.\n<h3>And for the last step:  #3: Execution</h3>\nI can now “practice what I preach” and try out my own advice to my clients:  Take action.  Publicly admit I’m fallible and everything I teach I’m learning, too.  The sense of freedom I now have as a result of not having to hide is what fuels my passion to make a difference.   Not having to be perfect also frees me to experience a bigger purpose and new belief now that I can make a difference and lead by example in my everyday actions.\n\nI can now also believe that when I share with my audience about a particular personal or professional challenge I have faced, the story is an act of leadership and mostly an inspiration with a powerful message “<em>If I can learn to do it … so can you.” </em>\n\nNow going forward, will I still do of those <strong><em>Top 10 Things I Shouldn\'t Be Doing?</em></strong>\n\n<strong><em>\"DAMMIT</em></strong><em> … I sure hope so!\"</em>  Because application produces AWARENESS, which provides me an opportunity to make a CHOICE, and then the commitment to EXECUTE the choice to get better results which coincide with my NBS (NEW BELIEF SYSTEM).\n\nWhat if doing \"what I shouldn\'t be doing\" allows me to follow other rules, some of which are just as important and a few which ought to be changed (eventually):\n\n10.  Eating chocolate (because it’s got some yummy brain stimulant I need right now)\n\n9.  Checking your email every 3 minutes (because I’m easily distracted or because I need to feel I matter)\n\n8.  Looking for inspiration from others’ work (because they have better ideas)\n\n7.  Reading just another article about “how to do …” (what you are supposed to be doing) because I must not have enough information to get started\n\n6.  Checking LinkedIn for who’s viewed your profile (because it might be someone who wants to do business)\n\n5.  Saying TY for RT’s to all of the Twitter Followers in the past 3 days (because expressing gratitude is important)\n\n4.  Looking on Facebook for people you went to high school with who you never really cared about or never really cared about you (because connection is important)\n\n3.  Cleaning your house (because clutter creates confusion)\n\n2.  Watching the news (because if you know what is going on you can be proactive in your decisions)\n\n1. Editing the promotional page for your upcoming program for the 7<sup>th</sup> time (because it could always be a little bit better)\n\n<strong>What is on your list of the Top 10 Things I Do Instead of What I Should Be Doing ?  If you are up for the opportunity to be authentic and real, please b</strong><strong>e sure to include the because, belief or BS on which it is based.  Come on in, the water\'s warm ... </strong>', '3 Steps to Confront Procrastination', '', 'publish', 'open', 'open', '', '3-steps-to-confront-procrastination', '', '', '2012-10-21 08:14:57', '2012-10-21 13:14:57', '', 0, 'http://leadchangegroup.com/?p=7530', 0, 'post', '', 8),
(7533, 305, '2012-10-19 06:12:10', '2012-10-19 11:12:10', '&nbsp;\n<p>\nI spend an hour each morning in prayer and contemplation. Why? Because it is very hard for me to stay in the Present; I tend to live life thinking about the Future.  This makes me fairly driven to getting things done.  If I don’t slow down, stop and take time I almost forget there is a Present. On the other hand, I have never had a problem living in the Past. Though I reflect on the lessons I learned and the blessings I’ve had, I spend little time thinking about the Past. What about you? Is your Past, Present or Future driving you?</p>\n\nI am learning answers to this question since I recently began a book group on “<em>Bridges Out of Poverty: Strategies for Professionals and Communities</em>” © 2001 by R<img class=\"alignright  wp-image-7557\" title=\"bridges out of poverty\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/10/bridges-out-of-poverty.jpg\" alt=\"\" width=\"172\" height=\"243\" />uby K. Payne, PhD, Philip E. DeVol &amp; Terie Dreussi Smith. It is clear from this book that it is NOT the Past, Present or Future that drives us.  It is our narratives, our self-talk, our closely held beliefs that predict our Past, Present and Future.  Our beliefs are at the heart of our own narratives.\n\nIn “Bridges,” the authors present the strategies for helping those people living in poverty, that is \"the extent to which an person does without resources,\" to move beyond it.  The key to helping lies in understanding and sharing the unwritten rules of those living in poverty, middle-class and wealth, as well as, the role of language and story.  The unwritten rules cover issues of possessions, money, personality, social emphasis, food, clothing, time, education, destiny, language, family structure, world view, love, driving forces and humor. Comparing the differences among the classes based in these areas is quite enlightening, and guides us in explaining our personal narratives. (See the chart below on some of the Hidden Rules Among Classes from \"Bridges.\")\n\nOne thing that America has historically done well is to help set up the conditions for increasingly more people to make a life beyond surviving with limited resources.  Keep in mind however that the middle-class is shrinking and those slipping into poverty is growing.  Despite our past efforts at growing a large middle-class, the reality today is that more people are surviving on limited resources and slipping into poverty.\n\nThis matters personally to each of us for two reasons: 1) our narratives are cemented in the unwritten rules of the culture/economic class in which we were raised and drives how we think, behave and experience life; and 2) as leaders we need to understand how we may reach people under our leadership from each economic class, most importantly those in poverty.  As “Bridges” points out, the importance of mentors cannot be over-stressed, particularly in the workplace.\n\n<em><strong>I ask again, what drives you?  What narratives do you have that put you where you are today and will lead you where you are going?  Are those narratives helping you or holding you back? Are you using them to help others or hold them back?</strong></em>\n<table cellspacing=\"0\" cellpadding=\"0\">\n<tbody>\n<tr>\n<td valign=\"top\"></td>\n<td valign=\"top\"><strong>Poverty</strong></td>\n<td valign=\"top\"><strong>Middle Class</strong></td>\n<td valign=\"top\"><strong>Wealth</strong></td>\n</tr>\n<tr>\n<td valign=\"top\">POSSESSIONS</td>\n<td valign=\"top\">People</td>\n<td valign=\"top\">Things</td>\n<td valign=\"top\">One-of-a-kind objects, legacies, pedigrees</td>\n</tr>\n<tr>\n<td valign=\"top\">MONEY</td>\n<td valign=\"top\">To be used, spent</td>\n<td valign=\"top\">To be managed</td>\n<td valign=\"top\">To be conserved, invested</td>\n</tr>\n<tr>\n<td valign=\"top\">PERSONALITY</td>\n<td valign=\"top\">For entertainment. Sense of humor is highly valued.</td>\n<td valign=\"top\">For acquisition &amp; stability. Achievement is highly valued</td>\n<td valign=\"top\">For connections. Financial, political, social connections are highly valued</td>\n</tr>\n<tr>\n<td valign=\"top\">SOCIAL EMPHASIS</td>\n<td valign=\"top\">Inclusion of those you like</td>\n<td valign=\"top\">Emphasis is on self-governance &amp; self-sufficiency</td>\n<td valign=\"top\">Emphasis is on social exclusion</td>\n</tr>\n<tr>\n<td valign=\"top\">FOOD</td>\n<td valign=\"top\">Quantity</td>\n<td valign=\"top\">Quality</td>\n<td valign=\"top\">Presentation</td>\n</tr>\n<tr>\n<td valign=\"top\">TIME</td>\n<td valign=\"top\">Present; decisions made for the moment based on feelings or survival</td>\n<td valign=\"top\">Future; decisions made against future ramifications</td>\n<td valign=\"top\">Traditions &amp; history; decisions made partly on basis of tradition &amp; decorum.</td>\n</tr>\n</tbody>\n</table>\n<em><strong>\n</strong></em>\n\n&nbsp;', 'Is Your Past, Present, or Future Driving You?', '', 'publish', 'open', 'open', '', 'is-your-past-present-or-future-driving-you', '', '', '2012-10-19 06:12:10', '2012-10-19 11:12:10', '', 0, 'http://leadchangegroup.com/?p=7533', 0, 'post', '', 2),
(7539, 314, '2012-10-22 06:05:19', '2012-10-22 11:05:19', 'There are a lot of good leaders in business today.  But what separates the good from the great leaders?\n\nIn golf, the difference between making the PGA tour and playing on a mini-tour can be less than a stroke average.  The margin is very slim.   That\'s true of most professions.\n<p style=\"text-align: center;\"><strong>Those that put in the effort and time </strong><em><strong>create their opportunity or luck </strong></em></p>\n<img src=\"http://johnbossong.com/wp-includes/js/tinymce/plugins/wordpress/img/trans.gif\" alt=\"\" />Below are six things you can do to become a great leader.  There is no guarantee.  But, with the effort and time, I believe you will create your own opportunity and luck.\n\nRemember, the margin between being good and great can be slim.  Create every opportunity you can.\n<strong>1. They don\'t sit back and magnify the past ( \"good old days\").</strong>   Business changes too fast today.  What works today may be obsolete tomorrow.  If you sit back and relish your past accomplishments, that\'s a recipe to get passed by. Great leaders disregard the status quo. They move forward and spend little time looking in the rear view mirror.\n\n<strong>2.</strong>  <strong>Hire great people</strong>.  This seems like common sense but it\'s not common practice.  Most organizations don\'t spend near enough time hiring people.  Especially in \"<em>key</em>\" positions.  More often than not, a quick decision is made to alleviate the stress.  What happens is the poor hire creates more stress 6 months down the road.\n<blockquote> <em>Great leaders take their time and hire people that fit <strong>culturally first</strong>.  Then they match up the skill-set and determine the training needs.</em></blockquote>\n<strong>3.</strong>  <strong>Realize that failures can lead to success</strong>.   Great leaders are not scared of taking risks. They know what author <a href=\"http://www.sethgodin.com/\">Seth Godin</a> states is true, \"<em>not starting something and failing is worse than starting and failing.</em>\"  However, great leaders <em>do avoid the fatal errors</em>.  They don\'t bet the farm.   They know when to take the leap.  They don\'t hide their mistakes, they confront them and learn from them.\n\n<strong>4.</strong>  <strong>Fanatical about culture</strong>.  Great leaders create a culture (cult like) of family and entrepreneurial spirit.  <em>They are fanatical about principles and live by them</em>.  Great  examples are <a href=\"http://www.apple.com/\">Apple</a>, <a href=\"http://www.zappos.com/\">Zappos</a>, <a href=\"http://www.southwestairlines.com/\">Southwest Airlines</a> and <a href=\"http://www.daveramsey.com/\">The Dave Ramsey</a> organization.  Employees either buy into the culture or don\'t stay. <em>This all starts with a great hiring process.</em>\n\n<strong>5.  Are great delegators</strong>. This develops over time. It is developed through trust and accountability, which, results in extreme loyalty. This also goes back to the hiring process. Great leaders attract exceptional talent they can delegate to.\n\n6.  <strong>Reproduce other leaders</strong>.  John C. Maxwell, in his book <em>The 21 Irrefutable Laws of Leadership</em>, calls this the <em>Law of Reproduction</em>.   Great leaders produce other leaders.\n<blockquote><em>Great organizations commit the time and effort to leadership development.  This is the lifeblood of the organization.  Great leaders know this and so do the organizations they work for.</em></blockquote>\nWhat makes a great leader?  Doing these 6 things over time with diligent focus.  There is no shortcut.  It won\'t happen overnight. You can\'t take a leadership course or go through a seminar and be a great leader. Those will help, but time and effort over decades of focus is the answer.\n\nYou will wake up an <a href=\"http://johnbossong.com/2012/08/01/2-things-that-will-make-you-an-overnight-success/\">overnight success</a>!\n\n<strong>What do you think makes a great leader?</strong>\n\nPhoto courtesy of <a href=\"http://www.istockphoto.com/\">iStockphoto</a>', '6 Things That Make Someone A Great Leader', '', 'publish', 'open', 'open', '', '6-things-that-make-someone-a-great-leader', '', '', '2012-10-22 06:05:19', '2012-10-22 11:05:19', '', 0, 'http://leadchangegroup.com/?p=7539', 0, 'post', '', 13),
(7544, 294, '2012-11-27 12:31:02', '2012-11-27 18:31:02', 'For a long time it was a commonly accepted belief that cost, quality and time were opposing choices. The belief was that they traded off against each other because good quality took lots of time, speed increased cost, and costs had to be higher if you wanted the quality right.\n\nStrangely enough these beliefs were surviving folklore from the craftsman era. For example, back then the belief was that creating a handmade leather saddle took extra time and cost extra money in order to possess the high quality expected of a custom saddle. In that world this is still true.\n\nMost of us don’t live in the one-off world anymore. Most products we buy and services we use are provided en masse.  Even if they are customized to our needs, as a Starbucks cup of coffee is, most products and services are still mass produced.\n\n<a href=\"http://www.massingenuity.com/2012/10/08/it-really-isnt-a-tradeoff/\"> Read More....</a>', 'It Really Isn&#039;t a Tradeoff', '', 'publish', 'open', 'open', '', 'it-really-isnt-a-tradeoff', '', '', '2012-11-27 12:31:02', '2012-11-27 18:31:02', '', 0, 'http://leadchangegroup.com/?p=7544', 0, 'post', '', 2),
(7546, 294, '2012-12-03 13:05:47', '2012-12-03 19:05:47', 'Some time back I was giving a presentation to about 80 people who worked for a large state agency. I was asking them about problems they saw in their routine work, problems that wasted their time and state resources.\n\nOne employee wanted me to understand how frustrating it could be working in government and told the group the following story that went something like this:\n\n<em>A department meeting was underway and the team was discussing a problem that was causing a lot of extra work. An employee enthusiastically started firing off ideas for the group to consider for fixing the problem. The employee was visibly engaged and enthusiastic.</em>\n\nAnother employee, a long timer in the department, looked in dismay at the enthusiastic employee and said, “Oh, you’re the new guy. You obviously haven’t died inside yet.”\n\n<a href=\"http://www.massingenuity.com/2012/10/15/you-havent-died-inside-yet/\">Read More....</a>', 'You Haven&#039;t Died Inside Yet', '', 'publish', 'open', 'open', '', 'you-havent-died-inside-yet', '', '', '2012-12-03 13:05:47', '2012-12-03 19:05:47', '', 0, 'http://leadchangegroup.com/?p=7546', 0, 'post', '', 1),
(7548, 307, '2012-10-24 06:11:26', '2012-10-24 11:11:26', '<h2>Have You Seen These People?</h2>\nYou know her…\n\nThe manager who expects everyone to do what she said - simply because she said it. \"It\'s their job…they\'re being paid to do it. Why should I have to do any more than that?\" She leaves a trail of bitter, frustrated staff in her wake.\n\nHer staff do the least they can to get by and count the minutes until they can go home.\n\nYou also know him…\n\nThe leader with a new idea every day, with big dreams, who doesn\'t remember what he told you yesterday, and asks five different people to do the same thing. He leaves a trail of exhausted, frustrated, and often disillusioned staff behind him.\n\nHis team members try hard and keep rallying to the next dream-of-the-day...until they question their own commitment or his competence and ultimately, give up.\n\nBoth the the manager who treats people like machines and the discombobulated visionary leader who is so busy reading the map that they crash the car are symptoms of the same problem:\n\nEither / or thinking\n\nIf you\'ve spent any time at all in leadership development, you\'ve certainly heard it:\n\n\"Either you\'re a leader or you\'re a manager.\"\n\n(Usually followed by a passionate argument for why one is better.)\n<h2>Make It Stop!</h2>\nThe problem with leader vs manager thinking is that we don\'t need one or the other.\n\nWe need both.\n\nPeter Drucker defined leadership and management like this:\n<blockquote>Management is doing things right. Leadership is doing the right things.</blockquote>\nI\'ve never found a team, organization, or a leader that doesn\'t need both.\n\nWhen we fail at either, we frustrate, burn out, embitter, exhaust, and disillusion our teams.\n\nContrast this either / or thinking with the work of Gandhi or Nelson Mandela - both amazing leaders who write at length about the organization it took to accomplish their vision for change.\n<h2>Seek the \"And\"</h2>\nIf you want to be an effective manager, you need to motivate, inspire, and develop your team - and those are all leadership activities.\n\nIf you want to be an effective leader, you need people to know what they\'re doing, how to do it, and how to do it well - and those are management activities.\n\nWe need to do the right things AND we need to do them well.\n\nWe need both, but we don\'t always act like it. We praise one and scorn the other.\n<h2>Why Do We Do This?</h2>\nImagine you\'re an ancient Greek trying to understand the world. You devise a system to order your thinking and bring precision to your language and study.\n\nYour name is Aristotle and you\'ve invented logic.\n\nYou classify things as this or that…a duck and a goose are both birds, but a duck is not a goose and vice versa.\n\nAnd for thousands of years to come, people study things by separating them to the smallest parts. And we learn a lot this way.\n\nWe begin to understand how people work together and accomplish amazing things. To do it, we separate different behaviors:\n\nThis is leadership…\n\nThat is management…\n\nWe neatly put each behavior in its respective pile and we learn much.\n\nBut not everything.\n<h2>You Can\'t Reduce an Elephant</h2>\nThe problem with this way of learning is that we don\'t reintegrate our knowledge. You can understand the parts, but not understand the whole.\n\nThink back to when you learned to drive a car - at first you focus on each behavior independently.\n<ul>\n	<li>Signal.</li>\n	<li>Accelerate.</li>\n	<li>Shift.</li>\n	<li>Brake.</li>\n	<li>Turn.</li>\n	<li>Radio.</li>\n	<li>Clean the windshield.</li>\n	<li>Cruise control.</li>\n</ul>\nBut when you drive, you don\'t separate your acceleration, signaling, braking, etc. You integrate them and do them fluidly…switching back and forth between whichever behavior is needed at the time.\n\nSegregating ideas and behaviors is useful for study, but horrible for practice.\n\nPeter Senge said it like this: If you cut an elephant in half, you don\'t end up with two smaller elephants.\n\nYou need all the parts working together.\n<h2>Focus On Strengths</h2>\nWork from your strengths as a leader or a manager, but recognize that to be effective, you need a minimal level of each.\n\nOur no-nonsense manager from the beginning of this post will be more effective if she treats people humanely, ties their work to the mission, and encourages her staff.\n\nOur visionary leader will be more effective if he limits whipsaw changes and honors (and leverages!) the team\'s time and effort with at least a minimal amount of organization.\n<blockquote>“If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them.”  -Henry David Thoreau</blockquote>\n<h2>Your Turn</h2>\nDo you believe the separation between leadership and management is useful in practice?\n\nIn your experience, what happens when a team goes too far in one direction?\n\nTake care,\n\nDavid M. Dye\n\nCreative Commons Photo credits: <a href=\"http://www.flickr.com/photos/pelegrino/6884873348/\" target=\"_blank\">Aristotle</a> by Nick Thompson and <a href=\"http://www.flickr.com/photos/caochopp/4713680761/\" target=\"_blank\">Elephant</a> by Digo Souza', 'Don&#039;t Let Aristotle Limit Your Leadership!', '', 'publish', 'open', 'open', '', 'dont-let-aristotle-limit-your-leadership', '', '', '2012-10-24 06:11:26', '2012-10-24 11:11:26', '', 0, 'http://leadchangegroup.com/?p=7548', 0, 'post', '', 4),
(7553, 245, '2012-10-18 01:02:24', '2012-10-18 06:02:24', 'Are you a trustworthy leader?\n\nYou probably answered with a resounding “Yes!” and perhaps a bit of indignation. The subject of one’s trustworthiness <em>is </em>a tricky one — have you ever met anyone who wholeheartedly agreed that they were <em>untrustworthy</em>?\n\nNot many, I’d bet. That’s because people mistakenly equate “trustworthiness” with “personal integrity.” Both attributes are important ingredients to leading with character, but they are not synonymous. When you have leadership integrity, it means that your <a href=\"http://leadchangegroup.com/leadership-and-the-moral-compass/\">moral compass</a> is aligned with ethical goals. <strong>When you are trustworthy, people have faith that you will do what they expect.</strong>\n\nRead the entire post <a href=\"http://smartblogs.com/leadership/2012/10/18/lead-change-group-leadership/\">here</a>.\n\n&nbsp;', 'Are you missing opportunities to build trust?', '', 'publish', 'open', 'open', '', 'are-you-missing-opportunities-to-build-trust', '', '', '2012-10-18 01:02:24', '2012-10-18 06:02:24', '', 0, 'http://leadchangegroup.com/?p=7553', 0, 'post', '', 0),
(7560, 266, '2012-10-26 06:31:31', '2012-10-26 11:31:31', '<strong><em>What does it mean to be a character-based leader?</em></strong> Isn’t that a deep and probing question? There are so many avenues we could take in this conversation, and The Lead Change Group has done that in their new book, <strong><em>The Character Based Leader: Instigating a Leadership Revolution….One Person at a Time</em></strong>, written by 21 authors who believe deeply in this concept of character based leadership.\n\nLet me take one of those paths, and let’s start out by answering the first question: <em>What does it mean to be a character-based leader</em>? The book presents a very simple definition of what this means:\n<div>\n\n“Leading from who you are rather than from your power or your position.”\n\n</div>\nSo, who are you?\n\nWe are so many things aren’t we? Sometimes, in true chameleon form, it feels like we operate differently depending upon the situation. The challenge is in discovering your intentions in life. Who are you willing to be? And, are you willing to be authentically who you are – no matter what the situation?\n\nOne of the things I’ve discovered over the years is that when your values, beliefs, thoughts, words and actions are all aligned, you sit in a place of peace. You are calm, you are engaged, and you know you are doing what is right and good – for the benefit of all, not just yourself.  You are living your Truth.\n\nWhat is your intent as a leader? Are you willing to make the changes necessary to reflect your beliefs in a form of integrity in relationship with your conscience and the culture of the environment in which you are living, working and communing? When you are aligned with the values, beliefs, and the vision held by both you and your culture (work, family, community), that alignment acts a lot like a GPS system in a car.  Your intention shows you where you want to go, where you are starting your journey, and the path for you to follow. It is a roadmap for life, and it changes the way you lead, live and interact with others.\n\nFrom that place of peace, as a leader, you may recognize that people want to be valued, they want to know that they have been heard, and that they are given every opportunity to make the difference they are here to make in this world. You understand that leadership is not about you, but about the people you lead, and you are here to help them by serving them compassionately, and from a loving heart.\n\nYou understand that your job is to lead the movement forward in fulfilling the mission of the organization by inspiring, encouraging and supporting the greatness of the people within the organization.  This is what a character based leader does, bringing a willingness to epitomize all those traits we admire in others:  humble, loving, generous, inclusive, encouraging, appreciative, clear, compassionate, conscious, courageous, mindful, supportive, trustworthy, kind, truthful, etc.\n\nFor me, true character based leadership means five things. You can find an expansion of my thoughts in the book, <strong><em>The Character Based Leader: Instigating a Leadership Revolution….One Person at a Time</em></strong>:, but here is a synopsis:\n\n1)      Balance – the ability to determine what is real or a distortion of the truth, and to weather the ups and downs of organizational change; build trust.\n\n2)      Personal Responsibility – being accountable and disciplined in the implementation of the mission and values of the organization. Listening to feedback, and being willing to change\n\n3)      Authenticity – having authentic conversations, living your values, declaring your priorities and making hard decisions. The risk in this is profound. You are exercising the character traits of vulnerability, humility and trust.\n\n4)      Passion – keeping things personal, without taking things personally. It is staying in the flow, collaborating, and moving forward.\n\n5)      Service – motivated out of a commitment to do what is best for everyone. It is living your values and beliefs, and creating a model for others to emulate because they respect you, rather than fear you. Others look to you for guidance in times of uncertainty and chaos, fortune and misfortune.\n\nLeadership is a state of being. It may not always be popular, but it will create respect and a deep sense of appreciation and esteem.\n<p align=\"center\"><strong><em>What are your intentions as a leader?</em></strong></p>', 'Leadership Perspectives: What Is Your Intention?', '', 'publish', 'open', 'open', '', 'leadership-perspectives-what-is-your-intention', '', '', '2012-10-26 06:31:31', '2012-10-26 11:31:31', '', 0, 'http://leadchangegroup.com/?p=7560', 0, 'post', '', 11),
(7571, 288, '2012-10-26 13:52:27', '2012-10-26 18:52:27', 'The challenge of every team is to build a feeling of oneness, of dependence on one another, because the question is usually not how well each person performs, but how well they work together.\n<cite>— Vince Lombardi</cite>\n\nEach member of a team has an important role, including the leader. When businesses or projects fail it is easy to blame the team, however, as a leader, you are held more responsible. Progress and strong teams follow those that have mastered being a leader. While the term “born leader” is frequently thrown around to describe accomplished leaders, it does take work to lead a strong team. If good leaders grew on trees there would be a lot more seemingly effortlessly successful teams in the world. The following are <a href=\"http://www.dalecarnegie.com/\">Dale Carnegie’s leadership tips</a> to leading a strong team are:\n<ul>\n	<li>Encourage your team to grow by trusting them with new responsibilities and continuing to push them and establish continuous improvement and development.</li>\n	<li>Remember: teams are only as strong as their weakest link. The team depends on each of its members to complete their tasks. Leaders must spot team members who are not helping the team succeed and fix all repair links.</li>\n	<li>R-E-S-P-E-C-T: Respect goes a long way when it comes to business. While it is important that leaders are strong, stern and demand respect, it is equally important that they do not belittle their team members. Everyone is equally as important to the team’s success and should be treated that way. Make it a point to always explain the reasoning behind decisions and changes to ensure they feel respected and equal in all processes.</li>\n	<li>Leaders should not dictators: Some people believe that in order to be a leader you have to instill fear into your team. This could not be any further from the truth. Teams should be extremely democratic. Every team member should have a voice. Each member of the team has a right to question the process, add input, and evaluate the team\'s progress. Listening to your team’s needs. Remember: everyone wants to be heard and valued.</li>\n	<li>With listening comes learning team members strengths, weaknesses and likes.  Align team members with what they enjoy doing and excel at to take teams to higher levels of performance. In a strong team, the leader knows how to capitalize on each member\'s individual strengths. By allowing people to do projects they are passionate about you are sure to get more positive results. To ensure you are capitalizing on individual strengths, <a href=\"http://www.dalecarnegie.com/events/confident_assertive_in_charge_developing_the_attitudes_of_leadership/\">team leadership skills</a> must include:\n<ul>\n	<li>Creating a strategically efficient team by combining different strengths within your team.  Think of yourself as a football coach or recruiter. A coach would never build an entire team with just quarterbacks. You must seek out talented people who excel at various roles. They also need coaching or direction. Even the most talented individuals can fail at a project without the proper instruction and guidance.</li>\n	<li>Focusing on strengths, not weaknesses: It is easy to forget what got someone placed on your team in the first place. If an individual did not possess special strengths they would not be on your team, so remember to appreciate every member. By recognizing individuals’ accomplishments and strengths your team members will feel valued and will work to maintain their value.</li>\n</ul>\n</li>\n</ul>\nCheck back soon for How to Lead a Strong Team Part II to find more tips to help you become a better leader.\n\n&nbsp;', 'How to Lead a Strong Team Part I', '', 'publish', 'open', 'open', '', 'how-to-lead-a-strong-team-part-i', '', '', '2012-10-26 13:52:27', '2012-10-26 18:52:27', '', 0, 'http://leadchangegroup.com/?p=7571', 0, 'post', '', 2),
(7575, 308, '2012-10-29 06:10:25', '2012-10-29 11:10:25', '&nbsp;\n\nIf one important outcome of effective character-based leadership is to influence and impact others, how do character based leaders attain this outcome? How do you move from being one rock dropped in the water that creates ripples of influence and impacts some individuals, into many leadership rocks that create waves of influence and impacts an entire organization? Are there specific character attributes that can facilitate waves of influence and impact? Can you use these character traits alone or is something else required to generate greater influence?\n\nIn <a title=\"Good to Great by Jim Collins\" href=\"http://www.amazon.com/s/ref=nb_sb_noss/192-4283200-7776905?url=search-alias%3Daps&amp;field-keywords=Good+to+Great\" target=\"_blank\">Good to Great</a>, Jim Collins describes the type of leadership required to turn a good company into a great company. He describes this type of leadership as <strong>Level 5 Leadership</strong> that is \"leadership marked by two characteristics: steely determination and an attitude of humility.” Collins continues by stating that, \"We were surprised, shocked really, to discover the type of leadership required for turning a good company into a great one. Compared to high-profile leaders with big personalities who make headlines and become celebrities, the good-to-great leaders seem to have come from Mars. <strong>Self-effacing, quiet, reserved, even shy - these leaders are a paradoxical blend of personal humility and professional will</strong>.\"\n\nCollins\' research points out that when a leader combines specific character attributes and persistent will to move forward, greater influence and impact results and successful outcomes and results are obtained.\n\nStephen M.R. Covey in <a title=\"The Speed of Trust\" href=\"http://www.amazon.com/s/ref=nb_sb_ss_i_0_11?url=search-alias%3Daps&amp;field-keywords=the+speed+of+trust&amp;sprefix=The+Speed+o%2Caps%2C0&amp;rh=i%3Aaps%2Ck%3Athe+speed+of+trust\" target=\"_blank\">The Speed of Trust</a> puts it another way. Leaders who deliver results and consistently demonstrate 13 key character based behaviors generate greater trustworthiness and increased influence among those whom they lead. These 13 behaviors include <strong>demonstrating respect, creating transparency, showing loyalty, listening first and extending trust</strong>.\n\nI propose <strong>seven integral character based leadership attributes</strong> needed to increase one\'s influence on others to generate waves of impact and positive results.\n\n<strong>Seven Character Attributes to Enhance Influence  </strong>\n<div>\n<ol>\n	<li><strong>Selflessness</strong> - using your influence to do what is best for others not yourself.</li>\n	<li><strong>Dependability</strong> - you say what you are going to do and then do what you say you are going to do. You do not break confidences.</li>\n	<li><strong>Cooperative</strong> - you are relationship focused and do what is best for others and the community.</li>\n	<li><strong>Considerate</strong> - to care for others and respond sensitively to their emotions and feelings.</li>\n	<li><strong>Courageous</strong> - willing to take risks for the right reasons in spite of fear.</li>\n	<li><strong>Vulnerability</strong> - to expose oneself to criticism, to risk failure or to invite trouble by sharing openly and honestly.</li>\n	<li><strong>Humility</strong> - to act according to the principles that govern relationships and to act first in the service of others.</li>\n</ol>\nFrom personal experience there is no shame in demonstrating what critics of character-based leadership call \"soft leadership.\" Demonstrating <strong>vulnerability, humility, openness and acting selflessly</strong> demonstrates strength and conviction.  Leading a school district for a number of years, the consistent and persistent demonstration of these character attributes gave permission for others to act similarly. It encouraged <strong>open discussion, created transparency, and facilitated authenticity</strong> - another key leadership attribute. When these traits were emulated and modeled by other leaders, positive outcomes and results were being attained throughout the district. What started out as one rock generating ripples of influence turned into many rocks generating waves of influence. This was done through intentional, purposeful, and consistent demonstration of character-based leadership attributes implemented by results oriented people. These waves of influence continue today and with  \"steely determination and an attitude of humility,\" more leadership rocks will be developed.\n\nWhat character attributes have you found to be effective in influencing others? What purposeful and intentional actions have you used to influence others and develop more leadership rocks? Can you describe a Level 5 leader whom you have worked for and what impact did he/she have on you?\n\n&nbsp;\n\n</div>', 'Creating Waves of Influence Through 7 Character Based Leadership Attributes', '', 'publish', 'open', 'open', '', 'creating-waves-of-influence-through-7-character-based-leadership-attributes', '', '', '2012-10-29 06:10:25', '2012-10-29 11:10:25', '', 0, 'http://leadchangegroup.com/?p=7575', 0, 'post', '', 32);
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(7580, 309, '2012-10-31 06:32:41', '2012-10-31 11:32:41', 'Last fall, I attended the Arizona State Fair after a 25-year hiatus, mostly due to my misgivings of safety, security, and my favorite, the dreaded carny. Handing my ticket to the operator of a roller coaster who reeks of liquor and marijuana and looks like they are ready to fall over dead at any given moment, does not fill me with confidence that my ride will end well. However, my recent experience was a complete 180 from years past.\n\nThe first thing I noticed was everyone who worked the rides and games looked normal. They even looked professional. They weren\'t high, drunk, stoned or mentally checked out. These workers interacted with the park patrons. They even smiled and were friendly to kids.  As I continued to look around I noticed a logo on just about everything. \"RCS,\" which stands for Ray Cammack Shows, is the company that puts together the midway rides, games and food vendors for the fairs in Texas, Arizona and California. It is their employees that run everything. As I continued to observe, I had a feeling of organization, thoughtful planning and design. Very much what you would expect from a permanent amusement park not a mobile one like a state fair.\n\nHere\'s where the leadership lesson kicks in. RCS has taken the typical challenges of a mobile carnival, namely, hostile environment toward customers by workers, unsafe rides, and unethical game practices, and transformed it into a professional, safe, family friendly and fun experience for not just the customers, but the workers as well. RCS has done a fantastic job of infusing each of their 1200 employees with the vision of creating an entertainment environment that leads the industry in safety, employee benefits and customer satisfaction. This is not an easy task but by setting high standards for employees in dress code, code of conduct, a very strict drug testing policy, and requirements for professional training and development, RCS has increased the quality standards for those who work for them. RCS also pours back into their employees who are on the road with a number of amenities, benefits and incentive programs. Their philosophy is simple: to get the best people to work with them, RCS needs to provide those employees with the tools they need to succeed.\n\nIn my experience as a Leadership Performance Coach, I have spoken to many leaders who would agree with that last line. The real question is, “What are you doing to make that statement a reality in your own company?” In order for consumers to have an exceptional customer experience with your company, the leadership, at all levels, need to personify that value. Leaders need to model the value in how they interact with their employees, customers, and vendors. It’s not enough to post your values on the office wall, these values have to be lived out.\n\nHave you ever seen someone who is malnourished? I’m not talking about someone from a third world country, but someone who just doesn’t eat well. Their skin isn’t as healthy. Their eyes are darkened. Their body posture is slumped. They have made a conscious decision to not provide the proper resources necessary for their cells (and body) to function at its peak. An organization is no different. When the top leadership (the brain) chooses to neglect providing the proper resources to their employees, such as a compelling vision, solid values, clear communication, skillset development, and so on, (food), the visual side of the organization suffers; customer service, product or service provided, interactions with vendors, and so on (body).  That day at the Arizona State Fair, I saw the visual side of an organization whose leadership did what they needed to empower their employees to excel and provide customer service that goes well beyond what people expect. I saw leadership done right from a Carny.\n\n<strong>Is your organization’s posture slumping?  What decisions need to be made to infuse strength back into the core of the organization? What are you doing this week to provide the resources needed to ensure that your organization is performing at its peak?</strong>\n\n&nbsp;\n\n<span style=\"font-size:xx-small;\">Photo <a href=\"http://www.istockphoto.com/user_view.php?id=1833085\">© Jennifer Steck</a> iStockPhoto</span>', 'Leadership 101 from a Carney', '', 'publish', 'open', 'open', '', 'leadership-101-from-a-carney', '', '', '2012-10-31 06:32:41', '2012-10-31 11:32:41', '', 0, 'http://leadchangegroup.com/?p=7580', 0, 'post', '', 4),
(7585, 314, '2012-11-14 06:23:11', '2012-11-14 12:23:11', 'Craig looked intently at his staff. Every Monday morning staff meeting was intense.  Craig expected results and he held everyone accountable.  Not necessarily himself.\n\nNo one talked, they just listened. Craig was on a rant.  This was typical, he had a pretty big ego and drew a line in the sand quite often. This line, however, could be detrimental.\n\n<img src=\"http://johnbossong.com/wp-includes/js/tinymce/plugins/wordpress/img/trans.gif\" alt=\"\" />One of their largest customers had a problem.  Kim had addressed the issue with Craig for two weeks. He wouldn\'t budge. They were wrong, he was right. They would not compromise.\n\nKim knew the answer, she couldn\'t argue (discuss) any longer. She would communicate the decision to the customer.   The staff left the meeting not uplifted and excited for the week ahead, but discouraged and stressed.\n\n<a href=\"http://johnbossong.com/wp-content/uploads/2012/10/iStock_000002682750XSmall.jpg\"><img class=\"alignright\" src=\"http://johnbossong.com/wp-content/uploads/2012/10/iStock_000002682750XSmall.jpg\" alt=\"8 Reasons Why Pride is the Core of Leadership Failure | Lead Change Group\" width=\"340\" height=\"226\" /></a>\n\nHow many times has this scenario played out where you work?  How many times has your leaders\' pride trumped a customer  or damaged a vendor relationship that took years to build?\n\nAll because of pride.\n<h2><strong>Pride vs Humility (The Leaders Choice)</strong></h2>\nWe are all prideful. Let\'s be honest. You take great pride in your family, your skills and abilities and your accomplishments.  Deep down we are all self-centered somewhat.\n\nHowever, if there is one thing that causes leaders to lose their ability to lead effectively, it\'s pride.  It\'s at the core of a lot of leadership failures. These failures reinforce the importance of <em>humility</em> in leaders.\n<blockquote>Those who worked with or wrote about the good-to-great leaders continually used words like quiet, humble, modest, reserved, shy, gracious, mild-mannered, self-effacing, understated, did not believe his own clippings - <a href=\"http://www.jimcollins.com/\">Jim Collins</a>, author of <a href=\"http://www.jimcollins.com/\">Good To Great</a>.</blockquote>\n<h2><strong>The Dangers of Pride</strong></h2>\n<ol>\n	<li>Lost customers.</li>\n	<li>Micromanagement - not <a href=\"http://johnbossong.com/2012/07/16/this-will-grow-your-business/\">delegating</a> effectively.</li>\n	<li>High turnover/lost employees - people quit the bad leader not the organization.</li>\n	<li>Distrust - the leader\'s pride gets in the way of building trust and loyalty.</li>\n	<li>Failure to seek out feedback - pride keeps the leader from asking.  They know it all.</li>\n	<li>Selfish and territorial attitude - the ME disease.</li>\n	<li>Having your own agenda - commitment to yourself not the team.</li>\n	<li>Lack of accountability - failure to take responsibility for results and actions - finger pointing and blame.</li>\n</ol>\n<h2><strong>Replace Pride With Humility</strong></h2>\nGreat leaders know <a title=\"Posts on Humility | Lead Change Group\" href=\"/tag/humility\"><em>humility</em></a> creates the trust and loyalty needed to succeed.  It\'s not about them, it\'s about the vision, the goal, the organization and the \"<a href=\"http://www.simonsinek.com/\"><em>why.</em></a>\"  It\'s not about their reputation and self-interests but the results.\n\nHumility is typically associated with being timid, weak, or a pushover.  But the truth is, it\'s a <em>great strength</em>.  Take a look at the great leaders, Mother Teresa, Gandhi, Jesus, and the Level 5 Leaders researched in <a href=\"http://www.jimcollins.com/\"><em>Good to Great</em></a>.\n\nFar from pushovers, timid and weak.  Their focus was on others (servant leadership) and not their self-interests.\n\n<strong>How to instill humility in the culture of your organization</strong>\n<ol>\n	<li><strong>Hire it</strong>.  This can be difficult, but look for humility in the people you hire.  Gear your interviewing questions to look for this trait.  Speak with references about character rather than skills.  Test for it with a DISC analysis.  Do as much work in hiring process to determine if the candidate has a humble character.</li>\n	<li><strong>Reward it</strong>.  Look for actions that represent humility and reward individuals that display it. Recognize them in front of their peers.  Make it a priority.</li>\n	<li><strong>Make it a core value</strong>.  Let everyone know this is a core value of the organization.  Talk about it constantly.  It needs to become the way you work.</li>\n	<li><strong>Don\'t judge others or feel like you are superior to them</strong>.   Value the differences of everyone in the organization. Don\'t judge opinions and input, value them.</li>\n	<li><strong>You don\'t have to have it your way all the time</strong>. Be flexible. Give others a chance to make decisions and mistakes.  <em>Let them fail and try</em>.</li>\n	<li><strong>Submit to your boss as you expect those that report to you to submit</strong>.  Tough to say hard to do.  Followers need to be humble, just like leaders.  It\'s a reciprocal environment.  <em>You can\'t cultivate a culture of humility if you can\'t be an example.</em></li>\n	<li><strong>Seek out feedback and constructive criticism</strong>.  This is the only way you and the organization will grow and get better.  Ask others for their opinions, value their input. You don\'t know everything, don\'t act like it.</li>\n</ol>\n<div><strong>What are you doing to cultivate a culture of humility in your organization?  What are some effective ways you have made humility a core value? </strong></div>', '8 Reasons Why Pride Is The Core Of Leadership Failure', '', 'publish', 'open', 'open', '', '8-reasons-why-pride-is-the-core-of-leadership-failure', '', '', '2012-11-14 06:23:11', '2012-11-14 12:23:11', '', 0, 'http://leadchangegroup.com/?p=7585', 0, 'post', '', 19),
(7587, 322, '2012-11-13 06:55:37', '2012-11-13 12:55:37', 'Let’s face it, no one is perfect. Most of us strive to be and others think they are, but no one will ever be perfect and it is the strive to be perfect that keeps us motivated and on top of our game, right? Or does it hinder our ability to lead effectively?\n\nThink back to when you were a kid and you were told not to do something; did you focus on not doing it again or did you do it again and have to be told multiple times not to do it?\n\nNow think about a time when your parents told you they were proud of you, how did that make you feel? Did you try your hardest to do it again and be even better?\n\nWhy don’t we translate these same basic concepts into our leadership principles? Too often, leaders focus on the things that people aren’t doing right. “Why aren’t your results here?” “Why aren’t you doing this?” Focusing the majority of your time here will not form successful, lasting behaviors. Instead, you may see changes or better results at the initial stage, but those behaviors are only there because the individual is solely focused on those specific items. I call it, “Pulling Levers.” You pull the levers you need fixed right now, but you only have two hands and can’t pull all the levers at the same time. Once you let go of a lever to pull another one, that lever goes back to where it was before you pulled it.\n\nFocusing on the “Bright Spots,” best practices and successes, will allow the things that are helping individuals, teams, or businesses to get better and achieve more to be shared. People naturally want to do well. The way to maximize on that opportunity is to build them up and help them understanding how to execute the practices and behaviors that are making others successful. Creating a culture around sharing ideas and practices will encourage and lead to the forming of the right behaviors!!\n<em></em>\n\n<em>The 80/20 Rule:</em>\n\nFocus <strong>80%</strong> of your time on encouraging, highlighting and evolving the specifics that are working.\n\nFocus <strong>20%</strong> of your time on asking, “What do you feel we need to improve?” “How do we improve on those opportunities?” You always want to lead the conversations around opportunities with questions to gain their insight and buy-in. If the conversation isn’t headed in the right direction, then ask a more specific question around the topic you need to address. “What do you think about ______?” “How do you feel ______ is going?”\n\nAct Different, Expect Different, Inspect Different, and Account Different!!\n\n“The riskiest place in business is thinking that somehow the same behaviors are going to lead to different results.” ~Robin Sharma\n\n“Insanity: doing the same thing over and over again expecting a different result.” ~ Albert Einstein\n\nDo you spend more of your time on the “Bright Spots?”', 'The &#034;Bright Spots&#034; in Leadership', '', 'publish', 'open', 'open', '', 'the-bright-spots-in-leadership', '', '', '2012-11-13 06:55:37', '2012-11-13 12:55:37', '', 0, 'http://leadchangegroup.com/?p=7587', 0, 'post', '', 2),
(7589, 306, '2012-11-02 06:12:13', '2012-11-02 11:12:13', '&nbsp;\n\nA prospective client asked to talk with me recently. (To protect her identity, we’ll call her Lara.)  Lara’s executives wanted to clarify and begin driving a leadership brand throughout the organization. What unfolded during our conversation was a plan whereby their values, credo, code of conduct, and core competencies would converge into a leadership profile that would drive all recruiting, selection, training, and succession strategies. Their objective: to establish a consistent expression of leadership that would be recognizable worldwide.\n\nI had a strong reaction to the request. I think I was offended. Or maybe I was just experiencing sympathetic claustrophobia on behalf of the leaders in the organization... the ones I started to envision in my imagination as ‘Stepford’ leaders or futuristic little leader-bots.  As Lara spoke, every fiber of my being wanted to scream:\n<ul>\n	<li>What about authenticity?</li>\n	<li>What about diversity?</li>\n	<li>What about a situational approach to leadership?</li>\n</ul>\nAfter the meeting, I spent quite a bit of time thinking about the idea of an organizationally-imposed leadership brand. Is it appropriate to overlay this sort of expectation on leaders? And, equally importantly, is it even smart? I’ve arrived at an emphatic ‘no’ to both questions and have come to the conclusion that this sort of myopic leadership branding is a significant threat to organizations.\n\nOurs is a connected society. Most leaders find themselves working nights and weekends because access is so easy. The lines between work and the other parts of one’s life are increasingly blurred. The old ‘leave your personal life at the door’ mentality is laughable.... for many remote workers, there <em>is</em> no door.\n\nAs a result, authenticity has taken its rightful place on the leadership stage. Because leaders take the home person to work and the work person home, the only way to remain sane is to remain authentic. Myopic leadership branding threatens this authenticity.\n\nIt also threatens diversity. We enjoy the most diverse workforce in history. Most organizations dedicate tremendous resources to cultivating, promoting, and leveraging that diversity. And it’s not just slogans. They know that it drives innovation, improvement, excellence, and results.\n\nBut organizations can’t have it both ways. They can’t value diversity on one hand and snuff it out on the other by asking all leaders to wear the same leadership cloak.\n\nInstead of top-down leadership branding - where the profile is dictated and uniformly adopted - what about a bottom-up approach? What if organizations hired the best leaders possible... provided the systems, development, and other support required so they could bring their best to the job? What if organizations cultivated authenticity and different thoughts and approaches?\n\nThe net effect would be a vibrant, energized, and powerful <strong>band </strong>rather than brand of leaders. (And doesn’t that sound better than a bunch of leader-bots?)\n\nPhoto credit: Liz Price', 'Brand Boring', '', 'publish', 'open', 'open', '', 'brand-boring', '', '', '2012-11-02 06:12:13', '2012-11-02 11:12:13', '', 0, 'http://leadchangegroup.com/?p=7589', 0, 'post', '', 0),
(7593, 310, '2012-11-01 06:33:11', '2012-11-01 11:33:11', 'Was anyone else a big fan of the 1970’s show, <em>The Six Million Dollar Man</em>?  I know, your familiarity probably depends on your generation. The series was a favorite of mine, particularly since I followed the career of the show’s star, actor Lee Majors. He portrayed the astronaut Steve Austin who came close to fatal injury during a serious crash in his space capsule.\n\nThis was the voice prologue for every show.\n\n<em>“Gentlemen, we can rebuild him. We have the technology. We have the capability to make the world’s first bionic man. Steve Austin will be that man. We can make him better than he was before. Better… s</em><em>tronger… faster.”</em>\n\nHe became bionic!\n\n<em>Side note</em>: a similar TV show aired later called <em>The Bionic Woman</em>, in which the character was severely injured in a skydiving accident. And she was Steve Austin’s hometown friend. Both became mission agents for special intelligence. A great leap for gender times.\n\nOkay, I’m back on track.\n\nNow I’m also one of those people who tends to see life imitating art in my work and personal venues. So I see lessons in these TV series for leaders.\n<h3>The Connection</h3>\nSometimes leaders are literally destroyed in their mission. Causes range from bad decisions, serious mistakes, ineffective management strategy to damaged communications with their team.  Or factors beyond their control such as fiscal or human resource issue can create a leadership arena blowout. Yes, leaders can crash and lose mission focus.\n\nHow do you make a leadership comeback—better, stronger faster?\n\nFor comparison purposes, astronaut Steve Austin was given bionic eyes and limbs to enhance his strength, speed and vision.\n\nIn what ways can a leader become bionic?\n\n<strong>1.  Rework your mission and vision.  </strong>\n\nWhat’s the message about your current situation? Don’t be afraid to ask yourself tough questions about where you’ve been and how it affects where you want to go. From pinnacle to blowout, look at the causal implications for what went wrong. As the organizational landscape shifts, be willing to construct a new thing in a new place.\n\n<strong>2.  B</strong><strong>e nimble and alert to new ways of doing the work of leadership.</strong>\n\nToday’s workplace issues, whether they are people, performance or process oriented, show up at warp speed. This can make every encounter ripe for a new leadership beginning. Gets some momentum going in your key areas of impact and influence. Rebuild trust with your followers. Inquire for their input. Be quick about engaging in damage control. Communicate consistently, about missteps and miracles to come. Take ownership of your capsule. Strengthen your leadership position.\n\n<strong>3.  D</strong><strong>eploy all of your assets and abilities.</strong><strong></strong>\n\nTake inventory of what makes up your best self and extract the critical parts.  Plug into those skill sets to reinforce your personal base, mentally and physically. Suit up. Then prepare to blastoff with your new bionics in tow.\n\nThe real work of leadership can be exhaustive on all fronts. Explore your core, of motivators and might, that help you make that comeback!\n\nAnd then think about what it’s worth for you to have a successful leadership launch. Maybe not six million dollars but the returns on investing in a leadership rebuild are worth it!\n\n&nbsp;\n\nPublic-Domain-Photos.com\nAuthor: <a href=\"http://www.public-domain-photos.com/authors/Paolo-Neo\">Paolo Neo</a>\n\n&nbsp;\n\n&nbsp;', 'Rebuild and Lead: 3 Bionic Ways to Make Your Six Million Dollar Comeback', '', 'publish', 'open', 'open', '', 'rebuild-and-lead-3-bionic-ways-to-make-your-six-million-dollar-comeback', '', '', '2012-11-01 06:33:11', '2012-11-01 11:33:11', '', 0, 'http://leadchangegroup.com/?p=7593', 0, 'post', '', 4),
(7601, 252, '2012-11-20 13:17:56', '2012-11-20 19:17:56', '<a href=\"http://bit.ly/TheCharacterBasedLeader\"><img class=\"alignright  wp-image-9301\" style=\"margin: 8px;\" src=\"http://www.reimaginework.com/wp-content/uploads/2012/08/3dcover-400-267x300.png\" alt=\"\" width=\"214\" height=\"240\" /></a>Rick Maurer, one of my favorite experts on organizational change, invited me to<a href=\"http://www.rickmaurer.com/wp/character-based-leadership-and-making-the-most-of-your-human-resources\" target=\"_blank\"> guest post on his blog</a> about my chapter in the book, <a href=\"http://bit.ly/TheCharacterBasedLeader\" target=\"_blank\">The Character-Based Leader</a>...\n\nMy chapter was titled, \"<strong>Make the Most of Your Human Resources</strong>\" and is a call to action for corporate leaders to do the work to truly capitalize on the value of the humans in their employ by treating them humanly.\n\nExcerpt from post:\n<p style=\"padding-left: 30px;\"><em> \"Rather than keep rearranging the deck chairs on the Titanic with new and different programs that other people are responsible for implementing, corporate leaders and HR need only look in the mirror. Reflected there is the key to better capitalizing on the creativity and potential of their human resources.\"</em></p>\nRead the <a href=\"http://www.rickmaurer.com/wp/character-based-leadership-and-making-the-most-of-your-human-resources\" target=\"_blank\">entire post here.</a>\n\nThanks again to Rick for inviting me to guest post.  Rick is a down-to-earth person and I recommend any of <a href=\"http://www.rickmaurer.com/wp/books-cds\" target=\"_blank\">his books</a> when you are faced with organizational change.\n\n&nbsp;', 'Make The Most Of Your Human Resources Chapter Featured at BeyondResistance.com', '', 'publish', 'open', 'open', '', 'make-the-most-of-your-human-resources-chapter-featured-at-beyondresistance-com', '', '', '2012-11-20 13:17:56', '2012-11-20 19:17:56', '', 0, 'http://leadchangegroup.com/?p=7601', 0, 'post', '', 0),
(7602, 303, '2012-11-12 06:32:13', '2012-11-12 12:32:13', 'I’ve read a number of articles recently about whether it is a good idea for CEOs to embrace various social media platforms. One of the  latest to add to the debate is Richard Branson. In his article “Why aren\'t more business leaders online?, he quotes  <a href=\"http://www-935.ibm.com/services/us/en/c-suite/ceostudy2012/\" target=\"_blank\">IBM’s 2012 Global CEO Study</a> which reports only 16% of CEOs use social media, and even then in a somewhat limited way.\n\nAt the risk of ruining my online reputation forever, I have to admit until a couple of years ago my own social media presence was a big fat zero.  Yes, I was on Facebook, mainly as a way to keep track of my kids’ whereabouts (much to their annoyance), but that was the extent of it.\n\n\nAlthough I used the internet extensively in a variety of ways, and intellectually, I knew about social media and the purported benefits, I had not experienced using it.   I don\'t know about you, but I learn much better by experience (Carl Rogers, I’m a big fan!) and it wasn\'t until I actually used social media did I even begin to see the possibilities.\n\nI networked offline, locally and nationally with people who were important around my day to day to business and with respected professional peers.  I always knew I should be doing more, but in-between loading the washer and preparing the latest downsizing report for the Board, I didn’t seem to have time.\n\nWhen I decided to set up People Discovery, I realised I had to network online.  It was with some trepidation I got started.   I played with social media for a few months and just didn\'t get it, but once it started sinking in,  I was and still am amazed and heartened not only by the great people I\'ve met along the way, but also because of the possibilities and  potential for social media .\n\nIf you are reading this, then you are likely a business owner, leader, or manager who is using social media; if so please pass on to some of your offline connections as a way to nudge them to get online. The list is not exhaustive and if you\'re a social media expert, then you may think there\'s a lot more to add.  This is simply from my own impressions from zero to now and why I think social media is a must.\n\n<strong>Using a range of Social Media:</strong>\n<ul>\n	<li><strong>Widens your reach</strong></li>\n</ul>\nIt is global and local at the same time.  Because of the different ways you can connect with people over a range of applications, you can widen or target your reach as much as you need to.  What a way to get the right messages to the right people.\n<ul>\n	<li><strong>Flattens your reach</strong></li>\n</ul>\nSuddenly you don\'t have to go through a hierarchy to reach the individual, whether a customer or an employee.  You can get real-time messages out on a grand scale. You can talk to 5 people with 10k looking on, getting your key message and meaning from what you say. Think of that as a potential for engagement.\n<ul>\n	<li><strong>Makes you visible</strong></li>\n</ul>\nNo more excuses about being unable to showcase who you are. You can demonstrate core values, aims, and objectives in a myriad of ways to suit all communication styles. From this perspective you can walk the talk and have the widest “open door” policy, easily and with little effort.\n<ul>\n	<li><strong>Displays your authenticity</strong></li>\n</ul>\nThere are risks to being “out there.”  When you are “out there” you make mistakes and alienate people as well as connect with them. By being willing, it shows you are authentic.  People respect you if you are willing to take the risk because you value connecting with them.\n<ul>\n	<li><strong>Makes you human</strong></li>\n</ul>\nPersonal choice and no right or wrong:  You can combine your personal life with business in a better way, by linking across platforms.  I’m not particularly great at this, although I\'ve seen people manage it and when they do, it makes them human and likeable.\n<ul>\n	<li><strong>Gives you access to great information</strong></li>\n</ul>\nReal time news and information race streams through. You can pick out relevant expertise, data, research, innovations, events, in a timely and targeted way.  Raises awareness and can help develop expertise.\n<ul>\n	<li><strong>Gives you unsolicited feedback</strong></li>\n</ul>\nIf no one shows an interest in what you have to say, or what you have to offer, it saves you carrying out customer and/or employee feedback surveys, doesn’t it?  Free metrics on most platforms can provide great information.\n<ul>\n	<li><strong>Encourages creativity</strong></li>\n</ul>\nAccess to the thoughts and ideas of a global community must at the very least give you some new ideas; at best, it can create a whole serendipitous sequence of events to get you where you need to be.\n<ul>\n	<li><strong>Gives you a head start as an employer</strong></li>\n</ul>\nCan help you reach employer of choice status, get the right people, engage with your people, and keep the best.  Free learning platforms and information for your employees.\n<ul>\n	<li><strong>Low Cost</strong></li>\n</ul>\nThere is a cost, of course; it can be time-consuming and you must be fairly consistent. With the right set up advice and a ROI strategy, you can track how using it can make and/or save you money.\n<ul>\n	<li><strong>Keeps you ahead of the game</strong></li>\n</ul>\nThere is no doubt Social Media is going to change and evolve.  The possibilities are endless.  My kids connect via social media, naturally and effortlessly, as do their friends. Social media is changing the world. Be part of that change.\n\nChristina is the owner of <a href=\"http://www.peoplediscovery.co.uk/\">People Discovery</a> – A New Paradigm of Inspirational Leadership, Management and Engagement –  If you’d like to discovery more about what Christina and <a href=\"http://www.peoplediscovery.co.uk/\">Leadership Development</a>, visit her website <a href=\"http://www.peoplediscovery.co.uk/\">www.peoplediscovery.co.uk</a>  Christina’s  e-book <a href=\"http://peoplediscovery.us4.list-manage2.com/subscribe?u=c02fe68c46a2c8b4bb7033d76&amp;id=c02374d65b\">“The 6 Secrets of Great Emotional Intelligence – For Inspirational Leaders and Managers”</a>  is available for free download.', 'The World in Your Lap – Leadership, Social Media and Authenticity', '', 'publish', 'open', 'open', '', 'the-world-in-your-lap-leadership-social-media-and-authenticity', '', '', '2012-11-12 06:32:13', '2012-11-12 12:32:13', '', 0, 'http://leadchangegroup.com/?p=7602', 0, 'post', '', 6),
(7607, 290, '2012-11-05 06:31:23', '2012-11-05 12:31:23', '&nbsp;\n\nIt can be like an overpowering cologne or perfume. When someone enters the room, the scent overtakes everything, and we can barely breathe.\n\nThe same happens when someone’s individual passion overtakes a conversation or decision. What seems to be the unfortunate goal is for one person’s passion to be imposed on others. It is passion domination!\n\nThe <a title=\"How Do You Describe Passion? \" href=\"http://www.thindifference.com/2012/10/18/how-do-you-describe-passion-in-life/\">discussion on passion</a> in organizations gets very interesting as we dig into it. There are issues to be highlighted and resolved.\n\n<strong>One key question is:</strong>\n<blockquote>Can passion be transferred?</blockquote>\nThe question centers on two dimensions:\n<ul>\n	<li>Personal passion</li>\n	<li>Organization passion</li>\n</ul>\n<h3><strong>Personal Passion</strong></h3>\nAs leaders and team members, we have principles and approaches we are passionate about. Our personal passion can be on how we leverage and use teams to solve problems or how we want certain decisions to be made.\n\nPersonal passion is not about policies and procedures, however. It is a belief system and a mindset we embrace.\n\nThe hope should be that there is some overlap in passion between two individuals in an organization. This is where “synergy” happens. The middle passion multiplies in impact, and it is seen in our interactions with customers and with each other.\n\n\nWhen our individual passion saps a colleague’s passion, it goes too far. When our individual passion <a title=\"Got Good Influence or Bad?\" href=\"http://leadchangegroup.com/got-good-influence-or-bad/\">drains team member</a>s from involvement and advice, we dampen enthusiasm. It may be a sensitive balance, and the test may be simple. Which is greater – your passion or the organization’s?\n\nIn organizations, the “entity’s” passion and principles should drive us more. After all, this is the <a title=\"Leaders: Do Your Actions Bring You Closer to Your Vision?\" href=\"http://leadchangegroup.com/leaders-do-your-actions-bring-you-closer-to-your-vision/\">context</a> in which we are working. There needs to be some priority to what is best for the company and its customers, rather than just being personally overbearing.\n<h3><strong>Organizational Passion </strong></h3>\nLet’s turn to organizational passion then. In several newer companies, a certain passion is built-in from the beginning. For example, companies with the one-for-one approach set a culture of passion around giving to those in need. <a title=\"TOMS website\" href=\"http://www.toms.com/\" target=\"_blank\">TOMS</a> does this with shoes and eyewear, and <a title=\"Warby Parker website\" href=\"http://www.warbyparker.com/\" target=\"_blank\">Warby Parker</a> does it with glasses.\n\nIndividuals joining these types of organizations know from the beginning what the passion is. There is an expectation, and there is appeal to the business model.\n\nBeyond this, it can be challenging to discover an organization’s passion. When finally discovered, it may be the first clue to run as fast as we can to somewhere else! It is like looking under the hotel bed. Do we really want to know what is underneath? The truth is “yes.”\n\nWhen you think about great companies, you know their passion. Think about Apple, Dell, Disney, Cleveland Clinic… and you think about words that describe their passion. If you join one of these organizations, you know what the organization is about. What you don’t know is the passion of the individuals you will be working with.\n<h3><strong>The Passion Challenge</strong></h3>\nHerein is the real challenge. When a disconnect happens, a rift widens, and people become disenchanted. Even worse, they leave, become less productive, and walls build between teams and individuals.\n\n<strong>The two disconnects are:</strong>\n<ol>\n	<li>The organization’s passion matches an individual’s, but there is a gap between individuals.</li>\n	<li>Individual passions match, but there is a disparity between the individual and the organization.</li>\n</ol>\nThe original question was: Can passion be transferred? When there is disconnect, the answer is “no.” This divide creates a barrier.\n\n<strong>The passion responsibility falls into three areas:</strong>\n<ol>\n	<li><strong>As an individual,</strong> we need to do the research on an organization and make a passion assessment before joining.</li>\n	<li><strong>As an organization,</strong> we need to define our passion strategy and principles. It is the answer to the following question: What will our organization stand for?</li>\n	<li><strong>As leaders,</strong> we need to understand our passion as well as the passion of others. We need to realize what can be leveraged and used. Our objective is to prevent any overbearing tendencies, as <a title=\"The Strategist – Bring Your Passion and Leadership\" href=\"http://www.thindifference.com/2012/08/23/the-strategist-bring-your-passion-and-leadership/\" target=\"_blank\">mutual passion</a> will create more results than standalone.</li>\n</ol>\nConnected passion between individuals and an organization creates positive, robust momentum. It is a step above passion synergy. Passion is about tapping into the human potential to empower the potential of an organization in a marketplace of possibilities!\n<h4><strong><em>What practices do you cultivate to ensure passion alignment between individuals and within an organization?</em></strong></h4>', 'Does Your Passion Overshadow Another’s?', '', 'publish', 'open', 'open', '', 'does-your-passion-overshadow-anothers', '', '', '2012-11-05 06:31:23', '2012-11-05 12:31:23', '', 0, 'http://leadchangegroup.com/?p=7607', 0, 'post', '', 6),
(7610, 243, '2012-11-01 10:30:37', '2012-11-01 15:30:37', 'Please join us at Configurations in Apopka, FL, November 12 at 5 PM ET for an Evening with Lead Change Group. Eight authors from The Character-Based Leader: Instigating a Leadership Revolution... One Person at a Time will be on hand.\n\nWhy instigate a leadership revolution? And why should anyone care? We will talk about the need for character-based leadership at all levels of any organization. And we\'ll discuss tangible ideas to help you help your team, your peers and even your bosses and customers lead from \"who-they-are\" rather than from position or power.\n\nSeating is limited so please, <a title=\"Register for Lead Change Symposium November 12 Configurations Apopka, FL\" href=\"http://configurations.eventbrite.com/#\">click this link to register</a>. You\'ll get a chance to get a copy of the book and meet Tara Alemany (<a href=\"http://twitter.com/eandtsmom\" target=\"_blank\">@eandtsmom</a>), S. Max Brown (<a href=\"http://twitter.com/smaxbrown\" target=\"_blank\">@smaxbrown</a>), Deb Costello (<a href=\"http://twitter.com/costelloland\" target=\"_blank\">@costelloland</a>), Monica Diaz (<a href=\"http://twitter.com/monedays\" target=\"_blank\">@monedays</a>), Will Lukang (<a href=\"http://twitter.com/will_lukang\" target=\"_blank\">@will_lukang</a>), Susan Mazza (<a href=\"http://twitter.com/susanmazza\" target=\"_blank\">@SusanMazza</a>), Jane Perdue (<a title=\"Jane\'s Lead Change Profile\" href=\"http://twitter.com/thehrgoddess\" target=\"_blank\">@thehrgoddess</a>) and <a href=\"http://twitter.com/mikehenrysr\">me</a>, along with Shawn Murphy (<a href=\"http://twitter.com/shawmu\" target=\"_blank\">@shawmu</a>), Ted Coine (<a href=\"http://twitter.com/tedcoine\" target=\"_blank\">@tedcoine</a>), Tristan Bishop (<a href=\"http://twitter.com/knowledgebishop\" target=\"_blank\">@knowledgebishop</a>), and our host, John Schenkel (<a href=\"http://twitter.com/brandleadership\" target=\"_blank\">@brandleadership</a>)!\n\nAre you planning to come?  Please tell us so in the comments below so we can be looking for you.  And watch for a #LeadChange tweetchat the night of the event too!\n<p style=\"text-align: center;\">Please <a title=\"Register Now!\" href=\"http://configurations.eventbrite.com/#\" target=\"_blank\">Register Now</a> and drop by!</p>\n<p style=\"text-align: center;\"><a href=\"http://configurations.eventbrite.com/#\"><img class=\"size-large wp-image-7612 aligncenter\" title=\"leadchangesm\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/10/leadchangesm-649x1024.jpg\" alt=\"An Evening with Lead Change - Configurations Apopka Florida November 12, 2012\" width=\"500\" height=\"788\" /></a></p>', 'Evening with Lead Change - November 12!', '', 'publish', 'open', 'open', '', 'evening-with-lead-change-november-12', '', '', '2012-11-01 10:30:37', '2012-11-01 15:30:37', '', 0, 'http://leadchangegroup.com/?p=7610', 0, 'post', '', 0),
(7615, 281, '2012-11-01 13:01:10', '2012-11-01 18:01:10', 'One of the biggest challenges you may be face as a leader at any level face is the STRESS that comes from one or more sources:\n\n<strong>Internal stress</strong>: The thoughts, worries or fears that generate negative emotions and keep you awake at night. You’ll know one of these because they usually start with two words: “What if I can’t deliver? What if I get fired because I can’t meet unrealistic expectations? What if the wrong president gets elected? What if … (insert worst case scenario here)?”\n\nRead more <a href=\"http://smartblogs.com/leadership/2012/11/01/3-steps-eliminate-leadership-stress/\">here</a>.....', '3 Steps to Eliminate (Leadership) Stress', '', 'publish', 'open', 'open', '', '3-steps-to-eliminate-leadership-stress', '', '', '2012-11-01 13:01:10', '2012-11-01 18:01:10', '', 0, 'http://leadchangegroup.com/?p=7615', 0, 'post', '', 0),
(7616, 320, '2012-11-08 06:52:07', '2012-11-08 12:52:07', '\n\nI was co-captain of the drum line in high school marching band my junior year. In that leadership role, I was looked up to by my fellow drummers to lead the way in music and marching; I was literally looked down on from the observation tower by our director, who expected me to keep the heartbeat of the band going. That gave me some latitude in taking measures to keep the drummers in line, namely issuing pushups or laps around the practice field if anyone messed up.\n\nSometimes I enforced discipline as it was given out by the director. At other times, I caught mistakes and issued discipline myself. One particular day during band camp, the whole band was catching heat from the tower. It was one particular part of the music that was giving everyone trouble. The drummers wore down and started making mistakes too. They were getting tired of the discipline, calling each other out, mumbling and grumbling at each break in the music. Then it happened: though barely discernible, I missed a beat. As we ended that section of music, no one looked at me; no one had noticed my mistake. But I knew what I had to do. I dropped and gave myself ten. And the atmosphere totally changed. I did not issue a single pushup more the entire day, because each drummer dropped to the ground on his own when he made a mistake. No more grumbling and no excuses. Each simply took responsibility for himself, admitted the mistake, and took the discipline.\n\n<strong>A leader on the line must lead by example.</strong>\n\nSo what is required of a leader on the line?\n<ul>\n	<li>The ability to balance <a href=\"http://johnmaxwellonleadership.com/2010/12/20/for-leaders-balancing-care-with-candor/\">care with candor</a>.</li>\n	<li>The willingness to let someone else take the lead when it benefits the team.</li>\n	<li>The opportunity for your team members to correct mistakes as they arise.</li>\n	<li>Love for the work that the team is doing.</li>\n	<li>Enough consideration to know that the team sees your reactions and judges whether or not you really care about them.</li>\n</ul>\nMy team has been short-staffed lately, which is no fun for a 24-hour-a-day psychiatric crisis service provider. I have had the opportunity to get out of the office and back on the line, leading assessments and providing direct intervention with children and families in need. I think about my band camp story and the lessons I learned from that experience as I take on the present challenges at work. I hope it helps you too!\n\nWhen has your leadership example been on the line? Had any dramatic turning points on your team when you put your leadership on the line? What have you learned?', 'A Leader on the Line', '', 'publish', 'open', 'open', '', 'a-leader-on-the-line', '', '', '2012-11-08 06:52:07', '2012-11-08 12:52:07', '', 0, 'http://leadchangegroup.com/?p=7616', 0, 'post', '', 1),
(7619, 303, '2012-11-21 13:24:33', '2012-11-21 19:24:33', 'The world is crying out for change. As the economy continues to look far from healthy,  environmental issues become increasingly urgent, and superficial behaviours by leading figures are being exposed, it emerges there is a new desire for something better, something more aligned to who we believe  we  are. Ethics and values are once again becoming fashionable; words and greater consciousness about how we relate to each other is emerging. We desperately need a new world order.\n\nThe problem is, of course, the old world order wants to cling to the way things have always been.   Sometimes the resistance to change is because of fear of the unknown, and sometimes it is to preserve an outdated identity. <a href=\"http://www.peoplediscovery.co.uk/2012/11/01/making-right-minded-choices-a-leadership-challenge/\">Read more here</a>.', 'Making Right Minded Choices - A Leadership Challenge', '', 'publish', 'open', 'open', '', 'making-right-minded-choices-a-leadership-challenge', '', '', '2012-11-21 13:24:33', '2012-11-21 19:24:33', '', 0, 'http://leadchangegroup.com/?p=7619', 0, 'post', '', 0),
(7622, 251, '2012-11-09 06:48:08', '2012-11-09 12:48:08', 'Three nearly identical stories shared with me in just two days. Three stories of individual and/or group anguish, trauma, frustration, annoyance, confusion and heartbreak caused by narcissistic control-freak bosses.\n\nBosses of this self-absorbed ilk aren\'t self-aware or open to feedback, so no amount of pixie dust will help them listen despite how much we have to tell them or want to help them.\n\nBecause you need your job and because your boss doesn\'t listen to your opinion anyway, let\'s try a different tack. Print the following letter, maybe change-up some of the facts to fit your situation, and place it on his or her desk. Perhaps you can enlist others in your organization to quietly participate because maybe, just maybe, if the feedback comes from enough angles and sources, perhaps their veil of self-importance and specialness can be pierced. I\'ll keep my fingers crossed for you!\n\n<em>Dear Boss,</em>\n\n<em>Yesterday\'s staff meeting was a tour de force. You were articulate and forceful as you pointed out the shortcomings of each department. I was awed by how you controlled the meeting. </em>\n\n<em>In working for you, I\'ve learned how much you dislike being out of the loop and not having all the facts readily available. The purpose of my letter is to bring some facts to your attention. That way, you\'ll have a complete picture of the situation and perhaps know better how to handle the problems.  Here goes.</em>\n\n<em>• You were upset that marketing hadn\'t launched the new campaign. What you aren\'t aware of is that you said you wanted to approve the plan before it went live. The file is on your desk and in your email. It\'s been there for two weeks, and you\'ve been too busy to look at it.</em>\n\n• <em>You said it was inconceivable that hiring was so far behind schedule. You\'re most right that our ability to serve our customers has been compromised by the delays. But the secret behind the hiring backlog is that you fired the HR lead for unacceptable performance because he had suggested you would benefit from working with an executive coach.</em>\n\n• <em>You accurately pointed out that operations and engineering aren\'t working together and, in fact, are working to undermine the other.  That\'s regrettably happening since you pitted one against the other when you blamed the department heads for last quarter\'s performance falling short of projections and threatened to fire them.</em>\n\n<em>Why am I sharing these facts via an anonymous letter instead of talking to you? There are lots of reasons:  you\'ve made it clear you don\'t value my opinion or what your team thinks; we all saw what happened to the HR lead who just wanted to help you; and I really, really care about this company and want it to succeed.</em>\n\n<em>I know how the CEO views you is important to you. Here\'s your chance to fix some problems in your division and invest in some personal development before it\'s too late, and his good opinion of you changes. If we succeed, you succeed, too; but if we fail, so do you and I know that\'s something you never want to have happen (and neither do I).</em>\n\n<em>With hope,</em>\n\n<em>An employee concerned for the future</em>\n\n<em></em>Image credit:  <a href=\"http://philsphil.wordpress.com/2011/05/18/anatomy-of-narcissism-v1-0-i-what-and-how/\" target=\"_blank\">Phil\'s Philosophy</a>', 'A letter of hope for self-absorbed bosses', '', 'publish', 'open', 'open', '', 'a-letter-of-hope-for-self-absorbed-bosses', '', '', '2012-11-09 06:48:08', '2012-11-09 12:48:08', '', 0, 'http://leadchangegroup.com/?p=7622', 0, 'post', '', 10);
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(7627, 313, '2012-11-11 09:19:23', '2012-11-11 15:19:23', '[caption id=\"attachment_7628\" align=\"alignleft\" width=\"125\"] By Artful Danni[/caption]\n\n<em>And now for something completely different.</em>\n\n<strong>Is your self-critic stronger than your self-worth?</strong>\n\nIf we’re willing to admit it, that critical voice inside us is usually turned up to full volume. We’re ready to beat ourselves up for even the smallest mistake. To learn from a mistake is useful. But to listen constantly to the voice of the inner critic tearing the fabric of our self-esteem does not serve us. Nor does it serve those around us.\n\nMost of us have internalized the critical voice of parents, teachers, people in authority, etc. We’ve made these voices our own. We’ve turned these voices outward too. Much of the criticism and judgment we levy on others has more to do with how we feel about ourselves.\n\nHowever, the more we believe in ourselves and the many gifts we have to offer, the happier and lighter we feel and the more able we are to give to others.\n\nIsn’t it time to claim the amazing being that each of us is?\n\nWhat I offer here is a way to begin to counteract the inner critic and <strong>reclaim your biggest, best, most powerful self.</strong> A while back I wrote a blog post about a daily practice I developed called the<a title=\"Cultivating Happiness &amp; Joy\" href=\"http://www.wendyappel.com/cultivating-happiness-joy/\"> Gratitude Alphabet</a>. It has served me for many years at both high and low points in my life. What evolved out of that was another practice, to claim the magnificent person <strong>I am</strong>–that we all are.\n<div>We just need to believe it, claim it, and live it. <em>Just</em>.</div>\n<div></div>\n<div><strong>What is this practice? It’s called, “I am.”</strong></div>\n<div></div>\n<div>Here’s how you do it. Stand up, feet firmly planted, and speak aloud who you truly are. Speak loudly and say it with a strong voice — to the sky, to the hills, to the trees. Feel free to make your own list or use some of mine. Just do it. Just live into it. Just wait until you experience how good this feels!</div>\nREADY?\n\nI am abundant\n\nI am beautiful, bountiful, blessed, bold\n\nI am courageous, clear, curious, compassionate, collaborator, commitment, creator\n\nI am daring, discerning, decisive\n\nI am enough, empathic, energetic, enthusiasm\n\nI am friend, family, faith, fun, free, <em>fine</em>\n\nI am gratitude, grounded, grace\n\nI am healthy, happy, heart-ful\n\nI am intuition, integrity, integration, insight, inspiration\n\nI am joy\n\nI am kindness\n\nI am laughter, leader, light, love, listener\n\nI am manifester, magnificent\n\nI am non-attachment, noble\n\nI am open, open-hearted, opportunity\n\nI am passionate, purposeful, playful, partner\n\nI am quality, questioner\n\nI am resilient\n\nI am spontaneous, strong, smart, spacious, silence, soulful, solid\n\nI am trustworthy, trusting, truth\n\nI am understanding, uplifting\n\nI am vibrant, visionary, versatile, valuable\n\nI am wise, wonderful, writer, whole\n\nI am xylophone\n\nI am zenith, zany, zebra\n\nBreathe ... ahhhhh.\n\nFor me, \"<strong>I am\"</strong><em> </em>puts gas in my tank. So fill \'er up!\n<div>________________________________________________________________</div>\nI\'d be keen to hear how this worked for you.\n\n&nbsp;', 'Diminish Your Self-Critic', '', 'publish', 'open', 'open', '', 'diminish-your-self-critic', '', '', '2012-11-11 09:19:23', '2012-11-11 15:19:23', '', 0, 'http://leadchangegroup.com/?p=7627', 0, 'post', '', 4),
(7629, 270, '2012-11-07 06:30:53', '2012-11-07 12:30:53', '&nbsp;\n\nWhen I was in early elementary school, a neighbor’s grandchild came over to play.  All afternoon she asked, “Why?” Literally everything my sisters and I said received an instant punctuation from this little girl, “Why?”  By the time the day ended we had given her a new nickname…“The Why Girl.”\n\nWhat I did not realize at the time was that although I don’t end everyone else’s sentences with a verbal “why,” mentally, I ask that question almost as constantly as she did.\n\nA few years later I was sitting in a classroom.  We had recently studied money, so I knew:\n<ul>\n	<li>That the value of a quarter was 25 cents.</li>\n	<li>And that a quarter-of-a-dollar was an actual quarter.</li>\n</ul>\nThen we started to study time.\n<ul>\n	<li>It did not take long to realize that when it was 15 minutes after an hour we were supposed to say,  \"It is a quarter after.\"</li>\n	<li>The part I struggled to articulate was that although I knew what answer I was supposed to give, I did not understand why.  How could a quarter be <em><span style=\"text-decoration: underline;\">25</span></em> cents and a quarter be <em><span style=\"text-decoration: underline;\">15</span> </em>minutes?  I thought a quarter of anything was <em><span style=\"text-decoration: underline;\">25</span></em>???</li>\n</ul>\nThe tough part for me was that I no matter how hard I tried, I could not articulate my question in a way that my teacher could understand.  Eventually I quit trying to understand why and just said gave the expected answer.  However, until I understood <em>why,</em> I did not believe in the answer.\n\nClearly in this example, I was wrong.  But what if ny teacher had listened closely enough to see how the dots were connecting for me?  Would she have become a better teacher?\n\nAnd what if I\'d been right? (Stranger things have happened - at one time scholars said the earth was flat and that it was the center of the universe!)\n\n<strong>In many of our organizations our employees and customers are trying to connect dots that don\'t make sense to them.  </strong>\n<ul>\n	<li>When we don\'t take the time to help them understand, we miss opportunities to clarify our vision and our purpose.</li>\n	<li>When we push people to nod in agreement, we miss opportunities to build trust.</li>\n	<li>When we don\'t seek first to understand what their questions are, we miss opportunities to engage their hearts, we miss opportunities to learn, and far too often we miss opportunities to adjust our plans and grow our organizations.</li>\n</ul>\n<a title=\"7 Real Examples:  What if everyone had asked WHY?\" href=\"http://leadership.blognotions.com/2012/04/08/what-if-the-solution-your-organization-is-seeking-begins-by-taking-the-air-out-of-your-tires/\">This link will take you to a post with 7 real-life examples.</a>  As you read each of the situations ask yourself how much of a difference it would have made if titled leaders, customers and employees were in agreement about the <em>why</em> and  if they  had listened more intently to each other\'s questions.\n\n<em>Photo credits:  iStock Photo</em>\n<p style=\"text-align: center;\">~~~</p>\n<a title=\"Simply Understanding Blog by Chery Gegelman\" href=\"http://consultgiana.com/\"> </a><em><a title=\"Simply Understanding Blog by Chery Gegelman\" href=\"http://consultgiana.com/\">Chery Gegelman</a> is one of <strong>21</strong> authors from 3 countries that connected virtually and discovered a shared passion that resulted in a new book:</em>\n\n<em><a title=\"The Character-Based Leader Book\" href=\"http://www.amazon.com/The-Character-Based-Leader-Instigating-Revolution-One/dp/145751222X\">The Character-Based Leader:  Instigating a leadership revolution… One person at a time.</a></em>\n\n<em><em><a href=\"http://www.amazon.com/The-Character-Based-Leader-Instigating-Revolution-One/dp/145751222X\"><img class=\"alignleft\" src=\"http://consultgiana.com/wp-content/uploads/2012/09/377028_10151043037557083_218040194_n3.jpg\" alt=\"377028_10151043037557083_218040194_n\" width=\"152\" height=\"172\" /></a></em></em><em>This book encourages people everywhere to lead from WHO they are not WHERE they sit.</em>\n\n<em>“Do what you can, with what you have, right where you are.” Theodore Roosevelt</em>\n\n<em>“With great power, comes great responsibility.” Stan Lee, Franklin D Roosevelt, Winston Churchill, Voltaire</em>', '&#034;WHY&#034; don&#039;t they understand? And what if they did?', '', 'publish', 'open', 'open', '', 'why-dont-they-understand-and-what-if-they-did', '', '', '2012-11-07 06:30:53', '2012-11-07 12:30:53', '', 0, 'http://leadchangegroup.com/?p=7629', 0, 'post', '', 2),
(7652, 318, '2012-11-23 13:50:01', '2012-11-23 19:50:01', '\n\nFor a variety of reasons, many manager/employee relationships stay formal, cordial, and don\'t realize their full potential.  The conversation stays focused on the work at hand, and hopefully there is some discussion of strengths and development needs, along with a plan to improve on them. There is often real reluctance to go deeper.\n\nWhy?<img src=\"http://letsgrowleaders.com/wp-includes/js/tinymce/plugins/wordpress/img/trans.gif\" alt=\"\" />\n\nChoices, fear, time, professional boundaries.... I\'ll give you a minute to complete the list____, ____, _____, _____.  Real can be scary.\n\nAnd yet, some relationships seem to bust past the normal conversational fare. The query goes deeper... and the outcome is amazing. Real can be vital. <a href=\"http://letsgrowleaders.com/2012/10/11/getting_real/\">Read More</a>', 'Get Real: Taking Your Developmental Conversations to the Next Level', '', 'publish', 'open', 'open', '', 'get-real-taking-your-developmental-conversations-to-the-next-level', '', '', '2012-11-23 13:50:01', '2012-11-23 19:50:01', '', 0, 'http://leadchangegroup.com/?p=7652', 0, 'post', '', 0),
(7655, 259, '2012-12-22 13:55:47', '2012-12-22 19:55:47', 'The Apple in the Orchard</em> by Sonia DiMaulo is a lovely, illustrated storybook, suitable for kids and grown-ups alike. Through the story, readers, both young and old, learn about finding the courage to emerge as a leader.\n\nAs part of Sonia\'s on-going virtual book tour, I wrote a <a title=\"Book Review - Apple In The Orchard\" href=\"http://alewebsocial.com/2012/11/07/book-review-the-apple-in-the-orchard-by-sonia-dimaulo/\" target=\"_blank\">book review</a> on the Aleweb Social Marketing website. Stop by and <a href=\"http://alewebsocial.com/2012/11/07/book-review-the-apple-in-the-orchard-by-sonia-dimaulo/\">see what she has to say</a> about <em>The Apple in the Orchard</em>!', '&#034;The Apple in the Orchard&#034; by Sonia DiMaulo, A Book Review', '', 'publish', 'open', 'open', '', 'book-review-for-apple-in-the-orchard', '', '', '2012-12-22 13:55:47', '2012-12-22 19:55:47', '', 0, 'http://leadchangegroup.com/?p=7655', 0, 'post', '', 0),
(7657, 252, '2012-11-16 06:17:17', '2012-11-16 12:17:17', '&nbsp;\n\nIf I could change one thing that keeps “good” managers of people from being<strong> great</strong><em> </em>managers of people, it would be to redefine what being a “good” manager means.\n<h3><strong>The Good Manager</strong></h3>\nMany think a good manager of people means being…\n<ul>\n	<li>the problem-solver?</li>\n	<li>the answer-giver?</li>\n	<li>the obstacle –remover?</li>\n</ul>\nThough satisfying, this is a trap.\n<h3><strong>The Trap</strong></h3>\nEarly in my career I was working with Alex, a shop floor employee who desperately wanted to be promoted.  He asked me to help him develop and plan for this.\n\nHe and I went over the skills and experiences needed for him to be a good candidate for promotion.  Over time, though, it became apparent he didn’t want to put in the work.  It was just about getting his ticket punched.\n\nI was so frustrated with not being able to get through to Alex about doing the work to earn the promotion.  After all, he did have skills and talent.  It’s not like he wasn’t capable.\n\nOne evening I went for a walk to think this over.  I was bending my boyfriend’s ear with my frustration over Alex. Then it occurred to me that Alex was probably not as stressed out over this as I was.\n\nOops, I had fallen into the “good” manager trap.  That’s the moment I had my <strong>great</strong> manager epiphany.\n<h3><strong>Get Smart. Go From Good to Great</strong></h3>\nAlex was really ticked off at me because of what he had to do to earn a promotion.  Our development discussions morphed into him complaining about what he described as the unfairness of the process.  I quit trying to convince him otherwise.  I just kept reminding him of what was required to advance and how he could accomplish that.\n\nIf you are devoting more effort than the employee to their advancement or improvement, stop right there and return the responsibility back to where it belongs.\n\nHolding them accountable doesn’t mean you abandon the under-performer, the problem employee or the ones like Alex, who have aspirations but no intention of putting in the work.  As I did with Alex, get really clear with them about<strong> their</strong> responsibilities and the consequences of<strong> their </strong>choices.\n<h3><strong>The Payoff</strong></h3>\nWhen you notice what’s going on and take different action, you will gain time to spend more productively… on your own job, your self, and other employees who are willing to accept your guidance <strong>and </strong>hold pull their own weight.\n\nWhat other limiting beliefs get in the way of becoming a <strong>great</strong> manager of people?\n\n<span style=\"color: #888888;\">Image: BigStockPhoto Contributor Goosey</span>\n\n&nbsp;', 'Managing People: Go from Good to Great', '', 'publish', 'open', 'open', '', 'managing-people-go-from-good-to-great', '', '', '2012-11-16 06:17:17', '2012-11-16 12:17:17', '', 0, 'http://leadchangegroup.com/?p=7657', 0, 'post', '', 3),
(7663, 274, '2012-11-08 11:14:00', '2012-11-08 17:14:00', 'An interesting reflection on the history of the Lead Change Group with information about an upcoming event from Susan Mazza, a long-time instigator in the group.\n<div>Susan writes \"Change happens one conversation at a time. Sure you need to take action to make anything happen. Yet the same thinking will likely beget more of the same in terms of both action and results.\"</div>', 'Talk is Cheap', '', 'publish', 'open', 'open', '', 'talk-is-cheap', '', '', '2012-11-08 11:14:00', '2012-11-08 17:14:00', '', 0, 'http://leadchangegroup.com/talk-is-cheap/', 0, 'post', '', 1),
(7678, 244, '2012-11-19 12:45:31', '2012-11-19 18:45:31', ' Inspired by fellow Lead Change Instigator Jon Mertz\' concept of <a href=\"http://www.thindifference.com/2012/10/29/live-an-unlife-life/\">Creating an Unlife</a>, I\'ve discovered a few \"un-acts\" of my own. Mine are of the leadership variety.\n\nPart of leadership development is recognizing that we first must lead ourselves. In this post, originally published on my blog Random Acts of Leadership, I share 3 \"un-acts\" of leadership to empower us to be the most powerful expressions of ourselves. <a href=\"http://randomactsofleadership.com/un-acts-of-leadership/\">Read more here...</a>', 'Un-Acts of Leadership', '', 'publish', 'open', 'open', '', 'un-acts-of-leadership', '', '', '2012-11-19 12:45:31', '2012-11-19 18:45:31', '', 0, 'http://leadchangegroup.com/?p=7678', 0, 'post', '', 0),
(7686, 274, '2012-11-29 12:57:43', '2012-11-29 18:57:43', 'Chery Gegelman<strong> </strong>introduces Sonia Di Maulo’s new book, <em>The Apple In The Orchard</em> in this post on her blog, Simply Understanding. The story and the illustrations are simple enough to be a child’s bedtime story, challenging enough to be shared in an executive boardroom and inspiring enough to be read and savored again, and again, and again. It is a perfect gift for yourself and for those you love and serve<strong>.</strong>\n\nDon\'t miss the video from Di Maulo included in the post in which she shares her passion for this project. <a href=\"http://consultgiana.com/i-am-ready-to-lead/\">Read more here...</a>', 'I Am Ready To Lead', '', 'publish', 'open', 'open', '', 'i-am-ready-to-lead', '', '', '2012-11-29 12:57:43', '2012-11-29 18:57:43', '', 0, 'http://leadchangegroup.com/?p=7686', 0, 'post', '', 1),
(7697, 268, '2012-11-27 06:49:24', '2012-11-27 12:49:24', '<img class=\"alignright size-medium wp-image-7698\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/11/mpb-leadchange-leighphoto16-111612-300x300.jpg\" alt=\"\" width=\"300\" height=\"300\" />\n\n&nbsp;\n\nIs your company inadvertently pushing good people away? Are some of your best performers leaving? If so, “adverse selection” may be at work in your organization. If you are not familiar with this risk management term, here’s an example from the health insurance industry:\n\n<em>If healthy people start exiting a health insurance plan, the insurer quickly faces red ink. Premiums from the remaining less-healthy population aren’t enough to cover claim expenses. The insurer must raise premiums to stay in the black. As premiums increase, more and more people drop out. Insurers call this destructive cycle a “death spiral” and it eventually leads to the financial demise of the health plan.</em>\n\nSimilar adverse selection is occurring in many workplaces to the detriment of employee engagement. Here are six examples:\n<h3><strong>Adverse selection from holding on to “sacred cow” processes</strong></h3>\nSuppose your organization has a “cowboy” approach to project management. People use their own tools, do things their own way, and there’s a wide variation in how work gets accomplished—even within a single department. You know it’s not effective, because folks are consistently missing deadlines, blowing through budgets, and disappointing customers.\n\nSo you hire Joe, who has a track record of on-time, on-budget project delivery, and you expect him to do the same for you. He signs on, eager to introduce the tools and processes that enabled his past success. But once on board, he finds he cannot deliver on your expectations, because everyone in your department prefers to remain a cowboy.\n\nFrustrated, Joe and others like him leave. You cement your cowboy project culture even further. By getting rid of the “Joes,” you stay in chronic fire-fighting mode, where every task is an emergency that needs attention yesterday.\n\n<em>Additional resource for exploring this: <a href=\"http://everythingsaprojectbook.com/\">http://everythingsaprojectbook.com/</a></em>\n<h3><strong>Adverse selection from “just like me” hiring</strong></h3>\nIf you come from a sales background, you probably value proven rainmakers with huge networks of c-suite contacts. You may not fully appreciate the soft-spoken bookkeeper with 19 LinkedIn connections or software developer who waxes poetic about JavaScript.\n\nMany organizations have “talent holes” because they undervalue (or overvalue) certain traits. For example, you want a detail-oriented, precise person in accounting. If you also insist on a charismatic personality, you’ve dramatically limited the candidate pool and may not end up with the best person for the job.\n\n<em>Additional resource for exploring this: <a href=\"http://leadchangegroup.com/find-your-blind-spot-a-self-reflection-activity-for-managers/\">http://leadchangegroup.com/find-your-blind-spot-a-self-reflection-activity-for-managers/</a></em>\n<h3><strong>Adverse selection via management style</strong></h3>\nIf you hire “just-like-me” managers, your whole organization may be deficient in one or more key management skills. For example, one company had an entrenched belief that confronting poor performance is mean. They selected managers who perpetuated this mindset, and they regularly failed to talk with employees about tardiness, problems with work quality, etc. Think about the implications: people want to work on a winning team. If you don’t deal with poor performers, your good performers may leave for greener pastures.\n\n<em>(Additional resource for exploring this: <a href=\"http://www.managingpeoplebetter.com/mpb/index.html\">http://www.managingpeoplebetter.com/mpb/index.html</a>)</em>\n<h3><strong>Adverse selection against creativity and innovation</strong></h3>\nRed tape and command-and-control cultures can frustrate creative types who see a million ways to improve things. They want to be able to voice and implement ideas. If they face chronic barriers, they leave. If this trend is pervasive, you end up with a creative void in your enterprise. Who will envision and implement your next great products and services (the ones you need for long-term organizational health)?\n\n<em>Additional resources for exploring this: <a href=\"http://leadchangegroup.com/the-plight-of-idea-people/\">http://leadchangegroup.com/the-plight-of-idea-people/</a> and <a href=\"http://leadchangegroup.com/gutting-the-talent-bench/\">http://leadchangegroup.com/gutting-the-talent-bench/</a>)</em>\n<h3><strong>Adverse selection against introverts</strong></h3>\nIf you ask introverts for opinions on-the-fly or in a large group, you may not get their best thinking and it may be stressful for them. They need privacy and time to think through your proposal and deliver a well-thought-out response. Over-emphasis on big meetings and open office layouts may drive away this demographic (between 30 and 50 percent of the workforce).\n\n<em>(Additional resource for exploring this: <a href=\"http://www.lisapetrilli.com/2012/03/14/7-facts-extroverts-should-know-about-introverts-in-business/\">http://www.lisapetrilli.com/2012/03/14/7-facts-extroverts-should-know-about-introverts-in-business/</a>)</em>\n<h3><strong>Adverse selection related to family status</strong></h3>\nIf a parent has a childcare emergency or needs flexibility to pick up children from school at a certain time, does your organization work hard to accommodate the employee? Or do your managers schedule last-minute meetings at 5 p.m. and expect everyone to be there? Despite advances in work-life benefits at many companies, a large number of parents feel unsupported at work. The message they hear (whether you intend it or not) is “Deal with it. Having a kid was your choice. If you want to succeed here, you need to act as if you are childless.” If your organization is sending signals like these, recruiting and retention will become exponentially harder for you.\n\n<em>(Additional resource for exploring this: <a href=\"http://www.voanews.com/content/us-career-women-thrive-working-mothers-struggle-131233569/164594.html\">http://www.voanews.com/content/us-career-women-thrive-working-mothers-struggle-131233569/164594.html</a>)</em>\n\nThese are only a few examples. Unwittingly, companies are disenfranchising whole employee groups.\n\nJust as diversity in a health insurance plan protects against the death spiral, you need diversity in your workforce for a strong bottom line. If your organization is experiencing an employee engagement death spiral, have you pinpointed <strong><em>all</em></strong> the ways you are driving diversity out of your enterprise? And have you acknowledged these to employees? Publicly naming the elephant in the room is the first step toward a solution.\n<span style=\"font-size: xx-small;\">Photo credit: <a href=\"http://www.istockphoto.com/\">http://istockphoto.com</a></span>', 'Adverse selection: 6 ways employers repel top talent', 'Is your company inadvertently pushing good people away? Are some of your best performers leaving? If so, “adverse selection” may be at work in your organization. Have you pinpointed all  the ways you are driving diversity out of your enterprise?', 'publish', 'open', 'open', '', 'adverse-selection-6-ways-employers-repel-top-talent', '', '', '2012-11-27 06:49:24', '2012-11-27 12:49:24', '', 0, 'http://leadchangegroup.com/?p=7697', 0, 'post', '', 5),
(7713, 305, '2012-11-26 06:31:56', '2012-11-26 12:31:56', 'Who in your life, that has gone before you, can you say, “They lived well and finished well.”  Who in your life, that is still living, can you say “Now <em>that</em> is a life well-lived.”  What are those qualities that these people have that you would like to emulate?  I have asked myself these questions and of course the answer is all around me.\n\nIt is in the people who I know and love - like my 85-year-old mother Maggie B, a school teacher for 35 years affecting the lives of thousands of children. It is my husband Dr. Jefferson Allen Stewart who is a “King-maker,” having helped untold numbers of individuals and companies become highly successful.  It is John Kenagy, MD, Owner of John Kenagy &amp; Associates, who has developed Adaptive Design, a method for growing leaders and business cultures for innovation and sustainability, with a focus on Healthcare. As I think across my lifetime, there are so many admirable people who I have looked up to, and truly they are too many to count or mention here.\n\nIn ALL of them I find three things that have helped them fill the class of “Life Well Lived” heading to “Finishing Well.”  These 3 things are intricately woven into their lives.  They are a…..\n<ol>\n	<li>Life Long Learner</li>\n	<li>Life Long Leader</li>\n	<li>Life Long Teacher</li>\n</ol>\n<em>Life Long Learner</em>\n\nThey never stop learning.  Take Maggie B.  While she has always gone to church, she never studied the Bible and at 84 years old, she started Bible study.  Her newest favorite line is “I am learning so much.” How many 85-year olds do you hear saying “I am learning so much”?  She is so excited about learning so much.\n\n<em>Life Long Leader</em>\n\nThey take their leadership seriously.  You can see the strains of their leadership across their lifetime and they take this role as an awesome privilege.  Take Dr. Jeff.  He was ordained as an Elder at the age of - get this - 12.  Yes, his Presbyterian Church in Dallas decided to make a few of the young church leaders Youth Elders.  From Elder to Eagle Scout to PhD candidate for 3 PhD to Professor to Dean to Business Owner to Executive Coach and beyond.  Dr. Jeff has lived many lives in his time, and all the while coaching, teaching, encouraging, serving and leading anyone in his perimeter. He’s been asked to be CEO, the man in charge, the top executive too many times to count, and he always says “No, thank you,” preferring to be the guy behind the scenes serving others, helping them grow.\n\n<em>Life Long Teacher</em>\n\nWhen most people are retiring and shifting into easy gear, here is Dr. John Kenagy at the heartbeat of a new movement that could literally resurrect businesses and livelihoods, giving dignity back to American workers and bosses, and revitalizing American businesses.  Through his amazing life of unexpected twists and turns and phenomenal outcomes, he has developed a method for innovation and sustainability that he so willingly teaches to the few initiates who recognize his stroke of brilliance.  No matter the chapter in his life’s story, from doctor to patient to hospital administrator to Harvard Fellow to Innovator to Business Owner, Dr. Kenagy has always been a teacher interested in making the path for others a lot easier.  It is from his book “<em><span style=\"text-decoration: underline;\">Designed to Adapt: Leading Healthcare in Challenging Times,</span></em>” 2009, where he names managers as “Learner-Leader-Teacher,” a phrase he adopted from Toyota, that I found the key.\n\nSo there you have it. The key to life long success, to living well and finishing well is learning, leading and teaching.  Learn from experts, lead others through serving, and teach what you’ve gained.\n\n<em>Are you learning… leading… teaching?  Good.  Welcome to lifelong success.</em>', 'Live Well. Finish Well.', '', 'publish', 'open', 'open', '', 'live-well-finish-well', '', '', '2012-11-26 06:31:56', '2012-11-26 12:31:56', '', 0, 'http://leadchangegroup.com/?p=7713', 0, 'post', '', 4),
(7752, 303, '2012-12-28 14:03:15', '2012-12-28 20:03:15', '\n\nI have only come across a handful of brilliant leaders and managers in my working career.\n\nThe ingredient these people shared was, they were intrinsically drawn to “doing the right thing”. The “right thing” for these leaders and managers wasn’t always popular. The act of choosing for them was sometimes personally agonising, but they still made those decisions.\n\nWhen questioned, many leaders and managers know what “doing the right thing” is, but quite often,  mysteriously,  they just don’t make that decision.  Thus, opportunities are lost, credibility is questioned and results are lower than expected.   <a title=\"The Secret Ingredient of Brilliant Leaders and Managers\" href=\"http://www.peoplediscovery.co.uk/2012/11/29/the-secret-ingredient-of-brilliant-leaders-and-managers/#comment-723138917\">Read More</a>', 'The Secret Ingredient of Brilliant Leaders and Managers', '', 'publish', 'open', 'open', '', 'the-secret-ingredient-of-brilliant-leaders-and-managers', '', '', '2012-12-28 14:03:15', '2012-12-28 20:03:15', '', 0, 'http://leadchangegroup.com/?p=7752', 0, 'post', '', 3),
(7762, 251, '2012-12-10 07:03:23', '2012-12-10 13:03:23', 'Challenge my mind. Intrigue me. Pique my curiosity. Move me. Make me laugh. Just don’t try to sell or subscribe or impress me before you’ve done any of those things!\n\nI’ve been doing lots of research as I write my next book, which includes visiting new web sites and blogs. On some (too many!) I was bombarded with popups within seconds of opening the page — Enroll! Subscribe! Buy! Don\'t miss! It was like being in the presence of a narcissistic carnival barker interested only in racking up the numbers. Consultant Steve Tobak calls it “me2me.”\n\nIt<strong> is</strong> a noisy world out there, and we do have to find ways to make our voices heard. Yet, as author Lindsay Buroker writes, “As with most things, there are good ways to go about it [self-promotion] and bad ways, or, as I’m calling them, shameless and shameful ways.” There’s a big difference between tooting your horn and using a 300-member marching band to do it.\n\nLoud isn’t the answer. The pull of the whisper is.\n\n<strong>Give me a reason to engage</strong>. Being a blind consumer is shameful – why sign-up to receive dozens of blogs only to hit the delete button without reading them? If a site’s content is informative or inspiring, I’ll gladly visit, subscribe or share. But there’s no way for me to know if your message teaches, tests, provokes or exhilarates me without having first had the opportunity to experience it. Let me savor the flavor before throwing the sales pitch (or telling me how great you are) my way.\n\n<strong>Go beyond self-interest.</strong> Character-based leaders believe you can be <strong>a</strong> leader without <strong>the</strong> leader:  being someone who focuses more on “we” and less on “me.” Build a relationship, make a connection, challenge the mind, and inspire the heart. Life is a perpetual teeter-totter ride between selfish and selfless acts. Don’t get unbalanced.\n\n<strong>Stop trying so hard.</strong> There’s something incredibly mesmerizing about someone who manages to have both confidence and humility. Conversely, someone full of hubris and arrogance is off-putting. One pulls you toward them, the other pushes you away. I’m not interested in the fact (???) that you earned $95,000 last month. I <strong>am</strong> interested in how your experiences made you a better person or how your ideas made a positive difference for others. Grace and authenticity are irresistible magnets.\n\nBecause the world is raucous, people believe they must be loud and pushy to be heard. For me, it’s the pull of the whisper. We all just have to remember to listen for it.\n<h6>Art by <a href=\"http://fineartamerica.com/featured/alone-in-a-crowd-dennis-wells.html\" target=\"_blank\">Dennis Wells</a></h6>', 'The pull of the whisper', '', 'publish', 'open', 'open', '', 'the-pull-of-the-whisper', '', '', '2012-12-10 07:03:23', '2012-12-10 13:03:23', '', 0, 'http://leadchangegroup.com/?p=7762', 0, 'post', '', 4),
(7770, 314, '2012-12-13 06:19:08', '2012-12-13 12:19:08', 'Ashley was excited. Her degree wasn’t even hanging on the wall yet. She packed her suitcase with just enough clothes so she wouldn’t pay an extra $40 luggage fee at the airport. One last trip before getting a <em>real job</em>.\n\nAshley’s degree was in Public Relations. Her dad Steve was a cardiologist. Successful, wealthy, and happy his daughter was ready to tackle life. The trip they were taking was his graduation gift to her. Five days in the Bahamas.\n\nRelaxing on the beach, Steve asked his daughter what she wanted to do with her career. Her degree was in Public Relations and she had applied to several PR firms locally and regionally.  Thus far, she received a few phone interviews and two in person interviews. Nothing solid yet.\n\n[caption id=\"attachment_7772\" align=\"alignleft\" width=\"424\"]<img class=\"size-full wp-image-7772 \" src=\"http://leadchangegroup.com/wp-content/uploads/2012/12/Fotolia_42511998_XS1.jpg\" alt=\"\" width=\"424\" height=\"283\" /> Fotolia[/caption]\n\nWaiting on dinner, Steve subtly mentioned the business world needed more leaders. Ashley didn’t say much.  Her dad mentioned it again and asked if she had applied for any leadership positions.\n\nAshley was certain that no company was going to hire anyone without experience into a leadership position. \"Dad, what does a leader really do? Is that a job? Is that an actual position?”\n\n“Ashley, I’ve learned a lot the last 25 years at my medical practice.  If you want to make a difference no matter where you work, it’s about leadership. No, it’s not an actual position.  <em>It’s a choice you will make</em>.”\n<em style=\"text-align: center;\"></em>\n<p style=\"text-align: center;\"><em style=\"text-align: center;\">Whether you are entry level or the President,  title will not make you a leader. That’s a myth.</em></p>\n“The leaders at my practice are the nurses and administrators. They get things done. They create energy and passion. They inspire and engage everyone else. Without them, nothing gets done. With them, my practice lives its vision. I practice medicine, they lead.“\n\n“So, the answer to your question is yes, being a leader is a job. It’s not always going to be an “actual” position within the organization you work for. But, if you <em>choose</em> to lead, you will create a position and experience for yourself.\"\n\n“I was reading a book by <a href=\"http://www.sethgodin.com/\">Seth Godin</a> the other day, he calls it being a <a href=\"http://www.amazon.com/Linchpin-Are-Indispensable-Seth-Godin/dp/1591844096\">Linchpin</a>.” Whatever you do and whoever you go to work for, become indispensable. ”\n<blockquote>\n<p align=\"center\"><em>Start something.  Create things. Create energy and passion. Don’t finger point and blame, take responsibility and accountability. Be a lifelong learner. Help others succeed and you will succeed. Lead.</em></p>\n</blockquote>\n“You won’t find any of this in the employee handbook you get. Not everyone wants to be a leader. They don’t want the responsibility. If you don’t, that’s ok. But, to really make a difference wherever you go to work, you will need to lead in some capacity. You can lead no matter what your title is. Make a difference.\"\n<blockquote>\n<p align=\"center\"><em>Leaders cultivate an environment where instead of people getting discouraged and burned out, they are equipped to become what they never thought they could be and achieve things they never thought they could achieve.  Leaders grow not just results, but people too – Bill Hybells, Axiom</em></p>\n</blockquote>\nAshley’s interview was at 9 am. This was her third interview since returning from the trip with her dad. The Human Resources Manager closed the door and they discussed a lot of things, college, careers, hobbies, favorite restaurants and her thoughts about the position – entry level but a start.\n\n“So, what are your thoughts and where do you see yourself in 5 years?”\n\n“As a leader,” answered Ashley.\n\nWith that, she left the interview and met her dad for lunch.\n\n<strong>Do you consider leadership a position or choice?</strong>', 'Is Leadership A Position', '', 'publish', 'open', 'open', '', 'is-leadership-a-position', '', '', '2012-12-13 06:19:08', '2012-12-13 12:19:08', '', 0, 'http://leadchangegroup.com/?p=7770', 0, 'post', '', 3),
(7774, 252, '2012-12-17 06:12:57', '2012-12-17 12:12:57', '<em>Managers of people, it may seem expedient and even helpful to give answers, but to truly be a leader, it’s best to follow that sage advice about teaching them to fish.</em>\n\nOne of my clients recently told me about the wake-up call he had when his 10-year-old son accompanied him to work one day.\n\nAfter observing employee after employee show up at Dad’s doorway, his son asks:\n<p style=\"padding-left: 30px;\">“Is this what you do all day, Dad? Answer questions?”</p>\n<p style=\"padding-left: 30px;\">Dad: “Well, yes.”</p>\n<p style=\"padding-left: 30px;\">Of course you know what’s coming next.</p>\n<p style=\"padding-left: 30px;\">Son: “Why don’t these people have their own answers?”</p>\nAnd the wake-up call commenced.<strong>\n</strong>\n\nAs a manager, you think this is your job.  Solve the problem.  Answer the question.  To coach employees to solve their own problems seems counter to the role of manager.  It’s absolutely imperative to being a leader.\n<h2>Notice your resistance</h2>\nWhen I work with my manager-clients about shifting away from answer-giving, I hear resistance, which often sounds like:\n<p style=\"padding-left: 30px;\">“It won’t work.”</p>\n<p style=\"padding-left: 30px;\">“They wouldn’t ask me if they knew the answer.”</p>\n<p style=\"padding-left: 30px;\">“It’s easier just to give them the answer.”</p>\nThese comments are often masking thoughts like these:\n<p style=\"padding-left: 30px;\">“I don’t like to see them struggle with not knowing.”</p>\n<p style=\"padding-left: 30px;\">“I don’t want them to resent me for not giving the answer.”</p>\n<p style=\"padding-left: 30px;\">“I don’t want to fumble.”</p>\nNotice your resistance and something else… when you get to the root of it you may be a little too self-focused.  When you indulge this repeatedly you inhibit their development.\n<h2>Change the dance</h2>\nIf you want to change the dance, and <em>not</em> have people lined up at your door like my client, you are going to have to shift your perspective.  When you own the problem a little too much, it doesn’t allow your employees to grow.  That might feel like you are letting them down, but on the other hand it also telegraphs that you don’t trust their own resourcefulness, creativity, and problem-solving abilities.\n\nWhat if your discussions with your employees included <strong>curiosity, inquiry, checking your assumptions, really listening</strong>, and being comfortable that you are making progress, even if you don’t know quite what to do next?  This is coaching and leading, versus just managing and telling.\n\n<strong>What do you do to ensure you’re leading your employees to answer their own questions?</strong>\n\n<span style=\"color: #888888;\">Image: by Vittore at BigStockPhoto</span>\n\n&nbsp;', 'Managers of People, Teach Them to Fish', '', 'publish', 'open', 'open', '', 'managers-of-people-teach-them-to-fish', '', '', '2012-12-17 06:12:57', '2012-12-17 12:12:57', '', 0, 'http://leadchangegroup.com/?p=7774', 0, 'post', '', 2),
(7777, 309, '2012-12-12 06:24:59', '2012-12-12 12:24:59', '<em>“You like potato and I like potahto,</em>\n<em> You like tomato and I like tomahto,</em>\n<em> Potato, potahto, tomato, tomahto,</em>\n<em> Let’s call the whole thing off!”</em>\n\nThis tongue-in-cheek song, written by George and Ira Gershwin in 1937, playfully looks at how something as small as the pronunciation of words can cause a big relational discord. So big in fact, that the two people involved are ready to quit the relationship. We chuckle at the absurdity of the premise and ask the simple question, “You’re talking about the same thing, jus pronouncing it differently. What is the big deal?” That’s fine if the two people in the conversation both know and agree on what a tomato is. But what if one of the people involved has a completely different definition of a tomato?\n\nIn my role as a <a href=\"http://www.indemandleadership.com\" target=\"_blank\">Leadership and Business Coach</a>, I have more than a few clients who are struggling with a unique challenge – how to lead the “Fairness Generation.” I define the Fairness Generation as those children (now adults) born between 1986 to 1994 and raised in a school culture of equality. Beginning in the early 1990s, competition became “bad,” soft padding was put under playground equipment, and everything was made “equal” so no child would feel badly about being different. The Fairness Doctrine was filtered into just about everything – especially sports – where scores no longer mattered, and trophies were given to everyone who participated. This doctrine has led to an entire generation of workers who expect to be told what wonderful people they are (even before they actually do anything), expect to receive $150,000 salary just for showing up to work, and expect the workplace to be fair. Fair in compensation. Fair in work expectations. Fair in benefits.\n\nWhere the leadership challenge lies is found in the very different world views one generation has from the next. In the Modern Era (roughly 1990 and prior), there was a common understanding of the world based on the scientific method (hypothesis, evidence, and conclusion), a belief in an absolute truth, and a common understanding of a work ethic. The fable of the Ant and the Grasshopper makes complete sense to the Modern Era mindset – if you don’t work, you don’t eat. In the Post-Modern Era (roughly 1990 to present), experience and feelings trump the scientific method. There is no absolute truth and the work ethic is left to individual interpretation. The fable of the Ant and the Grasshopper has no meaning to this era’s mindset. The Fairness Generation doesn’t see the productivity of the ant or his right to the bounty of his hard work. This generation hears this fable and feels the grasshopper has a right to the food the ant has stored up. The ant should share. It’s not right for the greedy ant to keep all the food for himself. It’s not fair.\n\nTwo people on the same planet but on completely different worlds.\n\nHow do you lead someone who doesn’t see the world the same way you do? How do you communicate with someone who lives in the same culture but doesn’t have the same definition and basis for a work ethic as you? This baffles Modern Era leaders who look at the Fairness Generation and say, “Go out and drum up business,” while the Fairness Generation looks back and says, “Why aren’t you giving me the ‘almost-closed’ leads?” They look at you and wonder (sometimes out loud) how unfair it is that you sit behind your desk while they have to go out and “work.” I don’t completely blame this young work force. After all, they are a product of <em>our</em> teaching. We let it happen. However, this new generation is at an adult age and are responsible for their decisions and attitudes.\n\nLeading this group of workers will require some new skills of the Modern Era leader. You will be taking a role of teacher as well as leader. You will need to reeducate them to some extent. You will need to be a little more patient. You may even need to educate them on office etiquette. One CEO client of mine had difficulty with a young 20-something in her company because he didn’t realize the basic line of communication, how to find the information he needed for projects, the proper way to communicate to others in the office, and so on. Some of the relational etiquette skills he should have learned at home was not taught. So when the older leader rightly expected a certain base level of skillset for the job, the young worker was not prepared. While this may seem like an opportune time to dismiss the young employee, the current culture we are in is not like the one twenty years ago. It used to be that for everyone 100 skilled-and-ready potential employees, there may be one or two who would not be ready like the young employee in the example above. Now, the numbers are reversed. For every one or two skilled-and-ready potential employees, there are 100 who are not ready for the realities of corporate America. I believe one of the chief reasons is the shift away from a common set of shared values and absolute truth to a set of shifting values and relative truth.\n\nOne way to lead this group effectively is to learn this generation’s perspective. It’s not enough to learn the language. You have to learn how they see the world in order for your language to connect. Learn what sparks passion and drive in them. Most likely, it’s not the same things that drive you. While Modern Era leaders may be driven by achievement, money, position, etc., the Fairness Generation is driven more by significance and helping others. Tap into that. Show them ways that their current job brings help to others or adds significance – even if it is only within the organization. Demonstrate how personal responsibility ties directly into them achieving their passion. Keep in mind their perspective and world view.\n\nIt is extremely important to bring everything you say and do back to your company’s values and mission. While this generation has values, those values are not based on an absolute standard as in years past. Their standard is relative and situational. Obviously, this is a challenge when it comes to getting your team on the same page. Bringing everything back to your company’s core values gives you a starting point to laying down the ground rules and commitments that everyone on the team needs to make to achieve your goals.\n\nIt would be easy to simply skip all of this and hire only employees age 40 and up. However, the Fairness Generation is not going away and their ranks are growing globally. If we are to lead our companies, organizations, and people effectively, we need to do the hard work of learning some new skill sets. It will be an investment well worth our time.\n\n<strong>What has been your experience? Is the Fairness Generation ready for the real world? What successes or challenges have you faced in leading this age group?</strong>\n\n&nbsp;\n\n&nbsp;\n\nPhoto by author.\n<div></div>', 'Leading the Fairness Generation in an Unfair World', '', 'publish', 'open', 'open', '', 'leading-the-fairness-generation-in-an-unfair-world', '', '', '2012-12-12 06:24:59', '2012-12-12 12:24:59', '', 0, 'http://leadchangegroup.com/?p=7777', 0, 'post', '', 4),
(7779, 243, '2012-12-06 16:09:51', '2012-12-06 22:09:51', '\n\nJennifer Miller published the Leadership Carnival this month over on her People Equation blog. Check out all of the great leadership content and thank Jennifer for pulling this great content together.\n\nHere in West Michigan, the temperatures are turning chilly and in our household that means one thing: <strong>hot cocoa</strong>! A creamy, sweet mug of the stuff is the perfect companion when the snow flies and you have a pile of reading to do.\n\nSo grab a cup of your favorite warm beverage and settle in for some excellent reading on leadership development, management and workplace culture.\n\n<a href=\"http://people-equation.com/leadership-development-carnival-hot-cocoa-edition/\">Read more here...</a>\n\n&nbsp;\n\n<span style=\"font-size:xx-small;\">Image credit: <a href=\"http://www.123rf.com/photo_7996132_hot-cocoa-with-shaved-chocolate-and-whipped-cream.html\">elenathewise / 123RF Stock Photo</a></span>', 'Leadership Development Carnival – Hot Cocoa Edition', '', 'publish', 'open', 'open', '', 'leadership-development-carnival-hot-cocoa-edition', '', '', '2012-12-06 16:09:51', '2012-12-06 22:09:51', '', 0, 'http://leadchangegroup.com/?p=7779', 0, 'post', '', 0);
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(7784, 243, '2012-12-08 08:00:13', '2012-12-08 14:00:13', '<em>This is part 2 of a series on the history of the Lead Change Group outlined by examining the book Tribes: We Need You To Lead Us by Seth Godin. Check out the previous post <a title=\"The Opportunity: Origins of the Lead Change Group Part 1\" href=\"http://leadchangegroup.com/the-opportunity-origins-of-lead-change-group-part-1/\">here</a>. For all the posts click here.</em>\n<blockquote>\"Tribes are about faith - about belief in an idea and in a community.\" Seth Godin</blockquote>\nOn page 9 in <a title=\"Tribes at Amazon.com\" href=\"http://www.amazon.com/gp/product/1591842336/ref=as_li_ss_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591842336&amp;linkCode=as2&amp;tag=elevate-20\">Tribes: We Need You To Lead Us by Seth Godin</a>, the author explains how tribes form around belief in an idea. \"It turns out that belief happens to be a brilliant strategy.\"\n\nGuy Kawasaki wrote a post about how to use Twitter in late 2008 or early 2009. If you remember or even knew about Twitter back then, the big joke was that people were sharing what they were eating for lunch. Guy suggested a couple of guidelines about Twitter that made perfect sense to me. First, we should be about something. Pick a topic, any topic, and then make that the focus. And second, focus on the topic, not on merely what I say about it.\n\nSo leadership became my topic and I started blogging, tweeting and interacting about leadership. I started reading what others wrote about leadership and I tweeted and re-tweeted their posts. Guy suggested that your own content be 10% or less of what you plugged online. So I made sure at least 10 of my tweets were about other people\'s posts. I read <a title=\"LeadershipNow LeadingBlog\" href=\"http://www.leadershipnow.com/leadingblog/\" target=\"_blank\">Michael McKinney</a> (<a title=\"Michael McKinney\'s Twitter profile\" href=\"http://twitter.com/leadershipnow\" target=\"_blank\">@LeadershipNow</a>) and <a title=\"Great Leadership by Dan\" href=\"http://greatleadershipbydan.com\" target=\"_blank\">Dan McCarthy</a> (@greatleadership). I found <a title=\"Random Acts of Leadership\" href=\"http://randomactsofleadership.com\" target=\"_blank\">Susan Mazza</a> (<a title=\"Susan\'s Twitter Profile\" href=\"http://twitter.com/susanmazza\" target=\"_blank\">@SusanMazza</a>) and <a title=\"The Experience Factor Blog\" href=\"http://theexperiencefactor.com/the-x-blog/\" target=\"_blank\">Kelly Ketelboeter</a> (@KetelboeterPR), <a title=\"Management Excellence by Art Petty\" href=\"http://artpetty.com\" target=\"_blank\">Art Petty</a> (<a title=\"Art\'s Twitter Profile\" href=\"http://twitter.com/artpetty\" target=\"_blank\">@ArtPetty</a>), <a title=\"Three Star Leadership \" href=\"http://threestarleadership.com\" target=\"_blank\">Wally Bock</a> (<a title=\"Wally\'s Twitter Profile\" href=\"http://twitter.com/wallybock\" target=\"_blank\">@WallyBock</a>), and <a title=\"You\'re Not The Boss Of Me blog\" href=\"http://gwynteatro.wordpress.com/\" target=\"_blank\">Gwyn Teatro</a> (<a title=\"Gwyn\'s Twitter Profile\" href=\"http://twitter.com/gwynt\" target=\"_blank\">@GwynT</a>). I found some other people too, some long gone and some phony.\n\nThe real \"leadership\" people, like those above and many others I\'ve met since, were doing similar things but working as individuals. The problem (moving the global leadership needle) looked bigger than something I could successfully address as an individual, working alone. Real change would take a movement; an army of leaders willing to address the need for a new leadership model. Individually, moving the needle looked impossible. Only an army would have a chance.\n\nOn Twitter, I could find a small army of people committed to making a difference about leadership. Sure, there are people who are more interested in promoting themselves, and there have been may who tried Twitter but couldn\'t remain engaged.  But there were (and continues to be) a growing number of people sincere about addressing a global leadership problem; and one that Godin was writing about.\n<blockquote>\"So here we are. We live in a world where we have the leverage to make things happen, the desire to do work we believe in and a marketplace that is begging us to be remarkable. And yet, in the middle of these changes, we still get stuck.\" Seth Godin, Tribes</blockquote>\nHe goes on to say that the status quo and our systems and habits make us stuck. We\'re stuck in a \"factory\" which he describes as any system that forces us to reinforce the status quo. The antidote is people who believe in what they\'re doing. He calls them heretics.\n<blockquote>\"Heretics are the new leaders. The ones who challenge the status quo, who get out in front of their tribes, who create movements.\" Seth Godin, Tribes</blockquote>\nI don\'t want to simply be a heretic. I want to encourage leadership heretics.\n\nLead Change would be something different; not your mama\'s leadership group. Our first face-to-face meeting, Leaderpalooza, we even described as \"not your mama\'s leadership conference.\" We went so far as to claim the intention \"instigating a leadership revolution.\" We didn\'t start the revolution, but many of us recognized we were all in it. So we decided to band together.\n\nAre you a heretic?  If not, why not? Why not believe in something and invest your best effort, your greatest energy and your resources in the pursuit of a great idea? Pick your biggest idea and go for it. Give it all you\'ve got.\n\nLead Change Group is based on the ideas:\n<ol>\n	<li>Anyone can lead. Leadership is an attitude, a decision.</li>\n	<li>You don\'t need permission. You simply need to start.</li>\n	<li>Your greatest influence comes from who you are, not what title you have.</li>\n	<li>The world needs you to bring your best self and make a positive difference.</li>\n	<li>Others believe in your leadership if you start with yourself.</li>\n	<li>If you\'re going to do something, do it with everything you have.</li>\n</ol>\nWe didn\'t invent these ideas. But we\'re committed to helping each other advance them. We want to instigate a <a title=\"Posts tagged character-based leadership | Lead Change Group\" href=\"/tag/character-based-leadership\">character-based leadership</a> revolution, one person at a time. What about you? Are you a heretic? Why? What are you a heretic for?\n\n&nbsp;<span style=\"font-size:xx-small;\">Photo @ Timothy Boomer iStockPhoto</span>', 'Something To Believe In - Origins of Lead Change Part 2', '', 'publish', 'open', 'open', '', 'something-to-believe-in-origins-lead-change-2', '', '', '2012-12-08 08:00:13', '2012-12-08 14:00:13', '', 0, 'http://leadchangegroup.com/?p=7784', 0, 'post', '', 3),
(7794, 307, '2013-01-02 14:06:20', '2013-01-02 20:06:20', '\nOne of Those Days</h2>\nHe was having a tough time…\n\n…a passionate, motivated, committed executive who cares about his people, and isn’t afraid of the hard work to get things done.\n\nDespite all those assets, he was struggling.\n\nAs the executive leader of the organization, he was responsible…for everything. On this day, that responsibility weighed heavily on his shoulders.\n\nThings were not moving as quickly as he would like, there were dozens of challenges needing attention, and to make it worse, he was sick – his body wouldn’t cooperate with his desire to give 100% of his energy.\n<h2>Have You Been There?</h2>\nMaybe you can identify with him.\n\nAt some point in their leadership journey, leaders come to a crisis of confidence: Can I do this?\n\nYour vision for the future and passion for the results you know are possible confront today’s realities – nothing is working the way you want it to, people don’t seem to understand, even if you never slept again you still wouldn’t have enough time.\n\nWhat’s particularly annoying is that the more you care, the more you can get frustrated.\n\n(If you didn’t care, there would be nothing to be frustrated about, right?)\n\nIf you’ve ever felt this way, you are not alone. The good news is, you <em>can</em> get through it. [<a title=\"Leadership Tools by David M. Dye \" href=\"http://trailblazeinc.com/2012/12/7-leadership-tools-for-when-today-stinks-and-tomorrow-is-forever-away/\">Read more...</a>]', '7 Leadership Tools for When Today Stinks and Tomorrow is Forever Away', '', 'publish', 'open', 'open', '', '7-leadership-tools-for-when-today-stinks-and-tomorrow-is-forever-away', '', '', '2013-01-02 14:06:20', '2013-01-02 20:06:20', '', 0, 'http://leadchangegroup.com/?p=7794', 0, 'post', '', 2),
(7803, 281, '2012-12-14 06:20:36', '2012-12-14 12:20:36', 'Are you a corporate refugee or executive in transition who thought the grass was greener on the entrepreneurial side of the fence, only to find out it wasn\'t as easy as you expected?\n\nIt’s an interesting problem.  You had the title of CXO/CEO/CFO/COO and everything that comes with it:  The corner office, a closet full of silk ties  (or silk nylons) and a comfortable six or seven-digit salary.  And then an unexpected turn of events ...\n<div>\n\nMaybe it was a physical or personal wake-up call that spurred the decision to take a voluntary early retirement.\n\nOr perhaps like so many other successful executives you were involuntarily terminated as the result of unhappy shareholders or the downsizing after the Great Depression of 2008.\n\nThen you decided because you were a successful Executive, or became tired of hearing “thank you for applying, but …” you decided to explore entrepreneurship and go into business for yourself.\n\nThe failure rate of start ups is high, but let\'s imagine you made it through your first year and you\'re just about at the end of your savings.  If it wasn\'t as easy a road as you thought it would be, you may be re-thinking your idea of going into business for yourself.\n\nAmnesia has a numbing effect, so let me ask you a few questions that might help you remember why you are here:   What do you miss the most and the least from the corporate world?  I did a little informal survey of my coaching clients and blog readers and here’s what rose to the top:\n\n<strong>Here’s the Top 5 of what you said you missed the <em>least</em>:</strong>\n\n1. Navigating career stifling personalities and office politics\n\n2.  The illusion of job and career security\n\n3. Having to lay off people you know need and deserve the job (not to mention they gave you their all and trusted you)\n\n4. The All-Important-Bottom-Line and meaningless results\n\n5. Company policies written in stone\n\n<strong>Here’s the Top 5 of what you said you missed the <em>most</em>:</strong>\n\n1.  Teamwork and connection\n\n2.  Challenge, using my best talents and strengths\n\n3.  Having clear goals, metrics and deadlines to meet\n\n4.  Recognition and status, making a difference\n\n5.  Financial compensation\n\n<strong>And here are the three biggest limiting assumptions I see held by many executive-turned-entrepreneur types in the first year of the new venture:</strong>\n\n1.  The same ingredients for corporate success are the same for entrepreneurial success\n\n2.  The Why-Didn\'t-I-Know-That-Because-I-Did-That-In-My-Old-Role mentality\n\n3.  If I build it they will come … Why do I have to be the sales and marketing expert, too?\n\n<strong>Here’s 5 Strategies you need to successfully transition from Corporate Prisoner to Successful Entrepreneur:</strong>\n<ul>\n	<li><span style=\"text-decoration: underline;\">Create a formal or informal “Board of Advisers </span> - Being chief bottle washer is a lonely position. People need people to offer resources and have conversations that inspire motivation, initiative and creativity. A formal or informal Board of Advisers is your team.</li>\n	<li><span style=\"text-decoration: underline;\">Create public SMART Goals &amp; BHAG</span> – Written and announced SMART (Specific, Measurable, Attainable, Realistic &amp; Time-bound) and BHAG (Big, Hairy Audacious Goals). Find another entrepreneur to be your “Goal Partner” or enlist the services of a professional coach for accountability.</li>\n	<li><span style=\"text-decoration: underline;\">Clearly Define the Strong WHY</span> - Your goals need to be aligned with the difference you believe it will make for others, your family and lastly yourself when you achieve those goals. It can’t be all about you.</li>\n	<li><span style=\"text-decoration: underline;\">Create Multiple Streams of Income</span> - Consider giving up the “trading time for dollars” mentality for the “creating multiple streams of income” mentality so you can achieve the work/life balance you want.</li>\n	<li><span style=\"text-decoration: underline;\">Get The Customer Perspective</span> - Get a good at look at your services or products from your customer’s perspective first. If sales and marketing wasn\'t your genius in the corporate world, get outside help from a business coach or mentor.</li>\n</ul>\n<a title=\"Sustainable Leadership Coaching\" href=\"http://sustainable-leaders.com\" target=\"_blank\">Sustainable Leadership</a> clients who have gone from Executive to Corporate Refugee to Entrepreneur say they would not trade their new found time freedom, sense of satisfaction or happiness for the price of the title, the corner office or salary of the corporate world ever again.\n\nIf you have made the successful transition from Executive to Entrepreneur, what do you miss the most and what is your best advice?\n\n</div>', '5 Strategies To Go From CXO/CEO/ COO/CFO to Successful Entrepreneur', '', 'publish', 'open', 'open', '', '5-strategies-to-go-from-cxoceo-coocfo-to-successful-entrepreneur', '', '', '2012-12-14 06:20:36', '2012-12-14 12:20:36', '', 0, 'http://leadchangegroup.com/?p=7803', 0, 'post', '', 1),
(7807, 318, '2012-12-20 06:24:15', '2012-12-20 12:24:15', 'I am often approached by employees asking what I look for in future leaders in my organization.\n\n<strong>I\'ve got great results... but ....\"how can I get promoted?\"</strong>\n\nOver the years, I have shared a long and growing list...\n\nDemonstrate...\n<ul>\n	<li>unwavering integrity</li>\n	<li><a href=\"http://letsgrowleaders.com/2012/09/04/humility/\">confident humility</a></li>\n	<li>passionate <a href=\"http://letsgrowleaders.com/2012/12/11/how-to-build-a-strong-team-vision/#sthash.7CMEXw5a.dpbs\">vision</a></li>\n	<li>teamwork down, up, and sideways</li>\n	<li>energetic creativity</li>\n	<li>change leadership</li>\n	<li>zealousness for employee development</li>\n</ul>\nWhich then leads to the next question...how can I develop these skills and get noticed?\n\nAgain I have a list...\n<ul>\n	<li>Develop a gaggle of fantastic <a href=\"http://letsgrowleaders.com/2012/06/25/dont-get-a-mentor/\">mentors</a></li>\n	<li>Look at leaders you admire, and learn those skills</li>\n	<li>Pay even closer attention to <a href=\"http://letsgrowleaders.com/2012/06/28/nemesis-mentors/#sthash.YAjaMMwX.dpbs\">leaders who annoy you</a>, and figure out why</li>\n	<li>Take lateral moves that make you an all-terrain player</li>\n	<li>Volunteer for special projects</li>\n	<li>Talk to people who are doing your dream job, learn what it takes, and express interest</li>\n</ul>\nI\'ve come to realize that these lists are a lot of advice, and more than any human being can take in one sitting.  Conversations like this can be overwhelming and feel like a bit of a <a href=\"http://letsgrowleaders.com/2012/11/26/development-deluge/\">development deluge.</a>\n\n<strong>These days my list is more simple.</strong>\n\nWhen looking for future leader in my organization, I consider 3 questions:\n<ol>\n	<li>How well do you know yourself-- are you working to grow as a leader?</li>\n	<li><a href=\"http://letsgrowleaders.com/2012/12/10/results_beyond_tenure/#sthash.ToDy7tV8.dpbs\">Do your results las</a>t?</li>\n	<li>What do your people say about you?</li>\n</ol>\nEvery organization is different... and what is needed and valued from leaders will vary as well.  Across organizations and contexts, these 3 questions have held constant.\n\n<em><strong>What are your top 3?  How are you inspiring the best answers to these questions in yourself and others?</strong></em>\n\n<strong><em>\n</em></strong>', 'Results Create Opportunity.... Then What?', '', 'publish', 'open', 'open', '', 'results-create-opportunity-then-what', '', '', '2012-12-20 06:24:15', '2012-12-20 12:24:15', '', 0, 'http://leadchangegroup.com/?p=7807', 0, 'post', '', 1),
(7809, 324, '2012-12-19 06:14:11', '2012-12-19 12:14:11', 'Communication is key to execute a change project. Believing that your team will implement change without fully understanding the objectives or the reasons for the change will lead to failure.\n\nHere are 5 tips for communicating effectively and giving your change project the best chance of success.\n<ul>\n	<li>Build a story about what you believe, and what inspired the change decision. Tell everyone exactly how you came to the idea of the change. Start with the situation that doesn’t work anymore and move to the situation you believe will work. Tell them exactly why you know it will improve the business. End your story with the benefits they will experience once the change is complete.</li>\n</ul>\n<ul>\n	<li>Don’t use long distance communication. Step up, in front of your workforce, to tell your story. Don’t use impersonal means of communication in the first place, like e-mail, to communicate your project. It will only enforce resistance.</li>\n</ul>\n<ul>\n	<li>Use strong visual aids to support your story like pictures and video, if possible. Use blank templates with photos and leave your bullet points at home. Words simply make people read your slides instead of listening to you.</li>\n</ul>\n<ul>\n	<li>Don’t overload with data. You want people to understand the “why” of the project and then think about it. They’ll forget your data within a day. Stories make people think much more and they also stick better in memory.</li>\n</ul>\n<ul>\n	<li>If the execution stalls, spend more time on communication again. There might be several reasons why execution is coming to a stop. Any change in strategy will require that you communicate again, from the beginning. Don’t assume that people automatically will adapt.</li>\n</ul>\nOnce the employees see and understand why the company needs the change, there’s less reason for them to return to old habits and consequently delaying the execution.', 'Change: 5 tips to improve communication and accelerate execution', '', 'publish', 'open', 'open', '', 'change-5-tips-to-improve-communication-and-accelerate-execution', '', '', '2012-12-19 06:14:11', '2012-12-19 12:14:11', '', 0, 'http://leadchangegroup.com/?p=7809', 0, 'post', '', 3),
(7826, 244, '2013-01-29 12:09:43', '2013-01-29 18:09:43', 'Have you ever felt like one of Dr. Doolittle’s “Push Me Pull You’s” with your past pulling you one way and your future attempting to pull you another?\n\nWe all have things from our past that have held us back or kept us stuck. It can be painful and frustrating when we come up against something from our past that is keeping us from moving forward powerfully.\n\nBelieve me, I have been there. Until I learned perhaps the most important lesson of my adult life – my past truly does not have to predict my future.\n\nRead more <a href=\"http://randomactsofleadership.com/future-pulling-forward/\">here:</a>\n\n&nbsp;', 'Is Your Future Pulling You Forward?', '', 'publish', 'open', 'open', '', 'is-your-future-pulling-you-forward', '', '', '2013-01-29 12:09:43', '2013-01-29 18:09:43', '', 0, 'http://leadchangegroup.com/?p=7826', 0, 'post', '', 1),
(7831, 307, '2012-12-24 06:05:28', '2012-12-24 12:05:28', '\n<h2>Tis the Season</h2>\nIn a recent survey, 65% of Americans said they would choose a better boss before a raise in pay. I venture to guess that the teams these folks work in could be far more productive.\n\nIf you\'re reading this, you\'re already on your way to improving that statistic. Can you find another leader or two and take them on the journey with you?\n\nLet\'s all begin by giving our teams what they really need. Here are 32 leadership gifts you can give your team (and yourself!):\n<h2>Clarity</h2>\n<h4>1. A Compelling \"Why\"</h4>\n<ul>\n	<li>Why does your team or organization exist?</li>\n	<li>Why do your team members do the work they do?</li>\n	<li>What difference does it make?</li>\n</ul>\n<h4>2. A Meaningful Vision of the Future</h4>\nWhat are you all working toward? What will be different tomorrow as a result of the work you do today?\n<h4>3. An Active Mission</h4>\nHow will your team and organization make tomorrow a reality?\n<h4>4. Real Values</h4>\nHow will the organization commit to doing business with one another and the outside world?\n<h4>5. Consistency</h4>\n<ul>\n	<li>Are you and other organizational leaders living out the values, making decisions based on what takes all of you toward that future vision, and modeling commitment to your compelling \"why\"?</li>\n	<li>Do you avoid chasing fads and shiny things that aren\'t directly related to the organization\'s purpose?</li>\n</ul>\n<h4>6. Clear Expectations</h4>\n<ul>\n	<li>Does your team know what is expected of them on a daily, weekly, and monthly basis?</li>\n	<li>Have they helped craft these expectations?</li>\n	<li>Do you revisit them regularly to make sure expectations and reality still make sense?</li>\n</ul>\n<h4>7. Focus on Results</h4>\nDoes your team understand how its compelling \'why\' translates into real-world outcomes? Does everyone know what those outcomes are and how to achieve them?\n<h4>8. Retelling</h4>\nDo you keep the mission, vision, values, and outcomes in front of your team and organization on a regular basis to remind everyone of what\'s important and why?\n<h4>9. Actual Decisions</h4>\nDo you ensure that every decision concludes with everyone knowing who is doing what, by when, and how they will pass along the results?\n<h2>Support</h2>\n<h4>10. Skills</h4>\nDoes your team have the skills it needs to accomplish results? Are you providing training, education, or coaching to ensure people can succeed?\n<h4>11. Equipment</h4>\nDoes your team have the tools they need to succeed?\n<h4>12. Belief</h4>\nDo you believe your team can accomplish their mission? Do they know you believe in them?\n<h4>13. Remove Barriers</h4>\nDo you use your position and influence to remove needless obstructions and facilitate cooperation from other teams or departments? If it\'s red tape, do you cut it?\n<h4>14. Help With Thinking</h4>\n<ul>\n	<li>Do you avoid thinking <em>for</em> your team?</li>\n	<li>Do you ask questions that help team members generate their own solutions?</li>\n	<li>Do you ask \'what ifs\' to explore alternatives and consequences?</li>\n	<li>Do you ask \"What will you do?\" to cement next steps?</li>\n	<li>When someone says \"I don\'t know,\" do you ask, \"What would you do if you did know?\"</li>\n</ul>\n<h4>15. Meaningful Encouragement</h4>\nDo you know what motivates your individual team members? Have you asked? Do you give positive encouragement in ways that are meaningful to them?\n<h4>16. Gratitude</h4>\nDo you regularly thank your team members for choosing to be a part of your team and contributing their time, talent, and effort to this mission?\n<h4>17. Invest In People</h4>\n<ul>\n	<li>Do you build into your team, providing the training, coaching, opportunities, and delegation they need to grow?</li>\n	<li>Are your people better off for their time spent with you?</li>\n	<li>Do you share power and decision-making?</li>\n</ul>\n<h4>18. Safety</h4>\n<ul>\n	<li>Do you make it safe to learn, to take risks, to try new things?</li>\n	<li>Do you provide clear criteria that must be met when risks are taken?</li>\n	<li>Do you avoid blame and focus on what the team learned to do next time?</li>\n</ul>\n<h4>19. Develop Strengths</h4>\nDo you spend most of your development energy learning and cultivating your team member\'s strengths?\n<h2>A Human Leader</h2>\n<h4>20. Health</h4>\nDo you care for yourself and keep yourself physically, relationally, mentally, and emotionally healthy? (Not only are you more effective, but it makes it more likely your team will do the same.)\n<h4>21. Heart</h4>\nDoes your team know what you stand for? Do they know what motivates you, what you value, and where you care?\n<h4>22. Apology</h4>\nWhen (not if...) you screw up, do you own it, apologize, and make it right?\n<h4>23. Learning</h4>\nCan your team observe you learning and growing in skill and competence?\n<h4>24. Levity</h4>\nCan you laugh at yourself and the other absurdities that certainly confront you and your team?\n\n\n<h4>25. Humility</h4>\nDo you act in concert with that old Italian proverb: \"Once the game\'s over, the king and the pawn go back into the same box.\" Do you acknowledge your own dignity and worth along with your team members\'?\n<h4>26. The Right Problems</h4>\nAre you choosing the right problems for yourself and your team (as opposed to trying to avoid problems altogether or focusing on the problems that don\'t get you any closer to your mission).\n<h4>27. A Good Example</h4>\nWould your organization truly be better off if team members modeled their behavior towards each other, your clients, and customers on yours?\n<h2>Accountability</h2>\n<h4>28. Celebration</h4>\nDo you acknowledge when things go well? As a team, do you take the opportunity to reinforce and remember what you\'re all about?\n<h4>29. Correction</h4>\nWhen someone is negatively impacting the team, do you help them remedy the behavior?\n<h4>30. Separation</h4>\nWhen someone is clearly not aligned with the team, the organization, or the values, do you care about your team and that individual enough to help them move on?\n<h4>31. Accept Criticism</h4>\nWhen someone brings a concern, do you listen and thank them for having the courage and taking their time to share it with you?\n<h4>32. Justice</h4>\nLife isn\'t always fair, but within your team and organization, do you hold yourself and the team accountable for just practices in employment, pay, time off, benefits, etc.?\n<h2>Your Turn</h2>\nPlease add to this list in the comments below. I\'d love to hear your thoughts!\n\nWhat other leadership gifts do you give your team?\n\nWhat leadership gifts do your leaders give you?\n\nTake care,\n\nDavid M. Dye\n\nCredits:\n\nCreative commons photo: <a href=\"http://www.flickr.com/photos/sparkieblues/5135241394/\" target=\"_blank\">Gold Box</a> by Thana Thaweeskulchai, <a href=\"http://www.flickr.com/photos/mrskyce/3134646655/\" target=\"_blank\">Pink Packages</a> by Mrskyce, <a href=\"http://www.flickr.com/photos/ejorpin/2890942589/\" target=\"_blank\">Bow</a> by Emily Orphin\n\nSurvey <a href=\"http://www.prweb.com/releases/2012/10/prweb10013402.htm\" target=\"_blank\">Source</a>', '32 Pivotal Leadership Gifts to Improve Performance and Productivity', '', 'publish', 'open', 'open', '', '32-pivotal-leadership-gifts-to-improve-performance-and-productivity', '', '', '2012-12-24 06:05:28', '2012-12-24 12:05:28', '', 0, 'http://leadchangegroup.com/?p=7831', 0, 'post', '', 4),
(7841, 244, '2012-12-17 10:58:58', '2012-12-17 16:58:58', 'Over the weekend I published an article titled <a href=\"http://randomactsofleadership.com/finding-our-way-back-to-hope/\" target=\"_blank\">Finding Our Way Back to Hope</a> as my way to process the events of the tragic shootings in CT last week.  I was thinking about the many ways we can each lead the way for ourselves and our communities back to hope and offer a few of my own suggestions.\n\nOne of them was to stop judging other peoples reactions and to start listening and learning from whatever people share and however they process their own grief so we can heal and move forward.\n<blockquote>\"There are countless ways to process this. If we can watch and listen to all of it and keep our focus on compassion and learning something rather than judging others for their way of dealing with this as “right” or “wrong”, perhaps we can actually learn something that can truly help us deal with the underlying issues that lead to a tragedy of this magnitude.\"</blockquote>\nThis morning I saw a post on Facebook from <a href=\"http://www.twitter.com/costelloland/\" target=\"_blank\">Deb Costello</a> that I believe is one of the best ways to lead the way forward in the face of any challenge, tragedy, disaster, etc.:  starting a constructive dialogue.\n\nBelow is Deb\'s Facebook post.  The conversation she started on facebook is already bustling with an amazing dialogue.  So I thought to bring it here to this community of Character-Based Leaders.  I can\'t think of a better group to help lead the way back to hope and be the source of progress.\n\nThank you Deb for your leadership and for always instigating conversations that matter.\n<blockquote>So here\'s the discussion if you dare...\n\nThe goal: improve safety in public spaces without completely gutting the constitution. Let\'s try everything...\n\nLet\'s figure out how we can support more God in our communities. Let\'s figure out how we can have less guns in the hands of crazy people. More support for the mentally ill. More safety plans at schools. The only answer I won\'t accept here is no. I don\'t think all these ideas are equal or that they all will work, but I no longer care. I want everything done.\n\nYou are doctors and lawyers and teachers and parents and gun owners and every faith under the sun. Let\'s discuss this like adults with \"yes\" as our plan. Give me hope...</blockquote>\n<strong>How can we improve safety in public spaces without completely gutting the constitution?</strong>\n\n<strong>Let the discussion begin! </strong>', 'Leading the Way Forward Together', '', 'publish', 'open', 'open', '', 'leading-the-way-forward-together', '', '', '2012-12-17 10:58:58', '2012-12-17 16:58:58', '', 0, 'http://leadchangegroup.com/?p=7841', 0, 'post', '', 8),
(7874, 296, '2012-12-28 06:12:49', '2012-12-28 12:12:49', '\n\n&nbsp;\n\nI just finished a book titled, \"Henry Knox, Visionary General of the American Revolution.\" (Puls, 2008) If you will allow, here are a few leadership lessons drawn from the read.\n<h2>Be Curious</h2>\nHenry Knox began his education at the esteemed Boston Latin Grammar School founded by Harvard College. (Alumni included Benjamin Franklin and Sam Adams.) When the Knox family\'s financial situation started to founder and then the father left home, Henry – now age 8 – was forced to stop school and take a job. Henry was hired to work at a local bookshop. Despite the less-than-ideal circumstances, young Knox was inquisitive and worked to steadily learn from the adult storekeepers and their many books.\n\n<strong>Lesson:</strong> An effective leader uses curiosity as a fuel to constantly discover useful things about the organizational actions versus mission. This means cultivating professional relationships at all levels to better understand the prevailing culture (and sub-cultures). By this understanding comes wisdom on how to interact with team members to set and meet the best strategic goals. A natural, important by-product is trust-building which is the foundation for every effective organization.\n<h2>Be Hands On When Needed</h2>\nIn 1781 at Yorktown, the American Army outnumbered their British counterparts but the battle\'s outcome was not a foregone conclusion. General Knox worked hard to prepare the battlefield, especially the night of October 7, when he and his men worked in near silence to dig substantial trenches for the upcoming fight. Because the ensuing battle looked pivotal in the war, Knox took personal command of the artillery guns to ensure the best outcome. When the smoke cleared, the Americans were victorious and received the ceremonial sword of the British General.\n\n<strong>Lesson:</strong> A great leader will have a finely tuned ability to delegate but must resist the temptation to abdicate, especially when the project goals are critical to the organizational success. The leader also may choose to be more hands-on when modeling is necessary. This is as much art as science but the team should never doubt the leader will get his or her hands dirty.\n<h2>Shift Priorities Based On Principles</h2>\nAs Secretary of War under President Washington, Henry Knox accomplished or influenced several large-scale goals including the following.\n<ul>\n	<li>Called for the a new constitution (the final document looked much like his proposal)</li>\n	<li>Launched the U.S. Navy</li>\n	<li>Constructed frontier and coastal defenses</li>\n	<li>Negotiated positive treaties and policies with American Indians</li>\n	<li>Strongly advocated for the military academy at West Point (founded in 1802 after Knox\'s government service)</li>\n</ul>\nIn addition, Mr. Knox resigned as Secretary of War when it became obvious his family needed him to be present for financial reasons. President Washington was disappointed but understanding. An interesting note about Knox is while several of his pursuits looked very different on the surface, they all served the larger mission of standing up a fledgling nation.\n\n<strong>Lesson:</strong> A leader must constantly measure priorities against timeless principles and organizational aims. Just as important, the leader must have the humility to shift priorities to keep the company moving forward. Also, a holistic leader will not neglect a personal mission and will be ready to make even more dramatic shifts as required.\n\nOur nation\'s history is rich with incredible known and unknown heroes. As we go through this Christmas season into a new year, will you join me in a fresh commitment to more healthy professional and personal relationships for leadership growth?\n<div>\n\n<strong>Reference</strong>\n\nPuls, Mark (2008). <em>Henry Knox: Visionary General of the American Revolution. </em>New York, NY. Palgrave MacMillan.\n\n&nbsp;\n\n<strong>Picture Credit</strong> – Marion Doss on Flickr\n\n</div>\n<div></div>\n&nbsp;', 'Leadership Lessons From an American Revolution General', '', 'publish', 'open', 'open', '', 'leadership-lessons-from-an-american-revolution-general', '', '', '2012-12-28 06:12:49', '2012-12-28 12:12:49', '', 0, 'http://leadchangegroup.com/?p=7874', 0, 'post', '', 7),
(7889, 279, '2012-12-24 17:47:49', '2012-12-24 23:47:49', '\n\n&nbsp;A great many years ago, a baby boy was welcomed into the world. Upon his miraculous arrival, many people rejoiced, and groups traveled long distances to present their finest gifts to this special newborn called a king.\n\nA young man called Little Drummer Boy also wanted to present the kind of extravagant gifts that others were bestowing upon the baby. But he was very poor and had no riches to share.\n\n“What kind of gift can a poor boy like me give to someone as important as this baby boy?” he wondered. “I have nothing to give, nothing to compare to the riches he will receive.”\n\nDetermined to see this newborn king, the Little Drummer Boy made the long journey. It was a glorious site to behold. As he approached the manger where the baby was born, he was surprised that it seemed to be nothing more than a small stable. The closer he came, he saw Three Wise Men presenting riches of frankincense, gold, and myrrh. Once again, the Little Drummer Boy felt humiliated that he had nothing fit to give a king.\n\nStepping closer to where the baby lay, a wondrous thought came to him.\n\n“I can play my drum for him,” the Little Drummer Boy said softly. Joseph &amp; Mary, who had given birth to the baby, heard the boy’s whispers and nodded at the Little Drummer Boy. With hesitation, the boy began to play slowly and quietly.\n\nAs people began to circle around the Little Drummer Boy smiling and nodding with encouragement, he became more confident. His drumming grew in intensity. Beautiful sounds filled the air, and crowds gathered around him as he played his drum for the newborn King. At that very moment, the baby smiled at the Little Drummer Boy.\n\nMary’s face glowed with happiness as she intently listened to the Little Drummer Boy. Her heart overflowed with joy, for she knew that this poor young man had given the best gift of all to her savior son – by sharing his talents, he gave the Gift of Love.\n\nLeaders can learn from the Little Drummer Boy, and his selfless offering of giving of himself. The Gift of Love is an important component of leadership, according to Jim Kouzes &amp; Barry Posner, authors of “The Leadership Challenge”:\n\n“The best-kept secret of successful leaders is love. … Leadership is not an affair of the head. Leadership is an affair of the heart.”\n\nWithout encouragement, many of us are similar to the Little Drummer Boy – reluctant to share our gifts with others for fear that we’re not good enough or don’t measure up to others. Withholding our gifts is a disservice to the world. Our talents are not meant to be hoarded, hidden from the rest of the world – our gifts are an investment in others and carry forward the Gift of Love. Regardless of other advice, counseling, coaching or teaching in which we engage with others, it is the Gift of Love for what we do and whom we serve that will last the longest and mean the most.\n\n“If you have a talent, use it in every which way possible. Don\'t hoard it. Don\'t dole it out like a miser. Spend it lavishly like a millionaire intent on going broke.” – Brendan Francis\n\nThe story of The Little Drummer Boy teaches us that even though our talents shared through the Gift of Love are not wrapped in expensive paper with fancy bows, it is the most precious gift of all.\n\n&nbsp;', 'I Have No Gifts to Bring', '', 'publish', 'open', 'open', '', 'i-have-no-gifts-to-bring', '', '', '2012-12-24 17:47:49', '2012-12-24 23:47:49', '', 0, 'http://leadchangegroup.com/?p=7889', 0, 'post', '', 0),
(7893, 266, '2012-12-26 12:09:33', '2012-12-26 18:09:33', 'We have another 26,000 years to get it right  - what is your vision for Year 1?\n\nThe end of the Mayan calendar has caused great consternation around the world, with people cashing in their investments and giving them away; others going into major debt doing everything they have always wanted to do; or some, fear and trepidation about the end of the world; and, for most of us, looking forward to tremendous opportunities for change.\n\nDo you look back over the last year to reflect on what went well and celebrate? Are you grateful for those times? Do you reflect on what did not go well, and seek lessons in that? If you spend a couple of hours with that exercise, take a deep breath and turn your focus toward the present and the future – good for you. The past serves to inform us. Now, let’s get on with it.\n\nWhat would you like to see happen in 2013? Let’s walk through the overarching steps needed to create movement.\n<ul>\n	<li>Think big; think the best and grandest ideas you have. This is the time to dream. As leaders of teams – bring your teams together to brainstorm. Encourage creativity. Don’t edit anything. Have a good time. Clarify the ideas into intentions, break down barriers and live outside your box. Practice being authentic, open and non-judgmental.</li>\n	<li>Revisit your mission, both personal and organizational. Work with your team to narrow your wall of ideas down to six or seven possible, yet challenging, aspirations for the New Year. Visualize the outcome – and step backward to determine the path that needs to be taken to reach fulfillment of that outcome.</li>\n	<li>Work with your team to tell your story. Listen carefully as people engage and share their ideas so that you might refine your vision. Begin to broadcast your vision to others. Set your goals, and get feedback. Make your proposals.</li>\n	<li>Connect your passion with your projects. Identify the strengths and passions of your team members, and begin to create dream teams for each project as you align personal values and priorities with organizational values and priorities. Highlight your service to others, and the gift of giving.  Your abundance will come from there.</li>\n	<li>With your team, plan your steps to success. Remember to think of all possible distractions and obstacles that may arise – these are your challenges – and create a strategy to deal with them. When you do this step well, you will deal with them with ease and grace as they appear.</li>\n	<li>Are you ready? Take a short break. Take a deep breath. Get centered, take the first step, and have fun. Make your dream a reality.</li>\n</ul>\nMy biggest dream for 2013 has little to do with me, and everything to do with me. Being from the United States, and having survived one of the ugliest elections in history, my dream is that our Congress (our elected officials) will learn how to play well with others and get down to the business of running our country in cooperation and good will for the greater good of the country and all its residents.  My message to each of them: “You were elected because the people in your states thought you were a leader. It is time for you to step into what that means – in all its glory. Examine your character, review what it means to be of service, stop throwing sand, listen to everyone (not just those with money), and lead us forward with humility, empathy, love and grace.” I feel like I should add an “Amen” to that.\n\nWhat are your dreams for 2013? I would love to hear from you as you begin to create the next 26,000 years.', '2013 and Beyond', '', 'publish', 'open', 'open', '', '2013-and-beyond', '', '', '2012-12-26 12:09:33', '2012-12-26 18:09:33', '', 0, 'http://leadchangegroup.com/?p=7893', 0, 'post', '', 0),
(7922, 318, '2013-01-01 08:04:02', '2013-01-01 14:04:02', 'The new year brings great opportunities for resolutions, goals, commitments and planning.  Some great thought leaders have been sharing insights and inspiration on how to approach this important time.\n\nJohn Bossong inspires us to \"create a new finish line,\"\n<blockquote>\"Create a new finish line. That’s what you can do in the New Year.  Who cares what happened in 2012 that didn’t work out.  You failed.  So what. You learned. You grew. Every failure was an opportunity, right?  Or is it just a failure?\"</blockquote>\nBen Lichtenwalner shares a useful list of potential resolutions for leaders in his post <a href=\"http://modernservantleader.com/servant-leadership/new-years-resolutions-for-leaders/\">New Year\'s Resolutions for Leaders</a>.\n\nI also wrote on the topic, <a href=\"http://letsgrowleaders.com/2012/12/27/discard_refresh/\">Discard and Replenish:  What Will You Stop Doing in 2013? </a>\n\nI believe in taking time to rest and reflect. I believe in  New Year\' Resolutions. I have a nice list for 2013 as well.\n\nWhat worries me, however, is that when we focus so much on what we MUST CHANGE, we can easily  overlook what is working well.  What MUST WE CONTINUE?\n\nAnd so as you are moving forward with your New Year\'s Resolution Implementation Plan, I also encourage you to ensure you have stopped to consider the following questions:\n<ul>\n	<li>What was your biggest leadership contribution in 2012?</li>\n	<li>Whose life did you most impact?  How?</li>\n	<li>What is your team most grateful for? Why?</li>\n	<li>Which of your  leadership strengths were most important in 2012?  Why?</li>\n	<li>How can you continue to build on those strengths?</li>\n	<li>In what areas did you grow the most?</li>\n	<li>What did you do to create positive change?</li>\n	<li>What did you learn?  How do you know that learning will stick?</li>\n	<li>?</li>\n</ul>\nGrowth involves change.  Growth also involves understanding what is working so you can replicate it.\n\nWhat must you continue in 2013?\n\nSee Also:\n\n<a href=\"http://letsgrowleaders.com/2012/09/18/post-mortem-of_of-success/\">Post Mortem of Success</a>\n\n&nbsp;\n\nPhoto courtesy of author.', 'Beyond New Year&#039;s Resolutions:  Building on Your Leadership Success', '', 'publish', 'open', 'open', '', 'beyond-new-years-resolutions-building-on-your-leadership-success', '', '', '2013-01-01 08:04:02', '2013-01-01 14:04:02', '', 0, 'http://leadchangegroup.com/?p=7922', 0, 'post', '', 3),
(7995, 303, '2013-01-07 13:02:36', '2013-01-07 19:02:36', 'For me, the rot started and ended when I used to make and break New Year’s resolutions. I always started the diet, or gave up cigarettes or vowed to keep the house, my life, my work in  pristine order. I probably averaged about 3 weeks staying with my resolution, over the many years I subscribed to the notion of setting these annual goals, before succumbing to the temptation of the path of least resistance and my old habits.\n\nThe year I stopped this maddening merry-go-round, was about 10 years ago, when I managed to give up cigarettes for good one September.  Why in September?  Why not wait until the wonderful prospect of starting in the New Year?\n\nRead more <a href=\"http://www.peoplediscovery.co.uk/2013/01/03/no-more-new-years-resolutions-4-steps-for-lasting-change/\">here....</a>', 'No More New Year Resolutions: 4 Steps To Lasting Change', '', 'publish', 'open', 'open', '', 'no-more-new-year-resolutions-4-steps-to-lasting-change', '', '', '2013-01-07 13:02:36', '2013-01-07 19:02:36', '', 0, 'http://leadchangegroup.com/?p=7995', 0, 'post', '', 0),
(8030, 244, '2013-02-18 12:26:04', '2013-02-18 18:26:04', '<p style=\"text-align: right;\"><strong>“<em>New Year’s resolutions rarely work, because good intentions don’t often survive a collision with reality.</em>”</strong>\n–Seth Godin</p>\n<p style=\"text-align: left;\">Avoid the vicious cycle of failed resolutions by consciously creating a cycle of success. A cycle of success is what will help you avoid those unpleasant “collisions with reality” to which Seth Godin refers.</p>\n<p style=\"text-align: left;\">In thinking about my own successes and failures this last year I began to see a pattern.  With each success I completed a cycle of 5 practices at least once, sometimes more than once, for the same intention or goal.  I call this the <strong>“Cycle of Success.”</strong></p>\n<p style=\"text-align: left;\">Check out my post <a href=\"http://randomactsofleadership.com/creating-success-cycle/\">Creating a Cycle of Success</a> to learn more about these steps and how they can help you ensure a successful 2013. <a href=\"http://randomactsofleadership.com/creating-success-cycle/\">\n</a></p>', 'Creating a Cycle of Success', '', 'publish', 'open', 'open', '', 'creating-a-cycle-of-success', '', '', '2013-02-18 12:26:04', '2013-02-18 18:26:04', '', 0, 'http://leadchangegroup.com/?p=8030', 0, 'post', '', 3),
(8043, 244, '2013-02-06 12:51:08', '2013-02-06 18:51:08', 'The term “soft” is often used when talking about those things that cannot be measured. In giving them a label alongside “hard,” perhaps we have been attempting to give credibility to those skills we inherently know are both essential and valuable to our success, even though their impact can’t really be proven based on “hard” data.\n\nYet the very need to distinguish “soft” vs. “hard” speaks to a paradigm that has long revered hard results as the only ones that really matter.\n\nIn my article <a href=\"http://randomactsofleadership.com/the-power-of-soft/\">The Power of Soft</a> I delve into the question, \"Why do we continue to cling to the language of \'soft\' vs. \'hard?\'\"\n\n<a href=\"http://randomactsofleadership.com/the-power-of-soft/\">Read More</a>\n\n&nbsp;', 'The Power of Soft', '', 'publish', 'open', 'open', '', 'the-power-of-soft', '', '', '2013-02-06 12:51:08', '2013-02-06 18:51:08', '', 0, 'http://leadchangegroup.com/?p=8043', 0, 'post', '', 0);
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(8063, 270, '2013-01-07 06:01:29', '2013-01-07 12:01:29', '<strong><em>Imagine:  </em></strong>\n<ul>\n	<li><em>What it would be like to grow up in a family that is always behind on their bills.</em></li>\n	<li><em>To live in a home that could be featured on the television program HOARDERS.</em></li>\n	<li><em>To have your home burn to the ground and lose everything when you were in grade-school.  </em></li>\n	<li><em>Then live in a home without an indoor bathroom through high school.  </em></li>\n	<li><em>Being diagnosed with bi-polar, manic depressive disorder before you were 20.  </em></li>\n	<li><em>Getting hit one night by your boyfriend and leaving with your car and your clothes.  </em></li>\n	<li><em>Becoming a single mom and going through a bankruptcy.  </em></li>\n</ul>\n<em>For Angie, all of this was a reality.  She was living a life of chaos with very few calm, safe, hopeful moments.  She describes herself as insecure, someone with a chip on her shoulder, and a bully.  She emphasizes never being taught to budget, being embarrassed to bring friends home, and trying to escape her reality by forming relationships that many times became the cause of more pain.    </em>\n\n<em>When I first met Angie I did not know any of these stories.  I found her because she is a hairstylist with an online presence and great reviews.  (When you are new to a city, you look for both!)  In our first meeting I complimented her on her online presence and she quickly spoke of her “Marketing Director, Miss Connie. ”  </em>\n\n<strong><em>What follows is a quick look into the lives of two extraordinary women that have been transformed because they have chosen to do what they can, with w<strong><em>hat they have, right where they are. </em></strong></em></strong>\n\n <em>“Miss Connie” is a client of Angie’s that deeply values Angie on a personal and professional level.  During one of Angie’s most difficult seasons, Connie could see and feel the pain Angie was in and wanted to help. </em>\n<ul>\n	<li><em>Her first gift to Angie was a Mrs. Beasley doll simply because it was something that Angie had deeply treasured as a child.  </em></li>\n	<li><em>Then it was a book to encourage Angie and to challenge her to think differently.  </em></li>\n	<li><em>Next it was a vision for growing her business and the letterhead and business cards to get her started.  </em></li>\n	<li><em>One day it was a netbook that opened to her new website. </em></li>\n	<li><em>Then brainstorming about setting a goal to get a set number of new clients each month.  </em></li>\n	<li><em>Then it was books about budgeting.</em></li>\n	<li><em>Then advice on moving to a new salon…</em></li>\n</ul>\n<em>Connie identified a huge need in Angie and has mentored her for years.  Never once has Connie offered a quick-fix, a handout or a “fish-for-a-day.”  Each time she has offered genuine care, support, tools and accountability.  And each time Angie has responded like a sponge, soaking in new information, learning all she can, being deeply appreciative, and never once taking that friendship for granted. </em>\n\n<strong><em>Both women inspire me:</em></strong>\n\n<em><b>Angie</b> ~ </em>\n<ul>\n	<li><em>Because she chooses not to be a victim. </em></li>\n	<li><em>Because she courageously pushes through barriers to pursue a vision of something better in spite of what life hands her. <img class=\"size-thumbnail wp-image-8066 alignright\" alt=\"Angie\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/01/Angie-125x125.jpg\" width=\"125\" height=\"125\" /></em></li>\n	<li><em>Because she is determined to learn and grow. </em></li>\n	<li><em>Because she is willing to be vulnerable and ask for help. </em></li>\n	<li><em>Because she is appreciative of what she has been given and does not expect a hand-out.  Because she is looking for a way to pay it forward with other women and trying to build a better future for her son.  </em></li>\n</ul>\n<em><b>Connie</b> ~ </em>\n<ul>\n	<li><em><em>.</em>Because she looks deep enough to SEE what others do not see and is willing to get involved. </em><img class=\"alignright\" title=\"Connie\" alt=\"Connie - colorcropped\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/01/Connie-colorcropped-300x286.png\" width=\"108\" height=\"103\" /></li>\n	<li><em>Because she has given from the deepest part of her heart without enabling. </em></li>\n	<li><em>Because she did not give one time and walk away, instead she has stayed engaged for years continually mentoring and encouraging.  </em></li>\n</ul>\n<em><em>No matter who you are, and no matter where you sit, YOU can make a difference.  In fact, you may be making a bigger difference right now than you realize. </em><em> Check this out..</em></em>\n<ol>\n	<li><em>When Angie’s home burnt down she lived with her aunt for a time.  When she moved back home, she did not leave empty handed; she was filled with visions of a life that included budgets, grooming and order instead of just chaos. </em></li>\n	<li><em>When Angie was in high school she was given the opportunity to attend a Vo-Tech program to learn how to be a stylist.  In that environment she received training and hope and a vision of making a difference for other women. </em></li>\n	<li><em>At another time in her life it was her employer that provided an environment of learning and growth and planted the vision of owning her own business.  </em></li>\n</ol>\n<em><b>What about you?</b> </em>\n<ul>\n	<li><em>If you are in Angie’s shoes:  What can you do today to soak up the opportunities around you?  Who can you reach to, to learn more?  </em></li>\n	<li><em>If you are in Connie’s shoes:  Who can you reach out to that needs encouragement, a vision or tools?  </em></li>\n</ul>\n<strong><em>As we begin 2013, imagine what our world would look like if EACH ONE OF US did what we could, with what we have, right where we are…  Just IMAGINE!</em></strong>\n<p style=\"text-align: center\">~~~</p>\n<span style=\"color: #333333\"><strong>~ By the way, if you live in Greater Tulsa/Owasso I have great news for you ~ Angie is located in our area!  If you are looking for a great hairstylist, check her out! <em> </em></strong></span><a title=\"Angie Wilson\'s Hair Design\" href=\"http://www.angie-wilson.com/\">Angie Wilson\'s Hair Design</a> ~\n\nphoto credits: istockphoto.com\n\n<em> </em>', 'Invitation 2013:  Will you choose to lead from who YOU are?', '', 'publish', 'open', 'open', '', 'invitation-2013-will-you-choose-to-lead-from-who-you-are', '', '', '2013-01-07 06:01:29', '2013-01-07 12:01:29', '', 0, 'http://leadchangegroup.com/?p=8063', 0, 'post', '', 9),
(8114, 252, '2013-01-17 06:07:57', '2013-01-17 12:07:57', '<h2>Get Ahold of Yourself When Interactions go Awry<span style=\"color: #ffffff\">.</span></h2>\n<p style=\"text-align: left\" align=\"center\">\"I have come to the frightening conclusion that I am the decisive element... I can be a tool of torture or an instrument of inspiration. I can humiliate or humor, hurt or heal. In all situations, it is my response that decides whether a crisis is escalated or de-escalated, and a person is humanized or de-humanized. If we treat people as they are, we make them worse. If we treat people as they ought to be, we help them become what they are capable of becoming.\"</p>\n<p style=\"text-align: left\" align=\"center\">— Johann Wolfgang von Goethe</p>\nYesterday I had a confounding discussion with a customer service rep about my car insurance.  He clearly did not think what I asked for was in his job description.  He didn’t hide his dismay.  It seemed like from that point he chose to be deliberately uncooperative.  I did not respond well to his “attitude.”   Let’s just say we ended up being tools of each other’s torture, to use Goethe’s words.\n\nI was left feeling befuddled and embarrassed at my own behavior. The rep couldn’t have felt very good either.\n<h2>The secret our brains are keeping</h2>\nSo, what’s going on if someone <i>is </i>showing some attitude unexpectedly?  The neuroscientist David Rock talks about social interactions and why they do or don’t go well.  Rock says that in social interactions our human brains automatically move to determine “threat” or “reward.”  Our brains are assessing whether our sense of status, autonomy, certainty, relatedness or fairness is being threatened.  (You can find a really good summary of Rock’s work <a href=\"http://www.edbatista.com/2010/03/scarf.html\" target=\"_blank\">here</a>, from Ed Batista.)\n\nWhen people respond to us in a way that confounds us and we keep the threat/reward concept in mind, we can potentially thwart the escalation.  We can slow down and cultivate some compassion with our conversation partnerand ourselves.  In the situation with the customer service rep, I’m still working on how I could have been an “instrument of inspiration” instead of spinning out with him.\n<h2>Rise above it</h2>\nThis is clearly not easy.  When we are triggered it’s hard to slow the rising momentum.  When at least one of us strives to treat people as they ought to be (Goethe again), we can indeed help them demonstrate their best selves.  We help ourselves do this too, in addition to creating much more rewarding and effective interactions.\n\nHow do you work with yourself to consistently “treat people as they ought to be?”\n\n<span style=\"color: #888888\">Image: Microsoft Clipart</span>', 'Is Your Brain Undermining You?', '', 'publish', 'open', 'open', '', 'is-your-brain-undermining-you', '', '', '2013-01-17 06:07:57', '2013-01-17 12:07:57', '', 0, 'http://leadchangegroup.com/?p=8114', 0, 'post', '', 8),
(8204, 320, '2013-01-14 06:12:46', '2013-01-14 12:12:46', '[caption id=\"attachment_8207\" align=\"alignright\" width=\"125\"] Responsibility in 3 R\'s[/caption]\n\nIt is time for a new era of responsibility, in life, in leadership, in hope for human kind.\n\nThere will be three aspects of responsibility in this new era:\n\n<strong>Respect</strong> for the power we each have at our fingertips. Influence, a voice, tools to build with, position, and access can all be used to destroy. When we respect this fact, we can choose to use these for good.\n\n<strong>Responsiveness</strong> to people, community, and society. Situations are wrong, systems are broken, and people suffer. Something has to be said, something must be done. The worst state we can possibly be in is to be in a state of callousness and inactivity.\n\n<strong>Restraint</strong> in our actions. We tend to overreact. We’re human. We have a menu of choices to select from when personal and societal firestorms ignite. Like in a natural disaster, immediate response is required, but ultimately <a href=\"http://wp.me/p1Bxqd-iX\">time and consideration</a> are needed in order to move forward. If we are each awakening out of shock or ignorance, becoming aware of the need to act in some form, then we can’t react in fight-or-flight fashion. We must test the ground around us, check our perceptions with reality, and proceed with restraint.\n\nAs I write these points, it occurs to me that this is a lot like what responsibility looked like when I was growing up. Whether individual, organizational, or societal, our responsibility is to look inwardly and work outwardly in a way that is consistent with our character and convictions.\n\n<em>I fear at times we are in a new era of irresponsibility rather than one of responsibility. How do you check to make sure you are maintaining a strong sense of personal and corporate responsibility?</em>\n\n<a href=\"http://office.microsoft.com/en-us/images/results.aspx?qu=letter+R&amp;ex=1&amp;origin=MC910227468#ai:MC910227516|\">Photo source: Microsoft</a>', 'Three R&#039;s in the New Era of Responsibility', '', 'publish', 'open', 'open', '', 'three-rs-in-the-new-era-of-responsibility', '', '', '2013-01-14 06:12:46', '2013-01-14 12:12:46', '', 0, 'http://leadchangegroup.com/?p=8204', 0, 'post', '', 4),
(8233, 310, '2013-01-16 06:08:38', '2013-01-16 12:08:38', 'A lot has been said and written about the concept of leadership through the centuries— from the perspective of servant, philosopher, and consultant to CEO.  Now is just as good a time as any to define this mystery word, because it does remain just that to some. So giving form to leadership remains a key act, in order to know how to apply it to our work and lives. To grasp the totality of its meaning provides a good start toward using its tenets.\n\nBut there’s a paradox of sorts here.\n\nLike many other concepts, leadership means different things to different people in different situations. People I engage in workplace as well as life or community related conversations, informally survey and those I encounter while conducting seminars on the topic prove that. For this reason I like flushing this variety of perspectives and predicaments out. I\'ll share a few of my respondent’s definitions, taken from a cross section of demographics. What I did find in these personal renderings is that most perspectives point to leadership as a skill oriented, people, continuous and participatory process.\n\n<b>Question:  Define leadership.</b>\n\n<b>Answers:</b>\n\n<i>The ability to reach a common goal through the combined efforts of yourself and others.</i>\n-----Female, military reserve officer, government writer\n\n<i>It is the trait and principle of knowing who you are and where you\'re going on a positive level, by taking control and setting an example for others to follow. The benefit of being a leader is self-worth. You begin to fall all the way in love with yourself, to build a foundation for self and afterwards you are able to build a foundation outside of self.</i>\n-----Male, father, beautician\n\n<i>An ability to direct, guide, embody a vision, usually in some type of organizational setting.</i>\n-----Female, former advertising and insurance executive\n\n<i>The ability to get people to perform a job and have them enjoy it.</i>\n-----Male, Fraternity president\n<p style=\"text-align: left\" align=\"center\"><i>The positive way in which a person shares, directs, or takes on and completes a project with a defined objective.</i>\n-----Male, program manager, former college quarterback</p>\n<p style=\"text-align: left\" align=\"center\"><i>The ability to make decisions for oneself or for a group; to positively influence the actions of others.\n-----</i>Female, administrative assistant</p>\n<p style=\"text-align: left\" align=\"center\"><i>Influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.</i>\n-----Modified excerpt from US military doctrine</p>\n A mix of inner and outer perspectives showed up in these definitions. The take-away: leadership involves an inward journey for outward action.\n\nThen how do we take these actions to lead?\n\nFrom two places we do this, self and others. It is important to realize that leadership is a life skill and does not stand alone.  Incorporating the principles of many other everyday skills, leadership is not a separate entity unto itself and coexists with other elements of life. What we abide by in achieving goals for ourselves and others gives way to its holistic nature.\n\nLeadership, as a route to courageously get to where we want to be, is also a perspective and concept in flux. The times call for this work of being in charge, hinged on an internalized grasp of its fullness. Being able to recognize leadership’s value along with the required skills and tools needed, then use them effectively in spite of self-imposed or organizational barriers, creates our measure of task excellence. Relevant, purposeful, and giving.\n\nHow do you define leadership?  Make this thing personal.\n\n&nbsp;\n\n<em>Image: Photopin (Creative Commons)</em>', 'Leadership Perspectives: Time to Define This Thing', '', 'publish', 'open', 'open', '', 'leadership-perspectives-time-to-define-this-thing', '', '', '2013-01-16 06:08:38', '2013-01-16 12:08:38', '', 0, 'http://leadchangegroup.com/?p=8233', 0, 'post', '', 4),
(8274, 256, '2013-01-16 12:22:50', '2013-01-16 18:22:50', 'People fascinate me.  It must be why I love “people-watching.”  (Nothing’s better than a busy airport or a city-center at lunchtime!!)\n\nCelebrities and other “famous” people are especially fascinating to me, simply because of the effect they have on others.  I’m amazed by the impact of their endorsements and/or public opinions - how they can sway people and or affect a buying decision, lifestyle choice, or in some cases, a belief.\n\n\n\nLance Armstrong is one of those influential people.  He has inspired millions with his comeback story, time and time again; first beating cancer and coming back to win the Tour De France, then repeatedly winning it afterwards, at his age and without the aid of drugs as much of his competition had admitted to leveraging.  His repeated denial assured us of his innocence.  The tests assured us of his integrity.\n\nIt’s all going to change on Thursday in his tell-all interview with Oprah Winfrey.  He is supposedly going to admit everything, nothing held back.  Finally.  After years of lying, denial, and what must have been quite an elaborate cover-up.\n\nAnd I find myself fascinated….\n\nWhy admit to everything now?  Why did he fight it so vehemently for years up until now?  Was it worth it, or was the burden simply too heavy to carry?  How could he look in the mirror or sleep soundly at night, knowing his words and actions were so blatantly fraudulent?  What are the implications to his charitable Livestrong organization, or for his children?\n\nI wonder what Oprah will ask.  I wonder how he’ll respond.\n\nAnd I wonder how the world will respond too.  How will people react?\n\nI’m sure some will throw Armstrong under the proverbial bus and back it up a few times for good measure.  (Isn’t it odd how some people enjoy seeing others fail?)  I’m sure some will give him grace, knowing we all make mistakes (over and over and over, though we may try…)\n\nOne thing I think we can all do is withhold our judgment (what good does that do, anyway?) and simply learn from watching his experience.  I’m not sure we’ll ever really know all the details, but are they even necessary at this point?\n\nWhat we can all take away from this is a great lesson: <i>the truth always finds its way out.</i>\n<blockquote> <i>Three things cannot be long hidden: the sun, the moon and truth</i>. ~Buddha</blockquote>\nTruth is the foundation of trust.  Trust is the glue of relationships.  Relationships are at the crux of leadership.  One cannot be a great leader without speaking, living, and respecting truth.  It’s simply not possible, because truth will eventually come out, and then the dominoes will begin to fall.\n\nPerhaps this situation with Armstrong will inspire people to embrace truth more fully.  Maybe people will become more comfortable with their flawed humanness.  Possibly, some will bring admissions of their own forward, before things get too far.  Others may diminish the embellishments and embrace real honesty and transparency in their communication and actions.\n\n<i>What about you?  How can you embrace truth more fully?  How can you lead others to be more comfortable with truth?  What can you do to take something positive from this “people-watching” experience?</i>', 'Truth. There&#039;s No Hiding It.', '', 'publish', 'open', 'open', '', 'truth-theres-no-hiding-it', '', '', '2013-01-16 12:22:50', '2013-01-16 18:22:50', '', 0, 'http://leadchangegroup.com/?p=8274', 0, 'post', '', 9),
(8308, 307, '2013-01-24 06:13:52', '2013-01-24 12:13:52', '<h2>So Easy to Forget</h2>\nWhether you\'ve led teams for decades or just started in your first leadership role, if you want to be effective, there are fundamental truths you cannot afford to ignore.\n\nYou may even be familiar with them, but they are easy to forget and many leaders ignore them - at great risk to their own credibility and influence.\n\nKeep these in front of you and review them monthly to see how you\'re doing. They\'ll keep you grounded and effective.\n<h2>1. You cannot do it alone.</h2>\nI coached an executive who shared his perspective that \"results are everything.\"\n\nIt\'s true - whether a volunteer service group, a sports team, or a corporate division, your team exists to accomplish something in the world and we call that something \"results.\"\n\nWithout those results, there\'s no reason to have a team and nothing for you to lead toward.\n\nHowever (and this is a very harsh truth for some leaders),  those results cannot happen on their own.\n\nEverything you do happens with, through, and because of people.\n\nResults are a product…they happen because of people and processes. Myopically focusing on results and ignoring people will ultimately undermine your ability to achieve them.\n\nSome leaders fall into the trap of thinking they could just do it themselves if people would get out of the way.\n\nIt\'s tempting to think that way, but it\'s a lie: you didn\'t even get here on your own - at the beginning, someone clothed you, fed you, taught you, and kept you safe.\n\nWhatever you want to do, you cannot do it on your own. It always takes people.\n\nWhich leads us to the second harsh truth:\n<h2>2. You cannot make people do anything.</h2>\nI\'ve coached leaders in over 2000 sessions and this is one of the most consistently ignored or misunderstood truths.\n\nStated another way:  everything people do is a choice. Even if they don\'t realize they have a choice, they do. They can always make another choice - even if that choice is to quit, be fired, or stay, but stop working.\n\nThis is a \'double-whammy\' for many leaders I\'ve coached. They had this illusion that if they could just \"get the job\" that they\'d be able to make a team perform.\n\nBut you cannot make anyone do anything.\n\nThat\'s the harsh truth.\n\nThe good news is that you most definitely can influence people…to make choices that benefit the team, to give their all, and to achieve results.\n\nReal leadership influence begins when you understand you do not control another person.\n\nAnd that brings us to the third harsh truth:\n<h2>3. Your influence is 100% your responsibility.</h2>\nYour company may or may not equip you to maximize your influence. The leaders in your organization might not be great role models of how to do it right.\n\nEven if you do have the benefit of training and good examples, they do not substitute for this truth: your influence is your responsibility.\n\nNo one can do this work for you:\n<ul>\n	<li>No one else can be the example you need to be.</li>\n	<li>No one else can give the encouragement you need to give.</li>\n	<li>No one else can invest in your people the way you need to invest.</li>\n	<li>No one else can address the change the things you need to change.</li>\n	<li>No one else can envision the future with your team the way you can.</li>\n</ul>\nThe good news here is that you live at a time where it is easier than ever before to equip yourself to do these things. Keep reading Lead Change, <a href=\"http://trailblazeinc.com/blog/\" target=\"_blank\">subscribe to my blog</a> as well as the other writers here. There is so much information to help you - my younger self is jealous!\n\nYour influence is 100% your responsibility and you have more opportunity to meet that responsibility than the billions of people who have lived before you!\n<h2>4. You control very little.</h2>\nNo matter your position in an organization, from entry level to CEO, you have very little control over the world and systems in which you live and work.\n<ul>\n	<li>If you lead a small team, you cannot control most of what is happening in the rest of the company.</li>\n	<li>If you are captain of a sports team, you cannot control how the other team prepares, what is happening in the lives of your team mates, or the weather.</li>\n	<li>If you are CEO of an organization, you cannot control the world, what your competitors are doing, what is happening in the personal lives of your employees…or the weather.</li>\n</ul>\nWe all live and work in systems and environments where we have little control.\n\n<img class=\"alignleft size-medium wp-image-8310\" alt=\"space\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/01/space-300x225.jpg\" width=\"300\" height=\"225\" />Even so, you do have control over a great many things: your own attitude, learning, preparation, how you treat the people around you, how you modify the environment, where you put your time, and the choices you make.\n\nThe good news is that these things make a tremendous impact and have great influence over the things you cannot control.\n\nYou control very little, but you can influence much!\n<h2>5. Once is never enough.</h2>\nThere are many ways to look at this one…stated even more harshly:\n<blockquote>\"You are not the center of anyone else\'s universe.\"</blockquote>\nOkay, maybe your dog…maybe.  (But definitely not your cat!)\n\nMany leaders I\'ve coached get frustrated because their words do not immediately sink into their team\'s hearts and become mantras that guide their every waking moment.\n\nSeriously.\n\nThe truth is, we all have busy lives. Think of every single bit of information you\'ve been told, read, or encountered just in the last 24 hours...\n\nUnless your blessed (cursed?) with a photographic memory, there is no way you can possibly remember everything that has entered your brain.\n\nNow think about your important relationships. If you\'re married, I hope you didn\'t tell your spouse \"I love you\" on your wedding day and then never repeat it.\n\nOnce was not enough.\n\nSo it is with your teams. You must keep the \"big why\" in front of people…the mission and reasons you exist and how your people\'s work relates to that \"why.\" I recommend at least monthly…and more doesn\'t hurt.\n\nWhat are the consistent, specific actions that will accomplish your \"big why?\" Keep those in front of everyone on a weekly basis.\n\nUse multiple means of communicating and do it often. One of my colleagues use to tell his team, \"If you haven\'t said it at least 6 times in at least 3 different ways, you haven\'t said it.\"\n\nOnce is never enough.\n<h2>Your Turn</h2>\nThese are fundamental truths which are harsh because they force us to leave aside our illusions and recognize our limitations.\n\nWhen you embrace the truth and work within your limitations, however, you will see your influence expand significantly.\n<h4>What are the \"harsh\" truths you\'ve encountered in your leadership journey?</h4>\nTake care,\n\nDavid M. Dye\n\nCreative Commons Photo Credits: <a href=\"http://www.flickr.com/photos/wwworks/3196112134/\" target=\"_blank\">Five</a> by Woodley Wonderworks, <a href=\"http://www.flickr.com/photos/58782395@N03/5518991291/\" target=\"_blank\">Space</a> by Sweetie187', '5 Harsh Truths Every Aspiring Leader Needs to Know', '', 'publish', 'open', 'open', '', '5-harsh-truths-every-aspiring-leader-needs-to-know', '', '', '2013-01-24 06:13:52', '2013-01-24 12:13:52', '', 0, 'http://leadchangegroup.com/?p=8308', 0, 'post', '', 18),
(8322, 251, '2013-01-17 17:11:43', '2013-01-17 23:11:43', 'Listening to the CEO of the $500m manufacturing firm describe the exploits of his operations vice president was fascinating:\n\n“Louis was incredible … again. When the product defect was discovered, he told his team to do whatever was needed to fix it. After two weeks of all-hands-on-deck work, Louis got the glitch fixed and we only lost two mid-size accounts. I don’t know how Louis does it, but I’m glad he does. This was the third time in the last two years he came to the rescue.”\n\nWhoa! Third time in two years this guy pulled a rabbit out of the hat and he’s getting kudos? Might Louis — and others within the organization — be missing some blinking red warning lights and a robot declaring, “Danger, Will Robinson?”\n\nRead more on <strong>SmartBlog on Leadership </strong> <a href=\"http://smartblogs.com/leadership/2013/01/17/draft-created-january-16-2013-703-pm/\">here.....</a>', 'CEOs and leaders: Are you rewarding rabbit tricks?', '', 'publish', 'open', 'open', '', 'ceos-and-leaders-are-you-rewarding-rabbit-tricks', '', '', '2013-01-17 17:11:43', '2013-01-17 23:11:43', '', 0, 'http://leadchangegroup.com/?p=8322', 0, 'post', '', 0),
(8361, 265, '2013-01-29 06:37:16', '2013-01-29 12:37:16', '\n\nThree years ago I was fifty pounds heavier than I am now. I altered my diet slightly and learned how my body reacts to different foods. I lost a pound or two per week. My weight dropped but I didn\'t get any stronger. For that I need to add exercise. I should work out.\n\nSo I made the same resolution as millions of people around the world. This is the year I will be more active, grow stronger, and live a healthier lifestyle. To be successful I\'ll have to make extra trips to the gym. Understand, I\'m no athlete. I\'ve always had this policy, <em>run only when chased, </em>and my wife hasn\'t chased me in years! Treadmill time for me is a mind-numbing exercise in sheer determination. It\'s why treadmill time for me doesn\'t last. I exert more energy working up the will to run than I do actually running.\n\nI feel the same about lifting weights. <em>You pick things up</em>. <em>You put them down</em>. It\'s boring. What I need is a different motivation.\n\nI think I\'ve found it. Instead of <em>working out</em> I\'ve decided to start <em>training</em>. I\'m not one for marathons or Mr. Universe competitions. But I do have four kids I love to wrestle with who will, hopefully someday, produce grandchildren I\'ll want to carry on my shoulders. When that happens I intend to be ready. All these mornings lifting heavy things will be worth it.\n\nMotivation for the treadmill is a bit more challenging. I\'ll never win a race. My amazing one inch vertical leap will always hinder my mad basketball skills. When running, how can I go from simply working out to training for something that really matters? This is where my vivid imagination and overconsumption of science fiction comes into play. I tell myself, \"I\'m not working out. <em>I\'m training</em>. If I can run just a little further a little faster than the guy next to me I\'m certain to survive the zombie apocalypse!\"\n\nCrazy, I know. Conveniently, this same line of reasoning applies to bear attacks, hungry dinosaurs, angry mobs, and a great game of tag with the kids.\n\nIn your corporate culture there is a subtle yet significant difference between training and working out.\n<ul>\n	<li>One feels like a mission to accomplish. The other, like a status to \'<em>quo.\'</em></li>\n	<li>One feels like energy invested with the high probability of progress. The other, like energy exhausted to justify bureaucratic red-tape.</li>\n	<li>One motivates, moves forward, and builds momentum. The other, maintains.</li>\n</ul>\nHow do you transform your corporate culture from one that simply <em>works out</em> to one that <em>trains well</em>?\n<ol>\n	<li><strong>Vision that Inspires</strong> - If your vision isn\'t a little intimidating to you, it may be a little insulting to your team. After all, you\'ve invested hours and dollars finding, equipping, and paying these highly qualified industry professionals. Cast a vision that causes them to need one another and discover the potential that together they can become more.</li>\n	<li><strong>Meetings that Matter</strong> - My dad used to say, \"Meetings are an excuse to avoid real work.\" No one needs another meeting. Real work needs to be done. If you can find another way to make the decision, ask the question or communicate the information, do it. Don\'t get me wrong. Meetings are necessary. So take the time to make your meetings matter. During the meeting refresh the vision, make the decision, and get back to work!</li>\n	<li><strong>Enter the Race</strong> - You know about S.M.A.R.T. goals - specific, measurable, achievable, realistic and time-sensitive goals designed to give you short and long-term standards of success. Create S.M.A.R.T. goals <em>with</em> your team. Define where you\'ll start, finish, and how fast you intend to get there. This should be more than financials and P &amp; L statements. How will your S.M.A.R.T. goals strengthen your team, create value for employees and give clients an amazing experience with an industry defining product? Enter the race.</li>\n	<li><strong>Make a Mess</strong> - I\'ve already said it, I\'m no athlete. I don\'t know much about how to exercise, but I\'m learning. Don\'t let what you don\'t know or what you can\'t do stop you from trying. Start. Make a mess. Clean it up. Move forward.</li>\n	<li><strong>Compete to a Higher Standard</strong> - Good is not enough. Industry leader is not the standard. Market share matters, but where do you go when you reach the top? Set a higher standard. Compete against yourself. Don\'t get discouraged by comparing your behind the scenes footage with everyone else\'s highlights reel. Set a higher standard.</li>\n	<li><strong>Celebrate the Win</strong> - Recognize every milestone. Talk about the progress you make. When you reach the finish line have a party, pass out bonuses, have a cookie, and <em>enter the next race</em>.</li>\n</ol>\nThis year, stop working out. <em>Start <strong>training</strong> for something that matters.</em>\n\n<strong>QUESTIONS</strong>\n<ol>\n	<li>How do you keep your team motivated?</li>\n	<li>What are your personal and corporate S.M.A.R.T. goals?</li>\n	<li>How do you train? What are you training for?</li>\n</ol>', 'Training vs. Working Out &#124; 6 Practices of a Healthy Culture', '', 'publish', 'open', 'open', '', 'training-vs-working-out-6-practices-of-a-healthy-culture', '', '', '2013-01-29 06:37:16', '2013-01-29 12:37:16', '', 0, 'http://leadchangegroup.com/?p=8361', 0, 'post', '', 1),
(8396, 320, '2013-01-28 06:09:55', '2013-01-28 12:09:55', '[caption id=\"attachment_8207\" align=\"alignright\" width=\"125\"] Responsibility in 3 R\'s[/caption]\n\nRecent events in the news indicate a need for a new era of <a href=\"http://leadchangegroup.com/three-rs-in-the-new-era-of-responsibility/\">responsibility</a>. Lance Armstrong is the latest hero to have fallen in the public arena. In his television interview with Oprah the world discovered that he won his Tour de France title and Olympics bronze medal in cycling while using various performance-enhancing drugs and hormones. On top of this, Armstrong adamantly denied for years any allegation of cheating or doping. The public\'s focus and analysis of Armstrong\'s admission have eclipsed other news stories because the fall of a hero is devastating to a tremendous number of people. What is at issue is a lack of respect that displaced responsible actions.\n<ul>\n	<li>A lack of respect for position leads to a breech of trust. Competitor, champion, public role model, CEO all entail the stewardship of trust. The trust was broken as a result of irresponsible behavior because he lacked respect for his position.</li>\n	<li>A lack of respect for experience lends to cheapening one\'s influence on others. Armstrong\'s survival of cancer and subsequent efforts to help others through Livestrong influenced thousands to believe they could make a difference. That influence was diminished by irresponsible behavior because he did not respect how he influenced others.</li>\n	<li>A lack of respect for voice cheapened the words that so many bought into wholeheartedly. Consider this <a href=\"http://www.goodreads.com/author/quotes/1544.Lance_Armstrong\">quote</a>: “This is my body, and I can do whatever I want to it. I can Push it; Study it; Tweak it; Listen to it. Everybody wants to know what I am on. What am I on? I am on my bike busting my a-- six hours a day. What are YOU on?”</li>\n</ul>\nA new era of responsibility will require respect from leaders toward those who follow them. What do you see as the main obstacle to respect in the workplace? At home? In civic life and government?', 'Respect in a New Era of Responsibility', '', 'publish', 'open', 'open', '', 'respect-in-a-new-era-of-responsibility', '', '', '2013-01-28 06:09:55', '2013-01-28 12:09:55', '', 0, 'http://leadchangegroup.com/?p=8396', 0, 'post', '', 5),
(8402, 324, '2013-02-07 06:18:57', '2013-02-07 12:18:57', 'The world didn’t disappear on December 21<sup>st</sup> but the era of business, as we know it, is over.\n\nPart 1 : The future of mass production\n\nCrisis is still creating lots of casualties in the business world. Do companies still suffer from the worldwide financial crisis or did they adapt to the new reality? The world changed a lot since 2008.\n\nMass production as we know it in the western world is definitely coming to an end and one of the most significant examples can be found in the automotive industry. Over the past years, car factories closed and thousands of people lost their jobs. Even today, when a car manufacturer decides to close a factory, people seem to be surprised while there’s nothing to be surprised about. In some countries, governments even subsidize the industry or use their political power to keep factories open in their respective countries, the perfect example of value destruction while every single western country is struggling to get their financial situation back on track.\n\nThey all suffer the same problem: saturated markets, especially in Europe at this time, and we don\'t need rocket science to understand why.  Today, we’re producing cars at a much faster and efficient rate than Henry Ford was doing with his Model T Ford 100 years ago with high production outputs as a result. Most families though, have cars that last much longer than the Model T back in 1908. Since the crisis kicked in, people seem to realize that they don’t necessarily have to replace their cars every 3 to 4 years, resulting in a big downturn in the market.\n\nMore old fashioned, non-flexible, factories will have to close their doors and we’ll move towards more modular, flexible solutions; this can already be noted in new factories but they’re only first small steps. More modularity, cross-product and cross-firm standard components supported by better communication technology will eventually lead to a business model that we have already seen in the consumer electronics business for years. Manufactures like Volvo &amp; Fiat already have set their first steps but are waiting on the big boys in automotive to get the ball rolling. It’s only a matter of time before we can order our cars just like we order our personal computers.', 'The end of the world: Part I', '', 'publish', 'open', 'open', '', 'the-end-of-the-world-part-i', '', '', '2013-02-07 06:18:57', '2013-02-07 12:18:57', '', 0, 'http://leadchangegroup.com/?p=8402', 0, 'post', '', 0),
(8414, 309, '2013-01-23 06:11:15', '2013-01-23 12:11:15', 'Leadership is a delicate balance of relationship management. Those you lead must trust and respect you. They can’t trust you until they know you – and you them. Respect comes from time spent working with, listening to, and inspiring your team. They must know where you are leading them. So, you spend time building great relationships with your team. You weather tough times together. You invest in them beyond what they would have expected. Everything seems to be fine until…\n\nA relational rift occurs. Maybe it started as a simple miscommunication. Maybe you said, or didn’t say, what needed to be said and the result is a deepening chasm of mistrust and hurt feelings. Whatever the cause, you know the relationship is damaged and you are left wondering if it can ever be the same.\n\nI have led many teams over the years and had my share of miscommunications and missteps when it comes to relationship management. I have learned valuable lessons from some of those experiences. One still stands out.\n\nI met Robert (not his real name) shortly after I had taken a leadership position in a non-profit organization in my young 30s. Robert was older than me, but we had quite a few things in common and quickly became good friends. He was a talented guy and skilled in many areas. I was heading up a team of 45 volunteers at the time and as the organization grew, I could see that Robert had leadership potential. After a time of development and training, I gave him his own team to lead. He took off. Our professional relationship, as well as our personal relationship, was as strong as ever. We weathered tough times together. We enjoyed highly productive and successful times together. When I took the senior leadership role of the organization, I knew I wanted Robert on the Board.\n\nThere came a point when I had a fairly large project I was heading up and had need for a highly talented and skilled individual to help me. Robert had many of the qualities needed, but not all. So I chose someone else. On the surface, this seemed to be a logical choice. It was the implementation of my decision that did the damage.\n\nInstead of talking with Robert and explaining my decision, I simply made the decision and moved on. I knew better. I learned years ago to communicate decisions with key leaders. Embarrassingly, I hoped if I ignored the hard discussion and avoided certain topics in conversations with Robert, that everything would be alright. My “leadership” voice screamed into my mind that I had made a fatal error, yet I continued to ignore it. Robert learned of my decision second hand.\n\nMy relationship with Robert began to show signs of strain. Our personal interaction became sporadic. Our conversations were shorter and colder. Our Board meetings were tense as well. At one particular meeting, tensions boiled over and I found myself in a very heated argument with Robert. He accused me of deceitfulness, duplicity, and a few other not-so-complimentary leadership acumen. I can still see it in my mind. Both of us standing on either side of the conference table, face to face, yelling accusations at each other. Not exactly my best leadership moment.\n\nWe now had a canyon between us with no way to cross it. Time passed and we eventually went our separate ways. We attempted to reconcile a year later, just before I moved from the area to start my leadership company in Phoenix, Arizona. We settled our differences for the most part, but the relationship never got back to the way it was. I will never have the same relationship I once had with Robert. All because I made a critical leadership mistake in communication.\n\nHow do you possibly fix a situation like this? The obvious answer is to not get into the situation to begin with. If your leadership gut is telling you (like mine was) to go the extra mile and speak the whole truth, as difficult as it may be, don’t ignore it. You will save yourself much heartache. Next week, <a title=\"When Good Working Relationships Go Bad - Part 2\" href=\"http://leadchangegroup.com/when-good-working-relationships-go-bad-part-2/\">in part 2 of this article</a>, we’ll look at specific solutions to restoring relationships.', 'When Good Working Relationships Go Bad, Part 1', '', 'publish', 'open', 'open', '', 'when-good-working-relationships-go-bad-part-1', '', '', '2013-01-23 06:11:15', '2013-01-23 12:11:15', '', 0, 'http://leadchangegroup.com/?p=8414', 0, 'post', '', 12),
(8416, 309, '2013-01-30 06:21:03', '2013-01-30 12:21:03', 'In the <a title=\"When Good Working Relationships Go Bad - Part 1\" href=\"http://leadchangegroup.com/when-good-working-relationships-go-bad-part-1/\">first part of this article</a>, we looked at how a relationship with a co-worker can go wrong. Now, what do you do about it? How do you restore that relationship to health?\n\n<strong>1. Own up to your mistakes quickly.</strong> Do not think time will fix the problem; it will only make things worse. In the absence of correct information, the mind will fill in the gaps – often with incorrect information – making the relational rift wider and reconciliation more difficult. Don’t look to blame the other person or make excuses. Instead, look to your own mishandling of the situation and genuinely apologize for your errors. Don’t point out the other person’s mistakes. Let them do that. Approach this reconciliation humbly and with a teachable spirit. If your first attempt doesn’t completely solve this issue, try again in a week or two.\n\n<strong>2. Rebuild trust through over-communication.</strong> In a relationship that has been damaged, trust takes time to rebuild. Expect it. Be cognizant of your communication and over-communicate. Be ready for continued mistrust and cynicism.  As you continue to demonstrate consistent communication, the walls of mistrust and cynicism will come down. Go in small steps if necessary, but be strategic about it. Include the other person in the decision making process as is appropriate. If the other person accuses you of some kind of agenda, you can respond in the affirmative. You are intentionally making efforts to repair the relationship.\n\n<strong>3. You cannot control the other person’s response.</strong> In an ideal world, your efforts will meet with rapid and continued success. However, in the <i>real</i> world, the unknown factor is the other person’s individual reaction to your overtures. If they don’t initially respond to your attempts, have patience. The only person you can control is you.\n\n<strong>4. Once you resolve your rift, don’t stop building into the relationship.</strong> In any relationship, each person makes a series of “deposits” and “withdrawals” in the emotional bank account of the other person (and yes, even men have emotional bank accounts). Deposits can be encouragement, experiencing a win together, and recognition, to name a few. Every time you engage in one or more of these activities, the bank account grows. Withdrawals are those times you make a mistake. It may be a miscommunication or moment of broken trust. Each time you engage in one of these activities, the bank account diminishes. If you have a lot of deposits, even when you mess up or do something that hurts the relationship, the other person still thinks highly of you.\n\nIt may be tempting here to think that it would be so much easier to simply fire the person or otherwise go your separate ways. It may in fact be easier, but not beneficial. Good leaders are hard to find. Great leaders are even harder. The amount of time, energy, and money needed to bring on a new leader is high. It takes time for the new leader to get to know the rest of the team and build trust. Productivity may remain stagnant or even decline when the change of leadership is experienced.\n\nIf you cannot, or will not, work through relational challenges, you will only repeat the mistakes. You may hire that next “great” leader who will be the best fit ever for your organization only to find the same pattern of relational discord 6 months or a year down the road. You will find yourself in the same place, although the reasons may be different, facing the same decision to work it out or move on. The choice you make will either set your leadership on a new path or down your current road to relational destruction. The cost for not reconciling the relationship is high; added stress, lost productivity, lost trust by the rest of your team in your ability to lead effectively, high costs in the hiring process, and stalled progress toward your goals.\n\nThe cost to reconciling the relationship is also high, but the benefits far outweigh the costs. It will take more thought and energy to work through the issue, but you will become a more effective leader and communicator. You will show your team and organization that you value people and relationships, not just productivity. This will increase loyalty, creativity, and productivity at all levels of the organization. This is the stuff of great leadership, and it comes with a cost. Like anything worth having, the cost is well worth your time and effort.', 'When Good Working Relationships Go Bad, Part 2', '', 'publish', 'open', 'open', '', 'when-good-working-relationships-go-bad-part-2', '', '', '2013-01-30 06:21:03', '2013-01-30 12:21:03', '', 0, 'http://leadchangegroup.com/?p=8416', 0, 'post', '', 5);
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(8419, 314, '2013-01-25 05:57:46', '2013-01-25 11:57:46', '[caption id=\"attachment_8420\" align=\"alignleft\" width=\"300\"] Fotolia[/caption]\n\nWhat dictates the goals you set? Who sets your goals?  What drives them?\n\nThere are a lot of great books and information available on goal setting.  Some simple, some complicated and others really complicated.  You can get as sophisticated as you want.  You can get as complicated as you want.  You can even attend conferences and seminars that will teach you how to set and reach goals.\n\nThat’s not what I’m talking about today.\n\nThere’s a system out there if you search hard enough.  The question is, what drives your goal setting?  Do you set your goals with a system or a compass?\n\nOnly you can answer the question.\n\n<b>A System or a Compass</b>\n\nWho are you?  What do you want to be? What dictates the choices you will make every day?  These internal questions may be worth answering first, before you set goals.\n\nWhat’s on the inside matters.  Author and pastor <a href=\"http://www.amazon.com/Andy-Stanley/e/B002GPZ0X4\">Andy Stanley</a> calls these “be goals” (<i>who am I</i>) vs. “do goals” (<i>what I want to accomplish</i>).   Both are important.\n\nYou need to determine who you want to be first.  Then you can determine what you want to accomplish.   They need to align.\n<blockquote>\n<p align=\"center\"><i>For example, let’s say you want to be a dependable person.  Why is being dependable important to you?  What’s the impact on others if you are not dependable?</i></p>\n</blockquote>\nThe answers to questions like this help you set goals that align with “<i>who</i>” you are.\n\n<b>Who Do You Want To Be?</b>\n\nCan you answer this question?  Honestly?  What words describe who you are and who you want to be?  Best-selling author <a href=\"https://www.stephencovey.com\">Stephen R. Covey</a> has a great exercise for this.  Think of your funeral.  How would you want others to describe you?  How did you make a difference?\n\nThis ultimately becomes your personal definition of success.\n\n<b>Some Examples</b>\n<ul>\n	<li>A person of character</li>\n	<li>A person with integrity</li>\n	<li>Dependable person</li>\n	<li>Honest person</li>\n	<li>Nice person</li>\n	<li>Great communicator</li>\n	<li>Unselfish</li>\n	<li>Willing to lead others</li>\n	<li>Relationship oriented</li>\n	<li>Great husband and father</li>\n</ul>\nThese may or may not describe who or what you want to be.   However, once your write out your words and thoughts to describe you, you have a foundation for setting some awesome personal goals.\n\n<b>Inside Out Approach</b>\n\nOnce you know these core things, you won’t (shouldn’t) sacrifice them for a material goal or possession.  If it goes against being honest, dependable or whatever you want to be, you don’t do it. This helps you create alignment between “who” you are and “what” you want to accomplish.\n\nIf you make the decision to not incur any debt, you don’t do it.  It doesn’t align with “who” you are and “what” you want to accomplish.  It’s an easier decision, not easy.\n\n<b>Keys</b>\n\nThe key is to write it down. Who and what do you want to become? If you don’t know the answer, you can’t align (set) your goals. Take the time and think it through.\n\nSucceed internally and set goals that align with who you are and who you want to be.  Life decisions become a lot easier.  You have a foundation to guide you.\n\nYou will be tempted.  You will fail.  You will learn.  You will grow.  Then you will do it all over again.\n\nBut you will have a solid foundation to set goals that align with “<i>who</i>” you are.  Don’t let others dictate and set goals for you.\n\nFind your compass and lead!\n\n<b>What else can you do to make sure you succeed internally and align your goals with who you are and who you want to be?</b>', 'A System or A Compass - It&#039;s Your Decision', '', 'publish', 'open', 'open', '', 'a-system-or-a-compass-its-your-decision', '', '', '2013-01-25 05:57:46', '2013-01-25 11:57:46', '', 0, 'http://leadchangegroup.com/?p=8419', 0, 'post', '', 3),
(8442, 244, '2013-02-26 12:05:12', '2013-02-26 18:05:12', 'Building consensus is key in the democratic process. When you have a vote you “have a say” in the outcome. Even if the vote doesn’t go your way, you still had the privilege of having a voice.\n\nVoting may be an effective way to elect someone into office. After all, you will rarely, if ever, get 100% of people voting to agree on any one candidate, or anything else for that matter.\n\n<strong>However, contrary to popular belief, voting is a terrible way to make decisions by a team. </strong>\n\nThere are two fundamental reasons why…\n<a href=\"http://randomactsofleadership.com/why-consensus-doesnt-work/\">Read More</a>', 'Why Consensus Doesn’t Work', '', 'publish', 'open', 'open', '', 'why-consensus-doesnt-work', '', '', '2013-02-26 12:05:12', '2013-02-26 18:05:12', '', 0, 'http://leadchangegroup.com/?p=8442', 0, 'post', '', 1),
(8455, 244, '2013-02-14 12:51:05', '2013-02-14 18:51:05', 'The theory and context of leadership is immensely valuable. But if you want to cultivate leadership in others you must continually build the bridge from theory to action.\n\nOne of the best ways to do that is to recognize and celebrate leadership in action. The notion of “Random Acts of Leadership” is making leadership simple and accessible by helping people to see the moment to moment opportunities to lead so they can seize them.\n\nOne of the best bridges between the theory of leadership and the day-to-day actions of a leader are what I refer to as the 3 Fundamental Acts of Leadership.\n\n<a href=\"http://randomactsofleadership.com/catch-them-in-the-act/\">Read More</a>\n\n&nbsp;', 'Catch Them In the Act', '', 'publish', 'open', 'open', '', 'catch-them-in-the-act', '', '', '2013-02-14 12:51:05', '2013-02-14 18:51:05', '', 0, 'http://leadchangegroup.com/?p=8455', 0, 'post', '', 0),
(8479, 277, '2013-02-01 05:14:18', '2013-02-01 11:14:18', '<img class=\"alignright size-medium wp-image-8498\" alt=\"\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/01/mpb-leadchange-bull-in-china-shop-photo-012513-300x240.jpg\" width=\"300\" height=\"240\" />My answer is “not well.” Yet corporations often put Bulls in managerial positions, expecting them to deliver great things. For a time, results may look good. But if you dig deeper, you will find eroding employee engagement, which leads to expensive turnover and sub-optimal business performance.\n<h3><b>Consider this example</b></h3>\nRoger, a Bull manager, always “tells,” rarely “asks.” He knows what he wants, demands it, and pushes everyone to adapt to his schedule and expectations. He believes that every second counts and does not view relationship-building as time well spent or a necessary activity for getting great work done.\n\nHe is not empathetic or understanding. He rarely changes his mind, even with new information. He operates solely on his own agenda, showing little or no interest in his employees’ opinions. He rejects suggestions quickly, as he knows others’ ideas won\'t work. He easily confronts people, often using words that are harsh, strong, or judgmental. He can be arrogant, as if to say he has all the answers. He doesn\'t trust his employees to do a good job, so he hovers and corrects them.\n\nRoger doesn\'t include others before making decisions. While he thinks he coaches his employees, his “coaching” comes across as demands. No one would call him nurturing or encouraging. His language and tone exude frustration and anger. He is extremely unpleasant to work for.\n<h3><b>What’s wrong with this picture?</b></h3>\nRoger is quite smart and excelled at his previous jobs as an individual contributor. But he doesn\'t understand people, so he places his full focus on tasks and objectives, not realizing that the people doing these tasks have needs, too.\n\nThe most effective managers use two skill sets well:\n<ul>\n	<li>Relating, which includes relationship-building activities such as asking, listening, including, coaching, and encouraging.</li>\n	<li>Requiring, which encompasses results-oriented activities such as setting expectations, focusing on goals, insisting on excellence, establishing appropriate controls, confronting performance issues, and asserting your views.</li>\n</ul>\nRoger is an Over-Requiring, Under-Relating manager, and his behavior pushes employees away.\n<h3><b>Coaching the Bull</b></h3>\nOf all management styles, I find Bulls are the hardest managers to coach. They typically don’t listen well. They often think they have the answers already. Over the years, I’ve tried the following messages, with limited success:\n<ol>\n	<li>\"You are a results-oriented manager. But you would get far better results by asking, listening, including, coaching, and encouraging your people more often, and lowering the volume on how you demand and require of your people.\"</li>\n	<li>\"You were an excellent, hard-working individual achiever. But now your success is measured by how well you let others achieve. This takes a different set of skills. Unless you develop these skills, you cannot be effective as a manager.\"</li>\n	<li>\"Your goal is fine...to do a lot of excellent work and meet productivity objectives. But the manner you use to get results is damaging our business and sabotaging your career.\"</li>\n	<li>“Our top employees will not work for an over-Requiring, under-Relating manager very long. They will seek a more reasonable manager and leave or transfer. That will require you to start over with new people, lowering your productivity. Over time, the company will not want to give you any new people.”</li>\n	<li>\"You have taught your people to give you exactly what you want, but they no longer give you new ideas or suggestions for how to do things better. You have demotivated them, which is why you see them lacking.”</li>\n	<li>\"I know you don\'t need to be liked. But you do need people to appreciate and respect being managed by you. You are not on track to get that respect.\"</li>\n</ol>\nThough all the arguments above are true, none will likely prompt the Bull to change. In my experience, Bulls believe that any negative impact they are having on their employees is necessary for getting good work accomplished.\n\nThe only way I’ve been able to get a Bull’s attention is to say, “You are failing as a manager” or “You will be fired if this over-Requiring, under-Relating behavior continues.” Then, if he believes you, you may have an opportunity to discuss what the Bull needs to change in order to manage his china shop effectively.\n\nHave you had any success in changing a Bull? What messages have you used to get a Bull’s attention?\n\n<i>(Want to see how Bullish you are? There’s a free assessment at <a href=\"http://www.managingpeoplebetter.com/mpb/index.html\">www.managingpeoplebetter.com</a>). </i>\n<pre> <img class=\"alignleft size-medium wp-image-8623\" alt=\"pawel\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/02/pawel-300x85.png\" width=\"300\" height=\"85\" /></pre>\n<pre></pre>', 'Can A Bull Manage A China Shop?', 'Organizations often put Bulls in managerial positions, expecting them to deliver great things. For a time, results may look good. But if you dig deeper, you will find eroding employee engagement, which leads to expensive turnover and sub-optimal business performance.', 'publish', 'open', 'open', '', 'can-a-bull-manage-a-china-shop', '', '', '2013-02-01 05:14:18', '2013-02-01 11:14:18', '', 0, 'http://leadchangegroup.com/?p=8479', 0, 'post', '', 0),
(8501, 290, '2013-01-26 14:03:43', '2013-01-26 20:03:43', 'Much has been written about the importance of a life plan. Even more has been written and promoted about steps to develop one. All of this is positive, but is it the right approach?\n\n<strong>Life plans without a life philosophy will not survive in the long haul.</strong>\n\nLife plans set a direction and key objectives to pursue. It may even include key milestones to check along the way. Again, all positive. However, what is the meaning behind the plan? What character traits are embedded in plan? What is the aim of the plan in 1 year, 5 years, 10 years, or a lifetime?\n\nWhen a life philosophy and life plan come together, this is where the true power is realized. To gain further clarity on this situation, let’s unbox it.\n\n<a href=\"http://www.thindifference.com/2013/01/24/is-it-better-to-have-a-life-plan-or-a-life-philosophy/\">Read More</a>\n\n&nbsp;', 'Is It Better to Have a Life Plan or a Life Philosophy?', '', 'publish', 'open', 'open', '', 'is-it-better-to-have-a-life-plan-or-a-life-philosophy', '', '', '2013-01-26 14:03:43', '2013-01-26 20:03:43', '', 0, 'http://leadchangegroup.com/?p=8501', 0, 'post', '', 2),
(8526, 243, '2013-02-02 07:47:00', '2013-02-02 13:47:00', 'Have you ever choked? I\'m not talking about dinner. Choking is a performance analogy. I\'ve been fortunate to play Pebble Beach Golf Links. In the golf world, it\'s about as close as you can get to the center of the universe. The course is beautiful and often so is the weather. Incredible.\n\nWhen you spend more money than you ever thought you would to go to the greatest course in the world, you want to play your best. Or at least I do. But the more \"best\" I want to do the more tense I become; the more sensitive I am to my mistakes and the more important every detail. Every stroke is one stroke closer to finishing my round with few (or no) good shots. Each bad shot is one more shot on the wrong side of the scale. The more tense I become the worse I do. It took a serious mental adjustment for me to have my time at Pebble Beach be some of the greatest time of my golf life.\n\nAfter I started Lead Change and we started having all of the excitement of being a virtual leadership community on the cutting edge of Twitter and LinkedIn, I started choking. It seemed like everything I did was wrong. Some people suggested that I do things a particular way. What was my plan? How would the group sustain itself? What would our product be? What was our plan for getting members or income?\n\nAlmost everything we did failed to meet my expectations. We had a great first tweet-chat but a not-so-good second one. And I realized I didn\'t like the idea of doing one every week, or even every month. We had a BlogTalkRadio show but that got old after a while too. And I thought more than 30 people would listen.\n\nWe even had a meeting in February 2010, but in the end only just enough people registered that I didn\'t lose money on the event. After it was over I was exhausted and I felt overwhelmed at all of the things I could think of that needed to be done.\n\nTruth be told, often, very often, I feel wrong. Few things we attempted met my expectations. While many encouraged, I wondered about all the energy I had spent. Was it wasted?\n\nGodin\'s chapter, How to Be Wrong, really didn\'t help so much in the short run. It simply reminded me why Lead Change was so important to me and why I couldn\'t let the fear of failure paralyze me.\n\n<a href=\"http://www.amazon.com/gp/product/1591842336/ref=as_li_ss_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591842336&amp;linkCode=as2&amp;tag=elevate-20\"><img class=\"alignright size-thumbnail wp-image-6502\" alt=\"tribes_01-210x300\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/04/tribes_01-210x300-125x125.jpg\" width=\"125\" height=\"125\" /></a>From the book:\n<blockquote>\"The secret of being wrong isn\'t to avoid being wrong!\n\n\"The secret is being willing to be wrong.\n\n\"The secret is realizing that wrong isn\'t fatal.\n\n\"The only thing that makes people and organizations great is their willingness to be not great along the way. The desire to fail on the way to reaching a bigger goal is the untold secret of success.\"</blockquote>\nGodin goes on to say that there is no easy answer. There is no formula for creating a successful tribe. It isn\'t easy.\n\nI dislike uncertainty and being wrong. I don\'t like to look stupid. I don\'t like the idea of telling my grandkids how I wasted my self-employment or tons of money.\n\nBut I know what I like less. I will not do nothing. Too many of us have become doers of nothing instead of doers of something. I can\'t guarantee success and neither can Godin. But I can guarantee failure - simply do nothing.\n\nAs I\'ve said <a title=\"Heretical Leadership \" href=\"/heretical-leadership/\">elsewhere</a>, we don\'t need leaders to lead same. We need people to lead change. We need people who accept the idea that the only real failure is failure to act. Everything else is feedback, input, lesson material, or practice.\n<blockquote>\"The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there.\" Seth Godin, Tribes page 108.</blockquote>\nLeadership is learned, not taught. Lead Change is a place where people can self-develop. Trial without error is the stuff of fables. If you want a place to be wrong as you develop your leadership voice, sharpen your ideas and practice your craft, well, you found it. What are you waiting for?\n\n<em>This is the sixth part of a series on the origins of the Lead Change Group based on one of the key books that inspired me to take action: <a title=\"Tribes by Seth Godin on Amazon.com\" href=\"http://www.amazon.com/gp/product/1591842336/ref=as_li_ss_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591842336&amp;linkCode=as2&amp;tag=elevate-20\">Tribes by Seth Godin</a>. For links to all the posts, check out this page.</em>\n<span style=\"font-size: xx-small;\">Photo 02-11-12 @ bahri altay iStockPhoto</span>', 'How to Be Wrong - Origins of Lead Change Group Part 6', '', 'publish', 'open', 'open', '', 'how-to-be-wrong-origins-of-lead-change-group-part-6', '', '', '2013-02-02 07:47:00', '2013-02-02 13:47:00', '', 0, 'http://leadchangegroup.com/?p=8526', 0, 'post', '', 3),
(8604, 310, '2013-01-31 06:19:49', '2013-01-31 12:19:49', 'January 2013 has been a landmark month in celebrating the wonder and fulfillment of dreams. With the Dr. Martin Luther King holiday occurring on the same day as the Presidential Inauguration of Barak H. Obama, 150 years after the Emancipation Proclamation became law, history continues to teach. In addition there are other significant events this year that relate to the quest for the American dream, present in the chronicles of Lincoln and Kennedy, with their contributions for legislative inroads toward equality and justice. King sacrificially instigated for action on those principals, transforming his cause into a movement. These three leaders tackled what seemed like nightmares and instead made courageous visions a reality. None of these feats happened without hard fought leadership from presidents to everyday citizens.\n\nHow do we personalize the work of these leaders as we move forward? Do we each ‘have a dream?\'\n\nI had the privilege to speak at the MLK holiday program in my community on that historic day of January 21. My message consisted of four haves for a dream – four being a directional number that can help us harness their messages to focus for the way ahead.\n\n<b>1. Have a Dream Purpose</b>.  In his breakthrough speech of August 1963, Dr. King said “<i>I have a dream that one day</i>…” then he proceeded through a list of his personal and societal wishes.  So why don’t we each start to fill in the blanks of our own “that one day…\" for ourselves, our families, our communities, our teams.  Then turn those dreams into a vision, making them Personal, Radical and Significant, by having a plan to make them reality.\n\nI served in the army for a while, and during my training, marching was mandatory as a learned skill with its protocols and timing. It was done in groups as we navigated around the base by foot. To get from one location to the next, the leader, often a drill sergeant would issue a command, Forward March!  And then we’d move out smartly and swiftly in line with purpose to the next destination.  What was being formed in this disciplined culture? For soldiers to know where we are and want to go, then move with a purpose.\n\nHow do we find meaning in where we’re supposed to go? Oftentimes we respond to the elements of our DNA, what I call <i>Delivered Natural Ability</i>, to be shared with the world. As Dr. King also stated, everybody can serve in some capacity and whatever that is, we should strive to be the best at it. Intertwine our purpose with the power to lead forward.\n\n<b>2.  Have a Dream Posse</b>. We don’t journey alone in this world. Nor can we totally survive and progress in our own enclaves. It’s important that we bring others into our movement. Support in and outside of ourselves and communities is needed for solutions. On August 28, 1963 Dr. King was surrounded on that stage at the Lincoln memorial by people with beginnings in the north, east, south and west— from religious, labor, art, women’s and other organizations, all dedicated to the causes of equality and justice.\n\nWe learn about each other through these interactions, our commonalities as well as our differences. And we can question each other to explore and know more about our mutual goals. <a title=\"view quote\" href=\"http://www.brainyquote.com/quotes/quotes/i/indiragand163281.html\">Indira Gandhi</a> once said, <i>“</i><i><a title=\"view quote\" href=\"http://www.brainyquote.com/quotes/quotes/i/indiragand163281.html\">The power to question is the basis of all human progress.</a></i>” In our posse, we need to understand the know-how and the stories of each other’s journey to unite in moving forward.\n\n<b>3. Have Dream Progress Points</b>. How do we know that we’re really moving forward? Is there visible evidence of our vision’s progress?  Can we see breakthrough points, even in the midst of blight? Lincoln and two Kennedys were assassinated, yet the strength of the causes in their legacies sustains. The history of the civil rights movement includes ugliness from experiences with jail sentences to dogs, fire hoses, vilification and even conflict among themselves. But Dr. King and his posse kept going in the direction of respect for humanity.\n\nHistory is full of others who’ve shouldered their struggles or mistakes and turned them into beaming successes. For all of us, in these challenging times, things change quickly; dreams can turn to nightmares in our finances, health, relationships, or careers. But we can seek another opportunity and imagine anew. So let’s progress the dream in our community, home and ourselves, remembering some history as a check point.\n\n<b>4. Have a wakeup call from your dream, find the message and get moving. </b>Thinking back to our youth we did just that. When we woke up from a night of having a dream – there was an urge to tell it, to a parent, grandparent, sibling or buddy.  We reported them as big, recalling details with vivid accuracy, as we shared our dreams while creating a wishful awe.\n\nSo it’s time to do that now. We can dream bold and bountiful, then move by taking our goals on the road to help others in our communities. As we know from Dr. King, one person’s vision can affect change for the masses.\n\n<a href=\"http://www.brainyquote.com/quotes/authors/r/robert_kennedy.html\">Robert F. Kennedy</a> once said, “<i>There are those who look at things the way they are, and ask why... I dream of things that never were, and ask why not</i>?” Can we lead the way to our good dream report by having a purpose, a posse, progress point, and a wakeup call?\n\n&nbsp;\n\n&nbsp;', 'Your Dream: 4 Must Haves from History to Lead Forward', '', 'publish', 'open', 'open', '', 'your-dream-4-must-haves-from-history-to-lead-forward', '', '', '2013-01-31 06:19:49', '2013-01-31 12:19:49', '', 0, 'http://leadchangegroup.com/?p=8604', 0, 'post', '', 4),
(8684, 325, '2013-02-11 06:31:06', '2013-02-11 12:31:06', 'If your employees are getting the job done and they don’t complain too much, why change anything, right? Wrong. Whether you are in charge of thousands of employees, or just a few, it is still important that you reward them in the right way. Maybe you have never thought about it before, but you might be surprised how much good it can do to show your employees your appreciation with something concrete.\n<h2>Motivation</h2>\nThe first and most obvious reason for <a href=\"http://www.octanner.com/rewards-programs\">employee rewards</a> is the motivation that it provides. Good employees will try their best anyway, but even the best employees are spurred on by a little extra incentive. It might surprise you to find out that most people do not work at their full capacity, and most people often do the bare minimum. So if you want everyone to work a bit harder, create a rewards scheme and let them know what will happen if they do good work. Sometimes there does not have to be something going wrong in order for you to want to kick your business up a notch.\n<h2>Community</h2>\nA good rewards program can be one of the most effective ways to create a good sense of community in the workplace. Friendly competition is a great way to help employees to bond and get to know each other, creating unity. And a happy, unified work environment will always produce results. The best benefit though, is the good feelings that rewards will create towards your company. The knock on effect of this is employee retention. If employees love the company that they work for, they are much more likely to pursue their career goals with you, rather than looking for employment elsewhere.\n<h2>Big Rewards and Small Rewards</h2>\nNot every reward has to become a big show. Something as simple as treating your employees to lunch every so often, or an employee party or retreat, can be enough of a reward. And it is the kind of real reward that people notice as it is more of an immediate, regular occurrence. However, the most effective rewards programs combine smaller, regular rewards, with bigger, more extravagant rewards at greater intervals. All designed to show your employees that you appreciate them.\n<h2>Productivity</h2>\nBetter motivation, better sense of community, employee retention, all of these things add up to one result: better productivity. And when all is said and done, your primary goal as an employer is to increase productivity whenever and wherever you can. If you can successfully create a company family, that cares about each other as well as the company as a whole, you will see a marked increase in results. And that is something that you can measure.', 'Employee Rewards: It’s All About Motivation', '', 'publish', 'open', 'open', '', 'employee-rewards-its-all-about-motivation', '', '', '2013-02-11 06:31:06', '2013-02-11 12:31:06', '', 0, 'https://leadchangegroup.com/?p=8684', 0, 'post', '', 3),
(8692, 270, '2013-02-08 06:36:03', '2013-02-08 12:36:03', '\n\nAs a child, were you fascinated with the idea of being invisible?  Or wondered what it would be like to see the world and not have the world see you? Have you ever played spy games and pretended to be incognito?\n\nIf you are a fan of <em>Lord of the Rings</em>, <em>The Fantastic Four</em>, Disney’s <em>Now You See Him  - Now You Don’t</em>, <em>The Invisible Man</em> or any \"Harry Potter\" movie, you’ve probably spent some time imagining what it would be like to be invisible.\n\nOn the flip side of that is our human need to be truly seen, loved, and accepted for who we are.  And to be allowed to use our brains, our hearts, and our imaginations in any situation we desire.\n\nSo what if you were suddenly cloaked?\n<ul>\n	<li>Would you feel like a little kid and embrace the adventure?</li>\n	<li>Would it be like <a title=\"Frodo Baggins - The Lord of The Rings\" href=\"http://en.wikipedia.org/wiki/Frodo_Baggins\">Frodo</a>, putting on “the ring” to be invisible and safe for a moment, but then exposed to dark forces like your own fears?</li>\n	<li>Would you become wiser or more humble?</li>\n	<li>Would you have fun for a time and then become more desperate to be seen again?</li>\n</ul>\nAs I prepare to move across the ocean, I know that almost as soon as my feet hit the ground I will be given a “cloak of invisibility.”\n\nWhen I first pondered that experience, scenes from movies and the media flashed through my mind and my emotions nearly knocked me over.  When I shared those thoughts with my husband, I found an unbelievable depth of understanding, support, and freedom.\n\nSo while my mind is tempted to listen to my first reaction of fear, and sadness, and the belief that I will somehow be diminished, my heart says that I can choose faith over fear.\n\nAnd although I’ve not seen my new wardrobe item yet, it has been named “the cloak of invisibility” to remind me:\n<ul>\n	<li>To focus on the joy that children experience when they imagine they are invisible and to help me turn this into a fun experience.</li>\n	<li>To help me remember that this an opportunity to seek first to understand, to grow my listening skills, and to learn about humility.</li>\n	<li>That there are lots of people in this world that are treated as if they are invisible and this is my chance to see them with new eyes.</li>\n	<li><strong>...That perhaps, the cloak will become one of the greatest gifts I’ve ever been given!</strong></li>\n</ul>\n<strong>So tell me…  When have you felt invisible?  What did you like about it?  What made it hard?  What did you learn? </strong>\n\nTo read more how we are leveraging our expat journey to learn more about self-leadership and navigating seasons of change ~ or to share your experiences and wisdom ~ <a title=\"The Expat Journey\" href=\"http://consultgiana.com/the-expat-journey/\">CLICK HERE!</a>\n<p style=\"text-align: center\">~~~</p>\n Photo Credits:  iStock Photo', 'The Invisible Woman', '', 'publish', 'open', 'open', '', 'the-invisible-woman', '', '', '2013-02-08 06:36:03', '2013-02-08 12:36:03', '', 0, 'http://leadchangegroup.com/?p=8692', 0, 'post', '', 4),
(8774, 288, '2013-02-14 06:24:41', '2013-02-14 12:24:41', '<i>“There are four ways, and only four ways, in which we have contact with the world. We are evaluated and classified by these four contacts: what we do, how we look, what we say, and how we say it.”  - Dale Carnegie</i>\n\nAt the end of last year, we shared a few tips to help you be more professional in the workplace and in meetings. As Dale Carnegie said, how we are in contact with others is more important than many people may realize. Whether you are a team leader, an assistant or simply an attendee of a meeting, the impression you leave on others can be a lasting one.\n\nWhile technology has created several mediums with which people can conveniently communicate, such as email, phone, video messaging and instant messaging, the use of in-person meetings and interactions will likely never completely disappear. Sure there are other forms of communication which may be faster and easier for busy professionals to utilize, but there are certain aspects which can only be accomplished in-person. From body language, to impressions, there are just certain things you can’t accomplish or see through other mediums. So while meeting in-person may take more time, many businesspeople believe that it will always be the most effective means of communication. Remember, people want to do business with those they can relate and personally connect to.\n\nWith that said, most businesses utilize technology to communicate unless an in-person meeting is absolutely necessary, making these in-person meetings rare and even more important. This may be your only chance to show your professionalism and to make a good impression on those in attendance. <a href=\"http://www.dalecarnegie.com/events/how_to_win_friends_and_influence_people_in_business/\">Communication in the workplace</a> within organizations and with clients, business partners and potential clients is extremely important. Hopefully you have been utilizing the tips from <a href=\"http://leadchangegroup.com/tips-for-professionalism-in-the-workplace-part-i/\">Part I</a> in your meetings so far this year. Here are a few more ideas on how you can demonstrate professionalism in meetings.\n<ol>\n	<li><b>Respect the meeting place:</b> Meetings will not always be held at your office or place of choice. While you may not be as comfortable with meeting places that are not on your turf, you must remain professional and calm and be comfortable letting others conduct the meeting. Learn how to step back and let others run the show.</li>\n	<li><b>Introductions: </b>It is important that everyone introduces themselves in a meeting. Introductions show that you care about everyone at the meeting and that you believe they have something important to contribute.</li>\n	<li><b>Gadget etiquette:</b> Even though in-person meetings don’t require technology for communication, you must not forget to use proper etiquette during the meeting regarding your everyday technology devices such as your phone and computer. Remember to mute them and try to avoid using them for the entire duration of the meeting.</li>\n	<li><b>The end is as important as the beginning: </b>Never leave a meeting in hurry. This gives the impression that the meeting is not important to you and that there are other things that take higher priority. When the meeting is over, stay behind for a bit to chat with attendees and ask or answer questions.</li>\n	<li><b>Leaving early:</b> Sometimes it may be impossible for you to stay for the entire meeting. If you need to leave early, try to notify the meeting organizer ahead of time. Be sure that you sit in a location from which you can easily leave so that you do not interrupt when you depart.</li>\n	<li><b>The follow up:</b> The actual meeting is only the start for making progress. If there were tasks delegated, make sure you complete and follow up with them in a timely fashion. You may also want to send out a short summary of the things that were discussed during the meeting and the action items that need to be completed. Also, remember to thank everyone for attending the meeting and ask for feedback.</li>\n</ol>\nBy using these easy tips, you can set your business apart by demonstrating outstanding professionalism. Make these lessons a part of the <a href=\"http://www.dalecarnegie.com/organizational-development-human-resources-training/\">corporate training</a> that all employees receive.\n\nWhat other things do you make sure to do before, during and after meetings? Share your tips!', 'Tips for Professionalism in the Workplace Part II', '', 'publish', 'open', 'open', '', 'tips-for-professionalism-in-the-workplace-part-ii', '', '', '2013-02-14 06:24:41', '2013-02-14 12:24:41', '', 0, 'http://leadchangegroup.com/?p=8774', 0, 'post', '', 3),
(8783, 303, '2013-02-13 06:04:35', '2013-02-13 12:04:35', 'One of the reasons I am passionate about leadership is because I believe our leaders now and in the future have the skill, position, influence and potential to help prevent and cure suffering at work.\n\nSuffering you might ask?  Isn’t that a strong word?  Well yes it is, and no, I am not even talking about the <a href=\"http://www.ted.com/talks/lisa_kristine_glimpses_of_modern_day_slavery.html\">endemic slavery</a> that exists, in our so called civilised world, or about the <a href=\"http://www.youtube.com/watch?feature=player_embedded&amp;v=yfKJ8Mof6lU\">child labour</a> horror which is rife still.  Even though, both are indeed a terrible indictment on our levels of “civility” and care for each other as world citizens.\n\nSo what do I mean by suffering?  By suffering I mean the “quiet desperation\" experienced when people come to work with a heavy heart.  When stress levels at work are so high employees are on medication.  When levels of cynicism are high, because senior managers simply aren’t trusted.  When people don’t have any control, don’t feel cared about and, are simply a “bum on a seat.”  If at this point in reading you are feeling dismissive, resistant or uncomfortable and you read on, you are likely one who is able to face those inconvenient truths which life presents us with.\n\n<i>“The mass of men lead lives of quiet desperation. What is called resignation is confirmed desperation. From the desperate city you go into the desperate country, and have to console yourself with the bravery of minks and muskrats. A stereotyped but unconscious despair is concealed even under what are called the games and amusements of mankind. There is no play in them, for this comes after work. But it is a characteristic of wisdom not to do desperate things.</i>”  Henry Thoreau\n\nDon’t get me wrong, I know only too well as leaders we face massive pressures and do a fantastic job most of the time.  But sometimes we have to purposefully take some time out to take a <b><i>really hard look</i></b>, to see the inconvenient truths surrounding us.\n\nAs a leader you might think suffering at work isn’t applicable to you and your team.  If your team is engaged, motivated, with a clear purpose, a great work/life balance and works harmoniously together, you could be in the small majority of leaders who actually help to relieve suffering at work.  If you think you are, ask your team.  If they confirm your perception, congratulations:  If not, would you listen and face an inconvenient truth?\n\nI worked with a brilliant group of students recently.  We talked about issues facing our leaders both at a global level and in the corporate and business world.  We looked at the economy, environment, war, diversity, technology and everything else which influences and impacts on our leadership.\n\nWe also looked at evidence out there about distrust and lack of competence of leaders at work.  According to the <a href=\"http://www.economist.com/blogs/newsbook/2013/01/world-economic-forum-davos\">World Economic Forum reported by “The Economist” in January 2013</a>, only 18% of followers trust leaders.  <a href=\"http://www.ddiworld.com/DDIWorld/media/trend-research/globalleadershipforecast2011_globalreport_ddi.pdf\">The DDI report “Time for a Leadership Revolution 2011 ”</a> reported  only 38% of leaders rated quality of leadership highly.  <a href=\"http://www.consultant-news.com/article_display.aspx?p=adp&amp;id=8269\">Study</a> after <a href=\"http://www.prweb.com/releases/2012/10/prweb10013402.htm\">study</a> shows employees aren’t loyal and are dissatisfied at work globally, while in the UK, <a href=\"http://www.personneltoday.com/articles/03/05/2012/58518/three-in-four-workers-report-managers-lack-of-leadership-and-skills.htm\">the CIPD Employee Outlook report 2012</a> showed a massive 72% of those surveyed reported a lack of leadership and management skills.\n\nAfter the students and I explored the issues currently facing leadership now and in the future, I asked them this.  “What qualities and skills would you want your own leader to have, given the task ahead”?  This is what they said.\n\n“Integrity: Credibility: Wisdom: Courage: Consistency: Social Intelligence: Charisma: Vision: Communication: Appreciation: Decision making: Fairness: Justice: Rational: Creativity: Honest: Open-mindedness”\n\nThis from a group of multi-cultural students, including a cross-section of ages and work skill.\n\nNot a mention about profit-making or sales acumen or economic prowess.  When I challenged them, and queried that the list was predominantly value based.  They confirmed it is those values which for them would make or break a leader.  There was also a resigned cynicism because some of them <i>did not believe leaders would buy into those values.</i>\n\nI was talking recently to a colleague about a change programme he was developing.  He was astounded because his experience with the senior team he said (quote) “could only be described as derogatory to their subordinates.”  I had come across this kind of attitude before.  I find it’s mostly an unconscious slant, which some leaders have slowly assumed over the years, because of their position and zoning out of their sense of powerlessness to make a difference.  I call it “The Superiority Complex.”\n\nOne of the problems with dealing with this complex is it is largely unconscious.  When someone becomes conscious of negative attitudes it can be terribly painful to wake up and realise how damaging their negative stance has been.  For many it is an inconvenient and painful truth, and for those who have the humility to surrender their attitude, it can be life changing.\n\nWe don\'t need a revolution in leadership, because then we make people wrong and resistant and thus the denial continues.  We simply need to wake up.  Wake up from the sleep we\'ve been in and when we do, we have to forgive ourselves for the lack of awareness our conditioning has created, and face up to the inconvenient truths and the painful albeit temporary process this can involve.\n\nWhen we face up to the truth of what leadership is really about, the suffering of employees will begin to diminish.  There are many great leaders and leadership experts who are effecting the shift needed.  A shift is happening, and it is a heartening shift, but one which needs courage and soul-searching to really make a difference.\n\nI have faced up to some inconvenient truths and uncomfortably have still many to face I am sure.  How are you doing?\n\n&nbsp;\n\nPhoto credit: photos.com', 'Facing Inconvenient Truths, the Mantle of Leadership?', '', 'publish', 'open', 'open', '', 'facing-inconvenient-truths-the-mantle-of-leadership', '', '', '2013-02-13 06:04:35', '2013-02-13 12:04:35', '', 0, 'http://leadchangegroup.com/?p=8783', 0, 'post', '', 2),
(8830, 277, '2013-02-20 06:09:02', '2013-02-20 12:09:02', '<img class=\"alignright size-medium wp-image-8838\" alt=\"ASK: Always Seek Knowledge\" src=\"http://leadchangegroup.com/wp-content/uploads/2013/02/mpb-leadchange-askphoto-021313-300x225.jpg\" width=\"300\" height=\"225\" />How often do you ask your employees what <i>they</i> think?\n\nEffective managers are good “askers.” You ask employees for <i>their</i> observations and suggestions. You ask for <i>their</i> reactions to your ideas and proposed solutions to problems. You re-ask when you don’t completely understand an employee’s statement. (Some managers think asking for clarification is a sign of weakness. It’s not.) You resist the temptation to react to the initial things people say, and instead ask questions. “What led you to that idea? What are the pros and cons you have identified?”\n<h3><b>Seems easy, but are you really doing it?</b></h3>\nLike the students in Lake Wobegon, most managers think their asking skills are above average. Asking questions doesn\'t seem that difficult. Some managers do not even view it as a separate skill set; they lump it into the category of “active listening.” I would argue that it is a distinct skill and often not done well.\n\nConsider this example: An employee comes to you with a suggestion that you know you don\'t like. What do you do?\n\nMany managers would immediately respond with why they don\'t like the suggestion or why they don’t think it’s workable (with various degrees of niceness). Few would ask, \"What problem are you trying to solve?\" The employee\'s suggestion may simply be a less-than-ideal solution to a very real problem. By asking questions, instead of immediately volunteering your opinion, you may be able to say, “I agree with your assessment of the problem, but not the suggested solution. Let\'s see if we can find another alternative to solve this problem.\"\n\nAsking can lead to learning about a problem you didn’t know about before.\n<h3><b>Asking is enabling, telling is limiting, and ignoring is irritating.</b></h3>\nThe key to good asking is believing your employees have information, knowledge, and ideas (that you don\'t have) that can help you achieve your objectives. If a manager believes this, he or she will show it in tone, words, and behavior by asking and re-asking.\n\nIf a manager doesn\'t believe this, it will also show in tone, words, and behavior and convey (at best) a lack of interest in involving employees or (at worst) a sense that you view employees as inferior thinkers. Self-absorbed managers don’t care what employees think. They destroy morale, retard innovation, and block productivity improvements. If you pull these managers aside and point out the damage, they are unlikely to change, because they don’t believe they are causing the problem.\n\nWhich type of manager do you want to be? One who believes you have all the answers or one who asks questions? If you think you are not asking enough, you are probably right. It’s easy to let deadlines, meetings, and to-do lists get in the way. And another day passes without seeking employee input. But working to improve this skill can significantly enhance your career as a manager.\n\nStart by increasing the frequency of your “elaborative asking”---asking for clarity when a response is unclear and asking for more details when a response isn\'t thorough. Once your employees know you are really interested and will continue to ask for clarity, they will come prepared to be more articulate the next time they interact with you.\n\nMaster the art of asking and you will enrich your understanding of employees, the challenges they face, and their ideas for meeting those challenges. Workers will sense that you care about what they have to say, and that will lead to higher employee engagement and stronger business results.\n\n<i>Asking is one of five skills required to Relate well with employees (the others are Listening, Including, Coaching, and Encouraging). To find out how well you Relate, there’s a free assessment at <a href=\"http://www.managingpeoplebetter.com/\">www.ManagingPeopleBetter.com</a>. </i>', 'Managers: Do you “ask” enough?', 'Master the art of asking and you will enrich your understanding of employees, the challenges they face, and their ideas for meeting those challenges. Workers will sense that you care about what they have to say, and that will lead to higher employee engagement and stronger business results.\n', 'publish', 'open', 'open', '', 'managers-do-you-ask-enough', '', '', '2013-02-20 06:09:02', '2013-02-20 12:09:02', '', 0, 'http://leadchangegroup.com/?p=8830', 0, 'post', '', 10),
(8843, 318, '2013-02-19 12:14:37', '2013-02-19 18:14:37', '\n<h2>What Does Your Mommy Do?</h2>\nI have never had one of those jobs they sing about on Sesame Street.\n\nAs with most of us, the roles I have assumed over the years are hard to explain.\n\nBut if you ask my kids what I do,  they have a short answer, \"my mom is a leader.\"\n\nProbe further, and you\'ll get more:\n<ul>\n	<li>\"She asks a lot of questions\"</li>\n	<li>\"She helps people figure things out\"</li>\n	<li>\"She teaches people stuff\"</li>\n	<li>\"She has a team\"</li>\n	<li>\"She tries to make work more fun\"</li>\n</ul>\nThey know because they live it.\n\nRead more at <a href=\"http://letsgrowleaders.com/2012/11/10/teach_kids_about_leadership/\">Let\'s Grow Leaders...</a>', 'A Great Way to Teach Your Kids About Leadership', '', 'publish', 'open', 'open', '', 'a-great-way-to-teach-your-kids-about-leadership', '', '', '2013-02-19 12:14:37', '2013-02-19 18:14:37', '', 0, 'http://leadchangegroup.com/?p=8843', 0, 'post', '', 3),
(8903, 244, '2013-03-05 13:05:10', '2013-03-05 19:05:10', '“Safe to Say” was the term one of my clients used to describe the kind of environment they wanted to create. By “Safe to Say” they meant people felt comfortable sharing bad news and could openly talk about what was not working and what they did not like without fear of repercussions formally or informally.\n\nThis type of environment isn\'t easy to create or maintain. Anecdotal evidence exists suggesting people have harmed their career by “telling the truth.” So often when something needs to be said that threatens the status quo, it is like there is a big sign in the room that says “Danger Ahead.”\n\nIf you are a leader and believe you aren\'t getting the straight, honest feedback you want and need, I\'ve written a post sharing 5 things to consider.\n\n<a href=\"http://randomactsofleadership.com/creating-a-safe-to-say-workenvironment/\">Read More...</a>', 'Are You Creating a Safe to Say Environment?', '', 'publish', 'open', 'open', '', 'are-you-creating-a-safe-to-say-environment', '', '', '2013-03-05 13:05:10', '2013-03-05 19:05:10', '', 0, 'http://leadchangegroup.com/?p=8903', 0, 'post', '', 0);
