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(33115, 457, '2017-03-29 22:11:10', '0000-00-00 00:00:00', '<blockquote>Fresh talent in your company can soon turn into a rival for your business. If you manage your team well, however, new blood can become your greatest asset.</blockquote>\nCompetition has always been the name of the game, but even more so nowadays. Technological advancement is driving market change frenetically. New opportunities open up. Traditional markets are harder to enter. And to make things more arduous, many of your competitors might be being nurtured inside your own company.\n\nEmployers are naturally and quite rightly keen to hire the best, and there is no shortage of gifted young people to choose from. The universities and technical colleges are turning out no end of smart, inventive and motivated people. They are assets to your enterprise, but they may also be a risk. You take them, train them, coach them, impart the benefit of your experience, knowledge and acumen, only to see them leave and set up business for themselves. They might even be stealing your customers and ideas.\n<blockquote>To adapt Shakespeare,<em> \'how sharper than a serpent\'s tooth it is to have a thankless apprentice!\'</em></blockquote>\nSetting up shop is particularly easy for the tech-savvy nowadays, with crowdfunding platforms such as Kickstarter (<a href=\"https://en.wikipedia.org/wiki/Crowdfunding\">according to Wikipedia there were over 2000 in 2016)</a>. Before you know it you now have a competitor with ability, inside knowledge, and funding. After you\'ve taken the dagger from your heart, you\'re assessing the damage and possibly picking up the phone to your lawyer.\n\nTo avoid this scenario you could simply refuse to hire the best people. This, of course, is not an option likely to profit you. Hiring is a risk, but no human enterprise is ever without risk. And of course, there is no success without risk. After all, you got to where you are by gambling on your prospects.\n<blockquote>The biggest risk is not taking the risk ...in a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking any risks.\nMark Zuckerberg</blockquote>\n<strong>But you needn\'t be afraid of harboring a potential viper in your bosom</strong>.\n\nNot if you\'re shrewd about it. You certainly should not be nervous about recruiting the top minds. The answer is to manage your employees smartly. There are things that can be done to remove or minimize any cause that might motivate employees to leave and set up business for themselves. Offer competitive salaries. Honor their contracts and conditions of employment. Be generous in doing so. Acknowledge their contribution. Most importantly, however, treat them as members of your team. Encourage them to boldly and proudly share ownership of the goals, processes, and successes of your company. It is wise to treat these young people not as potential competitors but as partners.\n<blockquote>\'Treat employees like partners and they act like partners\' (Fred Allen).</blockquote>\nThey can provide fresh perspectives and insight. They usually connect with the up and coming generation much better than their employers, who often adhere to more traditional ways of business. Young employees can give you a lot, and in return, they gain the benefit of your experience and acumen. This partnership creates interdependence. A company where personnel draw strength from each other is less likely to fragment than one run on an authoritarian model.\n\nListen to your young employees. Much of the time they may be speaking from inexperience or saying things that you heard many times before. But fresh, open minds can be insightful and may inspire new lines of thought. And sometime, just sometimes, a glorious idea may emerge that may change your way of thinking, and perhaps, the world. This might require some humility, but if you learn something, isn\'t that good for you and your company?\nEqually importantly, give your employees their freedom. You\'ve hired the best. So let them get on with doing the best. You\'re very much involved, creating the best environment for them. Your involvement is important, vital in fact. But you don\'t need to stand over them. The power of your leadership rests in the ability to inspire your people.\n<blockquote>\'You have to enable and empower people to make decisions independent of you. As I\'ve learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.\'\nTom Ridge</blockquote>\nEmployers should remember too that the most talented people do not necessarily come from the top universities and colleges. Bill Gates was a college dropout, as was Mark Zuckerberg. Ability, inventiveness, expertise and savvy may make up for the loftiest degree. Companies, in general, do not spend enough time identifying talent as distinct from prestigious qualifications. There may be minds that could be profoundly creative with a little coaching and training. Be aware of who is working for you. Notice them. Get to know them. Spot the talent and encourage it.\n\n<strong>A point can be made too in favor of tolerating failures</strong>.\n\nFailure rightly accepted brings resilience, and resilience is the foundation of success. \'Failure comes part and parcel with invention\' (Jeff Bezos, founder and CEO of <a href=\"http://Amazon.com\">Amazon</a> If you\'ve hired wisely, you haven\'t just hired a source of labor. You\'ve hired a mind. You\'ve hired creativity, drive, a person who wants to succeed. Engage that person. Inspire that employee. Give them an opportunity. Make that employee want to succeed with you and no one else. Be an employer who can motivate a team. The genius of management does not lie in the ability to control, but in the power to motivate.\n<blockquote>\'Ultimately, leadership is not about glorious crowning acts. It\'s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others\' success, and then standing back and letting them shine.\'\nChris Hadfield</blockquote>\nIf you can see your employees shine you need have little fear of losing them. In fact, you may even attract a few more.\n\n<strong>About the author:</strong>\nAmy Wilson is a freelance writer at <a href=\"https://paperwritten.com\">Paperwritten</a> , her passion is to write on the topics related to student life. She is interested in how technology allows to lead efficient lifestyles and improve our skills. Loves a good sense of humor and lives to expand her mind.', 'How employees can become employer competitors - not accepted', '', 'pending', 'open', 'closed', '', '', '', '', '2017-03-29 22:11:10', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33115', 0, 'post', '', 0),
(33122, 414, '2017-04-17 06:00:00', '2017-04-17 10:00:00', 'Enterprise resource planning (ERP) is a billion dollar business for good reason. This business process management software makes it easier to manage a complex business because integrated applications help automate a number of back office functions and coordinate all operations. An ERP management information system integrates areas such as planning, purchasing, inventory, sales, marketing, finance and human resource.\n\nIn fact, buying and implementing ERP has become a top priority for firms in highly competitive industries. Firms that design products and services of the highest quality and deliver them on time usually end up winning the lion\'s share of the market. Without ERP, it can be a huge challenge to keep on top of sales, production, and distribution.\n\nSince ERP deals with complex business systems, it can be complicated for the uninitiated, and for this reason <a href=\"https://selecthub.com/categories/enterprise-resource-planning-erp\">ERP vendors</a> play an essential role in decision-making.\n\n<strong>The World of ERP Vendors</strong>\n\nSince ERP does so much, ERP vendors play a huge role in guiding organizations on their ERP selection. Once purchased, the software has to be implemented and the staff needs to be trained on how to use this powerful change management tool. Today, there are literally hundreds of different ERP vendors who serve as specialists for different niches in diverse industries. A Tier I vendor can provide guidance to a complex, global organization on how to use solutions like Microsoft Dynamics, Oracle, or SAP.\n\nMeanwhile, a Tier II vendor can assist mid-sized corporations with far less complexity.\n\nFinally, a Tier III vendor can assist mid-sized to small organizations that have far simpler organizational needs. Then there are vendors who are experienced with Cloud ERP products like Intact Corporation or Acumatica.\n\n<strong>3 Benefits of ERP Software</strong>\n\nERP positively impacts numerous aspects of a business, so let’s take a look at three remarkable benefits it provides:\n\n<strong><em>Perspective</em></strong>\n\nThe larger and more complicated a business, the easier it is to lose track of what is happening throughout an organization. Different departments across the business are preoccupied with their own specialization, which makes it difficult for company <a href=\"http://leadchangegroup.com/\">leaders</a> to get a sense of perspective on how the business as a whole is doing. Moreover, departments also need to access each other’s data to be able to play their own role more effectively. ERP makes it possible to give perspective because accurate data from each department is consistently shared in real time. For instance, the sales team knows the production department’s numbers, which makes it easier for them to be credible when negotiating with clients because they are well-informed.\n\n<strong><em>Efficiency </em></strong>\n\nThe root cause of inefficiency in any organization is inaccurate data tracking from the start to the completion of a project. Without timely, accurate data, it can be difficult to design, build, and deliver goods and services to a client as promised. Should problems arise in the production of goods or services, ERP systems help identify causes quickly so that swift, corrective action can be taken. Optimum efficiency is a result of keeping tabs on all business processes as they occur in real time, and ERP systems help businesses do just that.\n\n<strong><em>Improved business</em></strong>\n\nThe success of a business is based on <a href=\"https://www.entrepreneur.com/article/245559\">winning customers over</a>. As a result, a business gets more orders, higher referrals, and become increasingly profitable over time. While getting perspective on all phases of operations and becoming highly efficient will go a long way towards improving a business, there are two other significant factors that play a role. These factors are cost reduction and improved collaboration. When a business runs more efficiently, there is less waste, which results in cost efficiency; and when everybody in a business is on the same page, sharing accurate information on their respective projects, then improved collaboration naturally arises.  Businesses that use an ERP system provide their employees with consistent, real-time data so that they can always be on the same page and work toward maximum efficiency.\n\nA business that uses ERP can do remarkable things with the software’s advanced features and functionality. They can, in effect, improve almost every aspect of their operations. The result is a vastly superior business; one that is more efficient, has lower costs, generates higher sales, and increases profitability.\n\n&nbsp;', 'Why Enterprise Resource Planning Systems Work', '', 'publish', 'open', 'closed', '', 'why-enterprise-resource-planning-systems-work', '', '', '2017-04-17 06:00:00', '2017-04-17 10:00:00', '', 0, 'http://leadchangegroup.com/?p=33122', 0, 'post', '', 1),
(33137, 408, '2017-03-22 06:00:47', '2017-03-22 10:00:47', '<p style=\"text-align: left;\">If the Internet was considered “the great equalizer,” the early days of social media adoption -- the form of user-generated and publicly shared content -- was considered the next phase of the level playing field. Social media took the brand message out of the exclusive control of the brand and enabled the everyday user to sculpt and shape the public’s perception of that brand nearly as equally (if not more so for brands that weren’t paying attention at the time).</p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">Then came social networks. Suddenly, people could not only share content publicly, but they could find, connect, and share content with more people more easily. Early platforms like MySpace and Friendster yielded ground to today’s behemoths like Facebook, Twitter, Instagram, LinkedIn, and Snapchat. As more and more people began connecting through these platforms, posting their own content, and messaging or texting one another through mobile applications, social networks became synonymous with “social media.” But something else began to happen, too. Something not terribly social and, in some respects, far more sinister.</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">First, in a fairly benign way, “social media” became a popularity contest. People started judging others and making judgements about themselves based on the number of friends/followers/connections they had. Then, social media became an easy way for people to become victimized, stalked, or bullied. Next came </span><a href=\"https://youtu.be/oVfHeWTKjag\"><span style=\"font-weight: 400;\">fraudsters</span></a><span style=\"font-weight: 400;\"> and fake news. At first, fake news existed primarily to attract unwitting users to click on a link – often a sensationalized headline – so that the person publishing that link would get paid for driving traffic to a fraudulent website. Sometimes, too, fake news (or fake accounts) have been used to disparage a brand. Fake news has more lately come into prominence in relation to politics, but instead of strictly being about making money, it has also been used to sway public opinion.</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">All of these problems should concern leaders because their organizations and their teams can singularly or collectively suffer from any number of these issues which can be bad for business, bad for morale, and just bad precedents to deal with. Now, too, leaders have to deal with an impending wave of another form of social dysfunction affecting the workplace: the inability to communicate “beyond the device.”</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">What I’m referring to, in the parlance of HR talent acquisition managers, is the growing lack of proper </span><i><span style=\"font-weight: 400;\">interpersonal relationship skills</span></i><span style=\"font-weight: 400;\">. Granted, today’s problem – the breakdown in the ability to communicate through non-electronic channels – cannot be solely attributed to social media. It probably started with the widespread adoption of email, and the problems wrought by poor email practices have been well-documented. Messaging and social networking platforms, however, have taken this problem to a whole new level.</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">We expect “adults” (people over 30?) to know better. They grew up in an age before email, smart phones, and social media, after all. Yet these electronic forms of communications so readily allow us to avoid confrontation that they’re often used inappropriately, for example, when a phone call or face-to-face conversation would help clarify and expedite a process ten-fold. </span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">Mere conflict avoidance isn’t the only problem either. Electronic communication enables passive-aggressive behavior, reduces self-censorship, facilitates poor grammar and writing skills, and disables tone, intonation, and other non-verbal cues that help us understand one another. Unless we create leaders with higher powers of mental telepathy and persuasion, we will be evermore incapacitated at the chances of evoking change in an era with dulled and diminished communications.</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">Now take this current challenge and multiply it. Today’s teenagers and young adults </span><i><span style=\"font-weight: 400;\">have</span></i><span style=\"font-weight: 400;\"> grown up with all of these electronic channels and devices. These students go to college and come out looking for jobs at your organizations, organizations that don’t conduct all their communications the way the students have for the majority of their lives. Who’s responsible for training these new hires in these “beyond the device” skills? How much time will it take for the new hire to master these skills effectively? What is the impact on the leader asked to manage these in-development members?</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">Anticipating these same problems, courses and programs have begun cropping up to address the problem before young adults even hit the workplace, programs like The Adulting School, launched “to teach millennials how to be functioning grown-ups by showing up on time and paying their credit-card bills,” writes </span><i><span style=\"font-weight: 400;\">New York</span></i><span style=\"font-weight: 400;\"> magazine.</span> <span style=\"font-weight: 400;\">Even stalwart Dale Carnegie Training has gotten in on the act with its newly launched </span><i><span style=\"font-weight: 400;\">Generation.Next</span></i><span style=\"font-weight: 400;\"> program (“Many young people lack the social relationship skills needed to interact with adults in the business world. </span><i><span style=\"font-weight: 400;\">Generation.Next</span></i><span style=\"font-weight: 400;\"> can help teens develop communication skills beyond their device, and start engaging with others in a meaningful way.”) Are these programs signs of the times or just misguided aberrations?</span></p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\">What are you seeing in today’s workplace when it comes to communication skills? Is there a need for programs like this, and do they even have to be limited to just younger adults? How often do electronic communications and weakened interpersonal interactions affect your workforce? Better still, what are you doing to remedy the problem? I would love to hear your suggestions and solutions.</span></p>', 'The Rickety House That Social Media Has Built', '', 'publish', 'open', 'closed', '', 'the-rickety-house-that-electronic-media-has-built', '', '', '2017-03-22 06:00:47', '2017-03-22 10:00:47', '', 0, 'http://leadchangegroup.com/?p=33137', 0, 'post', '', 0),
(33144, 335, '2017-03-23 06:00:08', '2017-03-23 10:00:08', '<em>We welcome Mark Miller for the fourth post in a five-part series defining the core principles of <a href=\"http://weavinginfluence.com/books/leaders-made-here-by-mark-miller/\" target=\"_blank\">Leaders Made Here</a>.</em>\n\n<strong>Step 4 – Measure</strong>\n\nThere is something every organization needs more than great leadership – they need a leadership culture. A leadership culture is evident when leaders are routinely and systematically developed and you have a surplus. How is this possible? That’s the question I answer in my book, <strong><em>Leaders Made Here</em></strong>. This series is intended to provide an abstract of the core tenants of the strategy.\n\nThe first three stages on the journey are <a href=\"http://leadchangegroup.com/more-leaders-faster-step-one/\" target=\"_blank\"><strong>Define It</strong></a>, <a href=\"http://leadchangegroup.com/yes-but-how-a-leaders-made-here-post/\" target=\"_blank\"><strong>Teach It</strong></a>, and <a href=\"http://leadchangegroup.com/practice-the-power-of-opportunity-a-leaders-made-here-post/\" target=\"_blank\"><strong>Practice It</strong></a>. I hope you’ll find the time to read those posts. Today, I want to address what, for some, will be the most challenging part of the strategy – <strong>Measure It</strong>. Here’s the premise:\n<blockquote><em>Nothing improves without measurement – including leadership.</em></blockquote>\nIf you and I want to build a leadership culture, we must measure our progress. This is difficult for many reasons. I probably don’t need to outline the challenges here. You can make your own list. However, difficulty doesn’t give any organization permission to take a pass on this critical activity.\n\nRather than exploring the obstacles, let’s look at several ideas to help you be successful.\n\n<strong>Think multiple metrics</strong> – When you go to the doctor, is there one single metric your doctor uses to determine your overall health? No. The answer is probably a combination of blood pressure, temperature, cholesterol, weight, etc. For many years, I tried to help organizations find a single metric to capture the health and strength of their leadership culture. I gave up. Today, I believe the right answer for most organizations is family of metrics. How many? You can decide. Though I would say the “right” answer is closer to five then ten.\n\n<strong>Think process and outcome</strong> – I have long been a fan of the balanced scorecard concept. Not the specifics of Kaplan’s Four Perspectives, but the idea of leading and lagging indicators. I call this <em>Process and Outcome</em> metrics. As an example, in the leadership arena, you might consider a metric to capture the number of leaders (and emerging leaders) trained on your leadership point-of-view. This would be a leading, or process, metric. You may also want a metric around how many leaders are “Ready Now” for their next leadership opportunity, or how many leaders received the highest performance rating in their last review. Both of these are outcome metrics. I suggest including both types on your scorecard.\n\n<strong>Think fluid </strong>– Going back to my doctor example, if you are being treated for a specific malady, your doctor may focus on specific metrics. If you are battling heart disease, your doctor may be laser-focused on lowering your cholesterol. If not, it becomes a secondary metric. My doctor hasn’t checked my cholesterol in years (112, last time we checked). If your needs change as an organization, change your leadership scorecard. If you have no one trained on your leadership point-of-view, put that on your scorecard. Once you’ve trained 100% of your leaders, you can probably find a more valuable metric to replace it.\n\nThe benefits of metrics are undisputable. Ask your finance people if they want to stop using measurement and see what they say. Don’t miss the power of metrics to propel your leadership culture to new levels.\n\nSee my next, and final, post in this series to learn the last and most critical step on the journey to creating a leadership culture.', 'What Matters Most? (A Leaders Made Here Post)', '', 'publish', 'open', 'closed', '', 'what-matters-most-a-leaders-made-here-post', '', '', '2017-03-23 06:00:08', '2017-03-23 10:00:08', '', 0, 'http://leadchangegroup.com/?p=33144', 0, 'post', '', 0),
(33149, 456, '2017-04-19 06:00:23', '2017-04-19 10:00:23', '<span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">What makes a great leader? When we look at people the whole world admires like Steve Jobs or Richard Branson or even throughout history like Winston Churchill or Henry Ford we can see that they are very different people with different personalities; however, they do share some significant qualities that define them as game changers in their respective fields. And this is true for all leaders whether it is a local corner store shop or a global business. </span></span>\n<h3 lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\"><b>Persistence</b></span></span></h3>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">First, leaders are extremely persistent people. They have absolute confidence and belief in themselves and they never let rejections or any obstacles for that matter slow them down. If you research any of their stories you will see that this is a trait they unilaterally all share. J.K. Rowling’s Harry Potter book was declined by countless publishers before she was signed on to one. Walt Disney was called boring and not creative. Just imagine how childhoods of so many generations across the world would have been different if these people just accepted their criticism and gave up. Colonel Sanders didn\'t found KFC until late in his sixties after several failed business and he started to sell fried chicken door to door in the beginning!</span></span></p>\n\n<h3 lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\"><b>Knowing your strengths and weaknesses</b></span></span></h3>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">Leaders do tend to have a big ego but this doesn`t stop them from having a really good sense of their strengths and weaknesses. They tend to look at the “big picture” but are very much aware that no one can be an expert in all matters. This is why they surround themselves with experts for guidance on matters and issues they do not know much about. Just think how Steve Jobs had an amazing idea for the IPhone and how it should look and work but he needed entire teams of expert designers and engineers to convert his idea to reality. </span></span></p>\n\n<h3 lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\"><b>Honesty</b></span></span></h3>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">All good leaders are honest. From a leadership point of view, being honest is an absolute must. Leaders are those who carry the burden of responsibility for the results of their companies and businesses so it is extremely important for them to always tell exactly what they expect from someone and it is the same when giving feedback or analyzing results. They never tiptoe around unpleasant conversations and always tell it like it is without exception. They are very approachable and open to their employes\' problems and will always try to help and find the solution no matter how small or insignificant on a larger scale the problem may appear since they feel that each and every employee’s performance is vital and could affect the company as a whole.</span></span></p>\n\n<h3 lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\"><b>Adaptability</b></span></span></h3>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">A true leader is able to adapt under any changing circumstances. The world today is a fast paced, ever-changing place; good leaders are well aware of this and they thrive in this environment. They are highly adaptable and are able to handle all challenges that “pop up” in the way of their long term objective. They look at each new challenge and problem as a potential opportunity to be better by solving the issue better than anyone else. </span></span></p>\n\n<h3 lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\"><b>Forward thinking</b></span></span></h3>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">Good leaders always tend to look ahead and look for the next step. They are never satisfied with the “status quo” of things and are constantly trying to improve the world around them. They leave work each day while thinking what can be done even better tomorrow. Take Elon Musk as an example -- today we have PayPal, SpaceX and Tesla Motors all because he tried to make online payments easier, space exploration cheaper, space ships reusable and driving more environmentally friendly and safer.</span></span></p>\n\n<h3 lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\"><b>Developing others</b></span></span></h3>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">The drive and tendency to never be satisfied and always improve make leaders develop other leaders. They are always developing and they want people around them to always develop as well. Personal growth of their employees means that they will have leaders in all areas of business who will then develop other leaders and business as a whole will benefit. Just remember how valuable is to have a reference in your CV from any of the leading companies in the world. This testifies to a person’s potential and ability to grow and develop in a challenging environment while always delivering great results.</span></span></p>\n<p lang=\"en-US\"><span style=\"color: #000000;\"><span style=\"font-family: Arial, sans-serif;\">To summarize, perseverance, belief in yourself, constant development, adjustability, care for others, a holistic and strategic approach to problem solving and inspiration to drive everyone forward are the markings of a true leader, a person who is constantly trying to improve everyone and everything around them!</span></span></p>', 'The Characteristics of A True Leader', '', 'publish', 'open', 'closed', '', 'the-characteristics-of-a-true-leader', '', '', '2017-04-19 06:00:23', '2017-04-19 10:00:23', '', 0, 'http://leadchangegroup.com/?p=33149', 0, 'post', '', 2),
(33151, 452, '2017-04-24 06:00:52', '2017-04-24 10:00:52', 'Great performers of all kinds make it look easy. Great athletes and great musicians and great dancers all make their art look almost effortless. Great leaders do the same thing.\n\nYou’ve probably had a great boss. Think back to a time when it was great to go to work. You probably had a great boss then. If you weren’t fortunate enough to have a great boss, you’ve certainly read or heard about them.\n\nGreat bosses always seem to know what to do and they seem to do it effortlessly. Problem solving is easy. They know how to handle dicey interpersonal issues. That’s how it may be now, but, trust me, that’s not how it was at the beginning.\n<h3>Making It Look Easy Takes Time</h3>\nNo great performer, or great boss for that matter, got good all at once. It takes time to get comfortable with the basics of the work. Then it takes time to develop the skills you need to make it look easy, even if it’s not.\n<h3>You Can Speed Up Your Development</h3>\nThere’s only one way I know of to speed things up. Instead of just doing and getting better by accident, take control of the process. I use the acronym PAR to outline it. Think of improvement as getting up to PAR.\n\n<strong>P is for plan</strong>. Make a conscious choice about what you’re going to work on and what you’re going to do. My ebook, <a href=\"http://www.threestarleadership.com/about-three-star-leadership/become-a-better-boss-one-tip-at-a-time\" target=\"_blank\"><em>Become a Better Boss One Tip at a Time</em></a>, has more than three hundred suggestions to choose from.\n\n<strong>A is for act.</strong> Do it. The first time you do anything it won’t go perfectly. Accept that. Remember, you’re working on this because you want to get better at it and you will get better as you work at it.\n\n<strong>R is for review</strong>. After significant events and at regular times, like every evening or weekend, review how you did and figure out what you can do differently and better.\n\nThere’s actually another R, and it stands for Repeat. Go back to Plan and continue the improvement cycle.\n<h3>It Won’t be Easy</h3>\nPrepare to be uncomfortable, because that’s how it is when we’re learning new skills, especially in a social context. Prepare to be more uncomfortable if you accelerate the process. That’s the price of progress.\n<h3>Bottom Line</h3>\nThe truth is that becoming a great boss is something almost everyone can do. It’s not magic, it’s method, and you can learn it. Pick something to improve, work on it, assess your progress, and do it again.', 'Leadership: It’s Not Easy to Make it Look Easy', '', 'publish', 'open', 'closed', '', 'leadership-its-not-easy-to-make-it-look-easy', '', '', '2017-04-24 06:00:52', '2017-04-24 10:00:52', '', 0, 'http://leadchangegroup.com/?p=33151', 0, 'post', '', 0),
(33154, 409, '2017-03-24 06:00:50', '2017-03-24 10:00:50', '<span style=\"font-weight: 400;\">I’ve got a bit of a soft spot for Apple’s Chief Technology Officer, Kevin Lynch. He is a guy who is clearly more of a techie than he is a public speaker, yet whenever he takes to the stage during the Cupertino company’s huge product launches, Kevin never fails to impress.</span>\n\n<span style=\"font-weight: 400;\">It took Lynch </span><a href=\"https://www.agil8.com/path-to-cto/#\"><span style=\"font-weight: 400;\">twenty-four years to reach the position of CTO</span></a><span style=\"font-weight: 400;\"> for the world’s largest company. That’s a colossal amount of time, but what impresses me the most is the way in which he appears to have developed strong leadership skills from virtually nothing.</span>\n\n<span style=\"font-weight: 400;\">I don’t doubt that Apple has invested considerable time and expense in </span><a href=\"http://leadchangegroup.com/leadership-the-number-that-truly-matters/\"><span style=\"font-weight: 400;\">leadership</span></a><span style=\"font-weight: 400;\"> training for Lynch, but if he is, as I suspect, a somewhat more reserved guy (certainly, far more so than the late Steve Jobs), I understand exactly what he’ll have gone through to reach his current position.</span>\n\n<span style=\"font-weight: 400;\">I’ve not reached the heady heights of a top tier role at a company of Apple’s size, but I did spend ten years developing my own leadership abilities without any formal training, and in this post, I’d like to explain exactly how I went about it.</span>\n<h3><b>I Embraced Failure</b></h3>\n<span style=\"font-weight: 400;\">I’d never led a team before, therefore I knew I’d get it wrong - regularly. And, with that in mind, I approached every task as manager knowing full well that I’d have to be ready to learn from my mistakes.</span>\n\n<span style=\"font-weight: 400;\">And, </span><i><span style=\"font-weight: 400;\">boy</span></i><span style=\"font-weight: 400;\"> did I make some mistakes. But, each one taught me something new and, most importantly, proved that the people I managed were forgiving of them. Like me, they were only human, and could clearly see that I needed just as much support as they did.</span>\n<h3><b>I Learned From Video Marketing</b></h3>\n<span style=\"font-weight: 400;\">I had something of an epiphany one day, which was that leadership is almost identical to video marketing. So much so, in fact, that </span><a href=\"http://www.slinkyproductions.co.uk/10-ways-your-business-can-make-the-most-of-live-video-streaming/\"><span style=\"font-weight: 400;\">if you look at the constituent elements</span></a><span style=\"font-weight: 400;\"> that make a great video, you might spot the definition of leadership contained within.</span>\n\n<span style=\"font-weight: 400;\">For example, you need to build an audience as a leader, even if they’re stood right in front of you (why would they listen if you’re not engaging?). Likewise, and just as the sound quality within a video is important, so is that of your voice; you need to be authoritative, clear and concise. You should also never put on an act in front of your team, because they’ll respect you far more for being yourself.</span>\n\n<span style=\"font-weight: 400;\">The list goes on, but once I’d worked out how closely leadership resembled video marketing, I was able to mould myself into a star manager.</span>\n<h3><b>I Teamed Up With a Mentor</b></h3>\n<span style=\"font-weight: 400;\">I quickly realised I couldn’t become a true leader on my own. And, because I’ve never been a fan of formal training, I sought help from elsewhere - specifically, a mentor.</span>\n\n<span style=\"font-weight: 400;\">Even the aforementioned Steve Jobs relied on a mentor, and countless leaders of the largest corporations in the world continue to do so. For little old me, teaming up with someone who had </span><a href=\"http://leadchangegroup.com/6-keys-to-inspiring-leadership-no-matter-your-style/\"><span style=\"font-weight: 400;\">the experience and insight I lacked</span></a><span style=\"font-weight: 400;\"> helped me come to terms with leadership and put my best foot forward.</span>\n\n<span style=\"font-weight: 400;\">Plus, sometimes, it’s just nice to have a shoulder to cry on.</span>\n<h3><b>I Never Assumed I Knew It All</b></h3>\n<span style=\"font-weight: 400;\">Lastly, I never, ever stopped learning. Even when I had particularly great days managing the team, I avoided the temptation to assume I’d ‘cracked it’.</span>\n\n<span style=\"font-weight: 400;\">No one knows it all and, certainly, no one will ever master leadership. We’re all capable of it, but it’s a skill that will continue to develop for as long as the world turns on its axis.</span>\n\n<span style=\"font-weight: 400;\">If I can become a leader from nothing, you can do the same. The world is full of Kevin Lynch types - so why not join us?</span>', 'How I Became A Leader Without Any Formal Training', '', 'publish', 'open', 'closed', '', 'how-i-became-a-leader-without-any-formal-training', '', '', '2017-03-24 06:00:50', '2017-03-24 10:00:50', '', 0, 'http://leadchangegroup.com/?p=33154', 0, 'post', '', 1),
(33159, 273, '2017-03-27 09:00:45', '2017-03-27 13:00:45', '<span style=\"font-weight: 400;\">Even seasoned senior managers look to continually enhance their skill sets to differentiate themselves from other job seekers. </span>\n\n<span style=\"font-weight: 400;\">Management job seekers with </span><a href=\"http://www.qualitysolutions.ca/leanmfg.htm\"><span style=\"font-weight: 400;\">lean management experience</span></a><span style=\"font-weight: 400;\"> can separate themselves from the competition. </span>\n\n<span style=\"font-weight: 400;\">Those who study lean management demonstrate to employers an understanding of the forces of the global economy, as well as the requisite lifelong learning for business success. Here are five reasons:</span>\n<h3><b>Companies Invest in Lean Management, Creating Lean-Related Jobs</b></h3>\n<span style=\"font-weight: 400;\">GE initially invested $432 million in the United States to develop “</span><a href=\"http://www.areadevelopment.com/siteSelection/directory2011/manufacturers-test-centers-of-excellence30230.shtml\"><span style=\"font-weight: 400;\">centers of excellence</span></a><span style=\"font-weight: 400;\">” that practice lean manufacturing. This was just the start. With </span><a href=\"https://hbr.org/2014/04/how-ge-applies-lean-startup-practices\"><span style=\"font-weight: 400;\">digitization</span></a><span style=\"font-weight: 400;\">, information speeds up processes, enhancing the ability for rapid decision-making.</span>\n\n<span style=\"font-weight: 400;\">GE responded to the need for speed by implementing what is termed “FastWorks,” a framework which takes lean to the next level. And numerous companies followed this lead. </span>\n\n<span style=\"font-weight: 400;\">Job seekers who independently seek lean management training will stand out not only for their skills, but for their ability to anticipate a future employer’s needs.</span>\n<h3><b>Lean Allows Managers to Consider Accepting a Position with a Failing Company</b></h3>\n<span style=\"font-weight: 400;\">In general, job seekers attempt to avoid struggling companies. Lean managers, on the other hand, have the flexibility to look for employment with companies that experience significant business challenges. </span>\n\n<span style=\"font-weight: 400;\">Applicants with a deep understanding of lean may identify companies where an </span><a href=\"http://www.ehow.com/list_6025715_disadvantages-lean-manufacturing.html\"><span style=\"font-weight: 400;\">overhaul of manufacturing</span></a><span style=\"font-weight: 400;\"> can reverse a failing company. Lean management simply expands the opportunities for job seekers qualified for senior executive positions.</span>\n<h3><b>Continuing Education Fills Gaps in a Resume</b></h3>\n<span style=\"font-weight: 400;\">Employers have always been reluctant to hire an individual who has been unemployed for an extended period. Most hiring managers will not exclude unemployed applicants, but a period of idleness never reflects well on a candidate.</span>\n\n<span style=\"font-weight: 400;\">Lean management training allows job seekers to avoid resume gaps at a fairly minimal expense, without the need to seek a degree. Junior and mid-level managers may even consider interning with a lean shop.</span>\n<h3><b>Where High Turnover Exists Process-Oriented Managers Are in Demand </b></h3>\n<span style=\"font-weight: 400;\">For a people-oriented manager, the loss of experienced employees may prove insurmountable. Lean managers tend to be process-oriented: They focus on developing processes which can create success, even with decreased staffing. </span>\n\n<span style=\"font-weight: 400;\">Lean managers are not necessarily callous, or uninterested in the </span><a href=\"https://ugn.com/the-importance-of-eq-emotional-intelligence-for-lean-managers/\"><span style=\"font-weight: 400;\">employee success</span></a><span style=\"font-weight: 400;\">. On the contrary, lean often helps companies avoid layoffs that could have otherwise have been necessary. A process-oriented manager can enter a struggling department and use lean principles to develop processes that make each person’s job easier and more clearly defined, while preparing the department to weather future turmoil. </span>\n<h3><b>A Lean Manager Emphasizes Value</b></h3>\n<span style=\"font-weight: 400;\">A job-seeker fluent in lean would present quite an argument for hire if they can effectively communicate why they studied lean: To learn how best to maximize customer value and minimize waste. Because in the</span> <a href=\"http://leanmanufacturingtools.org/63/benefits-of-lean-manufacturing/\"><span style=\"font-weight: 400;\">global marketplace</span></a><span style=\"font-weight: 400;\">, </span><span style=\"font-weight: 400;\">others are aggressively looking at your market share and working out how to take it. </span>\n\n<em><span style=\"font-weight: 400;\"><img class=\"alignleft size-thumbnail wp-image-33160\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/03/peteranthony-192x300-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\" /><a href=\"https://www.linkedin.com/in/petercanthony/\" target=\"_blank\">Peter Anthony</a> is President &amp; Chief Executive Officer of </span><a href=\"http://ugn.com/about-ugn/#mission\"><span style=\"font-weight: 400;\">UGN</span></a><span style=\"font-weight: 400;\">, which he joined in 1992 as sales and marketing manager. Upon taking the helm of chief executive in 2002, Anthony ultimately reinvented UGN—expanding it from a niche supplier to a broad-based corporation with a diversified product line. His drive to embrace the Toyota Production System as the foundation of the UGN business model resulted in maximum productivity and efficiency throughout his manufacturing and business management structure. </span></em><em><span style=\"font-weight: 400;\">Today, Anthony spearheads the company’s more than $400 million in revenue across six manufacturing facilities in the United States. </span></em>\n\n&nbsp;\n\n&nbsp;', 'Five Reasons Job Seekers Should Study Lean Management', '', 'publish', 'open', 'closed', '', 'five-reasons-job-seekers-should-study-lean-management', '', '', '2017-03-27 09:00:45', '2017-03-27 13:00:45', '', 0, 'http://leadchangegroup.com/?p=33159', 0, 'post', '', 0);
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(33165, 381, '2017-03-28 06:00:15', '2017-03-28 10:00:15', 'I was in a gift shop one lazy afternoon, sort of lost in my own little world. I wandered about reading pictures, posters, and plaques on the wall. I looked up at one, completely mesmerized at its profound identity with what I had been feeling for weeks:\n<blockquote>“Always be yourself. But if you can’t be yourself, be a unicorn.”</blockquote>\nRight about then, I wished for my fairy godmother to change me into a unicorn.\n\nI had recently been promoted to a Business Analyst position and, to be honest, was still pinching myself at the reality. I had studied relentlessly and asked to be put on complex projects that drilled deep into the analytical side of my brain so I would be ready to work with Information Technology teams. Finally, I made it through all the interviews and the job was mine. A few weeks later, still ecstatic about my new career path, I felt divided … unsettled … incapable … like an imposter. I couldn’t understand the conflict going on between my head and my heart. If you’ve ever been there, you have to know this. You are not alone.\n\nTwo of my best friends were good sounding boards while I worked through what is known as imposter syndrome. Even though one was in upper management and one was a vice-president, both revealed they, too, were sometimes flooded with skepticism. “What if ‘they’ find out I’m not as good as they thought? What happens when ‘they’ discover I don’t know everything?” According to Wikipedia, the term Imposter Syndrome was coined by Pauline R. Clance and Suzanne A. Imes who describe it as people feeling unconvinced of their competence despite the evidence that they deserve the success they’ve achieved because they have proven themselves to be skilled and capable. Neither men nor women are immune to imposter syndrome.\n<blockquote>“I have written eleven books, but each time I think, uh-oh, they’re\ngoing to find out now. I’ve run a game on everybody, and they’re\ngoing to find me out.” – Maya Angelou</blockquote>\nIf you’re still with me, maybe you’ve had a few face-to-the-mirror pep talks and you wonder how if ever, you get over it. Let’s get real.\n\n<em>Perfect is just a word. It’s not a state of being.</em> Some of us were born with the ability to forgive the mistakes of others but are dead set against cutting ourselves some slack. Remember in the third grade when your teacher made you write “I will be kind to others” 100 times? Maybe it’s time to journal your thoughts on being kind to yourself, forgiving of your unintended mistakes.\n<blockquote>“Do not think of today’s failures, but of success, that may come tomorrow.”\n- Helen Keller</blockquote>\n<em>Reach out and help someone.</em> When you take the focus off yourself and help someone else, it changes the dynamic of your thoughts. It’s easier to be pulled down into the pit than to pull another person up out of it, but using your talents to support someone in need often leads to self-discovery of hidden potential.\n<blockquote>“You can have anything in life that you want as long\nas you help others get what they want.” – Zig Ziglar</blockquote>\n<em>Once upon a time …. </em>Tell yourself a story - your own story, just between your heart and your head. What makes you, you? What do people remember about you? What skills come naturally to you? Where do you love to spend your time? What would you like to do more of? What do you wish you could do less of? What do you want to learn? If you could go back and do something over, how would you change it? Who do you admire and respect enough to emulate? Get to know who you are at your core and nurture the seeds planted there. If you get the inside right, your life that shows up on the outside will take care of itself.\n<blockquote>“Disciplining yourself to do what you know is right and important,\nalthough difficult, is the highroad to pride, self-esteem, and personal\nsatisfaction.” – Margaret Thatcher</blockquote>\n<em>Losing does not make you a loser. </em>Not a day goes by without something coming along to make us feel like a failure. From dumping a five dollar latte in our laps or setting off the fire alarm in the kitchen or backing into the telephone pole that suddenly sprang up in the parking lot, life is full of irritating moments that set the tone for our days. We walk into a meeting where decisions will be made only to realize the meeting we prepared for today was the one that happened 24 hours before. We are in mid-presentation when the CIO walks into the room, takes a seat right-up-front, and suddenly that train of thought derails. That contract that needed only a final signature – well, it isn’t going to happen. These are losses, but you are not a loser.\n<blockquote>“The greatest accomplishment is not in never failing,\nbut in rising after you fall.”  - Vince Lombardi</blockquote>\n<em>Be thankful.</em> You are where you are in this moment because of decisions you have made and paths you’ve chosen through the years of your life. Many times you may have been forced into situations that were not your first choice; you might have felt stuck, you might feel stuck now. Be thankful? As difficult as it is, as impossible as it seems, find something to be thankful for every day. In fact, look for the thread of good, even in bad circumstances. Yes, what is happening isn’t fair; it’s painful, it’s heartbreaking, and you feel shredded and torn. Find something to be grateful for, even if it seems insignificant. Start there. “I’m thankful that I have a support system of friends. I’m thankful for even the smallest moments of sunshine. I’m thankful I have transportation. I’m thankful for electricity and communication systems and yes, even the Internet. I’m thankful for commercials because nothing bad ever happens in commercials. OK – so that’s maybe a bit out there. You get the picture. If you can’t be thankful for something that did happen, try being thankful for something that didn’t.\n<blockquote>“The best thing about the future is that it comes\nonly one day at a time.” – Abraham Lincoln</blockquote>\nImposter syndrome is real. If you’ve never experienced it, your co-worker has. Feelings of dread can creep in at the most consequential moment and affect mood, attitude, work quality, confidence, competence, even relationships. If you struggle with imposter syndrome or if you suspect someone else does, practice acceptance, understanding, and empathy. Candidly and truthfully talk about what is real. Pull each other up.\n\nAre you for real? Yes – you are for real and you are capable, skilled, and put together just the way you should be. Attitude is everything.', 'Are You For Real?', '', 'publish', 'open', 'closed', '', 'are-you-for-real', '', '', '2017-03-28 06:00:15', '2017-03-28 10:00:15', '', 0, 'http://leadchangegroup.com/?p=33165', 0, 'post', '', 2),
(33170, 273, '2017-03-29 06:00:21', '2017-03-29 10:00:21', '<em>This post is part of our 2017 <a href=\"https://twitter.com/teambuzzbuilder\" target=\"_blank\">Team Buzz Builder</a> Guest Blogger Series. Today we are pleased to share a post from Lisa Kosak of <a href=\"https://www.greenthumbleadership.com/\" target=\"_blank\">Green Thumb Leadership</a>.</em>\n\n<span style=\"font-weight: 400;\">When I was a naive manager thrust into a management role, I had the misconception that most leaders back then were born or they just seemed to drop from the sky. Forward a year and I acknowledged my errors. Our bank management training group dwindled down as we became \"leaders\" and landed new roles. Trust me; our leadership was in name only. Sadly, we lacked development and had not been mentored enough to be managers. </span>\n\n<span style=\"font-weight: 400;\">After recently reading Mark Miller’s new book </span><a href=\"http://weavinginfluence.com/books/leaders-made-here-by-mark-miller/\" target=\"_blank\"><i><span style=\"font-weight: 400;\">Leaders Made Here </span></i></a><span style=\"font-weight: 400;\">about building a leadership culture and developing an internal network of talented leaders ready to jump into a role, I remembered my young management experiences with a bitter smile. The stories that I could share! Mark’s parable about a leadership journey was very relevant. While reading his book, I had an “aha” moment. A non-profit board that I serve on is rebranding, and we are facing a leadership deficit. All of our efforts to advance our goals are futile if we don’t have new leaders ready to jump onboard.</span>\n\n<span style=\"font-weight: 400;\">I have been privileged to serve with some very talented people educating and building community with local business professionals on a monthly basis. Everyone involved serves in a volunteer capacity including our director. If you have ever been on a non-profit board, you understand the challenges. It’s difficult to keep volunteers motivated and engaged or showing up. Some members of the council serve purely to note that they are involved in the community and only lend minimal thoughts or expertise. When officers or volunteers quit we have no plan to replace them, no pipeline of leaders mentored to jump in, and in the past, it was addressed when it happened. Our director or board members recommended someone that they knew to join us or we scoured LinkedIn for prospects, and the process began all over again. </span>\n\n<span style=\"font-weight: 400;\">Mark’s story rang in my ears. I realize that now is the time for our board to strategically mentor new talent to fill our board and volunteer leadership gaps. You see, our director is stepping down and we have been working through the process of revisiting our mission, value statement, and place in the community. We are bringing in new talent with experience in developing programs, marketing, and engagement. Our ultimate goal is to elevate the organization within the community so that people want to attend our events and join our volunteer efforts. </span>\n\n<span style=\"font-weight: 400;\">In the past two months, we cemented our foundation and are ready to introduce the \"new\" organization to the community. There have been bumps and some struggles, however, we have greater cohesiveness, and our culture has grown. We acknowledge that we need to continually lead more efficiently on initiatives while mentoring new people to join us. </span>\n\n<i><span style=\"font-weight: 400;\">Leaders Made Here</span></i><span style=\"font-weight: 400;\"> is the “leader” that fell from the sky to assist me as our group develops one another and as we grow talent to join us on our journey. My role will be instrumental in mentoring talent and here are some ideas that I gleaned from the book;</span>\n<ul>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">In the past, anyone could volunteer, and they were thrown onto a committee. Now we will request an application asking for interests and strengths so that we can find the right fit.</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">We are developing guidelines for interviewing volunteers and future board members picking those that align with our beliefs who are open to growing.</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">For the first time, we will form processes for filling critical gaps when a board member leaves. What are our criteria? What is our succession plan? How do we prepare volunteers to jump into a leadership role?</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">We need internal benchmarks and a leadership scorecard for our leadership team.</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Discussions around specific guidelines for training and coaching need to start.</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Sharing our definitions of leadership on a regular basis need to start and acknowledging our gaps and challenges is crucial. Plus, we need to act on them.</span></li>\n</ul>\n<span style=\"font-weight: 400;\">I would love to peek five years into the future to see where our group excels and lands within the community. Restructuring our organizational foundation has been a journey of sweat and examination. We have sparked new life and jumped on a new path for building sustained leadership within our group and for the organization as we move ahead to engage and educate our members. Wish us luck!</span>\n\n<img class=\"alignleft size-thumbnail wp-image-33172\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/03/Lisa-Kosak-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\" />\n\n<em>Lisa holds a Masters of Management degree in leadership and has 20+ years of experience in leadership, team-building, marketing, and business relationship building. She serves on a variety of non-profit boards and is passionate about bringing others together to proactively foster improvements, effect change, and impact the communities in which they live and work. She also manages the social media platforms for some local non-profits and is enthusiastic in promoting endeavors of concerned people to build community.</em>\n\n<em>Through her book blog, <a href=\"https://www.greenthumbleadership.com/www.greenthumbleadership.com/\" target=\"_blank\">Green Thumb Leadership</a>, she enjoys introducing readers to newly launched books focused on empowering leaders and growing their leadership influence. </em>', 'A Non-Profit Board&#039;s AHA Moment', '', 'publish', 'open', 'closed', '', 'a-non-profit-boards-aha-moment', '', '', '2017-03-29 06:00:21', '2017-03-29 10:00:21', '', 0, 'http://leadchangegroup.com/?p=33170', 0, 'post', '', 0),
(33178, 335, '2017-03-30 06:00:25', '2017-03-30 10:00:25', '<em>We welcome Mark Miller for the final post in a five-part series defining the core principles of Leaders Made Here.</em>\n\n<strong>Step 5 – Model It</strong>\n\nMore of leadership is caught than taught. I believe this: do you? If you do, what are the implications?\n\nOne is the seeming contradiction with the core premise of my book, <strong><em><a href=\"http://weavinginfluence.com/books/leaders-made-here-by-mark-miller/\" target=\"_blank\">Leaders Made Here</a>. </em></strong>Does this idea of “catching leadership” undermine the entire premise that organizations can intentionally and strategically create a leadership culture? I don’t think so. However, the truth in this statement underscores why existing leaders have a vital role in creating and maintaining a leadership culture.\n\nThe process for creating a leadership culture has five tenets. In my previous posts, we reviewed <strong><a href=\"http://leadchangegroup.com/more-leaders-faster-step-one/\" target=\"_blank\">Define It</a>,</strong> <strong><a href=\"http://leadchangegroup.com/yes-but-how-a-leaders-made-here-post/\" target=\"_blank\">Teach It</a>,</strong> <strong><a href=\"http://leadchangegroup.com/practice-the-power-of-opportunity-a-leaders-made-here-post/\" target=\"_blank\">Practice It</a>, </strong>and<a href=\"http://leadchangegroup.com/what-matters-most-a-leaders-made-here-post/\" target=\"_blank\"><strong> Measure It</strong></a>. Today, let’s focus on the final piece of the puzzle – <strong>Model It.</strong>\n\nPeople always watch the leader(s). You know this is true, even when you wish it weren’t. People watch your every move. How you spend your time, how you treat people, the questions you ask, the way you respond to input and criticism.\n\nHow does your individual behavior impact the challenge of creating leadership culture? Here are a few thoughts . . .\n\n<strong>How you invest your time</strong> – Do you support the strategy with your time? Does leadership development show up on the agenda for the meetings you lead? Do you invest time mentoring less experienced leaders? Do you allocate time to teach in formal settings? How you use your time is a look into your deepest priorities, and everyone sees the result.\n\n<strong>How budgets are allocated</strong> – Are you allocating financial resources to leadership development? Not just the formal programs, but the individual self-directed development activities as well. I had a leader tell me his supervisor wouldn’t let him expense a leadership book he wanted to read. This says a lot about the priority of creating leadership culture. We fund our priorities.\n\n<strong>How people are assigned</strong> – Are people assigned strategically with leadership development as a priority? Certainly, not every staffing decision is a leadership development play, but is it the exception when this happens? Do you have enough women and men assigned to the leadership development function? Do you have someone charged with leadership development as their first priority? If not their first, is leadership development someone’s assigned accountability?\n\n<strong>How people are rewarded and recognized</strong> – If you want a culture in which leaders see the development of leaders as core to their role, the leaders who do these things are the ones you must recognize and reward. If you want a culture of servant leaders, you must promote the servant leaders. If you want a culture in which results <em>and</em> relationships are valued, give those leaders who do both additional opportunities. It was Plato who said:\n<blockquote><em>“What is honored in a country (organization) is cultivated there.”</em></blockquote>\n<strong>How you behave as a leader</strong> – This is huge. Because people always watch the leader, you and I must work diligently to become the type of leader we are encouraging others to become. “Are you smoking what you’re selling?” is a crucial question. If you advocate a model of servant leadership, you must strive to be a servant leader. To do anything less will destroy the culture before it is ever formed.\n<blockquote><em>People cannot hear what we say if our voice is overpowered by what we do.</em></blockquote>\nI’ll close this series with a re-statement of my core belief on the topic of creating a leadership culture. A never-ending supply of competent, values-based leaders creates a real sustainable competitive advantage. The good news is, the path is well-known, even if little traveled.\n\nIf you’re not in pursuit of this advantage, start today and enjoy the journey!', 'Are You Smoking What You&#039;re Selling?', '', 'publish', 'open', 'closed', '', 'are-you-smoking-what-youre-selling', '', '', '2017-03-30 06:00:25', '2017-03-30 10:00:25', '', 0, 'http://leadchangegroup.com/?p=33178', 0, 'post', '', 0),
(33185, 418, '2017-04-20 06:00:47', '2017-04-20 10:00:47', '<span style=\"font-weight: 400;\">This question is not reserved for those who hold high positions on an org chart or a title on a business card.  You don’t need a title to be a leader. Whether leading yourself or an organization, a family or a community, you have a sphere of influence and from that influence you impact and lead others </span>\n\n<span style=\"font-weight: 400;\">But how well you do depends upon a delicate skill: listening.</span>\n\n<span style=\"font-weight: 400;\">Consider these scenarios: </span>\n<ul>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">In a client’s office, I watch an executive continuing to text while he mumbles an answer to his senior vice president.  </span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Life-long friends part ways because the divisive political climate fuels conversations that become bitter and antagonistic.</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">My daughter Heather comes to me to express concern that she is going to have to facilitate the conversation between two fighting colleagues.  I offer advice that is not taken.</span></li>\n</ul>\n<span style=\"font-weight: 400;\">In all of these cases, hearing was used but listening was not! Let me explain.</span>\n\n<span style=\"font-weight: 400;\">Hearing is a mechanical process that happens through our ears. LISTENING is a more nuanced activity that requires so much more. Hearing is automatic whereas listening is a learned and practiced skill. Listening requires attending behavior, reflection, paraphrasing and astute questioning plus an ability to focus on what the other says versus your response. </span>\n\n<span style=\"font-weight: 400;\">In the example with Heather, I realized why she had not taken my advice. I had not deeply listened to what she was really expressing: apprehension that if it goes badly, she could be the one in trouble. Before offering advice, I should have probed deeper. The fact that she’s my daughter might have compounded the issue but doesn’t excuse it!</span>\n\n<span style=\"font-weight: 400;\">Technology has also created barriers as seen with the texting executive who pays only cursory attention to his colleague. How often have you observed people in a restaurant where no one is talking, much less listening? Their heads are focused on their smart phones—which frankly can lead to dumb people! </span>\n\n<span style=\"font-weight: 400;\">Consider practicing these three rules:</span>\n<ol>\n 	<li><span style=\"font-weight: 400;\">PUT AWAY THE SMART PHONE when talking/listening to someone. Besides being rude, it also results in misunderstandings, repetition of information, and generally lousy communication. This also applies to talking on a phone. Do only one thing. Talk or text but not both.</span></li>\n 	<li><span style=\"font-weight: 400;\">ASK CLARIFYING QUESTIONS and then, ANSWER THE QUESTION.  If you don’t have the information, say so. But what we sense when someone skates around a question is dishonesty. Trust is abandoned.</span></li>\n 	<li><span style=\"font-weight: 400;\">DIFFICULT, DIVISIVE CONVERSATION REQUIRES THE LISTENING SKILLS OF A DEAF PERCUSSIONIST. Specifically, we can all learn from <a href=\"http://www.evelyn.co.uk/\" target=\"_blank\">Dame Evelyn Glennie</a>. She has been profoundly deaf since the age of 12 and has taught herself to hear with parts of her body other than her ears. This woman is a virtuoso and performs with classical orchestras around the world.   In watching her </span><a href=\"https://www.ted.com/talks/evelyn_glennie_shows_how_to_listen\"><span style=\"font-weight: 400;\">TED TALK</span></a><span style=\"font-weight: 400;\"> I found subtle but powerful lessons about how to listen, particularly when it is difficult.</span></li>\n</ol>\n<p style=\"padding-left: 30px;\">Glennie\'s lessons include:</p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\"><em>Take off your shoes.</em> While she does this to feel the vibration through her feet, there is a powerful message working here. Metaphorically, if both parties take off their shoes, you are both grounded. Without “shoes” we are on a more-or-less equal playing field.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\"><em>Assume good intent.</em> While Evelyn might not like every sheet of music she sees, she also realizes that it can appeal to others. Sometimes, agreeing to disagree is a graceful way to end a difficult conversation.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\"><em>Seek to interpret, not to translate.</em> I find this a powerful concept. Translation of music is simply looking at a page of music and playing it exactly as it is written. Interpretation, however, is digging deeper, trying to sense what the composer might have had in mind but also to let the notes resonate within one’s body.  You can “translate words” and come up with a flat, soulless conversation. But by interpretation, you begin to ask yourself, “What of this might be true for me? How am I feeling right now? Can we “play” this music in a different way? What outcome do I want us to have?”</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\"><em>Decide which matters most: the music (the words) or the musicians (the relationship).</em> Listen deeply to your heart and how you might feel when “the music” stops. Just as songs stay in our brain and we find ourselves humming them over and over, so do words. If the relationship matters, then the tune better be one you want to hum.</span></p>\n<span style=\"font-weight: 400;\">Bottom line, when it comes to leading self and others, one of the single most important skills is the ability to listen.  If you wish to grow your sphere of influence, vote wisely because the “ayes” don’t have it. The ears do.</span>', 'Is Leadership Listening a Lost Art?', '', 'publish', 'open', 'closed', '', 'is-leadership-listening-a-lost-art', '', '', '2017-04-20 06:00:47', '2017-04-20 10:00:47', '', 0, 'http://leadchangegroup.com/?p=33185', 0, 'post', '', 2),
(33187, 458, '2017-04-05 06:00:11', '2017-04-05 10:00:11', 'In endurance training, you can apply simple rules of restraint to ramp up and ramp down your training program ahead of a race. These rules of thumb help you make important trade-offs between exertion and recovery.\n\nFor example, one rule of restraint I’ve always found helpful for running is the “10% Rule.” This rule says that each week, you only increase the length of your longest run by about 10 percent. You also can apply the 10% Rule to the total volume of running in a week. What’s important is ramping up running volume in a disciplined way.\n\nRules like the 10% Rule enable you to increase your training levels, but not so fast that you get hurt. At the same time, they restrict exercise volume to allow the body to recover and get stronger so that you\'re ready for the eventual race.\n\nThere also are rules of restraint that guide recovery if you are hurt or injured, perhaps as a result of failing to pay heed to the rules about training volume! My sports coach advised me not to train for three days after experiencing a sharp pain, and to go see him if the pain didn’t go away.\n\nApplying these rules of restraint helps me and other athletes build capacity without getting hurt. As the weeks pass, the body is able to go faster and farther without breaking down. The practice of restraint in endurance training is often the difference between an athlete who is still going at 60 and one who burns out or injures herself to the point of quitting the sport.\n\nUnfortunately, we don’t have simple rules of restraint to help us build capacity in an organization or a team. The rules we have in business prevent us from breaking laws or standards of governance. For example, we have limits on the financial value of a gift, or a policy on what can or cannot be said in public about the firm’s strategic plans.\n<h3><strong>Rule #1: Focus Overrules Vision</strong></h3>\nVision is important and gets you going, but focus is what gets you across the finish line. The right focus clarifies how to allocate resources like time, money, and support. Growth Leaders use focus to drive behavior that’s consistent with important values, and to build both “vertical alignment” and “horizontal alignment.” Focus conserves energy that is needed to perform today as you transform for tomorrow.\n<h3><strong>Rule #2: Routines Beat Strengths</strong></h3>\nStrengths are useful, but they can become a liability when overused. The right routines efficiently shape the new ways of thinking and behaving that we need for growth. Effective growth routines allow small change that can trigger larger changes to happen across the organization. Growth Leaders create and utilize routines that conserve energy as they make it possible to learn or change faster.\n<h3><strong>Rule #3: Exert, then Recover</strong></h3>\nExertion and recovery need one another for maximum effect. You have to train with the right levels of exertion to build your capacity, and you have to engage in the right kind of recovery to allow your body and mind to keep exerting. To deliver results and build capacity for growth at the same time requires high levels of exertion that consumes personal and organizational energy that must be replenished.\n\nThese types of rules are important. But, while they keep us from doing bad things, they don’t help us drive positive things, like improved customer service or successful execution.\n\nThis post is an excerpt from chapter 1 of <a href=\"https://www.amazon.com/Pacing-Growth-Intelligent-Restraint-Long-term/dp/1626568170\" target=\"_blank\">Pacing for Growth by Alison Eyring</a>.', 'The Three Rules of Intelligent Restraint', '', 'publish', 'open', 'closed', '', 'the-three-rules-of-intelligent-restraint', '', '', '2017-04-05 06:00:11', '2017-04-05 10:00:11', '', 0, 'http://leadchangegroup.com/?p=33187', 0, 'post', '', 0);
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(33197, 274, '2017-04-03 06:00:29', '2017-04-03 10:00:29', 'Welcome to the April 2017 edition of the Leadership Development Carnival!\n\nWriting about an <a href=\"http://www.inc.com/melanie-curtin/the-1-thing-that-made-this-the-best-company-ive-ever-worked-for.html\" target=\"_blank\" rel=\"noopener noreferrer\">organization with a fantastic culture</a> recently, the author praised the organization\'s approach to gratitude -- describing it (among other aspects of the organization) as \"lateral not vertical.\" In other words, someone who stocked the dairy section was as empowered to share positivity through leaving a note on a store-wide gratitude board as was the manager. As I read through this month\'s Leadership Development Carnival entries, I felt a bit of the same. Some writers are executives at the top of their organization\'s org charts. Others are mid-level, solo entrepreneurs, retired, or some at some other point in their careers. What unites them is their love of leadership and their ability to articulate their outstanding ideas.\n\nThe Lead Change Group would also like to thank <a href=\"https://eatthatfrog.bkconnection.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Eat That Frog! from BK Publishing</a> for sponsoring the Lead Change Group (including this carnival) for April 2017.\n<h3>Let\'s Get Started</h3>\n<div class=\"divide\">\n\n<strong>Anne Perschel</strong> of <a href=\"http://germaneconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Germane Coaching and Consulting</a> provided <a href=\"http://germaneconsulting.com/overcome-resistance-important-step/\" target=\"_blank\" rel=\"noopener noreferrer\">How Leaders Overcome Resistance - The Most Important Step</a>. Anne writes, \"While natural inclination is to choke the breath out of resistance, the real solution is counterintuitive and it’s the single most important thing you can do.\" Find Anne on Twitter at <a href=\"https://twitter.com/bizshrink\" target=\"_blank\" rel=\"noopener noreferrer\">@bizshrink</a>.\n<div class=\"divide\"></div>\n<strong>Beth Beutler</strong> of <a href=\"http://www.bethbeutler.com/\" target=\"_blank\" rel=\"noopener noreferrer\">H.O.P.E. Unlimited</a> provided <a href=\"http://www.bethbeutler.com/how-to-write-a-meaningful-thank-you-note/\" target=\"_blank\" rel=\"noopener noreferrer\">How to Write a Meaningful Thank You Note</a>. Beth recaps, \"Thank you notes are a lost art, but an important part of business success. Here is a formula for maximizing the impact of your thank you notes.\" Find Beth on Twitter at <a href=\"https://twitter.com/bethbeutler\" target=\"_blank\" rel=\"noopener noreferrer\">@bethbeutler</a>.\n<div class=\"divide\"></div>\n<strong>Chris Edmonds</strong> of the <a href=\"http://drivingresultsthroughculture.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Purposeful Culture Group</a> contributed <a href=\"http://drivingresultsthroughculture.com/culture-leadership-charge-a-question-of-character/\" target=\"_blank\" rel=\"noopener noreferrer\">Culture Leadership Charge: A Question of Character</a>. In this post, Chris encourages leaders to remember that their character counts. Follow Chris on Twitter at <a href=\"https://twitter.com/scedmonds\" target=\"_blank\" rel=\"noopener noreferrer\">@scedmonds</a>.\n<div class=\"divide\"></div>\n<strong>Cy Wakeman</strong> of <a href=\"http://www.realitybasedleadership.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Reality-Based Leadership</a> provided <a href=\"https://medium.com/@CyWakeman/redefining-accountability-in-the-workplace-1e880b4246d6\" target=\"_blank\" rel=\"noopener noreferrer\">Redefining Accountability in the Workplace</a>. In this post, Cy explains why accountability is a mindset, not a skillset. Find Cy on Twitter at <a href=\"https://twitter.com/CyWakeman\" target=\"_blank\" rel=\"noopener noreferrer\">@cywakeman</a>.\n<div class=\"divide\"></div>\n<strong>Dan McCarthy</strong> of <a href=\"http://www.greatleadershipbydan.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Great Leadership</a> provided <a href=\"http://www.greatleadershipbydan.com/2017/03/were-founding-fathers-great-leaders.html\" target=\"_blank\" rel=\"noopener noreferrer\">Were the Founding Fathers Great Leaders?</a>. Dan recaps, \"Were the Founding Fathers really the great leaders they are claimed to have been?  If so, What can we learn from them?” Gordon Leidner answers these questions in his guest post on Great Leadership!\" Find Dan on Twitter at <a href=\"https://twitter.com/greatleadership\" target=\"_blank\" rel=\"noopener noreferrer\">@greatleadership</a>.\n<div class=\"divide\"></div>\n<strong>Dana Theus</strong> of <a href=\"http://inpowercoaching.com/\" target=\"_blank\" rel=\"noopener noreferrer\">InPower Coaching</a> contributed a guest post by Jennifer V. Miller entitled <a href=\"http://inpowercoaching.com/business-case-strategic-focus-organizational-culture/\" target=\"_blank\" rel=\"noopener noreferrer\">The Business Case for Strategic Focus on Organizational Culture</a>. Dana writes, \"New research has identified that companies that build high-trust cultures experience stock market returns two to three times greater than the market average and turnover rates that are 50 percent lower than industry competitors.\" Find Dana on Twitter at <a href=\"https://twitter.com/DanaTheus\" target=\"_blank\" rel=\"noopener noreferrer\">@DanaTheus</a> and Jennifer at <a href=\"https://twitter.com/JenniferVMiller\" target=\"_blank\" rel=\"noopener noreferrer\">@jennifervmiller</a>.\n<div class=\"divide\"></div>\n<strong>David Grossman </strong>of <a href=\"http://www.yourthoughtpartner.com/\" target=\"_blank\" rel=\"noopener noreferrer\">The Grossman Group</a> shared <a href=\"http://www.yourthoughtpartner.com/blog/how-much-time-do-you-spend-communicating\" target=\"_blank\" rel=\"noopener noreferrer\">How Much Time Do You Spend Communicating?</a>. David writes, \"Leaders are always communicating—even when they don’t realize they are. It’s fair to say that 80% to 90% of the average leader’s week is spent communicating. Yet, how much time is spent on planning communications for effectiveness? Discover tips on how to effectively plan your communications and how to distinguish communication from information.\" Discover David on Twitter at <a href=\"https://twitter.com/ThoughtPartner\" target=\"_blank\" rel=\"noopener noreferrer\">@thoughtpartner</a>\n<div class=\"divide\"></div>\n<strong>Jennifer McClure</strong> of <a href=\"http://jennifermcclure.net/\" target=\"_blank\" rel=\"noopener noreferrer\">Unbridled Talent</a> provided <a href=\"http://jennifermcclure.net/2017/03/11/can-regular-people-like-you-and-me-change-the-world/\" target=\"_blank\" rel=\"noopener noreferrer\">Can Regular People Like You and Me Change the World? (Yes, We Can)</a>. Jennifer recaps, \"We don’t need to get intimidated by how big or complex it may be to change our community, our organization, or our leadership in order to change the world. We just need to focus on the impact that we can have in the life of one person.\" Find Jennifer on Twitter at <a href=\"https://twitter.com/JenniferMcClure\" target=\"_blank\" rel=\"noopener noreferrer\">@jennifermcclure</a>.\n<div class=\"divide\"></div>\n<strong>Jesse Lyn Stoner </strong>of the <a href=\"http://seapointcenter.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Seapoint Center for Collaborative Leadership</a> submitted <a href=\"http://seapointcenter.com/15-things-leaders-can-manage-and-one-they-cant/\" target=\"_blank\" rel=\"noopener noreferrer\">15 Things Leaders Can Manage (and One They Can’t)</a>. Jesse recaps, \"There are many things leaders can (and should) manage. But ironically, the one thing many leaders think is the MOST important thing they’re supposed to manage is NOT on this list.\" Follow Jesse on Twitter at <a href=\"https://twitter.com/JesseLynStoner\" target=\"_blank\" rel=\"noopener noreferrer\">@jesselynstoner</a>.\n<div class=\"divide\"></div>\n<strong>Jill Malleck</strong> of <a href=\"http://epiphanyatwork.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Epiphany at Work</a> contributed <a href=\"https://epiphanyatwork.com/manage-challenging-behaviours-part-1-devils-advocate/\" target=\"_blank\" rel=\"noopener noreferrer\">Manage Challenging Behaviours: The Devil’s Advocate</a>. Jill shares, \"Instead of using assessments to codify diversity in teams, leaders can learn how to notice and manage challenging workplace behaviours.\" Find Jill on Twitter at <a href=\"https://twitter.com/epiphanyatwork\" target=\"_blank\" rel=\"noopener noreferrer\">@epiphanyatwork</a>.\n<div class=\"divide\"></div>\n<strong>Jim Taggart</strong> of <a href=\"https://changingwinds.wordpress.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Changing Winds</a> provided <a href=\"https://changingwinds.wordpress.com/2017/03/12/the-six-inner-leadership-selves/\" target=\"_blank\" rel=\"noopener noreferrer\">The Six Inner Leadership Selves</a>. Jim shares, \"Being a leader is not a one dimensional affair. There are many ways that each of us can practice leadership: at work, in our community, at home, or in an unexpected crisis situation. One thing’s clear: you don’t have to be in a management position to show leadership.\" Find Jim on Twitter at <a href=\"https://twitter.com/72keys\" target=\"_blank\" rel=\"noopener noreferrer\">@72keys</a>.\n<div class=\"divide\"></div>\n<strong>Joel Garfinkle</strong> of the <a href=\"http://careeradvancementblog.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Career Advancement Blog</a> submitted <a href=\"http://careeradvancementblog.com/build-workplace-influence\" target=\"_blank\" rel=\"noopener noreferrer\">The 5 Smartest Strategies to Build Influence in the Workplace</a>. Joel recaps: \"Being a successful influencer requires building and fostering strong relationships. Follow these 5 strategies to build your influence in the workplace.\" Discover Joel on Twitter at <a href=\"https://twitter.com/JoelGarfinkle\" target=\"_blank\" rel=\"noopener noreferrer\">@JoelGarfinkle</a>.\n<div class=\"divide\"></div>\n<strong>John Hunter</strong> of the <a href=\"http://management.curiouscatblog.net/\" target=\"_blank\" rel=\"noopener noreferrer\">Curious Cat Management Improvement Blog</a> shared <a href=\"https://blog.deming.org/2017/03/the-degree-of-interdependence/\" target=\"_blank\" rel=\"noopener noreferrer\">The Degree of Interdependence</a>. John summarizes, \"Business is more interdependent than an orchestra, yet we often ignore the interdependence and seek to optimize components individually. That idea is a useful reminder that if we are not thinking about the end result of the system taken as a whole we risk optimizing component to the detriment of the whole.\" Find John on Twitter at <a href=\"https://twitter.com/curiouscat_com\" target=\"_blank\" rel=\"noopener noreferrer\">@curiouscat_com</a>.\n<div class=\"divide\"></div>\n<strong>Jon Mertz</strong> of <a href=\"https://www.thindifference.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Thin Difference</a> contributed <a href=\"https://www.thindifference.com/2017/03/leadership-fails-and-who-cares/\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership Fails and Who Cares?</a>. Jon summarizes, \"What is it that isn’t working with our current leadership development strategies and why aren’t more people trying to figure out what is broken in our colleges, leadership programs, and culture? Here are a few things we can stop doing in hopes of developing better leaders.\" Follow Jon on Twitter at <a href=\"https://twitter.com/ThinDifference\" target=\"_blank\" rel=\"noopener noreferrer\">@thindifference</a>.\n<div class=\"divide\"></div>\n<strong>Jon VerBeck </strong>of <a href=\"http://www.jonverbeck.com/\" target=\"_blank\" rel=\"noopener noreferrer\">JonVerbeck.com</a> submitted <a href=\"http://www.jonverbeck.com/business-owner-mistakes-not-keeping-company-books-records-date/\" target=\"_blank\" rel=\"noopener noreferrer\">Business Owner Mistakes: Not Keeping Company Books and Records Up-to-Date</a>. In his post, Jon shares about the importance of keeping our financial records in order and up-to-date. Discover Jon on Twitter at <a href=\"https://twitter.com/jonverbeck1\" target=\"_blank\" rel=\"noopener noreferrer\">@jonverbeck1</a>.\n<div class=\"divide\"></div>\n<strong>Julie Winkle-Giulioni </strong>of <a href=\"http://www.juliewinklegiulioni.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Julie Winkle-Giulioni</a> provided <a href=\"http://www.juliewinklegiulioni.com/blog/uncategorized/knows-employees-really-want/\" target=\"_blank\" rel=\"noopener noreferrer\">Who Knows What Employees Really Want?</a>. Julie recaps, \"Depending upon the study, article or thought leader one consults, there are countless different possible motivators and priorities that people bring to the workplace. How can a leader figure out which resonate for his/her employees?  It’s easy.  ASK.\" Find Julie on Twitter at <a href=\"https://twitter.com/julie_wg\" target=\"_blank\" rel=\"noopener noreferrer\">@julie_wg</a>.\n<div class=\"divide\"></div>\n<strong>Karin Hurt </strong>of <a href=\"http://letsgrowleaders.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Let\'s Grow Leaders</a> contributed <a href=\"http://letsgrowleaders.com/what-the-best-managers-know-about-disengaged-employees/\" target=\"_blank\" rel=\"noopener noreferrer\">What the Best Managers Know About Disengaged Employees</a>. In the post, Karin shares a story from her college experience that inspires the value of engaging your employees. Follow Karin on Twitter at <a href=\"https://twitter.com/LetsGrowLeaders\" target=\"_blank\" rel=\"noopener noreferrer\">@letsgrowleaders</a>.\n<div class=\"divide\"></div>\n<strong>Linda Fisher Thornton</strong> of<strong> </strong><a href=\"https://leadingincontext.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading in Context</a>  shared <a href=\"https://leadingincontext.com/2017/03/15/ethical-leadership-the-on-switch-for-adaptability/\" target=\"_blank\" rel=\"noopener noreferrer\">Ethical Leadership: The \"On Switch\" For Adaptability</a>. Linda recaps: \"Adaptability is a key challenge for leaders and organizations, and ethical leadership is a critical tool for \'switching it on.\'\" Find Linda on Twitter at <a href=\"https://twitter.com/leadingincontxt\" target=\"_blank\" rel=\"noopener noreferrer\">@leadingincontxt</a>.\n<div class=\"divide\"></div>\n<strong>Lisa Kohn </strong>of <a href=\"http://chatsworthconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Chatsworth Consulting</a> submitted <a href=\"http://chatsworthconsulting.com/2017/03/28/how-not-to-get-a-handful-of-mud/\" target=\"_blank\" rel=\"noopener noreferrer\">How Not to Get a Handful of Mud</a>. Lisa summarizes, \"This post is about how to get out of your own way and move through your fears in order to be the best leader you can be.\" Discover Lisa on Twitter at <a href=\"https://twitter.com/ThoughtfulLdrs\" target=\"_blank\" rel=\"noopener noreferrer\">@thoughtfulldrs</a>.\n<div class=\"divide\"></div>\n<strong>Marcella Bremer</strong> of <a href=\"http://www.leadershipandchangemagazine.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership and Change Magazine</a> provided <a href=\"https://www.ocai-online.com/blog/2017/03/What-goes-wrong-in-your-organizational-culture\" target=\"_blank\" rel=\"noopener noreferrer\">What Goes Wrong in Your Organizational Culture?</a>. Marcella recaps, \"Learning to \'see\' culture; group dynamics, beliefs, and behaviors is helpful. When you become aware you can contribute to developing a positive culture. There are four culture archetypes but each can turn into its shadow side. Your culture can be a permanent happy hour, a competitive sweatshop, a bureaucratic mould or creative chaos.\" Find Marcella on Twitter at <a href=\"https://twitter.com/MarcellaBremer\" target=\"_blank\" rel=\"noopener noreferrer\">@marcellabremer</a>.\n<div class=\"divide\"></div>\n<strong>Mary Jo Asmus </strong>of <a href=\"http://www.aspire-cs.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Aspire Collaborative Services, LLC</a> provided <a href=\"http://www.aspire-cs.com/counter-intuitive-nature-slowing-speed/\" target=\"_blank\" rel=\"noopener noreferrer\">The Counter-intuitive Mature of Slowing Down to Speed Up</a>. Mary Jo recaps, \"It sounds a little crazy that when a leader slows down, they can actually help things to speed up. Here are some things to consider as you do so.\" Find Mary Jo on Twitter at <a href=\"https://twitter.com/mjasmus\" target=\"_blank\" rel=\"noopener noreferrer\">@mjasmus</a>.\n<div class=\"divide\"></div>\n<strong>Michael Lee Stallard</strong> of <a href=\"http://connectionculture.com/disengaged-employees-say-boss-honest/\" target=\"_blank\" rel=\"noopener noreferrer\">Connection Culture</a> provided <a href=\"http://connectionculture.com/beware-brutally-honest-workplace/\" target=\"_blank\" rel=\"noopener noreferrer\">Beware the Brutally Honest Workplace</a>. Michael recaps, \"Honesty is an important element of healthy workplace cultures, but it must always be balanced with respect. This article explores the hidden dangers of \'brutally honest\' workplaces and the type of communication that leaders should foster instead.\" Find Michael on Twitter at <a href=\"https://twitter.com/michaelstallard\" target=\"_blank\" rel=\"noopener noreferrer\">@michaelstallard</a>.\n<div class=\"divide\"></div>\n<strong>Miki Saxon</strong> of <a href=\"http://mappingcompanysuccess.com/\" target=\"_blank\" rel=\"noopener noreferrer\">MAPping Company Success</a> contributed <a href=\"http://mappingcompanysuccess.com/2017/03/misogyny-follow-money/\" target=\"_blank\" rel=\"noopener noreferrer\">Misogyny — Follow The Money</a>. Miki writes, \"There is a great deal of talk about the rampant misogyny in tech culture. Actually, it\'s worse than in other fields, but it currently has a higher profile due to media coverage of complaints at Uber, Tesla, and several other high profile companies. 30 years ago tech was far more welcoming to women; what happened?\" Discover Miki on Twitter at <a href=\"https://twitter.com/OptionSanity\" target=\"_blank\" rel=\"noopener noreferrer\">@optionsanity</a>.\n<div class=\"divide\"></div>\n<strong>Neal Burgis</strong> of <a href=\"http://www.successful-solutions.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Burgis Successful Solutions</a> submitted <a href=\"http://www.successful-solutions.com/2017/03/30/leading-with-courage-and-confidence/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading with Courage and Confidence</a>. Neal recaps, \"Today leaders need to have the courage and confidence to take action on ideas that will move business forward to the next level of success. Having courage and confidence primarily means that as a leader you take responsibility for the decisions you make.\" Find Neal on Twitter at <a href=\"https://twitter.com/Exec_Solutions\" target=\"_blank\" rel=\"noopener noreferrer\">@exec_solutions</a>.\n<div class=\"divide\"></div>\n<strong>Paula Kiger</strong> of <a href=\"http://biggreenpen.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Big Green Pen</a> provided <a href=\"http://weavinginfluence.com/influence-building/lessons-from-the-rice-chefs-of-morimoto-asia/\" target=\"_blank\" rel=\"noopener noreferrer\">Lessons from the Rice Chefs of Morimoto Asia</a>. Paula recaps, \"Little did I know the foundation of my fantastic evening dining experience had been laid early that morning, by people I would never see. It was an important lesson about quality and passion.\" Find Paula on Twitter at <a href=\"https://twitter.com/biggreenpen\" target=\"_blank\" rel=\"noopener noreferrer\">@biggreenpen</a>.\n<div class=\"divide\"></div>\n<strong>Randy Conley</strong> of <a href=\"http://leadingwithtrust.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading With Trust</a> shared <a href=\"https://leadingwithtrust.com/2017/03/05/4-steps-to-avoid-a-leadership-meltdown-like-ubers-travis-kalanik/\" target=\"_blank\" rel=\"noopener noreferrer\">4 Steps to Avoid a Leadership Meltdown Like Uber’s Travis Kalanik</a>. Randy writes, \"The recent missteps of Uber’s CEO, Travis Kalanik, is just the latest example of a highly visible leader experiencing a very public meltdown. We are all susceptible to having a leadership meltdown, and the way to prevent it is to develop our leadership from the inside-out. In this straight-forward article, Randy Conley outlines 4 steps leaders can take to develop their leadership philosophy and approach from the inside-out.\" Find Randy on Twitter at <a href=\"https://twitter.com/RandyConley\" target=\"_blank\" rel=\"noopener noreferrer\">@randyconley</a>.\n<div class=\"divide\"></div>\n<strong>Shelley Row</strong> of <a href=\"http://www.shelleyrow.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Shelley Row</a> submitted <a href=\"http://www.shelleyrow.com/not-fair-three-ways-combat-unfairness/\" target=\"_blank\" rel=\"noopener noreferrer\">It’s Not Fair! Three Ways to Combat Unfairness</a>. In her post, Shelley shares three important ways to combat unfairness in the workplace by explaining, challenging, listening and validating. Discover Shelley on Twitter at <a href=\"https://twitter.com/ShelleyRow\" target=\"_blank\" rel=\"noopener noreferrer\">@shelleyrow</a>.\n<div class=\"divide\"></div>\n<strong>Susan Mazza</strong> of <a href=\"http://randomactsofleadership.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Random Acts of Leadership</a> provided <a href=\"http://randomactsofleadership.com/what-is-your-leadership-style-take-quiz/\" target=\"_blank\" rel=\"noopener noreferrer\">What Is Your Leadership Style?</a>. Susan explains, \"As a leader, are you more of a Connector, Orchestrator, Trailblazer, Stategist, Team Champion - or a combination of several? My new quiz can help you discover your leadership strengths, and the report at the end provides a good overview of the five most common leadership styles.\" Follow Susan on Twitter at <a href=\"https://twitter.com/SusanMazza\" target=\"_blank\" rel=\"noopener noreferrer\">@susanmazza</a>.\n<div class=\"divide\"></div>\n<strong>Tanveer Naseer</strong> of <a href=\"http://www.tanveernaseer.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Tanveer Naseer</a> provided <a href=\"http://www.tanveernaseer.com/purpose-led-work-the-key-to-engendering-passionate-employees/\" target=\"_blank\" rel=\"noopener noreferrer\">Forget Passion – What Employees Need Is Purpose-Led Work</a>. Tanveer recaps, \"Discover why it takes more than passion to inspire the very best in our employees and how the key is providing purpose-led work.\" Find Tanveer on Twitter at <a href=\"https://twitter.com/TanveerNaseer\" target=\"_blank\" rel=\"noopener noreferrer\">@tanveernaseer</a>.\n<div class=\"divide\"></div>\n<strong>Wally Bock</strong> of <a href=\"http://threestarleadership.com/blog\" target=\"_blank\" rel=\"noopener noreferrer\">Three Star Leadership</a> provided <a href=\"http://www.threestarleadership.com/leadership/leadership-create-a-great-working-environment-for-your-team\" target=\"_blank\" rel=\"noopener noreferrer\">Create a Great Working Environment for Your Team</a>. Wally recaps, \"If you’re the boss, your challenge is to create a great working environment for your team. Here’s what a great working environment looks like.\" Find Wally on Twitter at <a href=\"https://twitter.com/wallybock\" target=\"_blank\" rel=\"noopener noreferrer\">@wallybock</a>.\n<div class=\"divide\"></div>\n<em>Thank you to everyone who submitted articles for this month\'s carnival! If you would like to be on the distribution list for submission calls, please contact Paula Kiger (paula @ weavinginfluence (dot) com)!</em>\n\n</div>', 'April 2017 Leadership Development Carnival', '', 'publish', 'open', 'closed', '', 'april-2017-leadership-development-carnival', '', '', '2017-04-03 06:00:29', '2017-04-03 10:00:29', '', 0, 'http://leadchangegroup.com/?p=33197', 0, 'post', '', 0),
(33226, 451, '2017-04-06 06:00:11', '2017-04-06 10:00:11', '<span style=\"font-weight: 400;\">As a business leader, you’ll often find yourself in the position of working with external subject matter experts (SMEs) to supplement your team’s knowledge base, or help you with a particular task that your team isn’t built to complete on its own.</span>\n\n<span style=\"font-weight: 400;\">These SMEs are often critical and can be helpful in many ways: they can help you find the right information to make a decision, or point you in the right direction when investigating a problem. But often, we over-rely on them by letting them make decisions for us.</span>\n\n<b>SMEs are not properly positioned to make a decision or solve a problem for us.</b><span style=\"font-weight: 400;\"> We should keep them close at hand in the right circumstances, but it’s a mistake to hand them the rudder. They’re poorly-positioned to take charge for 3 reasons:</span>\n<ol>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">The expert may feel they need to have a rapid answer</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">The expert may be misaligned </span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">The expert has the “curse of knowledge”</span></li>\n</ol>\n<span style=\"font-weight: 400;\">The following story outlines my own experience working with a corporate lawyer to help me with a real estate business, demonstrating that SMEs can be misaligned even when their intentions are to help you as well as they can:</span>\n\n<i><span style=\"font-weight: 400;\">An excerpt from </span></i><a href=\"https://www.amazon.com/Stop-Guessing-Behaviors-Problem-Solvers/dp/162656986X\"><i><span style=\"font-weight: 400;\">Stop Guessing: the 9 Behaviors of Great Problem-Solvers</span></i></a>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">A more interesting kind of misalignment is the risk-reward calculus for the expert and your organization. Often, SMEs are fundamentally conservative: their reputation depends on not screwing something up. A hundred happy customers lead to referrals, but a single very irate one can kill a career. It is critical to avoid the risk of being blamed if anything goes wrong.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">Isn’t some risk-aversion a good thing? Yes, if the risk and reward are all in the same place. But most SMEs are positioned to be conservative by spending your money. </span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">A few years back, I was investing in a couple of single-family homes for rent. It’s quite common in this situation to set up a Limited Liability Company (LLC) to protect your other assets in case something goes wrong with these investments. Someone might trip and fall down the stairs in one of your rental homes and then sue you, wiping out everything you own. Often, people set up separate LLCs for each property they own, so if there’s a problem in one, it doesn’t impact any of the other rental homes.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">When I was structuring my investment, I instructed my lawyer to set up one LLC for both rental properties. The reason is that I hate paperwork, and two LLCs sounds like twice as much paperwork as one! I also did my research on the likelihood of being sued, and it turned out to be very small. As it happens, I did this research by talking to a friend who is an industry expert. The calculations we did showed I was over 1,000 times better-off on average just having both in one LLC. </span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">The lawyer was of course very insistent that I create two LLCs, and it took a lot of fortitude to prevent that from happening. Luckily, I’ve had some experience at effectively managing experts. The lawyer would have been paid twice as much for two LLCs, but I don’t think this was the motivation. It’s a more conservative move, but no business person should make the decision to have two LLC’s in this situation. You can imagine that if the lawyer sets up 10,000 of these and one goes wrong, that’s the story that gets reported: he might have gotten “burned” had he recommended a single LLC for multiple houses, and his client lost both houses in a lawsuit rather than one. It’s easy to be conservative with other people’s money: don’t ask SMEs to make business decisions for you without stepping back and considering a possible conflict of interest.</span></p>\n For more information about <em><strong>Stop Guessing</strong>,</em> please click <a href=\"http://www.stopguessingbook.com/\" target=\"_blank\">here</a>.', 'How to Manage Subject Matter Experts', '', 'publish', 'open', 'closed', '', 'how-to-manage-subject-matter-experts', '', '', '2017-04-06 06:00:11', '2017-04-06 10:00:11', '', 0, 'http://leadchangegroup.com/?p=33226', 0, 'post', '', 0),
(33260, 374, '2017-04-04 06:00:29', '2017-04-04 10:00:29', 'The Lead Change Group is pleased to have <a href=\"https://eatthatfrog.bkconnection.com/\" target=\"_blank\">Eat That Frog! from BK Publishing</a>, a best-seller by Brian Tracy, as our April 2017 sponsor. This book, which has added a new chapter in addition to updates throughout, centers its 21 time management strategies on this metaphor:  <em>if the first thing you do each morning is to eat a live frog, you\'ll have the satisfaction of knowing that it\'s probably the worst thing you\'ll do all day</em>.\n<h3>Fighting the Perennial Time Management Struggle</h3>\nAlthough 1.6 million copies of this book have been sold and it has been translated into 42 languages time management continues to prove elusive for many people. Brian Tracy writes, \"Everyone procrastinates to some degree. With today’s busy schedules and the need for instant gratification, everyone has too much to do and too little time.\"\n<div class=\"message_content \">\n<h3>The New Eat That Frog!</h3>\nIn this fully revised and updated edition, Brian Tracy adds two new chapters to the previous material which explains the 21 ways we can focus on what matters most and use our time most effectively. The first explains how you can use technology to remind yourself of what is most important and protect yourself from what is least important. The second offers advice for maintaining focus in our era of constant distractions, electronic and otherwise.\n<h3>Interact with Brian Tracy</h3>\nOn Tuesday, April 18, at 1 pm ET, Brian will present an exclusive, free, hour-long webinar sharing his system of prioritizing, time management, and persistent focus on top tasks. It will will help increase your efficiency, while freeing you to actively pursue your personal and professional goals.\n\n</div>\nTo sign up, click <a href=\"http://weavinginfluence.com/webinars/eat-that-frog-with-brian-tracy/\" target=\"_blank\">here</a>.\n\n<img class=\"aligncenter wp-image-33285\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/04/ETF-Webinar-Revised-Share-Graphic.png\" alt=\"\" width=\"440\" height=\"220\" />\n\n&nbsp;\n<h3>Connect With Eat That Frog! and Brian Tracy</h3>\n<div class=\"message_content \">\n<div class=\"message_content \">\n\nJoin Brian on Twitter at <a href=\"https://twitter.com/briantracy\" target=\"_blank\">@BrianTracy</a>, on <a href=\"https://www.linkedin.com/in/briantracyint/\" target=\"_blank\">LinkedIn</a>, and on <a href=\"https://www.facebook.com/BrianTracyPage/\" target=\"_blank\">Facebook</a>.\n\nMake the connection stick (literally!) with a free Eat That Frog! sticker to remind you to prioritize your goals. Click <a href=\"http://resources.bkconnection.com/etfsticker\" target=\"_blank\">here</a> to request yours.\n\n</div>\n<div class=\"message_content \">\n\nThank you again, <em>Eat That Frog!</em> and Brian, for your support of the Lead Change Group!\n\n</div>\n</div>', 'Highlighting Our April 2017 Sponsor: Eat That Frog!', '', 'publish', 'open', 'closed', '', 'highlighting-our-april-2017-sponsor-eat-that-frog', '', '', '2017-04-04 06:00:29', '2017-04-04 10:00:29', '', 0, 'http://leadchangegroup.com/?p=33260', 0, 'post', '', 0),
(33279, 459, '2017-04-13 06:00:16', '2017-04-13 10:00:16', 'Let me take you back for a minute. Can you remember the first week of your current job, or the first month you lived in a new city?\n\nIf you’re able to recollect your state of mind in those days, it probably included a good measure of exhaustion. You were tired.\n\nPart of the reason change is so exhausting is that a new environment deprives us of routine and habit. At a new job, for example, we can’t go get a cup of coffee on autopilot, because we may not even know where the coffee is. We can’t drift through a normal day because there is no normal yet… we have to learn about our environment and make decisions on how to spend our time.\n<h3>Decisions Require Energy</h3>\nDecisions take energy. The more decisions we have to make, the more tired we are likely to become. It’s also true that our energy to make decisions is finite; there are only so many high-quality decisions we can make in any one day. With this in mind, we might consider how many decisions we have on our plate, and when we have them.\n\nRob Hatch says “decisions are distractions.” That’s not to say that decisions are unimportant and can simply be ignored. Yet we can and should manage when and how we make our decisions.\n\nOne application of managing decisions is used in many different approaches of time management: task planning. Your morning will be almost certainly be more productive if you decided on your priorities and plan the night before.\n\nIf you arrive at your desk with an open slate, it’s easy to spend 45 minutes spinning in startup mode and sorting through different tasks to figure out the right order. On the other hand, when you are looking at a list that tells you your top priorities and the order of their importance, no motion is wasted on wondering where to begin.\n<h3>What is your Plan?</h3>\nCan you make your plan for tomorrow morning? Or, if you’re already into the day, try taking ten minutes to plan the next three hours. Then follow through on your plan, and look back at the end of the day.\n\nDid your focused “deciding session” make you more productive?\n\n&nbsp;', 'Decision-Making: A Hidden Source of Fatigue and Inefficiency', '', 'publish', 'open', 'closed', '', 'decision-making-a-hidden-source-of-fatigue-and-inefficiency', '', '', '2017-04-13 06:00:16', '2017-04-13 10:00:16', '', 0, 'http://leadchangegroup.com/?p=33279', 0, 'post', '', 1),
(33283, 329, '2017-04-18 06:00:42', '2017-04-18 10:00:42', '<span style=\"font-weight: 400;\">With over 35 years under my belt as an independent consultant, I’ve learned much about how to make life work and make work come alive. It has been a fun ride with lots of amazing growth and heartwarming contribution—and, I am far from done! In that sense, I wish everyone could be a consultant. Thank goodness, all are not! But, I have noticed that employees who assume the style and manner of a successful independent consultant are the ones that get ahead and seem to have a great time doing it!</span>\n\n<span style=\"font-weight: 400;\">Consultants who make it beyond their first few “lean and mean” years get to taste the rewards of freedom, despite having to face the anxiety of “what if I fail?” They acquire a devotion to the rhythm of riding their purpose, unshackled from the slavery of following a conventional schedule. Their initial guilt about not being at the office on Monday morning quickly melts away; replaced by the sheer bliss of working on a client project way past bedtime because they are enamored by the work!  </span>\n\n<span style=\"font-weight: 400;\">Granted there are liberties that come with a boss-less, policy-free profession not found when one is accountable to a supervisor and governed by organizational rules and water cooler norms. Still, there are features of work life as an independent consultant that can be embraced by anyone in a work role. When you work like a successful independent consultant, you generally act in these five ways:</span>\n\n<strong>You act self-employed</strong><span style=\"font-weight: 400;\"><strong>. </strong> Your work day is the day you create. No one tells you what to work on. No one cares if you punch in or when. No one gives a flip about the depth of your in-box, the location of your parking space, or the number of meetings you attended yesterday. How hard you work is as irrelevant as how effective you are at walking your dog. Only solid concrete results matter; tireless effort is just the stuff you do to get there. </span>\n\n<span style=\"font-weight: 400;\">Employees who work with the same perspective are more successful than those who act as if they are passengers on some cruise ship transporting them to retirement. Winners act self-employed, assuming complete responsibility for their own destiny; losers hide behind “victim thinking” and look for a scapegoat for their unfortunate circumstances. Winners are captains of their status and station in life; losers blame everyone but themselves for everything lacking in their life.</span>\n\n<strong>You bring optimism to those you serve</strong><span style=\"font-weight: 400;\"><strong>.</strong> Successful consultants are joy carriers. Far from being naïve cheerleaders; they instead model both the nobility and passion for the work they front. As such, they are infectious spirited professionals. One does not inherit spirit, acquire spirit or borrow spirit—one chooses spirit much like you choose to introduce yourself to a stranger at a party. Those who opt for an upbeat, proactive spirit are happier, healthier, and far more productive.  </span>\n\n<span style=\"font-weight: 400;\">Successful consultants, like successful employees, understand the politics. But, their energy is expended toward what is substantive, not what is just form; what is real and contributive, not what is ritual and ceremonial. Successful people live the lesson of Eleanor Roosevelt’s famous line: “No one makes you inferior without your permission.”    </span>\n\n<strong>You enjoy being accountable</strong><span style=\"font-weight: 400;\"><strong>.</strong> Playing the blame game does not get you a “get out of jail free” card. Clients are never moved by your hand-wringing excuses nor made more confident by your shifting the focus to the supplier that let you down. Being late signals a lack of commitment, regardless of the reason; being unprepared telegraphs you don’t care about your client, despite the demons you tussled the day before. And, work hours are as governing to you as they are to your cat! You order your work life based on need (with obvious consideration to your family), not on some artificial concern for where the big hand points.</span>\n\n<span style=\"font-weight: 400;\">Employees who work with a similar results-oriented, ‘git ‘er done attitude are more successful than those who engage in “shake and fake”—passionate interest but without assuming responsibility for substantive performance. Winners show up ready to perform and are only interested in efforts that yield a path to achievement and results. They cut through bureaucracy with a strong fervor for outcomes.  They know that execution is the true test of commitment.  </span>\n\n<strong>You are both a doer and marketer. </strong><span style=\"font-weight: 400;\">Independent consultants don’t just </span><i><span style=\"font-weight: 400;\">do</span></i><span style=\"font-weight: 400;\"> the work—they also </span><i><span style=\"font-weight: 400;\">market</span></i><span style=\"font-weight: 400;\"> the work. In fact, consultants who spend their energy on the work itself without regard to making its value known, typically fail. Likewise, those who spend their energy thinking about image and influence also fail. It takes a balance between delivering value and ensuring those who make buying decisions are keenly aware of that value.  </span>\n\n<span style=\"font-weight: 400;\">People who work for organizations face the same challenge. Too many people who quietly do great works assuming it will guarantee their success are sadly surprised when their name ends up on the layoff list rather than the unsung hero list. On the flipside, those who focus solely on the billboard and not the “worktable” meet the same fate.</span>\n\n<strong>You bring a deep commitment to serving others</strong><span style=\"font-weight: 400;\"><strong>.</strong> The soul of service requires caring about the client at a personal level, not just at a professional one. The relationship is far more important than the transaction. The wisdom and talent you generously share is more valuable than what you hoard or protect. The humble facilitation of discovery is more powerful than the arrogant delivery of expertise. Clients remember who you are and what you stand for long after they have forgotten what you recommended or where you came from. Success within organizations emanates from the exact same zeal to serve and an obvious allegiance to the brand character the organization represents.  </span>\n\n<span style=\"font-weight: 400;\">Not everyone can be an independent consultant but those with the greatest influence as well as the highest self-worth are those who act as if they are. </span><b> </b><span style=\"font-weight: 400;\"> </span>', 'Work Like a Consultant', '', 'publish', 'open', 'closed', '', 'work-like-a-consultant', '', '', '2017-04-18 06:00:42', '2017-04-18 10:00:42', '', 0, 'http://leadchangegroup.com/?p=33283', 0, 'post', '', 0),
(33287, 252, '2017-04-11 06:00:34', '2017-04-11 10:00:34', 'I remember listening to a company director one day, musing on his observations of employees.\n<p style=\"padding-left: 30px\">“I’d like to see everyone want to develop and advance, you know, show more initiative and ambition.”</p>\nI commend him on wanting to see the humans beings in his organization grow, develop and succeed. At the same time I couldn’t help but think that if everyone were as ambitious as he, they would all be lining up for his job.\n<h3>We want people to have different ambitions and motivations for a reason</h3>\nWe have a wide range of jobs in organizations. We need people who are happy to do those jobs. There is nothing wrong with people being happy where they are – as long as they <em>are </em>happy and productive.\n\nI recently posed this question on social media.\n<p style=\"padding-left: 30px\">“Managers, why do you think that some of your very talented employees are satisfied with being in the middle of the pack?”</p>\nMy colleague <a href=\"https://www.linkedin.com/in/matboyer/\">Mat Boyer</a> shared a great perspective. He brought up <a href=\"http://theunboundedspirit.com/short-story-the-elephant-and-the-rope/\">the elephant/stake story</a>. Somewhere along the way someone made them think they can only go as far as the rope will let them. They could be sending this message to themselves. So from their perspective they <em>could</em> be working to their full potential.\n\nI’ve asked very talented employees what made them stay where they were. In my mind’s eye I could see some shake their heads indicating I would never get it. I heard things like: It pays the bills. The work isn’t bad. I enjoy my coworkers.\n<h3>It still may not be for the reason you think</h3>\nLong ago a colleague shared with me an assessment she put together to help managers and employees get on the same page about motivations. It included common items like this.\n<ul>\n 	<li>Recognition from top management</li>\n 	<li>Salary increases</li>\n 	<li>Company paid education</li>\n</ul>\nIt also included items like:\n<ul>\n 	<li>The challenge of a difficult task</li>\n 	<li>Creative freedom</li>\n 	<li>Relief from unpleasant duties</li>\n 	<li>Assignment of new duties</li>\n 	<li>Access to preferred equipment</li>\n 	<li>Encouragement from their manager</li>\n 	<li>Time spent with their manager</li>\n 	<li>Influence over tasks and goals</li>\n 	<li>Personal control over time</li>\n</ul>\nSome might not consider these viable options to feed human motivations at work, but why not?\n<h3>You can’t afford to ignore differences</h3>\nWhether you appreciate the differences or not, ignoring the diversity of human motivations can negatively affect productivity and retention over time.\n\nI remember once asking a boss to fund an affordable 2-year skill-building program related to my work. He didn\'t see the connection and turned me down.\n\nA few months later he told me to find a workshop to fulfill my development requirement for the year. I did. He approved it. It was good, but didn\'t inspire me like the one I asked for. It turned out the 12-hour workshop plus travel expenses cost about the same as the 2-year program I requested.\n\nWould it have been so hard to go deeper to comprehend my request and gain some goodwill with a solid performer?\n<h3>Be open to other motivations</h3>\nI eventually used the motivation assessment with my boss so we could understand each other better. Unfortunately due to a string of events it was too late to turn things around between us but I got the experience of the discussion.\n\nI wonder what would happen if you chose to learn more about your employees\' motivations. You can even take the initiative to allow your boss to learn about you.\n\nHumans crave things like autonomy, belonging, recognition, growth and meaningful work. Even if some of these things don\'t speak to you, cultivate an environment that supports a variety of motivations. Enhance the satisfaction and productivity of more employees and everybody wins.\n\n&nbsp;', 'Are You Open to a Variety of Motivations at Work?', '', 'publish', 'open', 'closed', '', 'are-you-open-to-a-variety-of-motivations-at-work', '', '', '2017-04-11 06:00:34', '2017-04-11 10:00:34', '', 0, 'http://leadchangegroup.com/?p=33287', 0, 'post', '', 8);
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(33304, 409, '2017-04-28 06:00:45', '2017-04-28 10:00:45', 'We’re having a new kitchen fitted this week, and we discovered yesterday that an erroneous measurement on behalf of the designer means we’ll have to wait another three days for replacement units to arrive.\n\nWhile not a life and death situation, it is rather irritating and puts the completion of our exciting project back further. Despite this, I do have some sympathy; the guy made a mistake - we’ve all done that, and it was a timely reminder of mistakes I’ve made in the past <a href=\"http://leadchangegroup.com/how-i-became-a-leader-without-any-formal-training/\">while in charge of a team</a>.\n\nThere’s no getting away from the fact that, as a leader, your mistakes will be thrust into the spotlight for all to see. You can’t hide from them, nor should you attempt to apportion blame elsewhere. Any mistake you make is your own, and it’s up to you to sort it out.\n\nHere’s how to rectify the worst of leadership mistakes.\n<h3>Own it</h3>\nEmbrace the mistake you’ve made. Make it clear to all that you accept full responsibility and don’t expect anyone else to step forward and shoulder the blame.\n\nIf you own the mistakes you make as a leader, you’ll be in control of their resolution - never forget that.\n<h3>Learn from brands</h3>\nBusinesses make mistakes all the time. An ill-judged marketing campaign, poor hire or inadequate bout of product testing are perfect examples of errors from which brands have to work hard to recover.\n\nThey do this by leaning on a number of <a href=\"http://www.strattoncraig.co.uk/blog/recover-bad-reputation-rebuild-brand/\" target=\"_blank\" rel=\"noopener noreferrer\">tried-and-tested methods</a> that help repair the damage and diminish any lasting effects. You can do the same, because leadership is very much about building a personal brand, and one that your team members are able to trust and approach. Shirk your responsibilities or point the finger of blame elsewhere, and you’ll quickly lose any respect you’ve previously gained.\n<h3>Don’t dwell</h3>\nRuing the day you made the mistake isn’t going to fix it, which is why it’s vitally important to move on as quickly as you can.\n\nBy dwelling on the error, you’ll only prolong the pain, so instead, work fast on the resolution. Learn from what you did wrong and put in a plan that will ensure it doesn’t happen again.\n\nFix it and move on!\n<h3>Face the consequences</h3>\nSerious leadership errors will usually be accompanied by serious consequences, some of which may result in some of your darkest days at work.\n\nIt’s important you face such challenges head-on, because avoiding them or passing the buck to someone else within the business will mean you miss out on a vital learning opportunity. It won’t be easy, but just like tackling a fear of flying will enable you to explore the world, facing the consequences of serious errors will teach you to <a href=\"http://leadchangegroup.com/three-steps-to-building-the-leader-you-need/\">be a better leader</a>.\n<h3>Follow up once resolved</h3>\nWhen you’ve mentally ticked off the ‘resolved’ box, the work to rectify your error doesn’t end. You need to follow up as often as possible to ensure you’re keeping to your promises and implementing the stuff you’ve learned.\n\nBig mistakes leave something of a black mark on one’s profile, but what separates leaders from the rest is their ability to embrace those black marks and use them as an example of how one might reach greater heights.\n<h3>Wrapping up</h3>\nMy kitchen <em>will</em> get finished. Equally, the mistakes I’ve made in the past may not be forgotten, but they <em>have</em> made me a better leader.\n\nWe’re all human - it’s just some of us are more comfortable with how infallible we are. In my mind, that’s the true essence of a leader.', 'How to Rectify a Serious Leadership Mistake', '', 'publish', 'open', 'closed', '', 'how-to-rectify-a-serious-leadership-mistake', '', '', '2017-04-28 06:00:45', '2017-04-28 10:00:45', '', 0, 'http://leadchangegroup.com/?p=33304', 0, 'post', '', 0),
(33324, 385, '2017-05-04 06:00:16', '2017-05-04 10:00:16', 'With recent events in Ferguson, Missouri; Baltimore, Maryland; among other places around the country, and with the election of Donald Trump, people’s positions and opinions have become more and more polarized. Civil discourse and meaningful dialogue have been replaced by rancor, accusation, disrespectful language, and wild speculation unbefitting a civil and democratic society.\n\nThis past weekend I had a manager call me and ask what she might do that would help her leadership create a culture of inclusion. Creating a culture that values inclusion does not mean that we always end up agreeing with others or that we give them what they want just because they disagree. Inclusion <em>does</em> require that we make serious efforts to understand and respect one another in spite of our differing perspectives or opinions. It is in respectfully understanding one another that inclusion begins to become a value that shapes behavior, changes results, and produces a lasting effect within an organization.\n\nBelow are 12 steps that you might take as you attempt to create a culture of inclusion within your organization.\n\n<strong>1. Check your intention</strong>. Every leader or manager needs to ask themselves if they really are interested in learning and understanding or just being right. If being right is the goal of your interactions with others, any attempt at feigning interest in understanding others will erode your credibility as an open and honest leader. Taking the time to check your intention and motivation for asking others to engage and share their perspective might help you to challenge and shift your thinking as needed.\n\n<strong>2. Seek the facts</strong>. When people share their perspective, they often fail to share the facts or the experience that forms the basis of their thinking. Listen to their perspective and then ask for the facts or the experiences that have led them to believe as they do. People always have a reason for believing something, even if it’s just a tradition, something their friends believe, or an experience that shaped their belief. Even if it’s not “factual” there is some reasoning behind their belief. Understanding why they believe what they do will help you understand their perspective.\n\nSometimes a person may struggle to provide any factual evidence for their perspective. Simply explain that you are trying to completely understand what supports their interpretations or opinions or how they arrived at their conclusion. Sometimes you might have to postpone the conversation if the other person cannot identify the rationale for their thinking. Allow them this latitude if it is needed.\n\n<strong>3. Know the facts</strong>. When you have the opportunity to share your perspective, be prepared with the facts or evidence that support it. Any time that people share opinions with each other, there is an opportunity for simply sharing countering opinions. This response leads to a downward spiral that usually ends in a shouting match or where one party shuts down and withdraws. Being prepared with supporting evidence will bolster your opinion and add credibility to your arguments.\n\n<strong>4. Them first, you second</strong>. When making the effort at mutual understanding, begin by asking the other person to share first. You might do this by making requests, such as, “I’d really like to hear your view on this.” Or, “It is important for me to understand your perspective on this.” After making such a request, wait for them to respond and be patient rather than rushing to share your view.\n\nYou can also ask simple questions such as, “What’s your thinking on this subject?” or, “What’s your view?” What is important is that you give them time to think and to answer. Don’t be surprised if they don’t answer right away. You may not have ever asked for their input on this topic before. If they don’t answer, simply tell them that when they feel comfortable you would be willing to hear their perspective. Be patient and keep asking. Hopefully they will eventually come to believe that you are really interested in their perspective. Trust takes time when there hasn’t been any before.\n\n<strong>5. Listen for what’s important</strong>. Often people can become animated or somewhat emotional when talking about something that is important to them. Emotion begins to show up when the person believes that what is important to them is not important to others. Negative or “hot” emotion generally signals a violated value. A person’s emotional reaction is the easiest way to pinpoint what is important. Also, if the person tends to repeat a point, that is also a way to identify what is important to them.\n\n<strong>6. Clarify your understanding</strong>. If you have any doubts about what the person is saying or what is important to them, take the time to clarify what you have heard. You can do this by summarizing your understanding. You might say something like, “Let me see if I have understood. You wanted …. Is that correct?” Or, “What is most important to you is …. Is that right?” Notice that you always end in a question to invite the person to engage or to comment on what you have shared. You want them to tell you if you have understood correctly. If you have misunderstood, ask as many clarifying questions as needed until you have reached understanding. Clarifying communicates that you care enough to check your understanding.\n\n<strong>7. Offer an alternative view.</strong> Once you have thoroughly understood, then ask permission to share your view. I have never had anyone say that they weren’t interested in my viewpoint after I had taken the time to understand theirs. You might begin by saying something like, “I have had a different experience than you. Would you mind if I share my experience with you and then tell me what you think about my experience?” Notice you are asking them for permission to engage and then honoring their opinion about what they may say even before you have shared your perspective. This establishes value for them and their perspective.\n\n<strong>8. Ask them to comment</strong>. When you are done sharing, invite them to comment. Listen for evidence of their position. If they do not share any, then ask them for information that would support their perspective. Differing views are worth considering when evidence supports those views. The way to create <a href=\"http://www.dialogueworks.com/blog/can-you-talk-about-what-matters-most-four-skills-for-creating-real-conversations#.WJE2plMrKM8\">REAL Conversation</a> or dialogue is always to invite the contribution of others in a respectful way.\n\n<strong>9. Seek common ground</strong>. Once all of the information or facts supporting differing viewpoints are on the table, seek to find common ground. Common ground is where you can mutually agree on certain points. Sometimes you will need to reach to a higher level to do this. For example, if two individuals cannot agree on the best way to use their shared resources, they should take a moment to stop, think, and then ask, “Based on what we each want, what would be best for the company?” Notice this question takes away the need to argue and forces each individual to consider a perspective that may be more elevated than their own.\n\n<strong>10. Devise a plan</strong>. If the other person shares information that you haven’t considered or is important to consider, then devise a plan together that would be mutually beneficial. If the other person offers something that is important to them, but not to what you are trying to accomplish, acknowledge the importance of what they are sharing, and then explain what you need to do and why, rather than just saying nothing or blatantly refusing to consider their perspective.\n\n<strong>11. Don’t beat your head against the wall.</strong> Sometimes if I am trying to help another person understand my perspective, they will be so entrenched in their own frame of reference that they are either unwilling or unable to consider another point of view. This is not uncommon. You may never know why such a person is so intractable, but at least you have made the effort. Recognize when the conversation should be terminated in order to maintain a respectful relationship, rather than trying to force your view. Some people just aren’t willing to explore perspectives that are outside the realm of their experience.\n\n<strong>12. Avoid emotional reaction at all costs</strong>. Whatever you do, you must not become emotional in this type of conversation. If emotion begins to trickle into the conversation, then you would be better off to postpone the conversation until cooler minds can prevail. When a conversation turns into a shouting match, then no one can rationally consider another point of view. Both parties are too busy defending themselves rather than listening.\n\nIn a time where so many people are invested in being right and making others wrong, it is important that we return to civility with the emphasis on learning, understanding, and discovery. Only then can we truly understand one another, overcome the fear that we harbor of others and their ideas, and build solutions that are mutually acceptable.', '12 Steps for Creating a Culture of Inclusion', '', 'publish', 'open', 'closed', '', '12-steps-for-creating-a-culture-of-inclusion', '', '', '2017-05-04 06:00:16', '2017-05-04 10:00:16', '', 0, 'http://leadchangegroup.com/?p=33324', 0, 'post', '', 0),
(33334, 460, '2017-05-16 06:00:08', '2017-05-16 10:00:08', 'In any professional environment, management is composed of a leader and a group of colleagues working collaboratively. Together, they work towards their team’s goals. Ideally, the team should meet their targets and perform well under an effective management.\n\nBut what if things don’t pan out as expected? Outputs are consistently below targets and accomplishments are little to none. Even enthusiasm at work wanes because of the situation. In short, your team is performing poorly.\n\nOne of the most overlooked yet important questions to ask in such scenarios is, where do you seek those solutions? You may often look for answers on outside factors. You think your subordinates do not perform because work benefits are insufficient; salary and compensation are not enough; and opportunities for professional growth are lacking. While these factors may be true in some circumstances, you should also realize that the problem may be internal.\n\nHave you checked on yourself for mistakes? Maybe you should. After all, a leader, according to John Quincy Adams, inspires others to \"dream more, learn more, do more, and become more.\"\n\nIf you fail to bring out the better (if not the best) in your subordinates, you’ve got to admit you’re ineffective at managing and guiding them.\n\nHere are ten signs to look out for when your leadership strategy becomes ineffective:\n<h3><strong>Your team consistently falls short of expectations</strong></h3>\nTargets are set to ensure that you and your team will have something to work on in contribution to the overall goal of your company or business. Results, on the other hand, indicate whether you and your team are performing well and effectively to meet those targets. Now, if you and your team often cannot deliver results, there is a problem.\n\nPoor performance and lack of results may indicate that your leadership does not drive them toward accomplishing goals. Have you given them clear directions? It helps to set the direction for your team so they know what should be done. Otherwise, they might be confused as to what to achieve in the end.\n<h3><strong>There is no adequate direction given</strong></h3>\nIn relation to what is previously mentioned, direction setting must be clear and sufficient.\n\nYour team must understand what is expected of them at the end of a project, and what outputs are needed to be delivered. As the head honcho, you should also be able to illustrate to them the whole picture, so everyone knows how their roles can contribute to the goal.\n<h3><strong>Good communication is lacking</strong></h3>\nEvery leader should understand their role as the head communicator in their team. Good and effective communication greatly helps any leadership strategy.\n\nMore than the ability to influence others, it is your ability to communicate with your colleagues that can move everyone to the right work direction. You should be able to express your expectations, your visions, plans of action, and strategies to your team in a way that they would fully understand, and would get them going.\n\nAt the same time, your leadership also entails that you know how to listen to your workers. After all, communication has always been a two-way process. Should they have any concerns about their tasks or the project itself, be ready to lend your ears, and keep an open mind as you hear them out.\n<h3><strong>There is no flow and exchange of new ideas</strong></h3>\nA good exchange of ideas signals that your team understands your vision and their contributory roles in achieving that. A lack of exchange, on the other hand, may mean you failed to form the right mindset and work frame for your team.\n\nReassess if you have communicated well the objectives and targets that need to be met. Confusion in the minds of your team may stump them from the thinking process needed for their assignments and tasks.\n<h3><strong>Work enthusiasm is going down the drain</strong></h3>\nAside from poor work results, waning enthusiasm among your team members should alarm you. The energy at your working environment reflects the motivation your team has with their work. If you’re beginning to notice tardiness or frequent absences among them, maybe it’s time to check if they need better supervision, and touch base with them on their work progress.\n<h3><strong>Your team routinely suffers from burnout</strong></h3>\nAnother thing you should guard against is excessively working people to their limit. While pushing them to achieve your targets can help in increasing productivity at present, you should consider how it can impact them in the long run. Balance it out by also giving them sufficient time to recharge.\n<h3><strong>You are indecisive</strong></h3>\nGood leaders show strong decision making skills. They take calls and commit to decisions to ensure that the project will move forward. If you’re inconsistent at making decisions, don’t expect your team to deliver good work performance. We understand decision making isn’t easy, but it is vital to accomplishing goals.\n<h3><strong> Changes scare you</strong></h3>\nAs a leader, you should know that changes are inevitable. The best that you can do is take changes as opportunities for improvement and growth of your team. Take it in stride, and show your colleagues how you can turn changes at work to your advantage.\n<h3><strong> You lack follow-through</strong></h3>\nGood and effective leaders are set apart from weak ones by their ability to follow through on commitments. You establish your credibility as leader by keeping promises true and delivering results through actions. If you fail to do so, you leave your team with more problems to deal with than contributing to your overall target.\n<h3><strong> You avoid confrontations</strong></h3>\nWhile difficult situations can be intimidating, effective leaders do not shy away from them. In fact, they face issues head on, and take appropriate action to address them. They know that unresolved concerns, no matter how small, can snowball into bigger problems in the future. It is best to resolve difficulties as you go along rather than later, which results in eventually passing the burden to your team.', '10 Signs Your Leadership Strategy Doesn&#039;t Work', '', 'publish', 'open', 'closed', '', '10-signs-your-leadership-strategy-doesnt-work', '', '', '2017-05-16 06:00:08', '2017-05-16 10:00:08', '', 0, 'http://leadchangegroup.com/?p=33334', 0, 'post', '', 1),
(33338, 461, '2017-04-26 06:00:47', '2017-04-26 10:00:47', '<span style=\"font-weight: 400;\">There are a ton of benefits to establishing a culture of mentoring within your organization. This post will share those benefits with you and explain how to cultivate the mentoring culture within your organization.</span>\n<h3><span style=\"font-weight: 400;\">Learning is a two way street</span></h3>\n<span style=\"font-weight: 400;\">Within any organization you have your mentors (the ones who give information) and the mentees (the recipients of information). </span>\n\n<span style=\"font-weight: 400;\">When you create a culture of mentorship, mentees will feel more protected and welcome in your organization’s culture if they have good mentorship. </span>\n\n<span style=\"font-weight: 400;\">At the same time, mentors benefit from solidifying their wisdom and establishing their expertise through generosity and teaching.</span>\n<h3><span style=\"font-weight: 400;\">Mentorship accelerates learning. </span></h3>\n<span style=\"font-weight: 400;\">In a culture with mentorship, information flows freely throughout the organization. </span>\n\n<span style=\"font-weight: 400;\">You just need one really good mentor knowledgeable in an area, and everyone will benefit from that knowledge. Having a quality mentor elevates everyone to the highest common denominator. </span>\n\n<span style=\"font-weight: 400;\">You want knowledge to flow from the highest point instead of individuals being hyper-focused in some areas and left out of others.</span>\n<h3><span style=\"font-weight: 400;\">Define mentorship roles</span></h3>\n<span style=\"font-weight: 400;\">One way to bake culture into your organization is to have mentorship become a specific role. </span>\n\n<span style=\"font-weight: 400;\">One of the many advantages of a role based system like </span><a href=\"http://www.livingorgs.com/holacracy-overview\"><span style=\"font-weight: 400;\">Holacracy</span></a><span style=\"font-weight: 400;\"> is that you get to be explicit about the roles that you care about. </span>\n\n<span style=\"font-weight: 400;\">In addition to someone’s various other roles that they take on, mentorship can become one of them. </span>\n\n<span style=\"font-weight: 400;\">For example, let’s pretend you create the role of a Design Mentor in your organization. The explicit purpose is to focus on those junior designers who know less. Accountabilities are clearly spelled out and inspire the mentors to give feedback, guide, and suggest resources.</span>\n\n<span style=\"font-weight: 400;\">Once you have a role, you can add goals and metrics for success. Think about metrics such as surveying junior staff. Or, setting the goal that a junior position will learn at least one new skill within their field each month.</span>\n<h3><span style=\"font-weight: 400;\">Mentorship creates a healthy feedback culture</span></h3>\n<span style=\"font-weight: 400;\">Another important aspect of mentorship is to create a healthy feedback culture. </span>\n\n<span style=\"font-weight: 400;\">Feedback is a skill, and it needs to be acquired, honed and practiced. Your team needs to give it the time and focus it needs to become really good at it. </span>\n\n<span style=\"font-weight: 400;\">The more you increase the flow of feedback in your culture, the quicker things go in terms of mentorship and learning.</span>\n\n<span style=\"font-weight: 400;\">The biggest impediment to learning is the lack of humility. </span>\n\n<span style=\"font-weight: 400;\">We’ve become a culture of know-it-alls. In our society, it is somehow wrong to admit ignorance. But how can you learn if you pretend to know everything? </span>\n\n<span style=\"font-weight: 400;\">Not knowing is the freedom to be open to knowledge and new experience.</span>\n\n<span style=\"font-weight: 400;\">Starting from the most powerful position in the organization, you can set the tone for humility by admitting ignorance when ignorance is true and invite teaching with humility and alertness. </span>\n\n<span style=\"font-weight: 400;\">Everyone can mentor everyone within the organization. Even the most powerful positions in the company have something to learn from others.</span>\n\n<span style=\"font-weight: 400;\">By creating a tone of mentorship, you create a safe place for others to be humble and admit when they need help.</span>\n<span style=\"font-weight: 400;\">This speeds up progress, innovation and communication within your organization.</span>', 'Building a Mentoring Culture in Your Organization', '', 'publish', 'open', 'closed', '', 'building-a-mentoring-culture-in-your-organization', '', '', '2017-04-26 06:00:47', '2017-04-26 10:00:47', '', 0, 'http://leadchangegroup.com/?p=33338', 0, 'post', '', 0),
(33339, 251, '2017-04-10 06:00:45', '2017-04-10 10:00:45', 'Once upon a time there was a boss who was an extrovert and who preferred working with extroverts. Over time, he quit adding introverts to his team and weeded out those who had joined the team before he took over. He was shocked when a class action discrimination charge was filed against him.\n\nIt’s estimated that somewhere between 50 and 74 percent of the population are extroverts. This boss preferred working with talkative, high-energy, action-oriented people. He loved having a team of outgoing individuals who didn’t hesitate to share their opinions, even if they had to talk over each other to do so. This boss came to believe reflective and thoughtful individuals who weren’t johnnie-on-the-spot with an opinion weren’t qualified to work in his department.\n\nThis boss let his preference—his bias—morph into prejudice, which resulted in discrimination.\n<blockquote><strong>Bias</strong>: a tendency to favor or disfavor that prevents neutral consideration.\n\n<strong>Prejudice</strong>: a preconceived opinion, prejudgment, or attitude that negatively impacts one’s thoughts, feelings, and actions about a group or individual.\n\n<strong>Discrimination</strong>: unfair, inappropriate, unjustifiable, and negative behavior toward a group or its members.</blockquote>\nHaving a bias didn’t make this boss a bad person. We’re all biased. Our brains facilitate it. Psychologist <a href=\"https://www.princeton.edu/~kahneman/\" target=\"_blank\">Daniel Kahneman</a> calls it “System 1” thinking, an “effortless, often unconscious process that infers and invents causes and intentions, neglects ambiguity, suppresses doubt, and uses similarity rather than probability.”  Author <a href=\"http://gladwell.com/\" target=\"_blank\">Malcolm Gladwell</a> calls it “the power of thinking without thinking.”\n<h3>5 Common Workplace Cognitive Biases</h3>\nAs you read about these five common biases, think about your workplace. Can you see their influence in how your workplace culture thinks, feels, and acts?\n<p style=\"padding-left: 30px;\"><strong>Anchoring</strong>: the tendency to rely too heavily on the first piece of information offered when making decisions.</p>\n<p style=\"padding-left: 30px;\"><strong>Confirmation bias</strong>: the tendency to interpret new evidence as confirmation of one\'s existing beliefs or theories.</p>\n<p style=\"padding-left: 30px;\"><strong>Groupthink</strong>: the psychological phenomenon for alignment that occurs within a group of people because of the desire for, and/or pressure to, have harmony or conformity.</p>\n<p style=\"padding-left: 30px;\"><strong>Halo effect</strong>: the tendency for someone’s overall impression of a person, either good or bad, to be influenced by how they feel and think about the other person’s character.</p>\n<p style=\"padding-left: 30px;\"><strong>Overconfidence effect</strong>:  the tendency for someone to believe subjectively that his or her judgement is better or more reliable than it objectively is.</p>\nBias is tricky to manage because it’s difficult for us to see our own biases. We bump into the \"<a href=\"http://articles.latimes.com/2004/feb/16/health/he-ethics16/2\">introspection illusion</a>, the assumption that our own golden rule of objectivity works well for ourselves—but others\' rules don\'t work for them. The result is a blind spot that can lead otherwise careful people to exempt themselves from rules of behavior they would rigorously apply to others.”\n<h3>7 Ways to Temper Bias</h3>\nSo, how do leaders avoid the thinking trap that the extrovert-preferring boss fell victim to? Leaders can:\n<ul>\n 	<li>Be mindful of <em>always</em> listening to their gut. Quick decisions and impressions can unconsciously be shaped by bias.</li>\n 	<li>Involve more people in the policy- and decision-making process. The trade-off in time involved is balanced by the emergence of fuller, deeper, richer, and more inclusive outcomes.</li>\n 	<li>Stop relying exclusively on <a href=\"https://www.ted.com/talks/elizabeth_loftus_the_fiction_of_memory\">memory</a>—it isn’t as infallible, accurate, or impartial as most people think it is. Memory plays tricks on everyone.</li>\n 	<li>Recognize that not every decision is best served by using narrow <em>either/or.</em> Sometimes, the right answer is <em>both/and</em>. Effective leaders understand that both results and relationships are key for long-term success.</li>\n 	<li>Include contrarians on every team and listen to what they have to say. Sure, at times contrarians are a big pain in the patooty; but over time, their contributions in helping people see things from a different perspective are invaluable.</li>\n 	<li>Use <a href=\"https://www.edwdebono.com/\" target=\"_blank\">Edward de Bono</a>’s <a href=\"http://www.debonogroup.com/six_thinking_hats.php\">6 Thinking Hats</a>—a methodology that makes it safe to point out bias, errors and omissions in facts, downsides, etc.</li>\n 	<li>Let go of the notion that they aren’t biased. They are. Everyone is.</li>\n</ul>\n<blockquote>“The whole problem with the world is that fools and fanatics are so certain of themselves and wiser people so full of doubts.” ~Bertrand Russell</blockquote>\nWhat methods have been successful for you in learning to mitigate the negative impacts of bias?', '7 Ways for Leaders to Deal With Bias', '', 'publish', 'open', 'closed', '', '7-ways-for-leaders-to-deal-with-bias', '', '', '2017-04-10 06:00:45', '2017-04-10 10:00:45', '', 0, 'http://leadchangegroup.com/?p=33339', 0, 'post', '', 5),
(33347, 462, '2017-05-08 06:00:21', '2017-05-08 10:00:21', '<p id=\"arIndex_0\">A partnership is exactly like a marriage; if you don’t work on it, the chances of it lasting its first few years are very minimal. There are always highs and lows in a partnership, considering that partners involved are human, and some disagreements are bound to happen. But how do successful partnerships become successful?</p>\n\n<h3 id=\"arIndex_2\"><b>Mutual respect within a partnership</b></h3>\n<p id=\"arIndex_3\">To start with, partners need to respect each other, it’s fundamental. If the respect is minimal or non-existent then the chances of the partnership falling apart are very high. You might not be very fond of each other, but if partners want the partnership to work, they will need to put their differences aside, respect each other and work together.</p>\n\n<h3 id=\"arIndex_5\"><b>Sharing the same ambition, vision, and passion</b></h3>\n<p id=\"arIndex_6\">What’s the point in starting a partnership if one is more enthusiastic about it than the other? Partners need to have a similar mindset on the task at hand, they need to have passion and ambition to continue with the partnership until success oozes out of their ears. This ambition, vision, and passion will help partners overcome any obstacles they come across.</p>\n\n<h3 id=\"arIndex_8\"><b>Different skills of both partners which complement each other</b></h3>\n<p id=\"arIndex_9\">Being in a partnership doesn’t mean that partners need to have the exact same skill set. However, skill sets that differ but match are the best. One partner might be good with writing up contracts and paperwork, whilst the other might be good with managing and has great people skills. Even though these partners have different skills they can combine them by having their own roles, and actually teaching each other. Learning from each other will help in the long run to success.</p>\n\n<h3 id=\"arIndex_11\"><b>Supporting each other’s strengths and weaknesses</b></h3>\n<p id=\"arIndex_12\">Being human, we all have our strengths and our weaknesses, which could limit us to what we can achieve. By partners supporting each other and using the limitations to their advantage, it can actually lead to growth and success. Weaknesses worked on, can soon turn into strengths. No matter what the limitations, support is the key.</p>\n\n<h3 id=\"arIndex_14\"><b>Communication</b></h3>\n<p id=\"arIndex_15\">Communication, communication, and I’ll say it again, communication. The main key that will either break or strengthen the partnership. Every aspect around the partnership involves communication, positive or negative. What\'s the point in being in a partnership if issues, or goals, or even thoughts about the future of the partnership aren\'t being discussed? A partnership might come to a point where there might be a bit of friction, parties not agreeing on certain aspects of the business or even stress, but this needs to be dealt with, and a neutral ground needs to be found. Try and communicate as often as possible.</p>\n\n<h3 id=\"arIndex_17\"><b>Clear Partner Roles</b></h3>\n<p id=\"arIndex_18\">In a partnership, no two people have the exact same role, again due to a different skill set each person will have a role suited to their strengths, and the same role needs to help each person work on their weaknesses. This role needs to be clear to the parties in the partnership. This is so that not only one partner is under pressure and under stress. The stress and pressures need to be shared between the partners, it wouldn’t be fair if only one partner does all the work, whilst the other partner does the minimal and they both earn the same. The partner roles need to be set right from the start. Further along the line, with good communication, partnership roles can be adjusted or changed.</p>\n\n<h3 id=\"arIndex_20\"><b>Goal setting</b></h3>\n<p id=\"arIndex_21\">A partnership is only formed when there is a goal to achieve between the partners. So you’ve formed a partnership, and have set the initial goals and those have been achieved. What’s next? Well obviously setting more goals. In the midst of having a successful partnership, we forget that setting small goals are just as important as big goals. Always set goals, no matter how small or how big, write them down and communicate on how everyone can achieve that goal. Working together will help overcome obstacles, to achieve any goal.</p>\n\n<h3 id=\"arIndex_23\">Partnerships which achieved world success</h3>\n<p id=\"arIndex_24\">There are some great examples of successful partnerships among big times companies. Google is one of them. The founders of Google; <a href=\"https://www.ted.com/talks/sergey_brin_and_larry_page_on_google\">Larry Page and Sergey Brin</a> were students when they first met. In fact, they didn\'t get along so well and arguments and disagreements among them were common. Yet by overcoming their differences and learning from each other, they built one of the largest multi-million companies.</p>\n<p id=\"arIndex_25\">It\'s interesting to mention that most of the very well known, successful companies, were established through a partnership. These include Microsoft, Apple, and Twitter too.</p>\n<p id=\"arIndex_26\">Then there are company partnerships such as <a href=\"http://www.bmwusa.com/Standard/Content/Vehicles/2017/i8/BMWi8/BMWi8LouisVuitton.aspx\">BMW</a> and <a href=\"http://us.louisvuitton.com/eng-us/products/weekender-gm-i8-007983\">Louis Vuitton</a> for the BMW i8 series and a luggage set by Louis Vuitton which is made to fit perfectly into the car\'s trunk.</p>\n<p id=\"arIndex_27\">Another great example is the <a href=\"https://www.apple.com/pr/library/2014/07/15Apple-and-IBM-Forge-Global-Partnership-to-Transform-Enterprise-Mobility.html\">Apple and IBM partnership</a>. Apple with its friendly user interface and IBM with its enterprise level computing capabilities joined forces to create a new generation of software and apps for the use of big data and analytics by enterprise clients.</p>\n<p id=\"arIndex_28\">One of the latest successful partnerships is between <a href=\"http://www.globalvisioninc.com/?ads_cmpid=342614241&amp;ads_adid=28300859601&amp;ads_matchtype=e&amp;ads_network=g&amp;ads_creative=188504677662&amp;utm_term=global%20vision&amp;ads_targetid=kwd-304747065&amp;utm_campaign&amp;utm_source=adwords&amp;utm_medium=ppc&amp;ttv=2&amp;gclid=CjwKEAjwlKLHBRDztKr6wMnRthMSJAALcT-sQ2UjeksUBspZ546fmMYzBg-4M9X8GjvwdNujz-IkJxoCabXw_wcB\">GlobalVision </a>and Esko. GlobalVision is a leading company in packaging and labeling quality control technologies and <a href=\"https://www.esko.com/en/\">Esko</a> (known as Esko Arts) is a graphic arts company that produces prepress software and hardware for packaging and labels.</p>\n<p id=\"arIndex_29\">These two companies decided to work together by having Global Vision’s <a href=\"http://www.globalvisioninc.com/quality-control-platform/\">Quality Control Platform</a> integrated into Esko’s Automation Engine. The integration provides an all-in-one quality assurance solution that runs as a smooth background process. This partnership has provided businesses which rely on their ‘services’, a better, more efficient way, to detect artwork errors, cut costs, and reduce risks.</p>\n\n<h3 id=\"arIndex_31\">A final word about partnership success</h3>\n<p id=\"arIndex_32\">Beautiful partnerships can be formed, by taking the time to communicate and to consider each other as an equal no matter the differences. In one way or another, partners taking part in a partnership are both interested in succeeding in their mutual goals. So let’s aim for it together and let\'s set differences aside to create game-changing partnerships of innovation and mutual success.</p>', 'What Makes a Partnership Successful?', '', 'publish', 'open', 'closed', '', 'what-makes-a-partnership-successful', '', '', '2017-05-08 06:00:21', '2017-05-08 10:00:21', '', 0, 'http://leadchangegroup.com/?p=33347', 0, 'post', '', 0),
(33360, 463, '2016-05-09 06:00:32', '2016-05-09 10:00:32', '<span style=\"font-weight: 400;\">Working environments become more flexible each year, with business owners hiring temporary staff for seasonal or part-time positions rather than staffing up with full-timers. While hiring flexible workers can provide a number of benefits to companies, new challenges arise also. One large challenge is to create a comfortable and healthy working environment for those who will not work full time. It is just as important to provide a healthy work environment to seasonal employees as to your longest serving full-time staff. Below are several healthy work environment tips for entrepreneurs hiring flexible workers.</span>\n<h3><b>Defining a Healthy Environment</b></h3>\n<span style=\"font-weight: 400;\">The first question to ask is, \"what is a healthy work environment?\" Safety, cleanliness, and happiness are the three main considerations when designing a </span><a href=\"http://leadchangegroup.com/training-tomorrows-leaders-the-next-generation-of-workplace-thinking/\"><span style=\"font-weight: 400;\">healthy workplace</span></a><span style=\"font-weight: 400;\">. Each of these factors contributes in a large way to keep employees healthy, whether they be full-time or flexible. Each of them can also help to reduce instances of workplace injury and stress, ultimately saving time and money for employers. The sections below detail each of these topics and ways you can improve your workplace.</span>\n<h3><b>Cleanliness is Key</b></h3>\n<span style=\"font-weight: 400;\">A clean environment is a happy environment</span><span style=\"font-weight: 400;\"> and that can reduce the number of health issues for all employees. The foremost risks are bacteria, viruses, and other pathogens that can breed in dirty environments and leave employees with illnesses that cause them to miss work. An illness caught at work can be especially troublesome for temporary employees, since they often do not have employer-sponsored health insurance. Aside from direct health risks, a dirty environment can be mentally stressful for all employees and can increase the risk of </span><span style=\"font-weight: 400;\">stress-related issues in the workplace</span><span style=\"font-weight: 400;\">, such as fatigue or carelessness with dangerous machinery. </span>\n<h3><b>Make Safety Easy</b></h3>\n<span style=\"font-weight: 400;\">Workplace safety is a key factor in promoting a healthy workplace, but learning all of the safety procedures and dangerous factors in a workplace can take time and training, which seasonal employees may not have. Flexible workers require a simpler and more straightforward approach to workplace safety. Wherever possible, try to eliminate dangers and health hazards in the workplace, rather than relying on temporary workers to be fully informed about the risks that surround them. Reduce safety risks from dangerous machinery, wet floors, faulty equipment, or dangerous workspaces as much as possible so that seasonal employees do not have to continually watch out for dangers around them. That being said, it is still important to provide basic safety training as part of the orientation process for all temporary staff.</span>\n<h3><b>Ergonomic Workplace Design</b></h3>\n<span style=\"font-weight: 400;\">Future workplace design will rely heavily on ergonomics to prevent injuries related to repetitive motion, unnatural postures, and unnecessary physical strain. Invest a bit of extra money in ergonomic chairs and computer equipment, standing desks, or lighting that does not cause eye strain and headaches. Avoid making employees stand on hard surfaces for extended periods of time, or constantly performing repetitive tasks that require sharp bending or quick kneeling. Ergonomic design can be more suited to office environments than factories, warehouses, or other environments requiring manual labor, but even in these areas, it is important to consider how the daily routine of flexible workers can impact their bodies. These considerations can help to reduce the chance of injury and serve to make employees feel less tired at the end of a work shift.</span>\n<h3><b>Happiness and Health</b></h3>\n<span style=\"font-weight: 400;\">Flexible employees don\'t always have a chance to make a workplace feel like their own, so it is important to create an atmosphere that encourages happiness. Bright, natural light, positive managers, plenty of fresh air, and even music can all help to create an atmosphere that makes people enjoy being at work. Varied tasks and interesting challenges can also help to keep people engaged and feeling good about the work they do. Avoid treating seasonal employees simply as commodities, and instead, see their value to your business. With that in mind, make sure that the environment and responsibilities they are given feel comfortable and meaningful.</span>\n\n<span style=\"font-weight: 400;\">The tips above can help you to set your workplace apart from others as a safe and healthy environment that attracts the best seasonal, part-time, or temporary staff. These considerations can also help to minimize the costs of employee injuries and other health hazards. Even though flexible workers will not always be around for years to come, it is still vital to provide them with a workplace that will leave them happy and satisfied, which includes safety considerations. In addition to these tips, keep your eyes open for new developments in your industry to ensure your workplace is the healthiest around!</span>', 'How to Create a Healthy Work Environment for Flexible Workers - DO NOT PUBLISH', '', 'private', 'open', 'closed', '', 'how-to-create-a-healthy-work-environment-for-flexible-workers', '', '', '2016-05-09 06:00:32', '2016-05-09 10:00:32', '', 0, 'http://leadchangegroup.com/?p=33360', 0, 'post', '', 0),
(33377, 276, '2017-04-14 06:00:29', '2017-04-14 10:00:29', '<span style=\"font-weight: 400;\">Leaders are naturals in developing people around them, because they aim to serve others. They do that by investing the time to get to know their people and understanding their strengths and weaknesses. Leaders are good listeners. They spend more time listening than talking. By listening, they have a deeper understanding of their people’s capabilities.</span>\n\n<span style=\"font-weight: 400;\">There are a couple of ways in which leaders can develop their people. The two most common ways are mentoring and coaching. In order for a leader to use each of these methods, they need to have experience and background. It is important that they are competent. When does a leader use one over the other? A leader uses experience and knowledge to help or guide a less experienced or knowledgeable individual. The mentor will use his/her expertise to get the person up to speed and share their experience,  while coaching is used with qualified people who have experience. Done right, coaching can help improve the effectiveness and performance of the coachee.  The coach uses his/her ability to ask the right questions that make the coachee think through the situation help them come up with the answer.  A coach asks pointed questions that hold the coachee accountable for their actions. In coaching, the person being coached is challenged with questions that make them dig deep and come up with the answer that can help them move forward.</span>\n\n<span style=\"font-weight: 400;\">While a leader coaches and mentors others, they themselves also have mentors and coaches that help them continue to help them develop. A leader believes in continuous improvement and dedicates time to develop them. Leaders always give back to others. It is this commitment that makes them special. To raise others we must equip ourselves with the skills that make us capable to help others. Remember that leadership is about giving.</span>\n\n&nbsp;', 'Mentor and Coach', '', 'publish', 'open', 'closed', '', 'mentor-and-coach', '', '', '2017-04-14 06:00:29', '2017-04-14 10:00:29', '', 0, 'http://leadchangegroup.com/?p=33377', 0, 'post', '', 0);
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(33396, 381, '2017-04-21 06:00:24', '2017-04-21 10:00:24', '<p style=\"text-align: center;\"><em>Who you are as a person is more important than what you do.</em></p>\nHave your values ever been challenged? Do you know what your values are?\n\nWhen asked what our values are, we easily articulate what we believe our values to be. We want to live with integrity, be discerning, treat others the way we want to be treated, be authentic, work hard, always be learning, speak truth. How many of us have written our values and posted them on the wall in front of us as a reminder, or maybe full-out proclamation, of how we will live?\n\nOpen your browser, visit the library, talk with a colleague, meet with your leadership team - you will find no shortage of information on what values are, defining your values, how to live your values, and why values are central to your character. With this abundance of content available, why would anyone want to take three minutes to read one more article about values? Good point, but hang on. I’ve been thinking about values – the ones that have roots so deep we forget they are there.\n<h3>Take the values challenge</h3>\nWe often equate values with the foundation of our character. You know? Nobody ever stops to admire a foundation. Does that seem messed up to you? We should admire a solid foundation, because, although hidden, it is what will hold a building up and sustain it for many years. Character is like that. Character is built from values. So, I have a little game called the Hide and Seek Values Challenge. Are you up for it? Take a moment and list a few of your values and then write a few words that describe the role those values play in what is most important to you. There are no right or wrong answers.\n<h4>Challenge – Part 1</h4>\nHere’s a sample from my challenge.\n<ul>\n 	<li>Value: Learning            I will spend an hour every day learning a specific topic.</li>\n 	<li>Value: Initiative            I will write one article every week.</li>\n 	<li>Value: Hard Work        I will work set hours each day, 5 days a week that can be invoiced</li>\n 	<li>Value: Purposeful         I will do something each day that moves me toward my purpose</li>\n</ul>\nNow it’s your turn.  Go ahead. Try it. You might have 25 or more values, but limit yourself to just a few. You can play again later.\n<h4>So here’s the Challenge – Part 2</h4>\nOpen your checkbook or online check register. Take a peek in your wallet or drawer where you store receipts. Believe me this exercise is not to place guilt over the $6 Starbucks coffees, but it has a significant purpose. Where we spend our money says a lot about where our values are. Are there any surprises related to your values in your financial picture?\n\nOpen your calendar or notebook or projects journal. This can be on your phone, computer, or a paper calendar where your appointments are documented. Where we spend our time speaks volumes about our values. Examine the calendar entries and appointments for the past few weeks. What does your calendar reveal about your values?\n\nWe expect our values to be the fuel behind our achievements, don’t we? Here’s the thing. In retrospect, we sometimes discover that living our values produces results quite different from what we expect.\n<h3>Everything has a backstory</h3>\nA few weeks ago I was having lunch at a café with a friend whom I have known since childhood but geographical distance has separated us for much of our lives. As we sat there solving the problems of the world, I glanced up to see a wooden plaque with hand-painted lettering scrawled across it. “A friend is one of the nicest things you can have, and one of the best things you can be.” On any other occasion, I might have read that sign on the wall without notice, but in that moment, I realized the significance of relationships and the valuable place they have in our life experience. In this moment I realized what I would have missed out on had I objected to this chance encounter because, “I simply didn’t have time for chit chat.”\n\nA few hours earlier I had been lamenting to another friend, the ultimate truth-teller, about forty things I had yet to do over the next 72 hours. I was discouraged to see the list of items yet undone, and I was staring at the Saturday horizon just a few hours away. I complained that I was busy all week but nothing important got done and time, my non-renewable resource, was devoured by things of no value. What I discovered next was a surprise. Reconciling our values whether stated, perceived, or observed is tricky. My friend, the truth-teller, reminded me of the values challenge. Out of the 25 or more values at the foundation of our life and character, we don’t live them all simultaneously.\n<h3>Who you are as a person is more important than what you do</h3>\nIf you had asked me to list my values on that day, I would have given you the textbook version. Work diligently every day. Act with integrity. Time with Family. Be a friend. Do what you say you will. Achieve goals. Study and learn. Read a knowledge-seeker’s book at least one hour every day. Write and journal every day. Read ten articles and comment on them. Encourage others. Do you see a trend here? Improve. Get better. Achieve.\n\nThere is nothing wrong with that – except . . .\n\nThis was my reality. When I opened my wallet and flipped my calendar pages back, I found these entries and hand-scrawled notes. Write at least one encouraging card every day. Chaperone choir event. Child care so moms can attend Bible Study. Prepare meals for shut-ins. Organize music for the music minister. Teach a toddler class. Help a previous co-worker with a stressful project. Review a website for a friend. Clean for \"friend.\" Take a 94 year old friend to lunch. Attend gym class with daughter so she will go. Pick up granddaughter from school – take her shopping for cheerleader stuff. Take a walk with a friend whose husband was diagnosed with cancer. Talk with a friend going through devastating family tragedy. Message friend whose mom died unexpectedly. Call sister-in-law.\n\nDo you see the disparity between stated values and substantiated values? As I compared my list of things I intended to achieve with the list of activities I actually completed that week, I realized that I was living out the foundation of my values. Values that didn’t line up with business and work, but that were in perfect alignment with building relationships. In this season of my life, my real values are anchored to the foundation of my character, but I have the latitude to flex my hours and be less encumbered by unbending schedules.\n\nNext time you feel like you aren’t accomplishing anything of value, get out your calendar, pop open your journal, take a look at your bank statement – then give yourself an honest assessment of how you have served others and made a difference because you poured into them from your values-rich foundation.', 'What We Value', '', 'publish', 'open', 'closed', '', 'what-we-value', '', '', '2017-04-21 06:00:24', '2017-04-21 10:00:24', '', 0, 'http://leadchangegroup.com/?p=33396', 0, 'post', '', 1),
(33427, 464, '2017-04-26 20:09:52', '0000-00-00 00:00:00', 'It\'s really nice to get a promotion. You have moved another rung up the organizational ladder and your career is in the lift. Suddenly though, you start noticing things. Things like: \'Things work differently up here than down there.\" What makes middle management a different kettle of fish? All of a sudden you don\'t only have to worry about those under your leadership, but also those above you. And the higher you climb up that corporate ladder, the more it seems like you\'re spending most of your time managing the leaders who are supposed to be leading you. Or managing the consequences of their actions.\n\nSo what\'s the problem? Is it only dealing with the Peter principle, which states that people rise in the organisation to the level of their incompetence? Or is there more going on? And more importantly the answer to the question: How do I deal with this in such a way that I can get on with what I\'m supposed to do? In this blog we will explore these issues.\n\n&nbsp;', 'Leader in the Middle - IN DEVELOPMENT', '', 'draft', 'open', 'closed', '', '', '', '', '2017-04-26 20:09:52', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33427', 0, 'post', '', 0),
(33438, 464, '2017-05-05 06:00:41', '2017-05-05 10:00:41', 'What really makes a good leader? Many theories and models try to show us the way. The discussion may be approached from several perspectives. For example, what are the characteristics (or personality traits) of effective leaders, what do effective leaders do or what are process models in which the nature of the work is connected with the type of leadership that is effective? We’re not going to deal with all the approaches in this post - that would require a book in itself! We’re going to focus on one of the common factors: the leader\'s social skills. Why? Because attractive leaders are also much more effective leaders. Specifically we will look at one element of these social skills, one which especially makes leaders attractive, both to the people who work for them as well as to others, either higher up in the organization or outside: their ability to always add something to any interaction in which they engage.\n\nWhen it comes to characteristics of a good leader, being sociable, friendly, outgoing, and assertive are definitely positive ones. And to a large degree these correlate with one’s self-reflective abilities and one’s self-esteem, meaning the good leader has a well-developed self-esteem.\n<h3>It’s all about your ability to ask the right questions</h3>\nAs to what effective leaders do, I concur with Edgar Schein’s idea that it’s all about relationship. And that isn’t really such a strange idea. In Belgium, for example, it isn’t uncommon for prospective business partners to first meet socially and establish a relationship with one another. Only once sufficient trust has been developed will the subject of business even be broached. The message is clear: first we need to trust one another (relationship), then business has the best chance of succeeding. That same principle applies to leadership: when those being lead trust their leader, they will go that extra mile. Whether you’re a leader trying to market your product or service or that same leader wanting to effectively lead your team, having good relationships with others is crucial.\n\nIn his book <a href=\"https://www.amazon.com/dp/B00CTY5FXM/ref=dp-kindle-redirect?_encoding=UTF8&amp;btkr=1\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Humble Inquiry</em></a>, Edgar Schein (2013) makes the argument that a good relationship is based on your inquisitiveness and your ability to ask the right questions, rather than how much information you give the other. So the first point may be clear: rather than telling team members what they’re supposed to be doing, get curious, start asking questions, start getting to know what makes your team members tick and above all, become genuinely interested in them as people. And to be able to do that, you’re going to need to be able to be self-reflective. You’re going to have to know who you are, where you’re coming from and how you view yourself. This is where self-esteem comes into the picture.\n<h3>Self-esteem</h3>\nWhat does self-esteem have to do with supporting good relationships? There seems to be a direct correlation between your self-image (the ideas and beliefs you hold about who and what you are), self-esteem (how valuable you deem yourself to be) and the way you generally communicate. It seems logical: if your ideas about yourself aren’t that positive, the likelihood is that you don’t think you’re worth that much either. Also, your belief in what you are capable of (so-called \"self-efficacy\") will affect your idea of who you are and how valuable you see yourself as being.\n\nLet\'s talk about the people you will have to deal with. They, like you, will have a perception not only about their self-image, but also about their ideal self-image. And when their perceived self-image doesn’t match their ideal, this lowers their self-esteem. They will then behave in ways to enhance their current status. When you as a leader know about the typical ways people behave to enhance or maintain their self-esteem, you have the key to being able to interact with them optimally. Some ideas adapted from Joshua Pellicer may give you some ideas on how to do this.\n<h3>The perceived difference between actual and ideal self-image</h3>\nThe basic idea is that if your perceived self-image matches your ideal self-image, you will feel self-confident and happy, and the behavior of others won’t knock you off-kilter that easily. These are generally the socially attractive people: They have good social skills and are able to make people around them feel comfortable in their presence. You could say they are givers rather than takers. Their behavior also has a kind of built-in self-fulfilling prophecy: the more these people give (in terms of making others feel good in their company), the more others appreciate them and the better they feel about themselves. What they are giving isn’t material – when you feel good in someone’s company you also tend to feel happier about yourself, increasing your own self-esteem. In other words, such a person increases others’ feelings of self-esteem too. This then is the kind of self-esteem you want if you want to be a desirable leader: You are then able to deal in a constructive way - and by extension add to the interaction - with all kinds of people irrespective of their level of self-esteem.\n\nHow does the effective leader deal with various levels of self-esteem? We need to take a step back and again look at the people you will be interacting with, that is, people in general.\n<h3>Add value</h3>\nOn a scale from 0 to 5 there is a range of varying levels of self-esteem (which may also fluctuate from day to day), which, for ease of use, may be categorized from a zero (victim) to a five (fully self-confident). This leads to six vignettes, each depicting certain typical communication traits of your possible conversational partners and tips on how best to deal with each of these categories. The basic rule to effectively deal with each category is to add value to the interaction for the other person. To start, how best to deal with the highest (level 5) self-esteem individuals: if they truly have such high self-esteem, they will be very easy to get along with. In fact, there is little you need to do except reciprocate the respect they give you.\n<h3>No self-esteem makes an individual feel helpless and powerless</h3>\nOn the lower end of the scale you have those whose self-esteem is way down. They feel themselves to be a play-ball in the hands of a mighty and uncharitable world over which they have no influence. The only way they know to get attention is to display their victim status and hope others will feel sorry for them. Unfortunately, this often maintains itself: as they expect not to be able to influence the environment around them, they don’t even bother to try, whereby they don’t influence their circumstances, keeping the status quo. The pitfall is to fall for their helplessness and do everything for them – this way you do neither them nor yourself any good; you only create dependency. The second pitfall is to enter into a discussion on whatever their negative attitude is directed at. The best way to deal with this dynamic is the odd Socratic question, in which you hint that they may be a little less helpless than they seem, or by naively asking what they could do (even something small) to alleviate their own situation.\n<h3>Defuse the obligation issue</h3>\nThen you have those with just a modicum of self-esteem (level 1). These are people who typically cost you a lot of energy: they feel they have little to give and therefore actively ask for (a lot of) attention. Their self-esteem is dependent on how much attention they can get from others. They also actively try to bind people to them using subtle or less subtle guilt-trips, by making others feel they owe them something. This can be by giving gifts or performing unasked favors. How to deal with this dynamic? Well, by giving them (a little of) what they want: respect and attention. Yet to do this properly you will need to defuse the obligation issue and set realistic boundaries. This usually means politely yet firmly turning down the gifts and favors and offering to give them limited amounts of attention on your own terms; that is, without any obligation on either side.\n<h3>Don’t allow yourself to be drawn into the battle zone</h3>\nThe next level (2) is those who overcompensate, who actively try to prove they have more self-esteem than they actually have. They do this by downplaying others (if another is less than me, then I am more), leading to a loud, argumentative, combative way of dealing with others. These are the unguided missiles in social interactions and are typically the most difficult to deal with. Understanding their behavior is the key to dealing with them. Their behavior is an act and it’s a direct result of an emotion: a fear of losing that little bit of self-esteem they have or the fear that what they have isn’t really enough. So their behavior is directed at protecting what they have by attacking. The trick is not to be drawn into the battle zone. You give them respect by appreciating their act: you compliment them on their outspokenness and simply ignore the content of the attacks. More than with any other kind of person, you need to understand their behavior as an expression of how they feel, not of what or who they are.\n<h3>Wearing titles on your sleeve</h3>\nThe middle category (3) represents those who are well on their way to developing their self-esteem, but who typically feel they need to prove themselves in every situation. These are the people who collect and wear their titles on their sleeve. They are competitive towards everyone they perceive as a threat to their self-esteem, which in their eyes means everyone who seems to have achieved more (and by extension are seen as more valuable than themselves). They actively engage in competition with these perceived as threatening individuals by launching a veiled offensive, or by openly verbally attacking these people. As with the previous category, engaging in competition is not the way to go, as it will lead to winners and losers. Remember that how valuable another is should never define your own value. So, the trick here is to value this person, not reducing or downplaying their conquests, by showing them respect and complimenting them on their achievements.\n<h3>Reciprocate</h3>\nThe next to highest category (4) is difficult to distinguish from the top group in that, although they realize that their self-esteem does not depend on others, they still sometimes fall into feeling insecure when others in some way reject them. This can mean falling back, but usually these kinds of people are good at hiding what others do to them and are soon able to regain their poise. Dealing with them is similar to dealing with the top group: Reciprocate. Add to that some support and these people will only feel better about themselves than they already do.\n<h3>What about the narcissist?</h3>\nThe narcissist is someone who <em>believes</em> they are special and should therefore receive special treatment. This belief is however not realistic and even when such a person does possess highly developed talents, using them as a way to elicit respect from others is actually the same strategy as the competitive number 3 vignette. This is why narcissists believe they have a high self-esteem, yet do not act like people who genuinely have a high self-esteem. So a narcissist isn’t a number 5, but at highest a number 3.\n<h3>The leader’s ideal self-esteem</h3>\nThe question then is: What level of self-esteem should the leader have? Ideally a five, yet a four is probably a good compromise. Besides, considering yourself a four means you constantly see room for improvement, which is better than thinking you have nothing left to learn (which will come across as arrogance). What then is the essence of the number 5 for a good leader? When you fit this category, you are someone who always adds to the interaction, with everyone: from people with a zero right up to people with a five. In other words, you understand the dynamics presented above and use this knowledge to add value to every interaction you engage in.\n<h2>How to develop that ideal self-esteem</h2>\nIf you know that your self-esteem is lower than a five, you can actively engage strategies to increase it. The best way to do this is using <a href=\"https://en.wikipedia.org/wiki/Self-perception_theory\" target=\"_blank\" rel=\"noopener noreferrer\">Bem’s self-perception theory</a> (Bem, 1972) to your advantage: By behaving like a five, you will start believing that you are actually that. This is because you also observe your own behavior and implicitly draw conclusions about yourself based on these observations. The second reason this strategy works is that thanks to practice, you get better at it! And, by behaving as a five you also elicit generally positive reactions from your team members, colleagues and the environment at large, putting the self-fulfilling prophecy into action for your own good.\n\nIt may seem that these strategies are ways to manipulate people, and that also is a trap. This is why it is so important that leaders realize that their own self-esteem is not dependent on others, nor on the way others approach them. Your reasons for approaching people in a certain way are actually empathic: By realizing how much self-esteem another thinks they have, and dealing with that in a sensitive way, you not only help them develop themselves, you also increase their willingness to collaborate with you.\n<h3>It’s about adding value</h3>\nIn summary then, one of the most potent social skills a leader can develop is a genuine high level of self-esteem. This will enable them to always add value in any social interaction, making them more attractive to collaborate with. It\'s about not hiding or ignoring your insecurities, but actively seeking ways to be more valuable yourself. Dealing with and overcoming your insecurities is in itself a value-added activity. Partly you can do that by becoming an excellent communicator, as then you will be making other people feel better about themselves, thereby setting the self-fulfilling prophecy into motion. The other part is realizing you are always at the peak of your development, which means that tomorrow you will be better (even if only incrementally) than today.', 'It&#039;s About What You Add to the Interaction', '', 'publish', 'open', 'closed', '', 'its-about-what-you-add-to-the-interaction', '', '', '2017-05-05 06:00:41', '2017-05-05 10:00:41', '', 0, 'http://leadchangegroup.com/?p=33438', 0, 'post', '', 0),
(33441, 414, '2017-05-11 06:00:41', '2017-05-11 10:00:41', 'When you are marketing a start-up, there are two fundamental truths. The first is that having only a great product will not be enough to guarantee that you will be successful. The second one is that if your product is crap, there is no amount or type of marketing that will gain you a mass audience. If you want your start-up marketing to be a success, you need to have both a great marketing strategy and a great product.\n<p class=\"western\"><i><b>Here is a quick look at some of the things that you need to incorporate into your digital marketing strategy:</b></i></p>\n\n<h3 class=\"western\"><b>SEO</b></h3>\n<p class=\"western\">Are you aware that Google is used by more than 500 million people each day? For this reason, <a href=\"http://powerdigitalmarketing.com/services/seo-search-engine-optimization/\">expert SEO services</a> are something that should never be ignored by start-ups. The main strength of this is that when you have a product that people will be searching for, your website will be able to appear with perfect timing – right when they are looking for it. Remember that hiring a cheap SEO service will not really save you money. Search rankings work both ways. If you hire a service that is cheap because they take shortcuts or use black hat practices, it can end up costing you way more than what you bargained for.</p>\n<p class=\"western\">Also remember that a promise of fast results should never be guaranteed. If they are, run…fast. Keep in mind that SEO will typically take a bit of time for it to work.</p>\n<p class=\"western\"><em><b>Social Media</b></em></p>\n<p class=\"western\">A great way to establish a new business is through blogging and <a href=\"http://leadchangegroup.com/the-secret-sauce-social-media-and-networking/\">social media</a>. Using blogs and social media can be a fantastic way to build your audience, create new relationships, and to have interactions with your target demographic. Creating content that is high quality and then marketing it works because of the fact that people will respond to the types of information that pertain to them. Most of the time, readers will even follow up with the creators of the content so that they can follow or subscribe in order to see additional content.</p>\n<p class=\"western\">This strategy is one that is long term and can take as much as an entire year before you see a significant amount of growth. However, once you get past that point, you will have established brand awareness along with an immense presence in the marketplace.</p>\n<p class=\"western\"><em><b>Google</b></em></p>\n<p class=\"western\">Many times, start-ups will not track their conversions, making it extremely difficult for them to scale their results. When you don’t know what is working, how can you decide where to spend your money on <a href=\"https://www.entrepreneur.com/article/270347\">digital marketing</a>? One solution that is available to start-ups is Smart Goals by Google Analytics. This solution works to solve that particular issue by creating different purchasing personas from data that is collected anonymously.</p>\n<p class=\"western\">Then, Google will determine what part of your traffic is high quality traffic. You will need to import your goals right into Google Analytics to utilize this data for your bidding on cost per acquisition. When you do it this way, Google will automatically make sure that your ads are shown to people who will be more likely to purchase from you while not going over the amount that you are willing to pay.</p>\n<p class=\"western\"><em><b>Budgeting </b></em></p>\n<p class=\"western\">It is critical for start-ups that you determine your budget for digital marketing and then stick to it. If you have already been in business for at least a quarter, you can take a look at your historical data and find out what has brought you good results – or which channels brought in leads that were good but at a price that was low. You can also make the decision of whether or not to use paid promotions such as ads on social media that you pay for or AdWords. If you will be using paid promotions, determine how much of your budget will be used for each aspect of it.</p>\n<p class=\"western\">This is where Google Analytics can help you – in the determination of which digital channels are giving you the most reach as well as the most conversions at the lowest rate. If a certain part of your strategy for paid promotions is not giving you the results you want, consider reallocating the money you spend on that to a different channel that is bringing you more positive results.</p>', 'Digital Marketing Strategy Basics for Start-ups', '', 'publish', 'open', 'closed', '', 'digital-marketing-strategy-basics-for-start-ups', '', '', '2017-05-11 06:00:41', '2017-05-11 10:00:41', '', 0, 'http://leadchangegroup.com/?p=33441', 0, 'post', '', 0),
(33452, 465, '2017-05-15 06:00:51', '2017-05-15 10:00:51', 'If Napoleon lived in the technology era, would he have a Twitter account? I bet he would. Presidents, business magnates, social activists… everyone is on social media nowadays. It’s not just about connecting with the audience and informing them about the activities these leaders are involved in. It’s about <em>leading</em>. Social media allows them to expand their leadership to a wider audience.\n\nCanadian Prime Minister Justin Trudeau is a nice example of how politicians can use social media to connect with their citizens and the entire world. He uses his <a href=\"https://www.instagram.com/justinpjtrudeau/\">Instagram profile</a> to promote everything he is doing, but he also uses the opportunity to awaken the public’s awareness of different issues. He improves the way people perceive his leadership by allowing everyone to post comments and ask questions. In January 2017, Trudeau became the first politician to host a live story on Snapchat.\n\nWhen we’re talking about social media leaders, we’re not thinking solely of successful people who use social media to establish their status. These platforms give space to <em>commoners</em> to become influential, too. If you have what it takes, you can transform from a common user to a social media leader.\n<h3>The Power of Social Media Leadership</h3>\nSocial media is much more than an opportunity for smart marketing. Even the people who once fell under the description <em>audience</em> now have the power to create content, share values, and influence other people to accept their opinions.\n\n<a href=\"https://www.instagram.com/jakepaul/?hl=en\">Jake Paul</a> wasn’t famous when he started using social media. He perfectly fits the description of the phenomenon <em>internet personality</em>. He rose to fame through the videos he posted on Vine. Thanks to his status of a social media celebrity, he started getting roles in independent films. <a href=\"https://twitter.com/LoganPaul?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor\">Logan Paul</a>, his brother, also started off as a Vine phenomenon.\n\nKino MacGregor, who is <a href=\"https://www.instagram.com/kinoyoga/?hl=en\">huge on Instagram</a>, was already a respected yoga teacher when she started using social media, but is now globally famous. Thanks to her status as a social media celebrity, she started a successful Kickstarter campaign for a unique project that reached the first funding goal on the very first day.\n\nBecause of social media, we are witnessing how power is sliding from institutions towards individuals. We are seeing previously unknown people becoming Internet celebrities, simply because their character, wit, talents, intellect, and uniqueness attract the right audience.\n<h3>The Ultimate Social Media Leadership Rules</h3>\nNow, the question is: were these Twitter, Instagram, and Facebook celebrities just lucky? Did they achieve fame just because they did the right thing at the right time? Maybe luck has something to do with it. However, there is a certain pattern of behavior we can reveal behind these examples. They are successful not because of pure luck, but because of focus and hard work.\n\nLet’s extract a few rules that will set you up for success:\n\n<strong>1. Connect with Popular Users</strong>\n\nA fun tweet can get you instant popularity and plenty of followers if a Twitter influencer retweets it. If you can get any of the popular users on Instagram, Facebook or Twitter to promote you in that way, you will gain followers with no effort.\n\nHow do you do that? Do you start messaging influencers, begging them to spread your words? No.\n\nFirst, you show your interest in them. You can comment on their Facebook updates or respond to their tweets. However, you have to be subtle with this strategy. If you don’t have anything smart to say, wait until you come up with something they will notice.\n\n<a href=\"https://www.facebook.com/theoatmeal/?fref=ts\">The Oatmeal</a>, for example, is a page that can get you noticed. If you scroll through the publications on Facebook, you’ll notice that the funniest comments get hundreds of likes and replies. A single comment on a page like this can get you followers.\n\n<strong>2. Trigger Interactions</strong>\n\nYou’re active on social media not only because you have something to share, but because you want people to react on your updates. You need followers, comments, reactions, and retweets – those are the things that will establish your status as a social media leader.\n\nDave Larson, who stands behind the popular <em>@TweetSmarter</em> account, has a nice strategy that triggers interactions: he takes questions that come to him and turns them at the community.\n\nTo follow that example, you have to become an established influencer in that community. Until you reach that point, you have to engage the audience with something else: <em>content</em>! You can start a blog and share the articles on social media, or write the content through Facebook statuses. The important thing is to produce engaging content with calls to action, which will provoke reactions on social media.\n\n<strong>3. React to Trending Topics</strong>\n\nIt may be an important game, the elections, or the latest celebrity buzz - such topics are always attracting attention. People are checking the hashtags, and the coolest reactions get noticed and shared.\n\nIf you have anything to say about a trending topic on any social media, use the opportunity to promote yourself as someone who can provide authoritative opinions.\n\n<strong>4. Know Your Community</strong>\n\nYou want to become an influencer, a leader in the social media community? Okay. Ask yourself a question: <em>who do you want to lead</em>? You will find your community when you identify the values you stand for. If you’re interested in movies and you have tons of awesome reviews to share, you will attract a community of cinema lovers.\n\nJoin groups and follow pages related to your interests. Be active and share insightful comments; you’ll gain more followers by the day.\n<h3>In Summary</h3>\nBusiness leaders have already recognized the power of social media leadership. Social media adds new dimensions to their leadership style. They are creating compelling multimedia content to engage the social media audience and improve their reputation as powerful personas.\n\nHowever, the reverse relation between leadership and social media is also possible. Just as leaders are seeing these platforms as an opportunity for success, an average social media user can build a strong online persona that turns them into a leader. The above-listed rules make that possible.', 'Social Media Leadership Rules', '', 'publish', 'open', 'closed', '', 'social-media-leadership-rules', '', '', '2017-05-15 06:00:51', '2017-05-15 10:00:51', '', 0, 'http://leadchangegroup.com/?p=33452', 0, 'post', '', 1),
(33458, 386, '2017-04-27 06:00:13', '2017-04-27 10:00:13', '<span style=\"font-weight: 400;\">As I came on watch, the last of the light of the day faded. Everyone else was settling down in the sailboat for the night. I was alone at the wheel in the middle of the Atlantic Ocean, responsible for keeping the boat on track and everyone safe for my three-hour watch. Turning around to look behind the boat, I saw a slightly darker cloud approaching. I knew that could only mean a squall was coming with lots more wind. It was time to roll in some of the sails so that we would still be in control when the squall hit.</span>\n\n<span style=\"font-weight: 400;\">In the middle of an ocean the lives of all the people on board depend on everyone’s ability to run the boat. The Captain can’t be awake 24 hours a day, so there is no choice but to let others lead some of the watches.</span>\n\n<span style=\"font-weight: 400;\">I believe that the number one goal of leaders needs to be to create the next generation of leaders. When sailing on long passages, the Captain has no choice but to grow other leaders. In organizations, the lives of people are rarely at stake. It can be much harder for leaders to see how they are growing leaders. Here are my suggestions for growing your capabilities as a leader by creating more leaders.</span>\n<h3><b>Hire A-Players</b></h3>\n<span style=\"font-weight: 400;\">If A’s hire B’s and B’s hire C’s, pretty soon there will only be Z’s. You need to hire, train, and grow people who are capable of being much better than you. Use the techniques from </span><a href=\"http://www.topgrading.com/\"><span style=\"font-weight: 400;\">Topgrading</span></a><span style=\"font-weight: 400;\"> or follow the processes in the book </span><a href=\"https://www.amazon.com/Who-Method-Hiring-Geoff-Smart-ebook/dp/B001EL6RWY/\"><span style=\"font-weight: 400;\">Who: The A Method for Hiring</span></a><span style=\"font-weight: 400;\">. People do not put enough effort into attracting, screening, and onboarding A-Players, yet this is exactly what you need to do to create the next set of leaders.</span>\n<h3><b>Turn It Over</b></h3>\n<span style=\"font-weight: 400;\">In my sailing metaphor, the Captain had to turn over control of the boat to someone else. In the rest of life, we need to choose to turn over control to someone else. The biggest impediment to this is to let go of our ego and belief that only we can do the job. High performing people get stuff done. For them, it can be very challenging to let go and fully trust someone else to achieve a goal, especially when their boss is depending on the outcome. </span>\n\n<span style=\"font-weight: 400;\">If you struggle in this area, find a mentor or hire a coach to help you work through it. You can only scale so far. If you want to deliver more, you must figure out how to get others to take a leading role so that you can all grow your capabilities together.</span>\n<h3><b>Let People Fail Safely</b></h3>\n<span style=\"font-weight: 400;\">Plan the tasks and projects that you can turn over to someone else. Start with as big a project as possible, as long as failure of the project doesn’t mean that your whole department or even organization will be taken out. People learn a lot more from their failures than their successes. You need to give them the opportunity. Most of the time, they will in fact succeed. Your skill is in setting things up so that there are support systems in place should the individual fail.</span>\n\n<span style=\"font-weight: 400;\">You need to take the reputational risk that a critical outcome is missed. If it happens, own the miss without publicly blaming the leader you are helping to grow. Debrief every significant project with the individual and with the team as an opportunity for learning. The biggest lessons may the ones you need to continue growing more leaders.</span>\n\n<span style=\"font-weight: 400;\">When sailing across an ocean, you take what nature gives you. When everyone is capable, you are both safe and comfortable. Grow your capabilities as a leader by creating the next set of leaders and you too can sail off into the sunset.</span>\n\n<img class=\"aligncenter wp-image-33460\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/04/DAVID-GREER-APRIL-TWO.jpg\" alt=\"\" width=\"600\" height=\"399\" />\n\n&nbsp;', 'Creating Leaders', '', 'publish', 'open', 'closed', '', 'creating-leaders', '', '', '2017-04-27 06:00:13', '2017-04-27 10:00:13', '', 0, 'http://leadchangegroup.com/?p=33458', 0, 'post', '', 2),
(33475, 466, '2017-05-18 18:22:07', '0000-00-00 00:00:00', 'Many college students and teacher  search essay writing blogs and sites for learn essay writing.  Essay writing is not a hard task, if you have complete knowledge about this. Here I am sharing some good essay blogs, there you will find good essay topics and samples.\n1 <a href=\"http://www.essayexpert.org/\">Essayexpert</a>\n\nHere you will find curious research essay topics.\n\n2 <a href=\"http://www.advancescience.org/\">Advancescience</a>\n\nOn this web you fill find legal research topics for university students.\n3 <a href=\"http://www.fastwritng.org/\">Fastwritng</a>\nHere you will learn pros and cons of homework.\n4 <a href=\"http://www.news-science.org/\">News-science</a>\n\nHere you can find your scientific research topic once and for all.\n5 <a href=\"http://www.latest-research.org/\">Latest-research</a>\nHere you will get free essay writing tips.\n\n6 <a href=\"http://www.advance-research.org/\">Advance-research</a>\nHere you will find topics to develop in business research papers.\n\n7 <a href=\"http://www.researchlearning.org/\">Researchlearning</a>\n\nHere you will learn that how to write summer homework.\n8 <a href=\"http://www.biologycenter.org/\">Biologycenter</a>\n\nHere you can learn that how to write a personal storytelling essay about a date.\n\n9 <a href=\"http://www.ewritingservice.org/\">Ewritingservice</a>\n\nHere you can find research topics for university students.\n\n10 <a href=\"Essay%20Blogs\">Essaycamp</a>\n\nHere  you can find  discover subtopics of interest.\n<ol start=\"11\">\n 	<li><a href=\"http://www.validessay.org/\">Validessay</a></li>\n</ol>\nHere you will find essay on strategic marketing.\n<ol start=\"12\">\n 	<li><a href=\"http://www.essayschool.org/\">Essayschool</a></li>\n</ol>\nHere you will find global heating essay.\n<ol start=\"13\">\n 	<li><a href=\"http://www.needessay.org/\">Needessay</a></li>\n</ol>\nHere you can learn that how to write an essay.\n<ol start=\"14\">\n 	<li><a href=\"http://www.custompaperhelp.org/\">Custompaperhelp</a></li>\n</ol>\nHere you will find example of comparison and contrast paragraph.\n<ol start=\"15\">\n 	<li><a href=\"http://www.mycustomessay.org/\">Mycustomessay</a></li>\n</ol>\nHere you will find  essay on marketing.\n<ol start=\"16\">\n 	<li><a href=\"http://www.zessay.org/\">Zessay</a></li>\n</ol>\nHere you will learn that how to write a good academic paper.\n<ol start=\"17\">\n 	<li><a href=\"http://www.scholarship-essay.org/\">Scholarship-essay</a></li>\n</ol>\nHere you will learn that how to  write a scholarship essay.\n\n&nbsp;\n<ol start=\"18\">\n 	<li><a href=\"http://www.worthyresearch.org/\">Worthyresearch</a></li>\n</ol>\nHere you will find water cycle essay.\n\n&nbsp;\n<ol start=\"19\">\n 	<li><a href=\"http://www.tech-science.org/\">Tech-science</a></li>\n</ol>\nHere you will that how to write an admission essay.\n<ol start=\"20\">\n 	<li><a href=\"http://www.biology-research.org/\">Biology-research</a></li>\n</ol>\nHere you will learn that how to write a 10 page essay on a book.\n<ol start=\"21\">\n 	<li><a href=\"http://www.writingexpert.org/\">Writingexpert</a></li>\n</ol>\nHere you will find mla and apa write examples.\n<ol start=\"22\">\n 	<li><a href=\"http://www.writereviews.org/\">Writereviews</a></li>\n</ol>\nHere you will find example of essay on a film.\n<ol start=\"23\">\n 	<li><a href=\"http://www.science-biology.org/\">Science-biology</a></li>\n</ol>\nHere you can learn that how to write a marketing paper.\n<ol start=\"24\">\n 	<li><a href=\"http://www.try-science.org/\">Try-science</a></li>\n</ol>\nHere you will find essay on social networks.\n<ol start=\"25\">\n 	<li><a href=\"http://www.worthyscience.org/\">Worthyscience</a></li>\n</ol>\nHere you will learn that how to write an executive summary in an mla format.\n<ol start=\"26\">\n 	<li><a href=\"http://www.topwriting.org/\">Topwriting</a></li>\n</ol>\nHere you will find 6 tips to do the thesis much faster.\n<ol start=\"27\">\n 	<li><a href=\"http://www.reports-writing.org/\">Reports-writing</a></li>\n</ol>\nHere you will find 14 basis points to complete your thesis.\n<ol start=\"28\">\n 	<li><a href=\"http://www.writenedit.org/\">Writenedit</a></li>\n</ol>\nHere you will find some tips for write an essay.\n<ol start=\"29\">\n 	<li><a href=\"http://www.technologywriter.org/\">Technologywriter</a></li>\n</ol>\nHere you will find new argumentative essay example.\n<ol start=\"30\">\n 	<li><a href=\"http://www.termpaperswriting.org/\">Termpaperswriting</a></li>\n</ol>\nHere you will learn that how to write an essay.\n<ol start=\"31\">\n 	<li><a href=\"http://www.essayuniversity.org/\">Essayuniversity</a></li>\n</ol>\nHere you will find topic for essay.\n\n&nbsp;\n\n&nbsp;\n\nSo students and teacher can take help of above mention sites for essay writing.\n\n&nbsp;', 'How to find good essay blogs and sites. - REJECTED DOES NOT MEET EDITORIAL CRITERIA', '', 'pending', 'open', 'closed', '', '', '', '', '2017-05-18 18:22:07', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33475', 0, 'post', '', 0);
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(33477, 274, '2017-05-01 06:00:29', '2017-05-01 10:00:29', 'Welcome to the May 2017 edition of the Leadership Development Carnival!\n\nAt the core of my decision to create Weaving Influence was my love of reading and my belief that books can connect people in a unique way. As <a href=\"https://www.fastcompany.com/3069265/five-reasons-the-next-book-you-read-should-be-fiction\" target=\"_blank\" rel=\"noopener noreferrer\">this post by Stephanie Vozza</a> explains, reading (especially fiction) can help a reader improve their reasoning skills and increase their capacity to solve complex problems. We hope you\'ll consider adding this month\'s contributions to your reading list.\n\nThe Lead Change Group would also like to thank <a href=\"https://twitter.com/boesch\" target=\"_blank\" rel=\"noopener noreferrer\">Kris Boesch</a>, author of <a href=\"https://cultureworksbook.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Culture Works</a>, for sponsoring the Lead Change Group (including this carnival) for May 2017.\n<h3>Let\'s Get Started</h3>\n<div class=\"divide\">\n\n<strong>Anne Perschel</strong> of <a href=\"http://germaneconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Germane Coaching and Consulting</a> provided <a href=\"http://germaneconsulting.com/avoid-flipping-your-lid-challenging-leadership-situations/\" target=\"_blank\" rel=\"noopener noreferrer\">8 Steps to Avoid Flipping Your Lid in Challenging Leadership Situations</a>. Anne writes, \"You’re flipping your lid because you and all other human beings are designed to do exactly that. Find out why we flip. Then discover 8 steps that will keep your lid un-flippped.\" Find Anne on Twitter at <a href=\"https://twitter.com/bizshrink\" target=\"_blank\" rel=\"noopener noreferrer\">@bizshrink</a>.\n<div class=\"divide\"></div>\n<strong>Beth Beutler</strong> of <a href=\"http://www.bethbeutler.com/\" target=\"_blank\" rel=\"noopener noreferrer\">H.O.P.E. Unlimited</a> provided <a href=\"http://www.bethbeutler.com/make-appointments-with-yourself-video/\" target=\"_blank\" rel=\"noopener noreferrer\">Make Appointments With Yourself</a>. In the post, Beth<b> </b>provides a 2-minute HOPE Hint about the value of making appointments with yourself. Find Beth on Twitter at <a href=\"https://twitter.com/bethbeutler\" target=\"_blank\" rel=\"noopener noreferrer\">@bethbeutler</a>.\n<div class=\"divide\"></div>\n<strong>Bill Treasurer</strong> of <a href=\"http://giantleapconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Giant Leap Consulting</a> provided <a href=\"http://giantleapconsulting.com/leadership-development/5-strategies-to-address-conflict-as-a-manager/\" target=\"_blank\" rel=\"noopener noreferrer\">5 Strategies to Address Conflict as a Manager</a>. Bill recaps, \"Conflict is inevitable, and part of being a leader is dealing with this conflict. If dealt with correctly, conflict can be an impetus for change. Here are five techniques to effectively deal with conflict.\" Find Bill on Twitter at <a href=\"https://twitter.com/btreasurer\" target=\"_blank\" rel=\"noopener noreferrer\">@btreasurer</a>.\n<div class=\"divide\"></div>\n<strong>Chris Edmonds</strong> of the <a href=\"http://drivingresultsthroughculture.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Purposeful Culture Group</a> contributed <a href=\"http://drivingresultsthroughculture.com/culture-leadership-charge-drive-your-desired-culture/\" target=\"_blank\" rel=\"noopener noreferrer\">Culture Leadership Charge: Drive Your Desired Culture</a>. In this post, Chris gives pointers regarding how you, as a leader, can ensure you’re paying close enough attention to the quality of your team or company’s work culture. Follow Chris on Twitter at <a href=\"https://twitter.com/scedmonds\" target=\"_blank\" rel=\"noopener noreferrer\">@scedmonds</a>.\n<div class=\"divide\"></div>\n<strong>Christopher Avery</strong> of <a href=\"http://christopheravery.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Christopher Avery and the Leadership Gift</a> provided <a href=\"https://www.google.com/url?hl=en&amp;q=https://www.christopheravery.com/blog/relearning-how-to-want/&amp;source=gmail&amp;ust=1493813824184000&amp;usg=AFQjCNF5q_281n71_h1MsVzYN0HB9mZ8Kg\" target=\"_blank\" rel=\"noopener noreferrer\">Relearning How to Want</a>. Christopher summarizes, \" Freedom, power, and choice come to us when we pursue what we truly want. Unfortunately, most of us don\'t know what we truly want. This post reveals how relearning how to want drives self-leadership, and how you can achieve it.\" Find Christopher on Twitter at <a href=\"https://twitter.com/Christopheraver\" target=\"_blank\" rel=\"noopener noreferrer\">@christopheraver</a>.\n<div class=\"divide\"></div>\n<strong>Cy Wakeman</strong> of <a href=\"http://www.realitybasedleadership.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Reality-Based Leadership</a> contributed <a href=\"https://medium.com/@CyWakeman/how-to-deal-with-the-toughest-resistor-on-your-team-b08467abcb1d\" target=\"_blank\" rel=\"noopener noreferrer\">How to Deal with the Toughest Resistor on Your Team</a>. In the post, Cy explains the principle behind this thought: \"Nobody does anything we don’t agree to\" as it applies to the  most difficult people on our teams. Find Cy on Twitter at <a href=\"https://twitter.com/CyWakeman\" target=\"_blank\" rel=\"noopener noreferrer\">@cywakeman</a>.\n<div class=\"divide\"></div>\n<strong>Dan McCarthy</strong> of <a href=\"http://www.greatleadershipbydan.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Great Leadership</a> provided <a href=\"http://www.greatleadershipbydan.com/2017/04/improvisational-leadership-use-improv.html\" target=\"_blank\" rel=\"noopener noreferrer\">Improvisational Leadership: Use Improv to Avoid Leadership Pitfalls</a>. Dan recaps, \"In this guest post from Bob Kulhan<strong><em>,</em> </strong>he describes a number of bad leadership characters and habits and how to use some simple improvisational techniques to help fix them.\" Find Dan on Twitter at <a href=\"https://twitter.com/greatleadership\" target=\"_blank\" rel=\"noopener noreferrer\">@greatleadership</a>.\n<div class=\"divide\"></div>\n<strong>Dana Theus</strong> of <a href=\"http://inpowercoaching.com/\" target=\"_blank\" rel=\"noopener noreferrer\">InPower Coaching</a> contributed <a href=\"https://inpowercoaching.com/3-things-dog-reminded-employee-performance-employee-engagement/\" target=\"_blank\" rel=\"noopener noreferrer\">3 Things My Dog Reminded Me About Employee Performance and Employee Engagement</a>. Dana writes, \"Just like I had slipped into complacency with Mike and his last minute deadlines, and with Loki’s squirrel chasing, most of us slip into accepting low performance from employees until it’s too late. We write people off as “untrainable and uncoachable” when it’s really we who need to learn how to train and coach.\" Find Dana on Twitter at <a href=\"https://twitter.com/DanaTheus\" target=\"_blank\" rel=\"noopener noreferrer\">@DanaTheus</a>.\n<div class=\"divide\"></div>\n<strong>David Grossman </strong>of <a href=\"http://www.yourthoughtpartner.com/\" target=\"_blank\" rel=\"noopener noreferrer\">The Grossman Group</a> shared <a href=\"http://www.yourthoughtpartner.com/blog/kick-email-to-the-curb-over-spring-break\" target=\"_blank\" rel=\"noopener noreferrer\">Kick Email to the Curb Over Spring Break</a>. David writes, \"Why don’t we not leave email at the office when we’re on vacation? Because it’s hard. But the more we set up our teams and colleagues to be successful without us, the better we become, our colleagues become empowered, and we’re able to get some necessary R&amp;R. Get tips and strategies today to help your next vacation be email free.\" Discover David on Twitter at <a href=\"https://twitter.com/ThoughtPartner\" target=\"_blank\" rel=\"noopener noreferrer\">@thoughtpartner</a>\n<div class=\"divide\"></div>\n<strong>Eileen McDargh</strong> of <a href=\"http://www.eileenmcdargh.com/\" target=\"_blank\" rel=\"noopener noreferrer\">The Resiliency Group</a> provided <a href=\"http://www.eileenmcdargh.com/resiliency-motivational-speakers-blog/three-letter-leaders-create-clarity\" target=\"_blank\" rel=\"noopener noreferrer\">Three-Letter Leaders Create Clarity</a>. Eileen recaps, \"In the age of 140 character tweets and 12-minute Ted talks, much can be gained by considering what three-letter titles can do to clarify roles and responsibilities. Everyone knows the roles and responsibilities for a CEO, CFO and CTO but change the wording and a different picture emerges. Imagine, for example, a CEO tasked as the Chief Engagement Officer.\" Find Eileen on Twitter at <a href=\"https://twitter.com/macdarling\" target=\"_blank\" rel=\"noopener noreferrer\">@macdarling</a>.\n<div class=\"divide\"></div>\n<strong>Jim Taggart</strong> of <a href=\"https://changingwinds.wordpress.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Changing Winds</a> provided <a href=\"https://changingwinds.wordpress.com/2017/04/16/call-me-nick-leadership-in-running-shoes/\" target=\"_blank\" rel=\"noopener noreferrer\">“Call Me Nick!” Leadership in Running Shoes</a>. Jim shares, \"Top leaders need to connect regularly with the people who get the work done in their organizations. Putting on a pair of running shoes will keep you more nimble. Don’t believe it? Read about \'Call me Nick\'!\" Find Jim on Twitter at <a href=\"https://twitter.com/72keys\" target=\"_blank\" rel=\"noopener noreferrer\">@72keys</a>.\n<div class=\"divide\"></div>\n<strong>Joel Garfinkle</strong> of the <a href=\"http://careeradvancementblog.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Career Advancement Blog</a> submitted <a href=\"http://careeradvancementblog.com/phrases-used-by-leaders\" target=\"_blank\" rel=\"noopener noreferrer\">Six Team-Building Phrases Used by Great Leaders</a>. Joel recaps: \"To become a better leader, it\'s essential to build team morale. You can achieve this by using these six team-building phrases.\" Discover Joel on Twitter at <a href=\"https://twitter.com/JoelGarfinkle\" target=\"_blank\" rel=\"noopener noreferrer\">@JoelGarfinkle</a>.\n<div class=\"divide\"></div>\n<strong>Jon VerBeck </strong>of <a href=\"http://www.jonverbeck.com/\" target=\"_blank\" rel=\"noopener noreferrer\">JonVerbeck.com</a> submitted <a href=\"http://www.jonverbeck.com/whats-the-score/\" target=\"_blank\" rel=\"noopener noreferrer\">What\'s the Score? </a>. In his post, Jon takes the opportunity of spring (and the completion of March Madness) to suggest how you can know the score in your business. Discover Jon on Twitter at <a href=\"https://twitter.com/jonverbeck1\" target=\"_blank\" rel=\"noopener noreferrer\">@jonverbeck1</a>.\n<div class=\"divide\"></div>\n<strong>Julie Winkle-Giulioni </strong>of <a href=\"http://www.juliewinklegiulioni.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Julie Winkle-Giulioni</a> provided <a href=\"http://www.juliewinklegiulioni.com/blog/leadership-matters/4-raises-that-fit-any-budget/\" target=\"_blank\" rel=\"noopener noreferrer\">4 Raises That Fit Any Budget</a>. Julie recaps, \"Effective leaders understand that limits on external motivators don’t have to limit their ability to tap internal sources of employee motivation. This brief post and animated video demonstrate that while pay raises might be in short supply, there are always four ‘raises’ available to leaders... and they cost literally nothing.\" Find Julie on Twitter at <a href=\"https://twitter.com/julie_wg\" target=\"_blank\" rel=\"noopener noreferrer\">@julie_wg</a>.\n<div class=\"divide\"></div>\n<strong>Karin Hurt </strong>of <a href=\"http://letsgrowleaders.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Let\'s Grow Leaders</a> contributed <a href=\"http://letsgrowleaders.com/4-questions-to-keep-your-team-focused-and-working-on-what-matters-most/\" target=\"_blank\" rel=\"noopener noreferrer\">Four Questions to Keep Your Team Focused and Working on What Matters Most</a>. In the post, Karin gives pointers about staying in tune with the MIT—the most important thing. Follow Karin on Twitter at <a href=\"https://twitter.com/LetsGrowLeaders\" target=\"_blank\" rel=\"noopener noreferrer\">@letsgrowleaders</a>.\n<div class=\"divide\"></div>\n<strong>Linda Fisher Thornton</strong> of<strong> </strong><a href=\"https://leadingincontext.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading in Context</a>  shared <a href=\"https://leadingincontext.com/2017/04/05/great-leaders-find-gold-within/\" target=\"_blank\" rel=\"noopener noreferrer\">\"Great Leaders\" Find Gold Within</a>. Linda recaps: \"Great leadership is often defined based on efficiency, effectiveness or profitability, but that’s no way to define a journey of character building and authenticity. There’s much more to the story that needs to be told.\" Find Linda on Twitter at <a href=\"https://twitter.com/leadingincontxt\" target=\"_blank\" rel=\"noopener noreferrer\">@leadingincontxt</a>.\n<div class=\"divide\"></div>\n<strong>Lisa Kohn </strong>of <a href=\"http://chatsworthconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Chatsworth Consulting</a> submitted <a href=\"http://chatsworthconsulting.com/2017/04/13/its-one-of-the-hardest-things-to-say-but-the-best-leaders-say-it/\" target=\"_blank\" rel=\"noopener noreferrer\">It’s One of the Hardest Things to Say But the Best Leaders Say It</a>. In this post, Lisa shares three little words that can help you be the best leader you can be. Discover Lisa on Twitter at <a href=\"https://twitter.com/ThoughtfulLdrs\" target=\"_blank\" rel=\"noopener noreferrer\">@thoughtfulldrs</a>.\n<div class=\"divide\"></div>\n<strong>Marcella Bremer</strong> of <a href=\"http://www.leadershipandchangemagazine.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership and Change Magazine</a> provided <a href=\"https://www.leadershipandchangemagazine.com/the-positive-mindset-to-broaden-your-view/\" target=\"_blank\" rel=\"noopener noreferrer\">The Positive Mindset - to broaden your view</a>. Marcella recaps, \"<span style=\"font-size: medium;\">In this blog post, I compare the conventional mental map and the positive mindset of possibilities. When you add the </span><span style=\"font-size: medium;\">positive mindset you broaden your view and your repertory of responses. It is both/and rather than either/or. Highly recommended for all leaders: positive thinking and learning to see the positive potential of situations and people!</span>\" Find Marcella on Twitter at <a href=\"https://twitter.com/MarcellaBremer\" target=\"_blank\" rel=\"noopener noreferrer\">@marcellabremer</a>.\n<div class=\"divide\"></div>\n<strong>Mary Ila Ward </strong>of <a href=\"http://horizonpointconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Horizon Point Consulting</a> provided <a href=\"http://horizonpointconsulting.com/blog3/item/3-tips-for-successfully-onboarding-new-hires/\" target=\"_blank\" rel=\"noopener noreferrer\">3 Tips for Successfully Onboarding New Hires</a>. Mary recaps, \"Whether you are a company of three or a company of 30,000, onboarding can make or break employee engagement and retention even before day one. Having an onboarding strategy that is executed well starts with a plan. In this post, Mary Ila shares 3 tips for leaders to successfully onboard new hires.\" Find Mary on Twitter at <a href=\"https://twitter.com/maryilaward\" target=\"_blank\" rel=\"noopener noreferrer\">@maryilaward</a>.\n<div class=\"divide\"></div>\n<strong>Mary Jo Asmus </strong>of <a href=\"http://www.aspire-cs.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Aspire Collaborative Services, LLC</a> provided <a href=\"http://www.aspire-cs.com/work-executive-coach/\" target=\"_blank\" rel=\"noopener noreferrer\">When to Work With an Executive Coach</a>. Mary Jo recaps, \"Coaching takes time and energy. Consider this<b> </b>“Top Ten” list before committing to working with an executive coach.\" Find Mary Jo on Twitter at <a href=\"https://twitter.com/mjasmus\" target=\"_blank\" rel=\"noopener noreferrer\">@mjasmus</a>.\n<div class=\"divide\"></div>\n<strong>Mike Hoban</strong> of <a href=\"http://www.ddiworld.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Development Dimensions International (DDI)</a> provided <a href=\"http://www.ddiworld.com/blog/tmi/april-2017/could-siri-become-your-leadership-coach\" target=\"_blank\" rel=\"noopener noreferrer\">Could Siri Become Your Leadership Coach?</a>. Mike recaps, \"What if you had a personal advisor that could help you be a better leader? An advisor with great listening skills, who knows you extremely well and is available 24/7? But here’s the catch: that resource would be a machine.\" Find Mike on Twitter at <a href=\"https://twitter.com/ddiworld\" target=\"_blank\" rel=\"noopener noreferrer\">@ddiworld</a>.\n<div class=\"divide\"></div>\n<strong>Miki Saxon</strong> of <a href=\"http://mappingcompanysuccess.com/\" target=\"_blank\" rel=\"noopener noreferrer\">MAPping Company Success</a> contributed <a href=\"http://mappingcompanysuccess.com/2017/04/psychological-manipulation-the-popular-new-management-tool/\" target=\"_blank\" rel=\"noopener noreferrer\">Psychological Manipulation: The Popular New Management Tool</a>. Miki writes, \"60 years ago companies were condemned for using psychological manipulation on their customers via ads.These days it\'s an accepted practice to design your products and ads to be as addictive as possible. Now psychological manipulation has moved on to the management arena, with Uber leading the rush.\" Discover Miki on Twitter at <a href=\"https://twitter.com/OptionSanity\" target=\"_blank\" rel=\"noopener noreferrer\">@optionsanity</a>.\n<div class=\"divide\"></div>\n<strong>Molly Page</strong> of <a href=\"https://www.thindifference.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Thin Difference</a> contributed <a href=\"https://www.thindifference.com/2017/04/the-power-of-3-simple-words/\" target=\"_blank\" rel=\"noopener noreferrer\">The Power of 3 Simple Words</a>. Molly summarizes, \"It’s been said that we don’t only learn from good examples. Recently we\'ve seen several public relation debacles play out in the news, these can serve as lessons for all of us about the power of 3 simple words..\" Follow Thin Difference on Twitter at <a href=\"https://twitter.com/ThinDifference\" target=\"_blank\" rel=\"noopener noreferrer\">@thindifference</a> and Molly at <a href=\"https://twitter.com/mollypg\" target=\"_blank\" rel=\"noopener noreferrer\">@mollypg</a>.\n<div class=\"divide\"></div>\n<strong>Neal Burgis</strong> of <a href=\"http://www.successful-solutions.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Burgis Successful Solutions</a> submitted <a href=\"http://www.successful-solutions.com/2017/04/26/connecting-your-leadership-with-your-employees/\" target=\"_blank\" rel=\"noopener noreferrer\">Connecting Your Leadership with Your Employees</a>. Neal recaps, \"The connection leaders have with their employees has been found to increase productivity and performance. If you don’t have a connection with employees they won’t feel they own the work they produce. Therefore, they won’t put a lot of effort into doing work for you.\" Find Neal on Twitter at <a href=\"https://twitter.com/Exec_Solutions\" target=\"_blank\" rel=\"noopener noreferrer\">@exec_solutions</a>.\n<div class=\"divide\"></div>\n<strong>Paula Kiger</strong> of <a href=\"http://biggreenpen.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Big Green Pen</a> provided <a href=\"http://weavinginfluence.com/inspiration/lessons-on-centeredness-from-a-missing-cardboard-tube/\" target=\"_blank\" rel=\"noopener noreferrer\">Lessons on Centeredness from a Missing Cardboard Tube</a>. Paula recaps, \"There is so much talk about mindfulness and staying centered these days. One of the best analogies I found came from a rather mundane source.\" Find Paula on Twitter at <a href=\"https://twitter.com/biggreenpen\" target=\"_blank\" rel=\"noopener noreferrer\">@biggreenpen</a>.\n<div class=\"divide\"></div>\n<strong>Randy Conley</strong> of <a href=\"http://leadingwithtrust.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading With Trust</a> shared <a href=\"https://leadingwithtrust.com/2017/04/23/4-ways-to-get-your-followers-to-know-you-as-a-real-person/\" target=\"_blank\" rel=\"noopener noreferrer\">4 Ways to Get Your Followers to Know You as a REAL Person</a>. Randy writes, \"Research shows that many employees don’t see their leaders as real people; they form mental images of the leader based on limited interactions and random pieces of information. Using the acronym REAL, Randy <span class=\"il\">Conley</span> provides four ways leaders can develop authentic relationships with their employees that foster trust, loyalty, and engagement.\" Find Randy on Twitter at <a href=\"https://twitter.com/RandyConley\" target=\"_blank\" rel=\"noopener noreferrer\">@randyconley</a>.\n<div class=\"divide\"></div>\n<strong>Shelley Row</strong> of <a href=\"http://www.shelleyrow.com\" target=\"_blank\" rel=\"noopener noreferrer\">Shelley Row</a> provided <a href=\"http://www.shelleyrow.com/what-consensus-really-is/\" target=\"_blank\" rel=\"noopener noreferrer\">Three Steps to True Consensus: It’s More Than Flip Charts and Colored Dots</a>. In the post, Shelley shares what it means to develop true consensus on your team. You will better understand what consensus truly is. Find Shelley on Twitter at <a href=\"https://twitter.com/shelleyrow\" target=\"_blank\" rel=\"noopener noreferrer\">@shelleyrow</a>.\n<div class=\"divide\"></div>\n<strong>Susan Mazza</strong> of <a href=\"http://randomactsofleadership.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Random Acts of Leadership</a> provided <a href=\"http://randomactsofleadership.com/9-ways-leader-earn-trust/\" target=\"_blank\" rel=\"noopener noreferrer\">9 Ways a Leader Can Earn Trust</a>. Susan explains, \"When it comes to earning trust as a leader, your actions speak far more loudly than your words. Here are 9 actions you can take on a daily basis to actively earn the trust of those you lead and greatly increase your chances of being trusted with the things that really matter.\" Follow Susan on Twitter at <a href=\"https://twitter.com/SusanMazza\" target=\"_blank\" rel=\"noopener noreferrer\">@susanmazza</a>.\n<div class=\"divide\"></div>\n<strong>Wally Bock</strong> of <a href=\"http://threestarleadership.com/blog\" target=\"_blank\" rel=\"noopener noreferrer\">Three Star Leadership</a> provided <a href=\"http://www.threestarleadership.com/leadership/beware-of-these-three-leadership-traps\" target=\"_blank\" rel=\"noopener noreferrer\">Beware of These Three Leadership Traps</a>. Wally recaps, \"One reason leadership traps are so dangerous is that you set them for yourself.\" Find Wally on Twitter at <a href=\"https://twitter.com/wallybock\" target=\"_blank\" rel=\"noopener noreferrer\">@wallybock</a>.\n<div class=\"divide\"></div>\n<em>Thank you to everyone who submitted articles for this month\'s carnival! If you would like to be on the distribution list for submission calls, please contact Paula Kiger (paula @ weavinginfluence (dot) com)!</em>\n\n</div>', 'May 2017 Leadership Development Carnival', '', 'publish', 'open', 'closed', '', 'may-2017-leadership-development-carnival', '', '', '2017-05-01 06:00:29', '2017-05-01 10:00:29', '', 0, 'http://leadchangegroup.com/april-2017-leadership-development-carnival-2/', 0, 'post', '', 0),
(33539, 374, '2017-05-02 06:00:16', '2017-05-02 10:00:16', 'The Lead Change Group is pleased to have Kris Boesch, author of <a href=\"https://cultureworksbook.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Culture Works: How to Create Happiness in the Workplace</a>, as our May 2017 sponsor.\n<h3>Kris Understands People and How to Help Organizations Enhance Their Happiness</h3>\nKris Boesch\'s organization, Choose People, transforms company cultures, increases employee happiness and boosts the bottom line. Over the past decade she has researched and tested – in a variety of workplaces – innovative concepts and tangible tools to create empowering contexts in which teams thrive. The <em>Choose People 360° Culture Audit</em> is based on more than 1,000 hours of research she conducted with a team of doctoral students in the Industrial Organizational Psychology Department at Colorado State University.\n<h3>The Book</h3>\nIn her book, Kris asks, \"What would it feel like to have an extraordinary workplace culture that generates both joy and remarkable results?\" She helps you as a reader navigate around and through obstacles to joy. When you finish the book, you will be ready to take action with doable, down-to-earth steps to energize your team that yield real deal results.\n<h3>The Workbook and Book Club</h3>\n<div class=\"message_content \">\n\nAfter you read the book, the next step is the Culture Works Workbook and the Book Club. They support your efforts to apply the <em>Culture Works </em>content and implement shifts to create real-deal progress.\n<h3>Hear from Kris</h3>\n<iframe src=\"https://www.youtube.com/embed/PilRDX3S9J0\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\n<h3>Connect With Kris!</h3>\n</div>\n<div class=\"message_content \">\n<div class=\"message_content \">\n\nJoin Kris on Twitter at <a href=\"https://twitter.com/boesch\" target=\"_blank\" rel=\"noopener noreferrer\">@Boesch</a> and <a href=\"https://twitter.com/ChoosePeople\" target=\"_blank\" rel=\"noopener noreferrer\">@ChoosePeople</a>, on <a href=\"https://www.linkedin.com/in/choosepeople/\" target=\"_blank\" rel=\"noopener noreferrer\">LinkedIn</a>, and on <a href=\"https://www.facebook.com/ChoosePeopleCultureWorks/\" target=\"_blank\" rel=\"noopener noreferrer\">Facebook</a>.\n\n</div>\n<div class=\"message_content \">\n\nThank you again, Kris, for your support of the Lead Change Group!\n\n<strong>Download this share graphic to use on your social channels!</strong>\n\n<a href=\"https://cultureworksbook.com/\"><img class=\"aligncenter wp-image-33541\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/05/share_01-12.png\" alt=\"\" width=\"500\" height=\"250\" /></a>\n\n</div>\n</div>', 'Highlighting Our May 2017 Sponsor: Kris Boesch', '', 'publish', 'open', 'closed', '', 'highlighting-our-may-2017-sponsor-kris-boesch', '', '', '2017-05-02 06:00:16', '2017-05-02 10:00:16', '', 0, 'http://leadchangegroup.com/?p=33539', 0, 'post', '', 0),
(33549, 459, '2017-05-03 06:00:09', '2017-05-03 10:00:09', '<span style=\"font-weight: 400;\">A few months back I had lunch with my old high-school friend Todd, who had just moved to a new city. As we sat down to our salad and steak sandwich, he shared that he had just made an offer on a home. I asked him about his house-hunting, and was impressed that he had avoided <a href=\"http://expensivesentences.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Expensive Sentences</a> in his quest.</span>\n\n<span style=\"font-weight: 400;\">That’s a good thing, too, because for most of us our home is our greatest personal investment. Here are a few lessons we can learn from watching Todd. </span>\n<h3><b>He Developed Options</b></h3>\n<span style=\"font-weight: 400;\">“Don’t fall in love with one, fall in love with three.” </span>\n\n<span style=\"font-weight: 400;\">This classic quote is the absolute best negotiating advice for buying a house. (Or buying a TV, or a software system, or a consulting engagement, etc.) Todd found several houses that would be good for his family, and moved forward with each of them as legitimate possibilities. </span>\n\n<span style=\"font-weight: 400;\">This instantly put him far ahead of most home buyers who find “the house” and then attempt to buy it without a strong backup plan. No options = no negotiating power. Options = power.</span>\n<h3><b>He Defined what was Important to Him</b></h3>\n<span style=\"font-weight: 400;\">One of the houses had a high-end outdoor kitchen and patio for entertaining. Another house was more than twice the square footage of Todd’s old house. These two features were promoted with gusto by the realtor. But they weren’t important to Todd and his family, so they were not willing to pay more for them. Just because the current market prizes cork floors or great rooms or linoleum doesn’t make those things valuable to you: the benefit must be PERSONAL.</span>\n<h3><b>He Analyzed Costs Multiple Ways</b></h3>\n<span style=\"font-weight: 400;\">Everyone can find a few comparable home prices, but Todd looked at pricing three different ways: comparable home sales, price-per-bedroom, and price-per-square foot. </span>\n\n<span style=\"font-weight: 400;\">Cost analysis can be tedious, but it always yields useful information. Taking different angles on the prices in different neighborhoods gave him insight into which houses were asking a fair value and which were over-priced.</span>\n<h3><b>He Negotiated with Reason, Not Emotion</b></h3>\n<span style=\"font-weight: 400;\">Todd made an offer on the house, and the seller countered with a very minor concession (this happened while we were sitting at the table). At this point most people would get entangled in the emotion of negotiating, and start worrying about respect and “winning” more than about getting the best value. Todd kept his usual cool and stayed focused on making the decision that his wife and kids would be happiest about years down the road. Smart man.</span>\n\n<span style=\"font-weight: 400;\">These steps are crucial when you’re making a huge investment like a home purchase, but they can help us in nearly every purchase we make…with our money or with our time.</span>\n<ol>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Develop your options</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Know what is important to you</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Analyze the total cost</span></li>\n 	<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Make the decision with logic &amp; fact</span></li>\n</ol>\n<span style=\"font-weight: 400;\">Fine work, Todd. You’re an example to us all.</span>', 'The Sure-Fire, 4-Step Buying Process', '', 'publish', 'open', 'closed', '', 'the-sure-fire-4-step-buying-process', '', '', '2017-05-03 06:00:09', '2017-05-03 10:00:09', '', 0, 'http://leadchangegroup.com/?p=33549', 0, 'post', '', 0),
(33570, 251, '2017-05-10 06:00:42', '2017-05-10 10:00:42', 'In a world in which we expect the neighborhood ice cream shop to offer up at least 31 flavors, why do we insist on “fixing” people so their point of view matches one flavor—ours?\n\nSometimes it’s maddening to be in a conversation with a fiercely-opinionated person whose thoughts are 180 degrees from mine. As we talk, I keep thinking about how narrow-minded the person is and how I could help them see the light if they’d only let me.\n\nIt took me a while to realize that I was appearing to them just as close-minded as they were coming across to me. With both of us stuck in our respective “I’m-going-to-fix-them” mindsets, we became tribal and lost sight of the bigger picture, our compassion, and maybe even our character.\n\nThat’s not a very strong leadership position to be in.\n<h3>A matter of give and take</h3>\nIf we’re going to lead others, we must first lead ourselves, which means that we accept differences and the reality that we can’t “fix” someone or make them see things our way.\n\nAt best, we can help, guide, or inspire them. Perhaps, if we’re open to it, they might even help, guide, or inspire us.\n\nThe ideal leadership position is achieved when we display respect and empathy while embracing differences and encouraging those around us to open their minds and hearts without forcing agreement.\n<blockquote>Leadership…is an act of love in the face of an uncertain world. ~Umair Haque, author</blockquote>\nCars, processes, and machines are things we can fix. Not so with people. People who want to change, change themselves. And, if they don’t want to change their point of view, that doesn’t make them wrong.\n\nThis was a wicked hard lesson for me to learn. One that involved lots of time, patience, introspection, some tears, support from others, and generous servings of chocolate to get a handle on.\n<h3>5 questions to ask yourself</h3>\nAnswering five questions helped me make room for differences. Differences that are sometimes dramatic and stand in stark contrast to my preferences. Perhaps these questions might help you find your balance, too.\n\n<strong>Is my need for control the problem?</strong>\n\nDo I see those who aren’t thinking or doing things “my way” as a challenge to my authority? Have I considered that my way may not be the only way? Is there room to allow those around me to follow their way as long as they produce the results I’m responsible for delivering? Can I accept that what’s right for others may be different than what’s right for me, but that difference doesn’t make their way wrong?\n\n<strong>Do I have an agenda? </strong>\n\nWhat are my motives for wanting to be right or for converting people to my point of view? Am I in it for “me” or for “we?\" Sometimes the motivation to “fix” others stems from a sincere desire to help them be their best. Other times the motive is less pure. Do I have an ego-centric need to be the hero who saves the day or be the person who has all the right answers? Can I reach the mindset that helping people grow their skills and abilities is an ongoing process aimed at what’s best for them, not a one-time event designed to get me in the spotlight?\n<blockquote>We owe almost all our knowledge not to those who have agreed, but to those who have differed.<strong> ~</strong>Charles Caleb Colton, cleric and writer</blockquote>\n<strong>Am I hiding something? </strong>\n\nIf I’m honest with myself, is my interest in fixing others an attempt to hide my own feelings of incompetence or insecurity? Are my motives for wanting to change others a way to deflect my inner concerns about my own qualifications?\n\n<strong>Am I being curious or judgmental?</strong>\n\nAm I guilty of letting my opinion masquerade as a fact? Opinions are <em>personal</em> points of view, judgments, and conclusions. <em>February is the best month. Steve is a bad boss. Older women should have short hair.</em> Facts are concrete realities that are verifiable by observation (the earth makes one rotation every 24 hours), consistent with the rules of a symbol system (2+2=4), or apply objective standards of value (stealing is against the law). Am I engaging in critical thinking and seeking out a spectrum of ideas, or always going with my gut? Do I practice only “tend and befriend” or “fight or flight?”\n\n<strong>Am I ready to give positional unconditional regard?</strong>\n\nCan I accept that having positive unconditional regard doesn’t require that I accept someone’s differing viewpoint, only that I acknowledge—without judgment—their right to believe, think, and differently than we do? Am I capable of seeing the act of giving positive unconditional regard as a kind of a golden rule about thinking, doing, and being that makes room for everyone?\n<h3>Am I worthy?</h3>\n<blockquote>Leaders—true leaders, those worthy of the word…lead us to truth, worth, nobility, wonder, imagination, joy, heartbreak, challenge, rebellion, and meaning. ~Umair Haque, author</blockquote>\nReady to invest in the power of differences?', 'How Leaders Can Invest in the Power of Differences', '', 'publish', 'open', 'closed', '', 'how-leaders-can-invest-in-the-power-of-differences', '', '', '2017-05-10 06:00:42', '2017-05-10 10:00:42', '', 0, 'http://leadchangegroup.com/?p=33570', 0, 'post', '', 0),
(33579, 276, '2017-05-12 06:00:56', '2017-05-12 10:00:56', '<span style=\"font-weight: 400;\">When I interview a candidate, I always ask what book they are reading or what current trends they know of in the marketplace. I also ask them to explain what they learned. The reason I ask those questions is to gain insight on their desire to better themselves. It is important that people joining our organization believe in learning, because our ability to increase our scale is through personal development.</span>\n<h3><span style=\"font-weight: 400;\">Here are some ways to learn:</span></h3>\n<span style=\"font-weight: 400;\"><strong>Reading</strong> – the most inexpensive way to gain knowledge. You can pace yourself and take your time to learn new things.   </span>\n\n<span style=\"font-weight: 400;\"><strong>Shared experience</strong> – through mentoring, your mentor can share their business knowledge and experience on how to do your job as well as understanding the lay of the land. This is what I called the borrowed experience. This method can help you accelerate your development, because you can avoid making the same mistake and move forward quickly when faced with a challenge, because you have the knowledge to deal with the situation.</span>\n\n<span style=\"font-weight: 400;\"><strong>Participating in volunteer projects</strong> – this is by far the most interesting way of enriching yourself. By working on a special project, you get to meet new people, learn new things and challenge yourself.</span>\n\n<span style=\"font-weight: 400;\"><strong>Experience</strong> – this is what I call the school of hard knocks. Do something, make mistakes, and learn the lessons. This method is rather costly, because you have to do things multiple times.   </span>\n\n<span style=\"font-weight: 400;\">Regardless of the learning preference of a leader, the common denominator is their desire to learn. All leaders believe in continuous learning; it energizes them and enables them to sustain their performance. As John F. Kennedy said, “Leadership and learning are indispensable to each other.”</span> <span style=\"font-weight: 400;\">For leaders to share something, they need to learn it to be able to share the knowledge. Leaders raise other leaders; that is why there is a multiplication effect when  leaders develop their people.      </span>\n\n<span style=\"font-weight: 400;\">As a leader, what is your learning preference? How do you enrich yourself? Remember the more you learn, the more you can help others.</span>\n\n&nbsp;', 'Leadership and Learning', '', 'publish', 'open', 'closed', '', 'leadership-and-learning', '', '', '2017-05-12 06:00:56', '2017-05-12 10:00:56', '', 0, 'http://leadchangegroup.com/?p=33579', 0, 'post', '', 2),
(33593, 329, '2017-05-18 06:00:42', '2017-05-18 10:00:42', '<span style=\"font-weight: 400;\">A crowded Montgomery, AL city bus stopped at its usual spot and a middle-aged African-American woman boarded the bus. As the bus pulled away, she realized every seat on the bus was taken and was prepared to take the trip standing on her feet. But, something changed that stance. Three different white men in three different locations on the bus simultaneously got up to give their seat to the middle-aged woman.  </span>\n\n<span style=\"font-weight: 400;\">It was cold morning in early December 2016; almost exactly sixty-one years after Rosa Parks refused to give up her bus seat to a white man boarding the Montgomery city bus near the exact same bus stop. It was a commentary on the unifying impact this “mother of civil rights” made through her non-violent act of courage.</span>\n\n<span style=\"font-weight: 400;\">Rosa Parks was a bridge builder. The daughter of a teacher, she was quiet, soft spoken and sensitive. Diplomatic by nature, she selected a simple and ordinary act as the underpinning for an important and complex cultural transformation. When she was arrested for violating a racist law, she triggered a 381-day boycott by blacks of the city bus system. African-Americans at that time made up two-thirds of the riders on the bus. The Supreme Court overturned the law and a powerful bridge began to be constructed between the races.</span>\n\n<span style=\"font-weight: 400;\">Why must leaders be bridge builders? Bridge builders are needed to repair the “dark side” of organization. Like a world-class pit crew, organizations are the handmaiden of efficiency. However, as organizations grow in complexity with accountability and rewards accruing to individuals (and individual units), a crack can occur in the foundation of collective order. Employees start to view other units within the enterprise in rather negative ways—obstructionist, competitors, and selfish. The seeds are sown for the most insidious weeds of organizational strangulation—silos. At some point the sickness of silos overtakes the strength of their efficiency. It takes a bridge builder leader to resurrect the connectedness crucial to shared effectiveness.</span>\n\n<span style=\"font-weight: 400;\">Rosa Parks’ actions can be instructive in educating leaders how to effectively construct connections between units.  In the countless eulogies following her death in 2005 at age 92, we learned that she never wavered in her commitment to being a bridge building leader. Her courage was not the reflection of a single moment on a bus, but the soul of a person of true moral fiber.  As a leader, she was focused, sensitive and humble until her death. Bridge builders follow three key principles.</span>\n<h3><span style=\"font-weight: 400;\">Focus on a Higher Purpose</span></h3>\n<span style=\"font-weight: 400;\">When Nelson Mandela left prison after a 26-year sentence and was inaugurated as the President of South Africa, he realized his first goal was to achieve reconciliation necessary to rebuild the country culturally, not just economically. The country was in emotional disarray following years of apartheid. He sent a powerful, symbolic message to his country when he invited the same prison guards who had harassed him for years to be his guests of honor at the inauguration. It was a signal that trust was required if the country was to realize a higher purpose. And, that trust had to begin with his actions. </span>\n\n<span style=\"font-weight: 400;\">The principal driver that fueled Rosa Parks\' non-violent act was her allegiance to simple purpose—fairness. Key to building bridges between units is to remind people of their collective purpose. Commitment is nurtured through a common cause that is crafted in meaning and value to those who pursue it.</span>\n<h3><span style=\"font-weight: 400;\">Focus on Partnership</span></h3>\n<span style=\"font-weight: 400;\">Great leaders know that if they take care of the relationship, results will follow. “Successful partnerships are not built on deals and contracts,” said Marriott CEO Bill Marriott, Jr. “They work because of the heart and soul of the relationship.” The soft side of partnering includes keeping agreements, telling the truth, showing respect, and demonstrating a commitment to the relationship. It includes crafting protocols that ensure understanding and minimize dissension. The hard side of great partnering requires valuing the whole as much as the sum of the parts. It means joint accountability must be embraced not just accommodated. It entails seeking metrics that effectively gauge collective toil not ones aimed at fueling the “gotcha” blame game. </span>\n<h3><span style=\"font-weight: 400;\">Create Settings for Interdependence</span></h3>\n<span style=\"font-weight: 400;\">When Ron DeFeo assumed the CEO role of Terex, a large manufacturer of heavy construction equipment, the company was an amalgamation of several companies. Realizing the route to synergy included breaking down the emotional walls that separated them, he used a company-wide meeting as a tool for bridge building. The four hundred leaders sat as their old company in one of three sections of the ballroom. He asked all three sections to shout their former company name at the same time. It was obviously total and complete noise. Then, he asked them to together shout the new company name—Terex. The symbolism of clarity served as a tone-setter for joint goal setting, joint strategy discussions, and joint updates on products and solutions.</span>\n\n<span style=\"font-weight: 400;\">Changing silos into alliances does not occur suddenly. The civil rights movement lasted decades. And, it was not a smooth transformation from a compilation of well-coordinated initiatives. It was a collection of quick wins from many isolated efforts. Great bridge building leaders are patient. But, like the leaders of the civil rights movement, they seize small opportunities to move toward a clear and present goal that never escapes their sights. They know that bridge building can involve two steps forward and one step back.  Yet, like Rosa Parks, it begins with the courage and commitment to take the first step.</span>', 'Are You a Bridge Building Leader?', '', 'publish', 'open', 'closed', '', 'are-you-a-bridge-building-leader', '', '', '2017-05-18 06:00:42', '2017-05-18 10:00:42', '', 0, 'http://leadchangegroup.com/?p=33593', 0, 'post', '', 0),
(33599, 252, '2017-05-17 06:00:13', '2017-05-17 10:00:13', 'I grew up on a farm. My family grew cantaloupes, watermelons, tomatoes, wheat, corn and more. I learned a lot from that experience. And what a gift -- my father not only acted as a leader in my family life, but in my first exposure to work too. (I started doing little things to help as young as 5- or 6-years-old.)\n\nCoincidentally, as an adult I worked for a crop protection products company for my entire corporate career. It just turned out that way. I realized recently that I rarely heard the word farmer at work. The terminology used in our business referred to farmers as growers. I\'m guessing this was to distinguish between farmers who grow crops, probably seasonally (i.e. growers), as opposed to farmers that raise livestock. Either way, this got me thinking.\n<h3>Are you a leader who knows the value of preparation?</h3>\nI was describing to a friend recently what we would be doing on the farm in southern Indiana about this time of year. My dad would have readied mini-greenhouses where we planted seeds or seedlings for melons and tomatoes. Dad created the conditions to increase the likelihood of fruitful growth (pun intended) for each plant.\n\nPretty soon Dad would be scooping the boxed seedlings onto large wagons. He made sure the soil in the fields had the right nutrients. He used a large plow to dig furrows in the fields to receive the seedling plants. We exerted a lot of human effort getting those plants in the ground and planted properly.\n\nThe plants had to be planted deep enough, but not too deep. The roots had to be covered enough to withstand wind and rain to get a good start.\n\nWe tended to the plants for weeks making sure weeds didn’t overtake them. Dad kept an eye out for disease and such.\n\nOf course spring would turn to summer. We began harvesting our crops knowing we’d given the plants the best chance to grow magnificently with all our preparation.\n<h3>Are you a leader who’s a grower?</h3>\nWhether you use the term farmer or grower, the message is the same. As a leader, your job is to tend to something so it will produce an optimal yield.\n\nAs a leader, how are you doing with those you are positioned to help grow? What are you doing to release the potential of the seeds of accomplishment in those who look to you for leadership?\n\nIt would have been a little silly of us to throw seeds or seedlings onto the soil in the fields and hope for the best. Are you thinking about the natural progression of the growth process of your team members?\n\nSome points to consider:\n<ul>\n 	<li>Do you know where each of your team members is in their development process? Plants need different care depending on whether they are a seed, a seedling, or ready to produce fruit.</li>\n 	<li>Is the development plan you designed together appropriate for the level of development for each person? Tomatoes and melons need different treatment from the greenhouse to harvest. Handling them the same is a recipe for disaster.</li>\n 	<li>Have you looked at the terrain to ensure people are not setup to fail? The furrows dug to plant those plants had to be at the right depth or we were wasting our time.</li>\n</ul>\n<h3>Become educated in your craft</h3>\nYou are not a leader only because of your knowledge or skill. You also have others to bring along with you, so they grow and blossom to support the goals of the organization. Be sure you don’t take for granted what it takes to grow great employees. If necessary, create your own development plan so you will become a superior grower.\n\nBy the way, farmers who grow seasonal crops don’t take it easy in the autumn and winter. What do you do after the harvest to prepare for the next round?', 'What Leaders Can Learn From Farmers', '', 'publish', 'open', 'closed', '', 'what-leaders-can-learn-from-farmers', '', '', '2017-05-17 06:00:13', '2017-05-17 10:00:13', '', 0, 'http://leadchangegroup.com/?p=33599', 0, 'post', '', 9);
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(33612, 467, '2017-05-18 18:29:40', '0000-00-00 00:00:00', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2017/05/ipad-tablet-technology-touch.jpg\"><img class=\"alignnone size-medium wp-image-33613\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/05/ipad-tablet-technology-touch-300x200.jpg\" alt=\"\" width=\"300\" height=\"200\" /></a>\nIt doesn’t matter how good your product is if people don’t know it’s out there. For that reason, it’s essential that you have a good marketing strategy. Now, there are a lot of different strategies that you can use. You can rely on influencers, content marketing, SEO and a whole lot more. What all strategies have in common, however, is that they rely on having at least some kind of successful social media marketing.\n\nWhy? Because of several reasons, actually. For one thing, that’s one of the foremost ways that we discover new things nowadays. For another, Google’s algorithms now depend to a large extent on social media to decide whether something will actually rank well or not.\n\nSo how do you create an effective social media marketing campaign?\n<h2>Find out what the competition is doing</h2>\nYou can find out a huge amount about your audience for free. Just go into <a href=\"https://www.facebook.com/ads/manager\">Facebook Advert Manager</a>, for example, and follow the ‘Audience Insights’ option in the top left drop down menu and outline your audience. If you do that, then you’ll get a good idea of their favorite websites. From there, you’ll be able to figure out what those websites are writing about, what is gaining traction, and if you should follow in their footsteps.\n\nIn this way, you can let your competition do the hard work of finding out what you’re supposed to be doing and then simply follow in their footsteps when something works.\n<h2>Watch the home front</h2>\nThe first thing that you’ve got to realize is that you’re going to need high-quality content, because – like <a href=\"https://www.inc.com/linkedin/gary-vaynerchuk/2017-key-small-business-social-media-marketing-gary-vaynerchuk.html\">Gary Vaynerchuk explains</a> – “No amount of paid media is going to turn bad creative into good content… That\'s why you need to invest in the long-game of improving your brand\'s content (and you do that by creating a lot of it).”\n\nSo that’s where you’ve got to excel. If your content is only of mediocre quality, then get new content creators and up your content game. Look on the<a href=\"http://essayguard.com/services\"> best writing websites page</a> isn’t a bad place to start. Then push that content through your social media instead. For only in this way, can you be sure that people will not just read your content but stick around to consume more?\n<h2>Test your ideas rigorously</h2>\nWhen most people read the word ‘rigorously’ here, they probably think I mean ‘a lot’. That’s not what I mean at all. What I’m talking about is ‘with scientific rigor’. What do I mean with that? I mean that when you run ads on the different platform, make sure that you run several different ones. What’s more, make sure that between two you only vary one variable at a time, like the title, the image or the blurb.  Then, when you get the results back you can conclude what set goes together best, put them together and try again.\n\nIn this way, you can actually work out what works the best, rather than from incorrect theories about what’s happening and then cling to them because of <a href=\"https://www.psychologytoday.com/blog/science-choice/201504/what-is-confirmation-bias\">confirmation bias</a>. What’s more, if you repeat this a number of times you’ll have a much better idea of what people like, which will make it far easier to design better campaigns going forward.\n\nAlso, realize that social media platforms have a conflict of interest in reporting engagement numbers back to you. After all, they want you to think your campaign is effective so that you’ll spend more money on their platform. For that reason, use things like <a href=\"https://blog.bufferapp.com/utm-guide\">UTMs</a> to more precisely track what ads works and which ones don’t.\n<h2>Last words</h2>\nYou’re not going to become a social media wizard overnight. There’s a lot of learning that will go into it. So don’t start acting like you know what you’re doing right off the bat. Instead, invest carefully and figure out what works before you start throwing serious money at the effort, even while you’re building content for your main website.\n\nAfter all, great evergreen content can be pushed again and again, while a poorly conceived and executed advertising campaign will simply make your money disappear, never to be seen again. Don’t let that happen. Be careful. Learn the ropes. Then, as you get the hang of it, expand your efforts and your scope. Only in that way can you make social media work for you.', 'How to Use the Social Media in 2017 to Promote Your Own Business- NOT USING', '', 'pending', 'open', 'closed', '', '', '', '', '2017-05-18 18:29:40', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33612', 0, 'post', '', 0),
(33635, 468, '2017-05-19 06:00:18', '2017-05-19 10:00:18', 'I used to run a moving company and many of my crewmembers came from a low-income background.\n\n<span style=\"font-weight: 400;\">Back in 2003 I read Ruby Payne’s book, </span><a href=\"https://www.amazon.com/Framework-Understanding-Poverty-Cognitive-Approach/dp/1938248015\"><span style=\"font-weight: 400;\">A Framework for Understanding Poverty</span></a><span style=\"font-weight: 400;\">. This book was immensely helpful in shedding light on some of the foundational mindset differences between economic classes.</span>\n\n<span style=\"font-weight: 400;\">Though it’s been 14 years, here are three insights I still remember and share with those managers and leaders who have employees who either are currently low-income or who come from a low-income background:</span>\n<h3>Problem-solving</h3>\n<span style=\"font-weight: 400;\">Those that have grown up in poverty have incredible problem-solving capacity. They know how to be resourceful and how to “figure it out.” You don’t have to worry about “progress over perfectionism.” When you’re trying to make ends meet day to day, there’s no time for perfectionism. On the flipside, attention to detail may be lacking. Sometimes there would be a disconnect between the implications of actions taken today on tomorrow. Planning the steps, it would take to achieve a future outcome was often not in their skillset. </span>\n<p style=\"padding-left: 30px;\"><em><span style=\"font-weight: 400;\">My learning: </span><b>leverage their problem-solving strengths and resourcefulness while spending additional time training on attention to detail, implications thinking and planning.</b></em></p>\n\n<h3>Relationships</h3>\n<span style=\"font-weight: 400;\">Reciprocal relationships are worth more than money. When you don’t have much money, relationships are your safety net. You lean on your neighbor to give you a ride when your car breaks down. You ask your sister to watch your kid when the babysitter fails to show up. If your paycheck is tomorrow and you need twenty dollars to feed the family today, you ask a friend. This savings account of favors can only be counted on, though, if you can be counted on when someone turns to <strong>you</strong> for help. </span>\n<p style=\"padding-left: 30px;\"><em><span style=\"font-weight: 400;\">My learning</span><b>: I finally understood why Mark would choose to be late to give his neighbor a ride when his job was in jeopardy for tardiness.</b><span style=\"font-weight: 400;\"> As far as Mark was concerned, if he got fired, there were plenty of other low-wage jobs to choose from – while there weren’t nearly as many neighbors who could fix his car.</span></em></p>\n\n<h3>Stress Relief</h3>\n<span style=\"font-weight: 400;\">Stress relief is prioritized. The stress of trying to make ends meet on a low wage is relentless and often overwhelming. Any reprieve is welcomed. Rather than saving for a non-existent, unknown future, tips and bonuses were spent on stress relief for today.</span>\n<p style=\"padding-left: 30px;\"><em><span style=\"font-weight: 400;\">My learning: </span><b>Rather than judging their choices, I was empathetic. </b></em></p>\n<span style=\"font-weight: 400;\">On my docket is to go back and re-read Payne’s book. I highly recommend you pick it up and see what else you can glean to support your team.</span>', '3 Insights into Supporting Low-Income Employees', '', 'publish', 'open', 'closed', '', '3-insights-into-supporting-low-income-employees', '', '', '2017-05-19 06:00:18', '2017-05-19 10:00:18', '', 0, 'http://leadchangegroup.com/?p=33635', 0, 'post', '', 2),
(33640, 409, '2017-05-22 06:00:15', '2017-05-22 10:00:15', 'In October 2016, it was reported that Pinterest had amassed <a href=\"https://www.yotpo.com/blog/pinterest-marketing-strategy/#\" target=\"_blank\" rel=\"noopener noreferrer\">150 million monthly users</a>.\n\nPinterest has often - and, arguably, unfairly - been labelled a platform aimed squarely at people building fanciful virtual pin boards for forthcoming weddings or house renovations, but its impressive growth (it had ‘just’ 100 million monthly users the year previous) hints at a tool whose use extends far beyond that of a couch companion.\n\nIf you’re a leader who owns a small business, you may be wondering how you can add this tool to <a href=\"http://leadchangegroup.com/digital-marketing-strategy-basics-for-start-ups/\" target=\"_blank\" rel=\"noopener noreferrer\">your marketing arsenal</a>, and what follows is five smart ways any leader can use Pinterest to its advantage.\n<h3>1. Tell a story</h3>\nIt could be argued that Pinterest is more a form of content marketing than it is a social media platform.\n\nThe reason is simple; content marketing is all about telling a story. And to <a href=\"http://www.strattoncraig.co.uk/blog/go-content-owner-storyteller/\" target=\"_blank\" rel=\"noopener noreferrer\">go from content owner to storyteller</a>, you need a platform that excels at engagement.\n\nPinterest does just that, and it does so with rich content; images and infographics can be used by your business to tell the story of its heritage, products and customer successes. Pinterest provides a place for all of that to be found and shared.\n<h3>2. Use separate boards</h3>\nIt’s easy to overlook the fact that Pinterest enables you to create multiple boards. For businesses, separate boards can be used to feature products, services, company news and for content repurposing (see point 5).\n\nGet creative - don’t lump all of your imagery into one big Pinterest board. The more you categorise your content, the easier it will be for people to find it and delve deeper into what you have to offer.\n<h3>3. Implement keywords</h3>\nYou may have spotted Pinterest boards appearing within Google search results, and that’s because they’re rather adept at ranking for keywords.\n\nThis is great news for businesses, because it turns Pinterest into a free and highly effective SEO tool. By creating boards that feature your keywords, you stand a greater chance of being found online - particularly if you keep those boards regularly up-to-date with fresh visual content.\n<h3>4. Feature your employees</h3>\nChances are, you’ll have an ‘about us’ page on your website which might feature some bios of the team. That’s still good practice in the small biz space, but Pinterest offers the opportunity to tell the story of your team.\n\nBy creating a board that features your team members, you can share the culture of your business and show the outside world how it grows and matures. If employees are up for it, you can have a bit of fun, too, with ‘then and now’ headshots and snaps of team members indulging in their hobbies.\n\nPinterest is a great place for a small business to unveil the people behind the corporation.\n<h3>5. Repurpose content</h3>\nIf you create eBooks and white papers or regularly hold seminars, Pinterest is a fantastic place to repurpose such content.\n\nEBooks and white papers can be featured on their own boards with the cover used as the main image. Remember - you can add links to Pinterest posts, therefore you simply need to use the landing page for the content in question to enable people to click-through and engage further.\n\nSeminars, videos and podcasts can also be repurposed by using the above technique or by turning transcripts into infographics.\n<h3>Summary</h3>\nPinterest is a great way to promote your business and your leadership philosophies, no matter the industry you operate within. And, just like every social network and form of content marketing, you’ll only find out what it’s truly capable of by experimenting - so have fun!\n\n&nbsp;', '5 Ways Leaders Can Promote Themselves via Pinterest', '', 'publish', 'open', 'closed', '', '5-ways-leaders-can-promote-themselves-via-pinterest', '', '', '2017-05-22 06:00:15', '2017-05-22 10:00:15', '', 0, 'http://leadchangegroup.com/?p=33640', 0, 'post', '', 2),
(33648, 323, '2017-05-24 06:00:06', '2017-05-24 10:00:06', 'Dear Teammate,\n\nI just realized something. I really like you. And that’s big for me, because – as you know – we didn’t always get along.\n\nBut more on that later.\n\nFirst - we go way back, don’t we? From the younger years playing sports, to those high school days when we put on plays and entered singing competitions. Then, in college we slogged through the never-ending group projects; how can we forget those midnight study sessions and fast food runs? And after graduation, when I joined the ranks of the working world, there you were again.\n\nCome to think of it, you’ve always been there, right by my side, whether I wanted you or not. And to tell the truth, I <em>didn’t</em> always want you there. Because - and I don\'t have to tell you this - it hasn’t always been rainbows and butterflies with us.\n\nVery early on I resented that I was forced to work with you - I was convinced I could do it better and faster on my own. I didn’t understand why I needed you and thought, “I can do this by myself.” To me, you were a burden, an extra weight that slowed me down.\n\nThough, to my surprise, I was told – on more than one occasion – you thought it was <em>me</em> dragging <em>you</em> down. My friends whispered in my ear that you thought I was arrogant. A know-it-all. A show-off.\n\nThose rumors really got to me, reinforced that I should go it alone. But, when I look back on that now, I see you were right. I was the one with the backward attitude. It was my fault for not recognizing your value, not knowing how to work with you, or how to leverage your strengths. How to ask for your help.\n\nAs it turns out, when I was convinced I didn’t need you – well that’s when I needed you <em>most</em>.\n\nFortunately, I turned a corner and discovered our potential together. I became enthusiastic and optimistic about the amazing things we could accomplish working as one. I learned that, with you, I wasn’t weighed down at all. Instead, I was lighter. Faster. Smarter. Stronger. Better. And so were you.\n\nOne of my best memories is at work when we had to create a training program entirely from scratch. Remember? I can still picture it, like it was yesterday. We were in this giant room – just us – wall to wall with empty whiteboards.\n\nWide-eyed and not sure where to begin, we just started scribbling.\n\nI pitched the first idea. You caught it and tossed it back with, “I like it! And what about this…” From there I lobbed, “Love it. What if we then do this...\" And off we went. Building something new. Something great. Together.\n\nEach idea was accepted with open arms. Nothing was off the table. Eventually, our tentative ideas found their legs. They grew stronger and picked up speed. They gained momentum and suddenly took flight. Then, out of nowhere, our little ideas multiplied and even took on shapes we never expected in the beginning.\n\nIn the end, what we had was simply beautiful - a work of art. Well, that’s what it felt like. Because whether it was worthy of Picasso or not – probably not – I still swell with pride for what we created together. It was certainly something neither of us could have imagined alone.\n\nAnd, you know something? In addition to what we produced, I also learned a lot from that project. The things you taught me, just from working alongside you – whether you know it or not – have stuck with me. I’ve used those skills and even paid them forward over the years.\n\nThat was one of the best times we had. But, that’s not all. I often reflect fondly on that time we decided to enter a softball tournament. It was pretty silly, actually, because we had never played that sport together. What were we thinking, leaping into something unfamiliar like that? Well, I guess we figured, “Why not?! We’ll do it together, And whatever happens, happens.”\n\nAnd that just about describes it, because on our first attempt we failed - hard. Remember that and how much it stung? But we didn’t care, because we had fun. And we didn’t stop there. We got up, dusted ourselves off - literally - and regrouped. We figured out where we went wrong and jumped right back in, this time better prepared. After a few more attempts, we actually won a tournament! I still can’t believe it, actually.\n\nYou know how we did it? We specialized. We studied our strengths and focused our energies there. We didn’t allow one another to play positions that didn’t use our best talents.\n\nOnce we planted our feet squarely in our rightful spots - where we could do what we do best - we discovered something magical. We had fun <em>and</em> we excelled. We felt invincible. I’ll never forget that feeling of success when we held that victory banner, grins from ear to ear, arms wrapped around our shoulders. I want that feeling again and again.\n\nThere are plenty more examples of us bringing down the house together, but the little things have mattered just as much. Like the many ears you lent for venting or brainstorming. The air cover you flew in when I need it most. The cheerleading you showered me with when I felt unsure of a path forward. The endless supply of “atta-boys” you tossed my direction – of which you never seemed to run low.\n\nToday, I can’t imagine going it alone. With you, I’m part of a community that can tackle any challenge, big or small. With you, individual sacrifices feel more like investments that pay dividends.\n\nIn closing, I made a list. My \"top five things that make our relationship great.\" This is what I like best about <em>us</em>.\n<ol>\n 	<li>Together, the ideas get better and I get smarter</li>\n 	<li>With us, there are no egos, no stars</li>\n 	<li>When I can’t do something, you can</li>\n 	<li>If I fall, you pick me up</li>\n 	<li>Tackling projects with you is just more fun</li>\n</ol>\nSo, thanks for always being there, whether I wanted you or not. As I think about what’s helped me get where I am today, and what it will take to get where I’m going, it\'s all you. I mean, let’s face it. I <em>can\'t</em> do it alone. And because you’re not going anywhere, I embrace you. I love you. You rock!\n\n- Your teammate', 'A Letter to a Teammate', '', 'publish', 'open', 'closed', '', 'a-letter-to-a-teammate', '', '', '2017-05-24 06:00:06', '2017-05-24 10:00:06', '', 0, 'http://leadchangegroup.com/?p=33648', 0, 'post', '', 2),
(33649, 282, '2017-05-23 06:00:21', '2017-05-23 10:00:21', 'I’ve been fat for a big chunk (no pun intended) of my life. I have proved to myself over and again that I can lose weight, and get down to that place where my height and weight agree with each other. Then slowly but surely, one donut and one ribeye at a time, the pounds and the paunch return. Over the years, the pounds have brought new friends with them...blood pressure and blood sugar medications, back and digestive issues, and most recently sleep apnea!  This is not a club of friends you want to hang out with, trust me!\n\nSo the time had come for me to have a very, VERY serious discussion with myself about my long term health and quality of life. But it also made me look at my business with the same discerning eye, and ask the hard questions about the health of my company, and the health of both it and my team. Had I allowed my lax attitude in life to threaten the health of my staff and my organization? Some of the same things I had to do to move me toward a healthy body are the things I’m also working on to move me towards a healthier company and team! See if these may not help you as well.\n<h3>Determine Your Level of Health</h3>\nThis was critical for my body…I knew high blood pressure and high blood sugar could have very damaging long term effects. Beyond that, I was breathing heavy even after small things, like picking a Cheeto® up off the floor! I knew there were key problems to my health that were directly related to my own poor choices. I also discerned that there are a limited number of solutions to this problem, and I would need to think, pray and research well before I decided which solution was best for me.\n\nMy team…and your team too...may well be in the same kind of situation. Over time, we can see our organizations fall into atrophy; leaders get lazy and procedures get sloppy. Our organizations can get bloated, out of shape and just plain unhealthy. <strong>Leaders must be brave enough to look into that mirror and see the true reflection of their own bad choices, and the ensuing negative results.</strong>\n<h3><strong>Discover What Healthy Means</strong></h3>\nDon’t get me wrong.  I don’t expect to be a 54-year old model with a six-pack and a photo on the cover Sports Illustrated! That isn’t what health is for me. Health is getting off of as many of my weight induced medications as possible, dropping my weight down to a reasonable amount, and a healthy regimen of quality food and regular exercise. That is the vision I’ve burned into my mind, and it will be the place I finally end up living!\n\nMy organization is no different. I have no aspirations of becoming the next Microsoft or Amazon. But my company could do so much more to make a difference in this world than it currently is doing. We have plateaued over the last few years, and it’s time for an indepth “physical examination” to see where we need to make some serious changes. We are looking for what needs “built up,\" “cut off,\" “stretched” and made better all around. <strong>No one can make me be healthy as a leader- I choose it and do it, or I don\'t</strong>. As we develop that list, then we begin our work on each area to improve it!\n<h3><strong>Dig Deep Discovering Your Options</strong></h3>\nI’ve tried literally every fad diet and trick out there, but the weight kept coming back. Liquid diets, HCG injections, medications, treadmills--you name, I’ve done it. One area I had not seriously considered was bariatric surgery. I began reading and talking to friends who had experienced it then met with a surgeon to discuss my options. I’m not saying this option is for everyone, but I know me…and you know you. After exhausting all other possible options, was it time for something drastic as an overhaul of my system?\n\nYou may very well find the same situation exists for your business. You may have refined your policies, improved some techniques or communications, or even reorganized your pie charts. Could it be that it is time for a specialist to come into your company and help you determine if there are some drastic, serious things that may need to be cut out or cut off of your business? <strong>When leaders get brave enough to be honest about the real cost of change, then that\'s the first step towards healthy changes.</strong> Just as it is with health issues, problems don’t go away when we ignore them.  Is it time for a specialist?\n<h3><strong>Dive in Wholeheartedly to Possess Your Solution</strong></h3>\nWell, I made the plunge and scheduled my Gastric Sleeve surgery. It happened on May 4<sup>th</sup>, and so far I’m down 26 pounds! I’m hopeful that this journey will not only leave me 60 pounds lighter, but that because of the mechanics of this solution, it will also help me keep the weight off and live a healthier, longer and better quality of life!\n\nI’ll be looking at some similar solutions in my business. I want every aspect of my group healthy--our team members, our values, our goal-setting and our actions--all pointing us in the direction we need to be going. We want to be a company that makes a difference in the lives of people. <strong>When leaders, businesses and organizations are healthy, we make real impact happen more often, and we do it better as well!</strong>\n<h3><strong>Questions</strong></h3>\n<ul>\n 	<li>What is one area your organization that could stand to be a little more healthy?</li>\n 	<li>What does healthy look like for your key team members? What needs to change to get them there?</li>\n 	<li>What is the one, best option you think you have right now that could push your group towards a more successful and healthy organization?</li>\n 	<li>If you could bring in one specialist and only ask them one question about your organization and it’s issues, what would that be?</li>\n</ul>', '4 Leadership Lessons Gained from Weight Loss', '', 'publish', 'open', 'closed', '', '4-leadership-lessons-gained-from-weight-loss', '', '', '2017-05-23 06:00:21', '2017-05-23 10:00:21', '', 0, 'http://leadchangegroup.com/?p=33649', 0, 'post', '', 3),
(33665, 402, '2017-06-09 06:00:44', '2017-06-09 10:00:44', 'One day at work, a colleague of mine convinced me to go for a run with her later that day. We got on well, for the most part.\n\n<span style=\"font-weight: 400;\">We met up at a local park. We started chatting; with every topic that came up I noticed that she somehow managed to steer the conversation in her direction – we basically only spoke about her. All about her past, her achievements, her failures (that weren’t her fault), and her cooking style (that’s apparently the only good way). That was when I realised that my friendly, chatty colleague was a bit of a narcissist. </span>\n\n<span style=\"font-weight: 400;\">Needless to say, by the end of our hour and a half “run”, I was more tired of hearing about her than I was from the exercise. </span>\n\n<span style=\"font-weight: 400;\">From that day forward I would always try and avoid her, but she somehow managed to speak to me, constantly asking for an opinion on some of her projects – it seemed like she was always fishing for compliments. However, one day I gave her my honest opinion on one of her projects, that wasn’t really done up to standard, and she did not react well. </span>\n\n<span style=\"font-weight: 400;\">She soon got a supervisory role in our team, and slowly my other colleagues were starting to get fed up with her attitude and her mindset of ‘my-way-or-the-highway’. I even heard rumours that management regretted promoting her. </span>\n\n<span style=\"font-weight: 400;\">Her narcissistic behaviour made the atmosphere in the workplace tense. Even though we all tried to do our jobs as professionally as we could, every single person disliked her. </span>\n\n<span style=\"font-weight: 400;\">At the end of the day we aren’t at work to make friends, however, how can you work with someone that only thinks about themselves?</span>\n\n<span style=\"font-weight: 400;\">Working together as a team is important, but there is no space for narcissistic traits such as: </span>\n<h3><b>Constant self-promotion</b></h3>\n<span style=\"font-weight: 400;\">It’s one thing to drop one’s name here and there, but it’s another to constantly do it. Self-promoting is encouraged, to a certain extent. Every single person in a team has something to be proud of, but no one wants to listen to someone constantly talking about their achievements and aspirations.  </span>\n<h3><b>Air of entitlement and victimisation</b></h3>\n<span style=\"font-weight: 400;\">Walking around, thinking that you’re on a much higher level than everyone else, won’t go down very well. Feeling superior and entitled to more, when you have no reason to feel that way, will only cause further dislike. Victimisation won’t get you any further either, trying to make out that no one understand your ‘unique’ and stubborn ways of doing things. We can all feel entitled to better and can even feel victimised, but there is a limit. </span>\n<h3><b>Hypersensitivity to criticism</b></h3>\n<span style=\"font-weight: 400;\">Can’t bear being criticised? No space for that in a team. We all need to get criticised; we don’t like getting criticised, but we have to learn to get the most out of it. A team member who can’t handle critique or takes it too personally can cause heavy tension amongst the team.  </span>\n<h3><b>Constantly making excuses</b></h3>\n<span style=\"font-weight: 400;\">Somehow it’s never their fault, it somehow ends up being someone else’s. There are always more excuses than answers. Working as a team, any failures or errors need to be taken as a team There are no spaces for self-absorbed people who are more than happy to take the success, and even say they were the cause of it, but aren’t willing to handle failure and error on their part.  </span>\n<h3><b>Taking everything personally</b></h3>\n<span style=\"font-weight: 400;\">Criticism and any negative reviews shouldn’t be taken personally; it’s not an attack, but an honest opinion. People who take everything personally, think that everyone is trying to set them for failure when in actual fact no one really cares if that person succeeds or fails. Taking things personally only shows how self-absorbed a person really is. </span>\n<h3><b>Need to control everything</b></h3>\n<span style=\"font-weight: 400;\">We all have that someone in our team that is a bit controlling, who needs to know and needs to check everything. However, with everything, there is a limit. Wanting to control every aspect of the team and work are signs of being over controlling. Every single person has their role and responsibility. Yes, there should be someone controlling a few aspects but not everything. The impulse and the need to control doesn’t always help in the long run.</span>\n\n<span style=\"font-weight: 400;\">Every single one of us has one, or a few, of these traits. It doesn’t make us a narcissist, it just makes us human. However, we need to learn to control these traits, and not let it affect our work and personal life. In the end, we all need to help ourselves and each other, share the successes and failures, criticise and learn from each other, and better yet evolve as better people. Sometimes being narcissistic can help you climb the ladder, but it won’t stop you from falling back down.  </span>', 'Narcissism Gets You Nowhere', '', 'publish', 'open', 'closed', '', 'narcissism-gets-you-nowhere', '', '', '2017-06-09 06:00:44', '2017-06-09 10:00:44', '', 0, 'http://leadchangegroup.com/?p=33665', 0, 'post', '', 2);
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(33674, 274, '2017-06-05 06:00:29', '2017-06-05 10:00:29', 'Welcome to the June 2017 edition of the Leadership Development Carnival!\n\nI tend to compare summer leadership to summer <strong>school</strong>. Your students may be having trouble keeping their minds on the task at hand <strong>but</strong> they have to do more in less time. Wherever your summer plans are leading you, take a few moments with a refreshing drink and check out these great posts from our favorite leaders.\n<h3>Let\'s Get Started</h3>\n<div class=\"divide\">\n\n<strong>(J) Anne Perschel</strong> of <a href=\"http://germaneconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Germane Coaching and Consulting</a> provided <a href=\"http://germaneconsulting.com/leadership-manifesto-why-you-need-one/\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership Manifesto - Why You Need One and How to Get Started</a>. Anne writes, \"Your leadership manifesto ensures you stay the course in challenging times and focus on what’s most important at all times.\" Find Anne on Twitter at <a href=\"https://twitter.com/bizshrink\" target=\"_blank\" rel=\"noopener noreferrer\">@bizshrink</a>.\n<div class=\"divide\"></div>\n<strong>Beth Beutler</strong> of <a href=\"http://www.bethbeutler.com/\" target=\"_blank\" rel=\"noopener noreferrer\">H.O.P.E. Unlimited</a> provided <a href=\"http://www.bethbeutler.com/five-ways-multitasking-can-work/\" target=\"_blank\" rel=\"noopener noreferrer\">5 Ways (Some) Multitasking Can be Good for You</a>. Beth summarizes, \"Multitasking is often frowned upon, but this post helps us sort out when it might be a good approach.\" Find Beth on Twitter at <a href=\"https://twitter.com/bethbeutler\" target=\"_blank\" rel=\"noopener noreferrer\">@bethbeutler</a>.\n<div class=\"divide\"></div>\n<strong>Bill Treasurer</strong> of <a href=\"http://giantleapconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Giant Leap Consulting</a> provided <a href=\"http://giantleapconsulting.com/leadership-development/how-to-manage-your-boss/\" target=\"_blank\" rel=\"noopener noreferrer\">How to Manage Your Boss</a>. Bill recaps, \"Leadership isn\'t always about managing your direct reports. Sometimes you have to know how to \'manage up.\' Managing your boss is an essential part of leadership.\" Find Bill on Twitter at <a href=\"https://twitter.com/btreasurer\" target=\"_blank\" rel=\"noopener noreferrer\">@btreasurer</a>.\n<div class=\"divide\"></div>\n<strong>Chris Edmonds</strong> of the <a href=\"http://drivingresultsthroughculture.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Purposeful Culture Group</a> contributed <a href=\"http://drivingresultsthroughculture.com/culture-leadership-charge-validate-efforts-and-results/\" target=\"_blank\" rel=\"noopener noreferrer\">Culture Leadership Charge: Validate Effort and Results</a>. In this post, Chris reminds us to validate the efforts of others, not just the results they get. Follow Chris on Twitter at <a href=\"https://twitter.com/scedmonds\" target=\"_blank\" rel=\"noopener noreferrer\">@scedmonds</a>.\n<div class=\"divide\"></div>\n<strong>(J) Dan McCarthy</strong> of <a href=\"http://www.greatleadershipbydan.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Great Leadership</a> provided <a href=\"http://www.greatleadershipbydan.com/2017/06/leadership-tips-from-mankinds-best.html\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership Tips from Mankind’s Best Friend, the Dog</a>. Dan recaps, \"This lighthearted guest post from <strong>Dr. Garry McDaniel </strong>gives us 7 leadership tips learned from mankind\'s best friend, the dog!\" Find Dan on Twitter at <a href=\"https://twitter.com/greatleadership\" target=\"_blank\" rel=\"noopener noreferrer\">@greatleadership</a>.\n<div class=\"divide\"></div>\n<strong>Dana Theus</strong> of <a href=\"http://inpowercoaching.com/\" target=\"_blank\" rel=\"noopener noreferrer\">InPower Coaching</a> contributed <a href=\"https://inpowercoaching.com/dear-dana-workplace-advice-run-meeting-youre-charge/\" target=\"_blank\" rel=\"noopener noreferrer\">How to Run a Meeting When You\'re Not in Charge</a>. Dana writes, \"Running a meeting with your boss and her peers puts you in a tough spot. You’re being expected to \'manage\' people superior to you. You can\'t rely on your technical expertise because you\'re expected to manage the interpersonal dynamics of the meeting as well, which is hard even when dealing with peers and subordinates.\" Find Dana on Twitter at <a href=\"https://twitter.com/DanaTheus\" target=\"_blank\" rel=\"noopener noreferrer\">@DanaTheus</a>.\n<div class=\"divide\"></div>\n<strong>David Grossman </strong>of <a href=\"http://www.yourthoughtpartner.com/\" target=\"_blank\" rel=\"noopener noreferrer\">The Grossman Group</a> shared <a href=\"http://www.yourthoughtpartner.com/blog/bid/47211/leadership-communication-principles-that-work\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership Communication Principles That Work</a>. David writes, \"I’m continually asked for the most important leadership communication principles. While what’s effective will vary based on the person or situation, these six tried-and-true fundamentals will make the difference between simply sharing information and communication that moves people to action (and that they feel great about).\" Discover David on Twitter at <a href=\"https://twitter.com/ThoughtPartner\" target=\"_blank\" rel=\"noopener noreferrer\">@thoughtpartner</a>\n<div class=\"divide\"></div>\n<strong>Diane Bock </strong>of <a href=\"http://www.ddiworld.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Development Dimensions International (DDI)</a> shared <a href=\"http://www.ddiworld.com/blog/tmi/may-2017/how-to-work-with-people-who-arent-you\" target=\"_blank\" rel=\"noopener noreferrer\">How to Work with People Who Aren’t You</a>. Diane writes, \"Diversity is good for business. But it doesn’t mean you will automatically have positive relationships with colleagues who are different.\" Discover Diane on Twitter at <a href=\"https://twitter.com/DDIWorld\" target=\"_blank\" rel=\"noopener noreferrer\">@DDIWorld</a>\n<div class=\"divide\"></div>\n<strong>Eileen McDargh</strong> of <a href=\"http://www.eileenmcdargh.com/\" target=\"_blank\" rel=\"noopener noreferrer\">The Resiliency Group</a> provided <a href=\"http://www.eileenmcdargh.com/resiliency-motivational-speakers-blog/five-secrets-to-creative-adaptability\" target=\"_blank\" rel=\"noopener noreferrer\">Five Secrets to Creative Adaptability</a>. Eileen recaps, \"In the face of continuing economic challenges, a roller coaster marketplace, Congressional stalemates, and unrelenting change, leaders in every part of an organization must develop a capacity for resiliency. A cornerstone of resiliency is adaptability. Mind you, this is not the ordinary find-another-answer but rather find MANY answers.\" Find Eileen on Twitter at <a href=\"https://twitter.com/macdarling\" target=\"_blank\" rel=\"noopener noreferrer\">@macdarling</a>.\n<div class=\"divide\"></div>\n<strong>Jesse Lyn Stoner</strong> of <a href=\"http://seapointcenter.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Seapoint Center</a> provided <a href=\"http://seapointcenter.com/the-benefits-of-team-vision/\" target=\"_blank\" rel=\"noopener noreferrer\">How the Benefits of Team Vision Can Revitalize Your Team</a>. Jesse summarizes, \"Has your team gotten caught in \'team drift\'? Here are eight benefits of team vision and how it helps revitalize your team.\" Find Jesse on Twitter at <a href=\"https://twitter.com/jesselynstoner\" target=\"_blank\" rel=\"noopener noreferrer\">@jesselynstoner</a>.\n<div class=\"divide\"></div>\n<strong>Jill Malleck</strong> of <a href=\"https://epiphanyatwork.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Epiphany at Work</a> submitted <a href=\"https://epiphanyatwork.com/1507-2/\" target=\"_blank\" rel=\"noopener noreferrer\">Use Memory to Boost Self-Confidence</a>. Jill recaps: \"Confidence is different than a \'know-it-all\' attitude: It’s more about feeling strong in your abilities. In every workplace, it’s not just about what you know that demonstrates leadership –  it’s how confidently you lead when you don’t know.\" Discover Jill on Twitter at <a href=\"https://twitter.com/EpiphanyAtWork\" target=\"_blank\" rel=\"noopener noreferrer\">@EpiphanyAtWork</a>.\n<div class=\"divide\"></div>\n<strong>Jim Taggart </strong>of <a href=\"https://changingwinds.wordpress.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Changing Winds</a> provided <a href=\"https://changingwinds.wordpress.com/2017/05/07/10-leadership-lessons-to-succeed-during-turbulent-change-2/\" target=\"_blank\" rel=\"noopener noreferrer\">Why Integrity Matters to Leadership</a>. In the post, Jim<b> </b>explains, \"New leadership approaches are needed in a globalized world. It’s about collaboration through worker self-empowerment, where calculated risk-taking is a daily endeavour and individual and collective learning is nurtured and valued.\" Find Jim on Twitter at <a href=\"https://twitter.com/72keys\" target=\"_blank\" rel=\"noopener noreferrer\">@72keys</a>.\n<div class=\"divide\"></div>\n<strong>Joel Garfinkle</strong> of the <a href=\"http://careeradvancementblog.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Career Advancement Blog</a> submitted <a href=\"http://careeradvancementblog.com/powerful-leadership-words\" target=\"_blank\" rel=\"noopener noreferrer\">The 4 Most Powerful Leadership Words You Can Use</a>. Joel shares: \"It\'s not what you say, it\'s how you say it. Being selective in how you speak to others often determines your level of leadership. Here are four of the most powerful leadership words you can use.\" Discover Joel on Twitter at <a href=\"https://twitter.com/JoelGarfinkle\" target=\"_blank\" rel=\"noopener noreferrer\">@JoelGarfinkle</a>.\n<div class=\"divide\"></div>\n<strong>John Hunter</strong> of <a href=\"http://management.curiouscatblog.net/\" target=\"_blank\" rel=\"noopener noreferrer\">Curious Cat</a> submitted <a href=\"http://management.curiouscatblog.net/2017/05/10/improvement-management-with-tools-and-knowledge/\" target=\"_blank\" rel=\"noopener noreferrer\">Improving Management with Tools and Knowledge</a>. John recaps: \"The effective integration of the principles and the tools is what separates the remarkable companies we respect (and maybe envy) from all the others that are having some success but that are also struggling in many ways.\" Discover John on Twitter at <a href=\"https://twitter.com/CuriousCat_Com\" target=\"_blank\" rel=\"noopener noreferrer\">@CuriousCat_Com</a>.\n<div class=\"divide\"></div>\n<strong>Jon Mertz </strong>of <a href=\"http://www.thindifference.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Thin Difference</a> submitted <a href=\"https://www.thindifference.com/2017/05/jeff-bezos-how-to-avoid-day-2/\" target=\"_blank\" rel=\"noopener noreferrer\">Jeff Bezos: How to Avoid Day 2</a>. Jon shares, \"This post addresses how a leader\'s approach to decision making can determine an organization\'s success or failure. Too many of us get stuck in what Jeff Bezos calls a \'Day 2 mindset.\' Here\'s how to avoid that trap and make all of our decisions like it\'s day 1.\" Discover Jon on Twitter at <a href=\"https://twitter.com/thindifference\" target=\"_blank\" rel=\"noopener noreferrer\">@thindifference</a>.\n<div class=\"divide\"></div>\n<strong>Jon Verbeck</strong> of  <a href=\"http://www.jonverbeck.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Jon Verbeck</a> contributed <a href=\"http://www.jonverbeck.com/business-owner-mistakes-no-timely-review-of-the-numbers/\" target=\"_blank\" rel=\"noopener noreferrer\">Business Owner Mistakes: No Timely Review of the Numbers</a>. In this post, Jon reminds us that no matter the size of our business, we need to look at our numbers regularly<b>.</b> Follow Jon on Twitter at <a href=\"https://twitter.com/jonverbeck1\" target=\"_blank\" rel=\"noopener noreferrer\">@jonverbeck1</a>.\n<div class=\"divide\"></div>\n<strong>Julie Winkle-Giulioni </strong>of <a href=\"http://www.juliewinklegiulioni.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Julie Winkle-Giulioni</a> provided <a href=\"http://www.juliewinklegiulioni.com/blog/career-matters/career-development-begins-with-care-2/\" target=\"_blank\" rel=\"noopener noreferrer\">Career Development Begins with CARE</a>. Julie recaps, \"In this short animated video, Julie explores the fundamental building blocks of career development and offers a framework for leaders committed to engaging in authentic sustainable development with others.\" Find Julie on Twitter at <a href=\"https://twitter.com/julie_wg\" target=\"_blank\" rel=\"noopener noreferrer\">@julie_wg</a>.\n<div class=\"divide\"></div>\n<strong>Linda Fisher Thornton</strong> of<strong> </strong><a href=\"https://leadingincontext.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading in Context</a>  shared <a href=\"https://leadingincontext.com/2017/05/17/is-your-leadership-team-all-in-in-terms-of-ethics/\" target=\"_blank\" rel=\"noopener noreferrer\">9 Ethical Roles: Is Your leadership Team \"All In?\"</a>. Linda recaps: \"Ethical roles apply not just to CEOs, but also to all senior leaders in an organization. And if front line leaders don’t carry these roles throughout the organization, there will be gaps in the culture. We should prepare leaders to take on these 9 important roles, to help them be \'All In\' in the quest for ethical culture building.\" Find Linda on Twitter at <a href=\"https://twitter.com/leadingincontxt\" target=\"_blank\" rel=\"noopener noreferrer\">@leadingincontxt</a>.\n<div class=\"divide\"></div>\n<strong>Lisa Kohn </strong>of <a href=\"http://chatsworthconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Chatsworth Consulting</a> submitted <a href=\"http://chatsworthconsulting.com/2017/05/30/thoughtful-leadership-starts-with-understanding/\" target=\"_blank\" rel=\"noopener noreferrer\">How Have You Moved Past Fear With Understanding?</a>. In this post, Lisa shares how moving past your fears into more understanding can help you be the best leader you can be. Discover Lisa on Twitter at <a href=\"https://twitter.com/ThoughtfulLdrs\" target=\"_blank\" rel=\"noopener noreferrer\">@thoughtfulldrs</a>.\n<div class=\"divide\"></div>\n<strong>Marcella Bremer</strong> of <a href=\"http://www.leadershipandchangemagazine.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership and Change Magazine</a> provided <a href=\"https://www.leadershipandchangemagazine.com/what-do-you-love-to-do/\" target=\"_blank\" rel=\"noopener noreferrer\">What Do You Love to Do?</a>. Marcella recaps, \"What you love to do contains your gift to the world regardless of your role. Many were taught that it’s selfish to pursue what we love. Thus, we set aside what makes us unique. While when we love what we do, we are at our best and make a difference. Withholding who we are becomes the selfish act. What do you think?\" Find Marcella on Twitter at <a href=\"https://twitter.com/MarcellaBremer\" target=\"_blank\" rel=\"noopener noreferrer\">@marcellabremer</a>.\n<div class=\"divide\"></div>\n<strong>Mary Ila Ward </strong>of <a href=\"http://horizonpointconsulting.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Horizon Point Consulting</a> provided <a href=\"http://horizonpointconsulting.com/blog3/item/a-culture-where-nothing-is-ever-good-enough-and-how-to-fix-it-an-interview-with-rajeev-behera-ceo-of-reflektive/\" target=\"_blank\" rel=\"noopener noreferrer\">A Culture Where Nothing Is Ever Good Enough and How to Fix It: An Interview with Rajeev Behera CEO of Reflektive</a>. Mary Ila recaps, \"One in four people say their jobs are the most stressful part of their lives. What is creating stress in the workplace and how can it be resolved? In this post Mary Ila interviews Rajeev Behera, CEO of Reflektive, to determine the key factors that create a fear-based work culture and how it can be changed.\" Find Mary on Twitter at <a href=\"https://twitter.com/maryilaward\" target=\"_blank\" rel=\"noopener noreferrer\">@maryilaward</a>.\n<div class=\"divide\"></div>\n<strong>Mary Jo Asmus </strong>of <a href=\"http://www.aspire-cs.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Aspire Collaborative Services, LLC</a> provided <a href=\"http://www.aspire-cs.com/reconnecting-with-happiness/\" target=\"_blank\" rel=\"noopener noreferrer\">Reconnecting With Happiness</a>. Mary Jo recaps, \"Happy leaders make a difference! Don’t let your happiness slip away; examine your life and make decisions about what will help you get back to what matters.\" Find Mary Jo on Twitter at <a href=\"https://twitter.com/mjasmus\" target=\"_blank\" rel=\"noopener noreferrer\">@mjasmus</a>.\n<div class=\"divide\"></div>\n<strong>Miki Saxon</strong> of <a href=\"http://mappingcompanysuccess.com/\" target=\"_blank\" rel=\"noopener noreferrer\">MAPping Company Success</a> contributed <a href=\"http://mappingcompanysuccess.com/2017/05/shoe-fits-no-thing-self-made/\" target=\"_blank\" rel=\"noopener noreferrer\">If The Shoe Fits: No Such Thing As “Self-Made”</a>. Miki writes, \"Everybody loves stories about self-made people; the ones who have climbed from nothing to the top. The stories may be fun to read, but in reality there is no such thing as \'self-made\'. Just ask Arnold Schwarzenegger.\" Discover Miki on Twitter at <a href=\"https://twitter.com/OptionSanity\" target=\"_blank\" rel=\"noopener noreferrer\">@optionsanity</a>.\n<div class=\"divide\"></div>\n<strong>Neal Burgis</strong> of <a href=\"http://www.successful-solutions.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Burgis Successful Solutions</a> submitted <a href=\"http://www.successful-solutions.com/2017/05/27/its-all-about-finding-people-smarter-than-you/\" target=\"_blank\" rel=\"noopener noreferrer\">It’s All About Finding People Smarter than You</a>. Neal recaps, \"Leaders know that hiring people smarter than themselves makes good leadership sense when you have great ideas and need others to create and produce breakthrough results. You shouldn\'t be the smartest person in the room - yet you should hire the smartest people in the room.\" Find Neal on Twitter at <a href=\"https://twitter.com/Exec_Solutions\" target=\"_blank\" rel=\"noopener noreferrer\">@exec_solutions</a>.\n<div class=\"divide\"></div>\n<strong>Paula Kiger</strong> of <a href=\"http://biggreenpen.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Big Green Pen</a> provided <a href=\"http://weavinginfluence.com/leadership/gambling-on-leadership/\" target=\"_blank\" rel=\"noopener noreferrer\">Gambling on Leadership</a>. Paula recaps, \"Is it true that people behave in leadership simulations the way they will in reality? Lessons from a \'reality\' show.\" Find Paula on Twitter at <a href=\"https://twitter.com/biggreenpen\" target=\"_blank\" rel=\"noopener noreferrer\">@biggreenpen</a>.\n<div class=\"divide\"></div>\n<strong>Randy Conley</strong> of <a href=\"http://leadingwithtrust.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Leading With Trust</a> shared <a href=\"https://leadingwithtrust.com/2017/05/07/10-ways-to-tell-if-your-boss-is-trustworthy/\" target=\"_blank\" rel=\"noopener noreferrer\">10 Ways to Tell If Your Boss is Trustworthy</a>. Randy writes, \"Everyone deserves to work for a trustworthy boss. Unfortunately, that seems to be the exception rather than the norm in today’s business world. This post shares ten ways you can tell if your boss is trustworthy. Be sure to take the poll to see how your boss compares with others.\" Find Randy on Twitter at <a href=\"https://twitter.com/RandyConley\" target=\"_blank\" rel=\"noopener noreferrer\">@randyconley</a>.\n<div class=\"divide\"></div>\n<strong>Shelley Row</strong> of <a href=\"http://www.shelleyrow.com\" target=\"_blank\" rel=\"noopener noreferrer\">Shelley Row</a> provided <a href=\"http://www.shelleyrow.com/2904-2/\" target=\"_blank\" rel=\"noopener noreferrer\">Three Steps to Resource Yourself to be Calm Instead of Testy</a>. In the post, Shelley asks, \"Do you ever feel irritated when you know you will be meeting with that person who rubs you the wrong way?\" and gives us tips for being prepared to stay calm.<strong> </strong>Find Shelley on Twitter at <a href=\"https://twitter.com/shelleyrow\" target=\"_blank\" rel=\"noopener noreferrer\">@shelleyrow</a>.\n<div class=\"divide\"></div>\n<strong>Susan Mazza</strong> of <a href=\"http://randomactsofleadership.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Random Acts of Leadership</a> provided <a href=\"http://randomactsofleadership.com/simple-way-rise-to-next-level-of-leadership/\" target=\"_blank\" rel=\"noopener noreferrer\">A Simple Way to Rise to Your Next Level of Leadership</a>. Susan explains, \"You cannot grow to the next level of leadership by reading books, taking a class, or simply thinking about getting there. You must actually take action in real life -- and your everyday experiences offer clues that show you how to reach for it.\" Follow Susan on Twitter at <a href=\"https://twitter.com/SusanMazza\" target=\"_blank\" rel=\"noopener noreferrer\">@susanmazza</a>.\n<div class=\"divide\"></div>\n<strong>Tanveer Naseer</strong> of <a href=\"https://www.tanveernaseer.com/\" target=\"_blank\" rel=\"noopener noreferrer\">Tanveer Naseer</a> provided <a href=\"https://www.tanveernaseer.com/why-trust-and-integrity-are-keys-to-successful-leadership/\" target=\"_blank\" rel=\"noopener noreferrer\">What Happened To Trust And Integrity In Today’s Organizations?</a>. Tanveer explains, \"Trust and integrity seem to be in decline in many organizations today. Here\'s a revealing look at why they remain critical to organizational success.\" Follow Tanveer on Twitter at <a href=\"https://twitter.com/TanveerNaseer\" target=\"_blank\" rel=\"noopener noreferrer\">@tanveernaseer</a>.\n<div class=\"divide\"></div>\n<strong>Wally Bock</strong> of <a href=\"http://threestarleadership.com/blog\" target=\"_blank\" rel=\"noopener noreferrer\">Three Star Leadership</a> provided <a href=\"http://www.threestarleadership.com/leadership/leadership-balance\" target=\"_blank\" rel=\"noopener noreferrer\">Leadership Balance</a>. Wally recaps, \"Dynamic balance, the balance of the athlete or the dancer, lets you engage in purposeful motion and change direction quickly.\" Find Wally on Twitter at <a href=\"https://twitter.com/wallybock\" target=\"_blank\" rel=\"noopener noreferrer\">@wallybock</a>.\n<div class=\"divide\"></div>\n<em>Thank you to everyone who submitted articles for this month\'s carnival! If you would like to be on the distribution list for submission calls, please contact Paula Kiger (paula @ weavinginfluence (dot) com)!</em>\n\n</div>', 'June 2017 Leadership Development Carnival', '', 'publish', 'open', 'closed', '', 'june-2017-leadership-development-carnival', '', '', '2017-06-05 06:00:29', '2017-06-05 10:00:29', '', 0, 'http://leadchangegroup.com/may-2017-leadership-development-carnival-2/', 0, 'post', '', 0),
(33679, 329, '2017-06-19 06:00:15', '2017-06-19 10:00:15', '<span style=\"font-weight: 400;\">Picture this. You walk out of an airport to take a taxi cab to your hotel. The taxi driver has a sullen look, seems completely disinterested in you, plays music you dislike, and talks to his buddies on his phone all the way. When you arrive at your hotel and ask for a receipt, he acts like he’s doing you a big favor and then frowns when you fail to include a tip!</span>\n\n<span style=\"font-weight: 400;\">Now, substitute that taxi driver for any one of your employees. Do you have any employees who seem to hate their work, only do the bare minimum, drag through the day like they are barely alive, show the enthusiasm of a tree stump, talk to their buddies while ignoring customers, and then get irritated when there is no raise?</span>\n\n<span style=\"font-weight: 400;\">Mediocrity can usurp the energy from passion and the opportunity from initiative. Leaders who tolerate mediocrity signal that their actual performance standards are much lower than what they state. The truth is organizations can in fact be populated by </span><i><span style=\"font-weight: 400;\">only</span></i><span style=\"font-weight: 400;\"> winners. The proverbial bell shaped curve of performance---that there will always a small percentage of superstars and an equal number who do just enough to get by--is neither an organizational necessity nor a statistical requirement. Ask the Cleveland Cavs or the New England Patriots.</span>\n\n<span style=\"font-weight: 400;\">The leadership antidote to passion-free mediocrity may not be to change employees or loudly telegraph your displeasure or even “crack the whip.’ Your employees may simply need to be inspired. And, one of the key roles of a leader is to provide inspiration—to be a fire starter--igniting passion and commitment.   </span>\n\n<span style=\"font-weight: 400;\">Let’s revisit the passion-challenged taxi driver. Passengers can inspire drivers to give great customer service. It works like this. The first step is your own </span><span style=\"font-weight: 400;\">Animation</span><span style=\"font-weight: 400;\">—choosing to demonstrate the attitude you seek from your driver. Next, as you board the taxi, sincerely express your </span><span style=\"font-weight: 400;\">Appreciation</span><span style=\"font-weight: 400;\"> (“Thank you for being my driver.”). Tell the driver your destination and ask if he or she knows the location. When the answer is an affirmative, deliver an </span><span style=\"font-weight: 400;\">Affirmation</span><span style=\"font-weight: 400;\"> (“Terrific, I am dealing with a true professional.”).   </span>\n\n<span style=\"font-weight: 400;\">The final part is a bit delicate. </span><span style=\"font-weight: 400;\">Validation </span><span style=\"font-weight: 400;\">is helping the driver view his or her role in a larger perspective than just driving a taxi. Keep it upbeat and optimistic. (“You have probably helped a lot of people as a driver, haven’t you?” or “I bet you have seen some amazing things as a driver”). Upon arrival, extend your hand for a handshake and then ask for a receipt. You’ll be amazed at how many fires you can start with this approach.</span>\n\n<span style=\"font-weight: 400;\">Now, you may be saying, “Yes but, you are not the supervisor of taxi driver.” True, but what would your leadership relationship be like if suddenly all your employees were independently wealthy volunteers? Leadership should have the character of a boss whose employees won the big lottery but opted to remain without pay.</span>\n<h3><b>Animation:  Inspiring through Modeling</b></h3>\n<span style=\"font-weight: 400;\">We watch cartoons and are awed by the skill of the artist who can transform stills into life-like characters. The late Chuck Jones, creator of such famous cartoon characters as Bugs Bunny, Wile E. Coyote, and Road Runner, wrote: “The secret to making a character come alive is not how you draw that particular character. It happens when everything in the frame moves with the character.” Leaders who are fire starters start by choosing to insert employee inspiration instead of seething about its absence. Like the cartoonist, they do this by illustrating enthusiasm. They make “everything in the frame,” including their own attitudes, “move with the employee.” </span>\n<h3><b>Appreciation—Inspiring with Gratitude</b></h3>\n<span style=\"font-weight: 400;\">“Thank you” is a phrase we all enjoy hearing. However, instead of just saying the words, take one more step. Let the person know exactly what he or she did that warranted your gratitude. When my wife and I were eating at a restaurant, our waiter wore a name tag plus an additional tag proclaiming him “employee of the month.” “Congratulations,” I said. “What did you do to warrant such an honor?” The waiter stood quietly and then said flatly: “I guess it was my turn.” He had no idea what he had done to be recognized so he knew of no special action he was being encouraged to repeat. Psychologist William James wrote, \"The deepest principle of human nature is the craving to be appreciated.\"</span>\n<h3><b>Affirmation---Inspiring with Confidence</b></h3>\n<span style=\"font-weight: 400;\">“Treat a man as he is, and he will remain as he is. Treat a man as he could be, and he will become what he should be,” wrote Ralph Waldo Emerson. One of the single most powerful phenomenon in human behavior is the self-fulfilling prophecy (the Pygmalion effect). Little is really known about why it works as it does. However, your belief in your employees, demonstrated in your behavior and attitude, has a major impact on their behavior. If you believe a person is going to be a winner and you treat him or her that way, the person generally does not disappoint you. If you believe a person is going to be a loser, and you treat them that way, they generally do not disappoint you. It suggests it is important how you communicate expectations through your actions.   </span>\n<h3><b>Validation—Inspiring with Purpose</b></h3>\n<span style=\"font-weight: 400;\">This is the trickiest part. Leaders can change the content by expanding the context. What this means is moving from specific to general can help someone view their world in a more optimistic, hopeful light. It is a technique parents use to get a child out of a pessimistic view. Susie comes home complaining that Johnny is teasing her. Her mother coaches her that Johnny doesn’t realize how very special she really is. The intent is elevating the focus to a grander, more glorious view.  As a leader, you can play a similar role. Great leaders communicate with the potential they envision not just the performance they encounter. You have a chance to be fire starter—to inspire someone to deliver their very best.</span>\n\n<span style=\"font-weight: 400;\">Inside every employee is passion waiting to be unleashed; excellence ready to be released. Remember:  you cannot start a fire with a wet match; nor can you unleash passion with plain vanilla disposition, determination, and direction. Strike your brightest leadership match—animation, appreciation, affirmation and validation—and watch your employees become inspired by its example.   </span>', 'How Great Leaders Unleash Passion', '', 'publish', 'open', 'closed', '', 'how-great-leaders-unleash-passion', '', '', '2017-06-19 06:00:15', '2017-06-19 10:00:15', '', 0, 'http://leadchangegroup.com/?p=33679', 0, 'post', '', 2),
(33685, 381, '2017-05-25 18:54:18', '0000-00-00 00:00:00', '&nbsp;\n\n&nbsp;\n\nâ€œWill you just stop it?â€, said just about any mom on the planet. Tell me you didnâ€™t want to know why. Fast forward through a few challenging phases of adulthood, and the words, â€œYou can stop doing that now,â€ are a relief and we donâ€™t need a reason. We are glad to stop a few things. If you habitually read online articles youâ€™ve read about things to stop doing to be a better leader or stop using operations that have become obsolete; as much as we should stop doing them, we do them anyway\n\nSo, instead of repeating subjects you probably read yesterday, letâ€™s talk about things to stop that will improve your outlook starting today. Something to think about, â€œIs this something I should stop doing? How will I stop doing it?â€\n\n<strong>Stop Comparing:</strong> Comparison is the opposite of contentment.\n\nWe have to do a certain amount of comparing because it gauges where we are in relation to where weâ€™ve been. But let that be your solo reason to compare. One of my friends was ecstatic about the ring her husband gave her for their anniversary. She was content. She was happy â€¦ until she attended a party and saw the â€˜rockâ€™ on the hand of her newly engaged friend. Letâ€™s bring it a little closer to life. If you got an 11% salary boost would you be excited? Well, yes! Happy. Content. How would it affect your enthusiasm to learn the person in the cubicle next to you got a 14% raise? Stop comparing. Comparison is the enemy and it will destroy your contentment.\n\n<strong>Stop quitting:</strong> If you feel like quitting, remember why you started. - Beachbody coaches\n\nÂ Â Â Â Â Â Â Â Â Â Â  Every time you start a new project or new habit, youâ€™re pumped, energized and ready like Nike to Just Do It. Then something happens. Timing is off. You get bored. You donâ€™t see the results you hoped for. Suddenly, youâ€™d rather be sailing. Right? Ah, youâ€™ve got the solution. Just quit. You feel like this is a commitment that nobody else cares about, so, why should you? Drop the class, cancel your trip and get the money back, have the hot fudge ice cream cake, skip the workout today â€¦ and tomorrow â€¦ and hereâ€™s your pattern. Thereâ€™s hope. Ask yourself. How bad do I want it? If your answer is â€˜not that muchâ€™ ask yourself why you started. Chances are, there are valid reasons why you set that goal. You can do it. Stop quitting. Â\n\n<strong>Stop hanging out with toxic people</strong>: Itâ€™s easier to be pushed down into the pit than pulled up out of it.\n\nThere is no specific definition of toxic people, but we know what toxic is. What toxic compounds are to the physical body, toxic people are to the soul. You will know youâ€™ve been in the company of toxic people if you feel frustrated and exhausted. Toxic people are manipulative, self-centered, demeaning, unforgiving, take no responsibility for their actions, and play the entitlement card. We call these creatures frenemies and if they werenâ€™t already our friends we would see the flags, warning signals, and keep them at a distance, a far away distance. Frenemies justify their behavior until something goes wrong, then they blame someone else; that someone else might be you. If this generality sounds like something you grew out of in middle school, think again. When Eleanor Roosevelt said, â€œNo one can make you feel inferior without your consent,â€ she was not addressing an audience of 12-year olds. Toxic people play the victim, they drag you into the pit with them, then make it your responsibility to rescue them. Stop hanging out with toxic people.\n\nWe assume itâ€™s only the younger generation who make poor choices and are easily talked into doing things that get them into trouble. Hereâ€™s where we, as adults need to spend some time thinking about who we surround ourselves with. We become what we think about. We also become like those we spend time with. If your friends are not encouragers, disciplined with their lifestyle, have dastardly attitudes, play the blame game, and take no responsibility for their behavior, they are toxic. Stop hanging out with toxic people.\n\n<strong>Stop keeping score:</strong> Â If you want to win at relationship, stop keeping score.\n\nÂ Â Â Â Â Â Â Â Â Â Â  This one is tough because on the one hand, if someone gives you gifts, consistently helps you with your projects, and seems to do more favors for you than you deserve, you canâ€™t reciprocate if you donâ€™t keep track. On the other hand, there are people who grind your nerves to the last thread, say things that are half-truths, are belligerent, and have no compass for treating people fairly. We are taught that nice people donâ€™t keep a record of wrongs, but what about keeping a scorecard of good behaviors? We should do that, shouldnâ€™t we? Well - letâ€™s consider.Â\n\nÂ Â Â Â Â Â Â Â Â Â Â  When people do good things because their motives are pure and their heart desires to do good things, we should not keep score. When our hearts are full we will want to return the favor, buy a gift or give back in a different way. Giving and receiving are for our enjoyment. If we keep score, we are robbing ourselves of the benefit of giving and the joy of receiving. Our minds are constantly tallying, they did this, I did that, then they gave this â€¦. See how that defeats the whole magnetism of giving? Give without expectation of equality. In fact, if you want to experience true joy, do something for someone who canâ€™t possibly repay you.Â\n\nÂ Â Â Â Â Â Â Â Â Â Â  Letâ€™s talk about the nemesis who is a natural born bully. As much as you want to keep score, donâ€™t do it. That scoreboard is in your face all the time reminding you of how many times that bully has hurt you. Forgive him or her. Wipe the slate clean. Donâ€™t forgive them because they deserve it, forgive them because you deserve it. I think we get forgiveness mixed up sometimes. Forgiveness is not pretending it didnâ€™t happen. Forgiveness is acknowledging the wrong, the feelings, the outcome, and the future consequences. Forgiveness says, â€œThis happened, it hurt, it might have changed a few things in my life, but it is not going to change who I am. I forgive so I can be free of the negativity that will poison my soul otherwise. I canâ€™t change what happened, but I can change how I react to it.â€Â  Stop keeping score.\n\n<strong>Stop treating setbacks as staybacks: This is a standalone statement and needs no clarification. </strong>\n\nÂ Â Â Â Â Â Â Â Â Â Â  Let me give you my favorite analogy to the set back. If youâ€™re an archery fan you will catch on right away. When you go out to shoot arrows, do you hold the bow up, tug ever so gently on the string then let the arrow fly? Only if you have nothing to aim at and you donâ€™t mind that the arrow drops ten inches in front of your shoes. No, you hold up the bow, look through the site, use all your strength to pull back on the string and watch as the arrow sails far into the field at your line of sight. This is how it is with setbacks. That area where you pull the string back, that is your setback. This is now your opportunity to get a line of sight, firmly grasp that arrow, work at it with all your might, then let it fly further than you dreamed possible. Stop treating setbacks as staybacks.\n\nWhen I was in driverâ€™s training way back just after wheels were invented, we had a motto for all the new drivers who tested their ability to stop on a dime. Start Stopping Sooner\n\nDo you want a full life, rich in relationships and full of joy? Start Stopping Sooner\n\n&nbsp;', '', '', 'draft', 'open', 'closed', '', '', '', '', '2017-05-25 18:54:18', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33685', 0, 'post', '', 0),
(33686, 381, '2017-05-31 06:00:34', '2017-05-31 10:00:34', '\"Will you just stop it?\" is something just about any mom on the planet has asked. Fast forward through a few challenging phases of adulthood, and the words, \"You can stop doing that now,\" are a relief and we don\'t need a reason. We are glad to stop a few things. If you habitually read online articles you\'ve read about things to stop doing to be a better leader or operations to stop using because they are obsolete. As much as we should stop doing them, we do them anyway.\n\nSo, instead of repeating \"things to do\" ideas you may have read recently, let\'s talk about things to stop that will improve your outlook beginning today. To think about as you read: \"Is this something I should stop doing? How will I stop doing it?\"\n<h3><strong>Stop Comparing</strong></h3>\n<em>Comparison is the opposite of contentment.</em>\n\nWe have to do a certain amount of comparing because it gauges where we are in relation to where we\'ve been. But let that be your solo reason to compare. One of my friends was ecstatic about the ring her husband gave her for their anniversary. She was content. She was happy ... until she attended a party and saw the \"rock\" on the hand of her newly engaged friend. Let\'s bring it a little closer to life. If you got an 11% salary boost would you be excited? Well, yes! Ecstatic. Happy. Content. How would it affect your enthusiasm to learn that the person in the cubicle next to you got a 14% raise? Stop comparing. Comparison is the enemy and it will destroy your contentment.\n<h3><strong>Stop Quitting</strong></h3>\n<em>If you feel like quitting, remember why you started. - </em>Beachbody coaches\n\nEvery time you start a new project or habit, you\'re pumped, energized and ready like to \"Just Do It,\" Nike style. Then something happens. Timing is off. You get bored. You don\'t see the results you hoped for. Suddenly, you\'d rather be sailing. Right? Ah, you\'ve got the solution. Just quit. You feel like this is a commitment that nobody else cares about, so why should you? Drop the class, cancel your trip and get the money back, have the hot fudge ice cream cake, skip the workout today ... and tomorrow ... and here\'s your pattern. There\'s hope. Ask yourself. How bad do I want it? If your answer is \"I guess not that much,\" ask yourself why you started. Chances are, there are valid reasons why you set that goal. You can do it. Stop quitting.\n<h3><strong>Stop Hanging Out With Toxic People</strong></h3>\n<em>It\'s easier to be pushed down into the pit than pulled up out of it.</em>\n\nThere is no specific definition of toxic people, but we know what toxic is. What toxic compounds are to the physical body, toxic people are to the soul. You will know you\'ve been in the company of toxic people if you feel frustrated and exhausted. Toxic people are manipulative, self-centered, demeaning, unforgiving, take no responsibility for their actions, and play the entitlement card. We call these creatures frenemies; if they weren\'t already our friends we would see the flags, warning signals, and keep them at a distance, a far away distance. Frenemies justify their behavior until something goes wrong, then they blame someone else; that someone else might be you. If this generality sounds like something you grew out of in middle school, think again. When Eleanor Roosevelt said, \"No one can make you feel inferior without your consent,\" she was not addressing an audience of 12-year-olds. Toxic people play the victim; they drag you into the pit with them, then make it your responsibility to rescue them. Stop hanging out with toxic people.\n\nWe assume it\'s only the younger generation who make poor choices and are easily talked into doing things that get them into trouble. Here\'s where we, as adults, need to spend some time thinking about who we surround ourselves with. We become what we think about. We also become like those we spend time with. If your friends are not encouragers, disciplined with their lifestyle, but rather have dastardly attitudes, play the blame game, and take no responsibility for their behavior, they are toxic. Stop hanging out with toxic people.\n<h3><strong>Stop Keeping Score</strong></h3>\n<em>If you want to win at relationships, stop keeping score.</em>\n\nThis one is tough because on the one hand, if someone gives you gifts, consistently helps you with your projects, and seems to do more favors for you than you deserve, you can\'t reciprocate if you don\'t keep track. On the other hand, there are people who grind your nerves to the last thread, say things that are half-truths, behave belligerently, and have no compass for treating people fairly. We are taught that nice people don\'t keep a record of wrongs, but what about keeping a scorecard of good behaviors? We should do that, shouldn\'t we? Let\'s consider.\n\nWhen people do good things because their motives are pure and their they desire from the heart to do good things, we should not keep score. When our hearts are full, we will want to return the favor, buy a gift or give back in a different way. Giving and receiving are for our enjoyment. If we keep score, we are robbing ourselves of the benefit of giving and the joy of receiving. When our minds are constantly tallying \"they did this, I did that, then they gave this,\" that defeats the whole magnetism of giving. Give without expectation of equality. In fact, if you want to experience true joy, do something for someone who can\'t possibly repay you.\n\nLet\'s talk about the nemesis who is a natural born bully. As much as you want to keep score, don\'t do it. That scoreboard is in your face all the time reminding you of how many times that bully has hurt you. Forgive him or her. Wipe the slate clean. Don\'t forgive them because they deserve it, forgive them because you deserve it. I think we get forgiveness mixed up sometimes. Forgiveness is not pretending it didn\'t happen. Forgiveness is acknowledging the wrong, the feelings, the outcome, and the future consequences. Forgiveness says, \"This happened, it hurt, it might have changed a few things in my life, but it is not going to change who I am. I forgive so I can be free of the negativity that will poison my soul otherwise. I can\'t change what happened, but I can change how I react to it.\" Stop keeping Score. (Sidebar: Repetitious mistreatment is unacceptable. Bullies need to be confronted and if that\'s not possible, do all you can to wear elephant skin when in their presence.)\n\n<strong>Stop Treating Setbacks as \"Staybacks\"</strong>\n\n<em>This statement needs no clarification.</em>\n\nLet me give you my favorite analogy to the setback. If you\'re an archery fan you will catch on right away. When you go out to shoot arrows, do you hold the bow up, tug ever so gently on the string then let the arrow fly? Only if you have nothing to aim at and you don\'t mind that the arrow drops ten inches in front of your shoes. No, you hold up the bow, look through the site, use all your strength to pull back on the string and watch as the arrow sails far into the field at your line of sight. This is how it is with setbacks. That area where you pull the string back is your setback. This is now your opportunity to get a line of sight, firmly grasp that arrow, work at it with all your might, then let it fly further than you dreamed possible. Stop treating setbacks as \"staybacks.\"\n\nWhen I was in driver training way back just after wheels were invented, we had a motto for all the new drivers who tested their ability to stop on a dime. Start Stopping Sooner\n\nDo you want a full life, rich in relationships and full of joy? Start Stopping Sooner', 'Start Stopping Sooner', '', 'publish', 'open', 'closed', '', 'start-stopping-sooner', '', '', '2017-05-31 06:00:34', '2017-05-31 10:00:34', '', 0, 'http://leadchangegroup.com/?p=33686', 0, 'post', '', 0);
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(33717, 451, '2017-06-07 06:00:17', '2017-06-07 10:00:17', 'Whether you’re facing price pressure from domestic competitors, startups, powerful customers, or low-cost overseas providers, you’ve heard the mantra of “productivity” preached again and again. What typically comes to mind when your organization starts talking about increasing productivity?\n<ul>\n 	<li>Asking employees to find a way to do more with less</li>\n 	<li>Large, clunky capital projects to upgrade assets</li>\n 	<li>Benchmarking, finding new “best practices,” and implementing broad Management of Change documents</li>\n 	<li>Brainstorming sessions to come up with productivity ideas</li>\n 	<li>Suggestion boxes</li>\n 	<li>Broad training programs</li>\n 	<li>Walkabouts looking for “waste” in the business and hoping you’ll find something juicy</li>\n 	<li>Staying at work late to find an extra 1% or 2% to squeeze out</li>\n</ul>\nSuch is the sad state of many productivity or continuous improvement efforts across the world. People work hard, the business spends a lot of money, and leaders just might sneak past their 2% annual improvement target… only to be saddled with the same thing next year.\n\nA large mineral extraction facility was in such a state a few years ago. It was already best-in-class in its cost per tonne of ore moved, but investors wanted more. They had hired a prestigious management consulting firm to help them find opportunities to improve. The firm performed a benchmarking study between many aspects of this business and its peers: they found about 15% total possible price improvement, with about 10% of that being “achievable.” The opportunities included dozens of arduous or expensive changes they could make to different parts of the business.\n\nWhile it was nice to hear they were operating so near maximum possible efficiency, they weren’t looking forward to their next conversation with their investors. So they decided to change tack, and got help approaching their cost from an angle of problem solving. They identified new problems in the business that could be solved that could theoretically bring a 60% reduction in their cost per tonne. Aggressively attacking a few of the most valuable problems brought their costs down by 20% in just 18 months.\n\nWhat made the difference? By dropping the dead weight of “productivity” efforts and converting to finding and solving hard problems, they radically changed their perspective. There were two steps to their success:\n<ul>\n 	<li>They investigated their business to find previously-hidden problems that were worth millions</li>\n 	<li>They developed the skills and behaviors in their team necessary to solve hard problems with simple, elegant solutions</li>\n</ul>\nYour business can do the same.\n<h3>Seeing New Solvable Problems</h3>\nTypically, when business leaders think “problems” in their business, they are thinking of thousands of little things going wrong all the time. They don’t know how much each one is worth, and solving all of them just doesn’t seem worth it. Often they’ll teach basic improvement methodologies to a large base of their business in the hopes that their employees will autonomously solve small problems, which together will add up to something significant. More often than not, the return on that investment is dubious.\n\nIn reality, there are problems in your business that are worth far more than others--this is simply the pareto principle, or 80/20 rule, at work. But many of these very valuable problems are hidden by constraints or assumptions that the business has about what is possible, and what is an immutable law of nature. To see valuable, solvable problems, businesses have to pierce this veil.\n\nSuch sight can come from solving simpler, more apparent problems to root cause, and implementing elegant solutions. As problem-solvers get into the habit of finding the root cause of problems, they’ll begin to see how processes all around them have problems that are hidden, ignored, or accepted. They’ll learn to identify and attack them.\n\nSolving problems to root cause requires great problem-solving skills. How do you develop those?\n<h3>Developing the Skills to Solve the Hard Problems</h3>\nProblem-solving is nothing new to most businesses that are conscious of their cost structure. Many are familiar with popular problem-solving processes that apply structure to problem-solving efforts. Many of these methods are meant to help a broad set of people solve relatively simple problems. Simple problems have few potential root causes, and structured guidance in investigating the problem and then coming up with ideas to solve them can indeed accelerate the path to solving them.\n\nBut hard problems--the ones that lock away huge value--require a new approach. They tend to exist in complex processes in the business. They have hundreds or thousands of potential root causes. Problem-solvers can’t rely on a rote method which replaces their thinking. They’re going to need to use their brains.\n\nInstead of teaching your team another checklist-method, teach them new behaviors that help them unleash their smarts in the most effective way. The right behaviors will get people out of brainstorming sessions, break them of the habit of guess-and-check, and make their approach much more powerful.\n\nSuch behaviors include:\n<ul>\n 	<li><strong>Stop Guessing: </strong>time to put that habit to bed</li>\n 	<li><strong>Smell the problem: </strong>investigate the nature of the problem rigorously and thoroughly</li>\n 	<li><strong>Embrace your ignorance:</strong> know that you don’t know, and ask the “stupid” questions</li>\n 	<li><strong>Know what problem you’re solving: </strong>make sure you’re working on the observable problem itself--rather than trying to solve an assumption about what’s causing it</li>\n 	<li><strong>Dig into the fundamentals: </strong>learn how the process really works, and the science behind how it controls the problem</li>\n 	<li><strong>Don’t rely on experts: </strong>don’t ask them to solve the problem for you; get their help understanding the process</li>\n 	<li><strong>Believe in a simple solution:</strong> have the confidence that when you find the root cause, a simple and elegant solution will be in your grasp</li>\n 	<li><strong>Make fact-based decisions:</strong> don’t let anyone’s opinions or assumptions lead the team</li>\n 	<li><strong>Stay on target: </strong>eliminate distractions and quickly cleave off as many avenues of inquiry as possible</li>\n</ul>\nChanging your improvement approach from “productivity” to problem solving will unlock massive value in your business. And to boot, it will help you meet your goals with a lot less effort. What problem solving behaviors are your greatest strengths?<a href=\"http://www.stopguessingbook.com/quiz\"> Find out here with a brief quiz</a>.', 'Stop Thinking &quot;Productivity&quot; -- Start Thinking &quot;Problem Solving&quot;', '', 'publish', 'open', 'closed', '', 'stop-thinking-productivity-start-thinking-problem-solving', '', '', '2017-06-07 06:00:17', '2017-06-07 10:00:17', '', 0, 'http://leadchangegroup.com/?p=33717', 0, 'post', '', 3),
(33721, 464, '2017-06-22 06:00:10', '2017-06-22 10:00:10', 'An important task you have as a leader is to give compliments and know how to deal with criticism. Compliments motivate; criticism has a negative effect on relationships. And good relationships already facilitate an environment in which the other is more willing to do things differently. In this article we therefore focus on what the effects of compliments and criticism are. In a future article, we will concentrate on a related skill: <a href=\"http://leadchangegroup.com/why-leaders-give-feedback/\" target=\"_blank\" rel=\"noopener\">Giving feedback</a>.\n<h3><strong>Let others know what you appreciate in them</strong></h3>\nThere are cultural differences regarding the giving of compliments. In certain cultures, it is almost natural; in others people feel a little uncomfortable about giving them. Yet it remains good practice to do just that. The funny thing is that giving a compliment sometimes has a greater effect on the giver (Lange, 2006) than on the receiver. The giver always knows he or she has given a compliment, even when the receiver doesn’t even notice. In order to give a well-meant compliment, you are forced to <em>actively look</em> for something that is positive about the other. And by looking from a different point of view, this has an effect on you too. When the other realizes a compliment has been received, this usually also gives them a good feeling. This does mean the other will have to notice it! But when they do, knowing they’re on the right path gives encouragement. This way, giving and receiving compliments has a motivating effect on both parties.\n\nSo what exactly is a compliment? To start with, it is an opinion you subscribe to, one which is positively colored and directed at the behavior or characteristics of another person. Even a simple compliment such as ‘<em>You’re looking good today!</em>’ is both an opinion (you feel that way) and your observation, saying something about the dress sense, choice of make-up (characteristic of the other person) or positive manner (behavior) of the other person. That the compliment only has the desired effect once it is perceived as well-meant is obvious.\n<h3><strong>A compliment isn’t an introduction to broach negative behavior</strong></h3>\nTo recap, a compliment is a positively worded statement through which you genuinely indicate what you appreciate about another person. It is most effective when it is short and sweet and not immediately played down. Therefore make a habit of noticing what others do well and give a well-meant compliment as a matter of course. A compliment, however, loses its power completely when it is used as an introduction to broach a negative point.\n<h3><strong>Criticism is a way to vent your negative feelings towards another</strong></h3>\nThe opposite of a compliment is criticism. Both are expressed opinions of the other or their behavior; yet criticism is generally experienced as negative. The reason for this is that criticism usually says more about the giver than the receiver, as it is a way for the giver to vent a negative emotion. That then feels like a rejection, a rebuke or an attack. The receiver’s negative experience is further magnified by the fact that there usually is nothing they can do about it or with it. That is why criticism is experienced as personal; it gives the feeling that the other doesn’t like you. For leaders the advice is therefore: Simply don’t do it!\n\nOthers may also level their criticisms at you, however. The origin of the other’s bad feeling leading up to that criticism is seldom relevant. How you react to it is. As it concerns criticism, you can’t really do much with it except accept that it is their opinion and remember that you are the stronger party in the interaction (that is, you forgive them their ineptness). What certainly doesn’t help is to get defensive. The two best methods to deal with another’s criticism are: ‘<em>I notice this irritates you, is there something I can do to lessen that?</em>’; or ‘<em>What makes this difficult for you?</em>’\n<h3><strong>Feedback is about behavior that can be modified</strong></h3>\nFeedback, on the other hand, is about behavior that <em>can</em> be changed. It is different from criticism, in that the person receiving the feedback is actually able to do something with it. Some like to overcomplicate by calling feedback positive criticism, or by calling criticism negative feedback and compliments positive feedback. As far as I’m concerned, let’s keep it simple and call everything what it is: Compliment, criticism or feedback. In a <a href=\"http://leadchangegroup.com/why-leaders-give-feedback/\" target=\"_blank\" rel=\"noopener\">future post</a> we will delve further into what feedback is and how to deliver it effectively.', 'Compliments, Criticism and Relationship', '', 'publish', 'open', 'closed', '', 'compliments-criticism-and-relationship', '', '', '2017-06-22 06:00:10', '2017-06-22 10:00:10', '', 0, 'http://leadchangegroup.com/?p=33721', 0, 'post', '', 4),
(33724, 251, '2017-06-12 06:00:40', '2017-06-12 10:00:40', 'When I was growing up, I envied the little boy next door. His mom asked him questions. <em>Would you like a peanut butter and jelly sandwich or soup for lunch?  Will you spend the afternoon reading a book or playing? </em>\n\nMy mom told me how it was going to be.\n\nWhile I don’t think she intended it this way, her factual style of asking and telling was a good life lesson for dealing with bosses who managed by command-and-control and wanted answers straight up.\n\nAs I grew older, the questions my dad asked became different. He asked lots of “<em>either</em>/<em>or,”</em> <em>“have you thought about,”</em> <em>“how/why,”</em> and <em>“help me understand” </em>questions. Dad said he wanted to make sure I thought things through. He prepared me to work for bosses who wanted thoughtful converging or diverging answers and options.\n\nA few years into my career, I worked for a boss who asked a whole new style of questions. He tested both logic and emotion. His rational was like that of <a href=\"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3596240/\">Socrates</a>, who was “well known for using questioning to probe the validity of an assumption, analyze the logic of an argument, and explore the unknown.” That boss wanted to know how we were going to achieve both quality and quantity or how we would meet our short-term goals without jeopardizing our long-term position. Answering his questions required deeper thought and analysis of the big picture.\n\nOnly years later did it hit me that these individuals had given me the gift of a well-rounded repertoire of different types of questions.\n<blockquote>The key to wisdom is this: constant and frequent questioning, for by doubting we are led to question, by questioning we arrive at the truth. ~Peter Abelard</blockquote>\nQuestions matter.\n\nQuestions lead to answers, help us discover meaning and eliminate confusion, or point to hidden agendas. They help us reflect, develop critical thinking skills, or clarify intent and understanding. Questions help us make sense of our surroundings, distinguish fact from fiction, or define our purpose. Questions provoke lively debate, satisfy our curiosity, and prompt us to assess our assumptions.\n\nA good question can disrupt, inspire, show humility, and open closed doors.\n\n<a href=\"http://www.octanner.com/content/dam/oc-tanner/documents/global-research/Great-Work-Study.pdf\">Research</a> done by O.C. Tanner Institute showed that “asking the right question increased the odds of someone’s work having a positive effect on others by 4.1 times. It made the outcome 3.1 times more likely to be deemed important, 2.8 times more likely to create passion in the doer, and 2.7 times more likely to make a positive impact on the organization’s bottom line.” That’s powerful stuff.\n<blockquote>He who asks a question is a fool for five minutes; he who does not ask a question remains a fool forever. ~Chinese proverb</blockquote>\nSo why do we ask questions less and less as we get older?\n\nTom Pohlmann and Neethi Mary Thomas with Mu Sigma polled 200 of their clients on <a href=\"https://hbr.org/2015/03/relearning-the-art-of-asking-questions\">question asking</a>. Clients who had children estimated that 70-80% of their kids’ dialogues with others were comprised of questions. However, those same clients guessed that only 15-25% of their own interactions consisted of questions. Tom and Neethi attribute the reduction in the number of questions asked by the adults to working in a <em>you-need-to-get-it-done-yesterday</em> business environment.\n\nTheir advice? “Leaders should encourage people to ask more questions, based on the goals they’re trying to achieve, instead of having them rush to deliver answers. In order to make the right decisions, people need to start asking the questions that really matter.”\n\nAsking questions that really matter + actively listening to the answer + critically reviewing what’s been shared = a good life practice.', 'Got questions?', '', 'publish', 'open', 'closed', '', 'got-questions', '', '', '2017-06-12 06:00:40', '2017-06-12 10:00:40', '', 0, 'http://leadchangegroup.com/?p=33724', 0, 'post', '', 15),
(33730, 469, '2017-06-26 06:00:25', '2017-06-26 10:00:25', 'Are you going to force your employees to do what you tell them to do and achieve the goals you expect them to achieve? Or are you going to earn their trust and respect, so they will act towards the organization’s growth because they want to? Of course, you’ll choose the second alternative. You don’t force; you motivate!\n\nIn a way, the office is a second home to your team. At home, people don’t like to have needy parents or parents whose expectations are too high. They want to trust and support, and they return the “favor” in the same way. Everyone wants a supportive environment at work, too. When the employees don’t trust the leader is doing everything to move the whole team forward, they lack enthusiasm. When they lack enthusiasm, the business suffers the consequences.\n\nAs a leader, you have a goal to build trust in the team. Here are five tips that help you do that.\n<h3>1. Be Clear!</h3>\nThe best leaders have a quality we rarely pay attention to: clarity. They are never ambiguous when they talk to their teams. They share the organization’s mission and each project’s purpose in the clearest way possible. When they ask someone to do something, they set clear goals and activities.\n\nInstead of saying “I need you to improve the results of this campaign,” a good leader will say “I need you all to be more active on social media and engage the audience through contests, so we’ll improve the results of this campaign within six months.”\n<ul>\n 	<li>When the leader is clear about the expectations and sets specific goals, the employees trust he knows what he’s doing. When they trust they can achieve that goal under such instructions, they become productive.</li>\n</ul>\n<h3>2. Make Them Feel Safe</h3>\nIf the business is in a bad place, the employees won’t feel safe. They sense the danger of losing their job. You need to make this feeling go away.\n<ul>\n 	<li>You can give them a sense of security by sharing the long-term goals and explaining how you see your company grow in future</li>\n 	<li>Treat them like human beings and show you respect the contributions each one of them makes</li>\n 	<li>Make them feel as part of a real team. You can do that by organizing team building sessions, which allow you to bond with them and make everyone feel as part of a safe community</li>\n</ul>\n<h3>3. Always Listen!</h3>\nEmployees won’t trust you if you just give them instructions. They will perceive such instructions as orders. When you try to understand them, you’ll gain their trust. They want to be part of the bigger picture.\n\nPractice how to be a calm listener. Even if you don’t like what someone is saying, listen to them. Then, expose your arguments, letting them know that you still took their opinion into consideration.\n\nWhenever you’re about to make a big decision, call for a brainstorming session and ask everyone for ideas. Then, make your own conclusions and share them with the team. When they know you listened, they feel like they are part of the company’s growth. They feel like they can tell you anything and they won’t be afraid to come into your office when they get a brilliant idea. That’s how you earn trust.\n<h3>4. Give and Accept Feedback</h3>\nYou realize that giving feedback is a necessary aspect of your job as a leader. When you want your employees to improve their work, you tell them what they are doing right and how they can become better at what they do. You’re giving constructive feedback.\n\nThat’s not where you should stop, though. Encourage your team to give you feedback, too. Some of them will want you to show up in their offices more often. Others will suggest team building sessions. Listen to them without being offended, just like you want them to listen to the feedback you give them. Then, use that feedback to become a better leader.\n<h3>5. Work!</h3>\nYou want your team to trust you? Then show them you’re doing a lot of work for everyone’s sake. You’re not there just for giving instructions. You’re not spending the day at your office watching cat videos. Make them notice your contributions!\n\nYou can’t build trust in a day. It requires some effort, time, and a lot of character. If you focus on the five tips discussed above, you’ll get there soon enough.', '5 Secrets to Building Trust in Your Team', '', 'publish', 'open', 'closed', '', '5-secrets-to-building-trust-in-your-team', '', '', '2017-06-26 06:00:25', '2017-06-26 10:00:25', '', 0, 'http://leadchangegroup.com/?p=33730', 0, 'post', '', 1),
(33732, 357, '2017-06-23 06:00:19', '2017-06-23 10:00:19', '“I have to tell you,” my client said, “when we first met, and you told me I needed to look at this, I thought you were crazy. I told my friend later that day that you were crazy. I mean, a 90-minute conversation on this one silly thing?”\n\n“And?” I asked.\n\n“And it’s made all the difference,” she finished. “I didn’t believe it, but it’s made all the difference.”\n\nWhat was the one silly thing I spent nearly a full 90-minute coaching session talking about with my (then) new client? Sleep.\n\nGood news/bad news – I learned a lot about sleep a few years ago when I went through a horrendous (and long) bout of insomnia. It knocked me flat on my back – literally at times – like nothing ever had. That’s when I realized there’s a reason sleep deprivation is a form of torture, and that it’s impossible for any of us to be at our best when we’re depriving ourselves of sleep.\n\nTaking care of ourselves – especially as leaders – is often seen as a weakness or a luxury. Many of us are convinced that we’re somehow better if we’re busier. If there’s less time for us, if we have more unanswered emails, if we’re rushing from meeting to meeting, if we don’t even have time for lunch – somehow we’ve come to see this as a badge of honor.\n\nPut that badge down.\n\nWhen we don’t take care of ourselves – physically, mentally, emotionally, and yes spiritually (from a higher purpose perspective) – we run ourselves down and/or out. We’re operating at a negative; we’re depleted.\n\nHow can we lead, manage, and relate like that? How can we be a good friend, boss, colleague, partner, parent, spouse from that place?\n\nWe can’t.\n\nBy choosing to put ourselves first, we allow our best selves to come through. It’s as simple as setting your alarm 30-minutes later or making sure you’re eating (and eating well). It’s as simple as making time to exercise or at least scheduling walking (or standing) meetings. It’s as simple as taking 15 minutes to reflect or relax, or to connect with a friend or someone you love. It’s as simple as finding reasons to laugh and play, to smile and enjoy, to bask and metaphorically put your feet up and smell the roses.\n\nAs a client said to us years ago, it’s simple but it’s not easy. It takes discipline, and the willingness to put yourself first, at least a little bit for a little while.\n\nBut as my client remarked the other day, it can make all the difference. In your leadership, in your relationships, in your life.', 'One Simple Change for a Huge Difference', '', 'publish', 'open', 'closed', '', 'one-simple-change-for-a-huge-difference', '', '', '2017-06-23 06:00:19', '2017-06-23 10:00:19', '', 0, 'http://leadchangegroup.com/?p=33732', 0, 'post', '', 0),
(33739, 386, '2017-06-08 21:59:15', '0000-00-00 00:00:00', '', 'DAVID GREER (in my inbox, his folder)', '', 'draft', 'open', 'closed', '', '', '', '', '2017-06-08 21:59:15', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33739', 0, 'post', '', 0),
(33741, 252, '2017-06-14 06:00:37', '2017-06-14 10:00:37', 'I remember sitting on the edge of my bed crying. I have a variety of issues with my back. A few years ago they were acting up. One day I rolled out of bed about 4 pm because I couldn’t get up any sooner.\n\nI had a “why me?” moment. \"Why is this happening to me?\" \"I’m not the type of person this happens to.\" (What does that even mean?) \"This is never going to get better.\"\n\nBeside my bed is a bookcase. As I leaned over, feeling sorry for myself, a book caught my eye. The title doesn\'t matter much. I chose what you would call spiritual or self-help material.\n\nI slid onto the floor and started flipping through the book. I was reminded that I had more control over my situation than I was admitting.\n\nI started with the main flaw in my thinking: “I’m not the type of person this happens to.” Self-pity raised its head, with a touch of entitlement and resentment sprinkled in.\n\nAfter doing some reading and soul searching, I realized I was arguing with reality. Tip: Reality always wins.\n\nOwning my situation shifted my mindset. What if I didn’t judge my physical condition, but looked at is as neutral? It just IS. It\'s just a “thing” – a thing I happen to be experiencing.\n\nI consider this resilience, which, for me, includes:\n<ul>\n 	<li>Managing our thoughts so we can function in the face of challenge</li>\n 	<li>Noticing when we’re using negative labels unnecessarily and shifting them to neutral</li>\n 	<li>Deliberately cultivating the ability to counter a downward spiral</li>\n</ul>\n<h3>A shift in thinking goes a long way</h3>\nI remember that day well. When I began to accept my situation, I was better able to think clearly, be resourceful, and make plans.\n\nSince then I’ve made several changes so that I’m rolling out of bed much earlier than 4 p.m.\n<h3>The magic of neutrality</h3>\nWe are born to be discerning, to categorize, to judge. This isn’t necessarily a bad thing. This outlook streamlines our day. We quickly move through what needs our attention and what doesn’t.\n\nSometimes we give an event or circumstance more attention than it deserves.\n\nWhen I don’t hear back from a prospective client, my thinking can immediately go to:\n<ul>\n 	<li>Did I blow our introductory discussion?</li>\n 	<li>Did I alienate them in some way?</li>\n 	<li>Did they choose another coach or trainer?</li>\n</ul>\nI can easily start making up a story and spin out. I tell myself I don’t know what I’m doing. Maybe I forgot a key step leading up to finalizing our agreement.\n\nThen the prospective client gets back to me a week later apologizing. Something came up that delayed their response. Silly me.\n\nNow when I don’t hear back when I expect to, it’s just a thing. It might mean nothing dire. Chill.\n<h3>Watch what you are saying to yourself</h3>\nOur self-talk can serve us or undermine us. I am fortunate to have friends and colleagues around to reflect my self-talk back to me, particularly when it is not working.\n\nIt’s easy to create a downward spiral. Instead, we must be vigilant with our self-talk. Examine our assumptions. Are they real or made-up? Don’t label a situation negatively, using words like upsetting or hopeless. Search for neutral language. Embed it in your mind.\n\nOur situations, like with my back, or the waiting game with prospective clients, might not get better right away. But, using these tactics, we build a foundation to encourage ourselves, and remain buoyant despite our challenges. That is resilience to me.', 'Resilience: It&#039;s All In Your Head', '', 'publish', 'open', 'closed', '', 'resilience-its-all-in-your-head', '', '', '2017-06-14 06:00:37', '2017-06-14 10:00:37', '', 0, 'http://leadchangegroup.com/?p=33741', 0, 'post', '', 2),
(33746, 252, '2017-06-28 06:00:29', '2017-06-28 10:00:29', 'I remember chairing a project meeting several years ago. My teammates got on a riff about not wanting to work with a particular person because that person had <em>their</em> <em>own personal agenda. </em>Perish the thought.\n\nI let them go on for a while. Then I said, \"I don\'t know if you realize it, but I have my own personal agenda too. In fact, it runs everything I do.\" The room became silent.\n<h3>How a personal agenda can work against you.</h3>\nMy team went on to discuss what having a \"personal agenda\" meant and how we interpret it in a negative way.\n\nThe term \"personal agenda\" can be shorthand for the person who:\n<ul>\n 	<li>Throws others under the bus in order to advance</li>\n 	<li>Flatters the boss insincerely to get what they want</li>\n 	<li>Embellishes their abilities to get an assignment</li>\n 	<li>Claims credit for a team accomplishment when others did the work</li>\n 	<li>Signs up for a project expecting to look good (or get close to higher-ups)</li>\n</ul>\nThose are just a few examples we came up with in thinking about how we disdain a personal agenda. When someone goes after their goals and it doesn’t look like what we would do, we can be skeptical and judgmental.\n<h3>Is it such a bad thing?</h3>\nEven if the term personal agenda has come to have a negative connotation, let\'s consider:\n<ul>\n 	<li>Is it wrong? Not always. Yet acting on your personal agenda may come across as being self-centered and self-serving.</li>\n 	<li>Is it wrong for your agenda to be different than others? This can allow for some valuable, different perspectives to surface.</li>\n 	<li>Is it wrong to drive your own personal agenda at work? Organizations need people with a variety of motivations.</li>\n</ul>\nNo matter what our reasons for our own personal agenda, we have to be aware of how it affects the organization and our ability to collaborate with or lead others.\n<h3>The fallout of having a personal agenda</h3>\nWhen my teammates recovered from my revelation we talked about when a personal agenda works. It can work for you, the organization, and others. Your agenda can coincide with organization goals. What if it\'s part of what it takes to get your job done?\n\nMy agenda is to make the workplace a better place for everyone to work. I happened to be in HR then. There was an obvious fit. Yet, you’ve got to keep an eye on yourself. Make sure your personal agenda works for others too.\n<h3>Caution! Personal agenda ahead</h3>\nAround that same time, one of my project team members warned me about another team member. She said all he wanted to do was get in my good graces, make a name for himself, and use me to do so.\n\nI already knew that. I also knew he had the skills to get a particular job done. I was going to let him do it. No harm, no foul.\n\nI didn’t mind being used. I also knew I would give him credit for what he did, but nothing more. If I had been a more mature leader at that time I would have used my Dale Carnegie Human Relations training. Give him a reputation to live up to. For instance, I could have emphasized when he did act like a team player.\n\nI\'m fortunate that my corporate job happened to pay me to pursue my personal agenda. At the same time, self-reflection and seeking feedback is important when you face a moment like I did. Do I tell them or don’t I? My team’s reaction made me examine my own motives and decide if I was being the person I aspired to be.', 'Is It Wrong to Have a Personal Agenda at Work?', '', 'publish', 'open', 'closed', '', 'is-it-wrong-to-have-a-personal-agenda-at-work', '', '', '2017-06-28 06:00:29', '2017-06-28 10:00:29', '', 0, 'http://leadchangegroup.com/?p=33746', 0, 'post', '', 6),
(33766, 470, '2017-06-30 18:07:33', '0000-00-00 00:00:00', '<strong>How to Expose Essay Writing</strong>\n\nHave before you get to sleep, you ever sat down with your guide and featured at the same terms? You simply do not feel like it although you understand you should analyze? Preferably these suggestions will help you get motivated to review, however if youк motivation still be low you can get help at <a href=\"https://instantwritings.com/paper-writing-service/\">Paper Writing Services</a> where professional authors may write everything for you.\n\nPart 1: Ready Your Study Space. Locate a peaceful place with several disturbances. This might be a cafe, a space in your house, or elsewhere that is free of disturbances and extra sound. Where you are more likely to encounter your pals avoid places. Advertising Refill on study products. Make sure you have document, pencils, all the pens, highlighters, and Post-Its you need.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2017/06/rf.png\"><img class=\"alignnone size-medium wp-image-33768\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/06/rf-300x198.png\" alt=\"\" width=\"300\" height=\"198\" /></a>\n\n<strong>Taking a look at disciplinary documents.</strong>\n\nYou do not wish to affect your review time to get more. Retain a little hide of water and appetizers with you. People are less consumptive once they’re hydrated and taking continuous sips of water can help stave thirst off. Tiny snacks like granola bars nuts, or fruit will help keep you energized. Avoid pastries and junk food. This includes croissants, burgers doughnuts, treats and pizza. These ingredients will provide you with a quick energy speed that easily turns into sleepiness. Part 2: Remove Your Disturbances. Use clothing that is comfortable.\n\n<strong>Clarify in-detail how your organization services and applications gain your area.</strong>\n\nLike needing to pull your slacks up little things can-eat away at your focus. Use clothes which might be not strange, fit generally, and don’t restrict you. Tie it back such that it does not fall under your eyes when you have long-hair. Fit on muted. You don’t want to be getting calls from family members and friends if you are attempting to review. Let if you think they’ll be anxious, them know in advance that you might want time for you to research. In addition to this, just put it on hushed and preserve it somewhere out of view so you will not be convinced to maintain taking a sneak look.\n\n<strong>To endorse a specified person’s credibility.</strong>\n\nWhen possible, turnoff your PC. Flip the computer off for researching if you don’t need it. Moreover, keep away from computers that are public. It’s a minefield of disturbances that are potential. It really is all not too difficult to tell oneself You have lost a whole time before you know it. If you do need to make use of the computer as a research resource, after you have it so that you are not tempted to open another browser screen contemplate printing out the data and examine your Facebook rank. If you should be really convinced to take sites that are interpersonal, why not deactivate to get a little while?\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2017/06/Screenshot_10.png\"><img class=\"alignnone size-medium wp-image-33769\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/06/Screenshot_10-300x167.png\" alt=\"\" width=\"300\" height=\"167\" /></a>\n\n<strong>Published at.</strong>\n\nThink of temporarily turning off your online access, if you need to use the computer only being a word processor. Research Goals Set tangible objectives for the review program. Assume in particular, possible goals in place of fuzzy generalities. Consider a specific aim for example. Attaining this objective will make you feel accomplished at one’s review session’s end. When you complete your aim, reward yourself. Think about a tiny approach to compensate oneself if you’ve fulfilled your objective. You may take a fast walk, eat a granola bar, or listen to a favorite track if you’re at the center of the research program. If you’ve concluded your study program, then feel free to have a great time by enjoying a video, talking-to buddies, or doing offers.\n\n<strong>Child beauty pageants pros and cons.</strong>\n\nUnderstand that you will eventually need to get to function, in case you decide to reward oneself having a speedy crack from studying. Think by studying of what you would realize. In order to keep a confident mindset up, make an effort to imagine by studying, the good items that should come for you. Visualize getting even the excellent college you may be about to attend, or a great score on a examination, obtaining encouragement out of your tutor. Though understanding is hard and sometimes boring, thinking of the end result will keep you moving ahead. Prepare Yourself: make a study plan. Set a specific stop of period aside for researching for every single day that you might want it.', 'Essay Writing Tips - NOT USING DOES NOT MEET EDITORIAL CRITERIA', '', 'pending', 'open', 'closed', '', '', '', '', '2017-06-30 18:07:33', '0000-00-00 00:00:00', '', 0, 'http://leadchangegroup.com/?p=33766', 0, 'post', '', 0),
(33774, 386, '2017-06-15 06:00:00', '2017-06-15 10:00:00', '<span style=\"font-weight: 400;\">The sun was already up at 6:15 am as I ran along the beach in my hometown of Vancouver, BC. My mind was on auto-pilot as I followed the beach along Spanish Banks where I have run, walked, and biked hundreds and hundreds of times. It felt good to just follow the well-worn path that was so familiar to me.</span>\n\n<span style=\"font-weight: 400;\">We often follow our own well-trod paths, especially when we are leading others. Many of us have discovered these paths through the pain of hard won experience. We know what works, what doesn’t, and if we follow the path everything will turn out all right.</span>\n<h3><b>Single File</b></h3>\n<span style=\"font-weight: 400;\">Getting those you lead to follow your path can often be the best way forward. If you chose this way, there are still a few things to be aware of. For example, how do you all walk the path?</span>\n\n<span style=\"font-weight: 400;\">If you walk in single file, no one can go faster than you. Even if you get ahead of the group, those behind you will be limited by the slowest person in front of them. I have often felt that when I am leading in single file it feels like there is a massive rubber band around me and all of those I am leading. No matter how fast I run, that elastic band can only stretch so much and the combined mass of everyone behind me inevitably slows me down or stops me in my tracks.</span>\n<h3><b>Spreading Out</b></h3>\n<span style=\"font-weight: 400;\">If your goal is to lead 25 people who are searching for a pair of glasses in a field, it is much more effective to spread out in a line 25-people wide and then carefully work from one end of the field to the other keeping in step together. If your team is spread out, they could block the progress of others, unless they make conscious effort to let people pass. If everyone marches at a different pace, they will be all over the place.</span>\n<h3><b>A One Degree Shift</b></h3>\n<span style=\"font-weight: 400;\">If you are following a path and get everyone to make a one degree shift to the left, it is amazing how fast you will end up in a new place. If I had done that on my run this morning, I may have seen a completely new route, explored a different neighborhood, and possibly found an even better running route. A one degree shift sounds tiny. When you follow the shift over time you end up somewhere completely different.</span>\n\n<span style=\"font-weight: 400;\">The most powerful paths are the ones that work for each person. As leaders, our task should be to set the vision and end points for what defines success. Then we hire people better than ourselves and let each of them follow the path that works best for them. The key is ensuring we are all pulling together in a similar general direction to the same goal.</span>\n\n<span style=\"font-weight: 400;\">My goal this morning was a beautiful run along the spectacular Vancouver waterfront. Following my usual path was perfect for where I wanted to go and the experience I wanted to have.</span>\n\nWhat path will you choose for yourself and your team?\n\n<img class=\"aligncenter wp-image-33776\" src=\"http://leadchangegroup.com/wp-content/uploads/2017/06/20170606.rvyc_.morning01.jpg\" alt=\"\" width=\"500\" height=\"375\" />', 'On the Path', '', 'publish', 'open', 'closed', '', 'on-the-path', '', '', '2017-06-15 06:00:00', '2017-06-15 10:00:00', '', 0, 'http://leadchangegroup.com/?p=33774', 0, 'post', '', 2);
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(33782, 464, '2017-06-29 06:00:13', '2017-06-29 10:00:13', 'An important task you have as a leader is giving feedback. Not only in terms of task performance (so that the other knows how he or she is doing), but also in terms of social behavior. This article is about just that: giving feedback on someone’s behavior with the intention that the other actually does something with that feedback. In other words, you give feedback because you would like to see different behavior. In a <a href=\"http://leadchangegroup.com/compliments-criticism-and-relationship/\" target=\"_blank\" rel=\"noopener noreferrer\">previous post</a>, we looked at the difference between compliments, criticism and feedback. We now deal with the rules you should follow in order to increase the chance that your feedback will lead to desired results.\n<h3><strong>Feedback is about behavior that can be modified</strong></h3>\nThe term <strong>feedback</strong> stems from General Systems Theory, where it means that the output (or result) of a system is fed back to the input, with the objective being to maintain or change that output. In communication theory, feedback means telling someone what the effect of their behavior is, in order that they can change it. Feedback is about behavior that <em>can</em> be changed. It is different from criticism, in that the person receiving the feedback is actually able to do something with it. Feedback in its simplest form is nothing other than giving someone a tip, a suggestion how to handle something differently. In its most complicated form it is an observation on the effects of certain behavior and a suggestion as to what alternative behavior would be preferred.\n<h3><strong>Feedback is used to elicit different behavior</strong></h3>\nThere are three main reasons to give feedback: A tip may be given simply to help the other person; another may ask you for feedback, or you can give feedback so that the other will change their behavior. Even when giving another person a tip, as a leader you will often do so because you want them to do something differently. So, other than when someone specifically asks for feedback, you generally give it for your own reasons – you want the other to behave in such a way that you or your organization benefits (or is disturbed less). In that sense it is a special form of making a request. So, before even thinking of giving feedback, it is good practice to consider what you want from the other, why you want that, and whether it is realistic and acceptable to expect this of them. This because there is little point to giving feedback when you up-front know the other isn’t going to do anything with it. In that case some other intervention is more appropriate.\n<h3><strong>The best way to give feedback</strong></h3>\nWhat, then, is an effective way to give feedback? Here are some general rules to raise the <em>probability</em> that the other will actually (attempt to) autonomously change their behavior:\n<ul>\n 	<li><em>Face-to-face, alone:</em> Especially when feedback is unsolicited, it isn’t given publicly but privately. This may mean you need to create an opportunity in which feedback can be given. Usually a simple invitation will suffice, such as: ‘<em>May I have a word with you?</em>’, ‘<em>Do you have a minute for me?</em>’ or ‘<em>When could I speak with you privately?</em>’</li>\n 	<li><em>Introduce the goal:</em> Without beating about the bush, briefly state the purpose, for example with: ‘<em>I would like to speak with you about something I have noticed / something that bothers me / something I don’t appreciate</em>’. By being direct and transparent, you are being forthcoming and genuine. Suppress the desire to begin with something positive or a compliment, as the receiver will already anticipate what is about to happen. They are waiting for the ‘<em>… but …</em>’ and will interpret the compliment as a trick. It isn’t a compliment at all (everything before the word ‘but’ may be erased), rather a devious way to introduce something negative.</li>\n 	<li><em>Recent behavior:</em> Let bygones be bygones. It is easier to remember something that happened today or yesterday than something that happened last week. If the other cannot even remember exactly what happened, chances are your message won’t come across. Also, stick to that one recent event and don’t drag in the past using all the previous occasions and examples as ammunition. Doing that will probably lead to a discussion, meaning that the essence (that which you would like the other to change) is left untouched.</li>\n 	<li><em>Concrete behavior:</em> What did the other do <em>exactly</em>? You will need to spell this out in terms of concrete behavior. ‘<em>How you behaved towards your colleague</em>’ or ‘<em>The way you dealt with that client</em>’, are far from concrete: What do you mean by these statements? Better are: ‘<em>You were gossiping about your colleague at the coffee machine</em>’ or ‘<em>You repeatedly interrupted the client whilst he was speaking</em>’.</li>\n 	<li><em>The effect of current behavior on you in the I-form:</em> Behavior has an effect on a person, and it is a good strategy to mention how another’s behavior affects you, using the I-form. It sets a general tone: It is difficult to question another’s feeling. This reduces the chance the other will get defensive and start a discussion. When I say, ‘<em>It makes me feel uncomfortable</em>’ then most people will intuitively know that saying ‘<em>No, it doesn’t</em>’ isn’t really an appropriate retort. Even in your position as leader it is better to stick with your own personal experience (‘<em>I feel very uncomfortable when clients are treated disrespectfully</em>’, for example) than refer to the effect of the behavior on others.</li>\n 	<li><em>Offer alternatives: </em>In terms of concrete, executable and desirable behavior, even if it is only one alternative, the other can at least choose to continue their behavior without change (in which case another intervention might be needed later on) or try the alternative. This is also the essential ingredient of feedback: Letting the other know what you do want or would rather see.</li>\n 	<li><em>Short and sweet:</em> Your message and your wish come across strongest when you don’t beat about the bush, but stick to the core issue. You weaken your message (and the other’s willingness to do something about it) by bringing in several arguments as ammunition (such as why you are justified in expecting this). You already have given your strongest argument when you say what the effect of their behavior is on you.</li>\n 	<li><em>Ask for willingness:</em> The other’s willingness to change something in their behavior increases when you explicitly ask: ‘<em>Would you do that for me?</em>’ This is for two reasons: Firstly, most people find it difficult to turn down a request for help, more so than any other kind of request. Secondly, by not explicitly asking, the other could see your message as nothing more than a comment in passing, and won’t feel any urgency to act on it. When the other says they will do something (or try to do something), the chances become greater that they will actually do what they have promised.</li>\n 	<li><em>Listen to the reaction:</em> The last step is to be quiet, listen to any reaction the other may give, and if at all possible leave the choice up to them. When people are given the opportunity to make their own decisions, they feel in control, that their opinion counts and that they are taken seriously. By formulating feedback as a choice rather than a demand, you give them the power to act as capable, independent individuals. A self-made choice is far more likely to lead to them to actually follow through on that choice.</li>\n</ul>\nFeedback needs to be given in the correct dosage, meaning taking the other’s resilience into account. Extensive feedback using the rules above is effective when used occasionally and for meaningful issues; it certainly shouldn’t be used for every triviality.\n\nOthers can also give you feedback, regardless of whether or not you ask them for it. Even if they do or don’t follow the rules for giving feedback, if they address behavior you could change, then the best strategy is to thank them for their input or (at the least) tell them you will think about it. If you do decide to do something differently, you do the other more than justice by telling them what you did with their feedback. Whether you like it or not, as a leader you are a role model. The message you give is that it isn’t a bad thing when someone calls you on your behavior, and that everyone is in a position to change something in their behavior.\n\nJust like receiving compliments, receiving feedback also requires certain skills. Firstly: Feedback shouldn’t be taken personally. You may assume the other has something to say about how you <em>do</em> something, not about you as a person. So it is good practice to suppress the tendency to get defensive. If you are only thinking up arguments why the feedback is unjust, you’re missing an important opportunity: The other is making an effort to offer you alternatives. Maybe those alternatives will work, maybe they won’t, but you will only know if you know what they are and try them out. That is why it is better to listen attentively and direct your attention to what you can do differently. In other words, take advantage of the alternatives offered you. It is also a sign of respect to thank the giver of feedback.\n\nTo recapitulate: Criticism usually disrupts in a negative way, largely as the receiver cannot do very much with it or about it. Feedback is a way to make wishes known in such a manner that the chance of the receiver being able to do something with it increases. The main characteristics of feedback are that concrete behavior is described and that specific, realistic and desired alternatives are suggested. If at all possible it is then left up to the receiver whether they actually want to do something with this feedback.', 'Why Leaders Give Feedback', '', 'publish', 'open', 'closed', '', 'why-leaders-give-feedback', '', '', '2017-06-29 06:00:13', '2017-06-29 10:00:13', '', 0, 'http://leadchangegroup.com/?p=33782', 0, 'post', '', 3),
(33784, 276, '2017-06-16 06:00:55', '2017-06-16 10:00:55', 'Over the past 12 years, I have created a network of people that I mentor. This happened gradually; it started with one person then another one came along the way until it reached 23. I’m blessed to have the opportunity to be part of their\njourney and make an impact in their lives.\n\nWhy do I do this? I believe in giving back to the community. I also believe that the best way to aid the firm’s development is by growing talent. Developing leaders enables the business to grow other people. They have the same belief in developing others, therefore your work effort will pay dividends.\n<h3>What are the characteristics for my mentees?</h3>\n<ul>\n 	<li>Curious – someone who is interested in learning by asking questions and demonstrates the desire to learn</li>\n 	<li>Purposeful - they know they want to develop themselves and seek someone to aid them in their development</li>\n 	<li>Accountable – they respect a mentor’s time and take ownership of the action items and ensure delivery of what they promised</li>\n 	<li>Willing to take feedback – mentoring will not help if the mentee is not willing to take feedback and take action</li>\n 	<li>Good at listening – the ability to listen is crucial to the success of the mentor-mentee relationship. Therefore it is important for the mentee to have this characteristic</li>\n</ul>\n<h3>For each of my mentees, I keep track of the following:</h3>\n<ul>\n 	<li>How we met. Whether it was through work, by introduction, or through someone who reached out to me</li>\n 	<li>Years of experience. Overall years of experience</li>\n 	<li>Current position. Tracking upward progress and ensuring that we plan their next move or plan their career</li>\n 	<li>Potential. Not all people are created equal. I assess their potential and use that information as a factor in deciding where to spend time when my time becomes limited</li>\n 	<li>Current learning. What are they spending their time on? What are they doing to move themselves forward?</li>\n 	<li>Last interaction time.  The last time we met or interacted via email or text</li>\n</ul>\nWhy document all this information? I do it because I want to make sure that I track their journey and understand how I can help them. More importantly, as they progress through their career, I’ll transition from mentoring to coaching, because at that point they have a deeper understanding of their capabilities and have the answer with them.\n\nIn my many years of coaching and mentoring, I’ve not met anyone that documents their relationship with their mentee. I do this because I care about them. I want to make sure that I have the most up-to-date information when I’m engaged in dialogue.', 'How to Develop a Mentee Network', '', 'publish', 'open', 'closed', '', 'how-to-develop-a-mentee-network', '', '', '2017-06-16 06:00:55', '2017-06-16 10:00:55', '', 0, 'http://leadchangegroup.com/?p=33784', 0, 'post', '', 1),
(33802, 409, '2017-06-21 06:00:06', '2017-06-21 10:00:06', '<span style=\"font-weight: 400;\">While scouring the Internet a few days ago, I came across a fascinating diagram of </span><a href=\"http://sales.resdiary.com/misc/celebrity_chef_mentor_prot%C3%A9g%C3%A9/\"><span style=\"font-weight: 400;\">famous chefs and their mentors</span></a><span style=\"font-weight: 400;\">.</span>\n\n<span style=\"font-weight: 400;\">Many of them household names, the kitchen maestros listed all shared one thing in common - they had risen from relative obscurity and been mentored and trained for much bigger things from within.</span>\n\n<span style=\"font-weight: 400;\">Chefs have to be great leaders, and it’s always fascinated me that leadership can develop within people who might otherwise reside much further down the company food chain.</span>\n\n<span style=\"font-weight: 400;\">The key thing, clearly, is finding these people and nurturing their </span><a href=\"http://leadchangegroup.com/leadership-and-learning/\"><span style=\"font-weight: 400;\">latent leadership talent</span></a><span style=\"font-weight: 400;\">. But how do you do that, and, more importantly, how do you identify such capabilities in the first place?</span>\n<ol>\n 	<li>\n<h3><b> Shift the review focus from performance to potential</b></h3>\n</li>\n</ol>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">When you carry out staff reviews, there’s a good chance you’ll focus somewhat more heavily on performance rather than potential.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">Current performance is of course a vital metric, but measuring the </span><i><span style=\"font-weight: 400;\">potential </span></i><span style=\"font-weight: 400;\">of people will help you identify leadership qualities. </span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">It’s important to sweat the small stuff, too; the way they conduct themselves in meetings, for example, might hint at a room-commanding power.</span></p>\n\n<ol start=\"2\">\n 	<li>\n<h3><b> Assess the level of engagement</b></h3>\n</li>\n</ol>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">Employees often make suggestions for process improvement. However, those who go above and beyond to prove a point when they think their suggestion will change the business profoundly are the ones to watch.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">Someone who believes passionately that their idea will incite big change is usually highly and emotionally engaged with the company. They may appear irritating at first, but look deeper; could they be a leader?</span></p>\n\n<ol start=\"3\">\n 	<li>\n<h3><b> Look for starring roles, not watchers</b></h3>\n</li>\n</ol>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">People who stand on the side-lines shouldn’t be ignored (and, indeed, some may have hidden leadership qualities), but they stand in the shadow of the people who make things happen.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">Sticking with the celebrity chef theme, there’s a clear link between the most successful; they all go out of their way to do more outside the kitchen. Almost without exception, they indulge in </span><a href=\"http://sales.resdiary.com/misc/ingredients_celebrity_head_chef/\"><span style=\"font-weight: 400;\">book writing, TV shows and charitable campaigns</span></a><span style=\"font-weight: 400;\"> - far more than ‘simply’ cooking award-winning dishes.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">It’s easy to dismiss this as self-promotion, and while that’s true to a degree, self-promotion can only happen if you stand up from your desk and get on with it.</span></p>\n\n<ol start=\"4\">\n 	<li>\n<h3><b> Identify regular failures</b></h3>\n</li>\n</ol>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">People who fail consistently shouldn’t be dismissed as incompetent. </span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">By identifying such employees and reviewing their failures, you might find that they’re simply trying to achieve something far bigger than their current job title and set of responsibilities allows.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">What’s more, if they’re </span><a href=\"http://leadchangegroup.com/how-to-rectify-a-serious-leadership-mistake/\"><span style=\"font-weight: 400;\">embracing failure</span></a><span style=\"font-weight: 400;\"> and not allowing it to stunt their drive, you may well have stumbled across a fabulous future leader.</span></p>\n\n<ol start=\"5\">\n 	<li>\n<h3><b> Find the multitaskers</b></h3>\n</li>\n</ol>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">Employees who dream of more responsibility and the opportunity to inspire others are usually great multitaskers.</span></p>\n<p style=\"padding-left: 30px;\"><span style=\"font-weight: 400;\">If you find a particular person who seems keen to take on more tasks at once than should ever be deemed sensible, any naivety must be ignored; they clearly </span><i><span style=\"font-weight: 400;\">want</span></i><span style=\"font-weight: 400;\"> to push themselves to limits with which only leaders are familiar.</span></p>\n<b>Wrapping up</b>\n\n<span style=\"font-weight: 400;\">Finding leaders within your team is wonderful. Beyond the obvious savings in recruitment costs and time, nurturing such people is immensely satisfying and usually results in a leader who has a strong emotional bond with the organisation.</span>', '5 Ways to Identify Leadership Talent in Your Team', '', 'publish', 'open', 'closed', '', '5-ways-to-identify-leadership-talent-in-your-team', '', '', '2017-06-21 06:00:06', '2017-06-21 10:00:06', '', 0, 'http://leadchangegroup.com/?p=33802', 0, 'post', '', 3),
(33822, 381, '2017-06-30 06:00:31', '2017-06-30 10:00:31', 'What were you doing November 2016? I know. It was seven months ago, and is known for being one of the busiest months of the year. I can tell you what 14,300 other people from around the globe and I were doing.\n\nAre you curious?\n\nIt started when Cheryl Rice, of Your Voice Your Vision, saw a human need and matched it to opportunity, the hallmark of all successful ventures. Right? As an ICF certified coach and Applied Positive Psychology Practitioner, Cheryl recognized firsthand the overwhelming need for people to feel valued and know that they hold a significant place in the world. Cheryl set out to spread the positive message \"YOU MATTER\" to all who would listen and she attracted thousands of individuals who wanted to join her in spreading the message too. The <strong>You Matter Marathon - No Running Required (YMM) - </strong>was officially launched in November 2016 to \"create and enrich positive connections between people and within communities.\" In fact, the final tally shows that YMM went viral and people from 50 states and 59 countries participated with nearly half-a-million cards imprinted \"You Matter.\"\n\nWhen I signed up to participate last year I ordered my cards and while I waited for them to arrive by the November 1st start date, I envisioned how I would hand them out and who would be favored recipients. During the holiday season, I make up small, gift enclosure sized thank you cards to give to cashiers, hosts, servers, and anyone who looks like they need a small spark of joy to get them through their day. Handing out a small business card with two words, \"YOU MATTER,\" would be a snap. I had no idea that there would be instant reactions, from hugs to tears to jumping up and down. Many times, the person just stared at the card and it\'s a mystery what they were thinking. Regardless of the reaction, handing the card to someone meant 100% success. The intent of each card is to, in that moment, affirm YOU MATTER.\n\nWhile adults carried around cards looking for their next opportunity, there was a young, eight-year-old boy in Oregon with the same passion for telling people they matter. His mom, Laura, had quickly used up the 30 initial cards sent by Cheryl Rice and ordered 500 more on her own. One day she asked her son if he would like to take a YOU MATTER card to a teacher he admired and was particularly close to. His teacher accepted the card with gratitude, but then asked if he wanted the card back to share with a friend in his class. How was this young boy, whose message was \"You Matter\" supposed to share one single card with one student when there were so many who needed to feel valued? He couldn\'t possibly leave anyone out.\n\nAs I listened to Laura tell this story, my heart was instantly touched by the generosity and maturity of her son. He could have chosen a friend to share his one card with, but that wasn\'t the answer to his dilemma. Instead he arrived home that afternoon and asked his mom for a whole stack of YOU MATTER cards so he could give one to everyone in his class. And even that didn\'t satisfy his desire to multiply the message of the card. He also took enough cards to pass out during after school events.\n\nAs adults, our life experiences broaden our understanding of how simple acts can change the trajectory of lives. At eight years old, Laura\'s son has already planted seeds of influence through his participation in the You Matter Marathon.\n\nTwo words: You Matter\n\nOne simple act: \"I would like you to have this card to remind you that your life has value and you matter.\"\n\nInnumerable lives changed.\n\nYou can join this year. It starts in the season of Thanksgiving (my favorite holiday), but preparing for it starts now. I happen to know that 66,000 You Matter cards have already been ordered. If you want to help push this outreach further, or if you know an organization that loves people and wants to be a sponsor, click <a href=\"http://youmattermarathon.com/\" target=\"_blank\" rel=\"noopener noreferrer\">this link</a> that explains more than I could ever describe in one article.', 'The Marathon Everyone Can Win', '', 'publish', 'open', 'closed', '', 'the-marathon-everyone-can-win', '', '', '2017-06-30 06:00:31', '2017-06-30 10:00:31', '', 0, 'http://leadchangegroup.com/?p=33822', 0, 'post', '', 3),
(33831, 329, '2017-07-19 06:00:31', '2017-07-19 10:00:31', '<span style=\"font-weight: 400;\">My mother is north of 100 years old and still active. She resides in an assisted living facility in a tiny town in South Georgia. With Mother’s Day approaching, my wife and I treated my mother to lunch at an old-fashioned barbeque restaurant in a nearby town that sported one traffic light, two gas stations, and five churches.  </span>\n\n<span style=\"font-weight: 400;\">Now, before I go any further, you should know this geographical area is ground zero for the Bible belt in its purest form. Almost all residents are unabashedly faith-based. “Have a nice day” is typically replaced with “Have a blessed day.” Biblical quotes are everywhere. People hold hands and pray before a meal, even in a packed restaurant. In this particular restaurant, the Ten Commandments were in a giant frame hanging on the wall right beside our table. “May the Lord bless you” was a sign over the front door so it would be the last thing you saw as you exited.  </span>\n\n<span style=\"font-weight: 400;\">The restaurant owner visited our table about halfway through our consumption of fried okra, chopped pork, cornbread, and sweet ice tea. When we complimented our meal, he quickly said, “Thank you. We owe it all to our loving Savior—we are just his servants.” He wore a baseball cap with “I love Jesus” on the side and the word “Converted” embroidered in large letters across the cap’s visor. </span>\n\n<span style=\"font-weight: 400;\">“I like your cap,” said my mother in her warm attempt to respond to his gracious hosting. “Well, I’m getting me a new one,” he cheerfully responded as if he was hoping someone would finally give him an opening for his next line. “My new one will say ‘Witness’ instead of ‘Converted.’ It means I have a job to do and not just a label to wear.” Without realizing it he was authentically communicating a key role of a great leader--witness.  </span>\n\n<span style=\"font-weight: 400;\">The word “witness” has a double meaning. Obviously, it means “to observe”—the actions of a bystander or spectator. The other meaning of the word is the one used by the restaurant owner—to give evidence or act on a declaration. It means being an example rather than just a pronouncer. Followers don’t learn what matters from conversation; they learn from observation. Stated differently, they watch their leader’s moves, not just their leader’s mouth.</span>\n<h3><b>“Witness” Leaders Are Bold </b></h3>\n<span style=\"font-weight: 400;\"><em>Alphagraphics</em> is a chain of quick copy print shops around the country. The store near Southern Methodist University in Dallas is known for on-the-spot responsiveness to customer input. “What are ways we act differently than what we say or promise?” asked manager Butch Clarke of a loyal customer one day as the customer was picking up a print job.  Butch is famous for his unique ways of querying customers.  And loyal customers get the most queries.</span>\n\n<span style=\"font-weight: 400;\">“Well,” the customer responded, “you talk about right job right at the right time, but I don’t see a clock anywhere.  Why don’t you put a big school house wall clock where your employees can see and the customer can see?”  </span>\n\n<span style=\"font-weight: 400;\">“Great idea!” Butch responded. He opened the cash register, pulled out $20 bill and turned to an associate. “Steve, take this money to the CVS at the end of the block and buy us a big battery operated wall clock to put on the wall right there. We can do the paperwork later.”   </span>\n\n<span style=\"font-weight: 400;\">The move was dramatic--a vivid symbolic gesture for the customer and employees alike. What kind of response do you think he got the next time he asked this customer for a suggestion? What message did Butch impart in Steve? No, you can’t instantly implement every idea every customer suggests. Customers don’t expect you to do everything they ask for. They know some of their ideas won’t work, won’t fit, or won’t be preferred. It is being valued that customers light up about.  </span>\n<h3><b>“Witness” Leaders Are Curious Learners</b></h3>\n<span style=\"font-weight: 400;\">“The greatest obstacle to discovery is not ignorance,” wrote historian Daniel Boorstin, “It is the illusion of knowledge.” The path to learning begins with an “I don’t know” first step following by an “I could be wrong” second step. Knowledge may give us the confidence to move into the realm of the unknown, but it is curiosity and interest that fuels that move.</span> <span style=\"font-weight: 400;\">      </span>\n\n<span style=\"font-weight: 400;\">“Witness” leaders create an atmosphere of perpetual experimentation that compels employees to innovate. Creating a climate that embraces learning takes humble leaders willing to model unlearning. When Rich Teerlink was the CEO of Milwaukee-based Harley-Davidson, he began large meetings with Harley dealers with the words, “Here is something I screwed up on…and what I learned from it.” Few organizations value perpetual learning (and unlearning) more than Harley-Davidson.  </span>\n\n<span style=\"font-weight: 400;\">“Witness” leaders emphasize personal and professional growth by recognizing employees whose performance stands out and then using them as mentors of others. They allow time in meetings for employees to share key learnings. Harvard professor Rosabeth Moss Kanter wrote: “Leaders are more powerful role models when they learn than when they teach.” And part of that modeling is public acknowledgement of what was “unlearned” as well as what was learned.</span>\n<h3><b>“Witness” Leaders Are True Believers</b></h3>\n<span style=\"font-weight: 400;\">Faith means more than religious fervor; it means “complete trust and confidence in someone or something.” Leaders who are true believers lead with a set of core values or solid principles. They are steadfast in their allegiance to those core values. Tom Peters wrote, “There is no such thing as a minor lapse of integrity.” “Witness” leaders believe in their values with their whole being and make decisions from that firm stance. This is not a pitch for self-righteousness. True believers exhibit confidence, not arrogance; certainty, not intolerance.</span>\n\n<span style=\"font-weight: 400;\">The <em>Blue Marlin Supermarket</em> on South Padre Island, Texas looks like it is still stuck in the fifties. Yet, the large crowd of customers at any time attests to its continued popularity with the locals. The all-purpose grocery store very effectively competes with nearby food giants, H-E-B and Wal-Mart. One noticeable difference is the large number of products at the Blue Marlin that have obviously very low demand.  </span>\n\n<span style=\"font-weight: 400;\">“If you did a cost-benefit analysis on some of the items on our shelves, you’d see the demand is way too low to make these items profitable,” says owner Gary Meschi. “But we have people who come in our store </span><i><span style=\"font-weight: 400;\">because</span></i><span style=\"font-weight: 400;\"> we carry some of these rarely purchased items. Obviously, you can’t take that route on all your products. But, we believe in being great neighbors, not just making a bundle of money. It might be one of the reasons we have been here much longer than the H-E-B and Wal-Mart nearby.”  </span>\n\n<span style=\"font-weight: 400;\">We are in short supply of leaders who courageously declare their clear mission through the manner they actively live the role. Too often leaders cower to choices that are convenient, popular, or self-serving. They demonstrate to followers an ambivalence about their values by failing to boldly engrave them in every action they take. In the words of a restaurant owner in a South Georgia, “Witness means you have a job to do and not just a label to wear.”</span>', 'The Leader as Witness', '', 'publish', 'open', 'closed', '', 'the-leader-as-witness', '', '', '2017-07-19 06:00:31', '2017-07-19 10:00:31', '', 0, 'http://leadchangegroup.com/?p=33831', 0, 'post', '', 0),
(33833, 273, '2017-07-03 06:00:34', '2017-07-03 10:00:34', '<em>Today we are pleased to share a post from <a href=\"http://juliemorris.org/\" target=\"_blank\" rel=\"noopener noreferrer\">Julie Morris, Life and Career Coach</a>. </em>\n\n<span style=\"font-weight: 400;\">The grieving process is different for everyone, and it’s</span><a href=\"https://www.cancer.org/treatment/end-of-life-care/grief-and-loss/grieving-process.html\"> <span style=\"font-weight: 400;\">common</span></a><span style=\"font-weight: 400;\"> for people to take a year or longer to come to terms with the emotional and life changes that follow the death of a loved one. Although people may grieve for years, life goes on. Parents tend to children, students go back to class, and adults go back to work. Returning to work while your emotions are still on edge isn’t easy, but there are</span><a href=\"https://www.forbes.com/sites/davidkwilliams/2015/05/07/returning-to-work-after-the-devastating-loss-of-a-loved-one/#3b8dec1b6900\"> <span style=\"font-weight: 400;\">ways</span></a><span style=\"font-weight: 400;\"> to make the transition smoother.</span>\n<h3><b>Dealing with Emotions</b></h3>\n<span style=\"font-weight: 400;\">Be real and be honest. You don’t have to pretend that you’re 100 percent back to your normal self. No one expects you to be. Holding in your emotions isn’t healthy. Instead, allow yourself to feel and experience the emotions. If you need to cry, cry. If you need to shout, shout. Excuse yourself to the restroom, step outside, or take a short break in your car if you need a moment to cry or shout. “Pretending everything is okay when it’s not does not honor your experience or the memory of your loved one,” says David K. Williams in <a href=\"https://www.forbes.com/sites/davidkwilliams/2015/05/07/returning-to-work-after-the-devastating-loss-of-a-loved-one/#7f7893e96900\" target=\"_blank\" rel=\"noopener noreferrer\">Forbes</a>.</span>\n\n<span style=\"font-weight: 400;\">Keeping yourself occupied with work may seem like a good way to keep your mind busy and away from your emotions, but you need time to breathe. Set aside times in the day to get up from your desk to stretch and concentrate on your breathing, even if it’s just a few minutes. “The breath is a powerful message to the body that we’re safe, loved, and that everything is okay,” says Williams. Whether you take refuge in the bathroom stall for a few quiet minutes or spend a minute at your desk focusing on your breath, there are ways to incorporate small</span><a href=\"http://www.huffingtonpost.com/gina-soleil-/how-to-meditate-at-work_1_b_8372390.html\"> <span style=\"font-weight: 400;\">meditation</span></a><span style=\"font-weight: 400;\"> moments into your workday.</span>\n<h3><b>Let Your Work Help You</b></h3>\n<span style=\"font-weight: 400;\">Forge connections at work. Everyone experiences the loss of a loved one. Chances are, your coworkers and bosses have dealt with similar experiences, so don’t be afraid to reach out to them. Creating a community of support is part of dealing with grief, and while you automatically turn to friends and family, don’t forget about your</span><a href=\"http://time.com/money/4709501/sheryl-sandberg-option-b-advice-grief-workplace/\"> <span style=\"font-weight: 400;\">work community</span></a><span style=\"font-weight: 400;\">. Most companies and coworkers will understand that you’re not going to be working at your full potential when you first return back to work. Don’t be afraid to ask for help to complete an assignment. If someone offers emotional support, tell him or her how you’re doing.</span>\n\n<a href=\"http://www.cbsnews.com/news/how-to-cope-with-grief-while-working/\"><span style=\"font-weight: 400;\">Speak</span></a><span style=\"font-weight: 400;\"> to your boss and HR department about what you’re dealing with. Explain that you lost a loved one and that you’ll need time to adjust. Although coworkers will likely be willing to help, you have to ask for help to receive it. Be specific about the assistance you need. Remember to thank your fellow employees and let them know that you appreciate their support.</span>\n<h3><b>Care for Yourself</b></h3>\n<span style=\"font-weight: 400;\">After losing a loved one, people feel like they are required to rush back to work and jump back into the busy bustle of life. However, doing this without taking time to nurture yourself can make you feel abandoned and ignored. Make time to</span><a href=\"http://www.chicagotribune.com/lifestyles/sc-fam-0327-grief-cope-20120327-story.html\"> <span style=\"font-weight: 400;\">care for yourself</span></a><span style=\"font-weight: 400;\">, especially after you return to work. Eating a well-balanced diet helps deal with the stress of grief, and getting adequate sleep is important because dealing with loss is exhausting. Exercise, whether it’s yoga or running, can help improve energy levels and ease agitation, anger, and depression.</span>\n\n<span style=\"font-weight: 400;\">Be patient in your grieving process. It will likely have its ups and downs. Don’t be too hard on yourself if you spend an entire day crying or can’t seem to shake feelings of anger for three days in a row. Many people find it easier to manage their grief when they reach out to a counselor. Other people attend support group meetings, read books or blogs on loss, or utilize online</span><a href=\"https://www.neptunesociety.com/12-weeks-of-peace\"> <span style=\"font-weight: 400;\">bereavement programs</span></a><span style=\"font-weight: 400;\">.</span>\n\n<span style=\"font-weight: 400;\">Many businesses</span><a href=\"http://smallbusiness.chron.com/average-hr-policy-time-off-deaths-family-68630.html\"> <span style=\"font-weight: 400;\">offer</span></a><span style=\"font-weight: 400;\"> three days of paid time off for bereavement of the loss of a loved one, and some offer five days if the loved one is an immediate family member. In certain circumstances, you can use the Family and Medical Leave Act for additional unpaid time off that protects your job. Returning to work after losing a loved one isn’t easy, but by being honest about your feelings, asking for help, and taking care of yourself, you can make the transition easier.</span>\n\n<em>Julie Morris is a life and career coach. She thrives on helping others live their best lives. It’s easy for her to relate to clients who feel run over by life because she’s been there. After years in a successful (but unfulfilling) career in finance, Julie busted out of the corner office that had become her prison.</em>\n\n<em>Today, she is fulfilled by helping busy professionals like her past self get the clarity they need in order to live inspired lives that fill more than just their bank accounts. When Julie isn’t working with clients, she enjoys writing and is currently working on her first book. She also loves spending time outdoors and getting lost in a good book.</em>', 'Returning to Work After Losing a Loved One', '', 'publish', 'open', 'closed', '', 'returning-to-work-after-losing-a-loved-one', '', '', '2017-07-03 06:00:34', '2017-07-03 10:00:34', '', 0, 'http://leadchangegroup.com/?p=33833', 0, 'post', '', 0);
