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(4, 1, '2017-09-14 21:55:28', '2017-09-14 21:55:28', '<strong>Lead Change</strong> is a leadership media destination with a unique editorial focus on driving change within organizations, teams, and individuals. Lead Change inspires readers to boldly step up and serve wherever and whenever leadership is needed, and provides real and concrete advice on how to grow. Written for, by, and about top leadership and business professionals around the world, Lead Change, owned and operated by <a href=\"http://www.weavinginfluence.com\">Weaving Influence, Inc</a>., has been a top source of leadership learning since its founding.\r\n\r\nLead Change is more than a blog. We are a global, virtual platform for encouraging and showcasing great ideas and helping leaders in their own professional growth by sharing and multiplying powerful leadership content. Find us on <a href=\"http://facebook.com/leadchangegroup\">Facebook</a>, <a href=\"http://twitter.com/leadchangegroup\">Twitter</a>, or <a href=\"http://www.linkedin.com/groups?gid=1875191\">LinkedIn</a> to join the conversation.', 'About', '', 'publish', 'closed', 'closed', '', 'about', '', '', '2017-10-17 07:17:51', '2017-10-17 07:17:51', '', 0, 'http://localhost:30123/?page_id=4', 0, 'page', '', 0),
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(135, 1, '2017-10-13 07:54:36', '2017-10-13 07:54:36', '<div class=\"row\">\r\n  <div class=\"col-xs-7\">\r\n    [text* email class:form-control placeholder \"Email address\"]\r\n  </div>\r\n  <div class=\"col-xs-5\">\r\n    [submit class:form-control \"SUBMIT\"]\r\n  </div>\r\n</div>\r\n<div class=\"row subscribe-row\">\r\n  <div class=\"col-xs-12\">\r\n    [checkbox subscribe class:form-control default:1_2 label_first \"Weekly Digest\" \"Monthly Newsletter\"]\r\n  </div>\r\n</div>\n1\nLead Change Subscription\ninfo@lead-change.000webhostapp.com\nandy.richdale@twosparrows.co.nz\n[email] subscribed to:\r\n\r\n[subscribe]\r\n\r\n-- \r\nThis e-mail was sent from a contact form on Lead Change (http://localhost:30123)\n\n\n\n\n\nLead Change \"[your-subject]\"\nLead Change <andy.richdale@twosparrows.co.nz>\n[your-email]\nMessage Body:\r\n[your-message]\r\n\r\n-- \r\nThis e-mail was sent from a contact form on Lead Change (http://localhost:30123)\nReply-To: andy.richdale@twosparrows.co.nz\n\n\n\nThanks for subscribing!\nThere was an error trying to send your message. Please try again later.\nOne or more fields have an error. Please check and try again.\nThere was an error trying to send your message. Please try again later.\nYou must accept the terms and conditions before sending your message.\nThe field is required.\nThe field is too long.\nThe field is too short.\nThe date format is incorrect.\nThe date is before the earliest one allowed.\nThe date is after the latest one allowed.\nThere was an unknown error uploading the file.\nYou are not allowed to upload files of this type.\nThe file is too big.\nThere was an error uploading the file.\nThe number format is invalid.\nThe number is smaller than the minimum allowed.\nThe number is larger than the maximum allowed.\nThe answer to the quiz is incorrect.\nYour entered code is incorrect.\nThe e-mail address entered is invalid.\nThe URL is invalid.\nThe telephone number is invalid.', 'Subscribe Form', '', 'publish', 'closed', 'closed', '', 'subscribe-form', '', '', '2017-10-15 23:00:17', '2017-10-15 23:00:17', '', 0, 'http://localhost:30123/?post_type=wpcf7_contact_form&#038;p=135', 0, 'wpcf7_contact_form', '', 0),
(182, 243, '2009-03-18 13:04:03', '2009-03-18 18:04:03', 'In most locations, it\'s definitely a \"Buyer\'s Market\" giving buyers an opportunity to find the house of their dreams.    Now, thanks to the American Recovery and Reinvestment Act, first-time buyers can collect an $8,000 tax credit from the federal government as an additional incentive for a home purchase before December 1, 2009.    So Spring has definitely sprung for most home buyers.    But knowing how to get started is sometimes challenging so below is a list of things to consider before you begin.<!--more-->\n<ol>\n	<li>First, make a list of  \"must-haves\".  These are items that EVERY home you look at must have.  These items might include, number of bedrooms, baths, living areas.  If garage size, lot size and location are also necessities add them too.</li>\n	<li>Do you have children or know what school district you want to be in?  If not, you can research neighborhoods in you city by searching <a title=\"Google Search\" href=\"http://www.google.com\" target=\"_blank\">Google</a> or even <a title=\"Link to Wikipedia\" href=\"http://en.wikipedia.org\" target=\"_blank\">Wikipedia</a>.</li>\n	<li>Make a list of the \"like-to-have\" items and prioritize.  Without some thought on this issue, you may end up with what your Realtor or someone else wants you to have.  The more prepared you are in this area, the better your search will be</li>\n	<li>Request an e-mail listing of updated homes from a Realtor.  You want current updates too.  Everything on the Web is not necessarily current.  (If you need help with this, email me on the <a title=\"Contact Vicky\" href=\"http://vmhcorp.com/contact\" target=\"_blank\">Contact Form</a> and I\'ll get you connected Realtor in your area who can provide current updates.)</li>\n	<li>Contact a lender and find out what you can afford to buy.  Provide all the information the lender needs to pre-qualify you.   During the pre-qualification, ask them to take things like closing costs into consideration.  Closing costs are fees and charges that you are expected to pay as the buyer.  They should ask you about this in the pre-qualification, but regardless, make them add the closing costs to the estimates.  That way, if you need to finance the closing costs or ask the seller to pay them, that will already be figured in your qualification.</li>\n</ol>\nFor best results, I recommend you get a licensed Realtor in your area.  Check references.  I\'ll have more to say on this in future posts, but if you have questions, send a message using the <a title=\"Contact Vicky\" href=\"http://vmhcorp.com/contact\" target=\"_blank\">Contact</a> form.', 'Buying a Home in Today&#039;s Market', '', 'publish', 'open', 'open', '', 'buying-home-todays-market', '', '', '2009-03-18 13:04:03', '2009-03-18 18:04:03', '', 0, 'http://vmhcorp.com/?p=182', 0, 'post', '', 0),
(191, 243, '2009-03-18 14:51:24', '2009-03-18 19:51:24', '<p style=\"text-align: left;\">Have you noticed that change happens whether you want it to or not? Change seems to foster more change. Using the last 10 years as an example, change comes in spurts in specific areas, but change always accelerates over time.  Change causes change to happen faster over time.</p>\n<p style=\"text-align: left;\">Incremental change is noticeable in the short term.  Radical change happens faster looking back, but who has time for that? In fact, with the new economic stress, business leaders and owners have some new challenges. You need to watch costs, eliminate waste, tighten belts, and increase productivity just to stay alive until the economy comes out of its funk. Even so, few would disagree that their business will be different when the funk is over.</p>\n<p style=\"text-align: left;\"><!--more-->So how do you address strategic initiatives during this time? How can you keep some degree of a competitive edge so that when the funk is over, you\'re in a position to actually grow your business? How can you take advantage of opportunities that arise now, during the funk, when you\'re trying to run lean and mean?</p>\n<p style=\"text-align: left;\">One way is to avoid one layoff. Let\'s face it. In a company of 100 employees, one good extra employee over the minimum only affects your overall productivity by 1%. You can invest 1% in growing your business, can\'t you?</p>\n<p style=\"text-align: left;\">The problem comes when that person doesn\'t have the skills necessary. The business needs a change manager; someone who can define, prioritize, plan, execute and manage improvements to your business. Only one problem; that\'s probably you! You\'re not the extra employee, but you are the person who can best improve your business. So now what? Any ideas?</p>\n<p style=\"text-align: left;\">One idea is to actually engage a change consultant.  Many people are project managers and can manage projects.  According to <a title=\"A Sense Of Urgency By John Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\" target=\"_blank\">John Kotter, in A Sense Of Urgency</a>, 70% of corporate change initiatives fail and more are over budget, late, or fail to meet all of their objectives.</p>\n<p style=\"text-align: left;\">A change consultant should help identify the change, achieve buy-in from the affected parties, develop the plan, oversee the execution phase, implement measuring and monitoring procedures, and train the people who will manage the new process, service, or product line going forward.  That work seldom happens when already loaded staff members try to shoe-horn an initiative into their normal goals and objectives.</p>\n<p style=\"text-align: left;\">Think about it.  More capacity exists today than ever before.  You may know someone with these specialized skills who\'s looking for work.  If so, talk to them and make your own dent in the economic downturn.  If not, give us a call.  We have proven change agents on staff to assist with your objective.</p>', 'Accelerating Pace of Change', '', 'publish', 'open', 'open', '', 'accelerating-pace-change', '', '', '2009-03-18 14:51:24', '2009-03-18 19:51:24', '', 0, 'http://vmhcorp.com/?p=191', 0, 'post', '', 0),
(205, 243, '2009-03-19 19:03:28', '2009-03-20 00:03:28', 'How can you remain strategic in our current economic environment?  How can you position your business to handle the events of an uncertain future with tighter budgets, fewer employees, and higher productivity demands?  How can you remain competitive, much less improve your position in light of our current times?\n\nOne great strategic skill you can practice, with little or no up-front costs is to go outside.<!--more--> Collect as much data as possible from your customers (or constituents), vendors, competitors, and analysts relative to your business or industry.  Objectively evaluate the information, permeate your business with it.  John Kotter devoted a chapter of his current best seller, <a title=\"A Sense Of Urgency by John Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\" target=\"_blank\">A Sense Of Urgency</a> to this very topic. The information outside your company holds the keys to the future.\n\nOver time a company\'s success makes this more difficult.  Many businesses start out scratching and clawing for every advantage they can find.  Eventually, after some initial success, the outside world becomes less relative.  Internal ideas get preference to the outside world.  Internal ideas become the fuel for the engine.\n\nOutside, however, the next upstart is coming.  Not initially, but eventually.  For a while everyone competes with you using known tools and weapons.  One Goliath tends to fight another Goliath the same way with the same weapons.  But David comes along using a different weapon and drops you with one shot.\n\nTo improve your competitive edge, to avoid the next David, to build or keep the lead, you have to stay aware of the outside.  You have to bring the outside in.  You need to know what every new idea is, why it might be important and how it can affect your business. But your business doesn\'t need just another exercise or corporate directive.  No one has the money or time for another directive.  This needs to become part of your culture.  Your business culture must appreciate outside information about your industry and use it successfully.  Data from the outside must be collected, evaluated, processed and appreciated if you are to avoid becoming the Goliath.\n<ol style=\"text-align: left;\">\n	<li><strong>Collect</strong>.  Gather all the information you can from every source you can think of.  The Internet makes this easier than ever.  Do you survey customers?  Do you interact at all with your customers or constituents beyond when they purchase something from you or pay the bill?  Search them out.  Find out what makes them tick.  What makes them select you?  For that matter, find out why people choose your competitor(s), too.  What makes your competitors tick?  What do your competitors say about themselves in their marketing and sales information.  Are there industry analyst comments or publications about them?  Make it a habit to know what others in your space are doing all the time.  Check out similar industries as well.  For example, if you provide a bill payment service, check out developments in invoice printing or the financial services industry.  Do you know what industries might produce your next David?  You could talk to vendors too.  But in doing so, remember, people who take your money sometimes have a hard time telling you things you don\'t want to hear.</li>\n	<li><strong>Evaluate</strong>. Objectivity is your friend.  Be as open an honest about the data you\'ve received as possible. Many times, the most difficult information comes from the closest sources.  So try to put yourself in the shoes of the people providing the information.  Why are some customers happy and some leave?  Are there perception issues, or are these real issues?  Try to understand your detractors.  Try to take their position.  You can\'t fix everything, but if you understand the issues you can address challenges that arise in those areas.</li>\n	<li><strong>Process</strong>. Once collected and evaluated, act!  Decide what to do and do it.  You may decide not to do something.  Even so, give the information to Marketing so they can develop a message around your decision.  But do something with the information.  Make reviewing and archiving the information part of your culture as well.  You may need nothing more than a monthly meeting to review any new data collected and see if there is any action to take. But you must act, or soon you won\'t be doing any of this.</li>\n	<li><strong>Appreciate</strong>.  This practice needs to come from the top.  Reward people who design repeatable processes to ease data collection.  Measure your success.  Anything you measure and reward can become part of your business culture, and that\'s what you need.</li>\n</ol>\nSustain long-term leadership.  Repeat these steps and build an outside-in focus into the culture of your business.  Otherwise, watch out for the next David...', 'Outside In', '', 'publish', 'open', 'open', '', 'outside-in', '', '', '2009-03-19 19:03:28', '2009-03-20 00:03:28', '', 0, 'http://vmhcorp.com/?p=205', 0, 'post', '', 0),
(228, 243, '2009-03-23 10:23:35', '2009-03-23 15:23:35', 'Leadership, for the purposes of this discussion is influence.  A leader has followers.  It\'s that simple.  You can claim to lead and teach leadership but followers, influence, or clients with followers or influence prove your claim. Everyone influences others for good or bad in some ways; maybe it\'s just your children or your neighbors.  Everyone can think of times where they encouraged others to see or do things a particular way.  That\'s leadership.\n\nOver time, you begin to move up the ladder.  You prove your leadership.  As you become a director or vice-president, the game changes.  You no longer lead people who sell, engineer, design, develop or serve customers.  You lead people who lead.<img src=\"file:///C:/Users/Owner/AppData/Local/Temp/moz-screenshot-1.jpg\" alt=\"\" />\n\nHow do you help your new or emerging leaders?  Why should you help them?  You really need them to help you.  They need to make their team productive and support the overall goals of the group or company.  But that requires they deliver effective leadership in a number of situations or contexts.  While they may understand the context they came from, as a salesperson, engineer, or whatever their job was, they now have to handle many more and different situations.  In addition to their team, they also need to influence their peers, suppliers, and outside resources.  They even need to learn how to use their knowledge and relationships to inform you and help you be a better leader.  How can you teach them to lead in a single situation, much less all of these situations at the same time?', 'Lead Leaders', '', 'publish', 'open', 'open', '', 'lead-leaders', '', '', '2009-03-23 10:23:35', '2009-03-23 15:23:35', '', 0, 'http://vmhcorp.com/?p=228', 0, 'post', '', 0),
(235, 243, '2009-03-25 08:06:03', '2009-03-25 13:06:03', 'Recently, I was confronted with a challenge about leadership from another post.  My comment was, \"Everyone leads.\"  The disagreement revolved around the difference between leading and being a leader.\n\nGiven a moment to consider, we can understand the disagreement.  While many sing, few are singers. (I am proof of this!)  While many build, few are builders. Many golf, paint, write, play harmonica or garden, but not many are, well, you get the point.\n\nSo where do you draw the line?  With many of the above, we might say that someone is a singer, golfer, etc. who derives their income (or attempts to) from their pursuit.  However, with leadership, or followership, there is a difference.  Is someone a leader who spends the majority of their time leading?  What about people who supervise others?  What about parents, people in authority positions, elected officials, teachers, coaches.\n\nEven if you\'re the lowest person on the totem pole at your workplace or in your family or circle of friends, you can not only lead, you can become a leader.  A leader is one who influences; who has followers.  You can influence others for good or bad.  Many times we refer to a persons friends and connections as a \"sphere of influence.\"  Your Twitter followers, Facebook friends, coworkers, drinking buddies, neighbors, your family and anyone else is in your sphere of influence.  Unless you spend ALL your time getting direction from ALL of the people in your sphere, you must be leading some!  Think about it.  Everyone leads.  Maybe the difference between one who leads and a leader is practice.\n\nSo how are you practicing your leadership?  What can you do to grow, to become, or be, a leader?  Please comment with your suggestions.', 'Is Anyone A Leader?', '', 'publish', 'open', 'open', '', 'anyone-leader', '', '', '2009-03-25 08:06:03', '2009-03-25 13:06:03', '', 0, 'http://vmhcorp.com/?p=235', 0, 'post', '', 8),
(238, 243, '2009-03-30 07:10:05', '2009-03-30 12:10:05', 'We asserted before that anyone <em>can</em> lead.  In fact, everyone <em>does</em> lead.  You lead.  (Really!)  You influence some other people on purpose.\n\nIf you\'re honest, you could lead better.  By \"better\" I mean that you could lead more people, more often, to more action, for a better purpose.  So how do you do that?  How do you improve as a leader?\n<ol>\n	<li><strong>Recognize you <em>are</em> a leader.</strong> Like any multi-step program, this one has to be first.  You won\'t take any action if you still disagree with the initial assumption.</li>\n	<li><strong>Study leadership.</strong> Get a book on leadership.  Read it.  Actively read it.  Take 3 passes.  The first time through, just skim it and get the general outline.  On the second pass, underline key passages, or make notes.  Finally, on the third pass, go back over the areas that impressed you and see if there is more you need to highlight.  You might even blog or journal your thoughts to keep them for posterity.  You might also teach someone else about the book.  Then, get another one.  Don\'t quit.</li>\n	<li><strong>Copy a great leader.</strong> Who do you think is the greatest leader of all time?  I happen to follow the leadership of Jesus.  But I\'ve also learned a lot from others, both those that follow him and those that do not.  For example, Abraham Lincoln, Robert E. Lee, Theodore Roosevelt, or current people such as Ken Blanchard, Warren Bennis, Jack Welch, even Barak Obama could be your model.  Whoever you decide to follow, copy them.  Find out their motives and passions.  Study the good and the bad written about them.  Don\'t be afraid to change if you learn things you don\'t like, too.</li>\n	<li><strong>Get a mentor or a coach. </strong>Find someone you admire and ask them if they would meet regularly with you to mentor you on leadership skills.  Don\'t waste their time though.  You need to work to be mentored.  You need to have some idea what you want to know and you need to prepare to take the advice you\'re given.</li>\n	<li><strong>Lead, or rather Serve.</strong> Like many other skills, nothing works like doing.  But you can\'t typically get elected to lead anything by asking.  Instead, you have to <strong>serve others</strong>.  Put someone else first.  Do something to help someone achieve <em>their</em> goals for <em>their</em> glory.  Increase your influence by serving.  Volunteer, coach a little league team, take on a project for a non-profit, or just put yourself in your coworker\'s shoes.  You can always serve your coworkers or friends.  The point: if you serve others to <em>practice your leadership</em>, you are rewarded with growth.  Position comes later.  If you pursue position, you won\'t get either.  People generally can tell a fake.  Serve others for their benefit and you will grow as a leader.  In time, followers will find you.</li>\n</ol>\n<strong>Takeaway: </strong>Lead by serving others.  You\'ll grow leadership skills and followers will find you.', 'Leadership Practice', '', 'publish', 'open', 'open', '', 'leadership-practice', '', '', '2009-03-30 07:10:05', '2009-03-30 12:10:05', '', 0, 'http://vmhcorp.com/?p=238', 0, 'post', '', 0),
(273, 243, '2009-04-03 08:28:33', '2009-04-03 13:28:33', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/04/liworking.jpg\"><img class=\"alignright  wp-image-285\" title=\"liworking\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/04/liworking-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\" /></a>Do you want to improve your leadership skills, web presence and your career or business?  You may already be an expert, outstanding in your field, but if no one else knows it...?  Most of us would admit we can improve we can improve our leadership in the area of electronic media. Here\'s a great resource.\n\nI recently participated in a webinar series presented by <a title=\"Lewis Howes\' Twitter Feed\" href=\"http://www.twitter.com/lewishowes\" target=\"_blank\">Lewis Howes</a> titled LinkedIn Training Workshop.  Lewis is also the co-author of the book <a title=\"LinkedIn Working Blog and Book\" href=\"http://www.LinkedWorking.com\" target=\"_blank\">Linked Working</a> and his LinkedIn profile is www.linkedin.com/in/lewishowes.  I was introduced to Lewis through <a title=\"Joel Comm\'s Twitter feed\" href=\"http://www.twitter.com/joelcomm\" target=\"_blank\">Joel Comm</a> of author of Twitter Power.  You can check out Joel\'s <a title=\"Joel Comm\'s blog Make Money Online\" href=\"http://joelcomm.com\" target=\"_blank\">stuff here</a>.\n\nLewis provided a great depth of knowledge and experience about LinkedIn.  He went over and above the call during the three-day webinar that turned into four days.  His advice was exactly on target and he definitely knows his subject.  He had several ideas for how to operate easily within the confines of the system so that you can build your network.  If you are on <a title=\"LinkedIn Website\" href=\"http://www.linkedin.com\" target=\"_blank\">LinkedIn</a>, get LinkedIn Working and follow his blog.  And if you\'re on Twitter,  follow him there too.', 'Lewis Howes - Linked Working', '', 'publish', 'open', 'open', '', 'lewis-howes-linkedin-working', '', '', '2009-04-03 08:28:33', '2009-04-03 13:28:33', '', 0, 'http://vmhcorp.com/?p=273', 0, 'post', '', 0),
(294, 243, '2009-04-06 07:03:58', '2009-04-06 12:03:58', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/06/gty.jpg\"><img class=\"alignright size-full wp-image-481\" title=\"Greater Than Yourself by Steve Farber\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/gty.jpg\" alt=\"\" width=\"168\" height=\"254\" /></a>I just read a great blog entry over at <a href=\"http://800ceoread.com\">800-CEO-Read</a> from a couple of days ago.  It\'s a guest post from Steve Farber, author of <a href=\"http://800ceoread.com/products/?ISBN=9780385522618\">Greater Than Yourself: The Ultimate Lesson of True Leadership</a>.\n\nI\'m getting the book today.  You should too.  As soon as I\'m finished with it, I\'ll post a review here.  Everyone who can should read this post and then you won\'t need me to tell you what to do.\n\nSteve, if you see this, thanks for your post.  I hope, in the book you discuss <em>why</em> your solution is the ultimate lesson of true leadership.  Thanks too to Jack Covert and Todd Sattersten for a great service.\n\nMike...', 'Greater Than Yourself', '', 'publish', 'open', 'open', '', 'greater-than-yourself', '', '', '2009-04-06 07:03:58', '2009-04-06 12:03:58', '', 0, 'http://vmhcorp.com/?p=294', 0, 'post', '', 0),
(297, 243, '2009-04-13 07:52:15', '2009-04-13 12:52:15', 'I\'ve always considered myself one who loves ideas. They don\'t have to be mine. Past co-workers might disagree, but my intention has always been to appreciate good ideas regardless of their origin. That\'s why I first became interested in Mind Tools (<a title=\"Mind Tools Website\" href=\"http://bit.ly/PdcyF\" target=\"_blank\">www.mindtools.com</a>). The site is absolutely chock-full of great resources for an excellent career as the logo claims.  It is a paid site, but a large percentage of the material is available to people that subscribe to the free bi-weekly newsletter which I did for the first year or so.  I recently joined the Career Excellence Club (an extra, paid membership) and I\'m almost overwhelmed at the available content.\n<p style=\"text-align: left;\"><!--more--></p>\n<p style=\"text-align: left;\">For starters, the site has five major development areas, Leadership Skills, Problem Solving, Decision Making, Project Management, and Practical Creativity and five personal development areas, Time Management, Stress Management Information Skills, Communication Skills and (what was that last one, oh) Memory Improvement.  Each has a drop-down menu of several items, free and paid, that are at your disposal.  Many of the articles offered in each area are free as are some of the white papers and some of the development exercises.  One of my favorite free sections is the Free Skill Builders section.  There you can get access to the free resources provided presented in a training progression in each of the 10 development areas.</p>\n<p style=\"text-align: left;\">When you join the Career Excellence Club, another world opens up to you.  There are two levels of membership, Standard and Premium.  For a complete comparison of the two membership categories and pricing, <a title=\"Mind Tools Membership Program Comparison\" href=\"http://bit.ly/16T5nH\" target=\"_blank\">check out this page</a>.  I\'m a premium member so I\'ll focus on that, but they go in to much better detail at their site, so check it out.  All of the paid articles and skills development exercises are available to you as are several other great features.  Among the things you get with the standard paid membership are the Premium Member Tools &amp; Resources menu which provided access to Bite-Sized Training courses - designed to take only an hour; Coaches Clinic, Full Toolkit, audio Expert Interviews and 15 minute Book Insights on leading business books.</p>\n<p style=\"text-align: left;\">There is also a section for Learning Streams: groups of articles and resources that can be delivered via email over a few days or followed step-by-step online.  These streams include Manage Your Team, Solve and Decide, well, I\'ll just include the list.</p>\n<p style=\"text-align: left;\">Finally, there are mentoring tools, a mentor network, different ways to search, recommendations on how to use the tools and several other resources all built into the comprehensive site.  Mind Tools delivers comprehensive tools and resources to sharpen your career and leadership skills.  They understand that continuous improvement is necessary and that a career is built on an individual\'s ability to learn and grow.</p>\n<p style=\"text-align: left;\">One other note.  The first month of either the Standard or Premium Career Excellence Club membership is only $1!  Now what\'s your excuse.  Check them out at <a title=\"Mind Tools Website\" href=\"http://bit.ly/PdcyF\" target=\"_blank\">www.mindtools.com</a>.  You won\'t regret it.</p>', 'Mind Tools: Sharpen Your Leadership Learning', '', 'publish', 'open', 'open', '', 'mind-tools-sharpen-leadership-learning', '', '', '2009-04-13 07:52:15', '2009-04-13 12:52:15', '', 0, 'http://vmhcorp.com/?p=297', 0, 'post', '', 0);
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(321, 243, '2009-07-07 08:00:05', '2009-07-07 13:00:05', 'I realize people don\'t like the \"middle-manager\" term, but in reality, most of us are \"middle managers.\" We might prefer being the top person in charge or focus on being at the bottom of some organizational pile, but most of us manage from the middle.  We manage people (ourselves at a minimum) but we also report to people too. We\'re in the middle.  In some of our relationships, we\'re accountable to leaders for a particular job.  But in other relationships we hold others accountable.  Our relationships go both up to our leader and down to our team.\n\nWe also have relationships that go across to people or groups who are not our supervisor or our direct reports.  We have peers inside our company; people at the same level either organizationally or functionally who provide different functions but for the same company.  <!--more-->There are also vendors or partners.  These are the companies who supply key products or services as components of our overall solution.  Finally there are customers.  We don\'t report to them, but we may be doing our jobs to be judged by them as internal customers.  We may actually serve people or companies who provide the revenue that our company uses to operate.  We call these horizontal relationships and many times they can be more complex and less stable than our vertical relationships.\n\nIf you have more than one of these relationships going as part of your career or life, you\'re a middle manager.  Welcome to the pack.\n\nOur pack needs leaders.  Leadership is a skill everyone exercises. As John Maxwell stated, leadership is influence. Leadership can be learned, taught, practiced and performed. Everyone leads in some fashion.  An effective leader influences broadly across multiple groups to motivate change.  The best leaders seem to influence people effortlessly.\n\nMost growth in the area of leadership is self-motivated.  You need to process your experiences to develop your leadership skills.  It doesn\'t just happen naturally.  You\'ve heard it said that you can lead a horse to water but you can\'t make him drink.  Everyone has hundreds or even thousands of life experiences that can teach them how to exercise influence better.  The best leaders learn from these experiments and use them to grow.\n\nLeadership is also amoral. Like money, it can be used for good or evil, for oneself or for others, for one or many. Those of us in the business of leadership often speak of leadership as only that which brings about good, but in reality, Hitler was quite a leader. Your particular political party has no monopoly on leadership either.\n\nIn every relationship, you can use influence to make a positive difference.  You can bring your influence skills to bear in every relationship, and if your goal is win-win relationships, most people will follow your leadership.  You will build your influence skills and your confidence.  Every chance you get to make a positive change becomes a brick in the foundation of your leadership launch pad.  Over time you will build a reputation as a leader.  You will create a portfolio of relationships where you made lives better, helped careers, assisted success.  Your legacy is the memory of positive differences you made in the lives of others.  Simply practicing your leadership skills with your friends and coworkers builds your legacy.  You can be a <em>Leader From The Pack.</em>\n\nSo take a minute and think about what you can do <em>today</em> to influence your relationships and make a positive difference.  Our world needs you to build your legacy today.  Will you do it?', 'Lead From The Pack', '', 'publish', 'open', 'open', '', 'lead-pack', '', '', '2009-07-07 08:00:05', '2009-07-07 13:00:05', '', 0, 'http://leadchangegroup.com/?p=321', 0, 'post', '', 4),
(335, 243, '2009-04-14 07:48:13', '2009-04-14 12:48:13', '<a title=\"A Sense Of Urgency By John P. Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\"><img class=\"alignleft size-full wp-image-336\" style=\"margin-right: 10px; margin-bottom: 10px;\" title=\"urgency\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/04/urgency.jpg\" alt=\"urgency\" width=\"140\" height=\"194\" /></a>Over 10 years ago, John P. Kotter worte a book called <a title=\"Leading Change by John Kotter\" href=\"http://www.amazon.com/gp/product/0875847471?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0875847471\" target=\"_blank\">Leading Change</a>.  The book studied \"about 100 efforts in organizations to produce large-scale change.\"  One key finding was that 70% of the change efforts \"were not fully launched or the change efforts failed, or the changes were achieved but over budget, late, and with great frustration.\"  After several years and other studies, the author found that this statistic has remained consistent: an extremely high percentage of change efforts fail.\n\nOver time, the author found that he was increasingly being asked to define the single biggest error people make when trying to change.  Kotter said, \"After reflection, I decided the answer was <!--more-->they did not create a high enough sense of urgency among enough people to set the stage for making a challenging leap into some new direction.\"  Further testing and study convinced the author that his initial thoughts were correct and that people can learn to be properly urgent.  So, <a title=\"A Sense of Urgency by John P. Kotter\" href=\"http://www.amazon.com/gp/product/1422179710?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1422179710\" target=\"_blank\">A Sense Of Urgency</a> was born.\n\nRaising urgency was the first of the eight-step framework set forth in Leading Change.  This volume sets its focus squarely on the subject since the author decided that this was the single greatest factor for an organization to succeed at change.  The author puts forth a compelling argument, backed with actual experience and statistics.  His writing still is direct, clear and compelling.  He does not waste a lot of time or words on extraneous issues.  The author clearly understands the issues of urgency simply through the style of writing and the handling of the subject.  You will not need weeks to complete the book.  You (and I) will spend years mastering the contents.\n\nThe author first sets out to define true urgency; what it is and what it is not.  The two enemies of urgency are complacency and <em>false </em>urgency.  Complacency is a concern for, even a defense of, the status quo.  We don\'t need to change, we simply need to do whatever we\'re doing, more, faster, better, etc.  Complacency is resistance to urgency and may tend to be a bit easier for objective minds to recognize.  I say objective minds because the author points out that we often don\'t feel we\'re complacent.  Often complacent people are convinced they\'re doing the right things.   While complacency may be obvious, many organizations fail by mistaking <em>false</em> urgency for the real thing.  True urgency is characterized by action that is alert, fast moving, focused externally on the important issues and relentlessly purging the irrelevant and unnecessary.  The author points out that <em>false </em>urgency is typically characterized by busyness, frantic activity without results, meetings, panic, hurry.\n\nUsing real-life examples and stories, the author sets forth a strategy for developing true urgency and four tactics that you can use to make sure your organization achieves the true urgency necessary to guarantee your success.  The strategy: aim for the heart or put the heart, the passion for urgency ahead of the head or mental ascent to urgency.  He states that \"Underlying a true sense of urgency is a set of <em>feelings:</em> a compulsive determination to <em>move, and win, now.</em>\"  The leaders of the company must have the passion and back it up; logic alone won\'t get the job done.\n\nAfter the strategy, Kotter lists the four tactics:\n<ol>\n	<li>Bring the outside in.</li>\n	<li>Behave with urgency <em>every day</em>.</li>\n	<li>Find opportunity in crises.</li>\n	<li>Deal with NoNos</li>\n</ol>\nIn <em>Bring the Outside In, </em>Kotter points out several methods of collecting and evaluating information to inform your organization of the need for change.  He also presents an interesting challenge to make sure you don\'t let the information create more problems than it solves, by either creating fear or a false urgency.  In <em>Behave with urgency every day</em>, the author showed me that he truly understood the issue.  Leaders that demonstrate true urgency regenerate it; they reproduce it in their coworkers, peers and leaders.  A leader can\'t create an attitude they do not have.  Therefore, for you to be able to create a sense of true urgency, you must posses one first!\n\nI highly recommend this important work.  The author truly leads his readers, influencing us to accept the responsibility, inject true urgency into our organization, and free it from the complacency and panic that dominate our times.  Read this and be the change your organization needs to overcome.', 'Leadership With Urgency', '', 'publish', 'open', 'open', '', 'leadership-urgency', '', '', '2009-04-14 07:48:13', '2009-04-14 12:48:13', '', 0, 'http://leadchangegroup.com/?p=335', 0, 'post', '', 0),
(347, 243, '2009-04-15 08:02:15', '2009-04-15 13:02:15', 'I found this video embedded <a href=\"http://www.web-strategist.com/blog/2009/04/10/video-how-best-buy-uses-social-technologies-to-change-internal-culture/\">in a blog post</a> by Jeremiah Owyang (follow <a href=\"http://www.twitter.com/jowyang\">@jowyang</a> on Twitter) on his <a href=\"http://www.web-strategist.com/blog/\">Web Strategy blog</a>.  Many people around the social and technological leading edge these days champion Best Buy for their grasp of the technologies and their application for innovation.\nCheck out the video and my comments will be below.\n\n<object width=\"555\" height=\"445\" data=\"http://www.youtube.com/v/H_jhLGxH-m4&amp;hl=en&amp;fs=1&amp;color1=0x3a3a3a&amp;color2=0x999999\" type=\"application/x-shockwave-flash\"><param name=\"allowFullScreen\" value=\"true\" /><param name=\"allowscriptaccess\" value=\"always\" /><param name=\"src\" value=\"http://www.youtube.com/v/H_jhLGxH-m4&amp;hl=en&amp;fs=1&amp;color1=0x3a3a3a&amp;color2=0x999999\" /><param name=\"allowfullscreen\" value=\"true\" /></object>\n\nBest Buy has already established their leadership in the retail marketplace.  This video demonstrates their ability to 1) lead product and service innovation and 2) lead process innovation.  I note two examples from the video.\n<h3>Product Innovation</h3>\nAbout 2 minutes into the video, they begin explaining the Loop Marketplace and its use for idea management related to Robb Erickson\'s idea about the Geek Squad Gaming Services idea.  He stated that within 4 hours his idea was up, receiving comments and had even been funded.  Imagine your company hosting an environment where your ideas can receive feedback and even funding from different business units in less than fiscal years!  Best Buy benefits from the leadership foresight to provide an environment where people with ideas can get their ideas to \"market\" and the entire enterprise benefits.  Often leadership requires that we take risks to enable others to succeed.\n<h3>Process Innovation</h3>\nThe next section in the video Jeff Severts, Ron Hoffner, Todd Soller, and Dawn Keller discuss the Tag Trade the VP of Geek Squad introduced the Tag Marketplace prediction market tool.  The tool allows individuals to \"trade\" on the future events or ideas within Best Buy.  Imagine being a project manager and finding out that your project was trading 20% below where it was yesterday.  You would immediately begin checking all of your stakeholders and resources to find out what\'s going wrong.  In fact, you should know.  Best Buy has implemented this tool and taken a lead in involving their employees in the success of the company\'s initiatives.\n<h3>Take Away</h3>\nThese are just two examples of how Best Buy develops leaders from the ground up.  Leadership takes risks, sacrifices, invests, and tries new technologies to involve followers and create advantage.  Relationships are strengthened and everyone\'s investment receives an opportunity to be part of the solution.  What better way to appreciate your people and encourage new leaders to emerge.  Imagine the things you can do in your corner of the world to begin to influence your company, group or community.  You\'ll be changing the world.', 'Leadership and Social Media at Best Buy', '', 'publish', 'open', 'open', '', 'leadership-social-media-best-buy', '', '', '2009-04-15 08:02:15', '2009-04-15 13:02:15', '', 0, 'http://leadchangegroup.com/?p=347', 0, 'post', '', 8),
(378, 243, '2009-04-27 08:00:57', '2009-04-27 13:00:57', 'Have you ever noticed how sometimes in groups, one individual\'s passion for a particular topic or aspect of the group\'s purpose makes them a bit difficult to deal with?  Haven\'t you experienced teams where one individual \"sticks out\" for how they always gravitate back to the same subject or work?  They seem to only have one card and they play it every time their turn comes up.  Does that bring someone from your past (or present) to mind?<!--more-->\n\nIn a small church we attended, there was one member we\'ll call Tom (not his real name) who was very passionate about the value of theology and expository study of scripture.  Every time you got into a conversation with Tom, the conversation snaked back around to how churches were selling themselves and their members down the river of easy religion.  Given the opportunity to speak, Tom hit on the same deep themes of scripture with the passion of a Hebrew linguist or a 19th century geologist.  Tom\'s passion eventually caused some of us to avoid theological conversation with Tom because it would always go until we gave up.  Meanwhile the church leadership allowed him to have more and more responsibility because he had passion and it seemed like none of the rest of us did!  Over time, people left the church and I always felt it was due to \"burn out\" regarding repeated emphasis on aspect of Christianity with decreasing energy spent on  others such as missions, evangelism, service, helps, etc.\n\nOn any team, people with differing strengths complement one another and balance one another.  A great quarterback still needs good offensive linemen, and good receivers in order to complete passes.  To truly benefit from the strengths of a great quarterback, the other members of the team also need to be great at their area of strength.  Think about Archie Manning with the New Orleans Saints of the 70\'s.  He may have been as good a quarterback as other Hall Of Fame caliber quarterbacks of his time, but his surrounding cast was never equal to that of the competition.  As a result, the team never performed well. One can\'t speculate about the team\'s success had the quarterback been the same caliber as the rest of the team, but you can\'t deny the fact that they weren\'t very good with so few truly good players.   Another example that comes to mind is Barry Sanders of the Detroit Tigers.  Barry was a world-class 10-time all-pro running back who retired after the end of the 1998 season.  In 1999, when many thought the Lions would be worthless without him, they made it to the playoffs again.\n\nMuch is written lately about focusing on your strengths.  You may have been told to \"exercise your strengths and manage your weaknesses.\"  However, this theory <em>only</em> applies to individuals, <em>not </em>to teams.  Teams need to find people who are equally strong or who perform up to the level of the best performers.  A balanced team often outperforms teams with better players or performers.  It is true that a team is only as good as their weakest link, and what happens to one, happens to all.  Therefore, the team should constantly be arranging people for their strengths, coaching and growing each individual performance to excellence.  However it\'s the balance of the team members that creates the greatest results.  Increase the performance of the weaker members and the performance of the group will improve as well.\n\nWhat is your experience?  Have you been on teams where the contributions were not equal, even if the individuals might have been able to bring their performances up to the same level?  How did that work out?  What advice would you give others in that situation today?\n\n&nbsp;', 'Teamwork, Strengths, and Passion', '', 'publish', 'open', 'open', '', 'teamwork-strengths-passion', '', '', '2009-04-27 08:00:57', '2009-04-27 13:00:57', '', 0, 'http://leadchangegroup.com/?p=378', 0, 'post', '', 0),
(396, 243, '2009-05-01 07:38:22', '2009-05-01 12:38:22', 'Are you a producer or a consumer?  Do you evaluate your own output?\n\nYou can read much today about your personal brand.  It\'s no accident.  The Internet, rather than revolutionizing marketing, is institutionalizing it.  Not only must we market our companies and our products or services, we are each individually something that must be represented, marketed, and even protected.  Articles abound on how to create, define, polish and protect your personal brand.  You\'re a product.  Let that sink in.  And if so, what are the ramifications of that idea?  What type of product are you?<!--more-->\n\nSince you are a product, you have consumers.  Your family, friends, people in your sphere of influence appreciate you (or not) based on how you affect their life.  You may entertain, sustain, or maintain them.  You can make them happy, fill them with joy, empower them, enable them, inflate them, provide for them, love them, or cherish them.  You can also tear them down, belittle them, irritate them, embarrass them or ridicule them.  You are valued based on how you affect others.\n<p style=\"text-align: left;\">Back to your brand, you can put lipstick on a pig, but it won\'t accomplish much, right.  If you\'re product isn\'t positive, valuable, regarded well by your consumers, a better website, or a new profile on Facebook won\'t fix it.  Make sure your brand is a reflection of the true product.  You will be easier to market because your consumers will appreciate you and help do it for you.</p>\n<p style=\"text-align: left;\">\nHow will your product perform today?  How will your consumer\'s rate you?  Will you get positive reviews?  Encourage the people around you today.  Add value to their lives by providing something that is priceless to them and costs you very little.  Add something like an encouraging word or a note.  Give someone a call today that you haven\'t spoken with in ages.  Just tell them you appreciate them and you were thinking of them.  Thank someone for making a difference in your life.  Share an idea or offer to help someone who can\'t help you back.</p>\nIncrease your output and increase your value.  Exercise your influence (be a leader) and influence someone to be better that they might have otherwise been.  Put some air in someone\'s sails and watch them soar.  You can make a difference in the world today!  We\'ll all appreciate it.\n\n&nbsp;', 'Personal Value Creation', '', 'publish', 'open', 'open', '', 'personal-creation', '', '', '2009-05-01 07:38:22', '2009-05-01 12:38:22', '', 0, 'http://leadchangegroup.com/?p=396', 0, 'post', '', 16),
(404, 243, '2009-05-05 12:30:50', '2009-05-05 17:30:50', 'In a business environment, you can demonstrate your leadership by taking the role of a leader. While leaders come in many shapes and sizes, they all share (or they should) a commitment to corporate objectives. Leaders help people reach organizational goals. Those people may be above, beside or below you on the organization chart.\n\nHow are you at building consensus among your peers? <!--more-->Let\'s define \"peers\" as the people beside you on the org chart; people within your company who are at the same job-level as you. So if you\'re a manager, your peers are other manager level people within the company. When you need help, can you get one or more of your peers to help you out? Must you always escalate every problem to your supervisor? Or can you work things out with your peers? Do you have peers you can relate with or to?\n\nLeadership or influence with your peers keeps you from the trap of dependence on your supervisor.  If you can solve problems without constantly running back to your supervisor to work things out with other teams within the company, you are leading up and across.  You free your supervisor up to handle other issues, at the same time you establish yourself as one who can get things done.  If you practice servant-leadership with your peers, you also help them do the same things with their supervisors.\n\nYou will have many opportunities to practice, exercise and strengthen your leadership skills with your peers.  The key is keeping your eyes and ears open.  Things to do to help you improve in this area include:\n<ol>\n	<li>Give before you get.  Peer relationships tend to have some tension just due to the sometimes competitive nature of the corporate environment.   As a result, you can often reduce tension by being available to help your peers first.  It\'s hard to doubt the motives of someone who has shown over time that they\'re willing to help you for no personal gain.  You must truly put others first.</li>\n	<li>Study organizational priorities.  When you can truly understand your employer\'s priorities and where your team fits in the overall scheme of things, you are better equipped to help your company operate like a team.  Teams must have common goals and a shared mental model of how each member\'s contribution fits in the overall plan.  You will develop influence as you strategically contribute resources to achieve the most important corporate targets.  When you hold resources back for your own pet projects, you assign your team greater importance than your leadership.  You will sacrifice creditability with your peers as a result.  We all tend to think our group is the most important group in the company, but you must learn to understand your leader\'s priorities in order to make sure you don\'t end up fighting for a lost cause.</li>\n	<li>Choose your leadership efforts wisely.  By this I mean that you should refrain from taking a leadership position among your peers before you\'ve developed a good understanding of the organization\'s goals.  Otherwise, you risk influencing your peers in a direction contrary to organizational priorities.  Also you may make commitments you can\'t keep.  Either will only cause trouble.</li>\n	<li>Give after you get - give recognition, praise and encouragement freely.  Remember, this is not about you.  You need to make sure that people that help you are rewarded and excel.</li>\n</ol>\nCan you think of other things you can do to exercise leadership with your peers?  What are the big obstacles and how do you get around them?  Please comment below and share your thoughts.\n\nStart by putting the company and your peers first.  When you can understand their contribution to the overall operation, you\'ll understand their needs better.  Then you can align your team to provide maximum benefit.  That\'s leadership.  Exercise, practice and demonstrate that leadership by helping everyone achieve corporate goals gracefully and efficiently.\n\n&nbsp;', 'Practice Leadership Across The Organization', '', 'publish', 'open', 'open', '', 'practice-leadership-across-the-organization', '', '', '2009-05-05 12:30:50', '2009-05-05 17:30:50', '', 0, 'http://leadchangegroup.com/?p=404', 0, 'post', '', 0),
(412, 243, '2009-05-07 08:01:13', '2009-05-07 13:01:13', 'Not much is written today about technology career paths. Reduced optimism and reduced consumption caused the economic downturn. As a result, many businesses must reduce expenses, which often means people get laid off. As people get laid off, survivors subconsciously (or consciously) hunker down a bit too. Career survival takes priority over career development. It becomes a vicious, destructive cycle.\n\nHowever, it will end. When the end begins, front line managers will be faced with some serious dilemmas. The most current, most proficient technical people <!--more-->who are already working will be the first ones found by other employers in your city. They currently network with and interact with the people who hire their skill set at other companies and they are already employed, so they will be attractive to other employers in your area. Also, if you are in an industry that tends to recover later than the rest of the economy, like government, utilities, and infrastructure, transportation, you can expect to lose people to industries that rebound quicker such as finance and retail.\n\nAdditionally, your sharpest people, the ones you\'re most dependent upon, will be the most attractive to these other companies and industries for the very same reason; they\'re sharp! Do you have a plan to keep your sharp people or attract new ones?\n\nLeaders must listen to the individuals in their tribe to make sure they know what\'s important to each member. One of the chief purposes of a team is to provide benefits to the individuals that they could not necessarily receive individually. Many times that benefit can be a group reward, as in achieving a goal or winning a championship. But in business and careers, monetary factors are the cost of entry and therefore most goals eventually have a financial component. Technology people such as developers or infrastructure specialists like to achieve new things so they can learn new skills and improve their value in the market. Helping the company develop a new product benefts them if it produces additional income directly or if it enhances their education of newer or more complex technologies. Your folks can command higher compensation if they have more complex experience where there is less competition. Many times that experience can be along the lines of technical leadership or people leadership.\n\nMany technical people secretly despair a bit in their current job because there is:\n<ol>\n	<li>Little visible opportunity for technical career advancement without moving into people or project management.</li>\n	<li>Little visible opportunity for experience or training in people or project management.</li>\n</ol>\nBut your budget is wacked. You don\'t have a penny to throw into a wishing well. How can you provide technical leadership opportunities when your team spends all their time putting out fires on your legacy systems? Or, how can you provide people leadership opportunities for your team when the most they could hope for is to take your own job?\n<h3>Technical career paths</h3>\nTake an inventory of your interactions with people every day. Are there people more technically advanced that you interact with, such as vendors or partners? Could you delegate some of that interaction to one or two people on your team to give them exposure to newer technologies? Encourage them to join a user\'s group where they can meet people with more technical expertise than they have. If they spend personal time learning a new technology, earnestly look for ways to incorporate that technology into your legacy environment. You might even coach them on learning technologies that can be implemented rather than ones you know will never work.\n<h3>People career paths</h3>\nIf you have a team mate that would like more people leadership opportunities, can you help? Sure you can! One way is to delegate some of your people leadership tasks to them. Can they gather status each week and report to you? Can they help with the issues before everything escalates to you? You will have to devote some time to reviewing their work. Have them take a people-leadership task like the ones listed and then invest your time reviewing and coaching them. (There\'s another lesson series right here on coaching and encouraging rather than criticizing and crushing, but we\'ll have to take that up another time.)\n\nAnother area might be outside of work. Can you encourage them in non-profit volunteer leadership? Could you hook them up with a non-profit for a position on their board? Are you on a board at a non-profit that you could resign from and give them the opportunity to take your place? (If you\'re not, you might need to get on one.) What about users groups or other local group leadership? Encourage them to take a role outside of work where they\'ll get some people leadership experience. Schedule a 30 minute session or a lunch with them once a month to discuss their people leadership opportunities and issues. Help them develop themselves.\n\nThe key for the next few months is to be incremental. Communicate with your teammates. Know their desires and make visible, conscious small steps every week to help them move in their direction. As you do something every week to help team mates identify and pursue their preferred path, they\'ll see that and appreciate you. You never know, they may appreciate it so much they stick around. They also may leave. But in either case, you will have been a leader that produced great results in the life of someone else. No one can take that career accomplishment away from you. There is no greater achievement than improving the life of someone else.\n\n&nbsp;', 'Leadership and Technology Career Paths', '', 'publish', 'open', 'open', '', 'leadership-and-technology-career-paths', '', '', '2009-05-07 08:01:13', '2009-05-07 13:01:13', '', 0, 'http://leadchangegroup.com/?p=412', 0, 'post', '', 0),
(426, 243, '2009-05-19 12:11:59', '2009-05-19 17:11:59', 'It seems more and more I read where people are speaking about their limitations in the workplace.  The economic downturn has caused us to cut back, hunker down, retrench, re-evaluate, re-strategize and review just about everything.  But there are several things we can do to influence our situations.  As John Maxwell has so aptly said, \"Leadership is influence.\"  So let\'s discuss one of the ways you can exercise positive leadership to influence your workplace for the better.\n\nIt\'s a simple thing, but sometimes the simple things are most easily overlooked.  Do you <em>know</em> your co-workers?  In Patrick Lencioni\'s <em><a title=\"Three Signs of a Miserable Job at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787995312?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787995312\" target=\"_blank\">The Three Signs of a Miserable Job</a>, </em>he identified one of the signs, the one the leader had the most control over, as anonymity.  Workers want to be known.  Do you know about your teammates\' family members, interests and hobbies.  Is what they\'re doing away from the office important to you?  Do you know if their parents are alive or not?  Do they have siblings?  Do you know what they did before they came to work for you?<!--more-->\n\nIf you have a large team, this is not something you can do overnight.  Unless you\'ve been doing this actively for some time, you\'ll have to practice.  Your current level of knowledge rests on what has been important to you.  To increase the level of knowledge, you must exert the energy to establish a new status quo.  But you can do it!\n\nHave you ever noticed that if, as you\'re driving, you take your eyes off the road for a period of time, you begin to drift in the same direction you\'re looking.  (Don\'t try this, just think about it!) It\'s a famous rule in our family since I\'m usually the driver and I also tend to be the most interested with my surroundings when in an unfamiliar area.  I\'ll drift in the direction I\'m looking.\n\nThe point: your focus determines your direction.  To know of your teammates, focus on them instead of just their projects, milestones, deadlines, or tasks.  True leadership is about people, not projects or tasks.\n\nSo here are some things you can begin to do so that you can know your team better:\n<ol>\n	<li>Focus on your teammates.  Exercise the effort to appreciate them.</li>\n	<li>Think about what you don\'t know.  Determine in advance to learn something new about each person each day.</li>\n	<li>Practice recall.  Ask your teammates for updates on things that are happening in their personal life.  Did they get to play any golf last weekend?</li>\n	<li>Make sure you\'re always asking questions of everyone you meet.  Replace \"how are you doing?\" with \"how is your wife, son, favorite team, etc.?\"  You\'ll find out about your teammates more quickly.</li>\n	<li>Optional: If you\'re a Christian, pray for your teammates.  I\'m sure they won\'t mind and I know it makes a difference.  People praying for me have made a huge difference in my life.</li>\n</ol>\nIncrease your leadership output every hour by just exercising true interest in people!.  We all want to be noticed.  We all have a story to tell.  You impact others lives by simply being interested.\n\nAnd this list isn\'t all inclusive.  Please add comments below related to additional ways you stay motivated to know your team.  Or tell as story of how knowing a teammate helped them succeed.  Your experience will help the rest of us.  We\'d all like to hear about it.\n\n&nbsp;', 'Leadership: Focus On Your Team', '', 'publish', 'open', 'open', '', 'leadership-focus-on-your-team', '', '', '2009-05-19 12:11:59', '2009-05-19 17:11:59', '', 0, 'http://leadchangegroup.com/?p=426', 0, 'post', '', 0),
(432, 243, '2009-05-21 06:42:48', '2009-05-21 11:42:48', 'In Patrick Lencioni\'s book, <em><a title=\"Three Signs of a Miserable Job at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787995312?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787995312\" target=\"_blank\">The Three Signs of a Miserable Job</a>,</em> he asserted that employees wanted to know their work was meaningful. He called the sign Irrelevance. People want to know that their work is important. But, more than that, they also need to know how it\'s important and to whom.\n\nHow does their contribution fit the organization\'s goals and objectives?  In smaller companies this may tend to be less pervasive and complex but it may exist nevertheless.  Individual contributors can fail to understand how their unique contribution fits into the organizations goals and objectives.  Many technology people can\'t connect the dots from what they do to how the company makes money.  You can help your teammates by helping find what I call the <em>Apex of Purpose</em> for your team.<!--more-->\n\nThe <em>Apex of Purpose</em> is an idea based on the highest and best good that comes from your team\'s effort.  There\'s an old Dilbert cartoon where the boss described the teams purpose as\n<blockquote>making second rate products to sell to idiots so our executives can afford trophy wives.</blockquote>\nMany times you may have made similar observations in joking.  It\'s easy for people \"down\" the org chart to criticize people at the top.  Sometimes it seems like they don\'t really know what they\'re doing.  And besides, it\'s always easier to criticize people you don\'t know well.\n\nThe cold reality is that your team is influenced by your mood, your attitude and the importance you place on their job.  You help your team take their job more seriously by elevating your own thoughts about your team\'s purpose.  You\'re the champion of your team.  No one in the company will think better of them than you do!\n\nImmediately, you can:\n<ol>\n	<li>Carefully think through the highest and best reason for your team\'s existence.</li>\n	<li>Begin to informally discuss your thoughts openly with your teammates.  Get their feedback.</li>\n	<li>Notice the most favorable words and how members react to the ideas presented.</li>\n	<li>Present your best thoughts to your boss.  Get their feedback as well.  Make sure the two of you are in agreement.</li>\n</ol>\nIn a couple of weeks, you\'ll have something that you and your manager agree is the highest and best purpose for your team.  If possible, create some material or develop something that helps solidify your team\'s purpose statement in the minds of your teammates.  The more clear you are about this idea, and the more compelling you are in helping your teammates appreciate the purpose, the better chance you have of helping them voluntarily elevate their performance just through their attitude alone.\n\nAlso, feel free to comment on other ideas and the purpose statements you create.  If possible even let us know how you think the exercise goes for you and your team.  You can make a difference in your team\'s performance by thinking highly of your team\'s mission and their indivual contribution to that mission.\n\n&nbsp;', 'Meaningful Contribution', '', 'publish', 'open', 'open', '', 'meaningful-contribution', '', '', '2009-05-21 06:42:48', '2009-05-21 11:42:48', '', 0, 'http://leadchangegroup.com/?p=432', 0, 'post', '', 8),
(441, 243, '2009-06-01 07:10:35', '2009-06-01 12:10:35', '<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/05/three-signs.jpg\"><img class=\"alignleft size-full wp-image-445\" style=\"margin-right: 10px;\" title=\"three-signs\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/05/three-signs.jpg\" alt=\"three-signs\" width=\"140\" height=\"216\" /></a>I\'ve done a series of posts now on topics from Patrick Lencioni\'s great book, <em>The Three Signs Of A Miserable Job: A Fable for Managers (And Their Employees)</em>. In the <a title=\"Lead Change Group Blog - Meaningful Contribution\" href=\"/meaningful-contribution/\" target=\"_self\">previous post</a>, I mentioned two ways that an employee can feel the problems associated with one of the key signs: irrelevance. But I only explained one of them; that your coworkers need to know how their work contributes to the overall organization. The better they understand that, the less likely they\'ll feel irrelevant.\n\nThe other side of the irrelevance question relates to the personal side. To whom do your teammates matter? We\'re personal beings, with a healthy drive to know and be known. Your team needs to be individually known by the people within your organization who benefit from their work.<!--more--> If the beneficiaries of their work can appreciate them, that provides a powerful reward to your team.\n\nSo think carefully.  Who benefits from your team\'s productivity?  First you might think about their internal customers, the business units that requested the software or technology they\'ve implemented.  Their jobs are better for the work of your team.  They may not even be able to do their job unless your team does theirs.  The management personnel of the internal customer groups also benefit.  Your customer support team benefits because they wouldn\'t have customers if your team failed.  As you can see the list goes on.  Help you team understand who benefits and also help the beneficiaries express their appreciation to your teammates from time to time.  Who can it hurt.\n\nBut in the book, the author also pointed out an often-overlooked beneficiary; you.  You wouldn\'t have a job if your team didn\'t do theirs.  As their manager, you get whatever you get through their hard work and persistence.  You couldn\'t do your job if your team didn\'t do theirs.  Do you forget that?\n\nExercise some leadership with your team in the next few days by showing them that they matter to you.  It can\'t hurt, and it really doesn\'t have to cost you anything other than a little time and humility.  Serve your people to enable them to perform better.  You\'ll be glad you did.', 'What Your Team Must Know', '', 'publish', 'open', 'open', '', 'team-must-know', '', '', '2009-06-01 07:10:35', '2009-06-01 12:10:35', '', 0, 'http://leadchangegroup.com/?p=441', 0, 'post', '', 4),
(449, 243, '2009-06-18 06:00:10', '2009-06-18 11:00:10', 'Regardless of the size of your team or business, you need to know how well you\'re doing.  Everyone wants to be able to have confidence their contribution matters.  In <a title=\"Three Signs of a Miserable Job on Amazon\" href=\"http://www.amazon.com/gp/product/0787995312?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787995312\" target=\"_blank\"><em>Three Signs Of A Miserable Job</em></a>, Patrick Lencioni explained that immeasurability is the first sign of misery.  Employees need to be able to measure their performance themselves and see objective results regarding how they make a difference.\n\nHe went on to discuss some constraints on the measurements.  First the employee needs the measured behavior to be almost-totally within their control.<!--more--> One example used in the book related to on-time delivery of telephone orders.  He concluded this wasn\'t a good measure for the delivery driver because there were too many other people that could affect the measure, and because they didn\'t want to potentially incent the driver to break the law or drive recklessly.  So for each member of your team, can you boil their job down to a very few actions that are within their control so they can measure their performance?  For a software developer, it may be counting and minimizing the number of errors in code delivered to QA.  For a customer service person, it may be the number of people who claim they\'re satisfied when the call is completed, or the number of issues solved without being forwarded. In the book, the author even used the example of measuring the number of times customers to the drive up window smiled.\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2009/06/Three-signs.jpg\"><img class=\"alignleft size-full wp-image-4200\" title=\"Three signs\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/Three-signs.jpg\" alt=\"\" width=\"140\" height=\"216\" /></a>Another measurement constraint is that your team member needs to be able to do the measuring if at all possible.  They get immediate feedback, and they take an active interest in the process.  Providing the measurement information becomes part of their job and contributes directly to reducing the misery of an immeasurable job.\n\nIf you\'re like other managers, you may rush to one of many possible erroneous reactions to Lencioni\'s assertion.  First you may think your team\'s success is too soft or difficult to measure.  While the status quo of performance appraisals and annual team goals may work, people actually tend to perform better when they can measure their own performance.  It is very rewarding to know for certain at the end of a period of time that you\'ve accomplished your goals.  Objective feedback is a great motivator and a great tool for encouraging self management.  To truly enable your people to succeed and grow, if you give them an opportunity to measure their own performance, you help them elevate their contribution to the company and delegate that management task partially to your teammates.\n\nAnother error may be that you think the overall goal, project completion or revenue targets, are measurement enough.  In some cases, with the proper goal and motivation, that may be the case.  But even in professional sports, individuals are rewarded on their own accomplishments in addition to the accomplishments of the team.\n\nBe a hero.  Help your team self-manage and self-develop by providing objective measurements.  Your team will achieve more, faster when given the proper tools and opportunities.  Really!\n\n<span style=\"font-size: xx-small;\">Post photo © annnna on Flickr.com</span>', 'Objective Measurability', '', 'publish', 'open', 'open', '', 'objective-measurability', '', '', '2009-06-18 06:00:10', '2009-06-18 11:00:10', '', 0, 'http://leadchangegroup.com/?p=449', 0, 'post', '', 0);
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(455, 243, '2009-05-26 07:02:14', '2009-05-26 12:02:14', 'So you\'ve just graduated from college.  Congratulations.  Even though it was a long time ago, I\'ll never forget how I felt.  I was so apprehensive about joining the workforce, never having worked in an office with professionals before.  Maybe you have and maybe you haven\'t but it\'s different than anything else you\'ve ever experienced.  Before now, you were an intern or a student-on-loan (or the boss\'s kid).  Regardless, it\'s different now.\n\nThe economic grief that began in earnest last fall makes things different too.  Every company needs every employee to produce more for the same or less money.  Many things are contracting.  Just because you landed a job doesn\'t mean you have it made.  You need to fill your position. If you fail, there are many other people ready to fill your spot.\n\nBegin now to demonstrate self-leadership and take control of your career.  Every business needs workers who can exercise leadership principles.  Leading yourself first is a prerequisite to future leadership roles.  You can begin right now by learning six things the rest of us would like you to know.  <!--more-->The sooner you learn these things and realize they\'re not bad, the sooner your career will truly take off.  Most grads take 6 months to 4 years (or longer) to learn some of these pointers.  You will gain time and traction in your career the sooner you take these hints.\n<h3>1. You Don\'t Know As Much As You Think</h3>\nWhether you graduated summa cum laude from MIT or you completed a one-year training program from a technical school, there are some things you just don\'t know.  The first and biggest obstacle to solving any problem is understanding it. You\'ll save yourself and your coworkers a lot of agony if you start from the assumption that you don\'t already have the answers and work forward.  (My apologies to everyone I worked with for the first 5 years after I graduated!)\n<h3>2. Make Your Boss Successful</h3>\nYour job description is the means. Making your boss successful is the end goal. True, your company was not created for this purpose, but it is organized so that the people at the top are the ones tasked with the company\'s main goals and objectives.  Ideally your boss will align his or her own success with the company\'s goals so this works out well for all.  However, don\'t forget, the world is less than ideal.  When in doubt, you need to make your boss successful and let the rest of the details work themselves out.  Of course don\'t break any laws and if your boss is a real jerk, you still have to make them somewhat successful since they\'re a gatekeeper to your next job.  The sooner you understand this principle, the better off you\'ll be.  (Bad bosses require additional thoughts that we\'ll document in another post.)\n<h3>3. Keep Learning - True Leaders Never Stop Learning</h3>\nMany colleges would have you believe that now that you\'re a graduate, you know what you need to in order to succeed in business.  They\'re right. But the knowledge you need is knowing how to learn. They didn\'t give you a fish, they showed you how to use a rod and reel.  College can\'t really teach you great detail about business.  Just the nature of publishing textbooks makes most of the information you learned at least two - five years old when you learned it.  The world moves faster than that.  Some say that 20% of everything you know becomes obsolete every year.  Unless you got a PhD in some extreme science or learned some new programming language that no one else knows, you weren\'t hired for your knowledge. You were hired for your effort and your promise.  Blow your employer\'s mind by learning their business, asking as many questions as possible and doing what you\'re told for a while - a long while.  Eventually, you\'ll start to get an idea when it\'s time to take the lead.\n\n&nbsp;\n<h3>4. Your Job Definition Is \"Add Value\"</h3>\nPlease don\'t become the sheriff of your job definition.  If anyone with more seniority than you asks you to do something, do it cheerfully.  If necessary, ask your boss if you can do it.  Be seen as a volunteer if at all possible.  I\'ve been through several layoffs and many times, the people with the most well defined jobs are the ones to go.  The people who can do many different things and who are appreciated by the most people tend to find a way to stick around.  Become valuable by producing value for others within your company, as long as your supervisor goes along and you honor your commitments. (It\'s always bad to look good at your supervisor\'s expense, but that\'s for another article.)  Become a leader by being willing to serve your team.  You may hit a snag in the short run, but you\'ll never regret doing your best. Good supervisors and good companies appreciate people that can create value.\n<h3>5. Make Your Team Successful</h3>\nWhat do your teammates need in order to succeed?  They need you to make your targets, honor your commitments and keep your excuses to yourself.  Invest extra time rather than fail to hit a target.  If you make a mistake, make it right.  Apologies and excuses mean much less than making the effort to make something right.  Be someone everyone can trust.  If, after a while you feel like you\'re the only trustworthy one, go somewhere else.  Don\'t whine about it or gossip about it.  Make sure they\'re sad when you split.  Information and opinions live way too long and the Internet makes the world way to small.  Don\'t let a loser company give you bad marks on your first job.  Be the best person there or the best one that ever left.\n\n&nbsp;\n<h3>6. Absorb Responsibility and Chaos</h3>\nCrap happens.  If you can clean crap, regardless of it\'s source, you\'re more valuable.  Chaos happens. Avoiding chaos typically doesn\'t make it go away.  It just falls to someone else to absorb it.  If at all possible, be the solution and add value.  There is however, a fine balance between doing someone else\'s job and rolling up your sleeves and pitching in.  That difference (at least initially) is being asked or asking.  While you\'re learning the business, listen for people who need help.  People will ask you to pitch in with things.  (Some will even try to offload their whole job to you.)  Check with your boss, make sure you understand your priorities, and pitch in when you\'re able.  Your boss will help you know when something a peer asked you to do is unnecessary.  And by all means, hit your targets.\n\nOther than that, Congratulations!  You\'re a graduate.  We need you, our world needs you, but we need you to develop your leadership skills and reach your potential.  You\'ll do fine, but if you can start out on the proper path, you will make things easier on yourself and your coworkers for the long run.', 'Advice To New Graduates', '', 'publish', 'open', 'open', '', 'advice-graduates', '', '', '2009-05-26 07:02:14', '2009-05-26 12:02:14', '', 0, 'http://leadchangegroup.com/?p=455', 0, 'post', '', 0),
(472, 243, '2009-06-08 07:30:35', '2009-06-08 12:30:35', 'It seemed as I was graduating from college in the early 1980\'s, prevailing business thought revolved around a passion for the customer. Business writing seemed to be dominated by the power of the customer at least from a marketing perspective. Customers selected the style of car and the flavor of food. Customers were front-and-center of marketing thought and business motivation.\n\nBeginning in the mid 1980\'s, coinciding with a general acceleration in technology, the focus started to change. Technology brought about the idea that businesses created value with their hope and that was reflected in the stock value. Shares of stock and shareholders became the central focus of business motivation. Every business wanted to create value for their shareholders. In the interest of shareholder value we experienced the travesty of Enron and WorldCom and we\'re seeing the current stock market bust. Many have prospered from the stock market run-up that ended in October of 2008. Fortunes were made, until recently.<!--more-->\n\nIn both cases, the groups of people businesses seemed to focus on caused the very problems the businesses experienced. Your customers can run your business in the ground. Customers are fickle and their preferences change quickly. Unfortunately, stockholders are more skittish. The market gives and the market takes away. It seemed in late summer of 2008 that the Dow Jones averages would move 2-3% in a \"normal\" business day. One news item could create a 5% swing in the value of the market. Companies met expectations and their price dropped. Fortunes were made and lost in the perception of a single report from the government related to jobs or consumption estimates.\n\nNow that we\'re all reeling from the roller coaster of the last 20-30 years, can a business succeed? Can it even hope to thrive? Can business focus on a group or goal in order to operate above the drama of customer whim or the fear and panic of stockholder opinion?\n\n&nbsp;\n\nThere\'s an old analogy about breakfast that may give us the answer. In a traditional bacon and eggs breakfast, the chicken and the pig each contribute, but only the pig gives his all. In business, customers and shareholders are chickens (no pun intended). Since they choose to participate, their contribution is conditional. Employees are represented by the pig. They contribute their life to a business much like the pig donates his life to a breakfast. Employee contribution to a business is greater than shareholder or customer contribution because of the relative cost to the contributor.\n<blockquote>So, what if business operated to reward the people making the greatest contribution? What if businesses operated for the benefit of their employees?</blockquote>\nWhen a company can put their people first, in the truest sense of the word \"first,\" they create a natural motivation for  rational performance and measured improvement over the long haul.  That rational ongoing continuous improvement in-turn creates a compelling competitive advantage. No <em>employee-first</em> company would price themselves out of business. Nor would they chase the stock market or make irrational sacrifices to hit quarterly targets. Employee-first companies will excel at the important things necessary to improve all employee\'s quality of life for the long run. Operating in their own self interest, they will charge a fair price and provide excellent service because fairness provides greatest likelihood of securing the future of the jobs they have. They would continuously improve and cautiously hire because those practices provide the best chance for long-term employment. They would train people and take care of the environment since those things also impact their own quality of life. They would even go so far as to make sure that their associates truly improved as a result of the organization\'s success. They might even create a Dream Manager position to help their people accomplish their personal dreams. But that\'s a topic for another post.\n\nWouldn\'t you love to own or work for a company whose people are the true priority?\n\n&nbsp;', 'Who Do You Love?', '', 'publish', 'open', 'open', '', 'love', '', '', '2009-06-08 07:30:35', '2009-06-08 12:30:35', '', 0, 'http://leadchangegroup.com/?p=472', 0, 'post', '', 16),
(477, 243, '2009-06-04 07:43:16', '2009-06-04 12:43:16', '<a href=\"http://www.amazon.com/gp/product/0385522614?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0385522614\"><img class=\"alignleft size-full wp-image-481\" style=\"margin-right: 10px;\" title=\"Greater Than Yourself by Steve Farber\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/gty.jpg\" alt=\"Greater Than Yourself by Steve Farber\" width=\"168\" height=\"254\" /></a>We naturally seem to serve ourselves.  We eat and sleep and do whatever we do for mostly selfish reasons.  At least I do.  I don\'t like to admit it, but I\'m eating what I want for lunch as I type this.  I didn\'t choose what I\'m doing because it served someone else.  I choose based on my own desire; for my own benefit.\n\nBut I know there\'s more to life than just my instance of it.  When I\'m honest with myself, I know I\'m not the center of the universe.  Stated that way, you probably do too.  We know our time on this planet is not all there is.\n\nEnter Steve Farber, author of <a title=\"Greater Than Yourself\" href=\"http://www.amazon.com/gp/product/0385522614?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0385522614\" target=\"_blank\">Greater Than Yourself: The Ultimate Lesson of True Leadership</a>.  Steve\'s idea isn\'t original, but there sure <!--more-->aren\'t many posing the same thought in the present age.   Steve takes a fresh approach to service and applies it to leadership.  However he exceeds his contemporaries by extending the idea to the point of sacrifice.  One must purposely sacrifice to make another person greater than himself.  That point of sacrifice makes the difference.\n\nThe author presents the idea in a fable format, which seems to be common at least among the books I\'ve been reading.  The fable is entertaining and you can never quite tell if the story is fully true because of the real-life facts intertwined in the story, much the same way Andy Andrews did in his book <a title=\"Elevate Review: The Noticer by Andy Andrews\" href=\"http://mikehenrysr.blogspot.com/2009/04/noticer-by-andy-andrews.html\" target=\"_blank\">The Noticer</a>.  The fable is engaging and the characters are believable which makes it even harder to tell where to distinguish between fact and fable.\n\nFor me, the idea behind the book is the most attractive, compelling and exciting part of the book.  Can you actually join the author (and me) in the belief that you can succeed by actually putting others ahead of yourself; even if that means taking a back seat in your own chosen profession or career?  Can you?\n\nThere are a few other conditions to actually beginning a GTY project with someone else.  You must tell them, they must agree to it, and they must also agree to <em>pay it forward</em> by agreeing to keep the idea going in the life of someone else.\n\nI was energized by the idea and I am excited to be looking for ways to implement it.  The book is a great read and well worth the investment, but with one caution.  The caution is one reason I know the ideas in the book are right.  Once you read the book, you have to act.  You must disagree with Steve or begin the GTY journey.  Anything else is guilt-inducing.   But when you think about it, all truth forces you to decide.  True leadership is deciding to act in accordance with the truth. Or, in this case true leadership is deciding to make at least one other person <em>greater than yourself</em>.  You won\'t regret the book or the effort.', 'True Leadership: Greater Than Yourself', '', 'publish', 'open', 'open', '', 'true-leadership-greater-than-yourself', '', '', '2009-06-04 07:43:16', '2009-06-04 12:43:16', '', 0, 'http://leadchangegroup.com/?p=477', 0, 'post', '', 0),
(494, 243, '2009-06-11 07:27:47', '2009-06-11 12:27:47', 'Book Review: <a title=\"A Whole New Mind at Amazon.com\" href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\" target=\"_blank\">A Whole New Mind: Why Right-Brainers Will Rule The Future by Daniel H. Pink</a>\n\n<a href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\"><img class=\"alignleft size-full wp-image-495\" style=\"margin-right: 10px;\" title=\"a-whole-new-mind\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/06/a-whole-new-mind.jpg\" alt=\"a-whole-new-mind\" width=\"140\" height=\"211\" /></a>Every now and then I read a book that stretches my mind.  I\'m not such a free-thinker to do it often, but a friend offered me a copy of <a title=\"A Whole New Mind at Amazon.com\" href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\" target=\"_blank\">A Whole New Mind: Why Right-Brainers Will Rule The Future by Daniel H. Pink</a> and I could feel the stretch starting.  I\'d have to say I\'m a bipolar brain.  I love people, relationships, networking and music (even though I\'m famous for my inability to accurately reproduce it).  But I\'m also impatient, interested in facts, have a passion for numbers.  My alarm has sounded.  Daniel Pink\'s book is a well-researched, meaningful wakeup call for the West and the left brainers in the world.\n\nHe builds his case using statistics and studies that document change that has been happening in the last decade.  He talks about how traditional left-brain functions are <!--more-->reducing in significance and importance with each passing study.  In an early chapter titled Abundance, Asia and Automation, Pink reasons that driving forces behind the switch are:\n<ol>\n	<li>The abundance of information and the ease of access</li>\n	<li>The disparity in labor costs between the west and Asia and how that difference is compounded by drastic increases in the ease of communication.</li>\n	<li>The exponential increases in tasks that are being computerized and automated.</li>\n</ol>\nHe summarizes the penchant of the right side of the brain as \"high-concept and high-touch.\"  Right brain activities are the very things that have been de-valued in business and society over the past 100 years as \"touchy-feely.\"  He stated well that the key questions for the next generation are:\n<ol>\n	<li>Can someone overseas do it cheaper?</li>\n	<li>Can a computer do it faster?</li>\n	<li>Is what I\'m offering in demand in an age of abundance?</li>\n</ol>\n\"If your answer to question 1 or 2 is yes, or if your answer to question 3 is no, you\'re in deep trouble.\"\n\nOr you can avoid the trouble.  Because you can read the remainder of the book and learn that there are six senses that you can develop that will help you make the transition.  The senses are:\n<ul>\n	<li>Design</li>\n	<li>Story</li>\n	<li>Symphony</li>\n	<li>Empathy</li>\n	<li>Play</li>\n	<li>Meaning</li>\n</ul>\nThe author contends for the need to develop these \"senses\" and he goes on to explain the reasoning behind the need.  Much of what is written is understandable and reasonable.  At least to me, the arguments and the explanations make great sense.  Each chapter on the six senses ends with a portfolio of ideas and resources to help you strengthen your skills in that particular area.  The author has done a wonderful job of making a defense for the six senses, but also for helping you grow your that skill and strengthen your right brain.\n\nAs a student of leadership, I enjoyed the book.  You see, you can try to fight things like outsourcing and automation or you can begin to prepare for it.  I don\'t want to sound heartless, but the best thing for people sometimes is to accept responsibility for their situation, decide on a best path through the transition and embrace the challenge.  Join the revolution!', 'In Your Right Mind', '', 'publish', 'open', 'open', '', 'mind', '', '', '2009-06-11 07:27:47', '2009-06-11 12:27:47', '', 0, 'http://leadchangegroup.com/?p=494', 0, 'post', '', 0),
(499, 243, '2009-06-15 06:00:30', '2009-06-15 11:00:30', 'A quote from the introduction to the <a title=\"Leadership Challenge at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787984914?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787984914\" target=\"_blank\">4th edition of <em>Leadership Challenge</em> by Kouzes and Posner</a> caught my attention.  \"In the end, we realize that leadership development is self-development.\"  That thought stuck in my mind.  It explains much of my passion for the topic of leadership.\n\nHave you ever noticed the energy you get from helping someone accomplish something they\'ve set their mind on?  <!--more-->One of my core values in hiring, or association, or partnership; one of the core reasons why I engage with certain people depends on my perception of their ability to self-motivate.  No boss wants to have to fire their workers up every day.  Team members that would rather be somewhere else should get somewhere else.  People who do not look forward to anything or who cannot get excited about something end up being a drain, at least to me and many of the leaders I know.\n\nHow\'s your self-development?  Are you doing what you can to grow yourself?  Have you let your circumstances dictate your energy level or are you setting the stage, creating your future?  Are you a victim or a creator?  Are you helpless or are you an owner? Are you a thermostat or a thermometer?\n\nOur world needs us to embrace our circumstances and make the best of them.  Our job is to bring an attitude of creation to every environment, every circumstance.  We develop as leaders as we exercise our ability to influence our circumstances.  And, just like physical exercise, exercising positive influence is something we all get better at as we work at it.  As some encouraging friends on Twitter like to say, \"make it a great day\".  Work out your leadership skills today and create your future!\n\n&nbsp;', 'Leadership Workout', '', 'publish', 'open', 'open', '', 'leadership-workout', '', '', '2009-06-15 06:00:30', '2009-06-15 11:00:30', '', 0, 'http://leadchangegroup.com/?p=499', 0, 'post', '', 12),
(580, 243, '2009-06-22 06:00:51', '2009-06-22 11:00:51', 'A follower on Twitter recently asked me to clarify my bio. Since my bio says I\'m interested in \"applying Christian principles in business,\" he wanted to know <em>what</em> biblical principles I applied in business. In effect, he was asking what I value. I couldn\'t get it in 140 characters. In fact, I\'m still working on it.\n\nCan you articulate what\'s important to you? What do you value? What do you appreciate?\n\nIn the <a title=\"Leadership Challenge 4th Edition at Amazon.com\" href=\"http://www.amazon.com/gp/product/0787984922?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0787984922\" target=\"_blank\">Leadership Challenge by James M. Kouzes and Barry Z. Posner</a>, the authors state that \"to stand up for your beliefs, you have to know what you stand for.\" The things you stand for are your values. The more clear your values, <!--more-->the easier it will be for people to associate with you, or follow you.\n\nSome values are close to you personally. I used to be in the transportation industry. Serving as the General Manager of a branch office of an over-the-road trucking company, I learned to appreciate truck drivers and what they had to endure to earn a living. Since they\'re paid by the mile, any time they\'re not moving, they\'re not being paid. Therefore everything that happens costs them money. That includes traffic problems, weather problems, communication problems and a host of other issues. The very people who labor to provide the vast majority of goods we buy every day do a very hard job in a nation that doesn\'t appreciate them. Much like teachers, it seems like those on whom we depend the most, we reward the least. As a result, I grew to appreciate and value people who commit their life to the success of a company. People who do a good job no matter what are important to me.  I like helping people who line their life up in support of a company. Some companies aren\'t worth it. However, I value people who do a good job no matter what. I don\'t know teachers as well as truck drivers, but I\'m sure they are much the same. Professional over-the-road truck drivers are the backbone of our economy.\n\nLater Kouzes and Pozner also state that you have to know what grabs you. In <a title=\"Holy Discontent by Bill Hybels at Amazon.com\" href=\"http://www.amazon.com/gp/product/0310272289?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0310272289\" target=\"_blank\">Holy Discontent, Bill Hybels</a> called that your Popeye moment. You may be too young to remember Popeye. Popeye the sailor man, was a cartoon character with a bully for an acquaintance and a slender vixen for a girlfriend.  Eventually in every episode, Popeye would get to the point where he couldn\'t take the abuse by Brutus the bully any longer.  He would exclaim, \"That\'s all I can stands and I can\'t stands no more!\" Then he would down a can of spinach and clean house. Hybels stated that leaders see something, realize they can\'t stand it any more and they do something. For me, that\'s making a positive difference. I can try to make a positive difference every day.  I don\'t have to fix everyone, just me.  We all get tempted to be swept away by our own desires and greed. But I choose to resist the pull of selfishness (however poorly).  Back in the mid 1980\'s I was a member of the Jaycees.  The last line of their creed reads: \"Service to humanity <strong><em>is</em></strong> the best work of life.\" We always said it with emphasis on the word \"<em><strong>is</strong></em>.\" I quoted Fred Smith Sr. the other day on Twitter. He said that service was the rent he paid for the space he took on this earth. And Zig Ziglar has a famous quote as well that states that you can have anything you want if you\'re willing to help enough people get what they want. In the Bible, Jesus said if we give a child a cup of cold water in His name, we will be rewarded. Jesus values service to others so I choose to value service to others.\n<blockquote>I value helping people improve their life through their job.</blockquote>\nI\'m sure I have other values and I will continue to work on defining and refining them.  Once you\'ve defined your values and can articulate them, people that share the same values will draw near to you and possibly join your team. And, because you value the same things they do, you\'ll support them, rather than directing or micro-managing them. Shared values become the glue of teams. Goals alone won\'t do. Values keep the team together, focused and helping one another become better versions of themselves.\n\nSo, what grabs you?  What are your values? I really would like to know. Care to leave a comment and share them?\n\n&nbsp;', 'What Grabs You?', '', 'publish', 'open', 'open', '', 'what-grabs-you', '', '', '2009-06-22 06:00:51', '2009-06-22 11:00:51', '', 0, 'http://leadchangegroup.com/?p=580', 0, 'post', '', 24),
(652, 243, '2009-06-25 06:00:55', '2009-06-25 11:00:55', 'I read a very perceptive post on Harvard Business Review\'s blog by Tammy Erickson called <a title=\"Harvard Business Post\" href=\"http://blogs.harvardbusiness.org/erickson/2009/06/the_slippery_slope_of_this_rec.html#comments\" target=\"_blank\">How the Recession Is Changing Talent Management</a>. You need to read the article because she presents a compelling case for how the actions of businesses contribute to the prevailing attitude of free-agency in managerial and professional workers.\n\nShe claims that reducing hours or exercising furloughs for knowledge workers further disengages those same workers. What does a manager do when asked to work 32 hours a week for 80% of their regular pay? The managers and knowledge workers generally work to get a unit of work done. Can you only lead your team 80%? If this professional associate was working 45-60 hours to get the job done, do they cut their effort 20% to match their pay cut, or do they cut to 32 hours? Why would any employer want to incent a managerial worker to do something less than a complete job?<!--more-->\n\nShe mentioned that the problem went back to the 1981 recession, but I think it goes back further. This is a problem of engagement and sustainability.  We haven\'t done a very good job of creating a sustainable culture in industry.  Relationships between people and profits have always been tenuous since the industrial revolution began.  Over the last 60 years, we have witnessed many task-oriented jobs becoming commodities. In the book, <a title=\"A Whole New Mind at Amazon\" href=\"http://www.amazon.com/gp/product/1594481717?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1594481717\" target=\"_blank\">A Whole New Mind</a>, which I review here, Daniel H. Pink points out that if it can be done overseas or by a machine, you can expect that to eventually happen. If the position can be cut into chunks and priced by the hour, then you can expect it will soon be done by workers in a country with different economics or by a computer somewhere at little or no variable cost. He suggests that the highest valued jobs in the future will be jobs that require the right-side of the brain; the artistic, creative, relational side. These are the most difficult skills to put in a time and money box.  How many hours does it take to create a painting? How long must one work at building a client relationship?\n\nThe engagement slide began early in the industrial age. Compensating someone fairly for contributing their life to the well-being of a company is very complex. First there were unions and pensions; then contractors and 401k\'s and options. Furloughing knowledge workers further disengages knowledge workers, accelerating the devaluation of several types of jobs, companies or even entire industries.\n\nCan a business actually exercise the courage to choose? Does anyone know of any businesses that have chosen not to trade people for profit? Would it kill the company to lose a little more money for a short period of time in exchange for demonstrating that their people matter more than this quarter\'s numbers? How would the associates react if their company decided to lose money this quarter but keep everyone? Those very people who stayed might come up with the solution to the short-term financial difficulty without furloughs or devaluing the very people necessary for survival.\n\nWhat do you think? Can a business actually have the guts to put its people before one quarter\'s numbers? Should they? I\'m sure some readers would think that a business should never lose a cent.  Commitment must always be demonstrated before received.  Organizations making that kind of commitment will receive it in return.  If you know of any, mention them in the comments so we can give them some kudos.\n\n&nbsp;', 'Furloughs or Commitment', '', 'publish', 'open', 'open', '', 'furloughs-commitment', '', '', '2009-06-25 06:00:55', '2009-06-25 11:00:55', '', 0, 'http://leadchangegroup.com/?p=652', 0, 'post', '', 16),
(705, 243, '2009-08-04 09:00:27', '2009-08-04 14:00:27', 'The more I study leadership, the more a simple truth seems to invade mind: your leadership will improve based on your ability to constructively reflect on your experiences.  The quality of your reflection directly affects the quality of your leadership.\n\nThere are people who seem to naturally lead well. They easily attract followers and motivate great groups of people to achieve marvelous objectives. <!--more-->Some suggest leaders are\"born\" and can therefore avoid reflection. Go-it-alone leaders treat the act of reflecting on their experiences as a waste of time. There are very few scenes of John Wayne sitting around thinking deeply about a shootout or of Al Pacino going back to someone and apologizing. Many leaders of the take-charge generation avoid carefully considering their experiences through the filter of time and wisdom.\n\nThe leaders you\'ve enjoyed working with the most had a depth of experience and an empathic understanding of their followers. They weren\'t afraid to reflect critically at the recent past and learn from it. Empathic leaders earn more than submission, they earn respect. Respected leaders are reflective leaders.\n\nReflecting provides access to one of the great methods of learning.  The best lessons are typically learned in reverse, with the test coming before the lesson. Reflecting on the past is the only way to take advantage of test-first learning. Depth of experience comes from accurately processing test-first lessons.\n<h2>So why do we fail to reflect?</h2>\n<h2>Urgent vs. Important</h2>\nMany times leaders simply join the next pursuit. We\'re rewarded for taking the next hill and finishing the next project. We want to be good leaders, but that means staying out front, or so we think. If we stop for any reason, everything else will. We\'re too important to stop. We don\'t even remember the last time we took a vacation.\n\nFor many, a material or physical setback must slow them down long enough to reflect. Unemployment might slow you down. So will a serious illness. A friend recently experienced a back injury, another neck surgery. Incapacitation frees our minds for reflection. However, even if slowed by circumstances, we still must choose to reflect. Many unemployed people busy themselves with the job search or solitaire or web surfing, romance novels, or TV. Some people enduring a forced slow period busy themselves with just about anything they can to avoid quiet time, reflection, thought. Our world is addicted to amusement. To muse means to think deeply. Amusement means the absence of thought. Think about it. Some amusement is good, however for many, we amuse ourselves to the detriment of our ability to lead effectively.\n\nA variation of this reason is negligence. Some experiences seem negligible in the grand scheme of things. It\'s easy to make unimportant things small. But many times the best lessons are learned in small events.\n<h2>Avoid Pain or Guilt</h2>\nSometimes we avoid reflection because we didn\'t like the past. Everyone has been hurt. And most of us, if we\'re honest think our hurts excuse our behavior and believe our hurts are worse than anyone nearby. (Sure, we know about people in other parts of the world, but in our sphere of friends we\'ve been subjected to more, right?) We have all been hurt, and the pain can keep us from reflecting on the experiences.  If we did the hurting, maybe we feel guilt.  Guilt will also keep us from reflecting\n<h2>We\'re Afraid to be Wrong</h2>\n\"You know, I might have done something differently, but I don\'t want to think about it. It\'s over now.\" Have you ever heard someone say something like that? Have you ever heard yourself say that? Facing our mistakes and learning from them takes courage. That\'s why it takes courage to lead. Leadership is self-taught and few learn well without some failures.\n\nWhat are some other reasons why you avoid reflection? Did this cover it? Have you had an experience where you regret not having reflected on an experience? Are there any experiences you\'d care to reflect on as a result of this post. Let us know.\n\n&nbsp;', 'Overcome the 3 Reasons Leaders Fail To Reflect On The Past', '', 'publish', 'open', 'open', '', 'overcome-3-reasons-leaders-fail-reflect', '', '', '2009-08-04 09:00:27', '2009-08-04 14:00:27', '', 0, 'http://leadchangegroup.com/?p=705', 0, 'post', '', 40),
(717, 243, '2009-07-13 17:37:53', '2009-07-13 22:37:53', 'Do you know the strengths of your teammates? By strengths, I mean the activities that your teammates are energized by and that they are good at. In the book <a title=\"Strengths Finder 2.0 at Amazon\" href=\"http://www.amazon.com/gp/product/159562015X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159562015X\" target=\"_blank\">Strengths Finder 2.0 by Tom Rath</a>, he defined a strength as:\n<p style=\"text-align: center;\">Talent X Investment = Strength</p>\nTalent is defined as \"a natural way of thinking, feeling or behaving.\" Investment is defined as \"time spent practicing, developing your skills and building your knowledge base.\" And a Strength is defined as \"the ability to consistently provide nearly perfect performance.\"\n\nDo you know what areas each of your team members consistently provide nearly perfect performance? <!--more-->Most people are most engaged in their areas of greatest strength. In the book, the authors quoted from Gallup studies about employee engagement. One study considered three different manager behaviors and the chances that those behaviors would motivate the team member to be actively disengaged from their job (not fully focused and energized by their activity).\n<table border=\"1\">\n<tbody>\n<tr>\n<th>If your manager primarily:</th>\n<th>The chances of your being actively disengaged are</th>\n</tr>\n<tr>\n<td align=\"center\">Ignores You</td>\n<td align=\"center\">40%</td>\n</tr>\n<tr>\n<td align=\"center\">Focuses on your weaknesses</td>\n<td align=\"center\">22%</td>\n</tr>\n<tr>\n<td align=\"center\">Focuses on your strengths</td>\n<td align=\"center\">1%</td>\n</tr>\n</tbody>\n</table>\nYour teammates and employees are most focused and engaged in their areas of greatest strength. And as their leader, your behavior makes a significant impact.\n\n<a href=\"http://www.amazon.com/gp/product/159562015X?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=159562015X\"><img class=\"alignright size-thumbnail wp-image-719\" title=\"Strengths Finder\" src=\"http://leadchangegroup.com/wp-content/uploads/2009/07/Strengths-Finder-113x150.jpg\" alt=\"Strengths Finder\" width=\"113\" height=\"150\" /></a>One item you can do to minimize the affect of employee disengagement is know and try to align your teammates\' responsibilities around their strengths. One easy to implement plan for addressing this is to use Strengths Finder 2.0 for yourself and your team. (Larger companies may already have some other tools. For whatever you use, apply it across your entire team.) Strengths Finder 2.0 costs about $15 and takes about 15 minutes to read. In the book is a key that you use to take an online exam which takes about 30 minutes to complete. The output consists of two reports, one brief and one more detailed. The brief form talks about the individual\'s five primary strengths (or themes as the author sometimes calls them) out of a total of 34 possible choices. The detailed report also adds suggestions for how to work with people of other strengths. The individual strengths are explained in detail in the book as well along with some suggestions for working with someone who has that strength. The suggestions are helpful because it helps each team member understand their teammates better and how to better relate to your teammates\' strengths.\n\nSo for a quick overview on a low budget, get some copies of the book, take the assessment and share the results with your team. In no time you will have a common language and everyone on your team will be a bit more engaged simply because you know and are trying to help engage them at their areas of greatest strength. This is an inexpensive, quick, effective way to create a common strengths-based language and understanding for you and your team.\n\nI should point out that there are many more expensive and more extensive tools, if you have the time and budget. Also, the entire discussion on strengths is much less complex than a discussion on values or motivations. We\'re going to talk about a tool I can recommend in the area of values in my next post.\n\nFor strengths evaluations, have you used this tool or some others? What did you think? What other tools do you use or recommend?\n\n&nbsp;', 'Leaders Know Their Team&#039;s Strengths', '', 'publish', 'open', 'open', '', 'leaders-know-their-teams-strengths', '', '', '2009-07-13 17:37:53', '2009-07-13 22:37:53', '', 0, 'http://leadchangegroup.com/?p=717', 0, 'post', '', 24),
(746, 243, '2009-07-21 16:00:19', '2009-07-21 21:00:19', 'A month or so ago, I posted an article called \"<a title=\"Lead Change Blog - What Grabs You?\" href=\"http://leadchangegroup.com/what-grabs-you/\" target=\"_self\">What Grabs You</a>?\" I talked about leading from what\'s most important to you.  Your values determine the direction of your leadership. People are less likely to follow someone who doesn\'t know what he stands for.\n\nValues, or those things we treasure, those things important to us, explain the reasoning for our behavior. Leaders who lead in a manner consistent with shared values are trusted leaders.  We\'re attracted to leaders with focus as long as we share the same values.\n\nIndividually, we can each lack focus to the degree our values are unclear. Let me explain. I would like to weigh less. I also like ice cream. A healthy body and emotional fulfillment from ice cream are related but somewhat opposed to one another. Self discipline has been defined as<!--more--> knowing what you want. If I want to weigh less more than I want to eat ice cream, I reach my objective. But if my desire to weigh less is overridden by my desire for ice cream, well you get the picture.\n\nSo, as a leader and a coach, I\'ve been working on identifying and clarifying my values. This effort goes back several years, but is growing in importance as I\'ve launched into business. I\'ve taken many different personality profiles, strengths assessments, and design tools. The best presented a different perspectives and insight, the worst put me in one or more boxes and categorized me.\n\nMy initial value as stated in What Grabs You is that I value helping people improve their life through their job.  That\'s still good, but it needs more detail. One of my focus exercises is to work on classifying my leadership with six words, as described by <a title=\"John Baldoni on Harvard Business Blog\" href=\"http://blogs.harvardbusiness.org/baldoni/2009/07/how_to_sum_up_your_leadership.html\" target=\"_blank\">John Baldoni here</a>.   The second focus exercise came out of a call I had with a leadership friend I met through Twitter and Linkedin, Susan Mazza of Clarus Consulting. (Susan\'s Twitter ID is <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/susanmazza\" target=\"_blank\">@SusanMazza</a> and her blog is <a title=\"www.randomactsofleadership.com\" href=\"http://randomactsofleadership.com\" target=\"_blank\">Random Acts Of Leadership</a>.) Susan is very perceptive and has many years experience consulting corporations and individuals in leadership development. As this topic came up, she suggested I try a tool that she\'s certified to administer called the NetTPS values tool (<a title=\"www.nettps.com\" href=\"http://www.nettps.com/\" target=\"_blank\">www.nettps.com</a>) developed by PNA Incorporated. This prooved to be just what the doctor ordered.\n\nThe assessment reported on five key areas:\n\n1. A Sense of Direction: Your Personal Goals\n2. Your Habitual Ways of Reaching Your Goals\n3. Motivational Imperatives\n4. Sources of Satisfaction\n5. Fit with Organizational or Team Cultures\n\nI don\'t even recall how long it took me to take the survey, maybe 20 minutes. We scheduled a meeting a few days later to discuss the results. I was initially impressed and surprised by the report. The report is 5 graphs with descriptive legends but very little computer generated text or explanations. Susan walked me through the first section, Sense of Direction, which compared 10 values: Acceptance/Inclusion, Stimulation, Self-worth, Power/Authority, Safety, Order/Meaning, Independence, Security/Well-being, Personal Growth and Conquest. The chart showed my lowest, typical and highest responses in each of these 10 values areas. Susan explained how the graphs provided a relative comparison of the values and their importance to me; so Personal Growth was being compared to Security/Well-being and the other 8 categories.\n\nThe first two graphs depict how my values and motivations compare to one another. Those two graphs also show how flexible some of the values may be. If the range between low and high is broad, I\'m flexible in my needs to fulfill that value. If the range is narrow, I risk applying unhealthy behaviors in either trying to fulfill that value or compensate for inability to do so.\n\nThe third through fifth graphs are radar graphs that show different values and how they relate to one another. This was eye-opening for me because the graphs showed in a very concise manner how my Motivational Imperatives, Sources of Satisfaction and my Fit with Cultures conflict. For example, I value freedom and autonomy but I also value orderliness and structure (a clear conflict). The tension between those two Sources of Satisfaction are clearly reflected on the graph. In a half-page graphl, I understood my motivations and conflicts in a way I never have before. The information was relevant and valuable and presented in a way that didn\'t require hours of study.\n\nBut more than anything else, I was most impacted by the fact that all of the graphs represent a comparison of values and motivations rather than some attempt to classify me. For an individual, values are more meaningful when compared to one another. A value is something I place as more important than other things. Comparing me to people I have no connection with is useless.\n\nThe NetTPS report is quite comprehensive and very informative without hours of commitment. It\'s a wonderful tool for individual insight. And, when considered in a group environment this would provide the additional value of informing, comparing and contrasting each team member\'s values and motivations without a huge time commitment. And Susan provided a detailed perspective into my values and motivations. She delivered the information in a very helpful way. People in the training and development areas may find this a helpful tool in their arsenal. It will help me focus my values and my direction further. Focus is necessary for impact. Tools like this provide necessary input helpful for developing focus. And that\'s a good thing.\n\nCould you stand a little more focus?  Or, since you have it all together, do you have clients or friends that could use more focus?  This is an excellent tool  I intend to involve Susan and this tool with my clients to help them understand their values and lead more consistently.  If you have an interest in that as well, Susan can be reached at <a title=\"Susan Mazza on Twitter\" href=\"http://twitter.com/SusanMazza\" target=\"_blank\">http://twitter.com/SusanMazza</a> and her website is <a title=\"www.randomactsofleadership.com\" href=\"http://randomactsofleadership.com\" target=\"_blank\">http://randomactsofleadership.com</a>.\n\nAlso, if you have other tools you\'d like to share, please add a comment below.  Like I said, this is still a work in progress.', 'Leadership Focus and Values Appreciation', '', 'publish', 'open', 'open', '', 'leadership-focus-values-appreciation', '', '', '2009-07-21 16:00:19', '2009-07-21 21:00:19', '', 0, 'http://leadchangegroup.com/?p=746', 0, 'post', '', 16);
