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(5941, 290, '2011-12-14 06:00:51', '2011-12-14 12:00:51', 'We all have it: <em>pocket change</em>. It is the leftover amount that goes into our pocket or pocketbook. Where it goes from there, who knows.\n\nPocket change is never core to a major purchase yet, as it is collected and stored, we are always amazed about how much we have “saved.”\n\nAs leaders, we talk about change a lot. We talk about how others need to change, and we may talk about how we need to change. Sometimes, it ends there, stored in our words and thoughts, but never immediately put into action. The danger is we become passive pocket change leaders, saving our proposed actions for someone else or banking them for some later “right” time.\n\nOn the flip side is an opportunity that we become leaders who embrace our pocket change, using it to do something more with our time and efforts. We make choices each day in how we use our change, so the question becomes, simply, <em><strong>what type of pocket change leader are you?</strong></em>\n\nIn thinking about this question, it is valuable to break it into three key areas.\n\n<strong>1.) Big Change or Small Change.</strong> Go big, or go home. This is how some approach change. In other words, the changes being proposed and pursued have a large scope, requiring much time and effort to make it happen and stick. The change is transformational, revolutionary… <em>no doubt</em>. People around you will take note of the change underway as well as the end result.\n\nOne the other side of the coin is “baby step” change. Changes made are small in scope, slight improvements that make us better in what we do. People around you may miss the evolutionary adjustments. At one point in time, the small changes add up, and people notice the renovation that has happened.\n\n<strong>2.) Store it or Use it. </strong> We do one of two things with pocket change. We either put it in a jar or we use it. When making changes as a leader, we have a choice as well. We can either put it into action or we can save it for later. The issue with the latter approach is that it may never get used. “Saved for later” turns into “saved for never.”\n\nYes, we can save several smaller changes and implement them together when the time is right. Or, we can take each change step as it becomes apparent.\n\nIf we store a change, then we need to put a process in place that triggers us to use it. If we make the changes as we go, then we need to put a mechanism in place that triggers the recognition of the progress made.\n\n<strong>3.) Value it or Lose it.</strong> Pocket change seems to have lost its value. In a world of card swipes, change is a nuisance. In fact, you may have noticed more change scattered on the ground or around various places, valuable yet unused. People just leave it.\n\nHere, again, is the choice:  Do you value change or not? Do changes get lost in the maze of everyday distractions, or do they carry an importance, regardless of size? We need to recognize the importance of change and grab onto it. Change is always valuable, and the learning and progress it delivers.\n\nIn business or government today, the talk of change is lying around everywhere. We just need someone to pick it up and use it, <em>lead the change</em>. It is the same in our personal and career life. We need to pick up the valuable change insights and lessons we receive, and we need to advance the change to make us better people, contributors, and leaders.\n\nWe need to decide what type of pocket change leader we are. Do we choose to:\n<ul>\n	<li>Take actions to make change – big, small, or both</li>\n	<li>Bundle changes together to adapt, or make the changes as we move forward</li>\n	<li>Value change by leading it or just listening with no intent to use it</li>\n</ul>\nLook around your home and workplace, where do you keep your change? How do you treat change?\n\n<em>What type of pocket change leader are you?</em>\n\n<address><em></em>\n<em>Featured image by <a title=\"Pocket Change image \" href=\"http://www.flickr.com/photos/jarcher/\" target=\"_blank\">on2wheelz</a> via Creative Commons, with some rights reserved.</em></address>', 'Pocket Change Leadership: How Do You Use Change?', '', 'publish', 'open', 'open', '', 'pocket-change-leadership-how-do-you-use-change', '', '', '2011-12-14 06:00:51', '2011-12-14 12:00:51', '', 0, 'http://leadchangegroup.com/?p=5941', 0, 'post', '', 9),
(5943, 281, '2011-12-13 06:01:20', '2011-12-13 12:01:20', '<strong>Whether you are a newly promoted manager, recently hired executive or have been in your position for some time, odds are if you are not ahead of the game, you may make one or more of these potentially costly mistakes:</strong>\n<h3>Mistake #1: Ignoring the obvious</h3>\nWhat it looks like: You are the \"new person on the block\" and there is an unspoken awkwardness between you and your team. A sense of the \"unknown\" and maybe even some mistrust, depending on whose shoes your are filling and how he or she performed.\n\nOur very social brains \"circle\" each other, feeling out the other person. Sounds creepy? No, it is normal for our mirror neurons to want to \"see\" the other person and attempt to predict what you are going to do or say next.\n\nYet, in this process and especially under stress (i.e., the unknown future), our brains often anticipate the worst case scenario, like \"He\'s too quiet ... just like the last boss and we don\'t know what he\'s thinking ... maybe he\'s going to fire us all.\" Or \"She hasn\'t asked us how we have been doing things well around here for years ... she\'s going to just do it her way no matter what we say.\"\n<h3>Mistake #2: Failing to manage your emotions</h3>\nI have seen more senior leaders and CEO\'s have two year old temper tantrums than my own children did at two. Why is this? My experience has been more senior executives get referred for performance coaching than mid-level managers due to their inability to manage their temper. Is it because top executives are unwilling (or unable?) to manage their emotions? Is it because they don\'t see a need to do so and the stress builds up along the way until you explode? Or are managers more afraid of losing their opportunity for promotion if they show their frustration, and are therefore more proactive?\n\nMy guess:  It is becoming increasingly difficult to manage the overwhelming responsibilities and variables inherent in the Top Dog position.  Richard Boyatzis, author of Resonant Leadership and numerous research articles in area of Leadership Developement, describes \"Power Stress\" as a unique stress experienced by leaders who in addition to their everyday stress, feel additional responsiblity for the welfare and well being of others: employees, shareholders, etc. The cost of failing is higher, therefore the stress is higher. Stress results in dis-ease ... put those two words together and you\'ll get the wake up call physically in the form of high blood pressure, heart problems and other stress-related conditions.\n\nBecause of the mirror neurons described earlier, when you are come into the office with a scowl or bark at your staff or worse yet use sarcasm or criticism as a management weapon, because emotions are contagious, you\'ve just infected everyone you come into contact with. Now your staff are \"carriers\" and spread the negativity like the flu to others, including your customers.\n<h3>Mistake #3: Refusing to acknowledge small wins by your team</h3>\nHave you ever noticed it\'s easier to pay attention to what people do wrong than what they do right? This may be for several reasons. First, because our brains are hard-wired to notice the negative more readily and easily (especially under stressful conditions). Second, noticing the negative and ignoring the positive may have been learned. By this I mean your belief that your team doesn\'t need recognition for doing their job, because that is what they are paid to do.\n\nResearch described in Amabile &amp; Kramer\'s book \"The Progress Principle: Using Small Wins To Ignite Joy, Engagement, And Creativity At Work\" demonstrates people NEED to recognize small progress and small wins. It truly is the little positive things that make a big difference in our internal world. Yet, ironically the small wins get overshadowed by the BIG screw ups (or even the little screw ups) we experience throughout the day both in our internal world or external environment.  Small wins win BIG.\n\nSo focus on finding the small wins and acknowledging the progress we make is not a sign of weakness or patronizing ... as long as it is genuinely felt and communicated.\n\nWhat about the other mistakes not on this list? Yes, these are just the top three I\'ve noticed recently with my coaching clients ... what would you add to the list and more importantly what have you done to prevent or resolve the mistake?', 'The Top 3 Mistakes New Managers &#038; Leaders Make ... (from this coach&#039;s perspective)', '', 'publish', 'open', 'open', '', 'the-top-3-mistakes-new-managers-leaders-make-from-this-coachs-perspective', '', '', '2011-12-13 06:01:20', '2011-12-13 12:01:20', '', 0, 'http://leadchangegroup.com/?p=5943', 0, 'post', '', 5),
(5952, 274, '2011-12-09 06:05:20', '2011-12-09 12:05:20', 'As we move closer to the holidays, I find myself reflecting about the places I\'ve been this year — both literally and figuratively: people I\'ve met, lessons I\'ve learned, choices and challenges.\n\nI also find myself thinking about where I want to go next year, as well: in the new business I\'m building, in my family, as a person, and as a professional.\n\nThis reflective, dreaming place is not one I often visit. More often, I am moving too fast to think about these over-arching questions about my own purpose, vision, and direction. Like you, I\'m too busy DOING business to slow down and consider how to grow my business.\n\nThose of us who live in this leadership space strive to be others-focused: thinking about our journey through life in terms what we can give and add to others.\n\nIn doing so, we may neglect to take time to reflect about our own desires and aspirations.\n\nWe may miss the chance to plan and implement the changes and actions that will help us get to where we want to go. And we may miss a larger opportunity to move to a place of greater influence with others.\n\n\"Physician, heal yourself.\"\n\n\"Leader, lead yourself!\"\n\nI want to encourage you to take some time over the next few weeks to ask yourself the questions you may use in coaching others:\n\nWhat is would my ideal life look like? What steps can I take to move closer to that ideal life?\n\nWhat balance is missing in my life? How can I find it?\n\nWhat do I most want to achieve in 2012? How will I achieve it?\n\nFocus determines impact.  Your energy and time are in limited supply.  Once you have answered these questions for  yourself, you will be poised to make a bigger difference in the lives of others, in your life and business.\n\n<em>Kevin Eikenberry wants to help you consider these questions and others as you create the business you desire. I hope you\'ll register and join him for a free 75 minute teleseminar on Wednesday, December 14, 2011 at 8 pm ET. Even if you cannot attend at that time, register and you will receive access to a recording of the call. </em>\n\n<a href=\"http://www.flickr.com/photos/aigle_dore/\" target=\"_blank\">photo credit Moyan_Brenn</a>', 'Looking Back and Looking Ahead', '', 'publish', 'open', 'open', '', 'looking-back-and-looking-ahead', '', '', '2011-12-09 06:05:20', '2011-12-09 12:05:20', '', 0, 'http://leadchangegroup.com/?p=5952', 0, 'post', '', 0),
(5956, 243, '2011-12-10 10:30:19', '2011-12-10 16:30:19', 'Check out this <a title=\"Leaders and the Game of Life by Angela Bisignano Ph.D.\" href=\"http://michaelhyatt.com/leaders-and-the-game-of-life.html\">great post</a> by one of our fellow instigators,  <a title=\"Angela Bisignano’s Website\" href=\"http://www.drangelabisignano.com/\" target=\"_blank\">Angela Bisignano, Ph.D.</a>. She has a doctorate in clinical psychology and an M.S. in ministry. She works as a leadership and life consultant.\n\nHer guest post over on Michael Hyatt\'s blog is titled <a title=\"Leaders and the Game of Life by Angela Bisignano Ph.D.\" href=\"http://michaelhyatt.com/leaders-and-the-game-of-life.html\" target=\"_blank\">Leaders and the Game of Life</a>. It\'s about the need for people to think past \"getting-to-the-top\" and instead, focus on the end.  Like one of the 7 Habits of Highly Effective People, Angela talks about the importance of not just begining with the end in mind, but playing the entire game, your career and your leadership, with the end in mind.  She offers 4 ideas of things you can do now, Contemplation, Commitment, Cost and Courage, that will help you make sure you finish well.\n\nBe sure and <a title=\"Leaders and the Game of Life by Angela Bisignano Ph.D.\" href=\"http://michaelhyatt.com/leaders-and-the-game-of-life.html\" target=\"_blank\">check out the post</a>, follow her on <a title=\"AngelaBisignano on Twitter\" href=\"http://twitter.com/#!/AngelaBisignano\" target=\"_blank\">Twitter</a> or connect with her here on Lead Change too!', 'Playing the Game and Finishing Well', '', 'publish', 'open', 'open', '', 'playing-the-game-and-finishing-well', '', '', '2011-12-10 10:30:19', '2011-12-10 16:30:19', '', 0, 'http://leadchangegroup.com/?p=5956', 0, 'post', '', 0),
(5963, 243, '2011-12-15 07:49:49', '2011-12-15 13:49:49', '<a title=\"Posts on Character-based leadership\" href=\"/tag/character-based-leadership\">Character-based leadership</a> is leading from who you are, not your position or power. Your character creates true influence, especially when your character also includes being competent.  Your rank in the company or your title doesn\'t create real leadership influence, but a substitute influence that manipulates others to do what you want done.  Your true influence comes from the people who volunteer to join you on your quest, from understanding the mission and trusting you have the strategy and the competence to help them get there.\n\nBut character is difficult to know and easy to mask.  We often don\'t know or even like who we truly are.  For me, the real Mike Henry can be much less than I\'d like.  I\'m reminded of the line by Frank Cross (Bill Murray\'s character) from Scrooged. (It\'s at the 9:09 mark in <a title=\"Frank&#039;s closing speech from Scrooged\" href=\"http://youtu.be/pdwCVleGOEQ\">this video</a>.)\n<blockquote><em>It\'s Christmas Eve! It\'s... it\'s the one night of the year when we all act a little nicer, we... we... we smile a little easier, we... w-w-we... we... we cheer a little more.</em> <strong><em>For a couple of hours out of the whole year, we are the people that we always hoped we would be!</em></strong></blockquote>\nCharisma can become a counterfeit for character.  Charisma, defined <a title=\"Wikipedia on Charisma\" href=\"http://en.wikipedia.org/wiki/Charisma\">by Wikipedia</a> as a compelling attractiveness or charm that can inspire devotion in others, can help character-based leaders.  When a leader has charisma, their charm inspires others.  Charisma works like an emotional intelligence that enables leaders to be graceful in relationships.\n\nBut if that charisma masks the truth, it becomes a counterfeit of character.  Our world is one where image matters.  Character-based leaders try to fix the true person, the source of the inspiration, influence and leadership rather than simply trying to mask it.\n\nCharacter is what\'s truly on the inside - the real you.  If we believe in the power of character-based leadership we won\'t substitute charisma.  Our character will dictate the charisma.  Maybe we\'re not very charismatic.  Character-based leaders don\'t need charisma.  Charisma makes a few things easier.  But in the end, true character inspires, especially when bundled with a great idea and excellent execution.  True character creates true influence. To generate influence through any other means is simply manipulation.\n<blockquote>True character creates true influence.</blockquote>\nSo this year, for more than just a couple of hours, I will be the person I always hoped I would be.  I will trust more (and for me that means I will trust Christ more, too).  I\'ve got to risk being vulnerable and I\'ve got to stick with my plans.  I must resist the temptation to change my mind and my commitment and persist with projects and ideas.  I don\'t want to be a quitter.\n\nWhat about you?  You don\'t need permission to lead... you don\'t need permission to change the world, if you start with yourself. If you\'re going to spend more than just a couple of hours being the person you always hoped you would be, what will you change?  Go ahead, ink it below.  And thank you for reading this blog and being part of this group this year.  I appreciate it.', 'Character vs. Charisma in Leadership', '', 'publish', 'open', 'open', '', 'character-vs-charisma-in-leadership', '', '', '2011-12-15 07:49:49', '2011-12-15 13:49:49', '', 0, 'http://leadchangegroup.com/?p=5963', 0, 'post', '', 15),
(5966, 283, '2011-12-15 09:09:20', '2011-12-15 15:09:20', '<a href=\"http://twitter.com/GianaConsulting\">Chery Gegelman,</a> president of <a href=\"http://www.gianaconsulting.com/\">Giana Consulting</a>, provides this week\'s post on SmartBlog for Leadership<em>: <a href=\"http://smartblogs.com/leadership/2011/12/15/why-leaders-need-to-practice-compassionate-accountability/\">Why Leaders Need to Practice Compassionate Accountability</a></em>', 'Why Leaders Need to Practice Compassionate Accountability', '', 'publish', 'open', 'open', '', 'why-leaders-need-to-practice-compassionate-accountability', '', '', '2011-12-15 09:09:20', '2011-12-15 15:09:20', '', 0, 'http://leadchangegroup.com/?p=5966', 0, 'post', '', 0),
(5968, 291, '2011-12-21 13:08:53', '2011-12-21 19:08:53', '<blockquote><em>Many high performers would rather do the wrong things well than do the right thing poorly.</em> Thomas J. DeLong and Sara DeLong, “<a title=\"The Paradox of Excellence | HBR\" href=\"http://hbr.org/2011/06/managing-yourself-the-paradox-of-excellence/ar/1\">The Paradox of Excellence</a>,” <em>Harvard Business Review,</em> June 2011</blockquote>\nLeaders are often <a href=\"http://en.wikipedia.org/wiki/Need_for_achievement\">high achievers</a> who continually grow as professionals. But in many organizations, there are high achievers who are floundering. They’re smart, ambitious professionals who aren’t as productive or satisfied as they could be. Many ascend to leadership positions and reach a plateau in their professional growth.  Throughout their careers, they’ve been told they’re high potentials. They should be <a href=\"http://en.wikipedia.org/wiki/Flourishing\">flourishing</a>, but what I see is that they often let anxiety about their performance compromise their ability to learn and grow.\n\nHigh achievers sometimes have a fear of revealing their limitations and this may cause them to undermine their own careers and hamper their leadership abilities. In my book <a href=\"https://www.createspace.com/3524047\">Smart2Smarter <em>How Emotional and Social Connections Bring Humanity into the Workplace, 2011</em></a><em>, </em>I discuss the skill of reciprocity- the ability to give and receive, lead and be led, teach and be taught.  Social reciprocity  is a must have skill that global employers want - especially from high achievers!\n\nIf you’re a high achiever, then you’re used to winning and accustomed to turning out remarkable performance. Sometimes though, the very <a href=\"http://en.wikipedia.org/wiki/Strengths_and_weaknesses_%28personality%29\">strengths</a> that led you to the fast track can steer you toward poor performance.  So what happens when you’re in over your head or on an accelerating treadmill that’s going nowhere fast?\n\nFor example, when challenged by new technologies or strategic game changes, are you willing to admit the challenge, or do you often refuse to ask others for help?\n\nThere was a recent article on this in <a href=\"http://hbr.org/\"><em>Harvard Business Review</em></a>. High performers exhibit eight typical behaviors, according to authors Thomas J. and Sara DeLong in “<a href=\"http://hbr.org/2011/06/managing-yourself-the-paradox-of-excellence/ar/1\">The Paradox of Excellence</a>” (<em>HBR,</em> June 2011):\n<ol>\n	<li><strong>Driven to achieve results:</strong> Achievers don’t let anything get in the way of goal completion. But they can become so caught up in tasks that colleagues get pushed aside. Transparency or helping others feels like a waste of valuable time.</li>\n	<li><strong>Doers:</strong> Because nobody can do it as well or as quickly as they can, they drift into poor delegation or micromanagement.</li>\n	<li><strong>Highly motivated:</strong> Achievers take their work seriously, but they fail to see the difference between the urgent and the merely important—a potential path to burnout.</li>\n	<li><strong>Addicted to positive feedback:</strong> Achievers care how others perceive them and their work, but they tend to ignore positive feedback and obsess over criticism.</li>\n	<li><strong>Competitive:</strong> Achievers go overboard in their competitive drive; they obsessively compare themselves to others. This leads to a chronic sense of insufficiency, false calibrations and career missteps.</li>\n	<li><strong>Passionate about work:</strong> Achievers feed on the highs of successful work but are subject to crippling lows. They tend to devote more attention to what’s lacking (the negative), rather than what’s right (the positive).</li>\n	<li><strong>Safe risk takers:</strong> Because they are so passionate about success, they shy away from risk and the unknown. They won’t stray far from their comfort zone.</li>\n	<li><strong>Guilt-ridden:</strong> No matter how much they accomplish, achievers believe it’s never enough. They want more. When they <em>do</em> complete a milestone, they don\'t take the time to savor the moment. They expect to be successful, so they deny themselves the chance to fully appreciate the joy of achievement.</li>\n</ol>\nWhat do you think about these traps? Recognize yourself in any of them? I\'d love to hear your comments.\n\n<em>In addition to being a published author, Cynthia and the folks at Workforce Coach Institute teach the skill of reciprocity in their Social and Emotional Intelligence Certification classes.  Contact Cynthia for more information.</em>\n\n<em>Note: This post was originally published on <a title=\"Smarter Workplaces Why High Achievers Flounder\" href=\"http://smart2smarter.com/social-and-emotional-intelligence/smarter-workplaces-why-high-achievers-flounder/\">Cynthia\'s blog here.</a></em>\n\n<span style=\"font-size: xx-small;\">Photo © Yurok Aleksandrovich - Fotolia.com</span>', 'Smarter Workplaces: Why High Achievers Flounder', '', 'publish', 'open', 'open', '', 'smarter-workplaces-why-high-achievers-flounder', '', '', '2011-12-21 13:08:53', '2011-12-21 19:08:53', '', 0, 'http://leadchangegroup.com/?p=5968', 0, 'post', '', 2),
(5973, 274, '2011-12-20 06:05:42', '2011-12-20 12:05:42', '<img class=\"aligncenter size-full wp-image-5975\" title=\"leadershipfreak-3\" src=\"http://leadchangegroup.com/wp-content/uploads/2011/12/leadershipfreak-3.gif\" alt=\"\" width=\"560\" height=\"185\" />\n\n<em>As of January 14, 2012, we\'ve raised over $18,000 for Dan.  Thank you for your generosity.  If you\'d like to help him further, you can <a href=\"mailto:dan@leadershipfreak.com\">contact Dan directly</a>.\n\n<em>Update as of midday on 12/24: in the past 24 hours, we\'ve seen our contributions <strong><em>double</strong></em>, in large part to a sizable anonymous donation. We are at 40% of our goal and we are thankful for a generous friends who are giving to this effort. Will you continue to share and invite others to give to help us reach our goal of $30,000 by January 1, 2012. Read on... </em>\n\nIf you have learned from Dan Rockwell\n\nIf you have been encouraged by his words\n\nIf you have been inspired by his wisdom\n\nIf you\'ve been challenged by his insights\n\nIf you\'ve been motivated by his coaching\n\nIf you\'ve received his generosity\n\nIf you consider yourself a part of his community, his tribe, his online family...\n\nWe invite you to GIVE to help Dan.\n\n<em>We\'re hoping to raise $30,000 <strong>by January 1, 2012, </strong></em>to help Dan with expenses he\'s incurred as a result of a car accident on Sunday, November 21st.\n\nIf each friend who reads and follows Dan\'s blog gives what they can, we\'d reach our goal very quickly.Let\'s join together and make a difference.\n\nWe have a chance to help. We have the chance to make a difference.\n\nTHOUSANDS of people read Dan\'s blog each day. THOUSANDS benefit from the value he shares. If we join together, we can send a powerful statement to Dan about his value to us as a community.\n\nDuring this busy season of giving, <strong>would you take a moment to share a gift with Dan?</strong>\n\n<strong>And, would you be so kind as to share this post with others?</strong> Send a few tweets, share on Facebook or Google+, link to this post from your blog,  or send a link to this post in an email to friends. We would appreciate whatever you can do to help us involve others in this effort.\n\nThrough the Lead Change Group, we\'ll be able to help Dan through this difficult time. Funds will be directed to Dan through the Lead Change Group, and only a modest amount will be deducted to pay PayPal fees. The rest of the money will go directly to Dan to help with medical bills and ongoing expenses he faces as a result of his accident and injury. <em>And all your gifts through the Lead Change Group are tax deductible. </em>\n\n<em>If you haven\'t heard about Dan and his story, read on for more information...\n</em>\n\nEarly Thanksgiving morning, I received a tweet from my friend Jesse Lyn Stoner, alerting me that our friend, Dan Rockwell, had been seriously injured in an auto accident. Right away, I scoured Dan\'s Facebook page and blog looking for information. A few days earlier on a sunny Sunday morning while driving down a familiar road, Dan\'s truck collided with a tree (he doesn\'t remember the details of what caused the accident.)\n\nThe good news is that, due to quick intervention by medical professionals and God\'s kindness and protection, Dan survived the accident and is on his way to recovery. It\'s been a rough road so far for Dan; he sustained extensive injuries including a shattered hip, broken hand, and injured neck.\n\nI have been privileged to call Dan my friend over the past few years. I met him soon after he started his blog, Leadership Freak. He came out of nowhere and quickly established his blog as one of the most-read and most-loved leadership blogs. He\'s created an amazing community of readers, fans, and followers.\n\nWhat has most impressed me about Dan, from our first phone call in the early 2010, is his unending generosity to others. Dan never stops looking for ways to add value to others. I watched as he increased his blog posts from five days a week to seven in his quest to continue to bring his encouragement, insight, and wisdom to his readers. His consistency and dedication are unparalleled.\n\nDan has given so much to me; he\'s given so much to all of us who are blessed to interact with him online.\n\n<strong>We now have a unique opportunity to give back to him.</strong>\n\nDue to the accident, Dan is facing huge financial burdens — out of pocket expenses for his medical bills and other expenses related to his hospitalization, rehabilitation, and recovery.\n\n<strong><em>Will you give, today, to help meet the need Dan and his family are facing? Let\'s join together and show our love, care, and appreciation to Dan.</em></strong>\n\nAlso, stop by <a href=\"http://facebook.com/leadershipfreak\">Dan\'s Facebook Page</a> and give him your get well and Merry Christmas wishes too!\n\nMany thanks to Lolly Daskal, Jesse Lyn Stoner, and Mike Henry who have worked with me to bring this together. Also, thanks to <a href=\"https://www.facebook.com/AnthonyMejeanGraphicDesign\" target=\"_blank\">Anthony Mejean</a> for donating his talent to our cause in creating the graphic. <strong><em>\n</em></strong>', 'A Chance to Make a Difference for Dan Rockwell', '', 'publish', 'open', 'open', '', 'time-to-give-back', '', '', '2011-12-20 06:05:42', '2011-12-20 12:05:42', '', 0, 'http://leadchangegroup.com/?p=5973', 0, 'post', '', 23),
(5980, 248, '2011-12-22 06:04:44', '2011-12-22 12:04:44', '\n\nto hear ideas from the Unusual Suspects in your organization\n\nBe relentless in your exploration of what you stand for as a leader\n\nMove on from peers who blindly build support status quo thinking\n\nInvestigate with curiosity ways to re-imagine what works\n\nCommunicate. Connect people to people.\n\nRaise your hand to do something that scares you\n\nShow people you care\n\nJust get started\n\nBuild coalitions of people who want to “do”\n\nListen more. Talk less.\n\nShow that people matter more than process or technology\n\nStir yourself up to change yourself\n\nPost format inspired by Seth Godin\'s <a href=\"http://sethgodin.typepad.com/seths_blog/2011/12/insulate-yourself.html\">Insulate yourself</a>\n<p style=\"text-align: right;\">Graphic by Shawn Murphy</p>\n&nbsp;', 'Stir Yourself Up . . .', '', 'publish', 'open', 'open', '', 'stir-yourself-up', '', '', '2011-12-22 06:04:44', '2011-12-22 12:04:44', '', 0, 'http://leadchangegroup.com/?p=5980', 0, 'post', '', 2),
(5982, 243, '2011-12-20 14:55:20', '2011-12-20 20:55:20', 'We were honored to be listed (#30) along with 49 other blogs on Online Colleges\' 50 Best Blogs for Future Leaders List. There are some old friends on there along with several I\'ve never see before. If you have some time over the holidays, check it out!', '50 Best Blogs for Future Leaders', '', 'publish', 'open', 'open', '', '50-best-blogs-for-future-leaders', '', '', '2011-12-20 14:55:20', '2011-12-20 20:55:20', '', 0, 'http://leadchangegroup.com/?p=5982', 0, 'post', '', 0),
(5988, 282, '2011-12-26 18:00:22', '2011-12-27 00:00:22', 'Christmas, Hanukkah, the whole holiday season... it\'s supposed to be a time for love, for giving, for \"peace on earth, good will toward men.\" But if that\'s so, what\'s with all the hand gestures in the mall parking lot? Are the screaming fits at the Return/Exchange counter really necessary? Isn\'t there a better way to celebrate the Yuletide without having trampled toddlers and psycho  shoppers on Black Friday at 4 AM store openings? So how do we \"normal\" people bring some sanity back to the season?\n\nSeriously people, can\'t we slow it down just a bit, take a deep breath and accept the fact that all of us want to have a happy holiday season? Even the pushy lady in the toy department aisle who snatched the last Rock Star Elmo doll and the line cutters at Wal-Mart share the same goal. They just want to get it all bought, wrapped and delivered before the big day arrives, because they want to show someone special in their life that they care.\n\nBut we\'re not going to change the abrupt and demanding tactics they use to make their Christmas dreams a reality. So maybe it has to <strong>start with us</strong>, with you and me. Someone has to start the change, to redeem the holiday, to genuinely live out the spirit of Christmas.\n<h2>But how do WE do it?</h2>\nWE smile at the guy who steals the spot in the parking lot we were waiting on, and wave at him using all five fingers.\n\nWE let the person with two items go in front of us when our cart is filled to the brim.\n\nWE show a little perspective when faced with shopper stalemate. When we see that a crazed last minute shopper is vying for the same item we\'re after, WE let them have it... No, not a punch in the face, but the item on the shelf!\n\n<a href=\"http://leadchangegroup.com/wp-content/uploads/2011/12/2202186-2-peace-on-earth.jpg\"><img class=\"alignleft size-medium wp-image-5990\" title=\"2202186-2-peace-on-earth\" src=\"http://leadchangegroup.com/wp-content/uploads/2011/12/2202186-2-peace-on-earth-300x245.jpg\" alt=\"\" width=\"300\" height=\"245\" /></a>WE take that precious 30 seconds out of our day and with the Salvation Army bell ringer, the cashier at Macy\'s, the stock boy at Target, the waitress in the packed out restaurant or the bedraggled Mom trying to make a Christmas miracle happen with a tight budget &amp; four children in tow... and as we pause with each, look them in the eyes, and wish them a heartfelt \"Merry Christmas\"...\n\nPeople want a happy holiday... they want a Merry Christmas... and they are working like crazy to make it happen. But think back to that night long ago about the message the angels brought to the shepherds. It wasn\'t \"happy holidays\" or \"Merry Christmas.\" It was \"peace on earth, goodwill toward men.\"\n\nMaybe that\'s how we can make a difference this season, and help bring some sanity back to this holy time. Let\'s help bring \"peace on earth\" one kind word, one thoughtful deed, one embrace or smile at a time.\n\nLead out... make a difference this holiday season... you may not be able to change the entire world, but you can change one person\'s world, if only for a moment. Wish them a Merry Christmas, but BE the \"peace on earth\" for that moment in their life that the season is meant to embody.\n\nMerry Christmas everyone... May your Christmas season be filled with love, blessings, family and joy... but most of all, may it be filled with peace.', 'Tis the Season... for Crazies, for Brawls and for Holiday Jeers?', '', 'publish', 'open', 'open', '', 'tis-the-season-for-crazies-for-brawls-and-for-holiday-jeers', '', '', '2011-12-26 18:00:22', '2011-12-27 00:00:22', '', 0, 'http://leadchangegroup.com/?p=5988', 0, 'post', '', 0),
(5996, 268, '2012-01-05 06:00:09', '2012-01-05 12:00:09', 'You’ve heard the adage, “A picture is worth a thousand words.”\n\nTake a close look at this photo. Gnarled, exposed roots cling to a hillside. Any observer can see this pine tree is compromised. A windstorm will take it down. It’s just a matter of time.\n\nThis tree tells a cautionary tale for Corporate America.\n\nHere’s the story, and I’ll explain how it relates to you.\n<h3><strong>Do you want to repeat history?</strong></h3>\nStarting in the 1860s, gold-seekers used a variety of methods to extract fortunes from rich deposits in Breckenridge, Colorado. As new technology became available, mine owners implemented it with gusto.\n\nThis picture comes from Iowa Hill in Breckenridge, where the technique-de-jour was hydraulic placer mining. This involved scouring hillsides with a high-pressure water cannon. In addition to releasing gold, the process washed away vast tons of top soil. Though the practice was discontinued over 100 years ago, the environment has not recovered. Exposed tree roots like these are common in the area, because of inadequate top soil. These weakened trees have created a foothold for the pine beetle infestation that is destroying Colorado forests.\n\nIn nearby French Gulch, visitors can view a different type of damage: seemingly endless stretches of 15-foot-tall rock piles. From 1898 to 1942, large dredge boats extracted ore from area streams. According to the Breckenridge Heritage Alliance, the two-story boats “removed all vegetation and buildings in their path. The riverbed was literally turned upside-down,” leaving behind ribbons of rock piles and toxic pollution.\n\nToday, 70 years later, the water in French Gulch is still too polluted to sustain fish. And an expensive water treatment plant keeps French Gulch contaminants out of Denver’s water supply (yes, Denver: over an hour away).\n\nGenerating financial returns was the name of the game then. And it still is today. A few people became alarmed about the environmental consequences in Breckenridge, but not enough to stop the mining operations.\n\nToday, companies are alarmed by dwindling employee engagement—but apparently not enough to stop the <a href=\"http://leadchangegroup.com/9-ways-to-sink-employee-engagement/\">practices that are contributing to low engagement</a>.\n<h3><strong>Expanding your analysis</strong></h3>\nYour corporate culture is your soil. It’s where your employees grow or wither. Are you cultivating it? Or are you washing it away in your quest to maximize this year’s profits?\n\nNearly every organization imagines its future balance sheet. You say, “If we choose X course of action, here is our best estimate of what our profits and expenses will look like over the next five years.”\n\nBut in too many enterprises, the discussion looks only at discrete, line-item expenses—without adequately analyzing the potential fall-out from tinkering with those expenses.\n\nConsider, for example, your employee benefits. If you ask workers to pay more, your balance sheet will look rosier in the short-term. However, you risk unleashing a cascade of new costs and consequences that can wipe away your savings figure and leave you with a net cost.\n\nWhat if your top talent feels nickel-and-dimed and an employee exodus begins? Suppose your best R&amp;D people join the competition and create your industry’s next big product? Could you still compete? Could you woo braniacs, or will they steer clear of your organization, which now has an entrenched reputation of focusing on profits more than people?\n\nYou might argue that low employee engagement isn’t in the same league as a devastated landscape. You might even say it’s a necessary price for progress.\n\nBut ask yourself, “Are our gold-mining practices washing away our top soil and compromising the long-term viability of our organization?”\n\nAre you sufficiently analyzing cause-and-effect contingencies in your corporate decision-making? Or are you too lulled by gold’s lure to see the damage you are creating?\n\n<em>Appreciation to Mike McManus of the Breckenridge Heritage Alliance. He’s a retiree from the corporate world, who is guiding historical tours as a second act. Go with him to French Gulch or Iowa Hill (<a href=\"mailto:mikem@breckheritage.com\">mikem@breckheritage.com</a> or </em>970-453-9767<em>). You’ll walk away with a new perspective on corporate decision-making. </em>', '21st-century leaders make 19th-century mistake', 'Your corporate culture is your soil. It’s where your employees grow or wither. Are you cultivating it? Or are you washing it away in your quest to maximize this year’s profits?', 'publish', 'open', 'open', '', '21st-century-leaders-make-19th-century-mistake', '', '', '2012-01-05 06:00:09', '2012-01-05 12:00:09', '', 0, 'http://leadchangegroup.com/?p=5996', 0, 'post', '', 3),
(6004, 270, '2011-12-29 07:46:34', '2011-12-29 13:46:34', '</strong></p>\nI was a new middle manager on my first trip across the country to the Corporate Office and was seated in the Executive Boardroom for a meeting.  As we were preparing to take a short break, the CEO leaned across the table and asked me, <strong>“Chery, have you shared your vision with your team?”</strong>\n\n<strong>I gulped and immediately thought, “Oh no!  I’m supposed to have one of those?” </strong> (My mind quickly visualized the formal vision statements that are printed and hung on the wall for all to see.)  As I exited the boardroom, I wandered down the hallway wondering what a vision was and how to get one FAST!\n\n<strong>What I did not realize immediately is that I had already pieced together many critical elements in a vision building process:</strong>\n<ul>\n	<li>I knew what the company goals and objectives were for my team.</li>\n	<li>I knew what the company vision was.</li>\n	<li>I knew what the company core values were.</li>\n	<li>I knew that I wanted to create a customer focused, result focused, fun place to work that would provide an opportunity for every person to bring their own personalities, knowledge, experiences and natural strengths to work every day.</li>\n	<li>And I deeply believed that if the team were given the right environment they would achieve amazing things.</li>\n</ul>\n<strong>Several days later I gathered everyone together and shared the question our CEO had asked.  </strong><strong>And then shared this story:</strong>   <em>“We are on a journey together.  We are going to a majestic castle.  It is so far away that I can’t describe it in detail, but on a clear day, the towers and flags that are billowing in the distance are evidence that it exists.  As we journey towards the castle together, we are going to experience new lands, slay dragons, and cross rivers.  Sometimes we will be afraid.  Sometimes we will disagree.  Sometimes we will have more fun than we can imagine.  The journey is whatever we make of it, it is ours to own, ours to experience, ours to celebrate.”  </em>Then we reviewed the organization\'s vision and core values, the department\'s objectives and the desire to create a customer focused, fun environment that would embrace and unleash their individual strengths while building a strong team.\n\nThe <strong><em>castle</em></strong> became the symbol for our goals.\n\nThe <strong><em>foundation of the castle</em></strong> became the symbol of our core values.\n\nThe <strong><em>journey</em></strong><em> </em>served as a dual reminder that:\n<ul>\n	<li>We were on an adventure together and that we needed to be curious, joyful and courageous.</li>\n	<li>No matter how prepared we were there would be times of challenge, defeat and loss, as well as times of discovery, growth, uncommon camaraderie and victory.</li>\n</ul>\n<strong>By consistently focusing everyone on that vision:  </strong>Team-members brought their unique personalities and strengths to the job.  They took ownership of their goals and ownership of opportunities to add value outside of their job descriptions.  They laughed and played a lot.  Sometimes they argued like siblings.   They met and then exceeded their objectives.  They consistently found new ways to do things that added significant value to the organization as a whole.\n\n<strong>And it all started with a simple but powerful question that every leader should be asking before 2012 begins… </strong>\n<p align=\"center\"><strong>“Have you shared your vision with your team?”</strong></p>\n<p align=\"center\"><strong>~~~~~~~~~~</strong></p>\n<p style=\"text-align: left;\" align=\"center\"><strong><span style=\"text-decoration: underline;\">Additional Resources For Greater Success In 2012:</span></strong></p>\n\n<ol>\n	<li><a title=\"Strong Organizational Foundations Are Rooted In Timeless Truth\" href=\"http://www.slideshare.net/CheryGegelman/strong-organizational-foundations-are-rooted-in-timeless-truths\">Strong Organizational Foundations Are Rooted In Timeless Truth</a></li>\n	<li><a title=\"7 Reasons Your Organization Should Take The Air Out Of Its Tires\" href=\"http://www.gianaconsulting.com/blog/would-your-organization-be-more-successful-if-you-took-the-air-out-of-your-tires-\">7 Reasons Your Organization Should Take The Air Out Of Its Tires</a></li>\n</ol>', 'Have you shared your vision with your team?', '', 'publish', 'open', 'open', '', 'have-you-shared-your-vision-with-your-team', '', '', '2011-12-29 07:46:34', '2011-12-29 13:46:34', '', 0, 'http://leadchangegroup.com/?p=6004', 0, 'post', '', 2),
(6013, 281, '2011-12-30 09:58:29', '2011-12-30 15:58:29', '“Once upon a time, two frogs were sitting on a log in the middle of a lake, and one frog decided to jump off, how many frogs were left sitting on the log?”\n\nAnswer: Two frogs.\n\nWhy? The same reason only 3% of the population set and actually achieve their goals or maintain positive, well-intentioned change in the first place.  The frog missed three critical steps of Achieving his Goal: Ask, Announce, Act (and Ask again).\n\nThe frog <em>understood</em> WHY it was a good idea to jump off, because he was an intelligent, high achieving, upwardly mobile frog, he knew there were more opportunities and freedom if he took the leap.  He understood why, and although he did <em>decide</em> … he didn’t take action.  What about following up?\n\nHad the first frog told the second frog he was going to jump off, I would bet he would have followed through on his promise and lived happily ever after.  Does this story sound familiar?  Whoops, wrong story.    That’s enough about frogs …Now let’s make the story relevant.\n\n<strong>Which goals are more important? Strategic vs. Soft Skills?</strong>\n\n<strong><em>“Almost 50% of newly hired or newly promoted leaders quit or get fired before their 18 month anniversary …”  This is not as a result of lack of business savvy or technical skills, but due to lack of interpersonal or communication skills … </em></strong>\n\n<strong><em>“The divorce rate in the US is around 50% …”  As a marriage counselor for 14 years, I will also bet the reason is the same … lack of effective communication skills by one or both parties.</em></strong>\n\nQuestion:  Which is easier for you to achieve:  your company’s strategic goals or your soft skills or interpersonal goals?  “What are ‘personal development goals’ and why would I, Mr. or Ms. Super Successful CEO need them?” you ask? Because you don’t want to be a statistic.\n\nBy lack of interpersonal or soft skills I mean the inability to manage your emotions.  You, who growl and   snap when your assistant forgets an important detail about a meeting.  You, the exhausted Senior VP who feels like you start your day in a 5K jog and feel like you’ve run a marathon by the time 8 pm rolls around.  You, the up and coming leader who promised your son you’d get home in time to see him play baseball and you missed it again.\n\nYes, the human part of the executive equation.  What difference will it make when you have mastered the higher level communication and relationship skills that prevent these conflicts?  You understand why personal skill development is important and may have <em>decided</em> to make a change, but are you ready to take <strong>action</strong> and jump off of the log?\n\nWhat if you had a simple, 3 step strategy to make lasting, positive changes in your actions, your communication style or your interpersonal skills as easily as you develop and achieve your strategic company objectives for 2012?  I said it was simple, I didn’t say it would be easy … Here it is:\n\nAAA:  The Triple Threat Solution … 3 Simple Steps:  Ask, Announce &amp; Act (Repeat).\n\n<strong>Step #1: Ask.</strong>  Ask others what they see you can improve upon.  After all, perception is reality and their perception of how you communicate rather than your perception of how you communicate matters most.\n\n<strong>Step #2:  Announce</strong>.  Tell people what you are working on.  This not only holds you more accountable for change, it also subconsciously invites people to look for and more likely notice the positive change you will be making.\n\n<strong>Step #3:  Act. </strong> Just do it.  Look for opportunities to interrupt an old pattern.  Try taking a few deep breaths next time you feel tense going into a meeting (holding our breath triggers Lizard Brain).  Instead of saying “No” immediately to an idea proposed in a project meeting, take a moment and respond\n“Interesting, let’s consider that idea.”\n\n<strong>Then, repeat #1:  Ask. </strong> Remind others of what you are working on and then check in and ask “How am I doing?”  Where are you inviting them to focus?  Right.  On what you are changing, because otherwise, people may not notice, allowing the negative things you say or do to stand out more automatically.\n\n<em>So, what are your waiting for? </em><strong> Jump!</strong>\n\n(And go ahead and post what change you are willing to be accountable for in the space below.)', 'What Do Frogs Have To Do with Leadership?', '', 'publish', 'open', 'open', '', 'what-do-frogs-have-to-do-with-leadership', '', '', '2011-12-30 09:58:29', '2011-12-30 15:58:29', '', 0, 'http://leadchangegroup.com/?p=6013', 0, 'post', '', 1);
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(6019, 281, '2012-01-03 06:00:49', '2012-01-03 12:00:49', '<strong><span style=\"text-decoration: underline;\">Part 2:  The 3 Step Triple Threat &amp; How Leaders Achieve Goals </span></strong>\n\n<strong><span style=\"text-decoration: underline;\">(<a href=\"http://leadchangegroup.com/what-do-frogs-have-to-do-with-leadership/\" target=\"_blank\">Read Part 1: What do frogs have to do with leadership?</a>)</span></strong>\n\n<strong>Are you an emerging leader or newly promoted leader looking for a goal-setting strategy to make lasting, positive changes in soft skills? Here’s your solution.</strong>\n\n<strong>Part 2 of the 4 part series.  Step #1:  Ask.    </strong>\n<h2><strong><span style=\"text-decoration: underline;\">AAA: The 3 Step Triple Threat… Ask, Announce, Act (Repeat)</span></strong></h2>\nResearch shows only 3% of the population sets and puts their goals in writing.  Of those written goals, I will guess the majority is strategic goals and the minority is in the area of soft skills, specifically interpersonal and communication skills at work.  Why?  While strategic goals may be easier to measure, the interpersonal skills may contribute to leadership success.\n<h2><strong>Step #1: <span style=\"text-decoration: underline;\">A</span>SK </strong></h2>\nTake a poll, choose a goal and define success.  When it comes to how you can improve in the interpersonal department, ask someone who will tell you the truth, because your employees or colleagues may not, even if you do have the courage to ask them (courage is an advanced level skill, by the way).\n\nAll you will say in response to your questions is <em>a genuine, “Thank you.”</em>  No arguing, “yes, but” -ing or coming to your own defense.  Just shut up and listen.\n<ul>\n	<li><em>Take a poll</em>: Ask your family and a close friend or two the first question, <em>“What are one or two areas where you see opportunities for my improvement?”</em></li>\n</ul>\n<ul>\n	<li><em>Chose a goal</em>: You may get several different answers, so pick one that interests you, if possible.</li>\n</ul>\n<ul>\n	<li><em>Define success</em> with the answers to the second question<em>, “What will I be doing or saying that will be a sign to you I am making progress toward my goal?”</em>  Why ask?  First, your close friends and family won’t lie to you because they don’t have anything to lose.  Second, what you think you should do isn’t nearly as important as what others perceive.  Odds are, if your family and friends come up with similar areas of improvement, your employees will agree, too.</li>\n</ul>\nYour action step:  What did you come up with after Step #1:  Ask?  Write it down, or better yet, post it below!\n\n<em> </em><em>Stay tuned for Step #2:  Announce … </em>', 'The 3 Step Triple Threat: Become an excellent communicator to be a better leader', '', 'publish', 'open', 'open', '', 'the-3-step-triple-threat-become-an-excellent-communicator-to-be-a-better-leader', '', '', '2012-01-03 06:00:49', '2012-01-03 12:00:49', '', 0, 'http://leadchangegroup.com/?p=6019', 0, 'post', '', 1),
(6026, 252, '2012-01-11 06:01:17', '2012-01-11 12:01:17', 'I’m working with a client right now who is leading his organization through a massive restructuring.  He engaged me to help with the inevitable human reactions to monumental change.\n\nMy favorite line I heard from him on enabling his employees to accomplish the transition successfully is:\n<p style=\"padding-left: 30px;\">“I can’t just hand them a business card with a new title and expect them to get it.”</p>\nNo kidding.  I’ve seen so many in leadership positions expect a profound change to happen overnight.  Or expect their employees to instinctively know what to do.  Or threaten employees with some version of “Go along or get left behind.”\n\nGreat leaders know that human beings are complex, and that change will come with time.  I’ve heard that it even serves us well that adults don’t change on a dime, or our world would be in chaos!\n\nI’m not saying that you should be spoon-feeding, but there are a few things great leaders know, that enable them to lead their employees successfully through change.\n<h3>1. Humans are not resistant to change just to be difficult.</h3>\n<p style=\"padding-left: 30px;\">Sometimes it is about what academics Robert Kegan and Lisa Laskow Lahey call “competing commitments.”</p>\n<p style=\"padding-left: 30px;\">For example: Your employee is not taking on his new assignment as quickly as you might have wished.  Turns out he does not know how to gracefully transition his old work to the new owner of the work.  He doesn’t want to make his customer feel like he is passing the buck by referring her to the new assignee.</p>\n<p style=\"padding-left: 30px;\">The more you can help your employees notice and identify what might be holding them back, and then coach them to navigate forward, the better and sooner you will reach the desired state.</p>\n\n<h3>2. Humans want to feel confident and competent.</h3>\n<p style=\"padding-left: 30px;\">It is only natural, particularly as adults, to not want to be viewed as fumbling around.  It is easy to psyche yourself out by thinking everyone but you gets whatever this new strategy/ procedure/ thing is.</p>\n<p style=\"padding-left: 30px;\">Engage your employees in discussions, and ask good questions to help them begin to envision how things would work specifically for them, including where they would start, what obstacles they can anticipate, what success would look like.</p>\n<p style=\"padding-left: 30px;\">Don’t let mistakes be viewed as abject failure.  Encourage every sign of progress.</p>\n\n<h3>3.  The more people articulate the vision of the change, the more they own it.</h3>\n<p style=\"padding-left: 30px;\">It\'s hard for humans to disagree with something they already said, especially when you have repeated it to them and made it a point to let them know they \"got it.\"</p>\n<p style=\"padding-left: 30px;\">Get people talking about how they understand the new vision, their role, expectations of them and their objectives.</p>\n<p style=\"padding-left: 30px;\">Once you have given them the message of change, and yes, you have to repeat it, be sure you give them a chance to digest it with <em>every</em> communication.</p>\n<p style=\"padding-left: 30px;\">Design activities and questions that help them verbalize how they understand things.  Help them think out loud.  Listen.  Be responsive when they point out how to improve the process.  Reinforce when they are going the right direction.</p>\nAfter awhile, we as humans begin to act as if the changes were our idea all along.\n\nWhat do you as a great leader <em>know</em> about managing change?\n\n<span style=\"color: #888888;\">Image from Flickr user-id <span style=\"color: #888888;\">Joost J. Bakker IJmuiden</span> CC / 2.0</span>\n\n&nbsp;\n\n&nbsp;', '3 Things Great Leaders Know About Managing Change', '', 'publish', 'open', 'open', '', '3-things-great-leaders-know-about-managing-change', '', '', '2012-01-11 06:01:17', '2012-01-11 12:01:17', '', 0, 'http://leadchangegroup.com/?p=6026', 0, 'post', '', 7),
(6037, 251, '2012-01-10 06:00:04', '2012-01-10 12:00:04', 'This statistic stopped me cold: 60% of the participants in a<a href=\"http://appli7.hec.fr/hrm/diversity/HBR_HEC_Executive_Survey1.htm\"> 2009 international study</a> trusted a stranger more than they trusted their boss. Yikes, how sad.\n\nIn doing a quick mental tally of bosses I’ve had, unfortunately this figure didn’t seem too far off my experience. Many of those bosses didn’t grasp that in times of rapid change and uncertainty (which is the new normal for business) people turn to relationships and those whom they trust.\n\n\"The truth is that trust rules,\" writes Pamela S. Shockley-Zalabak in Building High-trust Organizations. \"Trust rules your personal credibility. Trust rules your ability to get things done. Trust rules your team’s cohesiveness. Trust rules your organization’s innovativeness and performance. Trust rules your brand image. Trust rules just about everything you do.\"\n\nThe handful of bosses from my past who “got it” about building personal trust had mastered these five elements:\n\nBeing a transparent communicator. They came, they listened and they spoke without hidden agendas or ulterior motives. They avoided making bite-you-in-the-butt-later remarks like “This is the last time we’ll have layoffs” or “This is the toughest decision I’ve ever had to make.”\n\nPracticing consistent consistency. There were no say-do gaps because they did what they said they were going to do. And they didn’t hesitate to be tactful in advising their team members of their shortcomings. Problems weren’t glossed over and/or ignored; they were resolved.\n\nDefining clear roles, responsibilities and expectations. They made it clear what they expected you to do and how they generally wanted it done. You knew ahead of time how your performance would be measured. And they trusted you to take care of your job.\n\nApplying equal consideration. These men and women lived out fairness and justice in how they allocated outcomes, dealt with processes and handled interpersonal treatment. There were no favorites or overblown platitudes like “This is the best work I’ve ever seen” or “You’re just the greatest.”\n\nBeing a character role model. Research tells us that perceptions of a leader’s characteristics, things like integrity, credibility and fairness, shape how employees will behave in the workplace. “…individuals who feel that their leader has, or will, demonstrate care and consideration will reciprocate this sentiment in the form of desired behaviors,” writes professor K.T. Dirks. Authentically walking the talk is important.\n\nIs building, maintaining and restoring/repair trust high on your 2012 leadership to do list?', '5 Not-Quite-Rocket-Science Ways to Build Leadership Trust', '', 'publish', 'open', 'open', '', '5-not-quite-rocket-science-ways-to-build-leadership-trust', '', '', '2012-01-10 06:00:04', '2012-01-10 12:00:04', '', 0, 'http://leadchangegroup.com/?p=6037', 0, 'post', '', 11),
(6041, 283, '2012-01-05 08:34:51', '2012-01-05 14:34:51', 'Today\'s SmartBlog for Leadership post is written by Guy Harris, a master trainer and coach with the Kevin Eikenberry Group. Read about his three concepts to remember as you set goals with others so that you create motivation rather than despair.', '3 key concepts for successful goal setting as a leader', '', 'publish', 'open', 'open', '', '3-key-concepts-for-successful-goal-setting-as-a-leader', '', '', '2012-01-05 08:34:51', '2012-01-05 14:34:51', '', 0, 'http://leadchangegroup.com/?p=6041', 0, 'post', '', 0),
(6044, 291, '2012-01-06 06:02:45', '2012-01-06 12:02:45', 'Today we are faced with the pre-eminent fact that, if civilization is to survive, we must cultivate the science of human relationships.   —</em>Franklin Delano Roosevelt, 1945\n\nYour emotions and actions impact those you lead.  Research indicates that a ten percent increase in a<em> perception of</em> a leader who creates a positive emotional work climate results in a three-fold increase in performance output and customer satisfaction.  Individuals receive an emotional signal, good or bad, within the first 30 seconds of meeting you.  The next 30 seconds will either confirm or deny this emotional signal to follow, or not follow, your leadership.  Their decision has everything to do with the positive emotional connection between you and them.  Clients, partners, employees and friends stay in relationships because they feel appreciated, utilized, enhanced and rewarded.\n\nThink about the relationships you left.  You most likely left based on feelings of being limited, exploited, ignored, bored or drained in some way. Reciprocity is not about you or them.  It is about a<span style=\"text-decoration: underline;\"> shared emotional connection </span>that elevates performance FLOW.  It is about US not YOU.\n\nResearch on employee engagement consistently indicates that employees leave bosses that do not inspire a “feel good or positive emotional climate”. When people feel good, they work better, are more creative and productive. Good feelings are like lubrication for the brain – mental efficiency goes up, innovation sparks, residence is strengthened, memory is sharpened, and people understand directions more quickly and make better decisions.\n\n<strong>What can leaders do to hone their reciprocity skills?</strong> According to Lou Cassara, author of <a href=\"http://tremendouslifebooks.org/product/selling-serving-essence-client-creation\">From Selling to Serving, The Essence of Client Creation</a> <a href=\"http://tremendouslifebooks.org/product/selling-serving-essence-client-creation\"> </a> people follow and buy from you due to the positive “emotional pull”.\n\nCassara suggests connecting with at least 5 people you value as a client, leader or peer annually asking them the following 4 questions.\n\n<strong>(1)</strong>    Why did you choose to engage/interact with me?\n\n<strong>(2)</strong>    What values/qualities do we share?\n\n<strong>(3)</strong>    How have I exemplified these values/qualities?\n\n<strong>(4)</strong>    In three words, what’s the value ( personal win)  of our relationship to you?\n\n<strong>(5)</strong>    Do I deliver what I  say I will?  <em>It’s better to under-promise and over-deliver!</em>\n\nThis year, I suggest placing the following sign on your desk, laptop or index card:\n\n<strong>Emotions are contagious!</strong>\n\nI welcome your thoughts @cynthia@smart2smarter.com\n\nMy next blog post with explore how leaders can balance feeling  good with results!', 'Leadership and Emotional Reciprocity', '', 'publish', 'open', 'open', '', 'leadership-and-emotional-reciprocity', '', '', '2012-01-06 06:02:45', '2012-01-06 12:02:45', '', 0, 'http://leadchangegroup.com/?p=6044', 0, 'post', '', 3),
(6047, 267, '2012-01-18 06:01:24', '2012-01-18 12:01:24', 'Ah, the beginning of a new year!\n\nAs the celebrations and parties come to an end, don’t let complacency take over in the office.  While it may seem like you can rely on the recognition and awards you just handed out last month, now you have to back it up.  Instead of viewing this as a chore, consider it an opportunity to build credibility.  NOTE:  Credibility is born from consistency.\n\nHow?  Here are three ways:\n<ol>\n	<li>Be consistent in your praise.  Don’t allow the holiday parties to be the only positive feedback people receive.  Indeed, many are watching to see if the sentiments shared at the party were really sincere.  The best way to prove it was is in the words you share now.  What you celebrate and appreciate is important to the team (and far more influential than the lectures and yelling).  Help people feel positive about the direction you are headed with consistent positive feedback.</li>\n	<li>Be consistent in your gratitude.  Driving towards new goals with an abundance of gratitude enables you to take on the challenges and roadblocks ahead.  Gratitude provides a broader perspective and an ability to be calm, patient, and understanding.  Not only does this enable one to create better relationships, but it also enables similar feelings to spread to others.</li>\n	<li>Be consistent in your humility.  Great leaders are confident enough to be humble.  Surround yourself with great people and give credit for a job well done.  While it may seem easier said than done, remember to go back to rule #2 when this is getting tough.  When you generate an abundance of gratitude, you are able to appreciate others and be perfectly content shining a light on them instead of yourself.</li>\n</ol>\nBottom line: Want credibility?  Be more consistent in praise, gratitude, and humility.\n\n<span style=\"font-size:xx-small;\">Photo iStockPhoto © Jacob Wackerhausen</span>', 'Want Credibility?  Be Consistent.', '', 'publish', 'open', 'open', '', 'want-credibility-be-consistent', '', '', '2012-01-18 06:01:24', '2012-01-18 12:01:24', '', 0, 'http://leadchangegroup.com/?p=6047', 0, 'post', '', 2),
(6050, 243, '2012-01-07 07:20:23', '2012-01-07 13:20:23', 'Our own Instigator, Jane Perdue (<a target=\"_blank\" title=\"Jane\'s Twitter Profile\" href=\"http://twitter.com/thehrgoddess\">@thehrgoddess</a>) has a \"hack\" posted over at Gary Hamel\'s Management Information Exchange titled Square Pegs, Sacred Cows and Starting Over with Leadership that you should check out.&nbsp; Jane has some radical ideas about how to transform some the workplace by overturning some generally accepted practices and sacred cows in modern business.<br /><br />Also, if you\'re a member of MIX, comment on her post or share some resources with Jane.&nbsp; Square Pegs is a finalist for the HCI Human Capital M-Prize on Leadership and your support for her post may just help her claim the prize!&nbsp; Go check it out and add your voice!<br />', 'Hacks and Square Pegs', '', 'publish', 'open', 'open', '', 'hacks-and-square-pegs', '', '', '2012-01-07 07:20:23', '2012-01-07 13:20:23', '', 0, 'http://leadchangegroup.com/?p=6050', 0, 'post', '', 0),
(6053, 281, '2012-01-16 06:00:54', '2012-01-16 12:00:54', '<h2><strong>Are you an emerging leader or newly promoted leader looking for a goal-setting strategy to make lasting, positive changes in soft skills? </strong></h2>\n<h3><strong>Step #2 of </strong><span style=\"text-decoration: underline;\">The 3 Step Triple Threat… Ask, Announce, Act (Repeat)</span></h3>\n<em><strong>(Part 3 of 4)</strong></em>\n\n<strong>Step #2: <span style=\"text-decoration: underline;\">A</span>NNOUNCE </strong>\n\nHow many times have you promised yourself you’ll exercise <em>today</em>, start your diet <em>tomorrow</em>, finish writing that marketing plan by <em>Friday</em> (okay, that’s mine), only to “run out of time” and fail to keep your promise to yourself?\n\nNow, how often do you make a business appointment with a client and fail to show up? Why is it we are willing to fail to follow through with commitments we make to ourselves, yet never in a million years would we “no show” for an appointment with a client or friend?  For two reasons:  we are accountable to someone else and we want to avoid feeling embarrassed (or some other negative emotion).  Accountability means we have some skin in the game ... which can come in several different forms.\n\nIf money matters you will further increase the likelihood you will set and achieve your goals when you have a financial skin in the game.    I have a business-coaching client who was required to improve his mental capacity, problem solving ability and focus to succeed in his next stage of business growth. However, he failed to follow through with an action step for three consecutive weeks.  So we got creative and leveraged what was important to him … cold hard cash.  Because of his financial and relational sense of responsibility, he never missed a coaching appointment with me, so he wrote me a check for his regular coaching session fee of $500.00.  He said, “If I do this by next Tuesday, you give me back my check at our next session.  If I don’t, no matter what the excuse, you cash the check and donate it to a local charity of your choice.”  Another quality of his was he was very honest, however I could also verify whether he followed through or not.\n\nWhat do you think happened?  Right.  He attended his class for several weeks in a row and now is in the routine.  He also asked if I would keep the check in my file so he could keep it as a motivator to get other “someday goals” started.\n\nStep #2:  Announce publicly what you are working on and your specific plans to improve.  In the next post, you’ll discover the secret of why this is <strong><em>the most important step.</em></strong>\n\nIf you aren’t yet ready to pick up the megaphone and make the public announcement, find a mentor, good friend or executive coach you can trust who will be honest with you yet who does not have anything to gain or lose by your action (or inaction).\n\nWho will you ask to hold your feet to the fire?  What will it look like when you have skin in the game?\n\n<em>Stay tuned for the “how to” for Step #3:  ACT</em>\n\n&nbsp;', 'The 3 Step Triple Threat: The courage to say it out loud', '', 'publish', 'open', 'open', '', 'the-3-step-triple-threat-the-courage-to-say-it-out-loud', '', '', '2012-01-16 06:00:54', '2012-01-16 12:00:54', '', 0, 'http://leadchangegroup.com/?p=6053', 0, 'post', '', 0),
(6058, 243, '2012-01-07 15:16:59', '2012-01-07 21:16:59', 'Change is given.  The rate of change varies but change is always happening.  What can you do to expand your leadership impact in the midst of a constantly changing environment?  How can you keep your head and make a positive difference when chaos reigns and people are defensive and fearful?\n\nJoin us in Tulsa at the <strong>TCC Center for Creativity January 26, 2012 from 7:30 AM to 9:00 AM</strong> for a breakfast and discussion on this very topic.  We\'ve got 4 impressive panelists, but the discussion will be open for all.  Cost is $15 and includes a continental breakfast and an energizing dialog on Leading in the Midst of Change.\n<p style=\"text-align: center;\"><a class=\"take_action_button\" title=\"Register Now for Leading In The Midst Of Change\" href=\"http://midstofchangetulsa.eventbrite.com\"><strong>Register Now!</strong></a></p>\n\n<h3>Our Panelists:</h3>\n[box size=\"one_half\"]\n\n<center>Marquetta Finley</center>\n<p style=\"text-align: center;\">CEO / President of the <a title=\"Metropolitan Tulsa Urban League\" href=\"http://www.tauw.org/tauw/Metro_Tulsa.asp\">Metropolitan Tulsa Urban League</a></p>\n<p style=\"text-align: center;\"><img title=\"Marquetta Finley\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/01/Screen-Shot-2012-01-04-at-4.57.21-PM.png\" alt=\"Marquetta Finley\" width=\"102\" height=\"100\" /></p>\n[/box][box size=\"one_half_last\"]\n\n<center>Jean Kelley</center>\n<p style=\"text-align: center;\">Industrial Sociologist and Principal of the <a title=\"Jean Kelley Leadership Alliance\" href=\"http://jeankelley.com\">Jean Kelley Leadership Alliance</a></p>\n<p style=\"text-align: center;\"><img title=\"jmk\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/01/jmk1.jpg\" alt=\"Jean Kelley\" width=\"100\" height=\"100\" /></p>\n[/box][box size=\"one_half\"]\n\n<center>Bob Schooley</center>\n<p style=\"text-align: center;\">Director of Employee and Leadership Development at <a title=\"Cherokee Nation Businesses\" href=\"http://www.cherokeenationbusinesses.com/\">Cherokee Nation Businesses</a></p>\n<p style=\"text-align: center;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2012/01/bobschooley1.jpg\"><img title=\"bobschooley\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/01/bobschooley1.jpg\" alt=\"Bob Schooley\" width=\"100\" height=\"100\" /></a></p>\n[/box][box size=\"one_half_last\"]\n\n<center><strong>Mark Sherwood</strong></center>\n<p style=\"text-align: center;\">Certified Personal Trainer, President and Founder of <a title=\"4E Fitness\" href=\"http://www.4everfitlife.com/\">4E Fitness</a></p>\n<p style=\"text-align: center;\"><a href=\"http://leadchangegroup.com/wp-content/uploads/2012/01/Screen-Shot-2012-01-07-at-6.32.06-AM.png\"><img title=\"Screen Shot 2012-01-07 at 6.32.06 AM\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/01/Screen-Shot-2012-01-07-at-6.32.06-AM-125x125.png\" alt=\"\" width=\"100\" height=\"100\" /></a></p>\n[/box]\n\nThis isn\'t a \"sit-and-listen\" event.  The panelists will participate in a <strong>dialogue with you</strong> about the challenges of leading in the midst of change and how to have a positive impact in uncertain times. You choose your level of involvement!\n\nDon\'t miss this chance to meet and share ideas with other leaders and leadership developers from the Tulsa area.  Join the conversation, share your thoughts and make a difference!\n<h3 style=\"text-align: center;\"><strong>Cost: $15.00 Continental breakfast, juice and coffee will be provided.</strong></h3>\n<p style=\"text-align: center;\">Space is limited!</p>\n<p style=\"text-align: center;\"><a class=\"take_action_button\" title=\"Register Now for Leading In The Midst Of Change\" href=\"http://midstofchangetulsa.eventbrite.com\"><strong>Register Now!</strong></a></p>\n&nbsp;', 'Leading in the Midst of Change', '', 'publish', 'open', 'open', '', 'leading-in-the-midst-of-change', '', '', '2012-01-07 15:16:59', '2012-01-07 21:16:59', '', 0, 'http://leadchangegroup.com/?p=6058', 0, 'post', '', 0),
(6061, 292, '2012-01-12 06:06:57', '2012-01-12 12:06:57', 'Whether you’re male or female, big or small, young or old, it is almost guaranteed that you’re afraid of something. In fact, you probably wouldn\'t admit to some of your fears and may not even be aware of others.  Spiders, cockroaches, snakes, sharks, heights, the dark, small spaces, clowns, the boogeyman, ghosts – just a few of the fears that humans are known to fear. Personally, I am afraid of frogs. I know it sounds silly and ridiculous but it is a true and very real phobia. Living in the wetlands of Florida does not help this situation and I can’t tell you how many times baby frogs have taken up residence on my windshield. Somehow, I have managed to survive all previous frog encounters. But how?\n\nThe answer lies in a little word with big meaning – <a href=\"/tag/courage\">courage</a>. It takes courage to stand up for yourself against your fear. The previously mentioned examples of fear are not only common, but simple. What about the more complex illustrations of fear? – Anxiety, weakness, vulnerability, failure, public opinion, and acceptance. At a young age, we are taught not to succumb to peer pressure and not to follow the crowd. We’ve all heard the infamous “jump off a bridge” lecture, yet we played a game that was actually called “Follow the leader”.  We live in a world that loves to point fingers, laugh at the expense of others, and watch people fail. As a leader, how could one possibly <em>not</em> fear rejection and criticism?\n\nAll successes begin with a fear of uncertainty. Great leaders grab a hold of those fearful situations and muster up the courage to bring them home. Paint this picture in your head – NFL star quarterback is playing his rival team. It’s halftime and the team is down 21-0 because he hasn’t completed a single pass. The fans in the stands are “boo”ing and yelling obscenities at him. Yet, somehow, he manages to step back onto that field and face reality. He knows he has the support of his family, coach, and teammates. Now all he needs to do is make some solid plays and prove to the fans that he is getting paid millions of dollars for a reason. Next thing you know, the superstar quarterback manages to come back from a 21-0 deficit and seal a “W” for his team. Final score: 21-49. The opposing team did not change or lose their skills. So what was the changing factor coming into the third quarter? The quarterback’s courage is what changed.\n\nLeaders and managers are faced with very similar situations on a daily basis, not just on Sundays. Mediocre leaders hold themselves (and others) back by giving in to the fear of criticism and failure. Exceptional leaders thrive on that fear because it means the result is that much more rewarding. If for some reason success does not result, that just means there is a lesson to be learned and there is room to grow. Constructive criticism is a great leader’s best friend. Challenging the status quo and proving the skeptics wrong are what feeds the giant – courage.\n\n<em><a href=\"http://www.notredameonline.com/\"><img class=\"alignright size-medium wp-image-6063\" title=\"nd image\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/01/nd-image-300x88.jpg\" alt=\"\" width=\"300\" height=\"88\" /></a>This article was provided by University Alliance, on behalf of the <a href=\"http://www.notredameonline.com/\">University of Notre Dame’s online certificate program</a>. They offer an executive certificates in leadership, management, and negotiations, with courses geared to improve </em><a href=\"http://www.notredameonline.com/executive-certificates/online-negotiation.aspx\"><em>conflict resolution style</em></a><em>, executive leadership strategies, and intercultural management. For additional course information please vist </em><a title=\"Notre Dame online website\" href=\"http://www.notredameonline.com/\"><em>http://www.notredameonline.com/</em></a><em>.</em>\n\n<span style=\"font-size: xx-small;\">Photo © <a href=\"http://www.fotolia.com/id/26671184\">Vladimir Smirnov - Fotolia.com</a></span>', 'Fear Factor is a Game for Great Leaders', '', 'publish', 'open', 'open', '', 'fear-factor-game-great-leaders', '', '', '2012-01-12 06:06:57', '2012-01-12 12:06:57', '', 0, 'http://leadchangegroup.com/?p=6061', 0, 'post', '', 0),
(6065, 290, '2012-01-09 11:30:22', '2012-01-09 17:30:22', '<strong><em>How is your joy of leadership? How do you know?</em></strong>\n\nAs you read those questions, a third question may arise – What does joy have to do with it? My answer is <em>“everything!”</em>\n\nWhen you think about leading a team, initiative, or organization, does it bring an inner sense of confidence and joy? The answer, I believe, should be “yes, if you are in the right role and have the right approach.”\n\nLeadership is a set of principles and values that are exemplified through your actions. There is a certain centeredness required to deliver an expression of joy in how you lead. In other words, there is an alignment within your soul of acting in a way that is consistent with who you are as a person. If you are leading in a way consistent with your values system, then the expression of this consistency will shine through in your interactions and actions with others.\n\nOn the other side, if you are leading in a way that just doesn’t fit right with your inner values and principles, then you may be reluctant to act and interact with others. You may stay close to your office. You may limit your conversations with others. Dourness will poke through.\n\nNow, you may think you are leading in a good, centered way, yet you may not have developed the right leadership principles and values. You may have gotten off track, or you may stalled in your growth as a leader.\n\nYou may think the joy of your approach is shining through. Others may view it differently, so there is another test that needs to happen. It takes a certain mindfulness to catch this test, meaning you have to focus with complete awareness of the expressions of others around you. Is there true joy and honesty in how they respond to you? Is the joy you feel truly reflected in the people you are leading? If not, your leadership principles and values may be failing an outward test. People are not buying into your approach or your leadership principles.\n\nExpressions to be aware of may be:\n<ul>\n	<li>A look of strain, holding back when interacting with you. They want quick conversations and then leave your presence as quickly as possible.</li>\n	<li>A certain “political” response in their answers, trying to find the right words that walk them through a verbal minefield. Simply stated, they do not want to <em>tick</em> you off with what they are really thinking or what they really need to say.</li>\n	<li>A certain look of fatigue at any time during the day. Now, everyone works hard, so this may be subtle. There is a look of satisfaction in hard work done, and then there is a look of being completely worn-out, emotionally drained.</li>\n</ul>\nThe simple test:  Is the joy you feel in your leadership approach reflected back in the people you are leading? If not, you have a problem.\n\nWe live in challenging times. <em>No doubt.</em>\n\nWe have big problems to solve. <em>Absolutely.</em>\n\nThere are big headwinds blowing our way.  <em>Yes.</em>\n\nWhen thinking about each situation, it should be clear that none of them mean we have to lead un-joyfully. In fact, if there is a time to have the right leadership values and principles, it is in these times!\n\nThis is not about being unrealistic or impractical in what we do. It is about having the right leadership values to get our team from Point A to Point B.\n\nSo, the question is simple, but tough:  Is there joy in your leadership? Do you see the joy of your leadership in the people around you?\n\nIf your answer to either question is “no,” then you need to re-center, re-think, re-consider your leadership style, principles, and values. You need to make the leadership shift and lead with a refreshed joy.', 'The Joy of Leadership', '', 'publish', 'open', 'open', '', 'the-joy-of-leadership', '', '', '2012-01-09 11:30:22', '2012-01-09 17:30:22', '', 0, 'http://leadchangegroup.com/?p=6065', 0, 'post', '', 0),
(6076, 293, '2012-01-30 06:01:37', '2012-01-30 12:01:37', 'I was sitting in a coffee shop writing a post and there was interview going on at the next table. What struck me, as I tried to write, was the amount of time the interviewer spent <em>talking to</em> versus <em>listening to</em> the interviewee. He would ask a question and as soon as she started to reply, he would pick up on a word or phrase and would ‘fill in the blanks’. All she had to do was agree with him. I couldn’t help thinking how well he would think she did with the interview, when in fact, he wasn’t learning much about her at all. That’s when my mom’s advice ricocheted off in my head again –\n<blockquote>You can’t learn anything with your mouth open.</blockquote>\nI know people who get very uneasy when the conversation pauses. They feel like they have to fill to void by speaking themselves, but <strong><em>there are times to speak and times to be quiet and listen</em>.</strong> I know you have to ask questions when interviewing someone, but be patient and give the interviewee ample time to respond – some people actually think about what they say, before they say it. And how <em>they</em> handle the \'awkward pause\' can be foretelling as well.\n\nAnother great time to focus on listening is when you’re networking. Ask questions but let the conversation be more about listening to what they have to tell you, not what you think you need to tell them. Ask questions to figure out what they need or what they are struggling with. Then figure out how you, or your network, can help them solve their problem - not how you can make a sale.\n\nThe concept also applies to your presentation material – put less material on your slides, it forces people to listen to you rather than read. HBB recently blogged about this very thing <a href=\"http://blogs.hbr.org/ashkenas/2012/01/in-presentations-learn-to-say.html\">- <strong>In Presentations, Learn to Say Less</strong></a>. It\'s also a good practice to blank out your screen while you are making your point(s) - your connection with the audience will be much stronger.\n\n<strong>Some people like to talk and some people like to listen - which one are you? and how has that impacted your practice?</strong>\n\n&nbsp;', 'You Can&#039;t Learn Anything with Your Mouth Open', '', 'publish', 'open', 'open', '', 'you-cant-learn-anything-with-your-mouth-open', '', '', '2012-01-30 06:01:37', '2012-01-30 12:01:37', '', 0, 'http://leadchangegroup.com/?p=6076', 0, 'post', '', 4),
(6082, 268, '2012-01-19 06:01:14', '2012-01-19 12:01:14', 'A few days before Christmas, I received a package in the mail—a book with a photo of burned toast on the cover, written by a long-time colleague Ben Snyder. I reluctantly put down an adrenaline-packed adventure novel to scan Ben’s chapter headings. I never got back to the novel.\n\n<img class=\"alignleft  wp-image-6084\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/01/mpb-leadchange12-leighphoto-011212.jpg\" alt=\"\" width=\"200\" height=\"300\" />Ben’s book entirely reframed the employee engagement discussion for me. I have been too busy thinking about <a href=\"../9-ways-to-sink-employee-engagement/\">specific engagement killers</a> and how to rectify them, instead of stepping back and looking at engagement from a “systems” perspective.\n\nMost employees want to do great work and make a difference. When they can’t do their best or don’t see a purpose in their work, they become de-motivated. They show up to perform their jobs, but they’re not 100 percent engaged.\n\nI’ve always viewed low engagement as a two-pronged issue. The corporate culture and/or people management practices are in some way eroding employee enthusiasm.\n\nBen’s book changed my thinking. Engagement is a <strong><em>three</em></strong>-legged stool. When organizations tweak aspects of people management and corporate culture in an attempt to improve engagement, their efforts fall flat because two-legged stools aren’t stable.\n\nThe third leg is “project environment.” Many R&amp;D and IT folks actively think about processes and tools to make projects run smoothly. Most of the rest of us don’t, even though we are doing project work.\n\nWhen employees are unhappy, it’s often because something is amiss on their projects. Maybe chronic deadline pressure is stressing them out. Maybe they can’t get the answers they need to complete their work. Perhaps, they don’t understand your definition of success, and they are fretting about whether their work will meet your expectations. Maybe the project scope keeps changing, so they are working with a moving target and constantly feel off-balance. There are literally dozens of project-related causes for low employee engagement. These project causes may involve people management or corporate culture components, but not always.\n<h3><strong>Give your monster a haircut</strong></h3>\nMany authors have written about people management, project management or corporate culture as separate topics. But Ben’s book ties together all three topics and paints a clear picture of how they interact to nurture (or damage) employee engagement and organizational performance.\n\nHe succinctly explains a wide range of topics, such as:\n<ul>\n	<li>How unwieldy bureaucratic processes develop in the first place (understanding this is a first step to creating simpler, more efficient organizations).</li>\n</ul>\n<ul>\n	<li>How projects develop into overly complex “big, hairy monsters” that devour too many resources and overrun your time estimates (this book provides haircut instructions to tame your monster’s locks).</li>\n</ul>\n<ul>\n	<li>Why “people leave meetings worn out, as though they just went through three rounds in a boxing ring, but actually accomplished very little.”</li>\n</ul>\nHere are a few of my favorite excerpts:\n<ul>\n	<li>“When organizations are at their best, they are hardly noticed. At their worst, they can be as restrictive as shackles and toxic as an oil spill. Organizations can create an emotional tie with people by making them feel comfortable and wanted, or threatened, pushing them to a ‘fight or flight’ response.”</li>\n</ul>\n<ul>\n	<li>When corporate strategy is unclear, “work is a series of non-related events that must be carried out without a higher purpose.” Motion without meaning diminishes morale.</li>\n</ul>\n<ul>\n	<li>“A ‘squeaky wheel’ isn’t the highest priority project. It’s the loudest or most noticed. In many organizations, it gets the grease, while projects with greatest potential to bring about business results get delayed or set aside.”</li>\n</ul>\n<ul>\n	<li>“You thought you ordered chicken. The server brings you rat eyes.” A translator would have prevented this grief. Often, a communication gap exists between a visionary and those responsible for implementation. Assign a good translator to bridge the gap.</li>\n</ul>\n<h3><strong>For executives and managers, not just project leads</strong></h3>\nThe title of Ben Snyder’s book is <em><a href=\"http://everythingsaprojectbook.com/\">Everything’s A Project: 70 Lessons from Successful Project-Driven Organizations</a>. </em>\n\nBen is a masterful systems thinker and CEO of <a href=\"http://www.systemation.com/\">Systemation</a>, a performance improvement firm. He’s also a former baseball pro who played for the Houston Astros, meaning you can expect superb sports analogies.\n\nEach chapter takes five minutes or less to read. And you can read them in any order (almost like surfing the Internet). You’ll chuckle. You’ll cringe. You’ll nod as you see yourself and your company in the case studies and cut-to-the-chase commentary.\n\nTake notes, and by the end, you’ll have a comprehensive list of actions steps to strengthen your enterprise and boost employee engagement.\n\n<a href=\"http://everythingsaprojectbook.com/\">Read this book</a>, get a match and prepare to blow things up.\n\n<em>Disclosure: I have been a contractor to <a href=\"http://www.systemation.com/\">Systemation</a>, Ben Snyder’s company, since 1999. But I am writing this piece on my own, independent of my work there. Thank you, Ben, for your insights and for being an inspiring example. You will give Seth Godin a run for his money.  :-)</em><em>  </em>\n\n<em> </em>', 'Employee engagement: a three-legged stool', 'Many authors have written about people management, project management or corporate culture as separate topics. But a new book by Ben Snyder ties together all three subjects and paints a clear picture of how they interact to nurture (or damage) employee engagement and organizational performance. Read this review, find the book and set fire to the status quo.', 'publish', 'open', 'open', '', 'employee-engagement-a-three-legged-stool', '', '', '2012-01-19 06:01:14', '2012-01-19 12:01:14', '', 0, 'http://leadchangegroup.com/?p=6082', 0, 'post', '', 1),
(6086, 276, '2012-01-23 06:00:42', '2012-01-23 12:00:42', 'Will Lukang, PMP, CSM, CLDC\n\n&nbsp;\n\n\nIn 2000, I left my job at a big five accounting firm because I was frustrated that my career was going nowhere.   Because I was eager to move on, I took an opportunity to go back and work as a consultant.    Two years earlier, I had quit a consulting assignment to work fulltime to climb the proverbial corporate ladder.   You’ll ask, why go back when I want to move up the corporate ladder?   Back then I made a decision in haste, but looking back I was not sure why. Maybe it was my gut feeling that it was time to move on.\n\nThat move to work as a consultant ended up being the best move of my career.   Someone took me under his wing and invested the time to show me the ropes and the lay of the land of the company.  Back then I had no concept of mentoring, but I was truly thankful and felt blessed.   Being technically strong in getting my job, I lacked the skills needed to succeed in the long run.   I would not have worked for the manager if not for the dot-net boom that led to the departure of most of the members of the team.   When he was introduced to the team, he came across as down to earth and made a good impression to the remaining members of the team.\n\nAfter the initial meeting, I did some research and found out that he’s well respected by a lot of people and known to be a great leader.   During our initial one-on-one, he told me that he wanted me to stay and work for him as he was trying to rebuild the team.   He asked me what I wanted to do and to get back to him.   Since I really wanted to be an employee, I told him on my next meeting that I wanted to have the chance to be the team leader.   He said that he was not sure about it, but was willing to give me a chance.   I was really thankful that he took the chance.  In the end, I spent the best 7 years of my career at that firm.\n<h4>What’s my point for this post?</h4>\n1)      Mentoring is a big part of our progress and success.\n\n2)      By identifying our weaknesses and areas of improvement, we can seek mentors who are proficient in those fields.\n\n3)      It is important to demonstrate to the mentor that you value them and make an effort to seek their advice.\n\n4)      You can have more than one mentor, because each mentor provides certain expertise that can help you focus on your development needs.\n\n5)      Be mindful of their time and make sure that you write down action items and provide status updates to your mentor. This way they know that you’re not wasting their time.\n\n6)      Mentoring alone will not make you successful; you need to work hard and do your job.\n\n7)      As you benefit from a mentor, pay it forward and mentor other people.\n\nIn closing, a mentor can help you learn more about yourself and develop the necessary skills that can help you in your career.  Do some researches before you seek someone to be your mentor; make sure that you’ll keep the commitment and pay it forward.    A mentoring relationship does not have to be formal.  An informal mentoring relationship is equally valuable, depending on your situation.\n\nGo seek a mentor and mentor others to pay it forward.', 'Mentor…mentor …everywhere', '', 'publish', 'open', 'open', '', 'mentormentor-everywhere', '', '', '2012-01-23 06:00:42', '2012-01-23 12:00:42', '', 0, 'http://leadchangegroup.com/?p=6086', 0, 'post', '', 1),
(6089, 270, '2012-01-13 06:00:54', '2012-01-13 12:00:54', '\nThe Lead Change Group is a global, virtual community dedicated to instigating a Character-Based Leadership Revolution.\n\nThis summer Lead Change Tulsa hosted a panel discussion about Defining Moments in Leadership.  As we engaged with the panelists and the audience, we heard stories about individual choices and workplaces challenges, stories that tested integrity, stories about tough decisions and economic struggle, stories about natural disasters and times of terror.\n\nIn every situation the challenges created stronger and wiser leaders.  Instead of hardening them, each person emerged softer and more at peace with themselves and with the world they live in.  They said things like this…\n<ul>\n	<li>\"My priorities became clear.\"</li>\n	<li>\"I learned that I am not defined by role or my workplace; but by every little choice that I make and the lives that I touch.\"</li>\n</ul>\n<strong>Without exception everyone one of them emphasized the elevated importance of their <span style=\"text-decoration: underline;\">families</span>, their <span style=\"text-decoration: underline;\">friends</span> and the <span style=\"text-decoration: underline;\">people</span> they come in contact with daily.  </strong>\n\nOn Sunday and Monday of this coming week many of us will pause to remember a man who had clear priorities.  A man that was defined by the choices he made and the lives he touched.  A man that lead a revolution so that his children would one day be judged by the content of their character instead of the color of their skin.\n\nAs we pause to honor his memory, I would like to challenge you with three questions that were so convicting the first time I read them it was almost hard to breathe.  Three questions that still take me to my knees every time I think about them.  Three questions have the power to become <strong>A Defining Moment For You</strong> ~<strong><em> if you let them</em>:</strong>\n<ol>\n	<li>Had you been in Germany in World War II, <strong>would you have taken a stand against Hitler?</strong></li>\n	<li>Had you lived in the South during the civil rights conflict, <strong>would you have taken a stand against racism?</strong></li>\n	<li><strong>When your grandchildren discover you lived during a day when 1.75 billion people were poor and 1 billion were hungry,</strong> <strong>how will they judge your response?</strong></li>\n</ol>\n<p style=\"text-align: center;\"> <em>“An individual has not started living </em><em>until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.”  </em>Dr. Martin Luther King Jr.</p>\n<p style=\"text-align: center;\"> ~~~</p>\n REFERENCES:\n<ul>\n	<li>Questions from:  <a href=\"http://www.amazon.com/s/?ie=UTF8&amp;keywords=outlive+your+life&amp;tag=googhydr-20&amp;index=aps&amp;hvadid=7172073787&amp;ref=pd_sl_95sxlnzynj_b\">Outlive Your Life</a>, by <a href=\"https://twitter.com/MaxLucado\">Max Lucado</a></li>\n	<li>Quotes from:  <a href=\"http://www.thekingcenter.org/\">Dr. Martin Luther King Jr</a>.</li>\n	<li><a href=\"http://www.thekingcenter.org/\">Defining Moments of Leadership Post</a> by Randy Conley</li>\n</ul>', 'Defining Moments In Leadership', '', 'publish', 'open', 'open', '', 'defining-moments-in-leadership', '', '', '2012-01-13 06:00:54', '2012-01-13 12:00:54', '', 0, 'http://leadchangegroup.com/?p=6089', 0, 'post', '', 2);
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(6096, 289, '2012-01-20 06:02:22', '2012-01-20 12:02:22', 'There\'s a cottage industry called \"coaching\" that\'s sprung up over the last few decades (it\'s quite a <em>large</em> cottage, but still). On the surface there\'s nothing wrong with this. But I have come to believe that the fact this industry <em>exists at all</em> is an indication of a dirty and not-so-little business secret.\n\nBefore I go any further into my main argument, I want to say one thing -- <em>I love coaches</em>. I have many friends who are coaches of all kinds (executive, internal, life, you name it), employ all sorts of coaching methodology in <a href=\"http://strengthsdoctors.com\" target=\"_blank\">my consulting practice</a>, and while there are many groups that one can affiliate with, I typically identify most strongly with coaches.\n\nBut I have become convinced the entire reason that this field exists at all is because our organizations have failed at something they were supposed to do.  Our businesses have neglected the \"human\" side of business, thereby creating a hole for \"coaching\" to fill.\n\nAs our companies navigated their way out of the industrial revolution, leaders had to create all sorts of different \"things\" to make our work <em>work</em>. We had to build technologies to help us work better, we had to design buildings to house our workers, and we had to architect management practices to organize our employees. Over the last decades, our technologies and buildings have evolved dramatically, from the telegraph and the factory to the iPhone and the virtual office. Strangely, however, our management practices haven\'t really changed all that much.\n\nWe still treat people as though they are doing one-dimensional work (like moving something along an assembly line), when for most of us work is complex, ever-changing, and multi-dimensional. Because our management practices haven\'t evolved, we continue to treat our people as though they are a cog in a machine -- which generates a slew of behavioral problems.  Problems that coaches are then brought in to fix.\n\nThe hole created by this endemic leadership failure was so huge that an entire industry had to be built to fill it -- an industry we\'ve come to call \"coaching.\"  I don\'t bring this up to place blame or point fingers; I only mention it to illustrate our current situation. This is the world we live in -- but it\'s one that\'s changing quickly.\n\nAs organizational leaders realize what the marketplace now requires from their companies, they will see that there is a <em>tremendous</em> competitive advantage to be found in maximizing the human beings in their organization. (It\'s likely <em><strong>the</strong></em> competitive frontier for the foreseeable future.) This will make maintaining a career as an external coach harder and harder, because businesses will continue to pull back contracted resources for coaching, shifting them to in-house workers. This will happen <em>not</em> because coaching isn\'t valuable, but because the talents coaches bring are SO valuable, they simply can\'t be an <em>external</em> function any more.\n\nBut of course, organizations are only one piece to this puzzle; we also have individuals. The other reality here is that the strengths which make up a coach-type person were simply not valued in assembly line work. Many coaches found this aspect of organizational life so challenging that they decided to venture out on their own, leaving a talent gap in many organizations. This means that when leaders embark down the road of maximizing their people they will quickly discover they don\'t have the right kinds of talent to do it. There will then be opportunities for coaches to go back to \"internal\" work -- but the coaches I know will be reluctant to do this without the promise of a wholly different kind of corporate experience.\n\nWe have before us a tremendous opportunity to reinvent the very fabric of how we organize our organizations. Are you up for the challenge?\n\nImage is from<a title=\"Arlington Cottages on Flickr\" href=\"http://www.flickr.com/photos/jm999uk/48950736/sizes/m/in/photostream/\"> johnmuk on Flickr</a>', 'The Future Of Coaching', '', 'publish', 'open', 'open', '', 'the-future-of-coaching', '', '', '2012-01-20 06:02:22', '2012-01-20 12:02:22', '', 0, 'http://leadchangegroup.com/?p=6096', 0, 'post', '', 7),
(6102, 294, '2012-01-23 13:49:01', '2012-01-23 19:49:01', 'The underlying belief of exhortation is that people simply are not giving it their all, and so management’s job is to entice and encourage people to do a better job than they previously have.  The great search for ways to engage employees involves many well-intended but misguided approaches. Exhortation. Management by objectives. Tools and techniques.  Check out <a href=\"http://www.massingenuity.com/2012/01/22/employee-engagement-by-exhortation/\" target=\"_blank\">my post</a> and see if you agree or disagree with my logic on the topic.', 'Employee Engagement by Exhortation', '', 'publish', 'open', 'open', '', 'employee-engagement-by-exhortation', '', '', '2012-01-23 13:49:01', '2012-01-23 19:49:01', '', 0, 'http://leadchangegroup.com/?p=6102', 0, 'post', '', 3),
(6108, 245, '2012-01-25 06:00:35', '2012-01-25 12:00:35', 'In a blog post titled “<a href=\"http://www.forbes.com/sites/jennagoudreau/2012/01/10/c-is-for-silly-the-new-c-suite-titles/\">C is for Silly: The New C-Suite Titles</a>” Forbes.com blogger <a href=\"http://twitter.com/jenna_goudreau\">Jenna Goudreau</a> explores the proliferation of titles elevating people to “Chief” or “C-level” status. The central premise of her piece was to question the relevance of so-called “vanity” titles like Chief Internal Evangelist or Chief Listener. In Goudreau’s post, marketing and management expert Mark Stevens is quoted as saying of the titling game: “It’s a puppet show. These people have absolutely no power.” He goes on to say that “the only ‘C’s’ with ‘real’ power are the Chief Executive Officer, Chief Financial Officer and, occasionally, Chief Operating Officer.”\n\nWhile I agree that a fancy title doesn’t bestow any more power than say, an awesome designer business suit, I question the assertion that only a “chosen few” have power in an organization. Mr. Stevens’ quote points out a persistent problem of organizational life and one that drives me crazy:\n\n<strong><em>W</em></strong><strong><em>hy do we continue to confer power and prestige at <span style=\"text-decoration: underline;\">only</span> the top of the organization? </em></strong>\n\nPower is defined as “One possessing or exercising influence or authority.\"  So, it’s true that people with “Chief” or “Executive” titles have a higher level of authority than others in their organizations. But there’s a second part to that definition of power— it’s <em>influence</em>. I see the ability to leverage one’s influence as every bit as important as using one’s authority to get things done. And that has nothing to do with a company title.\n\nHere’s a story to illustrate the point:\n\nYears ago, I worked for a large company as a corporate trainer. In the evenings after most of the employees had gone home, I would often stay late to arrange the training room for the next morning’s training class. Over the course of several months, I got to know one of the company custodians, “George.\" He would come in and visit with me as part of his rounds of cleaning the facility. We had a cordial relationship and he confided in me that not many people paid him much attention and he appreciated our conversations. It was only years later that I learned that George was related to “Bill,\" our company’s CEO. I also learned that on occasion, George visited CEO Bill to report anything he observed that he thought the CEO should know and that Bill always listened and often took action.\n\nMany people would say that a company custodian doesn’t have the same “power” as a company CEO. If they define power only by a title and authority, they would be right. If they would look past the titles and into the true meaning of power, they would see influence. And they would see people like George the custodian; people who understand that their title doesn’t define them.  Their ability to make a difference through influence does.\n\n<em>Food for thought:</em>\n<ul>\n	<li>Why does the perception that “only people with ‘C’ titles have power” persist?</li>\n	<li>Have you seen effective ways to diminish this perception in your organization? What’s being done?</li>\n</ul>\n&nbsp;\n\nPhoto credit: istockphoto.com', 'Do CEOs Really Have All the Power?', '', 'publish', 'open', 'open', '', 'do-ceos-really-have-all-the-power', '', '', '2012-01-25 06:00:35', '2012-01-25 12:00:35', '', 0, 'http://leadchangegroup.com/?p=6108', 0, 'post', '', 4),
(6111, 283, '2012-01-19 10:31:15', '2012-01-19 16:31:15', 'This weeks SmartBlog for Leadership post is by Shawn Murphy, president of <a href=\"http://achievedstrategies.com/blog/\" target=\"_blank\">Achieved Strategies</a> and a learning and organizational development consultant. In his article, \"<a href=\"http://smartblogs.com/leadership/2012/01/19/4-choice-leadership-acts-for-2012/\">4 Choice Leadership Acts for 2012</a>,\" Shawn discusses that you have the opportunity for a new start, to positively influence and make where we work better. Read about his 4 choice leadership acts.', '4 Choice Leadership Acts for 2012', '', 'publish', 'open', 'open', '', '4-choice-leadership-acts-for-2012', '', '', '2012-01-19 10:31:15', '2012-01-19 16:31:15', '', 0, 'http://leadchangegroup.com/?p=6111', 0, 'post', '', 0),
(6114, 243, '2012-01-20 13:03:32', '2012-01-20 19:03:32', 'Lead Change Member Dr. Angela Bisignano (@AngelaBisignano) published a challenging <a href=\"http://www.drangelabisignano.com/blog/leadership-influence-and-family/\">blog post recently</a>.  How often do you consider your influence in your family?  Do you work as hard on your leadership at home as you do at the office or in your other social settings?  Check out <a title=\"Leadership, Influence and Family\" href=\"http://www.drangelabisignano.com/blog/leadership-influence-and-family/\">Leaders, Influence and Family</a> over on at <a title=\"Dr. Angela Bisignano\'s Website\" href=\"http://www.drangelabisignano.com/\">www.DrAngelaBisignano.com</a>.\n\n<span style=\"font-size:xx-small;\">Photo by iStockPhoto © Catherine Yeulet</span>', 'Leaders, Influence and Family', '', 'publish', 'open', 'open', '', 'leaders-influence-and-family', '', '', '2012-01-20 13:03:32', '2012-01-20 19:03:32', '', 0, 'http://leadchangegroup.com/?p=6114', 0, 'post', '', 0),
(6124, 295, '2012-01-24 06:02:32', '2012-01-24 12:02:32', 'When I was in my twenties, I heard a speaker discuss a great study that had been conducted. The results of the study continue to influence my life to this day. The study involved fifty people over the age of 90. They were all asked one question:\n\n“If you had your life to do over again, what would you do differently?”\n\nWanting to know, I took out my pen and eagerly began writing, jotting down every word I heard the speaker say.\n\nThree answers were prevalent among the study’s participants. None of which had to do with great personal accomplishments. What they were now considering at the end of their lives was something very different. If they had their lives to live again, they would:\n<ol>\n	<li>take more time to reflect</li>\n	<li>take more risks</li>\n	<li>leave something to be remembered by</li>\n</ol>\nTheir responses are insightful when thinking about legacy and what is important to us. Merriam-Webster’s Dictionary defines legacy as: <em>something transmitted by or received from an ancestor or predecessor or from the past. </em>So what can we learn from those who have gone before us?\n<h4><strong>Take Time to Reflect</strong></h4>\nLife is moving really fast for many leaders. Taking time out of our busy schedules long enough to reflect can be challenging. Yet, thinking about our values, aspirations, passions, and the people we lead and care about are very important when considering legacy. When I think about legacy, I envision what I can pass on that is of value to others.\n\nIf this is something that is important to you then schedule some time to contemplate your life. Begin by taking a mental inventory of your life. Some key domains to think about while contemplating legacy: relational, vocational, spiritual, and community.\n\nThen ponder the following questions:\n<ul>\n	<li>If today were your last day on earth, would you be satisfied with the leadership legacy you are leaving behind? Be honest with yourself.</li>\n	<li>Have you invested your time, energy and resources in the areas that matter most to you?</li>\n	<li>Are you satisfied with what has transpired given your leadership role and the opportunities you have had?</li>\n	<li>Are you content with the investment that you have made in the lives of people that you lead and those who matter most to you?</li>\n</ul>\nIf you said “no” to any of these questions, what adjustments can you make? Write them down.\n<h4><strong>Take More Risks</strong></h4>\nTaking more risks in their lives topped the list for most. Chances are that if you are a leader, you have taken your share of risks. The more pertinent question regarding risks for you as a leader and your legacy might be: Are you taking the <em>right </em>risks? If you feel like there is more to your life than you are presently experiencing, then you may want to consider the following questions:\n<ul>\n	<li>Have you taken many noteworthy risks in your life and leadership or do you have a tendency to play it safe?</li>\n	<li>Have the leadership risks you have taken moved you closer to your life, faith, or career goals or moved you further away?</li>\n	<li>Have you taken more risks based on the expectations of your organization and other people or because you wanted to take them?</li>\n	<li>Are the risks you are taking as a leader fueled more by courage or fear?</li>\n</ul>\n<h4><strong>Leave Something to be Remembered by</strong></h4>\nA third predominant answer: If they had their lives to live over again they would leave something to be remembered by. This response directly speaks to life and leadership legacy.  Think about some of the great leaders who have gone before. What is it about their life, leadership, and legacy that resonate with you? Now is the time to think about what is important to you.\n<ul>\n	<li>What do you want to pass on and leave behind when you are gone?</li>\n	<li>How do you want others to remember you?</li>\n	<li>If you have children, what will you leave behind in them? Will your life reflect a story they will want to tell their children?</li>\n	<li>What are you passing on to the people in your organization or faith community?</li>\n	<li>If you are married, what kind of spouse will you be remembered as?</li>\n	<li>Will you leave behind a contribution that makes this world a better place?</li>\n	<li>If faith is important to you what spiritual legacy will you leave behind?</li>\n</ul>\nYou have the opportunity to impact generations to come with what you invest today. What are you doing today to ensure that you are leaving a legacy worth remembering? You hold the pen that is writing your life story; make it a good one.\n\nWhat are you doing today to leave a great legacy for tomorrow?', 'Leaders and Legacy', '', 'publish', 'open', 'open', '', 'leaders-and-legacy', '', '', '2012-01-24 06:02:32', '2012-01-24 12:02:32', '', 0, 'http://leadchangegroup.com/?p=6124', 0, 'post', '', 9),
(6133, 294, '2012-02-02 06:00:38', '2012-02-02 12:00:38', '“This economic crisis doesn’t represent a cycle,” says Jeffrey Immelt, the CEO of General Electric, about The Great Recession. “It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.”\n\nWe are living in the Age of Mass Customization, a term coined by Stan Davis in his 1987 book <a title=\"Future Perfect\" href=\"http://www.amazon.com/Future-Perfect-Anniversary-Stan-Davis/dp/0201327953/ref=sr_1_3?ie=UTF8&amp;qid=1327260192&amp;sr=8-3\">Future Perfect</a>. The Great Recession may not be what it appears. It isn’t just another cycle, it is the grinding of gears as we shift from 100-years of Mass Production to a new real-time NOW-centric economy.\n\nMass Production, let’s call it THEN, was dominated by Scientific Management as man was viewed as machine and did the work the machines could not. The management class was born with the job of making sure people followed the time-and-motion mandated best practice.\n\nThe shift in the economy demands a shift in how we manage our businesses. We have moved from centralized innovation and decision making to decentralized innovation and decision making.\n\nCould any shift be more radical? Could any shift call more loudly to leaders today that doing business as usual is no longer viable?\n\nMass Production management is a debilitating legacy of employee engagement, essential in a NOW economy. The Gallup Organization reports that only 30 percent of employees find their workplace engaging (meaning, they willingly take action without being told to help the business succeed). The remaining 70 percent show up and do what they are required to do and often less. And the worse news of all is that these numbers have not changed in 25 years.\n\nThe cost of this disengagement is astounding. Research estimates that crossing the chasm between disengaged and engaged adds in excess of $13,000 per employee per year to the bottom line. Employees who take autonomous action, actions they initiate without permission, improve customer experience, grow revenue and reduce costs.\n\nMost organizations have tried repeatedly to engage their people, whether cosmetically (celebrations, espresso machines, suggestion boxes, inspiring visions and related emotion-stirring campaigns, spot bonuses, 360-degree feedback, open door policies, etc.), or authentically (reward and recognition programs, performance management initiatives, team-building, lean programs, Kaizen events, Six Sigma training, management and leadership training, employee engagement programs, problem solving training. The list of attempts could go on for a dozen pages.\n\nJames Carville, the colorful Democratic political strategist gave then presidential hopeful Bill Clinton the famous phrase, “It’s the economy, stupid.” The words stuck and many believe not only had Carville cleverly turned a phrase, but he had also turned the focus of the campaign to an issue that made the once thought unbeatable George H.W. Bush vulnerable. The rest is history.\n\nEmployee engagement is all about the system: the underlying system of management is what determines culture and yes, culture determines the degree to which employees engage. Or, as Carville might advise with regards to the failure to engage employees, “It’s the system, stupid.”\n\nOver 30 years of working this issue as an executive and consultant, I developed the NOW Management System, which I write about in my book <a title=\"Business at the Speed of Now\" href=\"http://www.amazon.com/Business-Speed-Now-Customers-Competitors/dp/1118054016/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1327260247&amp;sr=1-1\">Business at the Speed of Now</a>, published last month by Wiley. The system reliably increases employee engagement.', 'In a NOW World, Employee Engagement is Not an Option', '', 'publish', 'open', 'open', '', 'in-a-now-world-employee-engagement-is-not-an-option', '', '', '2012-02-02 06:00:38', '2012-02-02 12:00:38', '', 0, 'http://leadchangegroup.com/?p=6133', 0, 'post', '', 0),
(6137, 288, '2012-01-27 06:03:01', '2012-01-27 12:03:01', 'Exceptional listening skills can be the difference between a good team and a great team. Genuine listening builds trust, credibility and respect. When you fully listen instead of trying to compose a reply right away, the result is a relevant and on-target response. What you say when you do respond is proof of how well you listen. And of course you can’t expect others to listen to you if you’re not willing to hear them out too.\n\nWe’ve identified 7 types of listeners.  We’ll discuss the first 3 here and come back in a few days with the final four.   Consider the list your “Listener Astrology”.  See if you can find your style and the style of your team in this list.  With each type, we’ve included some tips from <a href=\"http://www.dalecarnegie.com/teamwork-staff-development/\">Dale Carnegie</a> to work toward building better listening skills.<strong></strong>\n<h2><strong> </strong><strong>The “Preoccupieds”</strong></h2>\nPre-occupied listeners come across as rushed and constantly looking around or doing something else.  Also known as multitaskers, they cannot sit still and listen.\n\n<strong><em>Tips</em></strong>\n\nIf you are a “Preoccupied” listener, make a point to set aside what you are doing when someone is speaking to you.\n\nIf you are speaking to a “Preoccupied” listener, you might ask, “Is this a good time?” or say, “I need your undivided attention for just a moment.” Begin with a statement that will get their attention, be brief, and get to the bottom line quickly because their attention span is short.\n<h2><strong>The “Out-to-Lunchers”</strong></h2>\nThese people are physically there for you, but mentally not engaged. You can tell this by the blank look on their faces. They tend to daydream or think about something else.\n\n<strong><em>Tips</em></strong>\n\nIf you are an “Out-to-Luncher”, act like a good listener. Be alert, maintain eye contact, lean forward and show interest by asking questions.\n\nIf you are speaking to an “Out-to-Luncher,” check in with them every now and again and ask if they understood what you were saying. As with the “Preoccupieds,” begin with a statement that will catch their attention and be concise and to the point, because their attention span is also short.\n<h2><strong><em>The “Interrupters”</em></strong></h2>\nThese people are ready to chime in at any given time. They are perched and ready for a break to complete your sentence for you. They are not listening to you because they are focused on trying to guess what you will say and what they want to say.\n\n<strong><em>Tips</em></strong>\n\nIf you are an “Interrupter,” make a point to apologize every time you catch yourself interrupting. This will make you more conscious of it.\n\nIf you are speaking to an “Interrupter,” when they chime in, stop immediately and let them talk, or they will never listen to you.  When they are done, you might say, “As I was saying before…” to bring their interruption to their attention.\n<h2>The Other Four</h2>\nIn my next post, we’ll share the other 4 types of listeners and review some of the best and worst tendencies and practices.\n\nHow do you deal with these three?  Do you have any advice for someone who regularly deals with an Out-to-Luncher?  What about someone who’s boss is an “Interupter”?  What advice would you share?\n\n<span style=\"font-size: xx-small;\">Photo <a title=\"Creative Commons No Derivitives License\" href=\"http://creativecommons.org/licenses/by-nd/2.0/\">CC</a> by <a href=\"http://www.flickr.com/photos/82763263@N00/4255321476/\">B Rosen via Flickr</a></span>', 'Tips for Better Listening based on 7 Types of Listeners', '', 'publish', 'open', 'open', '', 'tips-better-listening-7-types-of-listeners', '', '', '2012-01-27 06:03:01', '2012-01-27 12:03:01', '', 0, 'http://leadchangegroup.com/?p=6137', 0, 'post', '', 0),
(6141, 243, '2012-01-24 13:41:03', '2012-01-24 19:41:03', 'Instigator Jane Perdue (profile, posts, <a title=\"Braithwaite Innovation Group\" href=\"http://www.braithwaiteinnovationgroup.com/\">website</a>, <a href=\"http://twitter.com/thehrgoddess\">@thehrgoddess</a>) and Dr. Anne Perschel (<a title=\"Dr. Anne Perchel\'s website, Germane Consulting\" href=\"http://germaneconsulting.com/\">website</a>, <a href=\"http://twitter.com/bizshrink\">@bizshrink</a>) have recently published an important new research report titled Women and the Paradox of Power: 8 Keys for Transforming Business Culture (scroll down a bit to find the \"Download\" link).  A post that says more about the research paper and has a download link is also located on <a title=\"Get Your Big On - Women and the Paradox of Power\" href=\"http://getyourbigon.com/womenbigblog/research-women-in-business-the-paradox-of-power/\">Jane\'s blog</a>.\n\nLeadership is influence and influence is power.  Power is the capacity to bring about change.  Jane and Anne have identified 5 keys that women must do, and 3 things organizations must do  to begin to close the gender gap.  For the women, you must read the section titled \"Ditch Cinderella.\"  The authors use the story of Cinderella contrasted against the story of Dorothy of the Wizard of Oz to make an interesting point.  Can you guess the contrast?  Check out the report!', 'Women and the Paradox of Power', '', 'publish', 'open', 'open', '', 'women-and-the-paradox-of-power', '', '', '2012-01-24 13:41:03', '2012-01-24 19:41:03', '', 0, 'http://leadchangegroup.com/?p=6141', 0, 'post', '', 0),
(6146, 248, '2012-01-26 06:01:42', '2012-01-26 12:01:42', 'Your computer is a unit. You have an air conditioning unit. Unit is a measurement with a definite value. Engineers have predictably mapped out how your computer and air conditioning unit works and performs under a variety of conditions.\n\nBusinesses have a history of attempting to do the same thing to humans. Sparing you an organizational history lesson, management got a swift kick into high gear by Frederick Taylor who believed people could predictably perform their work on the assembly line.\n\nThe problem inherent in this approach is we don’t perform the same in any condition. We are unpredictable. We don’t like to be told what to do. We don’t respond well to actions that seemingly strip us of positive regard. And yet too many managers still assume their role is imbued with the ability, the right, to command-and-control what, how, when work should be done.\n\nOur organizations, on the whole, are designed to reinforce a top-down approach to getting work done. Such designs develop ivory towers where out-of-touch senior managers rarely interact with “common employees” except for the awkward elevator ride or run-in in the bathroom.\n\nPeople are not units. We cannot turn off opinions, emotions, ideas. We can, however, hold back an opinion, or grow apathetic, and hoard our ideas.\n\nManagers can influence the environment that creates the conditions to unleash talent.\n\nIt doesn’t end there, though. Employees can no longer predictably rebel against management edicts or proclamations. No. That response does nothing but agitate and keep people, teams, and organizations stuck.\n\nThe answer lies in not looking at each other through the labels we place on each other. People are not units. But seeing each other as human beings and starting the conversation about how to better work together. To create different ways to make work great and get work done. In the end, you’ll find that commonalities are abundant.\n\nCertainly the conversation is much easier when managers recognize the breakdowns and initiate the conversation. We don’t have time to wait for epiphanies. The conversation just needs to begin.\n<p style=\"text-align: right;\">Photo courtesy of <a href=\"http://www.flickr.com/photos/botheredbybees/1549913289/sizes/s/in/photostream/\">Bothered By Bees</a></p>', 'People Are Not Units', '', 'publish', 'open', 'open', '', 'people-are-not-units', '', '', '2012-01-26 06:01:42', '2012-01-26 12:01:42', '', 0, 'http://leadchangegroup.com/?p=6146', 0, 'post', '', 6),
(6155, 283, '2012-01-28 09:00:52', '2012-01-28 15:00:52', 'Few of us ever really look forward to or genuinely enjoy group work. It seems like there are always communication issues, or a group member who just doesn’t want to do the work, or who even completely disappears.  Team work is just a fact of life, but you can count yourself lucky if you’ve never had to deal with situations like these 11 really terrible <a href=\"http://www.bestcollegesonline.com/11-unbelievable-group-project-horror-stories\">group project horror stories</a>.', '11 Unbelievable Group Project Horror Stories', '', 'publish', 'open', 'open', '', '11-unbelievable-group-project-horror-stories', '', '', '2012-01-28 09:00:52', '2012-01-28 15:00:52', '', 0, 'http://leadchangegroup.com/?p=6155', 0, 'post', '', 0),
(6158, 296, '2012-01-31 06:02:51', '2012-01-31 12:02:51', 'Change is a healthy part of any enterprise intent on thriving long-term. Failure to adapt eventually means irrelevance, regardless of the organization.\n\nHere are two definitions to start.\n<ul>\n	<li>Mistakes in technique – With any change management effort, plan on mistakes in technique. This is the ‘how’ of change, the specific methods and experiments to move toward the vision. One speaker (I don’t remember his name) compared a technique mistake to accidentally making holes in a boat above the waterline. While not ideal, the boat can take a few without too much trouble.</li>\n	<li>Mistakes in principle – Although techniques can evolve readily, there should be underlying principles that remain constant. For example, team members should treat each other with respect, even when there’s disagreement. To use the boat analogy again, ignoring a principle is like making holes below the waterline. This is much more serious.</li>\n</ul>\nWhile there are several contenders for serious change management mistakes, here are my top three. If left unchecked, each will become an error in principle.\n<h2>Mistake #3 – Lack of Follow-through</h2>\nGood intentions alone are incomplete. Wishing, discussing or even goal-setting for the expected change isn’t enough. One of the comfort zones during uncertainty is to stay busy with outdated activities or simply stay in a planning mode. This may not be from resistance so much as fear.\n\nMost of us like to get As on our tests which means making few or no mistakes. In change management, it’s normal to make mistakes in technique but the follow-through must focus on the goals until reached.\n\n<em>Lesson – Repeatedly explain the ‘why’ of change and give reassurance about mistakes in technique. Be consistent about checking on goal deadlines and agreements. Find those who follow up naturally and appoint them as appropriate. Lack of follow-through will kill a change effort.</em>\n<h2>Mistake #2 – Ignoring Current Culture</h2>\nPeriodically, senior managers mandate big change ‘or else.’ While the commitment is admirable, current culture may see the policy as a win for management and a loss for the workers. Bad move. As one wise mentor said, “Involve them.”\n\nPlease, do not under-estimate the status quo culture. Don’t be afraid but be intentionally wise. Here are some questions to help navigate the risky waters.\n<ul>\n	<li>What are the values of the current culture and will they need to change to ensure success?</li>\n	<li>Where is the overlap between current methods and future techniques?\nWhat is the best way to capitalize on mutual goals?</li>\n	<li>What are the strengths and weaknesses of the change plan? Of the current culture? Pick battles where change is the strongest and status quo is weakest.</li>\n</ul>\nWith any serious change movement, there will be setbacks, mistakes and unexpected obstacles. Activities that might have seemed trivial may suddenly become rallying points for the status quo culture. Keep going, carefully choose battles and take alternative paths as necessary.\n\n<em>Lesson – Be willing to change the change. In other words adapt to the dynamic environment in method while remaining committed to the goals in principle.</em>\n<h2>Mistake #1 – Lack of Timely, Informative Communication</h2>\nI have yet to visit an organization where the majority felt management communicated too much. Ironically, management in the same organizations often feels they communicate well. Why the disconnect?\n\nConsider this context. Most of us are accustomed to more data than we can digest. Do a quick Internet search on any topic and note the number of results (in millions).\n\nGive the team members as many updates as possible and let them filter for their own needs. Formal and informal channels buzzing with information is the life-blood of any change effort. Continually adapt the communication to meet the receivers’ expectations, needs and demands. This dialogue alone can create a healthier work setting.\n\n<em>Lesson - Communicate more than you think necessary ... and remember this is a two-way street.</em>\n\nWhat do you see as the top three change management mistakes?\n\n----------------------\n\nHere is a related article.\n\nProcess Design in Operations Management (business process management) – “We all know there’s design … and then there’s DESIGN! From beautiful houses and buildings to boats – you name it – design makes all the difference in a great or just-ok outcome. Organizations are no different … design matters … a lot.”\n\n&nbsp;\n\nPhoto Credit: Copyright by SFB579 on Flickr. Some rights reserved.', 'Top 3 Change Management Mistakes', '', 'publish', 'open', 'open', '', 'top-3-change-management-mistakes', '', '', '2012-01-31 06:02:51', '2012-01-31 12:02:51', '', 0, 'http://leadchangegroup.com/?p=6158', 0, 'post', '', 1),
(6179, 297, '2012-02-07 06:00:56', '2012-02-07 12:00:56', '<div>\n<p dir=\"ltr\">Michelle Braden, President MSBCoach</p>\n<p dir=\"ltr\"><a href=\"http://www.msbcoach.com/\">www.msbcoach.com</a></p>\n\n</div>\nIt is interesting the lessons we can learn in our day to day activities if we are watching for them.  Last month, I had one of these learning opportunities.\n\nThree years ago I moved to a new city.  It was not until four weeks ago I realized that I don’t know my way around my city very well.  The reason is simple and a little embarrassing.  It is all due to my good friend named Garmin.  For directionally challenged people (such as me), Garmin is a lifesaver; however, it can also create great challenges: mentally checking out while you are driving for one.  You’re driving along and Garmin says, “turn right here,” then “turn left there,” and before you know it... “arriving at destination.\"  You have no idea where you even are or how you go there, but voila!, Garmin says,  \"you have arrived.\"\n\nI realized what a handicap this once great resource had become.  I still don’t know my way around town after three years.  How is that possible?  Do you have a GPS?  Do you use it?  If you do, you know exactly what I am talking about.  What happens if Garmin can’t find the address, stops working, or can’t receive satellite? Has this ever happened to you: Garmin takes you the wrong way, or a long way, or in circles (usually around the airport)?  Now what do you do?  For me, I have found myself “up a creek” because I have checked out, gone on auto pilot and not learned to “think” for directions on my own.\n\nAs I was reflecting on how frustrated I was with myself over this situation, I discovered a parallel between solely relying on Garmin for directions and solely relying on insight from others in leadership, or falling into the trap of doing things “the way they have always been done.\"  When Garmin has not been updated with new routes or street closings, we find ourselves in a great deal of trouble if we do not know the directions. When we rely on doing things just as they have always been done in our leadership, we find ourselves being misdirected, taking the long way around, or just going in circles. Our people see it to and it is a setback.\n\nJust as I realized that I rely on my Garmin so heavily that I am not thinking for myself or learning directions, so must we be cautious not to rely only on what we read, how others lead, what someone else has to say, and/or their lessons learned.  When we do not develop our own leadership style and rely instead on leadership books, theory education and what others do in their leadership; we may find ourselves following blindly along. We are not thinking for ourselves and are just using others to create our leadership direction.\n\nIf we are not aware, we may disengage and we fail to create our own leadership thinking and style.  I call this “leadership autopilot.\"  My Garmin is a great gift to me; however, I have to guard against letting it become my brain for directions.  In the same way, I encourage you to enjoy the gift of great leadership books, mentors and lessons learned from others, but remember to think for yourself. Be aware of the tendency to go on leadership autopilot, doing things the way they have always been done before.  Appreciate the gift, but personally stay in the game.\n\nHere are six tips to avoid leadership autopilot:\n<ul>\n	<li>Schedule times each week to scan the “big picture” and see what is on the horizon with:</li>\n	<li>projects</li>\n	<li>team members</li>\n	<li>stake holders</li>\n	<li>energy levels</li>\n	<li>quality of work</li>\n	<li>finances</li>\n	<li>customers</li>\n	<li>Etc.</li>\n	<li>Remember, ice can sink a Titanic….\n<ul>\n	<li>Know yourself. This includes your strengths as well as the pitfalls you can fall prey to</li>\n	<li>Lead from your values. Any time you have a difficult decision, consult your top five values list to will keep you on track</li>\n	<li>Think before you speak (or act).  You will be amazed and pleased when you recognize the processing that can take place in a few minutes; however, I encourage you to take longer when you can</li>\n	<li>Be open-minded. Guard against prejudging an idea that is different from yours. Practice saying, “Tell me more about that…” or “So how do you see that working….”</li>\n	<li>Recognize when you are mentally checking out and take the necessary time to identify why. Then do something about it</li>\n</ul>\n</li>\n</ul>\nI am sure you have a few other tips to stay engaged and not allow yourself to go on leadership autopilot.  I invite you to share them so we can learn together.\n\nPhoto courtesy of <a href=\"http://www.dreamstime.com/winding-road-imagefree3300626\">Dreamstime</a>', 'Leadership Autopilot', 'Three years ago I moved to a new city.  It was not until four weeks ago I realized that I don’t know my way around my city very well.  The reason is simple and a little embarrassing.  It is all due to my good friend named Garmin.  For directionally challenged people (such as me) Garmin is a lifesaver; however, it can also create great challenges: mentally checking out while you are driving for one.  You’re driving along and Garmin says, “turn right here,” then “turn left there,” and before you know it... “arriving at destination”.  You have no idea where you even are or how you go there, but voila!, Garmin says,  \"you have arrived\".', 'publish', 'open', 'open', '', 'leadership-autopilot', '', '', '2012-02-07 06:00:56', '2012-02-07 12:00:56', '', 0, 'http://leadchangegroup.com/?p=6179', 0, 'post', '', 3),
(6182, 288, '2012-02-03 06:00:01', '2012-02-03 12:00:01', 'The anticipation has been building for the second half of our “Seven Types of Listeners” post.  (<a title=\"Tips for Better Listening from 7 Types of Listeners\" href=\"/tips-better-listening-7-types-of-listeners/\">Check out Part 1 here.</a>) We discussed why listening is crucial to <a href=\"http://www.dalecarnegie.com/workforce-solutions-human-resource-management/\">team development</a>, as well as maintaining other relationships in your life. Did you identify with a listening personality?\n\nAs a refresher, from Part 1, the first 3 types of listeners are:\n<ol>\n	<li><strong><em></em></strong><strong><em></em></strong>The “Preoccupieds”</li>\n	<li>The \"Out-to-lunchers\"</li>\n	<li>The \"Interrupters\"</li>\n</ol>\nThe Remaining 4 types of listeners\n<h2>The “Whatevers”</h2>\nThese people remain aloof and show little emotion when listening.  They do not seem to care about anything you have to say.\n\n<strong><em>Tips</em></strong>\n\nIf you are a “Whatever,” concentrate on the full message, not just the verbal message. Make a point to listen with your eyes, ears, and heart. Pay attention to body language and try to understand why this person wants to talk to you about this issue.\n\nIf you are speaking to a “Whatever,” dramatize your ideas and ask your listener questions to maintain their involvement.\n<h2>The “Combatives”</h2>\nThese people are armed and ready for war.  They enjoy disagreeing and blaming others.\n\n<strong><em>Tips</em></strong>\n\nIf you are a “Combative,” make an effort to put yourself in the speaker’s shoes and understand, accept and find merit in another’s point of view.\n\nIf you are speaking to a “Combative,” when he or she disagrees or points the blame, look forward instead of back. Talk about how you might agree to disagree or about what can be done differently next time.\n<h2> 6.     The “Analysts”</h2>\nThese people are constantly in the role of counselor or therapist, and they are ready to provide you with unsolicited answers.  They think they are great listeners and love to help.  They are constantly in an analyze-what-you-are-saying-and-fix-it mode.\n\n<strong><em>Tips</em></strong>\n\nIf you are an “Analyst,” relax and understand that not everyone is looking for an answer, solution or advice.  Some people just like bouncing ideas off other people because it helps them see the answers more clearly themselves.\n\nIf you are speaking to an “Analyst,” you might begin by saying, “I just need to run something by you. I’m not looking for any advice.”\n<h2> 7.     The “Engagers”</h2>\nThese are the consciously aware listeners. They listen with their eyes, ears and hearts and try to put themselves in the speaker’s shoes. This is listening at the highest level. Their listening skills encourage you to continue talking and give you the opportunity to discover your own solutions and let your ideas unfold.\n\n<strong><em>Tips</em></strong>\n\nIf you are an “Engager,” keep it up.  People truly appreciate this about you and will likely try to follow your example.\n\nIf you are speaking to an “Engager,” take the time to acknowledge their attentiveness. Thank them for their interest in you and your topic.\n<h2>Take Action</h2>\nGive it a shot: Suggest some of these tips during your next <a href=\"http://www.dalecarnegie.com/workforce-solutions-human-resource-management/\">team development</a> meeting (without singling anyone out as a bad listener, of course.) Chances are good that when your team improves its listening skills, it will also increase the quality of engagement and respect, driving toward more unity and success.\n\nAre there any other good or bad listening traits you can think of? Is there an improvement your manager or mother-in-law could make? Join the conversation and let us know!\n\n<span style=\"font-size: xx-small;\">Photo credit www.visioncritical.com</span>', '7 Types of Listeners - Part 2', '', 'publish', 'open', 'open', '', '7-types-listeners-part-2', '', '', '2012-02-03 06:00:01', '2012-02-03 12:00:01', '', 0, 'http://leadchangegroup.com/?p=6182', 0, 'post', '', 3),
(6185, 283, '2012-02-02 08:14:28', '2012-02-02 14:14:28', 'Becky Robinson, director of social marketing for <a href=\"http://kevineikenberry.com/\">The Kevin Eikenberry Group</a> and the owner and chief influence officer of 12 Minute Media, authored today\'s SmartBlog for Leadership, <a href=\"http://smartblogs.com/leadership/2012/02/02/why-becoming-more-like-a-child-will-help-any-leader-achieve-more-goals/\"><em>How thinking like a child can help any leader achieve more goals</em></a>. \"As you look to a new year and new goals, sharpen your pencil, get a clean sheet of paper, and revisit your childhood for a fresh perspective on setting — and achieving — your goals.\"', 'How thinking like a child can help any leader achieve more goals', '', 'publish', 'open', 'open', '', 'how-thinking-like-a-child-can-help-any-leader-achieve-more-goals', '', '', '2012-02-02 08:14:28', '2012-02-02 14:14:28', '', 0, 'http://leadchangegroup.com/?p=6185', 0, 'post', '', 0),
(6188, 294, '2012-02-08 06:00:23', '2012-02-08 12:00:23', 'Employee engagement is the Holy Grail because when it improves so does the customer experience, productivity and revenue. Also when it moves up, costs, absenteeism, turnover, theft, accidents, and defects go down. In the search to drive up employee engagement there have been many alluring paths to explore.\n\nOver the years most organizations have jumped at dozens of programs to boost the degree to which people, their most valuable asset, take initiative and go the extra mile to make improvements. Unfortunately, tools such as lean, Six Sigma and even team-building do NOT transform employee engagement. Repeating a good practice, no matter how much we hope it does, can’t transform an organization. As Einstein put it, <em>“In theory, theory and practice are the same. In practice, they are not.”</em>', 'Employee Engagement By Tools and Techniques', '', 'publish', 'open', 'open', '', 'employee-engagement-by-tools-and-techniques', '', '', '2012-02-08 06:00:23', '2012-02-08 12:00:23', '', 0, 'http://leadchangegroup.com/?p=6188', 0, 'post', '', 2),
(6192, 251, '2012-02-10 06:00:08', '2012-02-10 12:00:08', 'In my leadership book of fair play, one of the basic rules is to praise in public and criticize in private. I firmly believe that making people look — and feel — stupid (regardless how egregious, or not, their offense may be) in front of others serves no one well.\n\nSo imagine my shock and surprise to have a project partner level some hard-hitting criticism my way during a conference call with the project sponsor. We had co-authored a blog piece, passing it back and forth countless times as we edited and refined the content. Finally satisfied with our writing, we had scheduled the call. Just after exchanging pleasantries, my writing partner declares that I incorrectly entered a reference note, used the wrong dash mark, made a grammatical error in the second paragraph and then went on to explain in detail the error of my ways.\n\nFor me, it was one of those moments when the world slows down (like when you know you\'re going to rear-end the vehicle in front of you) and images, thoughts and feelings collide in your heart and mind. Unfortunately, my anger - in its incredible hulk-like intensity - prevailed as these words tumbled out of my mouth in a most sarcastic tone, \"Well, blah-blah name, thanks so much for correcting me...NOW!\"\n\nOne of those epic awkward silent moments ensued. I can only imagine what the third-party on the call must have been thinking.\n\nI\'ve mentally replayed that moment several times. And my reaction is always the same: chagrin and regret that I didn\'t take the high road and simply, and kindly, say \"thank you.\" I let my feelings of having been betrayed and unfairly one-upped win. A real personal leadership no-no.\n\nSadly the world is full of people ready to steam roll over you to increase their standing, so changing that is beyond your control. But, what you do control is your reaction when you\'re unexpectedly and publicly criticized.\n<h5>My three learnings and going-forward tips for handling public criticism</h5>\n<strong>1) Be gracious in the moment</strong>. Responding as I did only resulted in two people — rather than one — rolling around in the mud. My grandma always reminded us that you get more flies with honey than vinegar. That old bromide will never be untrue. The vinegar pourers might get some momentary acclaim and/or notoriety, but take the high road. The spotlight may not shine as brightly there but you know you\'ve done the right thing.\n\n<strong>2) Don\'t completely ignore the criticism, just take it off-line</strong>. Follow-up after the call, meeting or encounter to ask your criticizer for more details and feedback on how to do better in the future. Bring your honey, of course!\n\n<strong>3) Be bold and make the ask</strong>. Your request for future criticism (constructive or otherwise) to be delivered privately might be ignored, but the important thing is that you stuck up for yourself.\n\nBringing civility back starts with me...and you...remembering and committing to taking the high road.', '3 tips for handling public criticism (from someone who wishes she&#039;d done it better)', '', 'publish', 'open', 'open', '', '3-tips-for-handling-public-criticism-from-someone-who-wishes-shed-done-it-better', '', '', '2012-02-10 06:00:08', '2012-02-10 12:00:08', '', 0, 'http://leadchangegroup.com/?p=6192', 0, 'post', '', 10);
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(6200, 283, '2012-02-07 07:59:51', '2012-02-07 13:59:51', 'The February Leadership Development Carnival is up!\n\nWhen you get a chance, take a look at the posts that were contributed. You’ll find that they are not the same-old, same-old, but thoughtful, illuminating ideas and advice that can really make a difference. We’ve witnessed over the last few years perhaps some of the egregious examples of lack of leadership in the world, both in public office and in business. It’s efforts by all of us to create a positive change that will make the difference between a continuation of the status quo and real improvement in the quality of life for workers, our families, and all our fellow citizens.', 'Leadership Development Carnival – Super Bowl Pre-game Edition', '', 'publish', 'open', 'open', '', 'leadership-development-carnival-super-bowl-pre-game-edition', '', '', '2012-02-07 07:59:51', '2012-02-07 13:59:51', '', 0, 'http://leadchangegroup.com/?p=6200', 0, 'post', '', 0),
(6213, 298, '2012-02-16 06:01:35', '2012-02-16 12:01:35', 'In the 1990’s, Daniel Goleman and other authors introduced and popularized the concept of Emotional Intelligence (EI). Goleman, in particular, suggested that EI includes self-awareness, self-management, social awareness, and relationship management (<a title=\"Bring Emotional Intelligence to the Workplace\" href=\"http://www.eiconsortium.org/reports/technical_report.html\">Goleman, Boyatzis, &amp; McKee, 2002</a>).\n\nResearchers studied and successfully promoted the notion that EI is critical to personal and professional success. For example, Goleman cited research indicating that when intelligence test scores (IQ) “are correlated with how well people perform in their careers, the highest estimate of how much difference IQ accounts for is about 25 percent. This means that IQ alone at best leaves 75 percent of job success unexplained (Goleman D. , 2005).”\n\nIt is easy to see that the salesperson who is unable to connect with potential clients or the manager who strikes fear and anger in the hearts of her employees will not be as successful as the person who is able to manage his own emotions and create an emotionally satisfying climate.\n\nSince publication of these EI books and articles, business leaders and workshop presenters have spent countless hours and millions of dollars trying to enhance emotional intelligence in the workplace.  Typically, employees spend one to three days learning about the importance of EI and how to be more emotionally intelligent. They may participate in role-play situations and discuss times when they were or were not successful at recognizing or managing their own or other peoples’ emotions.\n\nHowever, Cherniss, Goleman and other researchers  (1998) went on to study in depth what is required to bring EI to the workplace. They maintain that “it is possible to help people of any age to become more emotionally intelligent at work.” However, they assert that businesses spend millions of dollars each year in non-productive efforts to help employees to be more emotionally intelligent.\n\nThis information has not been as widely circulated, and it is important for leaders and human resource professionals to understand. Their report suggests at least five reasons why EI workshops are likely to fail. Even though it was reported in 1998, the findings are still pertinent. These findings include:\n<ul>\n	<li>Emotional learning is very different from learning physics. The part of the brain that controls emotions (the amygdala) is very different in structure and function than the part of the brain that deals with reasoning and intellect (the neocortex). One learns emotions through repeated social encounters and interaction with other people. One also \"picks up\" the emotions of other people.</li>\n	<li>Emotional reactions and habits are very strong and build over time. One must first unlearn old habits before she can learn new ones. On the other hand, intellectual learning often includes new information, which usually does not require unlearning.</li>\n	<li>Emotions are tied to self-image. Being told that we need to learn a new technology is very different from being told we need to learn empathy. Successful EI training must be particularly sensitive to the emotional needs of participants. That includes building a desire to change and having choices in what and how to learn.</li>\n	<li>Successful change in the realm of EI requires understanding and setting the stage for new learning and new behavior in the work environment. Preparation for EI learning is essential. It is also frequently overlooked.</li>\n	<li>Successful EI change requires coaching or focused follow-up. Participants must have the opportunity to practice effective and emotionally intelligent behavior with others, and they need the opportunity to reflect on new behaviors.</li>\n</ul>\nIn my next post, we\'ll move around to the the positive perspective and I\'ll share a 4-step process for building an emotionally satisfying and productive workplace.  But in the meantime, please share your thoughts on these reasons for failure.  Can you think of any others?\n\nREFERENCES:\n<ul>\n	<li>Cherniss, C., Goleman, D., Emmerling, R., Cowan, K., &amp; Adler, M. (1998). <em>Bringing Emotional Intelligence to the Workplace: A Technical Report Issued by the Consortium for Research on Emotional Intelligence in Organizations</em>. Retrieved from Consortium for Research on Emotional Intelligence in Organizations: <a title=\"Bring Emotional Intelligence to the Workplace\" href=\"http://www.eiconsortium.org/reports/technical_report.html\">http://www.eiconsortium.org/reports/technical_report.html</a></li>\n	<li>Goleman, D. (2005). <a href=\"http://amzn.to/x4BDMr\"><em>Emotional Intelligence: 10th Anniversary Edition; Why It Can Matter More Than IQ</em></a><em>.</em> New York: Bantam Dell.</li>\n	<li>Goleman, D., Boyatzis, R., &amp; McKee, A. (2002). <a href=\"http://amzn.to/z22VMW\"><em>Primal Leadership: Realizing the Power of Emotional Intelligence</em></a><em> .</em> Boston: Harvard Business School Publishing.</li>\n</ul>\n<address>Microsoft Clipart Gallery photograph 00443197.jpg</address>', '5 Reasons Why Emotional Intelligence Workshops Fail', '', 'publish', 'open', 'open', '', '5-reasons-why-emotional-intelligence-workshops-fail-2', '', '', '2012-02-16 06:01:35', '2012-02-16 12:01:35', '', 0, 'http://leadchangegroup.com/?p=6213', 0, 'post', '', 18),
(6217, 276, '2012-02-13 06:00:10', '2012-02-13 12:00:10', 'Have you been passed up for a promotion?  Or seen other people get promoted when you thought you were more qualified?   Do you often wonder why it happened to you?  Is it because you did not work hard enough?  There could be a laundry list of reasons why you did not get the promotion.   But the ultimate goal is to be honest about your skills and understand what is needed to be promoted to the next level.\n\nEveryone starts their career as a single performer.  As single performers, we are judged by our individual contributions and delivery.  By that I mean the body of work you produce pertaining to the position or level that you’re in.   The key to differentiating yourself is learning the business and being proactive in learning new things and seeking assignments that challenge you.\n\nAs you progress in your career, you’ll reach a point where you’ll be leading others.  There could be one or more people reporting to you and you’ll be responsible for a process or system.  You’re measured by your ability to deliver results and manage your small team.\n\nAs you gain more experience in managing people, you’ll see yourself managing large teams and taking on more responsibilities.  At this point, you’ll be measured by your ability to deliver results, influence, negotiate, collaborate, innovate and think in terms of strategy.  Some of you could be great task managers, but there could be instances where your ability to think strategically is what will get you to the next level.   As you can see, each level requires varying skills and capabilities.  Therefore it is important to continue to sharpen our saws and learn new things.\n\nSo, how do we really position ourselves for promotion?\n<ul>\n	<li>Be honest with yourself and analyze your skills.  Once you identify your weaknesses, make sure to find ways to improve your weaknesses.   If you don’t improve yourself, then you’ll really minimize your opportunities.</li>\n	<li>Differentiate yourself from others by learning new things or sharing your knowledge with others.  You want to be known as a reliable person whom they can depend on.  Be consistent and avoid mental lapses that can demonstrate that you don’t have it together.</li>\n	<li>Plan and organize your work. Don’t just fly by the seat of your pants.   Make sure to get the work done based on your work priorities.  Learn to manage your time and coordinate and delegate when needed.</li>\n	<li>Seek to learn new things and improve your skills. One cannot survive by doing the same thing year in and year out and expect to be promoted.  Advancement in technology and changes to business rules provide us with opportunity to learn new things.  Take advantage of such opportunity to show your management that you can push the envelope.  This could also mean going back to school or getting your masters.</li>\n	<li>Share your knowledge. Sometimes people think that if they are the go-to person, they increase their value, but it is the opposite that’s true.  When you don’t have a backup, you end up being stuck in that job and miss out on the opportunities that might otherwise be available to you.  Share your knowledge and empower others.  By far the most important thing to note.</li>\n	<li>Seeking to get to the next level:  Seek to learn what it takes to get to that level.   Rest assured that doing what you’re doing now and applying your current skills will not get you there.  Observe people who are at a senior level and put in the time to learn and expand your knowledge.  Seek a mentor or coach to help you develop your overall capabilities.</li>\n	<li>Give back to your organization. Seek opportunities to help others and work on volunteer projects that can provide you with the opportunity to showcase your skills and interact with other people in your organization.</li>\n	<li>Put your best put forward. No matter what the situation and circumstances that led to you missing out on a promotion, always do your best and never waver.    It does not mean that you cannot be disappointed.  It means that you’ll be consistent and continue to do the right thing because other people in your organization are relying on you.</li>\n</ul>\nThe above list is based on my experiences in my over 21-year career.   Self-improvement often starts with the realization that you need to improve yourself and learn new things.   Commit yourself to learning new things every year and sharing your knowledge.\n\nAt the end of day, you might not attain the level you so desired, but the most important thing is that you can look your children/family in the eye and tell them that you did your very best. It was not because of lack of trying, rather it was something out of your control.    Let me know that you think of my post.', 'Missing out on a promotion', '', 'publish', 'open', 'open', '', 'missing-out-on-a-promotion', '', '', '2012-02-13 06:00:10', '2012-02-13 12:00:10', '', 0, 'http://leadchangegroup.com/?p=6217', 0, 'post', '', 1),
(6230, 243, '2012-02-14 06:03:58', '2012-02-14 12:03:58', '\"If you messed up, wouldn\'t you want someone to tell you?\"\n\nI remember thinking that question when talking with a friend one time about the performance of a co-worker.  The co-worker seldom did this one particular task properly. In fact, it had been performed in error so much that my friend thought their co-worker was incapable of doing it right.  So my friend went on correcting the error and reliving the frustration.\n\nOnly an act of love will make this situation right.\n\nThat\'s right.  I said love.  Love is an unconditional concern and action for another.  On Valentine\'s day we generally mistake real love for the gooey emotion, anticipation and excitement that we feel for a mate.\n\nBut love is a verb.  Love is what happens when we put someone else ahead of ourselves.  The anticipation and excitement of love is anticipating the best for another; not for myself.  Love seeks the best for another.\n\nSo if my excitement and amorous affection for my wife is simply wrapped up in how she makes me feel, that\'s not love.  Love is what she does that makes me feel that way.  Love is given first.  It becomes real when we put the best interests of someone else above our own.\n\nMy friend wasn\'t doing what was best for that other person.  It\'s never in the best interest of another to let them underperform.  It\'s never best to \"carry\" them when they can develop the strength and skill to carry themselves.  It\'s never best to \"just do it myself\" for the long haul.\n\nBut we all do it.  We all take the easy way from time to time and do something ourself rather than taking the time to hold others accountable.  Accountability is a pain.  We have to find out why they didn\'t follow the procedure and we have to then go through it again with them.  Then we have to follow up and watch them do it again.  What a drag.  It\'s so easy to just do it ourselves.\n\nI\'m guilty of doing it myself out of laziness almost every day.  Today though, I\'m not going to go along with the lazy and selfish me.  Today, I\'m going to spend some time and hold others accountable out of love.  It\'s never in someone\'s best interest to deliver less than expected.  It\'s never in someone\'s best interest to withhold feedback that would bring peace and improvement.  Laziness and selfishness are never best.  Never.\n\nSo if I call you soon, it may be for a conversation just like this one.  Maybe you need to call me.  Then do it.  Call whoever you need.  Seek the peace and the joy that comes from relationship balance and accountability.  Seek the flow that comes when two people understand each other and work in harmony to achieve goals they could never do on their own.  And if someone calls you, take it like an adult and seek to understand.  Remember they\'re helping you get better because they love you.  It\'s much easier to just leave you alone!\n\nFor Valentine\'s Day, what can you do that you\'ve been avoiding out of selfishness.  Do something about it today.\n\n<span style=\"font-size: xx-small;\">Photo <a href=\"http://www.fotolia.com/id/31636591\">© verte - Fotolia.com</a></span>', 'Love, Accountability and Leadership', '', 'publish', 'open', 'open', '', 'love-accountability-and-leadership', '', '', '2012-02-14 06:03:58', '2012-02-14 12:03:58', '', 0, 'http://leadchangegroup.com/?p=6230', 0, 'post', '', 10),
(6235, 298, '2012-02-28 06:00:18', '2012-02-28 12:00:18', 'In an article last week, I discussed <a href=\"http://leadchangegroup.com/5-reasons-why-emotional-intelligence-workshops-fail-2/\">Five Reasons Why <span style=\"color: #000000;\">Emotional Intelligence (EI) Workshops Fail</span></a>. In that article, I described research on efforts to enhance Emotional Intelligence  in the workplace and why it is often unsuccessful. I appreciated the wide-ranging comments, which added new perspectives and new dimensions to this topic.\n\nIn my article this week, I will discuss recommendations Cherniss, Goleman, Emmerling, Cowan, &amp; Adler (1998) made after their research. They focus on the elements that must be in place to develop a culture that fosters and supports an emotionally satisfying and productive workplace — one in which individuals can thrive. Their four-step process suggests the following:\n\n<strong>Preparation </strong>- Preparing an organization for EI improvement includes analyzing the organization’s needs, assessing group and individual strengths and limitations, providing feedback based on that assessment, allowing personal choice, linking learning goals to values, encouraging the group through the leaders’ commitment to EI, and gauging group and individual readiness for change.\n\n<strong>Training </strong>- In addition to the conceptual framework trainers create to talk about EI, it is important to promote positive relationships between trainer(s) and participants, encourage self-directed change, set clear goals for change, break EI goals into manageable steps, use active learning (experiential) methods such as role play and simulations, provide and maximize opportunities for practice, provide frequent and supportive feedback during training, allow participants to observe effective and ineffective models, and encourage reflection and opportunities for insight.\n\n<strong>Transfer and maintenance-</strong>  After training takes place, leaders and trainers must encourage participants to use new EI skills on the job. They must also work to build a culture that supports emotionally intelligent learning and prevents relapse through reflection, coaching and mentoring.\n\n<strong>Evaluation -</strong> All effective professional develop requires evaluation and ongoing research. In addition to the basic needs, EI evaluation should include study of emotionally intelligent behavioral changes, goal implementation and recommendations for further training and support.\n\nThe authors published this report in 1998, and I believe the information is still pertinent. However, it is useful to consider additional research.  Zeidner (2004) and Nowak (N.D.) offer additional recommendations based on their own research and meta-analysis. In my recent book, <a href=\"http://amzn.to/u08hGT\">Connect: Affective Leadership (sm) for Effective Results</a>, I offer suggestions as well. Waterhouse (2006) offers a different view as she urges caution in embracing EI concepts because she says the theory lacks sound empirical support.\n\nWhether one calls it Emotional Intelligence, common courtesy, or behavioral  expectations,  leaders must consider the emotional climate of their organizations and provide opportunities to explore how to make them better. With the multitude of topics and decisions leaders face, a one-day seminar on emotional intelligence is an easy answer to concerns about morale, work environment and customer service.  However, group and individual success and improvement in behavior tied to emotional reactions require much more.\n\n<em>How do you improve the emotional climate in your organization or in organizations with which you work?</em>\n<ul>\n	<li>Cherniss, C., Goleman, D., Emmerling, R., Cowan, K., &amp; Adler, M. (1998). <em>Bringing Emotional Intelligence to the Workplace: A Technical Report Issued by the Consortium for Research on Emotional Intelligence in Organizations</em>. Retrieved from Consortium for Research on Emotional Intelligence in Organizations: <a title=\"Bring Emotional Intelligence to the Workplace\" href=\"http://www.eiconsortium.org/reports/technical_report.html\">http://www.eiconsortium.org/reports/technical_report.html</a></li>\n	<li>Nowak, K. (N.D.) <em>Leadership, Emotional Intelligence and Employee Engagement: Creating a Psychologically Healthy Workplace</em> Retreived from envisialearning.com: http://abstracts.envisialearning.com/43-abstractFile.pdf</li>\n	<li>Waterhouse, L. (2006) <em>Multiple Intelligences, the Mozart Effect, and Emotional Intelligence: A Critical Review.</em> Educational Psychologist, 41(4), 207–225 Lawrence Erlbaum Associates, Inc. Retrieved from <a href=\"http://graduatestudenthelp.com/LynnWaterhouse.pdf\">http://graduatestudenthelp.com/LynnWaterhouse.pdf</a></li>\n	<li>Zeidner, M., Matthews, G., Roberts, R., (2004) <em>Emotional Intelligence in the Workplace: A Critical Review</em> Retrieved from Wiley Online Library- Applied Psychology: <a href=\"http://onlinelibrary.wiley.com/doi/10.1111/j.1464-0597.2004.00176.x/full\">http://onlinelibrary.wiley.com/doi/10.1111/j.1464-0597.2004.00176.x/full</a></li>\n</ul>\nImage #MP900316812 from Microsoft.com', '4 Steps to Building an Emotionally Intelligent Culture', '', 'publish', 'open', 'open', '', '4-steps-to-building-an-emotionally-intelligent-culture', '', '', '2012-02-28 06:00:18', '2012-02-28 12:00:18', '', 0, 'http://leadchangegroup.com/?p=6235', 0, 'post', '', 6),
(6237, 277, '2012-02-17 06:00:35', '2012-02-17 12:00:35', '<img class=\"alignright size-full wp-image-6240\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/02/mpb-leadchange-petephoto6A-021212.jpg\" alt=\"\" width=\"223\" height=\"244\" />Managing people well requires two fundamental skills sets. I call them the “2R’s”—Relating and Requiring.\n\nRelating encompasses relationship-building behaviors: asking, listening, including, coaching, and encouraging. When you, as a manager, relate well, your employees feel heard and cared about. They know, at the heart level, you value them as people and as team contributors. They are motivated to work harder and share their ideas.\n\nRequiring refers to results-oriented activities: creating expectations, focusing on goals, insisting on excellence, setting appropriate controls, asserting your views and confronting problems. When you require well, your group generates better project results.\n\nIf you Relate<strong><em> and</em></strong> Require well, your employees will deliver high quality, high productivity, and fresh ideas to solve existing problems.\n\nMost managers find one of these skills sets more natural than the other. You may struggle with or even avoid the less natural skill set.\n\nTo be a maximally effective manager, you need to:\n<ol>\n	<li>Become keenly attuned to which “R” is dominant and how dominant it is. (If you are not sure, you can find out via the free assessment at <a href=\"http://www.managingpeoplebetter.com/\">www.ManagingPeopleBetter.com</a>.)</li>\n	<li>Honestly admit your weaknesses and the consequences of those weaknesses. Under- or over-use of Relating and Requiring skills can damage relationships, results or both.</li>\n	<li>Vary the skills you use based on the specific employee you are managing and the details of the situation at hand. One size does not fit all.</li>\n	<li>Adjust your approach if it’s not working. Perhaps, you are leaning too much on your natural style, and it’s time to engage your less natural style.</li>\n	<li>Realize that some management functions require a formulaic approach. For example, decision-making should usually start with asking and listening, independent of your natural style.</li>\n</ol>\nWhen you consciously think of these five things, you increase your ability to help employees grow professionally and accomplish group goals. You gain flexibility to handle tough people management situations gracefully and decisively.\n<h2><strong>Delegation, Relating and Requiring</strong></h2>\nTake delegation, for example. This management activity virtually always needs to begin with Requiring activities.\n\nDelegating is a risk-taking venture. If you delegate without retaining some control, you risk an end product that may not meet your standards. Yet if you control a project too tightly, employees may feel shut down. They may not offer great ideas that could improve the end product.\n\nTo delegate well, managers must find a way to trust others (Relating), yet maintain control of quality (Requiring). Effective delegation begins with examining several factors: the nature of the project, the skills needed to complete the work, the experience level of the employees on your team, etc.\n\nCommunicating well at the start of the delegation process creates greater likelihood of success.\n\nManagers whose natural style is Relating have two problems to avoid:\n<ul>\n	<li>Being too vague about what they want at the start (not asserting).</li>\n	<li>Failing to follow up to ensure everything is going well (not setting appropriate controls).</li>\n</ul>\nThey must consciously using Requiring skills to clarify exactly what is to be done; define what a successful work product will look like; specify the deadline, staffing and resource constraints; and establish review guidelines (who needs to be in the loop and at what frequency do reviews need to occur).\n\nStarting a project in this way makes it easier for a manager to stay appropriately involved. Built-in checkpoints keep the Relating manager from delegating and “being done with it.” They enable the Requiring manager to let go of the “hovering” habit. Requirers can allow work to proceed without constantly checking up on the person doing the job.\n<h2><strong>Building a 2R perspective</strong></h2>\nAs a manager, you are responsible for a wide range of activities: recruiting, establishing a positive work environment in your group, managing expectations, performance management, decision making, coaching, and managing poor or marginal performers.\n\nEach of these tasks requires a unique blend of Relating and Requiring skills. And you may need to further adjust your approach on an employee-by-employee basis.\n\nManagers with a 2R perspective consciously subscribe to this tenet: I have two broad skill sets to help me accomplish my management goals, and I\'ll use whatever skill is needed with each person in each situation. I won\'t try to balance Relating and Requiring, or use each 50% of the time. I\'ll ask, \"Do I need to ask, listen and understand, encourage, nurture, compliment, assert or require more to help each person achieve more?\"', '5 ideas for improving how you manage people', 'As a manager, you are responsible for a wide range of activities. Recruiting. Establishing a positive work environment in your group. Setting expectations. Managing performance. Making decisions. Coaching. Dealing with poor or marginal performers. Each of these responsibilities requires a unique blend of Relating and Requiring skills. Are you using the right combination, in each situation, to get great business results and foster strong relationships?', 'publish', 'open', 'open', '', '5-ideas-for-improving-how-you-manage-people', '', '', '2012-02-17 06:00:35', '2012-02-17 12:00:35', '', 0, 'http://leadchangegroup.com/?p=6237', 0, 'post', '', 2),
(6243, 292, '2012-02-27 06:00:59', '2012-02-27 12:00:59', 'Though leadership and management are not interchangeable terms, the terms can be put together productively. Does a great leader equate to a great manager? What actually makes these two terms different? Let\'s think about the daily lives of leaders and managers and also compare those who are role models with those who are not.\n\nWhile managers perform concrete daily tasks such as overseeing deadlines, developing structure within a team and monitoring results, leaders develop visions for the future, create team networks and inspire people to rise above challenges. It does not take much effort to see how these roles intertwine. While a leader is more associated with the world of ideas and a manager is associated with everyday reality, any business that wishes to succeed needs to employ people who can dream even as they genuinely meet with the truths of the day.\n<h5>What makes a good manager?</h5>\nIneffective managers tend to take on a blameless attitude in which they ignore their personal shortcomings. They often know what they want to accomplish on any particular day, but this is not necessarily tied to future goals. As a result, their employees will feel blamed for decisions over which they had no control, irritated that the manager is unapproachable, and uncertain as to why they are performing their current tasks. A good manager, on the other hand, is a person who is willing to identify personal shortcomings. This manager has a clear vision of the future and communicates this to the employees. Because the employees perceive the respect that is shown to them, the work environment feels secure and productive.\n<h5>What makes a strong leader?</h5>\nSimilarly, a strong leader demonstrates positive respect for the employees on the team. Leadership also means setting a standard, preferably a high one. A strong leader demonstrates self control and is always ready to listen to the employees\' ideas or complaints. Through this method, people are led with the least amount of actual direction which creates a respectful atmosphere for everyone.\n\nA manager who is humble, yet able to set high standards, exerts self control and communicates a clear vision of the future will be a wonderful asset in any organization.\n\nFortune\'s list of most admired companies includes those with productive, long-term vision and clear results. Apple gained fame for new and user-friendly product releases and an overall high standard for all products. Southwest Airlines is known for their combination of low-cost flights with consistent performance. Coca-Cola has continuously met or exceeded their goals in international expansions. They have also preserved their reputation through water conservation efforts.\n\nIf proof-positive does not work for you, consider the worst of the worst. Most people who become great leaders and/or managers have a few horror stories about those who inspired them in terms of what not to do. Peruse the movie titles, and you may recall Gordon Gekko, believer in the \"greed is good\" philosophy. And don\'t forget Charles Dickens\' Scrooge—a man who thought that giving a day off was like having his pocket picked. Surely, both Gekko and Scrooge make a great impression on TV, though a disastrous one in person. We need to learn from their failings and adopt the best strategies of both management <em>and</em> leadership.\n\n<em> </em>\n\n<em>This article was submitted by the University of Notre Dame, in partnership with the University Alliance. The University of Notre Dame offers an online </em><a href=\"http://www.notredameonline.com/executive-certificates/leadership-management.aspx\"><em>certificate in leadership</em></a><em>, as well as a number of various business courses. To found out additional information about these higher education opportunities please visit </em><a href=\"http://www.notredameonline.com/\"><em>http://www.notredameonline.com/</em></a><em>.</em>', 'The Best Leaders Can Manage and the Best Managers Can Lead', '', 'publish', 'open', 'open', '', 'the-best-leaders-can-manage-and-the-best-managers-can-lead', '', '', '2012-02-27 06:00:59', '2012-02-27 12:00:59', '', 0, 'http://leadchangegroup.com/?p=6243', 0, 'post', '', 1),
(6244, 292, '2012-02-21 06:00:13', '2012-02-21 12:00:13', '<img class=\"alignright\" src=\"data:image/jpeg;base64,[encoded data, 6916 characters]\" alt=\"\" width=\"150\" height=\"96\" />There is no question that in today’s volatile economy, extreme business-cycle fluctuations can occur often. With proper business process management implementation, you’ll have the ability to manage an array of business changes that constantly transpire.  Without proper BPM training, understanding the key components that make <a href=\"http://www.usanfranonline.com/benefits-of-business-process-management/\">workflow management</a> successful can be daunting. Some of the most critical reasons to embrace business process management include:<strong></strong>\n\n<strong>1.  </strong><strong>The Customers</strong>\n\nBecause of the global reach of the Internet, there has been a shift in power – away from the company and towards the customer. Customers have essentially changed the landscape through ruthless demands, so much that entire industries have been re-shaped. In response, companies have had to adjust their products and services accordingly.<strong></strong>\n\n<strong>2.  </strong><strong>The Technology</strong>\n\nTechnology is advancing at such a rapid rate that new industries are being created as some are being completely eliminated. For example, Wal-Mart wanted its top 100 suppliers to use Radio Frequency Identification (RIFD) tags on all cases shipped to certain distribution centers. This action would allow companies to automatically track items within the supply chain. Both suppliers and competitors had to immediately learn everything they could about wireless technology. BPM can help you and your business stay current with evolving technology.<strong></strong>\n\n<strong>3.  </strong><strong>The Competition</strong>\n\nCompetition is fierce and, through the Internet, customers are only a click away from all the information they need to make a decision. Many industries are being hit by declining prices and low profits (often called a commoditization wave). When this happens, an entire industry can experience a significant margin squeeze.  <strong></strong>\n\n<strong>4.  </strong><strong>Globalization</strong>\n\nLooking at areas around the world it’s clear that globalization is happening at record paces. China is viewed to many as the leading production factory. India is becoming the backoffice to many companies worldwide. In order for businesses to remain competitive they need to continuously adjust their models to factor these shifts in business.\n\n<strong>5.   </strong><strong>Government Oversight</strong>\n\nWith rules and regulations constantly changing, companies that service customers in different nations must pay close attention to the many local, regional, and even global rules. Companies quickly realize how much time and resources must be dedicated to regulatory compliance.<strong></strong>\n\nUtilizing business process management is the single greatest opportunity available to managers who want to lead their organization to success. With the use of modern technology and the key tools needed to manage the end-to-end business processes, BPM now has the proper IT infrastructure to support that success. Gaining insight from various management strategies like BPM, and being able to apply them, is what sets apart the managers from the leaders. It’s the difference between companies that are just “getting by” and those that are “setting the bar.\"\n\nWhere do you want your organization to be? And how are you going to get it there?\n\n<strong> </strong>\n\n<em>The University of San Francisco, in partnership with University Alliance, has provided this article. The University of San Francisco offers online education opportunities through a variety of courses and certificates, including a master </em><a href=\"http://www.usanfranonline.com/online-certificates/business-process-management.aspx\"><em>certificate in business process management</em></a><em>. To see additional information please visit </em><a href=\"http://www.usanfranonline.com/\"><em>http://www.usanfranonline.com</em></a>', 'Reasons to Embrace Business Process Management', '', 'publish', 'open', 'open', '', 'reasons-to-embrace-business-process-management', '', '', '2012-02-21 06:00:13', '2012-02-21 12:00:13', '', 0, 'http://leadchangegroup.com/?p=6244', 0, 'post', '', 0),
(6247, 297, '2012-02-22 06:00:20', '2012-02-22 12:00:20', '<em>JoAnn Auger, MSBCoach Executive Coach &amp; Trainer</em>\n\nThis weekend I watched the movie, “Anonymous,\" a primarily fictionalized theory about the authenticity of William Shakespeare’s work.  I’m not writing a review nor a recommendation for the movie. I’m writing because of a couple of lines that caught my attention. These lines were: “….<strong>words</strong> will prevail” and ”it is <strong>words</strong> that will live on and tell the story…\"   Maybe the reason these lines struck me was because of a book that I had recently read (<span style=\"text-decoration: underline;\">Words That Work </span>by Frank Luntz). Perhaps it is because I spend a great deal of time of listening to people as an Executive Coach and I must pay close attention to words.\n\nFor whatever the reason, I have been thinking about how we use words. How much time do we spend thinking about the words that we speak or write? I’m not referring to being “politically correct” or just being careful with our words. No, what I wonder about is what do our words and the words of others to reveal about us?\n\nRight now we are in a presidential election year. Every word spoken by those in this presidential campaign is analyzed and scrutinized. What do their words reveal? Are the words that we hear or read the actual words of the candidate?  Often we hear about candidates who have had to retract or explain statements because they were speaking “off the cuff.\"  What does that mean?   What does that tell you about that person? Ok, I am not trying to make any political statements either.  What I want you to consider is the thought that if “words will live on and will tell our story,\" what will those words reveal about you?  What story will they tell?  Will those words tell a story of success? A story of an authentic leader?  An accurate account of your legacy?  Hopefully you are asking yourself this question, ”How can I ensure that the words that live on after me tell the story of a great leader?”\n\nBelow are six ways to make your words more meaningful:\n<ol start=\"1\">\n	<li><strong>Make sure that your words are supported by your actions</strong>. Often leaders “talk a good game” but the lack of supporting action makes your words powerless. Speak words that build-up not tear-down.</li>\n	<li><strong>Be transparent</strong>. People already know that you are not perfect and that you do not have all the answers (that should allow you to breathe easier and relax a bit). Do your words reflect the authentic you? Transparency shows your humanity. It builds trust.</li>\n	<li><strong>Ask more often than you tell</strong>. Be curious about what people are thinking and what they know. They will often surprise you with some really great ideas and insight. You will learn a lot. Make sure you credit those that have taught you something. They will continue to share and encourage others to share.</li>\n	<li><strong>Hold people accountable for their role and be accountable for yours</strong>. Make sure expectations are clearly communicated and measured. For the most part, people will live up to whatever expectations you set as long they can see you are living up to yours.</li>\n	<li><strong>Communicate your Vision</strong>.  As the leader you are the custodian of the vision. Communicate it often and weave it into every initiative, project and event.  No vision – No focus. No focus – no drive. People want to be involved with something larger than themselves.</li>\n	<li><strong>Be visible</strong>. People will see you as more accessible and willing to listen. Being visible is not about “looking over everyone’s shoulder.\" Being seen can be done through the use of all aspects of media, written communications, interviews, showing up for team meetings/celebrations, etc. Visible leaders create engagement. Visible leaders inspire confidence.</li>\n</ol>\nFinally, remember that each day you are adding to your story. You may not always be afforded the opportunity to edit it. So take advantage of this rare opportunity…edit where necessary. Someday the next generation of leaders will assume your role. What will be said of you? What <strong>words will prevail</strong>?\n\n<strong>If you have additional ways you have used to make your words more meaningful, we would like to hear about them.</strong>', 'Six Ways To Make Your Words More Meaningful', '', 'publish', 'open', 'open', '', 'six-ways-to-make-your-words-more-meaningful', '', '', '2012-02-22 06:00:20', '2012-02-22 12:00:20', '', 0, 'http://leadchangegroup.com/?p=6247', 0, 'post', '', 12);
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(6255, 268, '2012-02-24 06:00:41', '2012-02-24 12:00:41', '<em><img class=\"alignright size-full wp-image-6256\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/02/mpb-leadchange-leighphoto13A-021412-e1329241757780.jpg\" alt=\"\" width=\"183\" height=\"274\" />“A ‘squeaky wheel’ isn’t the highest priority project. It’s the loudest or most noticed. In many organizations, it gets the grease, while projects with greatest potential to bring about business results get delayed or set aside.”</em>\n\nThis quote comes from the book <em><a href=\"http://everythingsaprojectbook.com/\">Everything’s A Project</a></em>, which I reviewed in a <a href=\"../employee-engagement-a-three-legged-stool/\">recent post</a>. And it’s playing like a mantra in my thoughts.\n\nWe focus on squeaky wheels because they are irritating, not because they are important. We want the irritation to go away.\n\nHere are three different types of squeaky wheels that can derail a business, along with thoughts on how to eliminate the noise:<strong></strong>\n<h3><strong>1. A “side” project with a strident cheerleader</strong></h3>\nThis project is someone’s beloved pet. The advocate is passionate about it to the point of being blinded. Higher priorities are calling for your time, attention, and resources. As a leader, it’s your job to make sure employees are focused on the most important goals. Good leaders redirect the cheerleader’s enthusiasm into the highest priority activities without cutting down the person or his/her original passion. Some forward-thinking companies let employees spend up to 20 percent of their time on side endeavors. This gives workers a creative outlet, lets them recharge, and helps them feel supported, so they can give you 100 percent of their focus and energy when it’s time to work on mission-critical tasks.\n<h3><strong>2. “Noisy” customers</strong></h3>\nThey want you to jump at their beck and call. They want their deliverables yesterday, instead of giving you reasonable lead time. They nit-pick each invoice and insist all their suppliers accept 90-day payment terms (instead of reimbursing more promptly). And though they squawk a lot and suck away your energy, they account for a very small fraction of your company’s income. Your balance sheet wouldn’t really suffer if they stopped purchasing from you. Fire them, and plan a celebration with your staff.<strong></strong>\n<h3><strong>3. High maintenance employees</strong></h3>\nThese come in many varieties. Here are some symptoms: you spend a disproportionate amount of your time giving them step-by-step instructions on how to complete tasks, because they can’t seem to look up information on their own. Or you spend half your day behind a closed door listening to complaints either from or about the high-maintenance employee. Or the worker seems to be at the center of every conflict or drama in your department. You’ve provided performance feedback, but the employee keeps delivering the same set of mistakes or poor behaviors. If you’ve imparted the “shape up or ship out” message, make sure you follow up on the “ship out” part. If you haven’t yet confronted the employee, what’s your excuse? <a href=\"../13-bad-excuses-for-letting-poor-performance-slide/\">Here are 13 bad ones</a>.\n\nGreasing a squeaky wheel may provide temporary relief, but it doesn’t cure a headache. Take the long view. Is the project, customer or employee good for your business—or simply sapping your resources?', 'Stop greasing these 3 squeaky wheels', '“A ‘squeaky wheel’ isn’t the highest priority project. It’s the loudest or most noticed. In many organizations, it gets the grease, while projects with greatest potential to bring about business results get delayed or set aside.” This quote, from the book Everything’s A Project, is playing like a mantra in my thoughts. We focus on squeaky wheels because they are irritating, not because they are important. We want the irritation to go away. But oil isn\'t the answer.', 'publish', 'open', 'open', '', 'stop-greasing-these-3-squeaky-wheels', '', '', '2012-02-24 06:00:41', '2012-02-24 12:00:41', '', 0, 'http://leadchangegroup.com/?p=6255', 0, 'post', '', 5),
(6259, 270, '2012-02-20 06:00:13', '2012-02-20 12:00:13', 'Every day is filled with choices.\n\n<strong>Some choices are simple in the moment.   </strong>\n<ul>\n	<li>To Wear The Red Shoe or The Cute Boot?</li>\n	<li>To Eat Vegetables or Chocolate?</li>\n	<li>To Shop or to Save?</li>\n	<li>To Sit or to Dance?</li>\n	<li>To Work or to Play?</li>\n</ul>\n<strong>Some choices require a little more risk.  </strong>\n<ul>\n	<li>To Laugh or Cry?</li>\n	<li>To Say Yes or No?</li>\n	<li>To Observe or to Join?</li>\n	<li>To Seek Help or To Do It Alone?</li>\n	<li>To Empower or Dictate?</li>\n</ul>\n<strong>Some choices are hard.</strong>\n<ul>\n	<li>To Love or Hate?</li>\n	<li>To Speak Up or to Keep Silent?</li>\n	<li>To Choose Faith or Fear?</li>\n	<li>To Have Chemo or Not?</li>\n	<li>To Forgive or Not To Forgive?</li>\n</ul>\n<strong><em>...Other than deciding between the red shoe and the cute boot</em></strong>, the majority of our daily choices impact our health, our finances, our relationships and our joy.   And then, just like a pebble that has been tossed into a pond, the impact of our decisions ripple outward affecting those in our lives...\n\n<strong>I WOULD LOVE TO HEAR FROM YOU!  </strong> <strong>Please comment below and share a choice you made and how it impacted your life and those around you.</strong>\n<p style=\"text-align: -webkit-auto;\"><span style=\"text-align: left;\"><strong>CHOICES THAT MATTER</strong></span><em><span style=\"text-align: left;\"> is the theme for the </span></em><span style=\"text-align: left;\"><strong>Chick-fil-A LEADERcas</strong></span><span style=\"text-align: left;\">t</span><em><span style=\"text-align: left;\"> that will be simulcast globally on </span></em><span style=\"text-align: left;\"><strong>May 4th</strong></span><em><span style=\"text-align: left;\">.</span><strong>  </strong><span style=\"text-align: left;\">For information about that event click on the hyperlinks below:</span></em></p>\n\n<ul>\n	<li><a href=\"http://www.tulsaleadercast.com/\">in Tulsa.</a></li>\n	<li><a href=\"http://www.chick-fil-aleadercast.com/\">In a city near you.</a></li>\n</ul>', 'Choices That Matter', '', 'publish', 'open', 'open', '', 'choices-that-matter', '', '', '2012-02-20 06:00:13', '2012-02-20 12:00:13', '', 0, 'http://leadchangegroup.com/?p=6259', 0, 'post', '', 2);
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(6262, 283, '2012-02-16 08:17:03', '2012-02-16 14:17:03', '<img class=\"alignright\" src=\"data:image/png;base64,[encoded data, 8112 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 8192 characters]\n\n\[encoded data, 6837 characters]\" alt=\"\" width=\"101\" height=\"80\" />What if a diamond in the rough could bring your organization a fresh perspective and ideas that increased customer satisfaction, teamwork, efficiency, employee retention or profitability? Read today\'s <a href=\"http://smartblogs.com/leadership/2012/02/16/diamonds-in-the-rough-how-to-recognize-your-star-employees/\">SmartBlog for Leadership</a> by <a href=\"https://twitter.com/gianaconsulting\">Chery Gegelman</a>, president of <a href=\"http://www.gianaconsulting.com/\">Giana Consulting LLC</a>, an organizational development company that seeks to be a source of light, help and understanding so the people and organizations they serve can more effectively accomplish their mission.', 'Diamonds in the rough: How to recognize your star employees', '', 'publish', 'open', 'open', '', 'diamonds-in-the-rough-how-to-recognize-your-star-employees', '', '', '2012-02-16 08:17:03', '2012-02-16 14:17:03', '', 0, 'http://leadchangegroup.com/?p=6262', 0, 'post', '', 0);
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(6269, 265, '2012-02-23 06:00:53', '2012-02-23 12:00:53', 'I have a confession to make. I\'m a list person.\n\nI can\'t resist the subtle seduction of bullet points and numbered priorities. There\'s something satisfying about charting a course one step at a time and tracking progress with check marks and scribbles. I\'ve tried project management software and organizational apps. But, in spite of my usual technology addiction, when it comes to lists I\'m old school. I like a good sticky note. Somehow the world changes when pencil meets paper and dreams get drawn up on the back of a napkin.\n\n<em>Have you ever stopped to consider the remarkable power of lists?</em>\n\nWith nothing more than a noble idea, ink and a pen 56 men sign their name to the Declaration of Independence and a list that forms the foundation of a nation is born. All men are endowed by their creator with certain unalienable rights among which are:\n<ul>\n	<li>Life</li>\n	<li>Liberty</li>\n	<li>The Pursuit of Happiness</li>\n</ul>\nMcDonald\'s used a list to train employees, guarantee customer satisfaction and even market the recipe for the Big Mac:\n<ul>\n	<li>Two all beef patties</li>\n	<li>Special sauce</li>\n	<li>Lettuce</li>\n	<li>Cheese</li>\n	<li>Pickels</li>\n	<li>Onions</li>\n	<li>On a sesame seed bun</li>\n</ul>\nEven superheros understand the remarkable power of a good list. <strong>Superman</strong> fights for:\n<ul>\n	<li>Truth</li>\n	<li>Justice</li>\n	<li>And the American Way</li>\n</ul>\nLists define religion - think, 10 Commandments. Lists communicate vision - think, talking points for any presidential candidate. Lists give us a tool to educate people, encourage growth and evaluate performance. Lists set the standard, redefine the standard and make the standard something everyone can remember and repeat.\n\n<em><strong>A good list is a powerful thing.</strong></em>\n\nThere are three basic kinds of lists:\n<ol>\n	<li>FIXED</li>\n	<li>FLEXIBLE</li>\n	<li>FLUID</li>\n</ol>\n<strong>FIXED LISTS</strong> represent those values, processes or procedures that are unlikely to change with culture or circumstances. The 10 Commandments are a good example. Whether you were born in Egypt in 640 B.C., Europe in the 13th Century A.D. or yesterday in Normal, Illinois, \'<em>Don\'t murder</em>\' is a good life principle to have on your list. Fixed lists are often written in stone.\n\n<strong>FLEXIBLE LISTS</strong> are project, people and purpose based. Expressed through the values found on fixed lists, flexible lists chart the course, set the speed, identify success and illuminate failure. These lists change with time and culture but will always reflect the vision and values of the person or organization. Flexible lists are often written on paper.\n\n<strong>FLUID LISTS</strong> get us through today. This is your call sheet, email replies, and the calendar of scheduled meetings. Fluid lists change daily, hourly, or even up to the minute. They adjust to the needs of the moment. They help us manage the tyranny of the urgent and maneuver us into position to swiftly and efficiently keep moving forward. Flexible lists are often never written down at all. Getting them written can improve your flexible and refocus your fixed lists.\n\nHere\'s a list of the most important lists you need in your life.\n<ul>\n	<li><strong>Core Values</strong> - [fixed] What are the defining characteristics of you and/or your organization. What are the non-negotiable, built-in-to-the-DNA, character traits of who you are?</li>\n	<li><strong>Current Projects</strong> - [flexible] Core Values define who you are. Current Projects define what you do. If you\'re current projects don\'t line up with your core values it\'s time to make a new list.</li>\n	<li><strong>Future Projects</strong> - [fluid] This could be problems to solve, markets to open, processes to refine, people to train or products to develop. This starts as a brainstorm that you refine into something more.</li>\n	<li><strong>Policies &amp; Procedures</strong> - [flexible] Mind-numbing? Yes. Necessary? Absolutely. Policies and procedures for your organization don\'t have to be the red tape that prevents progress. They can be tools for training employees and insuring quality control. These kinds of lists makes it possible to replicate success in minor, but significant tasks. It allows you to scale production and insure every Chick-fil-A sandwich is equally tastey.</li>\n	<li><strong>Stop Doing</strong> - [fluid] There are important things you need to avoid. There are decisions you should let someone else make. There are problems other people should solve. You\'ve got unnecessary flotsam and jetsam on your todo lists that need to go away. Create a stop doing list and focus on what matters most.</li>\n	<li><strong>ADD YOUR LIST HERE</strong> - what lists do you find most critical? Use the comments section to list your lists and encourage someone else!</li>\n</ul>\n<em>Never underestimate the power of a well thought out list.</em>\n\nLeadership is more than lists. Effectively managing people requires more than a piece of paper and a good idea. However, a well written well used list can be the tool that brings vision to life, makes your mission memorable, equips employees and volunteers for success and allows you to define success along the way. <em>Lists matter.</em>\n\nDon\'t fear the list. Master it and discover the remarkable power contained within.\n\n<em><strong>QUESTIONS</strong></em>\n<ol>\n	<li>Are you a list person?</li>\n	<li>What\'s the most important thing on your to do list today?</li>\n	<li>Do your employees, coworkers, or boss know what\'s on your \'list\'?</li>\n	<li>How do your lists line up with or contradict the mission and method\'s of your business, coworkers, employees or boss?</li>\n</ol>', 'The Remarkable Power of Lists', '', 'publish', 'open', 'open', '', 'the-remarkable-power-of-lists', '', '', '2012-02-23 06:00:53', '2012-02-23 12:00:53', '', 0, 'http://leadchangegroup.com/?p=6269', 0, 'post', '', 16),
(6274, 244, '2012-02-20 16:20:40', '2012-02-20 22:20:40', '<em>The following post is adapted from a post on the <a title=\"Random Acts of Leadership\" href=\"http://www.randomactsofleadership.com\">Random Acts of Leadership Blog</a> in December, 2008.</em>\n\n<strong>It’s time to demystify leadership.</strong>\n\nOpportunities abound for leading in any given moment.  Yet all too often we don’t even see the opportunities let alone take them.\n\nPerhaps we have set our sights on the grand gestures of leadership; those moments born of pure inspiration that are captured in our history books and continue to inspire us today.  And if that is our standard for what leadership looks like it is no wonder leading seems daunting and inaccessible for so many.\n\n<strong>I’ll suggest leading is actually much simpler than it seems.</strong>\n\nConsider that “committing an act of leadership” may be no more difficult than “committing an act of kindness”.  Sure, it may take more courage, but it can be that simple nonetheless.\n\nPerhaps we have gotten so lost in the theory and lofty ambition of leadership that we have lost the ability to recognize opportunities to lead that are right in front of us each and every day.\n\n<strong>You don’t have to be “THE” Leader to be a leader.</strong>\n\nIt’s time we all return to the basics and get focused on the only moment we can make a difference in – NOW!\n\nLeaders take action to translate vision into reality. That vision can be as small as solving today’s nagging problem or as big as ending world hunger.  They both have one thing in common – they can only be realized one action at a time.  What would be possible if you were to speak up, step up and stand up for what matters most to you?\n\n<strong>Anyone can lead in any given moment.  What action could you take today to move one step closer to manifesting one of your visions?</strong>', 'Leading Can be Simple', '', 'publish', 'open', 'open', '', 'leading-can-be-simple', '', '', '2012-02-20 16:20:40', '2012-02-20 22:20:40', '', 0, 'http://leadchangegroup.com/?p=6274', 0, 'post', '', 2),
(6277, 243, '2012-02-18 12:04:18', '2012-02-18 18:04:18', 'Over at the <a title=\"Leadershipfreak Blog\" href=\"http://leadershipfreak.wordpress.com/\">Leadership Freak blog</a>, Dan Rockwell (<a title=\"Dan\'s Twitter Profile\" href=\"http://twitter.com/leadershipfreak\">@Leadershipfreak</a>) posted <a title=\"how to Step Back and Succeed More on Leadershipfreak.com\" href=\"http://leadershipfreak.wordpress.com/2012/02/18/how-to-step-back-and-succeed-more/\">an interesting article yesterday</a> about the importance of both stepping forward and stepping back.  There are times when we must step back to allow others to take the lead.  He asks leaders to consider finding those individuals who embrace organizational values and then clarifying for them the mission and vision of the org.  Once that\'s done, it\'s time to step back.\n\nFor a list of the great reasons why you should step back, <a title=\"Step Back to Succeed More\" href=\"http://leadershipfreak.wordpress.com/2012/02/18/how-to-step-back-and-succeed-more/\">click here</a>.', 'Step Back to Lead Forward', '', 'publish', 'open', 'open', '', 'step-back-to-lead-forwar', '', '', '2012-02-18 12:04:18', '2012-02-18 18:04:18', '', 0, 'http://leadchangegroup.com/?p=6277', 0, 'post', '', 0),
(6285, 299, '2012-03-13 06:00:54', '2012-03-13 11:00:54', 'Leaders often reflect their values in their leadership. This can be positive especially if the values are in agreement with the purpose and goals of the organization. The same cannot be said when leaders let their pet peeves shape the culture.\n\nWhen left unchecked, leaders\' pet peeves can disengage employees and create a play-it-safe culture.\n\nThey can also skew how they inspire and assess performance.  Leaders\' pet peeves can actually undo the very values and focus that leaders seek.\n\n\nHow does this happen? Pet peeves can masquerade as values giving them hidden power over your leadership style.\n\nAs you try to build respect as leaders who engage, serve, and inspire, the employees see through this and view it as self-serving and unfair.\n<h2>Common Pet Peeves</h2>\nWhat do you think of these?\n<ul>\n	<li><strong>An organized desk and workspace is a sign of clear thinking and effectiveness.</strong> Pet peeve - \"I can\'t stand messiness\" or value - \"Honor the space you work in\" ?</li>\n	<li><strong>Needing encouragement is a weakness.</strong> Pet peeve - \"I don\'t like babysitting employees\" or value - \"We hired you, the best people to perform\" ?\nEncouragement isn\'t weakness or strength. <a href=\"http://katenasser.com/leaders-12-worthy-kudos-to-spark-employee-engagement/\">Encouragement shows employees how their talents are valuable to the organization.</a></li>\n	<li><strong>Don\'t take me where I don\'t want to go.</strong> Pet peeve - \"I don\'t like being pushed by my employees\" or value - \"I set the vision and want engaged employees to create the road map\" ?</li>\n	<li><strong>Stop whining.</strong> Pet peeve - \"I hate to hear complaints\" or value - \"Negativity can spread like poison\" ? The latter is true yet better to <a href=\"http://katenasser.com/leaders-replace-the-no-whining-sign/\">Replace the No Whining Rule</a> with these 3 steps.</li>\n	<li><strong>If you can\'t measure it, it doesn\'t exist.</strong> Pet peeve - \"Intuition feels like voodoo\" or value - \"Some decisions are so critical, I need data to support it\" ? <a href=\"http://katenasser.com/new-leaders-develop-your-intuition/\">Leaders Develop Your Intuition</a> to have both tools ready for the organization\'s success.</li>\n	<li><strong>Taking responsibility and apologizing for mistakes too quickly, shows insincerity.</strong>Pet peeve - \"I am slow to trust others after a mistake\" or value - \"Ponder your mistakes to learn from them\" ?True story: A highly responsible, high achieving employee quit after a leader said this very thing to her. She quickly embraced feedback after a big mistake and was working to fix the problem. The leader railed on that her apology was too quick to be sincere and showed no signs of learning. Before quitting, she said \"I learn, you want me to squirm. There\'s a difference.\"He apologized but ironically, it was too late. She found another position and is valued for her skills, talents, and accountability.</li>\n</ul>\nEveryone has pet peeves -- it\'s normal. When their hidden power holds sway over an organization\'s true values and purpose, they can limit success.\n<h2>3 Tips to Put Pet Peeves in Their Place</h2>\nTo ensure pet peeves don\'t inhibit your leadership and your teams ...\n<ol>\n<ol>\n	<li><strong>Bring pet peeves out in the open.</strong> A simple pet peeve exercise at an all-hands meeting unearths <em>one</em> pet peeve from each person. It engages everyone to learn more about each other. It\'s also a fun engaging way to highlight the difference between pet peeves and values.<strong></strong></li>\n	<li><strong>When you speak, own your pet peeves.</strong> Many leaders are concerned about using the word \"I\" too much. Yet admitting your own limitations with the word \"I\", shows humility that builds respect.</li>\n	<li><strong>If you are unaware of your pet peeves, get feedback.</strong> Ask family and friends what your pet peeves are. Sounds silly yet it is extremely revealing. At work, a 360 degree feedback on your leadership style will also limit the destructive power of your pet peeves.</li>\n</ol>\n</ol>\n<strong>Engage employees with your spirit and commitment grounded in a healthy self-awareness.</strong> You will serve as a model for all to own the impact of their pet peeves and attitudes. It opens the door for productive interactions that will serve everyone well especially in times of great change and high stress.\n\n<hr />\n\n<strong>Questions:</strong>\n- What pet peeves have you witnessed that you would add to the list above?\n- How have pet peeves impacted your organization?\n\nGrateful for Image by: <a href=\"http://www.flickr.com/photos/9885897@N06/\">Myk Martinez</a> via a Creative Commons License.', 'Leaders, Do Your Pet Peeves Disengage Employees?', '', 'publish', 'open', 'open', '', 'leaders-do-your-pet-peeves-disengage-employees', '', '', '2012-03-13 06:00:54', '2012-03-13 11:00:54', '', 0, 'http://leadchangegroup.com/?p=6285', 0, 'post', '', 13),
(6291, 243, '2012-02-25 08:39:51', '2012-02-25 14:39:51', 'Here\'s an interesting and brief video on the connection between risk, creativity and innovation. The narrator is David Burkus, a friend and the founder of The Leader Lab (<a title=\"The Leader Lab \" href=\"http://theleaderlab.org\">www.theleaderlab.org</a>).  Check it out.', 'Creativity, Risk, and Innovation', '', 'publish', 'open', 'open', '', 'creativity-risk-and-innovation', '', '', '2012-02-25 08:39:51', '2012-02-25 14:39:51', '', 0, 'http://leadchangegroup.com/?p=6291', 0, 'post', '', 1),
(6303, 279, '2012-03-01 06:00:46', '2012-03-01 12:00:46', 'Her name is Aly. A close friend of a special classmate of mine from Seton Hall University’s Master of Arts program in Strategic Communication &amp; Leading, Aly became an “angelfriend” – one of thousands of people battling blood-related cancers when I raised funds while training and ultimately finishing my first marathon in San Diego, CA.\n\nTaking action to transform from a “morbidly obese” woman to losing 125 pounds and training as a first-time marathoner was no easy task. I started small, coming in second-to-last in my first 5k proclaiming to family and friends “Don’t let me do this ever again.” Shortly thereafter, the flyer from the Leukemia &amp; Lymphoma Society’s Team in Training program arrived in the mail. I could raise funds for special people who had lived and lost their lives with blood-related cancer. It was the goal I needed. While training to finish 26.2 miles, I raised more than $4,000 for Team in Training, in memory of Aly and in honor of Corey Carlson and Stephanie Stockton, both of whom had successfully battled and survived lymphoma.\n\nI ran or weight-trained every day – for me, for Aly, for Corey and for Aunt Steph. Race day came quickly, and I was nervous, scared, and excited while I waited in the starting line corral. When the horn sounded, my perception quickly shifted. I had planned my strategy – walk, then run, walk some more, then run as fast as I could across the finish line. Then reality hit me like a ton of bricks.\n\nAt mile 20, I hit “the wall.” My legs felt like lead weights. Blisters were popping on my feet, I was exhausted, and felt the mental and physical toll on my body and mind. I said out loud, “Aly, please be with me to finish the final miles.”\n\nWithin minutes, a woman ran past me. Most marathoners, including me, write their names on their shirts and arms so spectators can cheer their names along the marathon course. On the back of her shirt was the name “Aly” -- same unique spelling.  I literally stopped in my tracks. I had carried a disposable camera in my running pack, and I took a picture. Crying and laughing, I was re-invigorated.\n\nFor the next 6.2 miles, Aly &amp; I would take turns running in front and behind each other. Once the finish line was in sight, I sprinted with everything I had left, and finished my first – and most significant – full marathon. I looked for Aly at the finish festival, and never found her. Yet her presence was no less than a message that I feel called to pay forward.\n\nTo whom are we an “Aly?” To whom can we invite and encourage to finish those last “miles?” Aly lives in each of us. Are we using our gifts to encourage those around us to finish the last, and hardest, miles?\n\nGodspeed, and lead on!', 'Are you Aly?', '', 'publish', 'open', 'open', '', 'are-you-aly', '', '', '2012-03-01 06:00:46', '2012-03-01 12:00:46', '', 0, 'http://leadchangegroup.com/?p=6303', 0, 'post', '', 11),
(6306, 281, '2012-03-02 06:02:19', '2012-03-02 12:02:19', '\n\nWhy do you have so much resistance to setting \"soft skill\" goals? If I were to ask you <em>\"Do you have your goals to be a better leader (or communicator) clearly defined, written down and measurable?\"</em> I will probably hear your eyes roll into the back of your head. Because many of you have set goals in the past and not achieved lasting change.  Not because you lacked understanding or even desire to change, but because of failure to follow Steps #2 and #3 of the change process. <a title=\"The 3 Step Triple Threat: Become an excellent communicator to be a better leader\" href=\"http://leadchangegroup.com/the-3-step-triple-threat-become-an-excellent-communicator-to-be-a-better-leader/\" target=\"_blank\">(Click here to read Step #1 Ask </a>  and <a href=\"http://leadchangegroup.com/the-3-step-triple-threat-the-courage-to-say-it-out-loud/\" target=\"_blank\">Step #2: Announce </a>in previous posts on <em><a title=\"What Do Frogs Have To Do with Leadership?\" href=\"http://leadchangegroup.com/what-do-frogs-have-to-do-with-leadership/\" target=\"_blank\">What do Frogs Have To Do With Leadership?</a></em>)\n\n<strong>Change is simple, but not always easy, unless you follow all three steps. And repeat. Step #3: ACT </strong>\n\nUnderstanding alone is overrated. We\'ve all decided taking action is a good idea. But we are still sitting on the log. Change requires ACTION. Understanding or having the awareness of why your sarcastic tone is caustic , or why you should quit smoking, drinking too much is a necessary first step, after you announce your intention to change to others, you must now jump off the log.\n\nThe key to making lasting behavioral change is simple: small actions over a period of time result in SIGNIFICANT LONG TERM CHANGE. You’re not perfect; you are going to slip up. When you do, ACKNOWLEDGE IT OUT LOUD and MOVE FORWARD.\n\n<strong>Here\'s how:</strong>\n\n#1. Small change counts more than you think. While you may think you have a problem finishing something, I will propose you may actually have a STARTING problem instead. Here’s your challenge: Can you do anything for 5 minutes? Sure you can, so start there.\n\nHere are a few idea starters: Walk, ride a bike, stretch, meditate, breathe, listen deeply, play with your kids, hang out with your partner with your cell phone off, plan a goal or project with paper and pencil, organize your desk. Try doing whatever “it” is for 5 minutes (because if you can’t do something for 5 minutes, trust me, you have bigger problems).\n\nMake an appointment with yourself and put it in the calendar to do one or two times a week for the first week and build slowly. Exercise, quitting smoking, practice being a better listener all lend themselves to the “Do it for 5 minutes” strategy. Preparing your taxes is another. Yes, you have a few months, but what difference will it make if you start now with 5 minutes a week? April 14th might just be a more relaxing day! Like shampoo: Rinse, lather, repeat.\n\n<strong>Then, repeat Step #1: Ask</strong>. Ask again by<em> following up</em> with the family, friends (and if you really want to be transparent include your staff) and ask <em>“How am I doing?”</em> Then LISTEN. Say <em>“Thank you”</em> in response to their answers. As Marshall Goldsmith says, <em>we can\'t go wrong if we respond with a genuine \"Thank you\" to any information, negative or positive, someone offers us.</em>\n\nWhy should I ask again?  Two reasons.  Ask others with the intention of  to simply gather information, as if you are on your own personal recognizance mission.  Because you will use what you hear people say to accomplish two things:\n\n<strong><em>#1. To adjust course</em></strong>. Like a pilot in an airplane, getting feedback from the instrument panel who is flying from New York to Los Angeles, simply adjust what you are doing, a little to the left, a little to the right, toward your destination. Just view it as information, not right or wrong, good or bad, no big deal. Adjust course as needed.\n\n<em>#<strong>2. To build trust.</strong></em> Remember how I said this step is critical? Here’s why … by announcing publicly you are human and are working on improving yourself and by following up and asking “How am I doing with ______?” and really listening to their response, you will build trust by showing you really care. That is as long as you do really care, because when you are genuine it is FELT. If you don’t really care, well, that’s palpable, too. If you really don’t care, don’t ask.\n\n<strong>AAA: The key to becoming a Sustainable Leader and<span style=\"text-decoration: underline;\"> exceeding</span> your personal development goals.</strong>\n\nIf you truly desire to be an exceptional leader of people, you will earn more trust by following up with this step exactly as written, than with anything else you ever have the guts to do, which is be human.\n\n<em><strong>So if two frogs were sitting on a log, and you were one of the frogs, and you decide to jump off, what’s the answer now?</strong></em>', 'What do frogs have to do with leadership and goals? Here&#039;s your final step to being a better leader ...', '', 'publish', 'open', 'open', '', 'what-do-frogs-have-to-do-with-leadership-and-goals-heres-your-final-step-to-being-a-better-leader', '', '', '2012-03-02 06:02:19', '2012-03-02 12:02:19', '', 0, 'http://leadchangegroup.com/?p=6306', 0, 'post', '', 3),
(6323, 282, '2012-03-05 09:55:19', '2012-03-05 15:55:19', 'Jon Bon Jovi, Desi Arnaz, Mikahil Gorbachev &amp; Karen Carpenter... what do they all have in common? They share a birthday with Dr. Seuss! March 2nd, 1904 Theodor Seuss Geisel was born. He published 46 children\'s books, and I daresay that most of you have read or had one or more of them read to you in your lifetime. So here is my ode to the good doctor on his day!\n\nToday is day of fun stories &amp; rhyme, For dear Dr. Seuss it\'s birthday time!\nHe\'s thrilled us with stories of \"Fox In Socks\", \"Oh The Places You\'ll Go\", and \"Hop on Pop\".\nHe showed us new creatures like the Lorax &amp; Sneetch, And grew the heart of Christmas in the evil old Grinch.\n\"One Fish, Two Fish, Red Fish, Blue Fish\", And \"Green Eggs &amp; Hams\" was our favorite dish!\n\nWhen did we grow up and lose the wonder and imagination of a child? It seems from reading Dr. Seuss that he never did! His stories to took us to places of wonder and amazement. He introduced us to creatures we never knew, and to a few we thought we knew but were amazed at what they could do! (Did Horton really hear that Who? I don\'t know, do you?)\n\nBut woven into those wonderful children\'s stories are amazing leadership truths that this pioneer in early childhood education hoped would stay with kids forever... let\'s look at a few, and what they have to say to us today!\n\n? \"Be who you are and say what you feel because those who mind don’t matter and those who matter don’t mind.\" In a world that tries to shape us all into a compartment, cubbyhole or meet a list of its expectations, the good doctor reminds us that it\'s best to just be who we are. We will always have critics, and we\'ll always have fans. Judy Garland said, \"Be a first rate version of yourself, not a second rate version of someone else.\"\n\n? \"Don’t cry because it’s over. Smile because it happened.\" Yes, even the cruddy stuff. The good, the bad &amp; the really, really ugly all have a way of weaving together and shaping us into who we are today. For better or for worse, as Dr. Seuss would say, \"Today you are YOU, that is truer than true. There is no one alive that is Youer than YOU.\" So enjoy and accept the YOU that YOU are today!\n\n? \"So the writer who breeds more words than he needs, is making a chore for the reader who reads.\" What great advice for those who would lead! Say what you need to say, and make sure what you need to say needs to be said! The only thing worse than listening to a speaker who loves the sound of his own voice is to have to muddle through mountains of words to find that nugget of truth, when mounds of words would have been enough.\n\n? \"The more that you read, the more things you will know. The more that you learn, the more places you’ll go.\" Never stop learning. Read books, blogs, tweets even bumper stickers. But always be reading and expanding your knowledge. More than that, expand your heart and mind to accept what knowledge comes your way.\n\n? \"Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not.\" This world is a rough place. People need us. We need people. So here\'s my advice to echo that of Dr. Seuss. Go give a rip. Make one difference in one life today. Lather. Rinse. Repeat every day.\n\n? \"You know you’re in love when you can’t fall asleep because reality is finally better than your dreams.\" Not everyone gets to experience this kind of love, but everyone gets to BELIEVE in this kind of love. If you\'re married to your soul mate, let them know what they mean to you. If you\'re struggling in your relationship, then work on it. It\'s cool to wake up from a dream, and it\'s the same person you were looking at just a few seconds before.\n\n? \"Today is gone. Today was fun. Tomorrow is another one.\" My dad passed away about two years ago. My mom followed him to heaven 2 months ago. I\'d give anything for one more conversation, one more hug, one more \"I love you.\" I can\'t, nor can you, undo wasted moments. But more counsel for Dr. Seuss reminds us that \"Only you can control your future.\" He adds one last piece of advice for us to consider... \"You have brains in your head. You have feet in your shoes. You can steer yourself, any direction you choose.\" So go choose something amazing today!\n\nWe laughed at the Flummox &amp; Foo-Foo the Snoo, And we sang round the Christmas Tree with Cindy Lou Who!\n\nSo spend some time with Yertle Turtle today, Or the Grickily Gractus, as they grackle away!\nBut look for the lessons, and listen close too, And like Horton you may just hear something new!', 'Leadership Lessons from Who?', '', 'publish', 'open', 'open', '', 'leadership-lessons-from-who', '', '', '2012-03-05 09:55:19', '2012-03-05 15:55:19', '', 0, 'http://leadchangegroup.com/?p=6323', 0, 'post', '', 6),
(6329, 243, '2012-03-06 06:05:25', '2012-03-06 12:05:25', 'Yesterday was my 29th anniversary.  My how time flies.  It seems like just a short time ago that Vicky and I were saying \"I do\" in a small church in rural west Tennessee.  It was pouring rain too, which was great because my fraternity brothers had all driven miles to decorate my car and get me back for doing their cars.  Too bad.\n\nGood times, like times with my wife over the last 29 years, go by in a seeming flash.  Certain events like moving to Tulsa almost 14 years ago seem like mere months; kids graduating from college, weeks.  But there were those periods that seemed to last forever; times of unemployment or uncertainty, difficult jobs, poor health.  Viewed in small chunks, painful times seem to take forever.  When you\'re doing something you don\'t enjoy or working with people you don\'t like, life seems to go in slow motion.  You feel stuck in quicksand where every movement makes things worse.  However, looking back at 29 years, Vicky and I have had some wonderful times.\n\nEvery person and every leader faces challenges over time. <a title=\"Definition of Persistence\" href=\"http://dictionary.reference.com/browse/persist\">Persistence</a> (continuing steadfastly or firmly in some state, purpose or corse of action) results from faithfully doing the next thing every time.  Sometimes that\'s faithfully doing the same thing.  Sure we talk about leading change on this blog quite a bit, but sometimes you have to <em>lead</em> <em>same</em>.  Sometimes it takes more than laziness to stay the course.  Often it takes <a title=\"Posts on Courage\" href=\"/tag/courage\">courage</a> and determination to stay.  Some changes aren\'t good.\n\nI feel I can persist when I have the courage to discard certain options outright.  I have never seriously considered divorce.  I\'ve quit many things in my life but I never considered quitting in my marriage.  At least for me, persistence is simply refusing to quit.\n\nQuitting becomes an option when you can\'t think of anything else.  It\'s either the status quo or bail.  At that moment, persistence or character or \"who you are\" insists there is another alternative.*\n\n<a href=\"http://www.amazon.com/gp/product/1451626266/ref=as_li_ss_tl?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1451626266\"><img class=\"alignleft size-medium wp-image-6332\" title=\"3rd Alternative\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/03/11003312-198x300.jpg\" alt=\"The 3rd Alternative by Stephen R. Covey\" width=\"198\" height=\"300\" /></a>Persistence is hanging on to the promise of an idea until you find a win-win alternative.  Recently I read <a title=\"The 3rd Alternative by Stephen R. Covey \" href=\"http://www.amazon.com/gp/product/1451626266/ref=as_li_ss_tl?ie=UTF8&amp;tag=elevate-20&amp;linkCode=as2&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1451626266\">The 3rd Alternative: Solving Life\'s Most Difficult Problems by Stephen R. Covey.</a>  In a conflict, the author points out that the 1st alternative is my way and the second alternative is \"your way.\"  But sometimes the second alternative is no way.  If you work with the monkeys from the <a title=\"Career Builder 2012 Super Bowl ad\" href=\"http://youtu.be/ueQqhx3qfJ8\">Career Builder ads</a> or if you just can\'t stand the work you\'re doing the 2nd alternative is quit.  Often in a divorce, the only thing a couple can agree on is the divorce.\n\nPersistence hangs on until a win-win 3rd alternative becomes obvious.  Covey calls the 3rd Alternative synergy.  Synergy occurs when we seek the other out for their perspective and their difference.  We stop looking for same and we stop trying to manipulate the other and we work together toward a 3rd alternative.\n\nPersistence commits to the 3rd Alternative.  It appreciates the value of a relationship or a purpose as greater than any single alternative, including quitting.  Persistence is remembering the value of the relationship or the objective or the promise.\n\nAre you about to quit?  I\'m not talking about the little things, but the big ones.  Are you about to give up on a career or a mate?  If so, spend some time remembering the promise.  Is the promise worth another day?  It may be that the 3rd alternative could come to you tomorrow.\n\n<span style=\"font-size: small;\"><em>* There are times when quitting is the only sane option due to physical or emotional abuse.  If you\'re experiencing anything like that, please don\'t just stay, seek professional help.</em></span>', 'Persistent Leadership', '', 'publish', 'open', 'open', '', 'persistent-leadership', '', '', '2012-03-06 06:05:25', '2012-03-06 12:05:25', '', 0, 'http://leadchangegroup.com/?p=6329', 0, 'post', '', 10),
(6336, 243, '2012-03-03 15:00:51', '2012-03-03 21:00:51', 'Would you like to increase your impact in your local community?  We began a community of leaders in the Tulsa, Oklahoma area last year that began with the <a title=\"Tulsa Leadercast\" href=\"http://tulsaleadercast.com\">Chick-fil-A Leadercast</a> and we\'ve gone on to host breakfast panel discussions that have a number of people in Tulsa sharing, discussing, and collaborating on the idea of character-based leadership.\n\nIf you\'re in Tulsa, <a title=\"Leading Up March 29, 2012 Register Now\" href=\"http://leadingupmarch2012.eventbrite.com/\">join us March 29 @ 7:30 AM for Leading Up!</a>  Our format is an open-forum. Panelists start the discussion, but then everyone can contribute. Find out more and <a title=\"Leading Up March 29, 2012 Register Now\" href=\"http://leadingupmarch2012.eventbrite.com/\">register here</a>.\n\nNot in Tulsa? We\'re planning a conference call series beginning in the 2nd Quarter of 2012 on starting a leadership community in your area. We\'re interested in helping you maximize your character-based leadership impact in your local area. Leave us a comment below to learn more when those calls begin.', 'Local Leadership Impact', '', 'publish', 'open', 'open', '', 'local-leadership-impact', '', '', '2012-03-03 15:00:51', '2012-03-03 21:00:51', '', 0, 'http://leadchangegroup.com/?p=6336', 0, 'post', '', 2),
(6349, 251, '2012-03-12 06:02:44', '2012-03-12 11:02:44', '<span style=\"font-size: small;\">A small group of us had labored for months on a project to improve morale, performance and slowdown turnover in a particular facility. This assignment had been layered on top of already full task lists, yet it was a labor of love for most of the project team. Who can resist the lure of freedom to create whatever is needed to mend something so tattered and broken?</span>\n\n<span style=\"font-size: small;\">Several months into the project, improvements in metrics first trickled in, then surged. Employees were smiling again. Recruiters were less frenzied.  The project team was – as they say in corporate America – cautiously optimistic that our mix of solutions had generated the right alchemy for a turnaround.</span>\n\n<span style=\"font-size: small;\">Then came the company management meeting. The day when “I” slammed into “we.”</span>\n<div class=\"mceTemp\"><span style=\"font-size: small;\">In his opening remarks, the president showered rave reviews on a woman from the project team, highlighting all her great efforts in turning around a troubled facility. He read the email she had sent to him. The email was full of “I” phrases:  I discovered, I researched, I thought, I did, I, I, I. There was no mention of her other four team members. (Bad on the prez for not doing more research.)</span></div>\n<span style=\"font-size: small;\">Could this be you? Have you tooted your horn yet forgotten the orchestra that accompanied you?</span>\n\n<strong><span style=\"font-size: small;\">Credit-Taking Rules for the Road</span></strong>\n<ul>\n	<li><span style=\"font-size: small;\">Using “I” is appropriate when you’ve <strong>single-handedly done the work</strong> and the end result is stupendously good, not-so-good or just plain stinks. </span></li>\n	<li><span style=\"font-size: small;\"><strong>You’re not alone.</strong> First there were six, now four-and-a-half degrees of separation between us in a world becoming ever more connected. You just never know when you’re going to bump into and/or need that someone you once threw under the bus.</span></li>\n	<li><span style=\"font-size: small;\"><strong>But you’re gonna work alone.</strong>  No one wants to partner up with or even help a glory-grabber. What’s the point in signing on to be invisible?</span></li>\n	<li><span style=\"font-size: small;\">You’ve <strong>written a bad story about yourself</strong>. It doesn’t get any more powerful than word-of-mouth praise…or condemnation. You’re in the driver’s seat as to which story people will tell about you.</span></li>\n	<li><span style=\"font-size: small;\">The <strong>“gotcha’s” will get you</strong>. Someday when you least expect it, your boss or some other pooh-bah will ask you – in a very public venue – for details of “your” terrific work. That’s when your career path hits a dead-end, and you won’t hear the applause the orchestra gets for playing <em>it’s about time</em>.</span></li>\n</ul>\n<span style=\"font-size: small;\">Taking and sharing credit:  it’s your choice, your story, your character and you’re in control.</span>', 'Character, Credit and Credibility', '', 'publish', 'open', 'open', '', 'character-credit-and-credibility', '', '', '2012-03-12 06:02:44', '2012-03-12 11:02:44', '', 0, 'http://leadchangegroup.com/?p=6349', 0, 'post', '', 7),
(6389, 243, '2012-03-16 06:02:44', '2012-03-16 11:02:44', '<a href=\"http://j.mp/A7XHg2\"><img class=\"alignright size-medium wp-image-6391\" title=\"9781118054017_cover.indd\" src=\"http://leadchangegroup.com/wp-content/uploads/2012/03/Business-At-The-Speed-Of-Now-199x300.jpg\" alt=\"\" width=\"199\" height=\"300\" /></a>A recent book by a new friend got me thinking about transparency and leadership.  The book is <a title=\"Business at the Speed of NOW at Amazon.com\" href=\"http://j.mp/A7XHg2\">Business at the Speed of NOW by John M. Bernard</a>.  John\'s an Instigator here at Lead Change.  We met through social media and we\'ve spoken a few times about how the Internet and a number of other issues are forcing business to change rapidly and drastically.\n\n<a title=\"Business at the Speed of NOW at Amazon.com\" href=\"http://j.mp/A7XHg2\">Business at the Speed of NOW: Fire Up Your People, Thrill Your Customers and Crush Your Competitors</a> is a thoughtful book based on a number of practical, real-life experiences John and his organization have taken businesses and clients through.  We\'re witnessing a transition to a mass-customization economy where businesses that accept constraints and fail to embrace change will become fossils - case studies of life from a different era.\n\nJohn talks about \"Then\" vs. \"NOW\" businesses and puts together 12 chapter process to help your organization navigate and succeed in the Now economy.  Chapters like Thriving in the Now and Making the Shift to NOW get you started and others like Solving Problems NOW and Enabling the NOW Workforce provide practical steps in the process as well.\n\nOne chapter that particularly resonated with me is titled <strong>Creating NOW Transparency</strong>.  The author talks about how the NOW workforce and the NOW economy creates different problems for today\'s organizations.  As a result, transparency is more important than ever.\n<h2>7 Rules for Total Transparency</h2>\nHe goes on to list 7 Rules for Total <a title=\"Articles on Transparency at Lead Change Group\" href=\"/tag/transparency\">Transparency</a>.\n<ol>\n	<li>Seek facts not blame.</li>\n	<li>Ask for and offer help.</li>\n	<li>Speak the truth, respectfully.</li>\n	<li>Think organizationally, act departmentally.</li>\n	<li>Engage fully.</li>\n	<li>Laugh and play.</li>\n	<li>Share leadership.</li>\n</ol>\nAll of these are important to creating a transparent organization that has the courage to see, face and overcome its problems.  All are important in building an organization that brings more than just money to its people and its customers.  Transparency enables sincerity and trust. <a title=\"Articles on Trust at Lead Change Group\" href=\"/tag/trust\">Trust</a> is the lubricant that enables organizations to function, grow and prosper. Trust enables success.  Lack of transparency causes doubt, introduces fear and destroys trust.\n\nSharing Leadership is probably the most often overlooked in the list above.  Key to transparency is giving others in the organization the information and the ability to influence by offering ideas and demonstrating responsibility.  \"Everyone in the organization should take accountability for modeling the ground rules, regardless of who actually chairs a meeting or runs a department or owns a process.\"  This idea fully aligns with a core principle of the Lead Change Group; leadership comes from within, from your character or who you are.  A transparent organization is one that encourages distributed <a title=\"Articles on Character-based Leadership at Lead Change Group\" href=\"/tag/character-based-leadership\">character-based leadership</a> rather than a narrow, positional leadership model.\n\nNOW is the time to free your organization of Then thinking.  If you\'re a business owner or leader, you can create the change in your organization or it will happen to you.  Are you ready for the challenge?  Then check out <a title=\"Business at the Speed of NOW at Amazon.com\" href=\"http://j.mp/A7XHg2\">Business at the Speed of NOW</a>.', 'Transparency and Leadership', '', 'publish', 'open', 'open', '', 'transparency-and-leadership', '', '', '2012-03-16 06:02:44', '2012-03-16 11:02:44', '', 0, 'http://leadchangegroup.com/?p=6389', 0, 'post', '', 9),
(6400, 294, '2012-03-26 06:02:59', '2012-03-26 11:02:59', 'When we think of planet preservation we think of the air, the water and the land. But we don\'t think about the many common forms of waste that occur in our workplaces -- and this waste not only costs our business, it wastes the Earth\'s resources. Management causes waste through its outdated practices.</p>', '5 Wastes Management Causes: Do They Hurt the Planet?', '', 'publish', 'open', 'open', '', '5-wastes-management-causes-do-they-hurt-the-planet', '', '', '2012-03-26 06:02:59', '2012-03-26 11:02:59', '', 0, 'http://leadchangegroup.com/?p=6400', 0, 'post', '', 0),
(6417, 270, '2012-03-20 06:00:30', '2012-03-20 11:00:30', '\n\nI recently sat down and created a list of the most powerful lessons I’ve learned <strong>so far</strong>, in life and in leadership.\n\nSeven of those lessons stand out as lessons that are critically important to share:\n<ol>\n	<li> Your <a href=\"http://www.amazon.com/Dream-Giver-Following-God-Given-Destiny/dp/B002PJ4LI6\">calling</a> can become your idol if you let it.</li>\n	<li> Without a <a href=\"http://leadchangegroup.com/have-you-shared-your-vision-with-your-team/\">vision</a> people and organizations really do perish.</li>\n	<li><strong>Leaving</strong> your <a href=\"http://www.gianaconsulting.com/blog/the-heart-of-a-leader\">comfort zone</a> will always make you feel weak and small.</li>\n	<li><a href=\"http://michaelhyatt.com/5-truths-to-remember-when-your-leader-falls.html\">Every human has feet of clay,</a> complete trust and confidence should only be placed in God.</li>\n	<li>The critical balance of <a href=\"http://smartblogs.com/leadership/2011/12/15/why-leaders-need-to-practice-compassionate-accountability/\">compassion and accountability</a>.</li>\n	<li> <a href=\"http://store.northpoint.org/life-rules-part-two-forgive.html\">How to forgive</a>, even when the act seems unforgivable.</li>\n	<li>Brokenness creates<a href=\"http://www.emergingleader.com/article20.shtml\"> humility</a>.  Thankfulness sustains humility.</li>\n</ol>\n<strong>How about you... What are the most powerful life and leadership lessons you’ve learned so far?</strong>', '7 Most Powerful Lessons From Life &#038; Leadership', '', 'publish', 'open', 'open', '', '7-most-powerful-lessons-from-life-leadership', '', '', '2012-03-20 06:00:30', '2012-03-20 11:00:30', '', 0, 'http://leadchangegroup.com/?p=6417', 0, 'post', '', 9),
(6418, 294, '2012-04-06 06:00:31', '2012-04-06 11:00:31', '“We have a problem Houston!” The problem is that most U.S. organizations suffer from the 7 Deadly Sins of Management. The 7 Deadly Sins of Management are:\n<ol>\n	<li>Lack of clear direction</li>\n	<li>No line of sight</li>\n	<li>Unclear accountability</li>\n	<li>Inconsistent language</li>\n	<li>Poor issue transparency</li>\n	<li>Insufficient resources</li>\n	<li>Inadequate tools/skills</li>\n</ol>\n&nbsp;\n', 'The 7 Deadly Sins of Management', '', 'publish', 'open', 'open', '', 'the-7-deadly-sins-of-management', '', '', '2012-04-06 06:00:31', '2012-04-06 11:00:31', '', 0, 'http://leadchangegroup.com/?p=6418', 0, 'post', '', 2),
(6427, 283, '2012-03-22 09:19:24', '2012-03-22 14:19:24', 'Today\'s SmartBlog on Leadership post, <a href=\"http://smartblogs.com/leadership/2012/03/22/5-steps-to-becoming-more-interesting-and-a-better-leader/\">5 Steps to Becoming More Interesting - and a Better Leader </a>is by Mike Myatt, <em> a leadership adviser to CEOs and boards, author of “<a href=\"http://www.amazon.com/gp/product/1432717731\">Leadership Matters</a>,” a <a href=\"http://blogs.forbes.com/mikemyatt\">Forbes</a> contributor, and is managing director at N2growth, where he authors the <a href=\"http://www.n2growth.com/blog\">N2growth Blog</a>.</em>\n\n\"Smart leaders have long understood the key to relevance and influence in found in how interesting they are to others — do you?\"', '5 steps to becoming more interesting — and a better leader', '', 'publish', 'open', 'open', '', '5-steps-to-becoming-more-interesting-and-a-better-leader', '', '', '2012-03-22 09:19:24', '2012-03-22 14:19:24', '', 0, 'http://leadchangegroup.com/?p=6427', 0, 'post', '', 0),
(6431, 274, '2012-03-27 14:50:34', '2012-03-27 19:50:34', 'What are you ready to lead?  The question has to be asked.  We need everyone to find a place and take the lead!\n\nSonia DiMaulo\'s \"Are You Ready\" Campaign ends on March 31, 2012. It\'s not too late to<a title=\"Are you Ready?\" href=\"https://www.facebook.com/theappleintheorchard/app_95936962634\" target=\"_blank\"> enter to win a great prize pack of gifts</a> to help you grow as a leader.\n\nRead <a title=\"Are You Ready on Weaving Influence\" href=\"http://www.weavinginfluence.com/work/are-you-ready\" target=\"_blank\">this recent post</a> on my blog to learn more.', 'Are You Ready Campaign', '', 'publish', 'open', 'open', '', 'are-you-ready-campaign', '', '', '2012-03-27 14:50:34', '2012-03-27 19:50:34', '', 0, 'http://leadchangegroup.com/?p=6431', 0, 'post', '', 0);
