Leadership

Fueling Your Power with Meaningful Downtime

Posted by on Feb 19, 2020 in Leadership | 2 comments

Our best thinking often happens in the shower or when brushing teeth. In DOWNTIME, those moments when we switch off active thinking, we find rejuvenation!

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What Makes Individuals and Leaders Grow?

Posted by on Feb 12, 2020 in Leadership | 0 comments

There are 3 things that foster exponential individual and leadership growth: new life experiences, intellectual curiosity, and “what if” questions.

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What’s Your Legacy?

Posted by on Oct 9, 2019 in Challenge Yourself, Leadership | 9 comments

My father left me quite a legacy, but it didn’t come in the form of an endowment or a trust fund. His legacy came from how he lived his life, a life that left a mark in the lives of so many others after he left us. Most legacies aren’t financial With all the DNA tests available, I wonder if some “lucky” kid will soon learn that he can call Warren Buffett or Bill Gates “Daddy.” If that were the case (and I don’t think it is), you might inherit an endowment or a trust fund. But not necessarily a legacy. Most legacies aren’t intentional If wealthy people want to leave an intentional...

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How to Destroy Your Business (PSST! It’s Tied to Your Culture)

Posted by on Sep 25, 2019 in Engagement, Leadership | 0 comments

Corporate culture is a living organism that goes viral. It breathes (and sometimes seethes) inside employees, and then it spreads to customers.

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Leaders at Work: Raise Your Hand if You Need Help!

Posted by on Aug 7, 2018 in Challenge Yourself, Leadership | 0 comments

He should have raised his hand and asked for help. He didn’t. Instead, he shredded thousands of documents in an attempt to destroy the evidence that he was in over his head. How did that work out? The manager went to prison where he died.

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The Poisonous Stick Interpretation

Posted by on Jun 7, 2018 in Leadership | 0 comments

The other day on a hike, I jumped out of my skin when I came across a stick that had the same coloration and shape of a copperhead. Obviously, I could only interpret that observation as any sane person would: the stick, wishing to protect itself, used a camouflage design to resemble a deadly snake. No predator in its right mind would attack a copperhead. Similarly, leaders often make all of the right observations but draw completely false conclusions. For example, when a leader sees poor quality, he interprets, I must have lazy, careless employees. When a leader sees declining performance,...

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