Leadership Freak

SEPTEMBER 29, 2012

Inept leaders block uncomfortable topics from the discussion. It’s pathetic. Weak, fearful leaders need agreement to confirmation their leadership. On the other hand, I recently spent time with five members of an executive team who displayed the power of candor. They brought themselves and their perspective to the discussion. In some organizations it would have been [.].

Execution 217

Execution Power Team Organization 217

Leadership Freak

SEPTEMBER 27, 2012

You might think it’s awkward but I asked anyway. “What makes me think you can be a leader?” The person I asked is in their early 20’s with many leadership accomplishments. Maybe it was part humility, part fear of saying the “wrong” thing, or part sincerely not knowing, eventually they said, “I don’t know.” I [.].

Leadership 216

Leadership Leadership Development Development 216

Leadership Freak

SEPTEMBER 11, 2012

Mistakes matter more when you’re the new kid on the block. Long-term relationships contextualize and soften occasional screw ups. 13 mistakes new leaders make: Forgetting your arrival stresses others, including those who hired you. The stress you feel, others feel too. Proving technical skill. You don’t need to prove what you know. You did that [.].

Long-term 215

Long-term Stress Skills Leadership Development 215

Leadership Freak

SEPTEMBER 14, 2012

“Most of what we call management consists of making it difficult for people to get their work done.” Peter Drucker Four ways managers get in the way: Meddling – Managers that roadblock work stay too close and talk too much. Your people want you to let them work. Stop by to encourage and ask questions, briefly. Express [.].

Management 210

Management Drucker 210

Leadership Freak

SEPTEMBER 13, 2012

“We have a crisis in leadership. Confidence in leaders continues to decline. At the same time, our current financial situation says we are in disparate need of leaders.” “Would you trust your leaders to babysit your children?” John Baldoni. Leadership begins with trust. Acting in the best interest of others builds trust. Self-interest, at the [.].

Crisis 209

Crisis Leadership Power Books 209

Leadership Freak

SEPTEMBER 10, 2012

Mark Owen (Not his real name) explained his firsthand view of the raid on Osama bin Laden’s Pakistan compound on 60 minutes Sunday night. Scott Pelley interviewed the former Navy SEAL who gave a blow by blow of the operation, even his visit to Taco Bell after he arrived home. Owen is under fire from [.].

Operations 208

Operations Motivation Succession Team 208

Leadership Freak

SEPTEMBER 21, 2012

If you don’t move first you aren’t leading. But, don’t move first every time. Passion, vision, and compassion propel leadership-action. Leaders step in where others step back. All leaders move toward: Opportunity. Challenge. Change. Achievement. Wise leaders move toward: People over opportunities. People are leadership’s greatest opportunity, period.

Leadership 207

Leadership Leadership Development Development 207

Leadership Freak

SEPTEMBER 17, 2012

Leading sets you apart from others. Being out in front means you may walk alone. Additionally, you work to understand others but do others understand you? If you feel alone, you aren’t alone. Leadership’s “A” game: Leaders bring their “A” game every day. You direct, guide, manage, decide, counsel, encourage, challenge, … You think of [.].

Leadership 205

Leadership Management Stress Leadership Development 205

Leadership Freak

SEPTEMBER 7, 2012

Managing is more than processes and procedures; it’s people. Successful managers bring out the best in others. “Management and leadership are about coaching around performance.” John Baldoni My conversation with author, speaker, and executive coach, John Baldoni, covered everything from what’s wrong with leadership to the good side of office politics.

Skills 205

Skills Management Executive Coaching Politics 205

Leadership Freak

SEPTEMBER 8, 2012

Circumstances don’t determine the atmosphere and tone of organizations, leaders do. Look around your office or leadership team. Is the tone positive or negative? Now, look at yourself. How are you perceived? Organizations reflect leadership. Thursday, I reconnected with Shirzad Chamine, author of, Positive Intelligence. He reminded me that our “Sage” is a joyful, curious, [.].

Positioning 203

Positioning Organization Leadership Team 203

Leadership Freak

SEPTEMBER 9, 2012

David versus Goliath is the quintessential story of winning in the face of insurmountable challenges. Most know the story of the shepherd boy, with a sling and stone, who defeated the mighty warrior. You may not know the rest of the story. When David – the shepherd boy – arrived in military camp he was [.].

Leadership Development 203

Leadership Development Innovation Development Leadership 203

Leadership Freak

SEPTEMBER 5, 2012

Embrace the dark side. Don’t pretend it’s not there. Leaders are angry individuals. Think frustrated if it’s more comfortable. Not: I’m not talking about temper tantrums. Wisdom delays action when it comes to blow-ups. Rule anger never let it rule you. Ruling isn’t pretending it’s not there. Anger from leaders who feel powerless or trapped [.].

202

202

Leadership Freak

SEPTEMBER 22, 2012

When leadership is about making things better it’s inclusive not exclusive; functional not positional. Everyone who asks, “How can I help us make things better?” is on a leadership journey regardless of position. Three essentials: Everyone leads when they believe in their own voice, embrace a vision, and exercise change-making-skills and strategies.

Leadership 202

Leadership Strategy Positioning Skills 202

Leadership Freak

SEPTEMBER 16, 2012

If you hear the train’s whistle and see the light in the tunnel you know the trains coming. If you let a train wreck happen without saying something, at best you’re foolish at worst you’re cruel. Letting people fail isn’t: Saying nothing when a wreck is around the corner. Standing on the sidelines gloating. Forgetting [.].

Training 202

Training Leadership Development Development Management 202

Leadership Freak

SEPTEMBER 15, 2012

Don’t get so busy getting things done that you end up done yourself. Experience shows many leaders between 45 and 55 years old are so connected with business that they become disconnected with themselves. Don’t get so lost in business that you lose yourself. Gary Anzolone, CEO of CEO Clubs NYC, sat beside me for [.].

CEO 201

CEO Leadership Development Development Leadership 201

Leadership Freak

SEPTEMBER 24, 2012

I’m so committed to pressing into the future that it’s hard to enjoy the present. You can’t lead if you aren’t dissatisfied. How are you navigating the leadership tightrope between what is and what could be? Leadership tightropes include: Passion to improve and discouragement at progress. Pressing into the future and rejection of the present. [.].

Leadership 201

Leadership Commitment Succession Leadership Development 201

Leadership Freak

SEPTEMBER 19, 2012

What’s the point of staff development if career ladders look like traffic jams? Tough times end promotions and pay raises. Maybe it’s better to slow or stop staff development. What can you offer? Don’t raise hopes. However… The people you want on your team want to learn and grow. If they don’t want to grow, [.].

Career 200

Career Development Team Books 200

Leadership Freak

SEPTEMBER 4, 2012

Ownership is dangerous when others are ruled out. “It’s mine! Don’t touch my things!” Individual owners do things themselves. That’s good unless it become exclusive, protective, and short-sighted. Individual contributors: The trouble with individual contributors is they create patterns and processes others don’t embrace or duplicate.

Process 198

Process Succession Leadership Development Development 198

Leadership Freak

SEPTEMBER 6, 2012

Success always has failure in it. Weak leaders pretend and fearful leaders need everything to be okay. But, nothing works perfectly. You’re never successful without failure. Every initiative, program, event, or project has glitches, inefficiencies, and dropped balls. Improving and Fixing: The downside of improving is oppression. “Isn’t it ever good enough?

Project 198

Project Environment Succession Team 198

Leadership Freak

SEPTEMBER 20, 2012

“Life’s tipping points occur when we figure out who we are and who we want to be.” Peter Aceto, President and CEO of ING DIRECT Canada. Peter grew up in a strict household that powerfully affected his choices. Peter said, “I have a great dad but he was controlling and not always in a good [.].

Tips 198

Tips CEO Power Leadership Development 198

Leadership Freak

SEPTEMBER 25, 2012

Decisions should be made by those closest to the action. The trouble is those closest to the action may not see the big picture. They may act selfishly. Perhaps they’re great at their jobs but they’re fearful. Should I continue? You have a bag full of reasons why others shouldn’t have decision making authority. Most [.].

Succession 196

Succession Management Leadership 196

Leadership Freak

SEPTEMBER 12, 2012

Leaders without commitments frantically bounce like balls in pinball machines with no clear direction. Commitments are stabilizing stakes in the ground that guide behaviors and inform decisions. Commitments are decisions you don’t reconsider. Top leadership commitments include: Care. Serve. Clarify. Clarity drives success. Know where you’re going and tell others, often.

Commitment 182

Commitment Leadership Information Succession 182

Leadership Freak

SEPTEMBER 11, 2012

Mistakes matter more when you’re the new kid on the block. Long-term relationships contextualize and soften occasional screw ups. 13 mistakes new leaders make: Forgetting your arrival stresses others, including those who hired you. The stress you feel, others feel too. Proving technical skill. You don’t need to prove what you know. You did that [.].

Long-term 132

Long-term Stress Skills Leadership Development 132

Leadership Freak

SEPTEMBER 8, 2012

Circumstances don’t determine the atmosphere and tone of organizations, leaders do. Look around your office or leadership team. Is the tone positive or negative? Now, look at yourself. How are you perceived? Organizations reflect leadership. Thursday, I reconnected with Shirzad Chamine, author of, Positive Intelligence. He reminded me that our “Sage” is a joyful, curious, [.].

Positioning 115

Positioning Organization Leadership Team 115

Leadership Freak

SEPTEMBER 1, 2012

It’s shockingly easy to discourage others. It takes no skill to knock people down. It’s the joy of fools to drag down. Leaders encourage – losers discourage. Discouragement comes quickly, easily, and without thought. Encouragement – positive momentum – is a fragile flame that requires fuel, protection, and repetition. Encouragement fuels success; discouragement destroys it. [.].

Skills 107

Skills Positioning Succession Influence 107

Leadership Freak

SEPTEMBER 7, 2012

Managing is more than processes and procedures; it’s people. Successful managers bring out the best in others. “Management and leadership are about coaching around performance.” John Baldoni My conversation with author, speaker, and executive coach, John Baldoni, covered everything from what’s wrong with leadership to the good side of office politics.

Skills 104

Skills Management Executive Coaching Politics 104

Leadership Freak

SEPTEMBER 5, 2012

Embrace the dark side. Don’t pretend it’s not there. Leaders are angry individuals. Think frustrated if it’s more comfortable. Not: I’m not talking about temper tantrums. Wisdom delays action when it comes to blow-ups. Rule anger never let it rule you. Ruling isn’t pretending it’s not there. Anger from leaders who feel powerless or trapped [.].

Motivation 100

Motivation Leadership Development Development Leadership 100

Leadership Freak

SEPTEMBER 13, 2012

“We have a crisis in leadership. Confidence in leaders continues to decline. At the same time, our current financial situation says we are in desperate need of leaders.” “Would you trust your leaders to babysit your children?” John Baldoni. Leadership begins with trust. Acting in the best interest of others builds trust. Self-interest, at the [.].

Crisis 100

Crisis Leadership Power Books 100

Leadership Freak

SEPTEMBER 10, 2012

Mark Owen (Not his real name) explained his firsthand view of the raid on Osama bin Laden’s Pakistan compound on 60 minutes Sunday night. Scott Pelley interviewed the former Navy SEAL who gave a blow by blow of the operation, even his visit to Taco Bell after he arrived home. Owen is under fire from [.].

Operations 100

Operations Motivation Succession Team 100

Leadership Freak

SEPTEMBER 9, 2012

David versus Goliath is the quintessential story of winning in the face of insurmountable challenges. Most know the story of the shepherd boy, with a sling and stone, who defeated the mighty warrior. You may not know the rest of the story. When David – the shepherd boy – arrived in military camp he was [.].

Leadership Development 100

Leadership Development Innovation Development Leadership 100

Leadership Freak

SEPTEMBER 6, 2012

Success always has failure in it. Weak leaders pretend and fearful leaders need everything to be okay. But, nothing works perfectly. You’re never successful without failure. Every initiative, program, event, or project has glitches, inefficiencies, and dropped balls. Improving and Fixing: The downside of improving is oppression. “Isn’t it ever good enough?

Project 100

Project Environment Succession Team 100

Leadership Freak

SEPTEMBER 4, 2012

Ownership is dangerous when others are ruled out. “It’s mine! Don’t touch my things!” Individual owners do things themselves. That’s good unless it become exclusive, protective, and short-sighted. Individual contributors: The trouble with individual contributors is they create patterns and processes others don’t embrace or duplicate.

Process 100

Process Succession Leadership Development Development 100