Leadership Freak

SEPTEMBER 9, 2011

The people you try to please control you and your organization. Customers drive organizations, you don’t. Drucker said, “The purpose of business is to create and keep a customer.” You are all about pleasing customers. Pleasing others, however, presents problems for you. The more people you try to please: The more frantic you and your [.].

Drucker 215

Drucker Organization Leadership Development Innovation 215

Leadership Freak

SEPTEMBER 4, 2011

If you feel stuck you are. You want to be unstuck but wanting doesn’t change anything. Wanting without acting makes matters worse. Frustration drains you. Frustration and blame are twins. Where there is blame there is frustration – where there is frustration there is blame. Blame and frustration deepen ruts. Getting unstuck: Taking responsibility ends [.].

Strategy 204

Strategy Leadership Development Development Leadership 204

Leadership Freak

SEPTEMBER 6, 2011

I’m from Maine. My parents are from Maine, and so are my parent’s parents. We refer to ourselves as MAINEiacs and we have a reputation for stoicism. Maybe the cold winters make us that way? My dad is a classic Maineiac – steady and unemotional. Self-awareness to this MAINEiac seemed like a passing fad – [.].

Influence 199

Influence Self-aware Reputation Reference 199

Leadership Freak

SEPTEMBER 3, 2011

Passion is essential but it doesn’t solve everything. About a month ago I invited one of our lead people to take on a new role. It’s not working out and it’s my fault. They were passionate; but now I see frustration. They’re out of their sweet spot. Passion isn’t omnipotence or aptitude. For example, I’m [.].

Examples 198

Examples Delegation Leadership Development Development 198

Leadership Freak

SEPTEMBER 7, 2011

The 80/20 rule (Pareto Principle) indicates 80% of your activities are trivial and 20% deliver results. Who wants to go to their CEO and say I’m wasting 80% of my time? It’s shocking to suggest that 80% of an employee’s time is available for richer activities. It’s even more uncomfortable to apply that rule to [.].

CEO 197

CEO Team Leadership Development Development 197

Leadership Freak

SEPTEMBER 8, 2011

Whoever said, “Fail often, fail fast, fail cheap,” has my respect. One challenge, however, is organizational expectations. Some within your organization have a low tolerance for failure. They choke creativity, stall innovation, and paralyze people. Why? Mistakes cost: Decline in morale. Lost confidence. Opportunities lost. Underutilized resources. Misallocated resources.

Morale 195

Morale Creativity Resources Cost 195