Leadership Freak
OCTOBER 7, 2011
Your passion to make a difference makes you do too much. Sincerity is a curse when it turns you into a leaf blown around by the latest possibility for positive impact. Unfocused passion frustrates and dilutes you and your potential. Doing less enables more. The fewer things you do the better you can be at [.].
Leadership Freak
OCTOBER 3, 2011
One in three leaders has no outstanding strength. If you have one extraordinary strength you are in the 64th percentile of over 200,000 leaders. Competency delivers results. Extraordinary leaders display and leverage at least one extraordinary strength. John Zenger, author and CEO of Zenger|Folkman, spoke with me about strength-based leadership.
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Leadership Freak
OCTOBER 4, 2011
“A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows what people cannot do, but never sees what they can do, will undermine the spirit of the organization,” Peter Drucker. John Zenger, co-author of the HBR article, Making [.].
Leadership Freak
OCTOBER 2, 2011
Life eventually hardens like arteries unless there’s painful intervention. Positive statements affirm us. Negative statements change us. Furthermore, compliments and affirmations validate the past and solidify the present. But, crisis, criticisms and corrections change us. Spencer Johnson correctly observes, “Change happens when the pain of holding on becomes greater than the fear of letting go.” [.].
Leadership Freak
OCTOBER 1, 2011
Patterns are developing after a year and a half’s worth of conversations with high profile leaders and successful authors. Jay Elliot, former Sr. V.P. at Apple said, “Great people are hard on themselves. My job is to encourage them.” John Spence pulled off the road while on his way to a speaking gig to listen [.].
Leadership Freak
OCTOBER 5, 2011
Image source We’re all drawn toward skillful competent individuals. Maybe they’ll teach us? Hopefully, they’ll rub off. But competency without frailty is uncomfortable, unapproachable, and unattractive. The things that make competencies beautiful are the frailties that surround them. I was thinking of this during lunch with Doug Conant, former CEO of Campbell’s Soup.
Leadership Freak
OCTOBER 6, 2011
Should the potential benefits of overcoming difficulties motivate leaders to intentionally create strategic disadvantage? That’s the question Malcolm Gladwell introduced yesterday in an unplugged session during the World Business Forum. It’s been bouncing around in my head ever since. (see yesterday’s post: Useful Disadvantage) Disadvantages create difficulty.
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