Leadership Freak

MARCH 18, 2012

Guess what insecure leaders do when one of their weaknesses comes to light? They immediate explain why it isn’t a weakness and how it’s not that bad. I see it all the time. It’s hard to acknowledge what you can’t do well when you live in a world that expects you to be good at [.].

How To 210

How To Leadership Development Development Management 210

Leadership Freak

MARCH 17, 2012

Focusing on what others should have done is a powerless excuse maker’s paradise. Responses reflect values. Excuse maker and blamers value themselves above others. They’ll drive the knife in your back if it serves their purposes. Compassionate leaders value others. They believe in lifting rather than crushing. Responses reflect confidence. Blamers live defensive lives, feeling [.].

Power 209

Power Influence Leadership Development Development 209

Leadership Freak

MARCH 13, 2012

** Inexperience is under rated. Inexperienced people enjoy the courage of ignorance. They say, “Why not” rather than “we tried that.” Ignorance allows them to see what could be. They see fewer problems and more opportunities. They try because they haven’t failed. Stupid and experienced: Benjamin Franklin said, “We are all born ignorant, but one [.].

Leadership Development 206

Leadership Development Innovation Development Management 206

Leadership Freak

MARCH 15, 2012

Organizations without processes never thrive. Effective and efficient processes create platforms that enable, enhance, and evaluate both individual and organizational performance. What’s your systematic process for achieving breakthroughs, living transparently, and solving problems, for example? Powerful processes: Eliminate drama. Prevent distractions.

Process 203

Process Efficiency Root Cause Analysis Examples 203

Leadership Freak

MARCH 24, 2012

Yesterday I gave my first keynote presentation since the accident on November 20, 2011. It felt like putting old jeans on. Successful presenters create dynamic connections between themselves and audiences. Connect with the past: Weeks before the presentation, I’d asked several people, “What was the best organizational meeting you attended?” They all replied, “The one [.].

Audience 200

Audience Succession Goal Influence 200

Leadership Freak

MARCH 31, 2012

Painful endings and uncertain beginnings are the two moments you make the most difference in a leader’s life. Enabling others to continue on their current course often adds value; facilitating an ending is a treasure. Endings are like giving birth. They begin with pain. Painful endings: All great journeys begin with painful endings. Immanent endings [.].

Course 200

Course Positioning Influence Leadership Development 200

Leadership Freak

MARCH 2, 2012

Unrelenting pressure, backstabbing and undercutting, fatigue, feeling powerless and under appreciated spawn burnout. According to Maslach and Jackson the six factors of burnout are: Working too much. Unjust environments. Little support. Working where you feel unable to effect change. Serving values you loath. Insufficient reward (whether the currency is money, prestige, or positive feedback).

Environment 198

Environment Positioning Stress Leadership Development 198

Leadership Freak

MARCH 3, 2012

Dogs enjoy jumping through hoops, people don’t. Sluggish organizations require employees to jump through hoops before they act. Hoops represent frigid control. Passion is inversely proportional to the number of hoops required. Hoops are roadblocks masquerading as protection. Why it matters: Fewer hoops fuel passion. Dynamic organizations eliminate controlling hoops and develop energizing stepping stones that propel [.].

Development 198

Development Organization Motivation Team 198

Leadership Freak

MARCH 28, 2012

Don’t trust people who don’t trust you. Joan’s boss asked her what she thought of their company’s banner product. Joan replied, “I love the value it brings but in many ways it’s outdated.” She offered suggestions on how to improve process, delivery, and application. That was Joan’s mistake. It seemed the meeting went well. Later, [.].

Process 197

Process Productivity Products Company 197

Leadership Freak

MARCH 16, 2012

“You don’t love me,” comes from a heart that wants to be loved, but isn’t? “ I love you,” signals beginnings; “You don’t love me,” endings. Love’s ending begins with thoughts like: You put someone else ahead of me. You don’t think of me and my wants. You don’t have my best interests at heart. [.].

Leadership Development 197

Leadership Development Development Management Leadership 197

Leadership Freak

MARCH 14, 2012

** Mediocre leaders can’t or won’t delegate. Delegating may be the most unglamorous part of leadership. I woke up this morning with three things on my mind, delegating an important role in the organization I lead, and two Warrens. They all go together. Warren Buffet on delegation: Hire people and don’t tell them what to [.].

Delegation 197

Delegation Organization Leadership Goal 197

Leadership Freak

MARCH 9, 2012

Organizations and individuals remain stuck because they don’t understand and/or can’t endure the disorienting unbalance “new” always creates. Wise leaders understand prepare for, accept, and work through the pains of disequilibrium. Unbalance always precedes balance. From the garage: The tires on your car are balanced on spin balance machines. Technicians spin the tires and add [.].

Leadership 197

Leadership Organization Goal Motivation 197

Leadership Freak

MARCH 23, 2012

Sometimes you don’t know what you want until you make a choice. You’re driving down the road and realize you aren’t comfortable. Choices expose what we really want. Maybe you feel trapped because you already decided. How can we make the rubber hit the road without creating a binding decision. Make nonbinding decisions: Public decisions [.].

Leadership Development 196

Leadership Development Development Leadership 196

Leadership Freak

MARCH 21, 2012

Those without hope cannot be led. Hope is the engine that drives success. Despair drives defeat. The overwhelming power of hope is demonstrated in it’s ability to inspire unimaginable endurance. Think of hope gone bad when a wife endures abuse hoping he’ll change. Wise leaders instill enabling hope that energizes sustained progress toward noble goals. [.].

Engineering 195

Engineering Goal Power Succession 195

Leadership Freak

MARCH 11, 2012

People who frustrate you fill holes in your leadership. You need them more than you think. I took on my first leadership challenge in 1981. I didn’t even know what leadership meant. I did know that it seemed I was surrounded by people who frustrated me. They didn’t want to do what I wanted! Since then, I’ve [.].

Power 194

Power Leadership Team Leadership Development 194

Leadership Freak

MARCH 7, 2012

** Uncertainty invites participation. Exploring ideas, finding solutions, and innovation demand vigorous participation from all players. The best teams win when players bring their best. Your attitude secretly signals participants to open up and bring their “A” game or clam up and play it safe. Uncertain leaders create safe playing fields where everyone participates.

Uncertainty 194

Uncertainty Participative Innovation Power 194

Leadership Freak

MARCH 8, 2012

** “Organizations create visions of their future and spend a lot of time crafting mission statements. While employees rarely write down their personal mission statements, they do envision successful futures for themselves.” John M. Bernard, Business at the Speed of Now. John’s illustration points to the power of vision overlap. You don’t manipulate natural engagement, [.].

Mission Statement 194

Mission Statement Power Organization Succession 194

Leadership Freak

MARCH 1, 2012

By definition most of us are average. Even though: 68% of the faculty at the University of Nebraska rate themselves in the top 25% of teaching ability. 90% students see themselves as more intelligent than the average student. 93% of U.S. drivers put themselves in the top 50% of driving ability. 92% of teachers say [.].

Organization 193

Organization Definition Hamel Leadership Development 193

Leadership Freak

MARCH 12, 2012

** Ambition makes it nearly impossible to enjoy the success of others. You can shine, just don’t outshine me. In addition, insecure bosses feel threatened when someone outshines them. Furthermore, it’s hard to help others outshine you when you’re in the middle of an organization. A “shiner” might be promoted over you. Safe success: Organizations [.].

Succession 193

Succession Organization Motivation Leadership Development 193

Leadership Freak

MARCH 27, 2012

According to the input from my facebook page, being “unexcitable” isn’t the most admired leadership quality. John Bell suggests, when excitable equals passionate, we admire Jack Welch, Steve Jobs, and Howard Shultz. All of which are famous or notorious for their passion. Perhaps it’s a matter of definition and context? “I think it’s because I [.].

Welch 193

Welch Definition Quality Leadership 193

Leadership Freak

MARCH 6, 2012

I never met a leader worth their salt that wasn’t angry about something. Anger is easy to feel but hard to express, usefully. Occasionally, great leaders blow up. It’s recorded that Jesus flew into a public rage twice. The good side of anger is it gets things done in a hurry. Public anger: Gives permission [.].

Motivation 193

Motivation Leadership Development Development Leadership 193

Leadership Freak

MARCH 29, 2012

The stages of your leadership journey are predictable even if life isn’t. ** “The hero’s journey has three parts: departure, initiation, and return.” Sandra Emma Shelley, Insideout Enneagram by Wendy Appel. Part one – The Departure: 1. The Call. Early signs may be restlessness, discontent, or longing for something unknown. Great journeys always begin painfully. [.].

Leadership 192

Leadership Airlines Books Leadership Development 192

Leadership Freak

MARCH 4, 2012

November 20, 2011 hangs in the misty past as one of life’s turning points. It’s the day I was life flighted to a regional trauma center after a severe car accident that nearly took my life. Three and a half months later, I’m doing very well. Specifically: My broken right hip is responding well to [.].

184

184

Leadership Freak

MARCH 29, 2012

Freak followers on facebook responded to “I’m currently reading __” with this list of books: Freedom, by Jonathan Franzen EntreLeadership, by Dave Ramsey The 4-hour Workweek The Permanent Revolution, by Alan Hirsch The Resolution for Men Personal Kanban The Night Circus Innovators Deliemma Why Plans Fail: Cognitive Bias, Decision Making, and Your Business Great by [.].

Books 170

Books Innovation Planning Leadership Development 170

Leadership Freak

MARCH 26, 2012

** How do you make people feel? The way you make people feel may be the most important thing about your leadership. It’s frequently the most neglected. Relentlessly looking ahead to noble destinations is never enough. Efficient systems don’t work apart from people. Values must find expression in behaviors. Feelings follow us everywhere. What emotional [.].

Leadership 109

Leadership Efficiency System Influence 109

Leadership Freak

MARCH 10, 2012

** You make a difference by inspiring others to make a difference. Here’s how: 1. Stop fixing. If your passion for excellence and success drives you to constantly fix people, stop it. Problem centered fixers invite self-protective restraint in others. 2. Compassion wins. The pursuit of personal gain and glory doesn’t inspire, it threatens. Inspiration occurs when [.].

Succession 107

Succession Influence Leadership Development Development 107

Leadership Freak

MARCH 18, 2012

Guess what insecure leaders do when one of their weaknesses comes to light? They immediate explain why it isn’t a weakness and how it’s not that bad. I see it all the time. It’s hard to acknowledge what you can’t do well when you live in a world that expects you to be good at [.].

How To 106

How To Learning Organization Organization Succession 106

Leadership Freak

MARCH 5, 2012

I never appreciated Steve Jobs’ quote, “I want to put a ding in the universe,” until I talked with Gary Hamel, Wall Street Journal’s #1 most influential business thinker. I asked Gary what leadership behaviors have the most impact on organizations. Gary took a swing at the reason we don’t put a ding in the [.].

Hamel 104

Hamel Organization Leadership Company 104

Leadership Freak

MARCH 30, 2012

“The path to the top is harder for women than men,” Ruth Malloy. Men can be men but women must be both. Hay Group has identified six leadership styles. I’ve circled stereotypical male styles in blue and female in pink. Women using traditional masculine styles without including feminine styles are labeled bitches. Men lacking stereotypical feminine [.].

Leadership Styles 103

Leadership Styles Leadership Diversity Influence 103

Leadership Freak

MARCH 27, 2012

According to the input from my facebook page, being “unexcitable” isn’t the most admired leadership quality. John Bell suggests, when excitable equals passionate, we admire Jack Welch, Steve Jobs, and Howard Shultz. All of which are famous or notorious for their passion. Perhaps it’s a matter of definition and context? “I think it’s because I [.].

Welch 102

Welch Definition Quality Leadership 102

Leadership Freak

MARCH 8, 2012

** “Organizations create visions of their future and spend a lot of time crafting mission statements. While employees rarely write down their personal mission statements, they do envision successful futures for themselves.” John M. Bernard, Business at the Speed of Now. John’s illustration (above w/two circles) points to the power of vision overlap.

Mission Statement 102

Mission Statement Power Organization Succession 102

Leadership Freak

MARCH 1, 2012

By definition most of us are average. Even though: 68% of the faculty at the University of Nebraska rate themselves in the top 25% of teaching ability. 90% students see themselves as more intelligent than the average student. 93% of U.S. drivers put themselves in the top 50% of driving ability. 92% of teachers say [.].

Organization 102

Organization Definition Hamel Leadership Development 102

Leadership Freak

MARCH 28, 2012

Don’t trust people who don’t trust you. Joan’s boss asked her what she thought of their company’s banner product. Joan replied, “I love the value it brings but in many ways it’s outdated.” She offered suggestions on how to improve process, delivery, and application. That was Joan’s mistake. It seemed the meeting went well. Later, [.].

Process 101

Process Productivity Products Company 101

Leadership Freak

MARCH 17, 2012

Focusing on what others should have done is an excuse maker’s paradise. Responses reflect values. Excuse maker and blamers value themselves above others. They’ll drive the knife in your back if it serves their purposes. Compassionate leaders value others. They believe in lifting rather than crushing. Responses reflect confidence. Blamers live defensive lives, feeling pushed [.].

Power 100

Power Influence Leadership Development Development 100

Leadership Freak

MARCH 31, 2012

Painful endings and uncertain beginnings are the two moments you make the most difference in a leader’s life. Enabling others to continue on their current course often adds value; facilitating an ending is a treasure. Endings are like giving birth. They begin with pain. Painful endings: All great journeys begin with painful endings. Immanent endings [.].

Course 100

Course Positioning Influence Leadership Development 100

Leadership Freak

MARCH 29, 2012

The stages of your leadership journey are predictable even if life isn’t. ** “The hero’s journey has three parts: departure, initiation, and return.” Sandra Emma Shelley, Insideout Enneagram by Wendy Appel. Part one – The Departure: 1. The Call. Early signs may be restlessness, discontent, or longing for something unknown. Great journeys always begin painfully. [.].

Leadership 100

Leadership Airlines Books Leadership Development 100

Leadership Freak

MARCH 29, 2012

Freak followers on facebook responded to “I’m currently reading __” with this list of books: Freedom, by Jonathan Franzen EntreLeadership, by Dave Ramsey The 4-hour Workweek The Permanent Revolution, by Alan Hirsch The Resolution for Men Personal Kanban The Night Circus Innovators Deliemma Why Plans Fail: Cognitive Bias, Decision Making, and Your Business Great by [.].

Books 100

Books Innovation Planning Leadership Development 100