Leadership Freak

AUGUST 13, 2012

Are complainers potential leaders. Listen closely to their complaints; learn from their techniques. Seeing problems is the beginning of leadership; circling problems ends leadership. Some see problems and complain; leaders see problems and seek solutions. Political Complainers: The first time I met a political complainer I was twenty-five and leading a growing nonprofit.

Politics 209

Politics Leadership Succession Leadership Development 209

Leadership Freak

AUGUST 9, 2012

I felt like a kid in a candy story when, after the first ring, Jim Kouzes, co-author of The Leadership Challenge, picked up the phone and said, “It’s Jim.” Four years ago, by chance, I picked up the fourth edition of his book. I read it during one of life’s tipping points. It changed my [.].

Tips 208

Tips Books 360-Degree Feedback Leadership 208

Leadership Freak

AUGUST 16, 2012

Image source I think what I think because it’s right. If you think differently, you’re wrong. I never intentionally think stupid ideas or chose wrong options. Do you? I always choose what I think is right. Research indicates that the act of choosing strengthens my opinion that my choice is right. Even if I’m wrong, [.].

Influence 208

Influence Leadership Development Development Management 208

Leadership Freak

AUGUST 6, 2012

Peter Jenson, Ph.D., author, coach, and Olympic sports psychology consultant, said many things during our conversation but one most gripped me. “I let them stew in their failure for a while.” Peter Jenson Ph.D. A team Jenson worked with suffered a disappointing loss. He let them sleep on it. I’ve been mulling over Jenson’s strategy. Resist the [.].

Resistance 208

Resistance Sports How To Consultative 208

Leadership Freak

AUGUST 11, 2012

Who gets further, those who delegate or those who don’t? Delegate or die. Delegate or stagnate. If your plate is full and you can’t delegate, look around, you’ve reached your highest potential. Delegating is the path to exponential impact, seizing opportunities, flattening organizations, and leadership development. Why do so many find delegating so difficult?

Delegation 206

Delegation Leadership How To Leadership Development 206

Leadership Freak

AUGUST 20, 2012

Foolish words nullify hard work and good intentions; stop shooting yourself in the foot. Leaders get ahead by speaking well and working hard. You need both. I’m focusing on words not work, today. Cost/benefit: Foolish words cost. You know you’ve spoken foolishly when you’re expending time and energy correcting false impressions, wrong assumptions, and negative [.].

Energy 206

Energy Cost Succession Leadership Development 206

Leadership Freak

AUGUST 7, 2012

** I took a small team into a space that needs transformation and asked them what could be done to make the space youthful and vibrant. They weren’t to consider “how” to do it, at least at first. Just imagine possibilities. Imagination ignites enthusiasm, instills engagement, and deepens commitment. About 40 minutes into the conversation, [.].

Commitment 205

Commitment Team How To Power 205

Leadership Freak

AUGUST 8, 2012

You may wish seas were smooth but leaders live in turbulence. The world is filled with “make believe leaders” who want the helm without the responsibility. They want you to set the course, trim the sails, solve the problems, give them the helm, and applaud. When things are tough everything matters more. Let’s be real. [.].

Course 204

Course Stress Motivation Succession 204

Leadership Freak

AUGUST 21, 2012

Unethical office politicians create perceived threats. They’ll suggest someone is out to get you. “Watch out for Joe!” Vulnerability to unethical office politicians occurs when you wrongly believe they’re acting in your best interest. In reality, they’re working for themselves. I’ll never forget a colleague saying how sorry they felt for our boss. “She thinks [.].

Politics 202

Politics Metrics Environment Succession 202

Leadership Freak

AUGUST 18, 2012

Image source Leaders fail when they think too much about things they want and too little about things others want. Immature vision-driven leaders flounder when they believe it’s all about their vision. Think of leadership as helping others win. But, what is helping and what is winning? Leader as helper: The first step toward winning [.].

Leadership 202

Leadership Goal Power Motivation 202

Leadership Freak

AUGUST 1, 2012

I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails. Pessimists can’t lead. “The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.].

Kaplan 202

Kaplan Uncertainty Power Motivation 202

Leadership Freak

AUGUST 5, 2012

Every time things start going wrong we look to the leader for solutions. Beware! The pressure to provide solutions crushes leaders. When solutions come from the top, organizations crumble from the bottom. A C-level leader recently said, “When I wake up stressed out over problems in the night, I know I’ve forgotten it’s about the [.].

Bottom-up 201

Bottom-up Stress Organization Delegation 201

Leadership Freak

AUGUST 28, 2012

Finding excellence requires passion, persistence, principles, clarity, direction, and more. Excellence isn’t easy. Congratulations if you joined the pursuit. But there’s a key ingredient you’re likely missing that smooths the path and greases the wheels. The pursuit of excellence requires feedback that describes, affirms, and improves useful behaviors or exposes ineffective ones.

Goal 201

Goal Succession Leadership Development Development 201

Leadership Freak

AUGUST 31, 2012

You can’t lead people you don’t know. Knowing others means understanding and appreciating not judging. Humility: Knowing others if first about you then about others. Humility accepts. Arrogance judges and rejects. Difference frustrates arrogant leaders. Everyone should be like them. On the other hand, humble leaders embrace those with different strengths, weaknesses, cultural backgrounds, and [.].

Influence 201

Influence Goal Motivation Succession 201

Leadership Freak

AUGUST 29, 2012

You’re great at doing but are you great at connecting? I’m still blown away by Henry Mintzberg’s one word of advice, “Connect.” Business stresses and people tensions result in unhappy, disengaged staff unless leaders model and encourage connecting. Meaningful relationships break the grip of distrust, disengagement, and fear. Connecting with others is the secret to [.].

Mintzberg 201

Mintzberg Advice Stress Leadership 201

Leadership Freak

AUGUST 14, 2012

Whether I’m right or whether I’m wrong Whether I find a place in this world or never belong I gotta be me, I’ve gotta be me What else can I be but what I am. I asked, Jim Kouzes, bestselling author of, The Leadership Challenge, why he left the Tom Peter’s Company. He said, “I [.].

Company 201

Company Leadership Books Succession 201

Leadership Freak

AUGUST 30, 2012

Here’s a question from a recent workshop participant. “How do you handle someone complaining about a co-worker?” First, you want people to come to you. Some managers want challenges, problems, and people to go away. They hide in their offices, sneak to the elevator, or duck into the restroom to avoid facing tough conversations. Suggestions [.].

Workshop 200

Workshop Participative Management Development 200

Leadership Freak

AUGUST 23, 2012

Lousy leaders expect others to adapt to them. They’re rigid and bossy. If you expect others to adapt to you, get over yourself. Failure to adapt to others frustrates everyone, including yourself. Leadership is relationships. All relationships include adapting. Successful leaders adapt to others before others adapt to them. Shocking truth: If you aren’t the [.].

Succession 200

Succession Leadership Influence Leadership Development 200

Leadership Freak

AUGUST 27, 2012

Saying, “I’m the boss,” indicates you’ve lost influence and resorted to intimidation. Coercive power offends. But, power isn’t a dirty word, with it you get things done. Without power, nothing gets done. Power is the ability to change things. Power and position often come together; higher position usually equals more power. Using power associated with [.].

Power 200

Power Influence Positioning Succession 200

Leadership Freak

AUGUST 10, 2012

Highlights from day one of The Global Leadership Summit: Bill Hybels: The leaders most valuable asset isn’t time its energy and the ability to energize others. Leaders manage energy. Arrange your schedule around six priorities that you’re shooting to accomplish in six weeks. (6X6) You’re not a leader to respond to stuff. You’re a leader [.].

Energy 198

Energy Globalization Leadership Management 198

Leadership Freak

AUGUST 19, 2012

Fear holds you back like a snare. Once you’re caught, pulling away only tightens the grip. Preparation prevents reaction. Prepare for future failures so you won’t end up caught in the snare of fear. “One way to combat our fears is to hit them head-on.” Soren Kaplan in Leapfrogging Kaplan offers a “finding your future [.].

Kaplan 198

Kaplan Positioning Stress Books 198

Leadership Freak

AUGUST 15, 2012

** If you already know the answer, you’re not going anywhere. I don’t think you can lead if you hate surprises. Leaders rise up during uncertainty and press through ambiguity; they embrace surprises. But how? Why? The surprising truth is surprises represent the path to breakthroughs. Soren Kaplan thought he knew about giant leaps forward until [.].

Kaplan 196

Kaplan Uncertainty How To Books 196

Leadership Freak

AUGUST 9, 2012

“Shoot bullets before cannon balls.” Jim Collins Weak leaders rely on cannonballs. Wise leaders shoot bullets first. During difficult times weak leaders look for big solutions, giant leaps, and dramatic success. Wise leaders take small steps before making giant leaps. Shoot bullets: Bullets are miniature cannonballs. They’re inexpensive, easy to make, and easy to shoot. [.].

Collins 195

Collins Succession Goal Leadership Development 195

Leadership Freak

AUGUST 22, 2012

The more public an event the more potential it has to create organizational momentum and add value to others. Yesterday, I met with two leaders who bring events from planning to execution within the organization I lead. One is best at planning and day-of-event execution. The other excels at managing the process leading up to [.].

Planning 187

Planning Execution Process Organization 187

Leadership Freak

AUGUST 6, 2012

Peter Jenson, Ph.D., author, coach, and Olympic sports psychology consultant, said many things during our conversation but one most gripped me. “I let them stew in their failure for a while.” Peter Jenson Ph.D. A team Jenson worked with suffered a disappointing loss. He let them sleep on it. I’ve been mulling over Jenson’s strategy. Resist the [.].

Resistance 133

Resistance Sports How To Consultative 133

Leadership Freak

AUGUST 3, 2012

The day you realize leadership is about them not you is the day you begin leading. If you can’t develop people, you can’t lead beyond your current potential. Furthermore, if you don’t develop people, they’ll leave. Techniques that develop: Training. Teaching. Advising. Correcting. Challenging. Coaching. Mentoring. Encouraging. Motivating.

Mentor 106

Mentor Motivation Training Development 106

Leadership Freak

AUGUST 9, 2012

“Shoot bullets before cannon balls.” Jim Collins Weak leaders rely on cannonballs. Wise leaders shoot bullets first. During difficult times weak leaders look for big solutions, giant leaps, and dramatic success. Wise leaders take small steps before making giant leaps. Shoot bullets: Bullets are miniature cannonballs. They’re inexpensive, easy to make, and easy to shoot. [.].

Collins 104

Collins Succession Goal Leadership Development 104

Leadership Freak

AUGUST 4, 2012

Before you find your personal best, let go of your mediocrity. Determine what isn’t working and stop it. Stopping: Stopping is harder than you think. Fear of failure makes you keep working at what isn’t working, even when it’s failing. Wanting something to work may blind you to the reality that it isn’t. Failure to [.].

How To 104

How To Motivation Succession Leadership Development 104

Leadership Freak

AUGUST 2, 2012

Helping young leaders get started and grow is the most powerful thing experienced leaders do. Growing young leaders changes individuals and organizations. Helping young leaders get started creates a universe of potential and opportunity that never existed. Leadership success is always about developing people. I have great news. Helping young leaders get started and grow [.].

Power 102

Power Succession Development Organization 102

Leadership Freak

AUGUST 5, 2012

Every time things start going wrong we look to the leader for solutions. Beware! The pressure to provide solutions crushes leaders. When solutions come from the top, organizations crumble from the bottom. A C-level leader recently said, “When I wake up stressed out over problems in the night, I know I’ve forgotten it’s about the [.].

Bottom-up 100

Bottom-up Stress Organization Delegation 100

Leadership Freak

AUGUST 10, 2012

Highlights from day one of The Global Leadership Summit: Bill Hybels: The leaders most valuable asset isn’t time its energy and the ability to energize others. Leaders manage energy. Arrange your schedule around six priorities that you’re shooting to accomplish in six weeks. (6X6) You’re not a leader to respond to stuff. You’re a leader [.].

Energy 100

Energy Globalization Leadership Management 100

Leadership Freak

AUGUST 9, 2012

I felt like a kid in a candy story when, after the first ring, Jim Kouzes, co-author of The Leadership Challenge, picked up the phone and said, “It’s Jim.” Four years ago, by chance, I picked up the fourth edition of his book. I read it during one of life’s tipping points. It changed my [.].

Tips 100

Tips Books 360-Degree Feedback Leadership 100

Leadership Freak

AUGUST 8, 2012

You may wish seas were smooth but leaders live in turbulence. The world is filled with “make believe leaders” who want the helm without the responsibility. They want you to set the course, trim the sails, solve the problems, give them the helm, and applaud. When things are tough everything matters more. Let’s be real. [.].

Course 100

Course Stress Motivation Succession 100

Leadership Freak

AUGUST 7, 2012

** I took a small team into a space that needs transformation and asked them what could be done to make the space youthful and vibrant. They weren’t to consider “how” to do it, at least at first. Just imagine possibilities. Imagination ignites enthusiasm, instills engagement, and deepens commitment. About 40 minutes into the conversation, [.].

Commitment 100

Commitment Team How To Power 100

Leadership Freak

AUGUST 1, 2012

I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails. Pessimists can’t lead. “The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.].

Kaplan 100

Kaplan Uncertainty Power Motivation 100

Leadership Freak

AUGUST 12, 2012

Quotes and concepts from speakers at The Global Leadership Summit: Craig Groeschel: If you’re not dead you’re not done. Don’t fear the new generation, believe in them because they need you. Delegating tasks creates followers. Delegating authority creates leaders. Authenticity trumps cool. Young leaders grossly overestimate what they can do in the short-run and underestimate [.].

Globalization 199

Globalization Delegation Leadership Succession 199