Leadership Freak

JUNE 29, 2012

Leaders who lift get further than those who push down. Performace improves when people feel encouraged and declines when they’re discouraged or hopeless. You don’t have to beat up high-performers – they do it to themselves – lift them instead. All successful leaders encourage; they fill people with hope. The added responsibility of encouraging others may [.].

Succession 250

Succession Motivation Leadership Development Development 250

Leadership Freak

APRIL 26, 2012

** People who change the world are like everyone else except they do something. They are moms, dads, men, women, young, old, rich, or poor. Some are educated – some not. Race isn’t the issue, either. People who change the world all begin at the same point – the point where you may be today. [.].

Education 245

Education Power Motivation Books 245

Leadership Freak

SEPTEMBER 28, 2012

The first thing you need to know is: Success is a result not an end in itself. Five organizational strategies: Always create more harmony than discord. Build up more than you tear down, much more. Long-term views build stability. Short-term views produce quick results. Make life easier for those over you. Three relationship strategies: Friends [.].

Strategy 243

Strategy Succession Short-term Long-term 243

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 243

Succession Influence Leadership Development Development 243

Leadership Freak

FEBRUARY 7, 2012

All the interesting things you say make you uninteresting to others. A rare few enthrall listeners. Don’t think of yourself as one. You know too much and have too much to say. Passion sets your tongue on fire. You can’t wait to create enthusiasm, solve problems, and share transformative insights. In a busy world brevity [.].

Power 243

Power Tips Leadership Development Development 243

Leadership Freak

NOVEMBER 1, 2012

Mistakes that don’t hurt don’t matter. The worst mistakes are the ones that hurt others. The trouble with leadership is your mistakes always hurt others. The top 5 mistakes of unsuccessful leaders: Not being open to criticism. Trying to hide mistakes. Not making decisions. Failing to explain objectives. Telling people how to do things rather [.].

Objective 240

Objective Leadership How To Books 240

Leadership Freak

JULY 19, 2012

Image source David Lewis, co-author of The Pin Drop Principle, told me he was exposed to poor leadership when he was in his early twenties. “Back then everything was a race and all that mattered was the numbers. In that context customers are statistics.” Lewis explained. It’s been over a month since our conversation and [.].

Leadership 238

Leadership Influence Succession Leadership Development 238

Leadership Freak

JANUARY 27, 2012

** Living with others in mind is healthy, noble, and useful except when insecurity drives you. Insecure leaders: Defend when they should explore. Take things personally. Blame higher ups for tough decisions. Don’t trust others because they don’t trust themselves. Can’t say no. Threaten, intimidate, and coerce. Shut down input from others because feedback is [.].

Tips 238

Tips Micromanagement Motivation Leadership Development 238

Leadership Freak

DECEMBER 31, 2012

I usually sleep the New Year in and watch the ball drop on the news. New Year’s Eve is an imaginary line in the sand but, I must confess, its power is real. New Year’s inspires us to begin again. Step into the future or settle for the past. Three keys to courageously begin again: [.].

Power 233

Power Leadership Development Development Leadership 233

Leadership Freak

OCTOBER 13, 2012

“In a chronically leaking boat, energy devoted to changing vessels is more productive than energy devoted to patching leaks.” Warren Buffett Talking about change is easy, acceptable, even exciting. Talking and executing are two different things. Change becomes real when we have to change our own attitudes and behaviors, not until. The wrong picture: Change movements [.].

Resistance 233

Resistance Energy Execution Productivity 233

Leadership Freak

OCTOBER 29, 2012

The past is the future, apart from courage and perseverance. Success is persistently taking the next step. Taking the next step takes courage. “You will never do anything in this world without courage” Aristotle “In the realm of ideas everything depends on enthusiasm… in the real world all rests on perseverance.” Goethe The [.].

Power 233

Power Succession Leadership Development Development 233

Leadership Freak

OCTOBER 14, 2012

Questions are the most powerful statements you make. Questions expose. Your questions tell me who you are. Questions invite thought. Answers end thought. Questions enlighten. “It is not the answer that enlightens, but the question,” Decouvertes. Questions overcome resistance. People naturally question statements. On the other hand, ask an honest question and people lean in. [.].

Power 232

Power Resistance Influence Succession 232

Leadership Freak

OCTOBER 2, 2012

More lying happens in meetings than any other place in your organization. Most lies are lies of silence. In meetings, silence isn’t consent, its cowardice, self-interest, manipulation, or political expediency. Honesty, more than anything else, transforms meetings. Truth-telling ends useless meetings. When there’s more honesty in the “meeting after the meeting,” excellence is a myth.

How To 231

How To Politics Organization Succession 231

Leadership Freak

APRIL 23, 2012

** You can’t lead with an empty tank. 16 energy drainers: Incomplete tasks. Responsibility without authority. Proving you’re right rather than seeking best solutions. Following urgencies rather than priorities. Pretending you’re something you aren’t. Feeling alone and disconnected. Procrastination. Go do that dirty deed before it does you in. Negative people and complainers.

Energy 230

Energy Leadership Development Development Management 230

Leadership Freak

OCTOBER 5, 2012

12 Behaviors that always hold leaders back: Avoiding. Avoiding is the path to mediocrity. Copying others and loosing you. Copying others is useful when it aligns with your strengths. When it doesn’t align, it creates stress, pressure, frustration, and failure. Over thinking and under acting; stressing preparation over execution. Most organizations plan well and execute poorly. [.].

Stress 230

Stress Execution Planning Organization 230

Leadership Freak

SEPTEMBER 23, 2012

Most people I’ve asked say they’ve worked for a micro-manager. Their frustration shows when they talk about the person who drained joy from their career and under-utilized their skills. You’re a micro-manager if you: Over-estimate your skills and under-estimate the skills of the team. Feel misunderstood and unappreciated. Hear too many questions. See yourself as doers [.].

Management 229

Management Skills Career Team 229

Leadership Freak

JANUARY 9, 2012

** Successful leaders exhibit these 30 qualities, behaviors, and skills. Item one is first because it’s most important. The rest are listed randomly. You’re ready to lead when you: Know yourself and live in alignment with that knowledge. Follow well. Fully adhere to organizational values. Practice influence rather than coercion. Listen to the wisdom and experience of [.].

Succession 230

Succession Leadership Quality Influence 230

Leadership Freak

NOVEMBER 11, 2012

Image source Every morning I put my fingers on the keyboard not knowing what will come out. An hour or two later, I post 300 word or less on this blog. (Technically its fewer not less.) Writing is thinking and often I think differently when the hour’s over. Yesterday it happened again when I typed, [.].

Blog 228

Blog Uncertainty Influence Succession 228

Leadership Freak

NOVEMBER 26, 2012

Show me a leader who is happy with everything and I’ll show you a loser. The gift of young leaders is unhappiness. The tragedy of old leaders is contentment. Unhappiness and discontent ignite passion for change. Warning: Slime pits of ingratitude lie just beyond unhappiness. Nothing de-motivates like churlish ungratefulness. On the other hand, gratitude [.].

Power 228

Power Content Motivation Influence 228

Leadership Freak

OCTOBER 21, 2012

Only fools plan to fail. Leaders always plan to succeed. Working on plans is working to anticipate and nullify reasons for failure. But, failure happens in spite of plans. There’s more to success than hard work. The uncomfortable truth is sincere, smart, hardworking people fail all the time. Success demands hard work and right thinking. Learning [.].

Succession 228

Succession Planning Books Leadership Development 228

Leadership Freak

JUNE 6, 2012

“I have a picture of myself from when I was about two years old. It shows me with a bowed head and stooped shoulders, in despair, peering through sad eyes that wondered what I was doing in this world …” Shirzad Charmine. A surprising quote from a bestselling book titled, “Positive Intelligence,” wouldn’t you think? [.].

Power 228

Power Books Positioning Influence 228

Leadership Freak

OCTOBER 7, 2012

You’ll fail apart from surrounding yourself with talented people. This means: Great leaders identify and develop great leaders. One of my favorite Jack Welch quotes is, “The team with the best players wins.” But, how do you identify the best players? Look for those who are: Already active. Frustrated. They look around and don’t like [.].

Welch 227

Welch Power Tips Team 227

Leadership Freak

DECEMBER 15, 2012

There is no making sense of the tragedy at Sandy Hook or other past, present, and future tragedies. Reasons help but they don’t make sense of something. It helps to say the gunman was on drugs or crazy, but only a little. Job, the oldest book in the Christian Bible, confronts human tragedy. At one [.].

Books 227

Books Succession Leadership Development Development 227

Leadership Freak

DECEMBER 27, 2012

The former CEO of Southwest Airlines, Jim Parker, told me, “Don’t set artificial goals for yourself.” Begin with noble ends: Leadership is about people. Set people goals. Production and profitability are useful and necessary but never enough. Increasing profits by 6% is important but not noble. Two questions beyond artificial: How do you want to [.].

Goal 227

Goal Airlines CEO Productivity 227

Leadership Freak

AUGUST 25, 2012

Henry Mintzberg thinks modern management is off the tracks. While we spoke, I got the feeling if I asked what’s wrong with management he’d say practically everything. This from one of the most respected business thinkers in the world. He went so far as to say, “The problem in America isn’t the economy it’s management.” [.].

Mintzberg 227

Mintzberg Management Succession Leadership Development 227

Leadership Freak

NOVEMBER 7, 2012

Image source If you grapple with self-doubt, keep reading. If you don’t grapple with it, you’re dangerous. Experts sing, “Believe in yourself,” However, unquestioned self-belief produces self-serving leaders who won’t adapt. Tom Petty captures the experience of many in, “Saving Grace,” when he sings, “You’re confident but not really sure.” Confident but not sure is [.].

Positioning 226

Positioning Power Leadership Development Development 226

Leadership Freak

DECEMBER 12, 2012

Talking about stress is stressful. It’s one more problem to solve. But, ignoring it never resolves it. Stress builds up. Disproportionate reactions indicate stress build-up. Mary says, “Would you mind handing me that pencil?” Bob responds in anger, “You’re always asking for something. Get it yourself!” “Sheesh!” Over 50% of the workforce feels: Overwhelmed by [.].

Stress 226

Stress Covey Tips Succession 226

Leadership Freak

OCTOBER 10, 2012

The need for fairness prevents people in the middle from reaching the top. Every organization of any size has slackers, drifters, and fence sitters. Top management should deal with them, but sometimes they don’t. It’s not fair that you give 100% while they give 75%, or less. The need for fairness whispers in your ear, [.].

Organization 226

Organization Management Politics Succession 226

Leadership Freak

JUNE 7, 2012

I live with an inner critic who loves pointing out my faults, failures, and shortcomings. I’m never good enough for that bastard. How about you? “In all my years of coaching, I have never worked with anyone who was not substantially sabotaged by a persistent Judge character… Your Judge Saboteur is your private enemy number [.].

How To 226

How To Power Books Leadership Development 226

Leadership Freak

NOVEMBER 28, 2012

Ever end the day worn out but wondering what you accomplished. Coach Wooden warned, “Never confuse activity with achievement.” Life without focus is wasted. Worse yet, wrong focus guarantees wrong results. Don’t focus on: Distant dreams. What you don’t want. Problems. Failure. Fear. Excuses. Obstacles. “I don’t focus on what I’m up against.

Leadership 225

Leadership Succession Leadership Development Development 225

Leadership Freak

MAY 2, 2012

Insecure people who won’t try are frustrating. Insecurity stagnates. Confidence explodes outward, fear implodes. There’s little success or progress apart from personal confidence. The problem of confidence: You cannot make others feel confident. Security and insecurity are functions of the self. Successful leaders, however, help others find confidence, assuming they want to find it.

Strategy 225

Strategy Power Succession Influence 225

Leadership Freak

AUGUST 26, 2012

** “Macro-leadership is just as bad as micro-management.” Henry Mintzberg. During our conversation, Mintzberg explained that, “It’s destructive to separate management from leadership. Leaders need to get their hands dirty.” No buy in: Mintzberg believes that leaders focused on setting strategy and vision but who are removed from the front lines eventually develop a vision [.].

Mintzberg 224

Mintzberg Leadership Strategy Development 224

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. 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 states do you create in others?

Leadership 224

Leadership Efficiency System Influence 224

Leadership Freak

OCTOBER 26, 2012

Mistakes make you feel dumb, even though they are the path to wisdom. Few things change us more than mistakes. Not making mistakes is worse than making them. Sometimes the best way to move forward is looking back. Rather than ignoring mistakes, relive them. I asked, Irv Rothman, CEO of Hewlett-Packard Financial Services, about making [.].

CEO 223

CEO Books Succession Leadership Development 223

Leadership Freak

JULY 13, 2012

Young leaders focus on themselves too much. They mistakenly believe success depends on them rather than others. They think about their own potential and neglect the potential of others. Small dreams are reached alone. Great dreams require others. Young leaders limit themselves by sinking into themselves. Shifting from success to significance makes great dreams possible. [.].

Succession 224

Succession Leadership Development Innovation Development 224

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 223

Skills Positioning Succession Influence 223

Leadership Freak

MAY 23, 2012

Poorly run meetings start in the wrong place and end up rushed before they’re done. Right place: Leave inconsequential items for the end. Deal with big items at the beginning. I’m tempted to check off a few quick agenda items before digging into the meat of meetings. It’s seductive but ineffective and inefficient. Don’t prioritize [.].

Team 222

Team Leadership Development Development Management 222