Leadership Freak

DECEMBER 26, 2013

Goals Success Taking others higher Teams Leadership Leadership Development organizational success' Barriers block the future and frustrate the present. 7 Barriers of Leadership: Failure to name wins. Fear prevents you from naming what you really want. But, you can’t achieve what you haven’t named. Unrealistic optimism.

Leadership 231

Leadership How To Leadership Development Goal 231

Leadership Freak

SEPTEMBER 30, 2013

Change Goals Leading Managing Marks of leaders Optimism Taking others higher Teams Culture Leadership leadership challenge Leadership Development organizational success' Managing is establishing and protecting systems that deliver consistent results. Managers rightly say, “This is how we do it.” Leaders do […].

Process 225

Process Crisis System Leadership Development 225

Leadership Freak

JUNE 16, 2014

It doesn’t take a college education to raise last quarter’s results by 5% and call it next quarter’s goal. When all… Continue reading → Courage Culture Leading Stress Success Taking others higher Teams Leadership Leadership Development leadership success organizational success'

Leadership 251

Leadership Stress Education Leadership Development 251

Leadership Freak

JANUARY 22, 2014

Author Book Notes Decisions Fear Feedback Goals Leading Taking others higher Teams difficult conversations Jim McCann Leadership Leadership Development organizational success' The longer you wait, the harder they get. Jim McCann, founder and CEO of 1-800-Flowers Inc., shared Jack Welch’s “encouragement” when it […].

Welch 205

Welch Leadership Development CEO Goal 205

Leadership Freak

MAY 25, 2013

Goals Leading Marks of leaders Taking others higher Teams Values inexperience Leadership Development organizational success roadblocks to success Vision young leaders' Leadership is about them. 12 ways to connect and mobilize: Highlight need – explain why things can’t go on as they are.

Leadership Development 221

Leadership Development Goal Succession Team 221

Leadership Freak

JUNE 11, 2014

Long-term goals are delusions, if you can’t produce results, now. Leaders deceive themselves, and others, with pie-in-the-sky goals.

Long-term 206

Long-term Leadership Development Goal Training 206

Leadership Freak

SEPTEMBER 20, 2018

Dear Dan, I’d like to start a new process with my team where we meet once a month to share projects, accomplishment, challenges, etc. The goal of the monthly meeting is to sustain… Continue reading →

Project 105

Project Goal Process Team 105

Leadership Freak

JULY 26, 2012

Great goals are great beginnings but goals alone never reach great endings. Move beyond goals; focus on specific tasks.” Dean Brenner in “Share the Sandbox” A goal without action items is a horse with no legs; it looks good from a distance but it never takes you anywhere. Pitfall: Teams [.].

Goal 194

Goal Execution Team Books 194

Leadership Freak

DECEMBER 26, 2012

Neglecting the team. Too much time spent focused on reaching goals not enough focused on [.]. Why leaders don’t get what they want? Failure to name it. You never achieve what you don’t name. Fear prevents leaders from saying what they really want.

Goal 220

Goal Motivation Team Succession 220

Leadership Freak

DECEMBER 17, 2013

Don’t understand the personal goals of people on their team. What does compassionate leadership look like? The opposite of compassion is mean. Mean leaders: Send the message that they can’t be questioned. Disregard the emotional impact of their behaviors. Elevate personal […].

Power 217

Power Politics Leadership Development Goal 217

Leadership Freak

SEPTEMBER 23, 2021

While he was on vacation, one manager’s team lost momentum. We discussed how to intervene before things fall apart. I gave him two phrases for reflection, protecting gains and positive discontent. Protecting gains… Continue reading →

Positioning 130

Positioning How To Team Goal 130

Leadership Freak

JUNE 10, 2012

Pain drives us toward inadequate solutions when the goal [.]. The good thing about pain is it motivates our search for solutions. The bad thing about the absence of pain is wrongly thinking problems are solved when they aren’t.

Motivation 197

Motivation Goal Stress Power 197

Leadership Freak

NOVEMBER 3, 2012

I thought leading was getting people on my team. But, leading is getting on their team; grabbing their oar. But whose boat and whose oar? Whose boat: Leaders can’t help those going in the “wrong” direction. By wrong, I don’t mean morally wrong. I mean wrong for the organization. Get out of boats going in [.].

Morale 216

Morale Team Organization Goal 216

Leadership Freak

MAY 19, 2012

The second question is, “What do team members love doing – within the parameters of desired ends?” Image source Managers first ask, “How can we best leverage current resources to achieve desired ends?” People doing things they love aren’t working. Provide a channel that enables people to do what they love doing.

Resources 200

Resources Team Management Drucker 200

Leadership Freak

APRIL 30, 2012

If you know more than everyone on your team, you have a weak team. Freedom feeds vitality; control oppresses and limits. Freedom, however, is dangerous. Freedom is essential because their expertise exceeds yours, in their area. Effective leaders set people free. Finding freedom: #1. Freedom regarding [.].

Team 213

Team Metrics Delegation Goal 213

Leadership Freak

JANUARY 11, 2012

Leaders with titles who refuse to lead frustrate their teams. ** “I’m so frustrated because my boss won’t make decisions.” Bennis said, “Failing organizations are usually over-managed and under-led.” It’s more common than you might think. I regularly hear things like, “My boss refuses to move forward.”

Team 202

Team Development Organization Management 202

Leadership Freak

APRIL 20, 2012

I’ve had teams leave meetings early to participate in community service. I’ve had teams disrupt meetings by [.]. How can leaders powerfully drive home essential principles and values without seeming pedantic? Yes, six people left 30 minutes early to go feed the homeless. Couldn’t they wait?

Power 191

Power Leadership Participative Team 191

Leadership Freak

JUNE 9, 2016

The real results of leadership are people and teams who live up to their potential. Confusion regarding the real results of leadership causes leaders to waste their time doing the wrong things. The… Continue reading →

Energy 100

Energy Leadership Team Goal 100

Leadership Freak

MAY 15, 2012

You’ll go further with teams of powerful people. Power is good, it gets things done. Power is bad when it’s used to abuse and manipulate others for selfish ends. Essential: Who takes organizations further? Those who never use power are doomed to be controlled [.].

Power 200

Power Team Organization Goal 200

Leadership Freak

JULY 24, 2012

I was fortunate to have a conversation with the Chairman and Team Leader of the US Olympic Sailing Program, Dean Brenner. He’s founder of the Latimer Group and recently authored, “Sharing the Sandbox.” Unexpected: Interviews with unexpected beginnings often surprise me the most.

Team 192

Team Goal Influence Books 192

Leadership Freak

OCTOBER 27, 2011

The reason your team isn’t fully engaged is you aren’t fully committed to them. They know, you’re dedicated to them only so long as their performance pleases you. They know organizational interests come first, theirs don’t. They know you’re playing hide-n-seek with opportunities, pay raises, and promotions to manipulate them.

Commitment 204

Commitment Team Goal Influence 204

Leadership Freak

JANUARY 8, 2012

* When our children were young, I coached their tee ball teams. It’s called tee ball because children, ages 4 to 7, hit baseballs off a tee rather than having a pitcher. It gives them a chance to learn the basics. I’ll never forget one summer when a little kid surprised himself by successfully hit the ball [.].

Leadership 197

Leadership Team Succession Goal 197

Leadership Freak

OCTOBER 23, 2011

Maxed out: A few on your team are maxed out. Expect more not less. Encourage those who are struggling but don’t exclude challenging them. Reject the temptation to coddle. People rise to challenges. Strengthen [.].

Strategy 200

Strategy Team Loyalty Goal 200

Leadership Freak

MAY 19, 2012

The second question is, “What do team members love doing – within the parameters of desired ends?” Image source Managers first ask, “How can we best leverage current resources to achieve desired ends?” People doing things they love aren’t working. Provide a channel that enables people to do what they love doing.

Resources 102

Resources Team Management Drucker 102

Leadership Freak

APRIL 30, 2012

If you know more than everyone on your team, you have a weak team. Freedom feeds vitality; control oppresses and limits. Freedom, however, is dangerous. Freedom is essential because their expertise exceeds yours, in their area. Effective leaders set people free. Finding freedom: #1. Freedom regarding [.].

Team 100

Team Metrics Delegation Environment 100

Leadership Freak

APRIL 20, 2012

I’ve had teams leave meetings early to participate in community service. I’ve had teams disrupt meetings by [.]. How can leaders powerfully drive home essential principles and values without seeming pedantic? Yes, six people left 30 minutes early to go feed the homeless. Couldn’t they wait?

Power 100

Power Leadership Participative Team 100

Leadership Freak

MAY 15, 2012

You’ll go further with teams of powerful people. Power is good, it gets things done. Power is bad when it’s used to abuse and manipulate others for selfish ends. Essential: Who takes organizations further? Those who never use power are doomed to be controlled [.].

Power 102

Power Team Organization Goal 102

Leadership Freak

JANUARY 12, 2013

I lead with a hands-on type leader. I’m a hands-off. He’s a, “get things done type,” I’m a, “go with it type.” I thrive in ambiguity; too much frustrates him. The other day, he said, “If we do it your way, nothing will happen.” We’ve been together so many years we can say things like that. I’ve [.].

Goal 212

Goal Succession Team Leadership Development 212

Leadership Freak

APRIL 10, 2012

“Real change agents comprise less than 10% of all business people,” Jack Welch. Most leaders play not-to-lose rather than playing to win, especially in large organizations. The more we have to lose the more we play not-to-lose. What we protect owns, limits, and controls us. What we risk propels us forward. When to risk: An [.].

Welch 223

Welch Organization Goal Motivation 223

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.

Process 203

Process Efficiency Root Cause Analysis Examples 203

Leadership Freak

MAY 12, 2012

If the world naturally drifted upward like hot-air balloons, leaders and leadership would be irrelevant. People wore rose colored glasses in the 60’s when they thought drugs and “free love” would create a New World. Apart from positive intervention chaos reigns. Call it pessimism if you like. Even hot-air balloons require burners to stay afloat.

Positioning 193

Positioning Leadership Power Goal 193

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

APRIL 10, 2012

“Real change agents comprise less than 10% of all business people,” Jack Welch. Most leaders play not-to-lose rather than playing to win, especially in large organizations. The more we have to lose the more we play not-to-lose. What we protect owns, limits, and controls us. What we risk propels us forward. When to risk: An [.].

Welch 111

Welch Organization Goal Motivation 111

Leadership Freak

MAY 12, 2012

If the world naturally drifted upward like hot-air balloons, leaders and leadership would be irrelevant. People wore rose colored glasses in the 60’s when they thought drugs and “free love” would create a New World. Apart from positive intervention chaos reigns. Call it pessimism if you like. Even hot-air balloons require burners to stay afloat.

Positioning 100

Positioning Leadership Power Goal 100

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, or solving problems? Powerful processes: Eliminate drama. Prevent distractions.

Process 100

Process Efficiency Root Cause Analysis Power 100

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 100

Delegation Organization Leadership Goal 100

Leadership Freak

JANUARY 5, 2012

Start worrying when sports teams play to protect their lead rather than build it. ** Playing to win trumps playing not to lose, always. Athletic play declines and scores erode when play degenerate into protecting the score. Playing not to lose is playing it safe.

Sports 197

Sports How To Operations Positioning 197