Leadership Freak

SEPTEMBER 12, 2013

In order to stay in control, leaders develop systems that block action. Courage Fear Feedback Leading Mistakes Success Taking others higher aggressive intervention bureaucratic systems courageous leaders Culture habitual behaviors Leadership Leadership Development organizational success screw ups' Fear motivates controls. […].

Crisis 211

Crisis System Leadership Development Motivation 211

Leadership Freak

SEPTEMBER 30, 2013

You’re surrounded by stagnation because last week’s great idea is next week’s dying system. Systems defend themselves and gradually grow stale until crisis confronts and changes them. Every system was someone’s great idea once. Managing is establishing and protecting systems that deliver consistent results.

Process 225

Process Crisis System Leadership Development 225

Leadership Freak

JANUARY 24, 2019

Deeper concerns: New systems and processes help, but the deeper concern of organizational distress is leadership. Environments created by out-of-touch leaders are filled with frustration, distrust, and defeat. Disconnected decision-makers create distress. What… Continue reading →

Environment 163

Environment System Process Leadership 163

Leadership Freak

JANUARY 1, 2013

© Qrius4ever | Stock Free Images & Dreamstime Stock Photos You employ systems and strategies for starting, maintaining, and moving forward. Adopt systems for stopping, as well. People who can’t say, “No,” chase all the spilled marbles at once. They’re confused and empty handed in the end.

Energy 247

Energy System Strategy Succession 247

Leadership Freak

JANUARY 9, 2014

But, many are mired in systems and bureaucracy. Systematize innovation in organizations driven by systems. Organizations that can’t innovate stagnate. Some organizations have innovation in their blood. It’s easier to begin innovating within rigid cultures than it is to change them. Think skunkworks.

Innovation 210

Innovation Organization Bureaucracy Influence 210

Leadership Freak

JANUARY 19, 2018

Challenges to high performance include entitlement, unfocused energy, and soul-sucking systems. Questions that expose high performers: #1 What makes you think you want to be a high performer? It helps to know why… Continue reading →

Energy 147

Energy System Succession Leadership Development 147

Leadership Freak

JANUARY 11, 2018

Outdated systems and processes… Continue reading → Energy vampires* cheer when: Urgencies distract from priorities. Meetings suck the life out of people. Tough conversations get rescheduled or avoided. Elephants – taboo topics – crowd conference rooms.

Energy 126

Energy Conference System Process 126

Leadership Freak

AUGUST 17, 2017

Systems and processes are essential, but people get things done. The shift from focusing on yourself to noticing others is essential to successful management. A managers performance is elevating the performance of others.… … Continue reading →

Project 131

Project Management System Process 131

Leadership Freak

SEPTEMBER 13, 2018

The path to success is paved with systems. The alternative is band-aids and aspirins. Aspirin is great for minor headaches but doesn’t help asthma. In a few people, aspirin makes asthma worse. Aspirin… Continue reading →

System 105

System Succession Leadership Development Development 105

Leadership Freak

APRIL 7, 2014

Bureaucracy, fear, lethargy, lousy leaders, and antiquated systems make… Continue reading → Author Book Notes Innovation Leading Success Growth Leadership Development organizational success'

Organization 221

Organization Bureaucracy How To Leadership Development 221

Leadership Freak

JANUARY 3, 2014

Any person or system that takes out more than it puts in is dying. Lousy leaders drain people; successful leaders energize. Do eyes light up when you’re around? Those who make the biggest difference, energize others. The law of energy is put more in than you take out. Reserves last for awhile, but death is imminent. […].

Energy 234

Energy Motivation Leadership Development System 234

Leadership Freak

JANUARY 19, 2014

Programs, systems, plans, and projects are dead words on paper until people give them life. Misguided leaders think plans and programs are solutions. People are the key to success, always. Spend most of your time developing the team. Successful leaders go further than developing the current team.

Succession 217

Succession Leadership Development Project Planning 217

Leadership Freak

APRIL 10, 2013

Closed systems die [.]. Plus, leave a comment on today’s post to become eligible for one of two complimentary “Boundaries for Leaders” packages! ($146 146 value) Isolated leaders inevitably run down, grow ineffective, and become irrelevant.

Leadership 215

Leadership Leadership Development Strategy System 215

Leadership Freak

AUGUST 2, 2013

Patterns, processes, and systems are necessary for stability, productivity, and […]. Comfort produces resistance. Organizational rigor mortis sets in. We’ve always done it that way.” Resistant-comfort rejects the new and unknown because it’s new and unknown.

Resistance 199

Resistance Leadership Development Skills System 199

Leadership Freak

MARCH 26, 2012

Efficient systems don’t work apart from people. 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. Values must find expression in behaviors. Feelings follow us everywhere.

Leadership 226

Leadership Efficiency System Influence 226

Leadership Freak

MAY 11, 2012

Break-fix works for systems and processes but not for people. If you plan to achieve great things you must develop great leaders. How to fail: The break-fix model seldom develops greatness. The break-fix model is problem-centric and backward-facing. Fix organizations – develop people.

System 205

System Development Planning Process 205

Leadership Freak

DECEMBER 9, 2011

My recent stay at Susquehanna Health System (SHS) exposed me to an array of remarkable people; not the least of which was Karen from food services. Talented leaders always define meaning and explain purpose. There are no menial tasks as long as tasks have meaning. She reminded me of the power of meaning. Delinquency and [.].

System 207

System Power Goal Influence 207

Leadership Freak

JUNE 23, 2015

Organization believes systems and structure are the answer. People view the world through the eyes of their strength. Mrs. Truth believes you should confront issues and kick some butt. Mr. Tenderheart, on the other… Continue reading →

Power 100

Power System Organization 100

Leadership Freak

NOVEMBER 17, 2015

Create systems that function without you. Evaluation might feel uncomfortable, but the alternative is self-deception, lost potential, and mediocrity. 7 surprising questions to measure your leadership: How are you becoming dispensable? Give control with accountability. Develop vision as a team, not an individual. Build redundant talent.

Leadership 100

Leadership System Development Team 100

Leadership Freak

MAY 21, 2015

Create systems. Short-sighted leaders are consumed with results. Real leaders are consumed with people. The answer is who. Traditional leaders: Solve problems. Prevent failure. Measure results. Traditional leadership is essential. But, never treat people… Continue reading →

System 100

System Leadership Succession Development 100

Leadership Freak

FEBRUARY 9, 2015

Focus curiosity on patterns when improving systems. Reflection is essential to improvement. Curiosity is essential to reflection. What difficulty can you predict you’ll encounter when we do this next time?

How To 100

How To Leadership Development System Development 100

Leadership Freak

MARCH 26, 2012

Efficient systems don’t work apart from people. 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. Values must find expression in behaviors. Feelings follow us everywhere. What emotional [.].

Leadership 109

Leadership Efficiency System Influence 109

Leadership Freak

MAY 11, 2012

Break-fix works for systems and processes but not for people. If you plan to achieve great things you must develop great leaders. How to fail: The break-fix model seldom develops greatness. The break-fix model is problem-centric and backward-facing. Fix organizations – develop people.

System 106

System Development Planning Process 106

Leadership Freak

NOVEMBER 15, 2023

You work against yourself when you cling to self-limiting beliefs. I’m not saying if you can believe it, you can achieve it. That’s a ridiculous lie. Self-limiting beliefs hide your beauty.

Belief Systems 265

Belief Systems System Leadership Development Development 265

Leadership Freak

JULY 4, 2012

Adams and Jefferson, Founding Fathers of the United States, didn’t always like each other. Toward the end of their lives they came to appreciate and respect each other but for much of their political careers they were rivals. Jefferson’s skilled compromising skills offended a dogmatic Adams, for example. They were at odds but they invested [.].

Politics 208

Politics Career Skills Examples 208

Leadership Freak

AUGUST 5, 2013

The worship of busyness invites inefficiency. Efficiently doing what doesn’t matter isn’t effective. Effectiveness is asking, “What to do.” Efficiency is asking, “How to do it.” Leadership is thinking about what; management is thinking about how. Effectiveness trumps efficiency.

System 202

System Drucker Efficiency Leadership Development 202