Sun.Feb 17, 2019

Thomas Jefferson's Ten Rules to Live By

Leading Blog

Thomas Jefferson was skilled in many fields. In December 1962, John F.

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Leadership Lessons in Casual Conversations

Kevin Eikenberry

Have you ever noticed that some of the best conversations happen when people are relaxed and in their element? While you might think the best leadership development lessons might come from a board room, or a classroom, sometimes they come in the casual conversations.

Find Something Beautiful Today

Execupundit

[Photo by abi ismail at Unsplash

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How To Evaluate Your Customer Service Phone Team

Eric Jacobson

Every business leader should periodically call his/her company to observe how their customers are being treated by their employees -- because, all too often a phone conversation becomes a customer turnoff rather than a relationship builder. So, here's a checklist that is primarily from sales expert and author Paul R. Timm that you can use to evaluate your organization's customer service via the phone: 1. Was the phone answered after two rings or less?

“Looking for And” Podcast Interview on Connection Culture

Michael Lee Stallard

My wife Katie and I recently interviewed with Doug Hensch, host of the Looking for And podcast. In the interview, we seek to answer why some organizations both consistently outperform their competitors AND serve as great places to work.

How To Lead With Purpose

Eric Jacobson

“Purpose is the why behind everything within an organization,” says author John Baldoni, of the book, Lead With Purpose. Baldoni also believes that it is up to leaders to make certain that organizational purpose is understood and acted upon. And, to harness the talents of their employees, leaders must recognize their responsibility to instill purpose in the workplace.

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How To Give Constructive Feedback

Eric Jacobson

Eric Harvey and Al Lucia wrote a booklet called, 144 Ways To Walk The Talk. They provide the following great, simple and straight-forward advice about giving feedback: Make it timely -- give your feedback as soon as possible to the performance. Make it individualized -- tailor your feedback to the feedback receiver. Make it productive -- focus your feedback on the performance and not the performer. Make is specific -- pinpoint for the receiver observable actions and behaviors.