...Practice until you can’t get it wrong.Sustainability and spaced repetition are joint themes deeply embedded in our coaching practice since day one. Sustainability is mentioned in all seven of our books and spaced repetition is built into our attitude change platform/practice. In fact, a good portion of our coaching practice is helping our clients focus on repetitive practice to develop new attitudes, behaviors, and skills.In this discussion, we take a look at how repetition factors into the key elements of business leadership. We will explore the value of repetition as it pertains to leading people, managing resources and creating value regardless of whether the business is for-profit, non-profit, small business, large corporation, public or privately held. Let’s get started with the most important aspect of business leadership: leading people.Leading People ~ In any business, people are the heart and soul of the sustainable success of any business. In today’s dynamic new...

For those who are regular readers of this platform, you might recognize the title of this edition as the way we sign off on all our online posts. I also use it to autograph the books we’ve written over the course of the last ten years. We also reference it in a different way when giving leadership presentations and speeches when we say that, while leadership is complex in so many ways, people ultimately want to be led well! But what do we mean when we say, “Lead Well”?In a November 2021 article, “7 trends dominating the future of work in 2022”, Korn Ferry talks about 7 key trends that business leaders all need to be focused on. Because we’ve coached our clients through all these trends/challenges in our business coaching practice, we decided to use them as a catalyst to further discussion what is means to Lead Well.While the article...

...but about how you recharge and replenish.”Over the last several weeks, we’ve had the opportunity to attend a global virtual coaching summit as well as attend and speak at another national virtual coaching summit. A common topic, among many others, in both summits was around self-care and focus to avoid the impact of burnout in the VUCA (Volatile, Uncertain, Complex, Ambiguous) new reality we live and work in. In fact, the title quote of this article is from a speaker at the global summit, Dr. Jacinta Jimenez, author of, “The Burnout Fix”.Dr. Jimenez spoke of burnout resulting from a mismatch between the nature of one’s work and one’s capacity as a human being. Taken to an organizational level, we’ve written previously about the importance of leaders understanding both the capabilities and capacities of their organizations. This naturally leads us to look at burnout at an organizational level versus an individual level.In...

...until you have to believe it!We began this month facilitating a session on Ethics and Values for our local chamber’s Leadership Institute which we helped develop and facilitate. Later, we received our latest issue of West Point magazine published by the Association of Graduates from my alma mater, the United States Military Academy at West Point. The issue is dedicated to how they teach character at West Point. It seems the universe is saying we are due for an article on Leadership Ethics and Values so, here goes!When we speak of ethical value-based leadership, we are more specifically talking about ethical value-based decision-making. But to truly understand ethics and values in context, we need to ensure we are grounded in a few key definitions. We define values as broad preferences concerning appropriate courses of action or outcomes and reflect a person’s sense of right and wrong or what “should be”. Ethics,...

...not enough Inclusion DevelopmentI had the pleasure recently of delivering our updated Diversity and Inclusion workshop to an audience of Human Resource professionals. We approach diversity and inclusion as a leadership development process as opposed to a program event. Introducing this through the workshop we realized this approach was new to many of the participants. It’s been known for ages that leadership training, while important, does not change attitudes and behaviors in and by itself. Millions of dollars have been spent to develop organizational leaders only to see little or no return because it was merely training disguised as development.In a simple formula we use in our coaching practice, we discuss the moving parts of leadership development; Skills, Knowledge and Attitude. We define skill as what to do and how to do something relevant to the job. For leaders, skills (hard and soft skills) such as how to set and achieve...

…is Your Last MistakeWhat is your attitude towards failure? We ask this question, or a variation of it, many times when coaching leaders at all levels of an organization. Interestingly enough, we get more absolute answers from front line managers and supervisors and more broadly defined answers from senior management. Said differently, our experience tells us we see less leeway for failure on the front lines to the point of wanting to be stressfully perfect to a different attitude towards failure where it is a means to learn and grow. I am not suggesting these experiences are scientifically representative, merely what our experiences are with the topic. The question is, why the difference at all?It’s amazing how frequently we hear about the lessons we learned from our mistakes along the pathway of life. Learning how to walk, riding a bike, driving a car and all the other things that people learn...

…are the new Hard Skills.”Our conversation around the emerging importance of soft skills has, to this point, focused on their impact to the individual leader and in general terms of the impact to the organization which the leader leads. In this issue, we will directly address the importance of soft skills in the context of achieving sustainable organizational success using the Business Alignment Maturity Model© (BAMM) outlined in our “The Missing Piece…” series of books.As a quick refresher, BAMM is an organizational business model outlining the five stages of business alignment necessary to create sustainable success. Whether you are a small business leader/owner, a leader of a corporate business unit/team or a non-profit leader, your organization must align all its moving parts in order to achieve the desired results – over and over again! So let’s explore how soft skills factor into this sustainable organizational success:Creating a Compelling Vision (Stage 1)...

…to make a good first impression.” As leaders, we have countless opportunities to make good first impressions no matter the industry, market or business model. This is especially true in today’s dynamic business world in and amongst all the clutter of so many “impressions” we come across on a daily basis where relationships ultimately carry the day. There is one facet of making a good first impression that I see organizations, large and small, for-profit and non-profit, public and private struggle with and that is creating and executing an effective onboarding process. I maintain there is very little else that says an organization cares about a person’s success in their new role than an effective onboarding process! My focus here is not to define the perfect onboarding process as that is going to be organization specific. My focus, instead, is to share some thoughts on effective onboarding at three different levels...

…you must first win in the workplace! Welcome to the fifth and final key to success in our series on "Leading at the Speed of Business". We’ve spent several months now talking about the importance of adaptability as it pertains to staying relevant in today’s business environment. Whether leading a growing small business, an established large business or a non-profit enterprise, staying relevant will always be a concern. In our final installment, we focus on the importance of the right culture that views adaptability as a norm rather than something members of the organization have to do.  It is who they are versus and not just what they do. Adaptability is how the organization collectively thinks in order to achieve sustainable success! It is always important to level-set definitions with the audience so the discussion doesn’t get side-tracked. We define culture as the shared set of beliefs, values, attitudes and behaviors...

…does not equal the presence of trust.”Just over five years ago, I wrote these words in a blog detailing the important elements of trust. They recently came back to me as the topic surfaced as a key element of so many coaching conversations over the last several months.  There was a leader struggling to verbalize the diminished trust they had with a key associate. Or the leadership team concerned that a public proclamation of trust as a value would somehow have a negative effect (images of the sleazy salesperson who leads with “trust me” accompanied by a sly grin!) These, and other similar conversations, have me wondering why something so obviously key to effective leadership would be so difficult to verbalize. Upon reflection, I found the conversation broke down to two primary categories of trust; Ethics and Compliance, both of which we’ll explore a little deeper. Trust based on Ethics –...

…If You’re Not Part of the Future, then Get Out of the Way.”Whenever I see these words to John Cougar Mellencamp’s song, “Peaceful World”, it reminds me that one of the biggest challenges leaders face is painting a clear picture of the intended future of their team, department, business or organization. This is the time of year where many leaders are doing just that, visualizing the intended future produced by strategic plans, budgets and resource allocations now ready to be executed in the upcoming new year. However, these documents aren't enough to dictate success as they are typically created by spreadsheets and analytics. Visions are realized through emotional engagement by members of an organization so having more than logical plans and budgets to achieve success is necessary. What is the story? ~ Before leaders share the picture of the intended future, they have to have a clear idea of the story...

…or Die” I was recently reintroduced to Lt. Gen. Rick Lynch’s book by the same name as the title.  I have always liked the bluntness of the message, especially as it applies to Organizational Culture. The importance of the value and impact of culture begins with understanding what culture really is and that it has multiple moving parts.  Once we define what culture is, we can then look at how culture affects organization execution externally as well as how culture impacts organizational operations internally.  As leaders continue to fully grasp the nuances of 21st Century Leadership with all its changes, one truth remains constant; Culture will ultimately determine whether success is fleeting or sustainable! Culture is defined as the system of shared values, beliefs, attitudes and behaviors that develops within an organization and guides the behavior of the members.   Culture exists on some level with or without leadership doing anything at all...

…Change the Culture!I recently attended a lecture that carried the above title and was intrigued by the ensuing discussion around how effective communications can literally change the course of an organization based on the narrative used to inspire it.  In my mind, effective communication is the number one leadership challenge in business (for-profit and non-profit) today supported by an abundance of real-world examples, surveys and professional articles.  Most surveys I’ve read on this topic not only identify the issue, but also identify leadership’s own poor attempts to improve communications within their organizations.  It is this challenge to improve what is a well-known issue that highlights this leadership discussion. Effective communication is defined as the ability of the sender and the receiver to understand the message in the same context.  This implies using clarity in the message itself, choosing the most effective and efficient media to transmit the message and using an...

…just as Mediocrity drives the Superstars away”One of the greatest challenges any leader will face is putting the right team together and positioning them to excel and achieve desired results!  This is true of businesses large and small, for-profit or non-profit, public or private sector.  What I love about the title quote from Jim Hunter’s book, “The World’s Most Powerful Leadership Principle” is the simple truth it represents for leaders to invest in fielding the right team to realize the Vision, execute the Strategy by achieving their Goals leading to the aforementioned Desired Results.  However, what is frustrating is how many leaders are not addressing the mediocrity and lamenting the inevitable departure of their best team members.  Let’s break down the two issues and address what leaders can do with each one.Excellence drives mediocre people away ~ Of course the first challenge to this issue is defining what excellence means to...

…depends mainly on what we look for.”It seems that everywhere we look in business writings these days, you will find multiple posts and articles on the importance of culture to business success. With all the expertise being distributed, you have to wonder why we haven’t figured it out by now!  The truth lies in the definition of culture combined with the accelerated speed of change we now find ourselves in as 21st Century leaders. A common definition I use with clients and my graduate students is where culture is the shared beliefs, values, attitudes, behaviors and norms that guide members of the organization. Based on this definition, we can conclude that culture exists in every organization large or small. While every organization has culture embedded in its DNA, the real question is whether the culture can support sustainable success through the vision and strategy of the business. How does a leader...

...Sometimes Use WordsWe have all heard the phrase “Practice What You Preach” at some point in our lives. There is even a variation that goes “Preach What You Practice”. The underlying theme is the effective combination of Preaching and Practice. However, Preaching does not always mean words are involved. This takes on added importance the more we talk about business culture and the many ways leaders influence the culture of a business, regardless of whether it is a for-profit or non-profit, small venture or large corporate venture. What leaders say and do to reflect the culture are as important as what they accept what others say and do, whether positive or negative to the culture.What do people see from your actions? What are you preaching without saying anything? We often forget that every move we make as leaders is under some level of scrutiny. People are watching and judging based on...

…by the worst behavior the leader is willing to tolerate." This has been one of the easiest newsletters to write for the simple reason that I see so many examples of the situation outlined in the undated quote above from Gruenter and Whitaker. So much so that it seems like the right time to break down why it occurs and provide some thoughts on how to help leaders avoid the this trap that many find themselves caught in. One of Peter Drucker’s quotes reads, “Culture Eats Strategy for Breakfast” which means when you get culture right, the rest will more often than not, fall into place.The conversation begins with the definition of culture itself. We define culture as the shared set of beliefs, values and attitudes that guide the behavior of the organization. Every organization, large or small has a culture that is created in one of three ways:Leaders hire associates...