...is the Wellspring of InnovationLast month, we wrote about thinking differently as a means to develop new habits and behaviors in order to continuously evolve as business leaders. Based on the response from that article, we decided to continue the theme and expand on it through the lens of diversity and critical thinking. The title inspiration comes from multiple articles and social media posts we came across in our research for this article. The essence is leaders must think different to do different. So, let’s break it down on how leaders can think different.Demographics vs. Psychographics ~ The essence of truly understanding diversity of thought, or cognitive diversity as its also referred to, is leaders recognizing different attitudes people hold. A team can look diverse based on demographics related to age, gender, race, education, etc. However, if the diverse demographics converge into a single psychographic based on similar attitudes, then the...

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...

A common theme we’ve noticed in our leadership and business coaching practice over the last year is the many variations of the title phrase becoming a more and more frequent response to workplace requests for assistance, coordination, or action. Unfortunately, it yields more frustration than not which is why we see an opportunity to dig in behind the expression and see what is really being said.The first thing we need to agree on is that it is a meaningless statement. Basically, it is a stall or an excuse to not engage. We equate it to the common expression that sounds like, “I didn’t have time to do, act, respond, etc.” In truth, the correct response is that they did not make the time to do, act, respond, etc. because they had other priorities, whether correctly or incorrectly created, that they attended to. In truth. everyone has the same 24 hours in...

...everything else is effect.”John Maxwell’s first irrefutable law of leadership (Law of the Lid) states, “Leadership ability is the lid that determines a person’s level of effectiveness.” It is further reinforced by the title quote credited to Professor Stephen Adei, in 2004. In today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment, effective leadership is paramount to sustainable success in every sector; for-profit, non-profit, private, public, corporate, and entrepreneur. To the extent leaders effectively impact the cause, the more predictable and impactful the effect.In our upcoming book, Finding the Missing Piece: The Impact of Effective Communications on Sustainable Success, we refer to the answer to a question we often get in our coaching practice around the three things leaders need to know about effective leadership. Our answer is always the same:Create and communicate a Vision and StrategyBuild a Structure aligned to the StrategyDisciplined and accountable ExecutionIn essence, these represent the three levels...

...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,...

...But I can’t agree with someone I don’t trust”As we’ve written in the past about the two main themes in the title (Trust and Conflict) as separate topics by themselves, we decided to combine the two based on what we are seeing in the world of leadership over the last few quarters. We’ve talked about trust quite a bit as leaders navigate the new reality with their teams. It is a central ingredient to being able to connect with and influence their team. We’ve also talked about a leader’s ability to manage conflict effectively including recognizing not all conflict is negative or destructive.As we combine the two into a single discussion, the title comes from a variation of narratives we’ve used in our coaching practice to help leaders understand how the two align. From a practical sense, we are breaking down any misconceptions that trust implies agreement or that disagreement implies...

...Willing is Not Enough. We Must Do”Ah, the beginning of a new year with new possibilities, opportunities, and challenges for business leaders! It is a time of year where knowledge and intentions run high based on newly minted business plans, sales goals, and growth objectives. Such high expectations leaders have for their teams and businesses before the reality of the VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment sets in. Presumably, the impact of VUCA was baked into the business planning, sales goal planning and growth objective planning. But as Johann Wolfgang von Goethe’s title quote reminds us, planning is just the beginning of achieving desired results. It is through action and application that desired results are truly achieved!So, what is it that gets leaders and their teams beyond the knowing and intending to achieve desired results? What is their motivation? Actually, the second question is a large part of the answer...

...or Excellent?In our last article, we focused the discussion on organizational success by being reasonable and rational assessing the capacity and capability of the business. The context is around effectively leading the organization in the current new reality of a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. In this month’s discussion, we look at the same context applied to one’s self-leadership. How leaders lead themselves goes a long way in determining their effectiveness in leading others. A frequent self-leadership challenge we see in our coaching practice is the idea of striving for perfection. When we engage with a leader who is on this path of perfection, we ask the question that is the title of this discussion, “Are you trying to be perfect or excellent?”The first thing one notices in the question is the inference there is a difference between being perfect and being excellent. There are a multitude of examples...

...of Our Capability.A frequent topic of discussion in our leadership coaching practice in the last several months is how to manage burnout. When we explore the topic more closely, a common theme arises to the surface. It seems despite the many issues of the time (great resignation, post-pandemic uncertainty, global supply chain, etc.), leaders are still trying to achieve their original goals as if these issues simply didn’t exist.In truth, every business, for-profit or non-profit, public or private, large or small, operates on two related and interdependent variables: Capacity and Capability. Capacity consists of the assets and inputs, both tangible and intangible, the organization has on hand or can be readily acquired. Capability consists of the collective skills, knowledge and attitudes the organization leverages to conduct their business strategy and effectively compete in their markets. All businesses must assess their competitive strategy through the lens of their executable capacity and their...

...at the Edges of Knowledge.”In our current volatile, uncertain, complex, and ambiguous (VUCA) business environment, business leaders are coming to terms with the new reality. Much of what they knew about how to stay relevant to stakeholders three to five years ago has been rendered mute under today’s conditions. Both external and internal stakeholders now have much different expectations to the level where leaders are realizing a renewed sense of the importance and focus on culture, purpose, and effective communications as crucial to their sustainable success.Inherent in this process are the two key elements of the title quote. The first is the level of continuous learning embraced by 21st Century leaders as they strive for purposeful relevance. We’ve written about leadership learning over the years, most recently earlier this year which you can see here. The second is the importance of knowledge in the leader’s learning process to inform what really...

...but on building the new.”A hot topic in social media and around the business community, both for-profit and non-profit is the discussion around how to structure the workforce in the new reality. Questions abound around bringing employees back to the office full time, part time, not at all and what are the ramifications of these options on how the business continues to run and how leaders effectively lead. On multiple LinkedIn discussions, we’ve posted that those leaders who can only manage effectively when their team is back in the office as it was pre-pandemic are insecure and need to reflect on why they are only confident leading under those conditions in this new reality. Of course, those comments were mostly met by agreement and a few disagreements, even one challenging our credentials to even make the comment in the first place.Our underlying premise, and the reason for the title quote attributed...

...This is Now!”As we continue to work with organizational leaders in both for-profit and non-profit businesses, a common theme has emerged that resonates across them all. This current business cycle is a recalibration to the new reality (not new normal) of the current VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. The inspiration for the title for this month’s discussion comes from an S.E. Hinton book by the same title published in the early 1970’s. It’s also been a movie (1985) and a song (1986) by The Monkees music group. However, we are using it to drive home a crucial reminder to today’s 21st Century Leaders as they adapt to the current VUCA Business environment.Specifically, the focus is on the Operational Support Elements that bridge the gap between the Strategic Thinking process that informs organizational direction and the Tactical Execution that produces the desired results for sustainable success. In our “Missing Piece”...

As we continue to pull out of a year for the ages, effective leaders are closely monitoring the new methodologies and processes put in place to adapt to the new reality. As many are realizing, some on their team are adapting well to the new reality and others on the team not so much. As we work with these leaders across multiple industries, both for-profit and non-profit, we regularly hear them state some version of the title quote of this article. Our response is always the same:What’s the difference between a reason and an excuse?The most common response to this question is an extended silence followed by “I’m not really sure” or “I never really thought about it” or others to that effect. Aside from the fact that every leader must know the meaning of the words they use, in this case treating reasons as excuses or excuses as reasons, both...

...When Actions Meet Words”Last month, we explored the leader-follower relationship through the lens of followership. In this edition, we explore another element of this critical business relationship and a topic that many leadership conversations struggle with. Intellectually, every leader, even the poor ones, can agree that trust and trustworthiness is important to effective leadership. Unfortunately, not all leaders, especially the poor ones, know what it takes to be viewed as trustworthy. Moreover, they fail to understand the consequences of not being trusted until the damage to their team is done. As the expression goes, “Losing trust is like crumpling a piece of paper. No matter how much you smooth it out, it is never the same.”One of the simplest ways to break down the key elements of trust and trustworthiness comes via the Trust Equation developed by Trusted Advisor. The equation states Trustworthiness is equal to Credibility plus Reliability plus Intimacy...

...We Choose to Follow”Earlier this month, I read the title quote in a post by Laurence Barrett from my LinkedIn network. His posts always get me thinking and this particular sentence got me thinking about an important topic that routinely gets little airtime yet is extremely important in the leadership development universe. When we ask leaders if they can truly be a leader if no one follows them, the obvious answer is no. Yet the topic of followership continues to lag in the leadership discussion.In the Leadership and Organizational Behavior class I teach in a local MBA program, we introduce the relationship between the leader, the followers, and the situation. One of the exercises we discuss is the idea of creating a course on followship and the key topics we would need to cover in such a course. After creating an exhaustive list of topics, I change the title from followership...

...than a Habit.”Last month, we discussed the importance of relevant leadership skills, knowledge and attitudes through the lens of leading in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. We received a lot of great feedback from the network, especially as leaders look ahead at how they will effectively lead in a new year. However, my friend and fellow leadership colleague, Nicole DeFalco reminded me there is a fourth piece to the leadership development tool we call the KASH Box.The KASH Box is a leadership development tool most widely credited to David Herdlinger, an experienced leadership business coach, author and speaker who runs KASHBox Coaching with his business partner Joan Walsh. I had the distinct honor of having been individually coached by both David and Joan in the early days of RPC Leadership Associates Inc. and credit both for their role in our success in those early years.KASH is an acronym...

...What Can Be Done.”Happy New Year!Over the last few weeks one of the more common comments comes from folks who apparently thought changing over to a new calendar year would suddenly make the challenges of the previous year somehow fade away. The reality, of course, is the issues leaders regularly tackle do not abide by our sense of time. They happen unannounced, they linger until resolved and reoccur if poorly resolved. This inspired the theme of this discussion with the title taken from a conversation between my friend Rick Kolster and Col. Allen West on Rick’s podcast, “The Bald Truth”.The title is a quote from Col. West during that discussion which got us thinking about what leaders need to focus on to understand what can be done, especially in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. In our experience, we can categorically look at three key areas that form the...

As we close out the year for the ages, many are using the time to reflect on the recent past in order to set the stage for what is next. Our experience tells us that for most, this is a loosely defined informal process which tends to produce minimal, if any, change in attitudes and behaviors. For this reason, we focus our coaching with clients, as well as the theme of this post, on learning. By definition, learning results in modifying behaviors by experience. We focus on the issue of learning because without the observable modified behavior, we could argue actual learning does not occur.As early as this past summer, we began asking our clients what they had learned about themselves over the previous 3-4 months. The idea is centered on leaders making time to consciously capture their experiences to learn what changes to make in their businesses. In our experience...

...really? It has long been a tenet of effective leadership that it really begins with effective self-leadership. So much so that in our coaching practice, we maintain that if one cannot lead themselves, they do not have the right to lead others. While that may come across rather strong, we’ve seen it play out as advertised, both positively and negatively over the last several decades.Self-awareness is obviously key to effective self-leadership, yet it remains a challenge for far too many leaders. In a January 2018 article in Harvard Business Review titled, “What Self-Awareness Is (and How to Cultivate it)”, Tasha Eurich stated that their four-year research study estimated that only 10% to 15% of their over 5,000 study participants were actually self-aware.In some of our more recent posts, we discussed how the pandemic has been a bit of “truth serum” for leaders across the globe. No one has escaped the need...