...or a Problem-Finder?”Like many leaders, in the early days of my career, I fancied myself as a problem-solver. My behavioral assessments reinforced it and, quite frankly, I was good at it. However, at the point where I began leading larger corporate teams, I realized being a problem-solver was not enough. And so began a journey to re-define myself as a problem-finder. As a leader, it was important to be able to see potential problems and issues before they impacted our organization and clients. At one point, a client actually asked me directly if I had some sort of crystal ball (I didn’t) because we developed a strong sense of seeing what others did not!It is why I ask organizational leaders of for-profit and non-profit organizations, business owners and emerging leaders, “Are you a problem-solver or a problem-finder?” Of course, since most are familiar with problem-solving, the first question I get back...

...then it is hard to be open to learning.”Last month I posted about Dr. Max McKeown’s book, “The Innovator’s Book – Rules for Rebels, Mavericks and Innovators”. In the post, I highlighted a specific page that includes the title quote of this post. I believe it sets up this month’s topic quite nicely as we talk about Strategic Leadership. At the beginning of the calendar year, many businesses, for-profit and non-profit, large corporations and small privately-owned businesses are executing their strategic plans. As we begin yet another calendar/fiscal year, let’s explore what really goes into thinking strategically as a leader in the 21st Century dynamic business environment.In the past few month’s I’ve given multiple speeches and presentations around these strategic leadership competencies as they are at the core of staying relevant and achieving sustainable success in their businesses. These competencies are based on the research of Kimberly Boal and Robert Hooijberg...

...More Revelations for Making Leadership a Way of Life!We are proud to announce the availability of our sixth book, “I’m Still Sayin’…More Revelations for Making Leadership a Way of Life”. It is a follow-up to our most popular seller, “I’m Just Sayin’…Revelations for Making Leadership a Way of Life”. In this recent release we once again draw upon the best ideas and articles we’ve published over the last five years organized by their relevance to Individual Leadership, Leadership Relationships and Organization Leadership. Along with the ideas and articles in the book based on reader input, we also included five never-before published articles to continue fueling the conversation around being a successful lifelong leader!Enjoy the Book!

…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)...

…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...

...not in similarities.”This month, we continue our conversation on Leading at the Speed of Business by discussing the third of five keys to success. We began the discussion two months ago with the first key to success: Get Ready to Warp. Last month, we centered the conversation on the second key to success: Servant Leadership. This month, we dive into Cognitive Diversity as the third key to success. Successfully leading at the speed of business is rooted in diverse thinking. People who think different, will ultimately do different and will be more comfortable with change and adapting at the speed of business!What does Cognitive Diversity entail and what do leaders need to know to leverage the strengths that Stephen Covey alludes to in the title to achieve effective and successful leadership? Key in on Psychographics vs. Demographics – Most of us are familiar with demographics that look at population groups based...

…we’re going to jump to light speed!”I still remember the audience’s reaction to this scene in the Star Wars: A New Hope in 1977. We had never seen anything like it on the big screen until then and, of course, now it seems almost archaic! Today’s 21st Century Business environment can feel very much like everything is moving at perpetual light speed. It is also this metaphor we use to highlight the first of five Keys to Success initially mentioned in last month’s newsletter (click here to read). The first Key to Success is Get Ready to Warp (another name for Light Speed). Simply stated, it is not the ability to adapt that matters as much as the speed at which the leader is able to adapt in order to stay relevant. Here are three things a 21st Century Leader can do to stay relevant: How well do you know your...

…or playing not to lose?”This is a common question I ask all my clients at one point or another during our time working together. Whether they are a corporate leader over a business unit or division, a non-profit leader of an agency or association, an entrepreneur or small business owner or even a high school student leader, the intent of the question is always the same. Are they embracing risk or are they avoiding failure? Are they focused on the future or are they leaning too heavily on the past? The question usually comes up as the leader is struggling on some level to lead at the speed of business!In my own experience working with leaders at all levels described above, there are five keys to success when leading oneself/a team/an organization in 21st Century business. Collectively these keys to success support a leadership mindset focused on setting relevant goals and...

…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 to...

...not a Place of Residence. “Comfortable”, “Predictable”, “Known” and “Familiar” are all terms we would like to describe our lives as leaders. Or would we? It is easy to rely on the past because it has already happened, something we have already seen and experiences making it familiar to us. The problem is that it is what was and likely not a good reflection of what will be. The question becomes how do we effectively use the past as a learning experience without allowing ourselves to get “stuck” living in it?Using the Past as a Point of Reference ~ We are all products of our past regardless of what that past looked like. It molds us into who we are due to its influence on the beliefs and attitudes that drive our daily actions. The key to learning from our past is to get beyond remembering only what happened in the...

…Lick it once and you will suck forever.” “Average”, “Par”, “Mediocre”, “Safe”, etc.  There are many words we use to describe the middle-of-the-road thinking and actions.  We see it in the traditional bell curve as well as the “Diffusion of Innovation” curve that Simon Sinek speaks about in his now famous TED Talk on “Starting with Why”.  Being a successful 21st Century Leader means getting out ahead of the middle-of-the-road thinking by not even considering it in the first place.   As Brian Wilson, philosophical music leader of the Beach Boys says in the title quote, once you are satisfied with ordinary, it is hard to be and do special things! The challenge, then, is how do leaders avoid licking the lollipop of mediocrity?  How do they eschew the comfort of ordinary and lead others to a new compelling special place.  How does a leader overcome the inertia of the status quo...