In this video, The Four Benchmarks to Gauge the Vertical Altitude of Leaders and Executives, I discuss: How I have coached over 200 leaders to help them vertically development, and Roughly 80% of them never “do the work” of vertical development At a high level, my coaching process involves: Helping leaders understand what vertical development […]
When I work with organization leaders, they generally all tell me they are “trying their best.” They all want to have a positive impact on the organizations they lead and the people they serve. While I buy that, I also know that: 40% of employees rate their boss as “bad” 60% of employees report that […]
If you are not aware, leadership statistics are bleak. 60% of employees report that their direct leader damages their self-esteem 65% of employees would prefer to have a new direct leader compared to more pay 82% of employees can’t trust their leader to tell the truth Are these statistics the result of a lack of […]
Success rarely comes about by chance. It comes about because someone set a specific destination and made specific intentions about how to get there, and then took those steps. In other words, success comes about through intention, being deliberate with what we do. Effective leadership and being a positive influence comes about the same way. […]
Learn what Brené Brown has to say about: 1. What prevents leaders from being more effective, 2. How it is critical for leaders to become more self-aware in order to become more effective, and 3. What is required of leaders to actually move the needle on their effectiveness.
The difference between recognition and appreciation can mean the difference between being a weak positive influence and a strong positive influence on those you lead.
How we see the situations we encounter shape our ability to be a positive influence, someone that others want to follow.
Being an effective leader requires that we become someone others want to follow, developing and improving ourselves such that we become someone that others admire and want to follow, not because of the position we hold, but because of the person we are.
Why are leaders commonly villains? They have some fears and insecurities that cause them to act in ways that are fully justified to them, but are actually damaging to those they lead.
If we can better understand how we evaluate trustworthiness in others, we can do a better job of managing the trust that others have in us.