Why Do Leaders Fail?

One of the speakers I brought to The Leadership Inc Institute last year was Dr. Clinton Longnecker. Dr. Longenecker discussed leadership with a group of 50 leaders from various companies in Salt Lake City, UT. One of the fascinating discussions stemmed from the question, Why Do Leaders Fail?   There are probably a myriad of answers as to why leaders fail, but I want to boil it down to three “ins” that need to be out. 1.Incongruency 2. Incompetency 3. Inconsistency   Incongruency – when leaders are not congruent they erode their influence and create distrust. We see this when a leader’s actions are contrary to their words; when the expectations or standards don’t apply to themselves, or when they don’t live the values they profess. To avoid failure in this area, leaders need to practice what they preach and set an example that people can follow.   Incompetency –
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Better Motives Lead to Better Collaboration

Yesterday we hosted our Leadership Inc Institute and the trainer was Neil Staker.   We spent the day talking about collaboration and communication – it was great.   One of the points that stood out to me was that when it comes to dealing with people, our motives are more important than our behavior.   Why? Because better motives lead to better collaboration.   Even when we behave correctly (do the right things) if our motives are off, it can impact how it’s received and therefore the outcome.   Here are some examples: Offering advice under the guise of being helpful when you’re really just annoyed. Doing a job for others because you don’t trust them or are tired of waiting. Acting polite or supportive in front of people, only to criticize them or their ideas later. Asking questions that have more to do with undermining than understanding.   Are
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How Do You Respond To Crisis?

Last year after only a couple of weeks on the job, UBER CEO Dara Khosrowshahi was faced with a crisis. Government officials in London announced that they would not be renewing Uber’s license to operate in the city. Being shut down and in essence kicked out of one of the most popular cities in the world is a monumental crisis for a company like Uber. How would you respond? Crisis often brings out the worst in us. We react. Get emotional. Say things we regret. Lash out. It’s usually ugly. Instead, Uber’s Chief Executive sent an email to employees that showed composure, humility, emotional control and solution thinking. The part of the email that is most poignant is this: “While the impulse may be to say that this is unfair, one of the lessons I’ve learned over time is that change comes from self-reflection. So it’s worth examining how we got
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How to Deal With Negative Feedback

We all get negative feedback at times. That can come by way of a performance review, a critic, a well-meaning friend, rejection or through other tough experiences. We will all face mistakes, failures, and naysayers at some point – so the question isn’t how do we avoid negative feedback, but rather what do we do with it.   What drove me to write this post was the survey feedback I received from a particular conference a couple of years ago. I was the closing keynote speaker on leadership to a state association of CPAs. I felt the conference went well and the feedback was positive and afterwards as we had agreed to before – the client sent me the evaluation forms.   I received some great feedback. Here are a couple of comments: –       Ty was excellent, bring him back –       This was my favorite session of the two days
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Leadership From The Follower’s Perspective

I believe that leadership is our scarcest resource and yet our most needed commodity. In business, politics, education, church & family – everything rises and falls on leadership. Today I wanted to explore leadership from the follower’s point of view, with three questions that every follower, consciously or unconsciously, asks about the leader. In a recent interview John Maxwell posed these questions – stating that every follower asks: -Do You Care For Me? -Can You Help Me? -Can I Trust You? Question #1 – Do You Care For Me? A follower first looks at do you care for me? Do you have a heart for me? What are your real motives? As a leader our motives need to be pure and we need to truly care for those we lead. Our heart comes through to those we lead in subtle ways. Are we inward focused (selfish) or outward focused (selfless)?
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Leadership = Solving Problems

  Leadership = Solving Problems A few weeks ago we realized that we lost the one and only key to one of our four-wheelers at our cabin. I rolled it up the trailer and took it to the local ATV shop and asked them to put in a new ignition so that we could have a new key. They had to order in the part and so it would take a couple of days. They called three days later saying that it was done but I wasn’t heading back to our cabin for another week. When I arrived to pick it up they realized that they hadn’t put in the new ignition, the part was just sitting there. They said they could put it in quickly but when they went to put it in they realized it was the wrong ignition. If they would have put it in a week
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Value Precedes Influence

A few days ago we lost a great friend & leader. Scott Schwerdt has had a great influence in my life and he will be missed. One of the great lessons Scott taught me was the value precedes influence. Scott added value wherever he went and because of that he carried great influence. This is an excerpt from my book Partnership Is The New Leadership where I highlight Scott’s example of this principle. — My friend Scott Schwerdt is president of The Americas Region for Nu Skin Enterprises, a multi-billion dollar company based in Provo, Utah. Scott has been with Nu Skin for more that 25 years and is an adored leader and employee. Before starting with Nu Skin more than two decades ago, Scott worked for the CIA. He loved what he did but it wasn’t conducive to the young family he and his wife were starting. So Scott
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How Does Influence Work In The Real World?

Last week I spoke at a conference in Sun Valley, Idaho. It was a great event but one of the highlights for me was to get to be with three of my favorite people. David Jobe, Paul Hineman, and Jim Crystal. These three have become some of my best friends and strongest advocates but I think they represent to me what Influence really looks like. Each are involved in different capacities in the food industry. They have build successful careers, stellar reputations and meaningful relationships. As I’ve gotten to know each of them, their generosity has amazed me. They are constantly asking, “Who can I introduce you to?” or “How can I help you move your business forward?” I thought it was unique to me, but it’s not. It’s how they’ve gotten ahead – by focusing on building others. In my world, their influence has led to me speaking at
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What Make You Memorable

Last week I was out of town and my wife went to a play with our oldest daughter so she hired a babysitter for the younger three kids. This was a new babysitter for us and the kids loved her. She played with them, got to know them and cleaned the house before Sarah got home. She was great! But that wasn’t what makes her memorable. She did something that I’ve never seen before. She left our kids a present to open the next morning. It had some candy, toys and a teddy bear. Our kids were over the moon with this small gesture and now they won’t stop asking when she can babysit again. What an awesome example of doing an amazing job, as we all should, and then doing that extra, thoughtful, extraordinary thing that makes you memorable. I think it’s a lesson for all of us –
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Curling Is A Leadership Sport

Curling is a leadership sport Have you ever turned on the Olympics only to see curling and then you change the channel? Maybe it’s just me, but I’ve never paid attention to curling until now. A few weeks ago I was speaking in Sedona, Arizona to a group of Credit Union CEOs. I shared with these leaders that motivation is important but it’s overrated. When you look at a goal, there are motivators driving you towards your goal and on the other hand there are inhibitors keeping you from achieving it. As leaders I think we most often focus on motivating our people when what we should be doing is removing the inhibitors. When I shared this idea, one of the CEOs said, it’s just like curling. When someone throws the stone in curling, the sweepers remove all of the obstacles or inhibitors so the stone can hit its target.
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