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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Two Keys To Success

I was listening to a podcast where CJ McCollum (shooting guard for the Portland Trailblazers) was talking to Brian Koppelman (filmmaker who wrote and produced Rounders, Oceans 13 & his current show, Billions) Brian made a great point that two of the keys to success are: Being present Being comfortable in your own skin Being present is harder & harder in our busy, technology driven world & for that reason it is even more important. Being present with the people you are with is crucial to connection but being present in your work is also crucial to your effectiveness. Learning to eliminate distractions, turn down the noise & focus are skills of the highly successful. Being comfortable in your own skin is harder to teach. It eludes many people and their can be many reasons for that. I don’t know all the answers but a couple things that help are:
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Plus, Minus and Equal

The four-time undefeated MMA champion now MMA trainer, Frank Shamrock, has developed a system for training would-be fighters. I’m not a huge MMA fan – but I think there is a lot of merit to his system. The system is called “+, -, =”. Shamrock’s theory is that in order to be the best, you need to work with someone better than you, someone equal to you and someone whom you can teach. Shamrock believes this builds the best fighters. We certainly don’t have to be an MMA fighter to benefit from this system. The same can be applied to us in any scenario. Training with someone better than us pushes us past our limits and helps us see greater possibilities. Training with our equal tests our skills and in the process they become a peer, allow us to create cooperation, shared learning and has a mastermind effect. Teaching allows
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Why Leaders Fail

Last week I hosted an event with Dr. Clinton Longnecker where we 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 1. Incongruency – when leaders are not congruent they erode their influence and create distrust. We see this when a leader’s action 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. 2. Incompetency – when leaders haven’t developed the requisite knowledge
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Validation Is The Key To Winning Every Argument

Disagreement is a part of every day life.  Whether in your personal life, business life, social life – disagreements happen.  I came across an interesting article, The Mistake You Make in Every Argument, that gave an interesting perspective on how to make the best of the often times unavoidable argument. How do you respond when someone says something you disagree with? Do you calmly tell the person why they are mistaken, do you jump right in to defensive mode and yell or do you retreat and let them have their way?  In his article, Dr. Liane Davey makes the argument that all of those responses are wrong and the only way to get results in an argument is to first validate the other’s point of view. The first thing you have to do is validate the other person even though you completely disagree with them! See, when you validate the
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Do Your People Know You Care?

Last week I spoke for Easter Seals Florida. They are an incredible non-profit organization that helps individuals with disabilities. I had the opportunity to spend some time with their CEO Sue Ventura and I came away inspired. We’ve all heard the saying, “People don’t care how much you know until they know how much you care.” I believe that’s true, and I often remind leaders that “You can live people without leading them but you cannot lead people without loving them.” My question is, do your people know you care about them? If your answer is yes then how do you demonstrate it? As the CEO of a non-profit, Sue Ventura is limited in how she uses her funds. But she wanted to make sure her staff felt appreciated and knew how much she cared about them. So in an incredible example of servant leadership, when Sue’s parents passed and
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What Type of Leader Are You?

In 2000, Daniel Goleman conducted a seminal study with over 3000 managers that clarified six distinct leadership styles and traits. Each style has its positives and negatives. Which one describes you?   Visionary — mobilize people toward a vision. Works best when a clear direction or change is needed. Creates the most positive climate. Coaching — develop people for the future. Works best when helping people and building long-term strength. Creates a positive climate. Affiliative — create emotional bonds and harmony. Works best to heal rifts in teams or motivate people in stressful times. Creates a positive climate. Democratic — build consensus through participation. Works best to create consensus or get input. Creates a positive climate. Pacesetting — expect excellence and self-direction. Works best to get quick results from a highly competent team. Creates a negative climate. Commanding — demand immediate compliance. Works best in crisis or with problematic people. Creates a negative climate. The most important aspect of this breakdown is
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5 Ways To Build Credibility

Credibility is an essential ingredient for every one of us who want to build trust and influence.  Being a relevant leader is a balance between credibility and reliability. Here are 5 simple ways to build credibility. Highlight Your Past Experience & Qualifications. – People are looking for signs that you know what you are talking about and that you are a proven entity. Highlighting your past experience lends credibility and substance to your opinions and beliefs. Display How Much You Care – The old adage is true – “People don’t care how much you know until they know how much you care.” When we feel others have our best interest in mind, we buy into them more. Demonstrate Similarities – People like others who are similar to them. We tend to trust people who are similar to us. Shared values, similar dress, body language or speaking style can make you
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3 Ways to Create Staying Power as a Leader

My thoughts lately have been on the need for leaders to become and stay relevant. Relevancy creates staying power, but it requires constant vigilance. I read an article recently where Vince Molinari shared three ways that leaders become irrelevant. These can be the things that cause the downfall of many leaders. 1)     You Believe You Arrived:  When leaders achieve a certain level of success they wrongly conclude that they’ve made it. That they have arrived. This can lead a leader to starting coasting. Then one day you realize you no longer matter in your organization. Your ideas don’t resonate with others. You stop being invited to important meetings. To have enduring staying power means understanding that leadership is an unending journey – you never arrive. You must constantly challenge yourself both in how you think about leadership and the way in which you lead, no matter what level of success you have
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The Leadership Attribute That No One Is Talking About But Every Leader Needs

Last week I had lunch with an executive team following my speech at their leadership conference. One of them asked, “In your opinion, what is the most important leadership attribute?” I said, “My answer will probably surprise you because it is a leadership attribute that nobody is talking about but every leader needs – I think it is meekness.” He questioned me – “Meekness?!” You see, meekness is crucial but it’s misunderstood. Robert Wells said, “We don’t usually think of successful executives as meek; nor can we accept the idea of a “meek,” successful quarterback on a winning football team. In fact, to us, success in anything seems to involve quite the opposite. In the minds of many, meek means being submissive, passive, retiring, placid. Their mental image of a meek person is that of a compliant “doormat” who is so timid and unassertive that he accomplishes nothing, seeks nothing,
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