The Strength To Be Humble

I love these thoughts on humility written by Lloyd D. Newell. I think humility is very misunderstood & at the same time absolutely essential to great leadership.     The Strength to be Humble by Lloyd D. Newell   A national newspaper grabbed attention recently with this headline: “The Best Bosses Are Humble Bosses.” At first, that may seem to contradict conventional wisdom – that a good leader is dynamic, dominating, and bold. But it’s been found that people who work for humble bosses exhibit better teamwork and perform at higher levels. Not surprisingly, when a leader listens to the perspective of others and constantly seeks to learn and improve, the people who follow that leader are more likely to do the same. That doesn’t mean leaders should be passive or indifferent. On the contrary, as one expert observed: “Humble leaders can also be highly competitive and ambitious. But they
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3 Questions to Ask Yourself

  New York Times bestselling author Brendan Burchard proposed three questions we should ask ourselves. As you finish a project, contribute to the team or look for ways to add value as a partner leader, I want you to ask yourself these three questions on a regular basis. I personally put them on a sticky note on my to look at as I sit down to create. Answering all three in the affirmative will accomplish that goal. Question 1: Is what I am creating/contributing distinct? Is your contribution different in a significant way? Is it adding value in a way that no one else has done? Does it stand out? Does it look and feel aesthetically unique? Is it something that will impress people because it is coming from an angle that others haven’t thought of? It’s not crazy or out there, but it is distinct and stands out. Question
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Leadership and Empathy Go Hand In Hand

  Great leaders understand that they are in the people business. • We need leaders who care more about people than they do numbers. • We need leaders who focus on being interested, not interesting. • We need leaders who use influence, not authority, to get things done. • We need leaders who talk with people, not at people. • We need leaders who truly care. If we understand that leadership begins and ends with people, then we understand the need to develop relationships, make connections, partner with our people, and show empathy. Empathy is the ability to mutually experience the thoughts, emotions, and direct experience of others. Empathy helps us lead individually not collectively. Empathy gives us unique insight into people. Empathy encourages leaders to understand the root cause behind poor performance. Empathy allows leaders to build and develop relationships with those they lead. Empathy as a state of
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People Join Companies But They Leave Bosses

This week I spoke for a Pharmaceutical company. In preparation for my speech I interviewed a couple of their sales reps over the phone and went on a ride along with another rep. I found it interesting that all of them at some point brought up their loyalty based off of the relationship they had with their manager. They said things like: “If you connect with the right manager it will make all the difference” “I left my last company because of my manager and I’m staying here because I have a great manager”   You’ve probably heard the saying that people join companies but they leave bosses.   The bureau of labor statistics reports that today’s average worker will have fifteen to twenty jobs before they retire and the #1 reason for changing jobs is bad management/bad culture.   Le Roy H. Kurtz of General Motors once poignantly observed:
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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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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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