Even when we see people’s worth, being available isn’t (and shouldn’t be) a blank check. Valuing someone is wildly different than providing them with unlimited time at the drop of a hat. Whether it was Terry, Chris, or any other mentor who’s been a blessing in my life over the years, getting time fr...
The highest calling of leadership is developing people—and it starts with you.
John Maxwell reminds us: “The growth and development of people is the highest calling of leadership.” But real growth doesn’t just happen. It demands intention, discipline, and support. As James Allen wrote over a centur...
In a Facebook post dated August 1, 2025, Mark Divine, author of Staring Down the Wolf, shared the following:
Leadership is not a title.
It’s a burden of responsibility.
When you step into leadership, you’re saying:
- “I will go first.”
- “I will own the results—good or bad.”
- “I will make the h...
For most of the last fifteen years I worked in manufacturing, I had interaction with each group of new team members on their first day of orientation. When I moved into a full time human resources role, I was responsible for covering the key points in the company policy manual, detailing the attenda...
Rockingham, VA – December 27, 2025 – Dove Development & Consulting, a leading provider of award winning leadership training and coaching, is proud to announce that Wes & Cindy Dove have been conferred the prestigious GGBA Emerging Star Award by the Global Golden Business Awards. This international ...
Think back to what I shared as we started this look at the art of responsiveness, specifically from Dan Pink’s book, When: The Scientific Secrets of Perfect Timing, where he shared:
“Email response time is the single best predictor of whether employees are satisfied with their boss, according to ...
In chapter three of The 21 Irrefutable Laws of Leadership, John Maxwell defines “The Law of Process” by saying “Leadership develops daily, not in a day.” The art of responsiveness follows the same process. Listening when we have time won’t cut it. Providing a timely reply on occasion isn’t enough. T...
The art of responsiveness requires listening (to build a foundation so we can adapt our response to our team’s needs) and investing in each responsive relationship (to give or receive mentorship), but quick decisions under pressure can sacrifice the influence we’ve worked so hard to earn - if we’re ...
Earlier, we looked at the importance of mentoring through influence rather than attempting to mentor through control. We may be able to use control for a while, at least as long as the chain-of-command reporting relationship exists, and pretend we’re providing mentorship. But that ship will sail soo...
Practicing the art of responsiveness can earn the kind of influence that enables swift, effective decisions - even under pressure. But the higher the stakes, the more important it will be to have made ongoing investments into each of those relationships. Like any sound investment strategy, the time ...
The art of responsiveness isn’t based on how quickly we can reply. There are plenty of people I respect deeply who don’t provide an immediate answer when I reach out. However, those folks have intentionally invested into our relationship - just like I have - in a way that’s built grace. When our sch...
The art of responsiveness will never be based on a cookie-cutter approach. If we start with listening, especially when we’re able to apply the DISC Model of Human Behavior to what we hear, we’ll be able to recognize what each individual needs and tailor a response that best serves that need. The art...
