As we started this look at building a framework for relational leadership, I mentioned the depth of the networks Cindy and I had established within the organizations we were each with for nearly two decades and I shared how lacking we realized our professional networks were as we stepped outside tho...
Early on, I emphasized how valuable it’s been for me to have close to a dozen people in my life at this point who I can count on for something called “Alliance Feedback,” helping me harness the power of candid conversations. In addition to detailing how I’ve benefited from receiving that alliance fe...
I’ve woven the importance of trust, in one way or another, into every aspect we’ve worked through for leveraging leadership growth. That said, I’m still not sure I’ve done enough to stress how crucial it really is. We’ve all heard the saying, “We do business with people we know, like, and trust.” As...
We wrap up the first half day session of our Recruitment, Retention, & Culture course with a lesson called “An Ethical Culture with Real Diversity & Inclusion.” The terms diversity, equity, & inclusion have been smeared through the headlines over the last several years, with both praise and condemna...
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...
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...
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 ...
