A Plan for Immediate Action

Every session Cindy and I do, be it in person, virtual, or for any of our digital resources, closes with a call to action; a challenge for participants to identify what they can apply immediately from whatever we just shared. That call to action is really based on two things… First was the expectation that had always been placed on me to produce a measure impact on productivity from any training I had attended. The second thing was a comment I heard someone make in a training session just a few years back. One of the participants commented on all the take-aways they had learned and made notes on through the two day event. The trainer was quick to push back by suggesting that those take-aways wouldn’t do much if they never put them in play

Consider this; you’re away from work for a training event. It doesn’t really matter if that’s half a day of a full week, it’s extremely rare to have anyone cover for us while we’re gone… But...

Continue Reading...

More Than Just a Catchy Phrase

In 2015, I invested a hefty amount of money and an even heftier amount of time into getting licensed to teach, speak, and coach using some of John Maxwell’s work. I was super excited about this since I had been studying everything I could get my hands on from John for over a dozen years leading up to that. The opportunity to pass just a few of the lessons along, since they had been so influential in my career progression to that point, was one of the most motivating things I had ever experienced!

In complete transparency though, there was one part of the licensing that just didn’t create a spark in me. I had been teaching teams how to build successful behavioral-based safety processes for years and I had spoken in front of groups all over the country at that point, but I was struggling with the coaching piece… As I looked around, coaches of all shapes and sizes were popping up all over the place; health coaches who weren’t in shape, life coaches who were...

Continue Reading...

Challenging the Status-Quo

Sharing best practices with other business owners and executives, then bouncing around ideas on how to solve current issues, can provide resources few in these roles ever have access to. When this happens within a group that’s been built strategically to ensure there’s no conflict of interest, or even the perception of direct competition, there can be an unguarded openness that rarely happens in any other setting. And if that’s all that goes on in this type of setting, the juice is already worth the squeeze! But what if there’s also an intentional focus on pushing each member of such an executive leadership council beyond their current situation and toward their desired future states for their respective organizations?

As Cindy and I worked to map out exactly what the quarterly half-day sessions in our Executive Leadership Elite Think Tank would consist of, we knew we had to make sure every single minute we had with the group would have to deliver significant...

Continue Reading...

Iron Sharpens Iron

Over the last twenty years, I’ve had access to better mentors than I probably deserved. I’d like to think I’ve always worked as hard as I possibly could to earn that access but some of the folks who have sown into my life and career were nothing short of proof that God’s hand does indeed move in each of our lives when we’re willing to move with It! All that said, the type of mentorship I’ve needed has changed as I’ve held different roles with different types of responsibilities; personally and professionally!

When I worked in safety, there were three or four amazing safety professionals I was able to align myself with so I could have access to the best and most relevant information available. As I moved into a full time human resource role, a few of those guys who were great at safety just didn’t have experience in HR so I had to chase after experts in that field. The same that had been true in my personal life when I started working...

Continue Reading...

What’s Driving Your Team?

Last time, I shared an example that I hoped would help make the case for the clear difference between managing and leading an organization. One is just as important as the other and neither can be overlooked, but we cannot mistakenly consider those two very different actions to be one in the same! That said, I’m sure you’ve seen that exact thing happen just as frequently as I have…

Let me be clear here; I don’t believe the terms - leadership and management - are interchanged with the intention of creating confusion (most of the time). In the majority of the scenarios I’m picturing, supervisors and managers definitely hold responsibility for leading their teams. But all too often, they’ve never been provided with the tools necessary for combining any kind of effective leadership with the technical steps of managing the outcomes of the processes they’re overseeing. We’ll circle back to that shortly…

Before that though, I want to...

Continue Reading...

Who’s Really Leading?

The entire time I was in manufacturing, nearly twenty years, the facility I worked in held a meeting each Tuesday afternoon that was often referred to as The Leadership Team Meeting. The plant manager led this meeting and each of the department managers participated, reviewing the metrics they were each responsible for tracking, discussing issues they were facing, and whether or not they were within budget to that point in the quarter. If one of those managers happened to be out of the plant, they would tap someone on their team to attend in their place…

Sound familiar? I expect it does since nearly every company I’ve interacted with in the years since holds similar meetings. But are those really leadership team meetings?

When Cindy and I had a conversation with Carly Fiorina a while back, she shared this with us regarding the difference between managing and leading, “Managers produce results within existing constraints and conditions. Leadership CHANGE or ...

Continue Reading...

A Solid Framework to Build On

An article I recently read on the Society for Human Resource Management (SHRM) website titled In Search of Soft Skills: Why you should teach employees to be more resilient, communicative, and creative opened by stating “Being gifted at performing the technical aspects of a job can take an employee only so far. To become a stellar employee or an admired leader requires an arsenal of skills that are harder to measure but critical to success.”

I agree with most of that statement, kinda… To me, the idea of gifted implies that someone is naturally good at something. While we all know a few folks who seem to pick up on certain technical skills faster than the rest of us, I’ve seen far more people who master their craft through an intense amount of dedication and effort. I’m betting that calling those folks gifted and acting like they didn’t work hard to become great at what they do will piss them off! I do, however, agree that mastering the technical...

Continue Reading...

Meet Their Needs, Exceed Their Expectations!

Now that we have a solid definition of servant leadership to work from, and we’ve looked at some servant leadership practices that will help us meet the needs of our team members based on their own behavioral style, let’s close the loop with some final thoughts on how we can move this from being just something we do to something each of the leaders on our team will work to do…

As we worked through some of these thoughts recently, I shared a quote with you from The Servant by James Hunter saying that “a leader is someone who recognizes and meets the legitimate needs of their people, and removes all the barriers so they can serve the customer.” If we really want to build servant leadership into the entire culture of our organizations, we certainly need to start with looking at how we can recognize and meet those legitimate needs of the folks we interact with directly but we also need to work to ensure they understand how important it is for them to do...

Continue Reading...

Specific Details and Time to Complete the Task

Having looked ways we can truly serve the needs of our team members with each of the first three behavioral styles - DRIVEN, INSPIRING, and SUPPORTIVE - to this point, let’s close the loop with the final 25% of the population; the ones who tend to be Reserved and Task-Oriented. Please understand that none of these styles should be viewed as better than the others based on the order I’ve covered them in. This group certainly shouldn’t be considered as being in last place! In fact, some of the smartest people we know are likely to have this primary style… These are the CRITICAL thinkers and they’re nearly always very CONSCIENTIOUS about the results they produce.

I was in a client’s office several years ago, getting ready to provide a part of their team with an introductory lesson on The Model of Human Behavior, when one of the management team members had a fairly intense conversation (read: loud argument) with one of the key team members. Since...

Continue Reading...

Make Sure Our Help Really Helps...

As we’ve discussed leading up to this point, becoming an effective servant leader certainly involves exemplifying several specific characteristics but even those can be interpreted quite differently depending on the behavioral and communication style of the individual we’re attempting to serve! And whether we always like it or not, their perception is nearly always their reality!

Several years ago, not long before I really started digging into The Model of Human Behavior, I was working in a human resources role where part of my responsibility was ensuring that our team members were consistently held accountable for performing their required tasks. As I got to know each individual and learned more about their roles, I noticed some gaps in one particular department. There was more indirect labor (non-billable hours) per person in that department than any other and the quality issues seemed to be a bit higher than we were seeing in the other areas.

The supervisor of that...

Continue Reading...
1 2 3 4 5 6
Close

50% Complete

Let's Talk!

Complete this form and we'll be in touch soon to set up a time to discuss how we can serve you.