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I had an epiphany ten years ago. I realized after a business reversal that I was chasing money. For a variety of reasons, I believed financial security resulted from a singular focus on that which I needed the most and thought to be necessary. At the time, that was the simple five-letter word money.
Five years and two weeks ago I recorded a Monday Morning Minute entitled the Four Traits of Passionate People. It is one of the top ten posts out of the 650 blogs and videos I’ve written over the last eleven years.
I was asked yesterday by a CEO client to list what I thought were the essential characteristics of high performing leaders and team members.
The first time I learned about the power of a good story I was fourteen years old. My high school counselor, Billie James, wrote me a five-page letter entitled, Prizing Hugh.
This week we are launching my new book, The 7 Principles of Transformational Leadership: create a mindset of passion, innovation, and growth. I’m excited for two reasons. The first is that the people who have read the book so far have said that it is approachable, practical, and inspirational.
I spoke with a client last week that told me of a leader who lost her job because her employees had lost trust in her. They were demoralized because their customer satisfaction scores were the lowest in the organization.
No doubt you want a competitive advantage over your competition. A competitive advantage can come in different forms for different people.
Oftentimes, we look at someone’s behavior that’s different from our own and say, “that’s bad behavior or I don’t like their behavior.”
Imagine seven people in a room making introductions to one another as they had not met each other before. I was asked to go first…
There are two types of people we have all worked with, lived with and or done business with. One type of person is rooted in the past and prefers to walk the well worn path of the known, the safe and the predictable.
I am stunned by the amount of email that some of my clients get. It can be overwhelming. I know these people to be good, caring leaders who want to make a difference and who want to bring out the very best in others. But they get overwhelmed by electronic communication.
This week I want to talk to you about listening to understand as opposed to listening to respond. Listening to understand is an influencing tool or technique I think is incredibly powerful.
ou are all very busy. You go from one meeting to another and you have senior leaders breathing down you necks saying, “do more, do it better, do it faster, do it cheaper”.
This week I want to dispel a myth. The myth is: the time is not right. Ladies and gentlemen, that is absolutely a myth.
It was one of the most thrilling moments in my life. I was doing 187 miles per hour at the Porsche Driving School in what is best described as a rocket ship built on four wheels.
No doubt you want a competitive advantage over your competition. A competitive advantage can come in different forms for different people.
The process of learning a new skill is as much mental as it is physical. Take swimming for example. Knowing how to hold your hands and kick your feet is the physical side of learning to swim.
By nature I’m not a timid person. As far back as I can remember I was willing to ride my bike faster, jump out of taller trees, and venture beyond what seemed safe and comfortable.
I want to talk to you about two types of influence and how you can be more productive using the appropriate style of influence at the appropriate time.
As part of my Monday Morning Minute for May 7, 2012, I mentioned a list of the top ten strategies I’ve learned for reversing negative self talk. By doing them intentionally for thirty days you can and or will change the quality of your internal dialogue for the better.
Here’s a staggering statistic. Ninety percent of you reading this post if given the choice between changing your behavior and dying will chose dying.
Here’s a staggering statistic. Ninety percent of you reading this post if given the choice between changing your behavior and dying will chose dying.
I talk repeatedly with leaders and teams about how to cultivate a new way of thinking about and responding to change. To position growth and innovation in a new way I will share a model called the S-Curve, sometimes also called the Growth Curve.
There are a lot of approaches and models to getting meaningful change accomplished in the workplace. There are equally as many reasons why people get off track and why change initiatives fail.
The term discretionary income describes the money you have left over every month after paying your taxes and all of your bills.
I’m reading a book titled The Feeling Good Handbook, by David Burns, MD. Dr. Burns makes the connection between how we “think” and how we “feel”. What I’ve found really interesting are his ten twisted thinking patterns that we all at some point engage in – some more than others and at varying times.
Language enables us to express sublime thinking and deep passion. More easily language can trip us into silly if not embarrassing moments.
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