Unless there is conscious attention paid to your organization's results, processes, and culture, you can't expect intentional improvement.  Yet pausing to reflect on these characteristics of the organization is not important to some leaders.  Oh, I hope that's not true of you!
     Consider sharing this article, “Reflecting on Your Organization’s Health,” with other leaders you support and who support you.  Think deeply about how you can increase your awareness.  Become more intentional about how frequently and deeply you evaluate what's happening in your organization.
     Dennis
 
 
     When I started exploring the concept of values and unexamined beliefs about a month ago, I never expected the concept to be as revealing for me personally as they have been!
     It has been exciting for me to gain clarity on the items in the attached article, “My Underlying Beliefs in Helping Leaders Improve.”  Further, it has been enlightening to share these concepts with the clients with whom I've spoken in the past weeks.
     Dennis
 
 
     This week's article, “When Your Behavior Doesn’t Align with Your Values,” springboards off of last week's.  As soon as you spend some time articulating your values, you start recognizing discrepancies between what you claim is important and what you actually do.  Maybe you can get by with that dissonance, but it bugs me!
     You may be tempted to believe it is a unique flaw, but I think it is universal among us humans.  Over time, you can continue to refine what's really important to you, so that there is greater consistency between what you claim you value and what you actually do.  (People you work with will see that consistency, too---and appreciate it!)
     Dennis
 
 
     Over the past few years, each time I've worked with a leader to identify his or her values, I've said to myself that I needed to write an article such as this one, “How to Identify and Articulate Your Values.”
     With my two most recent articles, in which I emphasize the power of compelling beliefs (some of them clearly qualify as "values"), the timing seemed especially right.
     If you are among the great majority of leaders who have never taken the time to articulate your values, I strongly encourage you to add this activity to your "to do" list.  It is a powerful example of "reflection" time.  There is no better way to seek potential improvement in the way you see the world (and your role in it).
     Dennis
 
 
     Today's article, “Unexamined, Underlying Compelling Beliefs,” expands on my previous article.  I'm very interested in your thoughts on this one. Sometimes I write what I know will work.  This time, I'm taking a shot at what I think.

     If you agree, I'd love to hear your thoughts on the topic.  If you disagree, I'd also love to hear your thoughts on the topic.

     Dennis
 
 
     Why is it that some people at the beginning of a year make a big deal about "New Year's Resolutions"?  It's likely because the new year feels like appropriate timing to try something new.
     This article encourages you to look beyond the obvious in two different directions.  Driving your behaviors are some underlying beliefs that are definitely an influence, but are not very conscious.  Can you work to make them so?
     And downstream of your behaviors are outcomes, not all of which are known to you.  Are you willing to discover what havoc you've been unintentionally sowing?  Do a little checking, and you might be very surprised at the effects your direction and suggestions have had.  It will take a bit of self confidence to invite all those you influence to tell you the truth about the effect your behaviors have on them.  Ah, but it will be well worth it!
     Read, think, and come back next week to learn what you can do about  “Unintended Outcomes and Compelling Beliefs.”
     Dennis
 
 
     It's Christmas, a special time of year!  Why is that so?  Oh, let me count the ways!
     Human beings are amazingly complex.  How you think, what you do, how you feel, what you believe---all these are interconnected in ways that are not easy to follow.
     Read this week’s article, “Christmas:  Physically, Emotionally, Mentally, Spiritually.”  Then, take a few moments during this time of year to just wonder at it all.  Ponder your complexity.  Close out all the noise.  Focus on what's really important to you--whatever that is.
      Dennis
 
 
     In searching to learn more about this topic prior to writing about it, I discovered Robert K. Merton (whom I reference in the article).  I invite you to put his name into an internet search engine to learn more about him and his understanding of human decision-making.
     In addition to coining the term "unintended consequences," Merton is also the source of the terms "role model" and "self-fulfilling prophecy," both of which should be very important concepts to leaders.
     Take a look at “The Law of Unintended Consequences” and spend some time reflecting on your personal and organizational experience.
      Dennis
 
 
     Many of you are very action-oriented.  An idea occurs to you, and you immediately take steps to make it happen.

     There's nothing wrong with that.  Realistically, however, your time and energy is limited.  Are you putting your limited time and energy where it will accomplish the most and the best?

     Today's article, “What Objective Are We Seeking to Achieve?”, encourages you and those you influence to at least think through your potential actions and imagine the likely outcomes.  Imagining takes very little time or energy, but disciplining yourself to allocate that small amount of time may make the actions you do take a bit more effective.

     Dennis
 
 
     Sometimes compliments flow from customers or from "up above" in the hierarchy.  Many leaders underestimate the positive influence they can have just by focusing attention on deserving individuals within their organization.

     This week's article, “Okay, Director--Where Do I Focus the Spotlight?”, describes a unique way to remember your role in sharing the accolades.

     Dennis