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Dennis Hooper
dhooper2@juno.com


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"A Leader's Periodic Self-Evaluation"

Summary of a Harvard Business Review article guiding leaders to consider their effectiveness.

"A Desired Outcome and an Agenda to Get There"

Preparing for any meeting, including coaching calls, should start with a general description of the outcome you hope to achieve.  To move in that direction, offer an agenda that is likely to deliver that outcome.

"Action--The Most Visible of the Six Stages of Change"

This is the fourth of the six stages of change, as described in the book Changing for Good.  Helps to explain why "change" (especially "improvement") is not as easy as we think it should be!

"Adopting a System of Improvement"

This article guides the reader through a method for building an improvement process.

"An Achievable Vision or an Impossible Dream?"

An inspiring article, encouraging you to think creatively about "what could be," then take action to make it happen.

"'And' Thinking vs. 'Or' Thinking"

"And" is a perfectly good conjunction!  Yet we often think only in terms of "or" options.  "You think we should do this!  I think we should do that!  So, which will it be, this OR that?"  Hmm.  Doesn't sound like collaboration to me!

"Annual Georgia Oglethorpe Awards Conference"

Want to learn about improving quality and performance excellence?  This article is a good place to start.

"Are Myths Limiting Your Growth?"

Three questions that help you evaluate if what we believe is worthy of belief!

"Are People Able to Count on You?"

We may think we are trustworthy, but others make that judgment.  And a big piece of that evaluation is based on how reliable we have been in meeting the commitments we've made.

"Are Two Heads Better than One?"

Use the human resources available in your organization to creatively consider possibilities for addressing and improving circumstances.

"Are You Taking Your 'Freedom to Choose' for Granted?"

You have the power to make choices, and you exercise it every day.  Are there choices you inadvertently presume you are unable to make?  This article challenges you to rethink the obvious.

"Are You Worthy of Trust?"

"Trust" is an emotional conclusion one draws without really understanding the information that leads to that conclusion.  This article helps you understand the three elements of trust, so you can be more trustworthy.

"Articulating Your Organization's Values"

Just as individuals have values, so do organizations.  Many organizations today describe their values on the internet.  If you haven't taken the time to articulate them, this article encourages you to do so.

"Assuming a New Leadership Assignment"

Offers multiple suggestions for questions to help a leader meet people in a assuming a new responsibility.

"Awareness Comes before Competency"

Few people have energy to build competency until they have increased awareness of their limitations.

"Back When I Knew It All"

The country music song by Montgomery Gentry is a retrospective, looking back to a time when the guy was cocky, yet extremely naive.  You may know such an individual in your organization.  I hope it's not YOU!

"Being More Aware Will Help You Lead!"

Increasing awareness of both what you know and what you don't know gives you opportunities to strengthen your leadership skills.  A good coach will support that growth!

"Betrayal of Trust--A Preventable Leadership Blunder"

As the authority of some leaders increases, there may be a tendency to make promises, then unintentionally fail to keep them.  That can be devastating to relationships.  Check yourself out as you read this article.

"Betrayal of Trust--How to Recover"

You may be surprised that you are guilty of "betrayal of trust."  So what do you do?  You can recover--it's not a killer defect.  However, it will take some humility and lots of rebuilding work!

"Beware the Deception of 'Entitlement'"

Everybody has expectations.  This article encourages you to examine your "under the surface" expectations and assumptions--do you have underlying presumptions of "entitlement"?  That can be a killer for leaders!

"Build Leaders by Capitalizing on Their Strengths"

Improve your organization while building the future skills of individual leaders.  Enhance your hiring systems and your conduct of performance reviews.  Grow a more powerful team composed of more satisfied contributors.

"Building a Dialogue with Your Team Members"

Twelve questions that will stimulate productive conversation among members of any team.

"But Why Do I Always Have to Change First?"

A critical article for leaders--many leaders have the mistaken impression that they can dictate what changes others must make.  Ah, but not so.  Yep, the leader always has to change first, and this explains why.

"Capitalizing on Your Natural Talents"

Description of information available through "The StrengthsFinder Profile"--34 talent themes.

"Celebrating Organizational Excellence through Coaching"

Describes the April 29, 2008 "PRISM Awards Conference" of the Georgia Coach Association.

"Choosing a New Path vs. Solving a Problem--Part 1"

You've arrived where you are based on the path you've been traveling.  If you don't like where you are, maybe it's not a problem to be solved, but requires that you choose a new path for your future travels.

"Choosing a New Path vs. Solving a Problem--Part 2"

Too many leaders work to solve the same problem over and over.  Choosing a new path may be a more viable alternative.  Take a look at this article and awaken a new awareness of what's possible.

"Christmas:  Physically, Emotionally, Mentally, Physically"

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.  Ponder your complexity, and be in wonder.

"Coaching Questions Leaders Should Consider"

Coaching is a growing technology.  This article provides perspective from the coaching field to help leaders and managers handle their daily responsibilities.

"Communicate a 'Sticky' Vision"

Leaders are to generate and communicate a compelling vision.  It helps if it is memorable!

"Dealing with Ambiguity--Part 1"

Many situations faced by organizations are ambiguous.  Rarely will the appropriate direction be certain.  However, the role of leader is to create clarity and communicate it through the organization.

"Dealing with Ambiguity--Part 2"

A leader's primary responsibility is to generate clarity, especially when certainty is absent.

"Delegating Well"

We all have either been delegated to or we've delegated to others--and been embarrassed because of some missing information that should have been shared.  This article identifies five major categories of expectations.

"Do I Really Want to Improve My Organization?"

Describes "precontemplation," the first of "six stages of change."  Explains why getting started with improvement is often so difficult.

"Do You Know Your Desired Outcome?"

Clearly knowing your desired outcome allows you to focus your energies and maintain the momentum needed to move in the right direction.

"Don't Blink--Life is an Adventure"

Uses Kenny Chesney's country music song, "Don't Blink," as a reminder that "life goes faster than we think."

"Everybody Loves to Hate Performance Reviews"

Many organizations that still use an annual performance review do so poorly.  Consider some alternative ideas in this article.

"Explore Opportunities with Your Team"

Periodically set aside time to consciously imagine what changes in your processes might generate outcomes that would amaze and delight your customers.  This article provides a three-step approach to improvement.

"Exploring the Three Questions of Strategy"

An interesting consideration of "Where are we now?", "Where do we want to be in the future?", and "How do we get there?"

"Fear and Faith:  Same Definition?"

Our beliefs and values drive our behaviors  Faced with a distressing situation, do you respond in fear or in faith?  Is your response intentional or from habit?  You have the freedom to choose!

"Feedback and Forgiveness--Valuable Yet Underutilized"

Why is it that so few people seek and give feedback?  Why is it that people choose to live with the pain of past offenses rather than forgive?  This article poses some questions to make the leader think!

"Feelings are Fickle and Provide Poor Guidance"

Our feelings are good indicators of what's going on inside us.  But for making decisions, our values and vision of what could be are stronger guidance.

"First, Get Good.  Then ,Get Better!"

This is a thought provoking article that precedes and sets up "How Can You Sustain Succcess?"

"Five Dysfunctions of a Team"

Would you like to make a quick assessment of the health of your team?  Take a look here.  Want more?  Pick up a copy of Patrick Lencioni's book; it contains a fifteen-item assessment that will give you more perspective.

"Focus and Balance are Necessary for Leaders"

This article is a unique approach to the topic of time management.

"Free Yourself from Damaging Associations"

Many associations are beneficial, helping you make it through your day.  But not all associations are constructive.  Offers a methodology for changing what seems like automatic associations, replacing with something healthier.

"Good Leaders Don't 'Lord It Over"

An approach to servant leadership.  Describes some ways in which a good leader "serves."  (See also "What Services Do Servant Leaders Provide?")

"Growing Interdependent Team Members"

Well-rounded teams are rarely composed of well-rounded individuals.  Rather, they are composed of deeply developed individuals in the areas of their natural talents and acquired skills.

"Have You Graduated from 'Training' to 'Self-Development'?"

For "training," you are dependent on the trainer for the timing, the content, and the agenda.  Ah, but for "self-development," your timing, content, and agenda is all up to you--much more independent!

"How Can You Sustain Success?"

Sustained success is "making the greatest possible impact over the greatest period of time."  Builds on the work of Marcus Buckingham.

"How Comfortable are You with Apologizing?"

We all make mistakes.  Which requires apologies.  But how sure are you, as well-intentioned as your apology is, that it is received and accepted by the person to whom it is delivered?  Isn't that what really counts?

"How Do Your Feelings, Values, and Beliefs Affect Your Actions?"

Rather than giving suggestions, this article asks for your evaluation of your past actions--and what has driven them?  How do feelings, values, and beliefs interact to stimulate your behavior?  Worth thinking about!

"How Does a Leader Coach Employees?"

At some point in time, good leaders want to coach those over whom they have authority.  Here's how!

"How Does Passion Fit with Leadership?"

"Emotion" is the engine that drives everything we do.  Anything done with enthusiasm will be done more quickly, more thoroughly, and with more impact than anything done listlessly.  Use your energy!

"How Good am I at That?"

As you read books and articles, listen to podcasts, and participate in conferences, challenge yourself with "How Well am I Doing That?"

"How to Identify and Articulate Your Values"

Leaders need to be aware of and be able to explain what they stand for.  That's hard to do if you've never reflected on what drives you.  Here's some guidance on examining and expressing your values.

"How to Be a Lucky Leader"

Four principles observed in individuals who seem to be "lucky."  You can be lucky, too!

"How to Build a Happy Marriage"

Leaders have relationships at work and relationships at home.  A surprising insight on how to have stronger relationships!

"How to Tell Stories to Communicate Vision"

Some practical guidance on how to inspire those whom you influence.

"Increased Awareness Has Two Sources"

Awareness is a critical prerequisite for growth.  Increased awareness can come through feedback and paradigm shifts.  I hope that, as a leader, you welcome and encourage both!

"Increasing Your Sensitivity to 'Awareness'"

Acquiring new leadership skills evokes little interest from many folks--until they become aware that "something better" would make them more effective and is indeed available.  Then improving skills becomes quite attractive.

"Invest in Your Child's or Grandchild's Future"

Do you have the privilege of influencing a young man or woman, aged 10-14?  Learn of an inexpensive way you can leverage your role as an authority figure in guiding a developing life!

"Is a Crisis Required to Initiate Change?"

"If it ain't broke, don't fix it."  Many organizations believe that "good enough" is good enough.  Are you a "let it be" person, or are you one who pushes for improvement in every situation?

"Is a Mentor Right for You?"

There are too few mentoring relationships.  Why not find a mentor (or be one!)?

"Is Personal Achievement Replacing Healthy Relationships?"

Every organization is composed of people, and you can't eliminate the human element if you expect to be successful.  We want to feel that we are important and that we make a difference.

"Is the 'Little You' Watching?"

The "Little You" is an imaginary, third-person observer available to help you be more effective in your interactions and relationships with others.  A powerful tool for enhancing your ability to communicate in healthy ways.

"It's Easy, It's Free, and It Works!"

Dale Crownover, President of Texas Nameplate Company, twice a recipient of our nation's Quality Award, suggests suggests using the criteria as a methodology for enhancing your organization.

"It's My Choice--What Will I Do?"

We all make choices every day.  Our values and the most likely outcomes have a lot to do with what we choose.

"It's Your Choice--Where Will You Focus Your Time and Energy?"

One of the types of choices we make routinely, often without realizing it, is where we will concentrate our attention--where we spend our time and consume our energy.

"Leadership from the Viewpoint of Followers"

From the research of the Gallup organization, the four top needs followers look to leaders to satisfy.

"Leadership Improvement:  Raising Your Awareness"

Threee different ways to raise awareness:  paradigm shift, feedback, and "just noticing."  Each increase in awareness leads to greater leadershp competency.

"Leadership is 'Developing People through Their Work'"

Leaders and managers focus on both "people" and "the process."  This article advocates that leaders focus on building their team members, building their skills.

"Leadership is Influence, not Control--Part 1" 

There are negatives associated with a "command and control" leadership style.  Consider beneficial options.

"Leadership is Influence, not Control--Part 2"

There are negatives associated with a "command and control" leadership style.  Consider beneficial options.

"Making Group Decisions when Ideas are Abundant"

Making decisions when there are many options and strong opinions can be tough.  The "nominal group technique" is a helpful tool to select the preferred choice.

"Making Notes in Meetings Makes You More Effective"

This is a very practical, productive article suggesting ways to make your time in meetings more effective.

"Mentoring--A Powerful Development Method"

Consider being a mentor.  Or consider being mentored.  Either way, you'll be stretched!

"Moving Forward with Confidence"

What would you do if you knew--were guaranteed--that you could not fail?  What if you were stimulated to really think big--and the resources would be there to support you?

"My Underlying Beliefs about Helping Leaders Improve"

My clients will not be surprised to learn that these are perspectives that drive my interactions with them.  I will share these concepts intentionally with future clients.  Can these perspectives be of value to you?

"New Year's Resolution--I Will Lead Leaders"

Take on a real challenge!  Do you really want to grow as a leader?  Start leading leaders instead of followers.  What would change?  Would you feel threatened?  Or would you enjoy the challenge?

"Nobody Wants to Admit They Need Coaching"

People want success, achievement, improvement.  Coaching can help you go farther faster!

"Okay, Director--Where Do I Focus the Spotlight?"

Are you one to hog the spotlight?  Or do you shine the light on those under your authority?  This article may just raise your awareness!

"On a 'Truth' Quest or a 'Feel Good' Quest"

This question really causes one to pause and think.  It's a good question to ask a colleague, an individual under your authority, or your boss.  It's a good question to ask yourself.

"Organizational Assessment--Part 1"

Provides a description of how an organizational assessment is designed and conducted.

"Organizational Assessment--Part 2"

Provides a description of what happens after an organizational assessment.

"Organizational Assessments"

Describes the benefits that occur simply by conducting an organization assessment.

"Overcoming the 'Curse of Knowledge'"

Once you are knowledgable, experienced, or aware, it can be very difficult to communicate your thoughts to someone not yet knowledgable, experienced, or aware.  In a sense, your ability to "connect" is cursed!

"Overcoming Weaknesses and Enhancing Strengths"

When leaders want to enhance their skills, some prefer to overcome weaknesses, and some prefer to ehance strengths.  Most decide to do a little bit of both.  Read about what you should consider doing!

"Paradigm Shifts--Teaching Leaders"

Emphasizes the power of new insights.  More powerful than improved attitude, and more powerful than improved behaviors.  The concept of "servant leadership" is a paradigm for many individuals!

"Paradigm Shifts--Valuable Insights for Leaders"

Another article that identifies the value of increasing awareness through paradigm shifts.  Three examples are given, including President Dwight Eisenhower, bicyclist Lance Armstrong, and a creative approach to work.

"Perspective, Opinion, Point of View"

A huge part of "leadership development" is raising the awareness of the leader.  We all have perspectives, opinions, and points of view, but that doesn't mean they are "the truth."

"Preserving Your Improvement for the Long Term"

"Maintenance" is the fifth of six stages of change.  After great progress in the "action" stage, occasional lapses are normal.  This article describes what's happening and how to make the improvements stick!

"Preventing (or Correcting) a Dysfunctional Culture"

As a leader, you must remain vigilant for enemies attempting to destroy your organization's culture.  Five "enemies of unity" are identified here, so that you can identify them when they creep into your organization.

"Procrastinating, Languishing, and Rework"

Describes some interesting insight into how you might make progress relative to time management.

"Put Your Passion into Execution, Please"

Passion is a powerful driver, but fits far better at the point of executing a plan than it does in anguishing over a given situation or advocating for adopting a particular option to move forward.

"Questions Leaders Should Ask--Part 1"

This article provides the questions that build a relationship founded on trust.

"Questions Leaders Should Ask--Part 2"

Additional questions that engage future leaders, linking their personal interests and the organization's mission.

"Reaching Your Desired Outcome--A New, Healthier Lifestyle"

Reviews the "six stages of change" and describes the final stage, "termination."

"Recognizing and Using 'Content' and 'Process'"

Describes the distinction between "content" and "process."  Explains why the leader of a meeting should be clear as to which is preferable to emphasize.

"Reflecting on Your Organization's Health"

Unless there is conscious attention paid to your organization's results, processes, and culture, you can't expect intentional improvement.  Become intentional about evaluating what's happening in your organization.

"Relationships in the Workplace"

Leaders have to maintain balance among their authority, collaboration with others, and friendships.  It's not as easy as it looks!

"'Requesting' Is an Activity You Can Improve"

We all make requests of others.  This article provides guidance on how to approach another person who you want to do something for you.

"Revealing Our Creative Capacity to Rationalize"

When it seems that all the world is wacky, along comes a book that proves it!  We think we behave rationally, but Predictably Irrational by Dan Ariely shows otherwise.  And it applies to you as well as those you influence!

"Serious Contemplation--Thinking About Improvement"

The book Changing for Good describes six stages of change.  "Contemplation" follows "precontemplation" and precedes "preparation."  A good article on considering organizational or personal improvement.

"Serving as a Leadership Coach"

Suggests that you could serve those under your authority by acting as a "coach," helping them clarify and articulate their ambitions, helping them generate and evaluate options, and nurturing their growth. 

"Show Us Clearly, Oh Leader!"

Describes the importance of leaders being able to bring clarity in the face of uncertainty.

"Systematizing and Personalizing"

Addresses the value of reliable, repeatable processes while at the same time maintaining the dignity of the individual.

"Take a Look at How You Look at Things"

We go through life wearing figurative glasses that modify how we "see."  This article encourages you to take off those glasses and examine them, becoming more aware of how your vision is being filtered.

"Take an 'End of Year' Inventory"

Describes how "resolutions" tend not to work.  Recommends considering desired outcomes, systems, and relationships when making personal or organizational changes.  Describes organizational assessments.

"Tapping the Insight of a Wise Mentor Who Knows You Well"

Our paradigm at any given instant can deceive us.  Ah, if we could only tap into a wise, insightful mentor.  And that is possible.  Read how here!

"Terminating Employment of a Poor Performer--Part 1"

Not everyone in your organization is a productive contributor.  After extensive work with some individuals, the best thing to do is to work toward finding a respectable exit.

"Terminating Employment of a Poor Performer--Part 2"

Continuation of this difficult, yet critical, confrontation.

"The Best Question Ever about Time Management"

This article summarizes Andy Stanley's book The Best Question Ever as it relates to the principles of cumulative attention to important activities.

"The Four D's of Time Management"

When faced with a new demand, do you drop everything to get it done?  There are alternatives--three of them!

"The Greatest Mentor in History"

How long do you anticipate your legacy will last?  Several thousand years?  Maybe you should take a lesson from this greatest of all mentors!

"The Importance of Setting Clear Expectations"

We all have expectations.  As a leader, it is your role to ensure that the process of setting clear expectations is followed.  Talk with your team to evaluate how productively you collaborate on setting expectations currently.

"The Law of Unintended Consequences"

We have total control over our choices and our behaviors.  However, we do not have total control over the outcomes of our behaviors.  Sometimes, the effects are surprisingly different from what we intended!

"The 'Little You' and the Four Human Endowments"

The "Little You" is an imaginary, third-person observer of your interactions with others.  The four human endowments enable you to make choices under any circumstances.  The "Little You" helps you make choices.

"The Paradox of Self"

Are you selfish, self-focused, and self-indulgent?  Welcome to the human race!  You can't adequately control yourself, yet you want to be in control of everything else.  Is there any hope for you?  Sure--some ideas here!

"The Ritual of Reflection"

Organiztions that strive for excellence are continually seeking improvement.  One way to do that is to routinely ask two questions after every ativity, project, meeting, and event.  Those two questions are in this article!

"The Seduction of Functional Competence"

Is your organization one that focuses on functional and technical skill enhancement?  Nothing wrong with that! However, leadership development is something totally different.  Read about it here!

"The Time Delay between Mental and Physical Creations"

Everything is created twice.  Ah, but how soon after the mental creation does the physical creation occur?  "Too soon" may cause problems.  So might "too delayed."

"There's a Little Boy in You!"

Your little boy (or girl) is the holder of your emotions--which can really hurt you, or can propel you into the future against all odds.  Learn how to control that little boy or girl, and you control your future!

"The Truths We Cling to...."

"Many of the truths we cling to depend greatly on our point of view."  We cling tightly to our points of view.  Yet they often deceive us.  This article addresses the value of periodic organizational health assessments.

"Three Myths Limiting Your Development"

Offers a research-based paradigm shift against three commonly accepted (but false) "truths" that influence anyone who desires to grow and become more effective.

"Three Not So Surprising Truths about Business Writing"

When you send out an e-mail or memo, is it read and understood?  Consider a different approach that builds the writing skills of your team members while more effectively communicating your message.

"Three Simple Steps to Improvement"

Making conscious improvement involves three specific steps.  Describing the steps is simple.  Executing the steps requires some intentional effort!

"Times are Hard!  I Can't Focus on Improvement Now!"

Introduces the commonly accepted "Six Stages of Change."  Provides brief description of each stage.

"To Be Inspiring, Be Intentional"

Suggests that a leader cannot just "go through the motions" and be successful.  Describes a simple, yet effective way to mentally prepare for achieving desired outcomes.

"Trust of Confront--A Learnable Choice"

As a leader, you have a huge influence on the culture of your organization.  Do you "believe the best" or "assume the worst" when a contributor fails to meet your expectation?  Read about how your decision affects your culture.

"Two Huge Benefits from Collaboration"

This article is almost too obvious.  Ah, but sometimes the obvious is overlooked.  And too many leaders, unfortunately, overlook the amazing benefits of collaboration.

"Unexamined, Underlying Compelling Beliefs"

We all have beliefs that lie hidden deep within.  However, they influence our decision-making.  How can you learn what they are?  Perhaps you can look at unintended outcomes of past behaviors and find some clues.

"Unintended Outcomes and Compelling Beliefs"

Driving your behaviors are some underlying beliefs that are definitely an influence, but are not very conscious. And downstream of your behaviors are outcomes, not all of which are known to you.  So what?  Read and see!

"Use Stories to Communicate Your 'Sticky' Vision"

Refers to the book Made to Stick; offers three types of stories (challenge, connection, and creativity) that can help you, the leader, inspire your organization about "what could be."

"Using Five 'Why's' to Solve Complex  Problems"

Offers a simple "root cause analysis" tool for moving beyond symptoms to the actual causes of problems.

"Valentine's Day and the Law of Indirect Effort"

An introduction to the "Law of Indirect Effort" and applying it to the relationship of leaders and their followers.

"Vision vs. Current Reality"

Guidance for leaders in capitalizing on the gap between current relatity and a future "what could be" vision.

"Visionaries and Vision-Runners"

There are two kinds of leaders, and each needs the other.  Take a look at which seems most like you.  Then work hard to find a colleague who can complement your capabilities!

"What Do Your Direct Reports Want from You?--Part 1"

Stimulates your thinking about what preferences your direct reports have for your behaviors when choosing from among twenty of the top characteristics typically desired in a leader.

"What Do Your Direct Reports Want from You?--Part 2"

Offers a suggestion for how you can both improve communication with your direct reports and better serve them.

"What Does It Mean?  You Choose!"

We make choices about what a given situation means, what we will focus on, and what we will do in response to that situation.  This article focuses on "making meaning" of the given situation.

"What Does It Take to Get Ahead?"

Addresses the misconception that all that is required to "get ahead" is competent, reliable performance in your current role.  The information in this article astounds many well-meaning and honorably motivated people!

"What Drives You to Improve?"

If the answer is not immediately obvious to you, you should probably do some reflecting to find your answer to that question.  Being intentional about your motives is a powerful perseverance tool!

"What Form of Help Do You Seek?"

People seek help in three forms.  As a leader, seek to elevate the request to a level of transformation for the individual.

"What is Your Desired Outcome?"

Believe it or not, many people do not know in advance what they want to accomplish.  Help them learn to help themselves by using their imaginations.

"What Keeps You (and Your Organization) from Improving?"

Sometimes, we just don't feel like improving.  (See also "What Drives You to Improve" for the positive aspect of this column!)

"What Keeps You from Being Bold?"

We all hold back at times.  Why?  Here's an explanation, with some hints as to how to overcome your fears.

"What Kinds of Results Could You Be Measuring?"

A followup article to "What Results are You Measuring?"  Uses the criteria for the National Quality Award to identify some possibilities.

"What Objective Are We Seeking to Achieve?"

This article encourages you and those you influence to think through your options, imagining the likely outcomes—well before you start taking action.

"What Results are You Measuring?"

Do the individuals in your organization know what results are important--and why?  Do they know how to contribute to improving those results?

"What Services Do Servant Leaders Provide?"

"Servant Leadership" is a perspective, very different from "command and control."  This article gives some introductory insight.  (See also "Good Leaders Don't 'Lord it Over'.")

"What Should I Do with My Life?"

Do you know someone whose answer you genuinely admire?  Do you know someone who has devoted his or her life to something deeply important to him or her--and who loves doing it?  Let me know!

 "What's Missing in Your Communication?"

Healthy teams encourage giving and receiving feedback.  This article provides a way to evaluate the quality and depth of communication on your team.

"What Will They Do When You're Gone?"

Future leaders can come from outside the organization or inside the organization.  What have you and your organization done about "succession planning"?

"When Is 'Good Enough' no Longer Good Enough?"

This article reports the "Change or Die" presentation by Alan Deutschman, keynote speaker at the 2008 Georgia PRISM Award conference.  Deutschman shared his research, which explains why coaching works!

"When Will All This Change Be Over?"

"Change" will always be with us.  This article identifies how you as a leader can use continuous improvement as a tool for making change work for your team rather than against you.

"When Your Behavior Doesn't Align with Your Values"

Does it bother you (and those around you) when you do something different from what you've said is important to you?  It should!  We humans are fallible,.  What can you do to realign your behaviors (or your values)?

"Why Are There So Few Mentoring Relationships?"

Suggests that you should be in a mentoring relationship, either as mentor or mentee.

"Why Are We Evaluating the Health of Our Organization?"

Provides guidance to leaders to describe why they are conducting an organizational health assessment.

"Why Can't I 'Just Do It'?"

Everything we create, we create twice--first mentally, then physically.  However, the physical execution often is easier thought than done!

"Why Is Communication So Hard?--Part 1"

Shows nine ways that communication can fail.

"Why Is Communication So Hard?--Part 2"

Offers some suggestions for improving the probability of your successful communication.

"Why is Genuine Win/Win So Hard to Achieve?"

Do you really know what your customers, employees, friends, and relatives really want in their relationship with you?  You'll need to have some conversation to find out!

"Writing a Leadership Development Plan"

Creating an intentional, defined process for achieving enhanced skills.

"You are NOT a Pavlovian Drooling Dog!"

Contains a brief history of Ivan Pavlov's studies, including his famous one associated with ringing a bell when feeding the dogs.  You are not subject to "conditioned response" and are free to choose your responses!

"Your Beliefs and Expectations--Part 1"

Explores the sources of your beliefs, values, and expectations.

"Your Beliefs and Expectations--Part 2"

Your beliefs, values, and expectations are "incomplete."  Yet you are expected to lead with confidence.  How can you overcome doubt without exaggerating pride?

"Your Beliefs and Expectations--Part 3"

Explores ways to influence the beliefs, values, and expectations of those under your authority.

"Your Imaginative Brain and Your Future"

Your brain is a marvelous organ!  The reticular activating system is the key to your subconscious, and embedding an eplicit vision of "what could be" in your reticular activating system puts your subconscious to work for you!

"Your Organization's Culture--Compliance or Commitment?"

Sometimes it's valuable to stand back from the details of daily life and look at the "bigger picture."  How can you move your organization away from a compliance culture and in the direction of a commitment culture?

"Your Values Drive Your Behaviors"

Everything you do has something to do with "choice."  You are making choices all the time!  And every choice is driven by your values.  It might be worthwhile to spend some time articulating your values!