...you can browse through hundreds
of leadership articles below?
Simply click on those that seem interesting to you.

Or, if you prefer, put a key word topic
(such as paradigm, collaboration, or awareness, etc.)
into this search box:

I hope you find practical guidance for building leadership awareness and skills.

If you are not able to find information on a particular topic you seek, please send an e-mail identifying your need.  If I've not addressed your topic, your question will be a gift to me--potentially the subject of a new article!  Thanks!

PLEASE NOTE: The phone number and e-mail address on many of these articles is old. The new phone number is:
                                      770-286-2250
The appropriate e-mail address is: 
​                     dennis@buildingfutureleaders.com

Please pardon the inconvenience. (Changing the 400+ articles on this site is a huge, minimally productive task!)

Dennis Hooper
dennis@buidingfutureleaders.com

To view articles on this site requires that you have Adobe Reader.
If you do not have a free Adobe Reader,
click HERE  
​

"100 Things I Love to Do"

If I asked you, "What do you love to do?" you'd probably think for a moment, then identify three or four things, then expect the dialogue to continue. Ah, but this article asks you to think more completely! And then enjoy!

"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.

"A Fresh Look at Major Improvements in Your Organization"

It's not easy to identify and implement improvement if you have a culture where everyone thinks they already are looking for improvement all the time.  Take a look here for some fresh ideas.

"A Generic Approach to Improvement"

Do you want to make something in your life better? Here's a simple yet effective step-by-step methodology for initiating productive change.

"A Great Feedback Question--How Can I Do Better?"

Would you like to improve the qualiy and quantity of feedback offered and sought in your organization?  A great way to start the improvement is to serve as a powerful role model.  Go seek tons of feedback yourself!

"A Leader's Periodic Self-Evaluation"

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

"A Proven Process for Building Leadership Skills"

Your organization may already be executing a process similar to this.  If not, you should definitely consider generating such a process--for you and for those you influence!

"Abundance and a Serving Mentality"

Perhaps, like me, you grew up with a "scarcity" mentality.  Learn about "abundance" and how powerfully it can contribute to your success as a serving leader!  Perhaps you can shift your paradigm and improve your results!

"Acceptance and Forgiveness--Critical for Collaboration"

This is the fifth of five articles taken from the book The Power of 2 by Rodd Wagner and Gale Muller.  This article focuses on two of the eight critical characteristics of successful partnerships/collaborations.

"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.

"Advantages of Adult-Adult Behavior"

Huge cultural advantages accrue for the organization and for the leader when irresponsible behavior in a direct report is confronted and addressed in a way that preserves the dignity and freed of choice for the direct report.

"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.

"Apologizing and Forgiving/Restoring"

Leaders are human, and as such, make mistakes. To maintain healthy relationships, leaders must apologize and seek forgiveness rather than deny, ignore, or pretend the mistake ever occurred--and be role models in doing so!

"Apply General HR Models Individually"

We humans are interesting. Some things we can say are generally true about all of us, but each of us can be quite unique. So, it's far better to check with each person on what he or she prefers rather than generalizing!

"Applying 'Process' and 'Content' to Good Leadership"

Many people--in fact, many leaders--don't understand the distinction between "process" and "content." As a result, far too many people, including leaders, focus on content when the process deserves their attention.

"Appreciating the Value of Feedback"

On the most effective teams, individuals offer and ask for lots of feedback. In fact, healthy teams even talk about the quality and quantity of feedback routinely being given. How's your team doing?

"Appreciative Inquiry is an Alternative to Problem Solving"

Solving problems may be how you generate "improvement."  If you've not heard of this approach, be prepared for a method for going far beyond what used to be the status quo into uncharted satisfaction!

"Are Mental Saboteurs Holding You Back?"

Do you sometimes sabotage your own efforts?  Mental saboteurs are a universal phenomenon.  We all have them.  But you need not be controlled by them.   And they certainly are NOT your friend!

"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 a Recovering Perfectionist?"

Many people struggle with perfectionistic tendencies. It's no fun! And those with the affliction don't know how to overcome it. Ah, but there is a way. Take a look at this article, and give it a try!

"Are You Deceiving Yourself?"

Do you doubt that you are deceived? That's because you ARE deceived. The human brain is constructed to seek pleasure and avoid pain, NOT to seek the TRUTH! You are on a "feel good" quest, not a "truth" quest.

"Are You Giving Direction or Making a Suggestion?"

 I'd be interested to know if the confusion described here has ever occurred to you.  If you are in a position of authority, I suggest you ask those around you if they have similar confusion interpreting your comments.

"Are You Ready, Willing, and Able to Be Coached?"

This article doesn't focus on "leadership" like most of them in this archive do.  It focuses on "coaching."  It's good guidance whether you are the coach or the person being coached.

"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.

"Are Your Relationships More Valuable than Gold?"

Serving others by giving them what they want and need is beneficial, maybe more valuable than gold.  The Platinum Rule is "Do unto others as they would like to have done for them."  Are you willing to give?

"Articulating Your Organization's Values"

Your organization has a "culture," loosely defined as "the way we do things." A culture is defined heavily by the collective values of the group. Have you consciously articulated your organization's values?

"Articulating Your Vision of the Improved 'You'"

You don’t need to be working on a leadership development plan for the truths in this article to be applicable.  Just read and apply the concepts!

"A Servant Leader's Deliverables--Part 1"

Want to know what servant leaders deliver to their team members that traditional leaders don't deliver? Take a look at this article and you'll begin to understand the concept!

"A Servant Leader's Deliverables--Part 2"

Want to know what servant leaders deliver to their team members that traditional leaders don't deliver? Take a look at this article and you'll begin to understand the concept!

"Assuming a New Leadership Assignment"

This article offers multiple suggestions for questions to help a leader meet people in assuming a new responsibility.

"Avoiding the Deception of Confirmation Bias"

Whether you are aware of "confirmation bias" or not, it influences your thoughts and behaviors. It probably disrupts your rational thinking. Better check out this article to reduce the potential for incomplete perceptions!

"Awareness Comes before Competency"

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

"Awareness/Competence Grid--Four Quadrants"

Leaders who want to improve in effectiveness, or who want to build leadership skills in others, must understand the relationship of "awareness" and "competency." They grow at different rates!

"Awareness/Competence Grid--Awareness Never Stops Increasing"

Though a leader might feel competent--and even seem very capable to team members, colleagues, and others--opportunities for greater awareness (and skill growth coming from it) are available to leaders constantly!

"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!

"'Behavioralizing' Your Organizational Values"--Part 1

"Values" are the bedrock of any organization. They exist, even when not clearly articulated. Even when articulated, however, newcomers may not adopt or even understand them Help newcomers learn how to fit in.

"'Behavioralizing' Your Organizational Values"--Part 2

This article describes a process for engaging your existing team members in generating a learning experience for future new team members. Along the way, you probably will enhance your articulated values!

"Be Intentional to Outsmart Your Mental Saboteurs"

If you have difficulty executing the actions you believe will lead you to a deired outcome, maybe your have mental Saboteurs!  Yep, we all have them!  Here's a way to keep them from frustrating you!  Do it!

"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!

"Believing What We Believe"

What do you believe? Take it a step further. Why do you believe what you believe? Did you make it up? Did you learn it from someone else? Our beliefs influence our behaviors, right? Should you take a fresh look?

"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!

"Better Culture? Avoiding Confusion, Disorder, and Infighting"

One of your major jobs as leader is to generate clarity of purpose and strategy, such that people in various parts of your organization are not subjected to confusion, disorder, and infighting.  Yet "clarity" is rare in organizations!

"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!

"Beyond Problem-Solving--Appreciative Inquiry"

"Solving problems" is essentially a deficiency model---something is inadequate and must be repaired.  "Appreciative inquiry" is a positive potential  model---some existing asset can be improved beyond its current state.

"Building Awareness in Future Leaders"

One of your responsibilities to your organization is to build leaders to carry on the work of the organization into the future. One of your responsibilities to your direct reports is to build their leadership skills!

"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.

"Building Competence Requires Intentional Effort"

Random improvement has never been the driver that enhanced the skills of excellent leaders.  The road to improvement begins with a firm, intentional decision!

"Building Confidence in Your Children and Grandchildren"

We all want confident children and grandchildren.  How do we build their confidence?  Take a look at this article for a suggestion you might not automatically know.

"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.

"Buying or Building Leaders? Which is Better?"

As your organization grows, you can always hire additional leaders. But how can you be sure their values will fit with your culture? And what negative effects will hiring have on your experienced, loyal employees?

"Can a Leader be Too Collaborative?"

Unfortunately, the answer is "yes." However the purpose of this article is to encourage leaders who tend to be too directive to experiment with collaborative approaches. As backup, reference to a very interesting essay is offered.

"Can I Really Improve by Doing Nothing?"

Not all habits lead to productive outcomes, especially when your behavior negatively affects individuals who contribute to your organization's culture and processes.  "Nothing" may be better than what you currently do!

"Can Increasing Awareness Make You More Effective?"

If you work to increase "awareness," does that enhance your confidence and competence?  We think so.  For sure, your overall effectiveness with those you influence will improve--and that's a good thing!

"Can We Trust This Applicant?"

You probably interview candidates all the time. Do you really understand what you are doing when you conduct an interview? This article might not only raise your awareness. It might give you some helpful guidance!

"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.

"Change, Control, and Consistency"

Leaders are encouraged to be consistent in their behaviors, so those under their authority know what to expect.  Yet they are also to be the primary searchers for improvement.  How can they both change and be consistent?

"Checking References"

Sure, it takes time. And sometimes, you don't learn anything new. But sometimes, big surprises await you when checking references. Don't hire a dud! Check 'em out and be confident that what you see is what you'll get!

"Choice Model"

This is not an article. Instead, it is a simple graphic model of how people make decisions. It is hugely valuable to a leader helping others make difficult choices. A beneficial tool for any leader, coach, or mentor.

"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.

"Choosing to Change"

How frustrating is it that you work and work to acquire and execute skills to make it to the top--and then when you've arrived, you learn that very different skills are needed to lead others. It's frustrating--and a joy!

"Choosing Your Role Models"

We learn our values and even behaviors from a variety of role models during our lives. Have you considered consciously choosing your role models? Let's explore that concept--for you and for those you influence.

"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.

"Circle of Concern and Circle of Influence"

You might be concerned about many things. Can you change them? If not, won't you waste your time and energy focusing there? Stephen Covey's concentric circle model might help!

"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!

"Comparisons May Be Hazardous to Your Health"

It's human nature to compare.  Oh, but it can be damaging to your emotional and mental health.  If you must compare, at least compare to your previous performance, not the performance of other people!

"Complementary Strengths and a Shared Mission"

These are two of eight characteristics required for healthy collaboration and for robust partnerships.  This information comes from extensive research conducted by the Gallup organization over many years.

"Confidence as Well as Competence"
​Competence is clearly required of leaders. However, so is confidence, both self-confidence and the confidence of the leader's direct reports and colleagues.

"Confidence, Competence, and Awareness"

This week’s article explores these three characteristics and stimulates you, the reader, to apply the concepts to your own interactions with others.

"Confidence--Influencing with Assurance"

Lacking confidence creates all kinds of problems.  Take a look at this article and let me know what you think.  I'm very interested in this topic and want to learn more! 

"Conflict Resolution--Part 1"

This article identifies the five ways we typically address conflict--avoiding, accommodating, competing, compromising, and collaborating.

"Conflict Resolution--Part 2"

Building on "Part 1," this article guides you in moving from "avoiding" to "collaborating," finding a resolution that satisfies both parties involved in the conflict.

"Consciously Competent Leaders"

We all want competent leaders in our lives. And if you are in a leadership role, you likely want to be a competent leader, too. How do you get there? Let's explore that journey in this article. 

"Consider a New Year's 'Health Checkup' for Your Organization"

How does an organization seek and achieve continuous improvement?  One way is to periodically reflect on current health.  And one way to do that is with an intentional "organizational health assessment."

"Considering All the Hassles, Why Do You Lead?"

The rewards of leading others can be extensive. But if it's rewards you seek, is your motive incomplete? Perhaps service to others is a more compelling motive for dealing with demanding people each day!

"Creating a Culture of Accountability"

"Accountability" often carries with it a negative connotation. Yet when people hold themselves personally accountable, and that's common in the culture--watch out--great outcomes are bound to be generated!

"Creating an Intentional Culture"

Every organization has a culture. In most organizations, the culture develops haphazardly, based on the values and habits of the people in the organization. There is great value, however, in being intentional about building culture!

"Criteria for Building Organizations of Excellence"

As I talk with leaders, I find many that are not aware that our nation has an organizational award for performance excellence.  Perhaps this article will stimulates you to enhance your organization’s results, processes, and culture.

"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.

"Dealing with Irresponsible Behavior"

If a leader addresses irresponsible behavior in a direct report instinctively, there may be undesirable negative repercussions for the leader and for the organization. There IS a better way!

"Dealing with Unexpected Change"

When you institute change, you're usually making an improvement. When change is thrust upon you from the outside, it's usually a pain. This article gives some guidance as to how to maneuver through the response steps.

"Delegating to Unique Individuals"

A common mistake some leaders make is to do the work themselves and not delegate. This article offers some thoughts regarding the unique individuals on your team willing to assume responsibility!

"Delegating Well--Clear Expectations"

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.

"Delivering Esteem-Shattering Feedback"

Despite the stereotype, few leaders enjoy delivering negative, unattractive feedback. It comes with the territory, however. So, you should learn how to do it well, and practice. This article will help!

"Demand Pull"

As a leader, you have new expectations to share with those you influence.  Those individuals also have questions about what they should be doing. Thus, sometimes there's "agenda-push" and sometimes "demand-pull."

"Detecting and Supporting Informal Leaders"

Sometimes I'm allowed the privilege of working with informal leaders, and it is astounding to see how they blossom.  Read here to raise your awareness of your informal leaders.

"Developing Your Direct Reports"

Huge advantages accrue to organizations that put conscious, intentional effort into developing the leadership skills of their employees. What would it take for you to adopt such an initiative in your organization?

"Disappointment Occurs for All of Us"

Have you mastered disappointment?  Disappointment occurs when reality falls short of your expectations.  But how can you handle it when it occurs?  This article may help!

"Disclosure and Feedback--JoHari Window"

How do relationships become healthy?  The give and take of information about each party creates openness.  The more information flows, the more it seems to continue to flow.  Read about this model of relationships.

"Do You Want to Be More Effective?"

Many of us go through our days believing we are acceptably effective. (Actually, we don't think about how effective we are much at all. But when we do, we typically think we are okay.) Doesn't everyone want to be more effective?

"Documenting Your Organization's Processes"

Want to improve your organization's reliability and quality?  Here are some thoughts about moving in the direction of genuine excellence!  The concepts seem obvious, but many organizations never pursue documentation.

"Does Your Amygdala Hijack Your Rational Thinking?"

Many leaders consider themselves logical, rational decision-makers. However, it's surprising how quickly your emotions will cause you to take actions you later regret. Do a little reflecting on your behaviors after reading this.

"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.

"Do You Let Them Vent?"

Many leaders prefer to not have to deal with "feelings." They prefer to keep their dealings logical, practical, and tangible. Ah, but those human beings; sometimes their negative feelings just get in the way. What to do?

"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."

"Effective Development"

Do you ever think about how effectively you are building the skills of your future leaders? You really should do that, and the Center for Creative Leadership gives some helpful information in thinking through this effort!

"Eleven Reasons Leaders Need a Coach"

Actually, as a leader, you don't NEED a coach. What you probably DO NEED, however, is what a coach can provide for you. Take a look and see if you find anything of value among these eleven possibilities!

"Encouraging Those You Influence to Reflect"

"Truth" is not easy to discern.  Yet seeking truth is a worthy objective in my opinion.  In seeking truth, reflection is of value.  That's my advocacy in this article.  "Awareness" is different from "skill-building," yet both are valuable!

"Enjoying What You Work On"

Everything goes better with proper context. Brain research is confirming this point--which is common sense, but not common practice! As a leader, start serving your direct reports by focusing with them on their future!

"Evaluating Obstacles and Risks"

When you seek improvement, there often seems that there are many obstacles or risks to overcome.  How do you sort through all the possibilities?  This article can help!

"Every Life Has a Story"

What's your story? Can you summarize your life story in three words? Try. Share it with others. Then invite them to do the same thing. Do this with the people under your authority. You'll be surprised--and compassionate!

"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.

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

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

"Exit Interviews Yield Valuable, Sometimes Surprising Information"

Healthy leaders seek feedback any way they can. One valuable source of information about the health of an organization's processes and culture is employees who are leaving the organization. See "how" here.

"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?"

"Expressing Appreciation to Your Team Members--Part 1"

Do you feel valued and appreciated for your contributions at work?  Would you like to make sure you are effective in expressing your support and encouragement to those under your authority?  Take a look at this article!

"Expressing Appreciation to Your Team Members--Part 2"

This article expands on "Part 1" and provides guidance for finding out your strongest (and least strong) "language of appreciation."  I hope your team members find great value in your increased awareness and skill!

"Fairness and Trust--Critical Factors for Collaboration"

These are two of eight characteristics of healthy collaboration and robust partnerships.  The information comes from extensive research by the Gallup organization over many years.

"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!

"Fear and Pride--Deterrents to Service"

Human beings flip-flop between fear and pride all the time. Why? Because we try to impress each other. There is another way! Take a look at this article and consider who you might perform for instead!

"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!

"Feedback and the Vision"

Inspire your organization and avoid self-deception at the same time. "Get out there" and talk, and especially listen, to the people doing the work. Find out how your decisions and style of interaction affect the front-liners.

"Feedback, Self-Awareness, and Confidence"

Sometimes a leader is blindsided by some information about his or her performance.  The individual is usually stunned that he or she was not aware of the information previously.  It happens to all of us.

"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.

"Find (and Be) a Mentor and a Protege"

Having a mentor devoted to your growth is a huge advantage in this competitive world.  Why aren't there more mentoring relationships?  Maybe there will be after you read this article!

"'First Followers' as Leaders"

Here's an interesting concept I found in a short video that highlights the crucial necessity for first followers, who provide the momentum to move toward the vision of "what could be."

"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.

"Force-Field Analysis--Part 1"

Making important decisions is not always easy. Here's a tool that you can use when evaluating if and how you might want to make changes in future endeavors.

"Force-Field Analysis--Part 2"

Making important decisions is not always easy. Here's a tool that you can use when evaluating if and how you might want to make changes in future endeavors. (continuation from "Force-Field Analysis--Part 1)

"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.

"Fundamental Attribution Error"

​As a leader, you should be familiar with this self-serving "cognitive bias" which is inherent in being human.  You commit this fundamental attribution error often, and it diminishes your effectiveness.  Become aware--and change!

"Generating a Commitment to Organizational Learning"

Many organizations would like to increase the quantity of collaborative learning, but finding the time and energy is often difficult.  This article offers a simple but effective solution--and uses the resources right on this website!

"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?")

"Gratitude--Appreciating the Past Year"

In our society, we make a big deal out of each new year, as if it really is a new beginning. There's a lot to be said about looking to the recent past for the many reasons we have to be grateful!

"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 I Help a Procrastinator?"

Procrastination is rarely something a person does intentionally.  As a leader, however, you may observe this behavior in one of your direct reports.  How do you confront procrastinating behavior?

"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 Diversity Enhances Collaboration"

Differences among the people in your organization can be an asset--not a problem.  But, you have to see them that way, and you have to create an environment where people feel comfortable sharing who they are!

"How Do I Convince My Boss that We Need Some Help?"

What if you are not THE decision-maker in your organization, but you know intuitively that you could have an improved culture, better processes, and more satisfying results?  Here are some possibilities to get you started!

"How Do I Move from 'I Have to' to 'I Choose to'?"

If you are a leader, you have a long "to do" list.  And not everything on that list is wonderfully enjoyable.  Perhaps I've written this article for you!  Or maybe for someone you influence.

"How Do We Move Toward a More Collaborative Culture?"

Maybe you want more collaboration, but you are not able to figure out how to make it happen.  This article will help--even if you already have a strong, collaborative culture!

"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 a Leader Create an Organization of Excellence?"

What is an "organization of excellence"?  What's involved in creating one?  Why aren't leaders everywhere seeking to improve their organizations to the level of excellence in culture, in processes, and in results?

"How Does a Leader Intentionally Improve?"

You've identified some changes you want to make, but change is hard.  Learn some strategies for moving beyond ideas for improvement to actual accomplishment of new behaviors.

"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 I Fit' and 'Why I Matter'"

Do you wonder if what you're doing is what you should do with your life?  Are you preparing for the future you desire?  Initiate this conversation with those under your influence, and you'll do them a great service.

"How Important is Consistency and Predictability?"

A leader asked me this question.  Here is my response after doing some investigation of the research.  I welcome any alternative thoughts.

"How to Choose a Professional Development Coach

"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 Benefit from Reading an Article"

It's one thing to read an article, and it's another to read an article for the purpose of recalling the new insights contained within it. This article will help you capture more of what's there for your benefit!

"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 Change Your Reputation"

We all have a reputation.  It's built on your behaviors, but other people build your reputation.  What if you have a reputation that you'd like to change?  This article can give you some very valuable and practical help!

"How to Choose a Professional Development Coach"

So, you are seeking the help of a coach. Maybe you've found two or three possibilities. How do you decide which coach is right/best for you? This article offers some criteria by which you can evaluate your options!

"How to Identify and Articulate Your Values"

As a leader, you are a role model. People observe your behaviors and compare them to what they think are your values. Some may ask, "What are your values?" You should be able to provide a quick and concise answer!

"How to Tell Stories to Communicate Vision"

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

"How Well Do Your Teammates Know You?"

Learn how personal disclosure can improve the culture of your organization.

"Humility As a 'What Counts' Factor"

Have you ever considered that "humility" might be one of the most important attributes you can have as a member of a team? Patrick Lencioni considers that it may be THE most important characteristic!!

"I Didn't Mean Anything by It - Do I Have to Apologize?"

You may not have intended to offend someone, but a sincere apology may restore a valued relationship.

"I Don't Deserve This!"

We all enjoy benefits we haven't earned. We take them for granted, and we assume they will always "be there." Far better to pause occasionally and express gratitude for that which we have been given!

"Ignorant and Foolish--Dealing with Human Weaknesses"

As a leader, you will deal with the limitations of human beings.  Sometimes we feel we lack such limitations.  Hah!  If it were so, we'd be able to deal with others with forgiveness and grace easily.   Let it be so!

"I'm Just not Good Enough!"

Do you ever feel inadequate?  If the feeling of “I’m just not good enough!” ever starts to envelop you, it can be almost debilitating.  This article provides some broader perspective to alleviate the funk.

"I'm Your Coach, not Your Fifth Grade Teacher!"

Good leaders tend to be good coaches.  But dictating is not leading.  Yet many individuals in leadership positions take to dictating when direct reports don't know how to collaborate.  This article helps break the pattern.

"Increased Awareness Has Two Possible 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'"--Three Ways

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.

"Independence is Only an Interim Destination"

You cannot adequately collaborate until you're able to function independently.  If you remain at "independence," however, you won' have energy or even toleranc for collaboration.  It's a necessary but not sufficient prerequisite!

"Initiating a Coaching Relationship"

Initiating any kind of new relationship, stepping out of your comfort zone, can be a bit intimidating. If you've never used a professional coach for your personal development, it can be a great experience. Here's how to start!

"Insights from a Writers' Conference"

Considering writing a book, I attended a writers’ conference. I expected to learn a lot.
​My expectations were exceeded!  And my "to do" list grew excessively!​

"Insights from a Year of Daily 'Gratitude Journal' Entries"

What would it take to convince you to start a "gratitude journal"? You need not do it for a year. Try it for a month, and see if you have a greater sense of love, joy, peace, patience, kindness, and self-control!

"Insurmountable"

Sometimes the challenge facing you and/or your organization seems impossible. What do you do when you can't seem to overcome the barrier in your way? Gather a brainstorming group and read this article together!

"Interpersonal Helpers"

How is "coaching" different from other services you might obtain from an "outsider"?  Learn how coaching is different from consulting, training, mentoring, counseling, and therapy.

"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.  It's a powerful tool for enhancing your ability to communicate in healthy ways.

"Is Winning Everything?"

What's the number one behavior problem among leading executives?  Answer:  the desire to win at all costs.  Read about it here, and do a little self-reflection!

"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 Your Choice--What Else Could It Mean?"

We all make choices all the time. Perhaps by being more intentional, you could make more effective decisions!

"It's Your Choice--What Will You 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.

"Jesus as 'Adult' Leader"

What can a leader learn from studying the behaviors of Jesus? Plenty! Take a look at some examples, and perhaps you'll be stimulated to study this role model more thoroughly.

"Journaling is an Excellent Tool for Insights"

I always start my coaching sessions by asking my clients to share their recent insights with me.  Why?  Because remembering and describing new awareness adds abundantly to a person's energy and enthusiasm!

"Keeping Disagreements from Escalating into Conflict"

Healthy disagreement occurs in organizations. However, disagreements can quickly escalate into outright conflict, and typically for reasons that are unrelated to the issue at hand. Read how to prevent damaging conflict!

"Leaders and a Lost Opportunity--Collaboration"

It's such a pleasure when I work with organizations that value collaboration.  Ah, but such an environment is much too rare.  Yet creating a collaborative culture is so worthy of aspiration!

"Leaders as News-Casters"

Leaders of organizations are often the makers of big news. Effective leaders also frequently pause to share news with the members of their organizations, who need to know what's going on. Yep, leaders often need to be news-casters!

"Leaders Serving as Coaches"

One of the responsibilities of a leader is to build future leaders, both for the benefit of the organization and as a service to team members.  Here's how to do it.

"Leadership Development is Like a Glacier"

On a hiking vacation in Alaska, I saw evidence of avalanches and I saw and hiked on glaciers.  In so many ways, "leadership development" is more like a glacier than like an avalanche!

"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"

Three different ways to raise awareness: paradigm shifts, feedback, and "just noticing." Each increase in awareness leads to greater leadership effectiveness. Easy to do, and very beneficial!

"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" 

There are negatives associated with a "command and control" leadership style.  Consider beneficial options of something different, like "servant leadership."

"Leading Your Family, to the Third and Fourth Generation"

What effect do your choices have on your children and grandchildren?  What effect did your parents and grandparents have on you?  These are questions to contemplate, as they have extensive repercussions!

"Let's Significantly Improve Our Culture"

Has your organization unintentionally lapsed into tolerating undesirable situations or conditions? Here's a way to begin to make improvements such that what's happening in your culture is what you desire!

"Make That Little Voice In Your Head an Ally"

Most of us have a little voice in our minds that either encourages and inspires us or holds us back based on doubt or fear.  Is your little voice an ally?

"Making Choices (A Simple Choice Model)"

Every choice starts with a situation. Then you consider options. Then you choose one to execute (based on your values and the most probable outcomes). Then outcomes develop, creating new situations.

"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!

"Mentoring an Introverted Leader"

What is your stereotype of an effective leader?  Is it an extroverted, engaging individual?  Would it surprise you to know that about 40% of leaders are introverts?  If you are one, or are developing one, read this!

"Mentoring--From the Mentee's Perspective"

There's no reason for a mentoring relationship--unless the mentee is interested in accelerated growth.  We could all use a mentor--why not volunteering to help out someone early in his or her career?

"Mentoring--From the Mentor's Perspective"

No mentoring relationship can begin or survive without the commitment of an experienced leader.  Maybe that's you!  (In my opinion, every adult should be mentoring someone!)

"More Drama or Less Drama--Which Is Better?"

"Drama" within an organization is usually a major distraction from the desired agenda.  However, when describing a desired future vision, the more drama a leader can inspire, the better!

"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?

"Neurotically Productive"

Do you wake up every day compulsively driven to do the best you can? Do you want employees with that characteristic?

"New Employees Can Be a Huge Asset"

Many leaders assume that new employees are a necessary evil.  Ah, but a different perspective might lead you to see that they are, for a very temporary period of time, a quite valuable resource!

"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 Likes Unsolicited Advice"

How do you feel when somebody offers you unsolicited advice?  Maybe it's even a good suggestion, but when it catches you by surprise, you probably bristle a little.  Guess what--that's how others view your unsolicited advice!

"Nobody Wants to Hire a Coach"

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

"Of What Value is Coaching to an Organization?"

This report on the 2010 Southeast Prism Conference identifies three organizations that were selected for recognition of the impact that coaching had on their hard number results.

"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.

"Other Nations Adopting America's Criteria for Excellence"

Where in the world would you go to find the best definition of excellence in organizations?  At least 80 different nations have looked to the criteria for the United States' "National Quality Award" for guidance!

"Our Doubts Are Traitors"

Many common quotes can be traced back to William Shakespeare. He had some very genuine perspectives on the human condition. This article deals with our lack of confidence, which can be a huge stumbling block!

"Our Proper Relationship with God"

When Eric Berne offered his "Transactional Analysis" model for describing human relationships, did he consider our relationship with the God of the universe? I have no way of knowing. However, I offer my view in this article.

"Overcoming Adversity"

If you want to help that colleague of yours out of the discouragement doldrums--or maybe even kick yourself in the tail---then spend a few minutes considering that you are no less amazing than these individuals!

"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--An Explanation for Fresh Success"

A way to motivate an individual to enhance skills is to increase awareness about the given topic.  An effective way to raise awareness is to experience a paradigm shift.  Does a paradigm shift bring new success?

"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.

"Paradox"

Leaders strive for clarity, and that's often not easy to achieve considering the paradoxical situations that frequently arise. So, leaders should become comfortable with paradox and not allow themselves to be thrown by it!

"Paradox and Ambiguity vs. Clarity"

Leaders often would love to be "certain" about their choices, when there is no obvious "right" answer. The best a leader can be, many times, is clear in direction. Then, at least the rest of the organization can follow.

"Parents, Adults, and Children--Part 1"

"Transactional Analysis" is the name Eric Berne gave to his observable psychological model for describing the behaviors of us humans. This article provides an introduction to that model, especially for leaders.

"Parents, Adults, and Children--Part 2"

This article continues the introduction to "Transactional Analysis" for leaders. It describes the stable, all too comfortable (sometimes) relationships that can exist between boss and direct report (as well as peers).

"Patch Adams--The Power of Fresh Insight"

What can a leader learn from the movie, "Patch Adams"?  You can learn that new perspective can be delivered at any time and in almost any way--and considering that fresh insight could lead to significant improvement!

"PDCA and Effective Leadership Development"

This article uses Walter Shewhart's "Plan--Do--Check--Adjust" interative cycle as a basis for describing an effective leadership development process. This is, indeed, the process which Dennis Hooper uses with his clients.

"Perspective Matters!"

We have all been diagnosed with a terminal disease. As a leader, you should have compassion on your team members who will die in the foreseeable future. You should provide to them all you are able, while you are able!

"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."

"Preparatory Guidance for Taking the StrengthsFinder Profile"

Making selections on the StrengthsFinder assessment involves a five-point scale unlike what you've likely ever encountered. Most of my clients appreciate this one-page guide. Hopefully, you will, too.

"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!

"Presidential Emotional Intelligence"

The 2016 Presidential Debates between Hillary Clinton and Donald Trump were pitiful examples of emotional intelligence. However, you can improve your own emotional intelligence by learning from these poor role models.

"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.

"Putting Failure in Its Proper Perspective"

Professional baseball players fail, on average, three out of four times that they make a plate appearance.  Perhaps this article will encourage you to make stepping stones from your personal stumbling blocks!

"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."

"Receiving Pride-Shattering Feedback"

Sometimes, your colleagues have a message they want to communicate to you, and you don't listen. Read this article and go to your colleagues, ask forgiveness, and pay attention. You'll help yourself and others you influence!

"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 Progress toward the Vision"

This article commemorates the birth of my grandson.  It also encourages leaders to pause and reflect on the progress that your organization has made---and to look to the future in terms of the vision of what's possible.

"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.

"Relationship before Confrontation"

It often feels so appropriate to confront others to obtain results.  However, it's well known that having good relationships is what makes organizations function well.  This article explores these contrasting concepts.

"Relationships in Your Workplace"

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

"Reliable Processes Optimize Quality, Cost, and Speed"

When managing any kind of process or project, these three factors compete with each other. If any gets out of hand, you will not be satisfied, and neither will your customers or others in your organization!

"Remembering Rube Goldberg"

Rube Goldberg's legacy represents the best in American innovation, humor, and unconventional thinking!  These are valuable attributes for any leader.  Also, I'm impressed that he was so successful by doing what he loved so much!

"'Reporter Talk' vs. 'Observed Behavior'"

As a coach, I accept what people tell me; I usually have no other choice. As a leader running an organization, however, you can rely on "observed behavior." Don't let "reporter talk" seduce you!

"'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.

"Resetting That Little Constraining Voice"

Most of us have a little voice that tends to hold us back due to fear or doubt.  Perhaps this article could help you reset that little voice!

"Responding to Feedback"

As a leader, do you deliver more feedback than you receive?  Do you realize that you serve as a role model in your organization each time someone attempts to give you feedback?  This article offers some guidance.

"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!

"'Safe Harbor' Coaching for Growing Leaders"

With whom does a leader blow off steam and share "wild, blue sky" idea generation?  This article suggests that maybe such dialogue may be better handled by a confidential third party than with anyone at work.

"See--Do--Get--Reflect"

What you get (result) is usually based on what you do (process), and what you do is usually a function of how you see your situation (perspective). Improvement often comes from reflecting on all three of those!

"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.

"Servant Leadership is Unnatural"

"Command and control" is consistent with human nature.  Kindness, humility, respect, forgiveness, honesty, and sacrifice are characteristic of servant leadership.  Despite being unnatural, it yields amazingly beneficial results!

"Servant Leadership--Seeking Feedback Unselfishly"

Seeking feedback is a beneficial way to improve one's own performance and effectiveness.  Find out how servant leaders can take feedback to the next level by focusing on the effect of their actions on other people.

"Serve from Your Strengths"

You've gotten to where you are today much more from capitalizing on your strengths rather than overcoming your weaknesses! So, just what are your strengths? Read this article and learn how you can find out!

"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.

"Serving through Times of Trouble"

We all experience periods of extreme joy and times of hardship.  Sometimes, we are burdened, and we need support.  Sometimes those you influence need your support.  This article merely acknowledges that.

"Show Us Clearly, Oh Leader!"

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

"Since Emotions Drive So Many of Your Decisions..."

Think you are rational and analytical?  Think again!  This article gives an introduction to the concept of "emotional intelligence."

"Starting a Study Group"

Would you like to enhance the overall level of awareness, knowledge, and skill in your organization?  Here's an easy and immediately rewarding way to make that happen!

"Stop Striving; Instead, Help Others Win"

You are highly respected, and you want to keep contributing. Ah, but there's a problem. Your habitual behaviors that obtained for you all that recognition and success are now inadvertently getting in the way of others' success.

"Successful Succession"

Some day, you will die. Before then, you might want to start another business, or do some missionary or philanthropic work, or spend more time with the grandkids. You better start now thinking about passing along your legacy.

"Supererogation--The Basic Principle of Service by Leaders"

Too many leaders have the wrong image of "being the boss." It's not to be served, but to serve--to serve the people who serve your customers. Explore the concept of "the boss" doing more than was expected or required.

"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!

"Ten Reasons Leaders Need a Coach"

Actually, as a leader, you don't NEED a coach. What you probably DO NEED, however, is what a coach can provide for you. Take a look and see if you find anything of value among these ten possibilities!

"Ten Reasons Your Direct Reports Need You to Be Their Coach"

Everything a coach can provide to you, you can probably provide for your direct reports. Sadly, too many leaders think like an order-giver, not a coach. Shift your thinking and try these on for size!

"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 Awareness/Competency Grid--increasing levels of awareness"

Measuring one's "level of awareness" is an elusive and perhaps impossible task, except on a comparative basis. You can usually tell if you are "more aware" or "less aware" than another person on a given topic.

"The Awareness/Competency Grid--quadrants explained"

Leaders who want to become more effective need to work on both awareness and competency. Increasing skills alone is not possible without increases in awareness!

"The Benefit of Feedback"

The members of the very best teams give feedback generously to their teammates, and they seek it aggressively. Feedback seems to have a bad rap in our society; in reality, feedback is a huge tool for making improvement!

"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 Difference between 'Responsibility' and 'Accountability'"

Don't you really want responsible team members? Do you really want them to do the right thing because they feel accountable to you or to someone else? Explore the difference in concepts with your team.

"The Duplicity of 'Have a Nice Day'"

A genuine desire to serve can't be reduced to a formula. However, far too many organizations have taught their customer service folks that "Have a nice day" is a requirement. Don't be duplicitous with people you influence!

"The 'Expectations and Accountability' Tool"

The reason so many delegated tasks and responsibilities are not well executed is because of the leader's lack of forethought. Good planning and thinking will prevent much rework!

"The Five Characteristics of a Highly Functional Team"

This article springs from Patrick Lencioni's "The Five Dysfunctions of a Team." Think about what your team might be like if it were functioning very effectively!

"The Five Dysfunctions of a Team"

This article summarizes Patrick Lencioni's book of the same name. However, it takes a look at the flip side--highly functional teams. Think about it--isn't that what you want?

"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 'Gratitude Journal' Challenge"

Perhaps you are one who rarely takes time to reflect on the events, developments, and accomplishments of your recent past. Here's a suggestion: start to do so and you'll be amazed at how "gratitude" blossoms!

"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 Listening"

There are four communication skills: reading, writing, speaking, and listening. You've probably been trained in three of them. Too bad we are never taught how to listen well. It is a valuable skill for any leader!

"The Importance of Process Management"

"Processes" are the transformation of inputs to outputs. Synonyms are systems, procedures, and methods. Without processes, an organization won't function. And managing/improving processes is critically important!

"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 Impostor Syndrome--Part 1"

Do you ever doubt that you deserve your achievements or your position of authority?  Do you sometimes fear that you won't continue your success and that someone will find out that you are a fake?  This article can help.

"The Impostor Syndrome--Part 2"

Studies indicate that the impostor syndrome (fear of being a fake, fear of having a reputation that exceeds your actual contribution) only attacks high achievers!  Perhaps you are genuinely a person of significant competence!

"The Impostor Syndrome--Part 3"

Perhaps you fear of being found out isn't so much a fear of inadequacy as it is a fear of the huge potential that lies within you.  Playing "small" serves no one.  Consider releasing the restraints and playing much bigger!

"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 Leader as Hypocrite and Deceiver"

Every leader is a human being. Ego, emotion, and selfish motives can sometimes override rational decision-making. There are no perfect leaders. Still, organizations and existing leaders can and should build future leaders.

"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 in any situation.  The "Little You" helps you make those choices.

"'The Observer Effect' and Your Leadership"

Simply observing a person at work changes how that person behaves. That has huge implications for you as a leader! This article helps you raise your awareness and your effectiveness in dealing with "the observer effect".

"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 Path to Mastery is Never Straight"

No matter what skill you might be seeking to improve, the process is a little progress, evaluate, make some adjustments, try again, maybe experience a setback, stick with it, adjust, try again.  Over time, you get better!

"The Power of Paradigms--Seeking New Information"

None of us "sees" the world the way it really is! Our vision is distorted by our personal histories, our expectations and desires, and our inherent biases. As we gain more awareness, our perspectives change.

"The Power of Organizational Visioning"

Articulating an organizational vision is much more difficult than articulating a personal vision.  Within an organization, having a clear vision of "what could be" is of huge value.  This article may be of help to you.

"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 Servant Leader as Shoeshine Man"

On the surface, you may not compare a shoeshine man to a leader. Take a look, however, and there may be less of a difference than you think! Prepare for a paradigm shift!

"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."

"The Trap of Thinking Short-Term vs. Long-Term"

Why do so many leaders allow themselves to be seduced into working on short-term issues? Aren't their organizations going to exist for much longer than the current quarter?

​"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.

"The Upside and Downside of Exceptions"

I'm a strong advocate of reliable, repeatable processes. However, somebody wants to make an exception because the current situation doesn't seem to fit with the existing process. Should you do it? Let's explore that question!

"There's a Little Boy or Girl 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!

"Thinking Comprehensively about Your Organization"

Leaders of organizations should learn about the Malcolm Baldrige National Quality Award because of its value.  Here is an overview and some guidance on how to learn more about this tool for moving toward excellence.

"Three Constants in the Life of a Leader"

One constant any leaders will face is "change." However, "changelessness" is also omnipresent--and is far less of an unpredictable disruption. The final constant is the incessant "choices" leaders must make.

"Three Goals for Every Encounter"

The TASK that a leader needs accomplished is often obvious. The RELATIONSHIP that exists with involved colleagues will last much longer. Each individual involved has a sense of IDENTITY which the leader can enhance.

"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!

"Time Use During 'Social Distancing'"

The year 2020 will go down in history as surely one of the weirdest. A virus known as COVID-19 created a pandemic the world has not seen for over a century! It has put a severe burden on leaders and their organizations!

"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.

​"Traditional Leadership vs. Servant Leadership"

"Servant leadership" is still a new concept for some people. A good way to begin to understand how a leader is a  servant is to read and think about this article.

"Triangulation--He Said/She Said"

Too many organizations have cultures where it is okay to take a complaint to someone who can do nothing about it!  Don't allow yourself to be seduced into being part of a "he said, she said" indirect communication triangle.

"Trust or 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.

"Try 'Feedforward'--You Might Like It!"

Rarely can such an easy process be as effective as the one described in this article. When you read about "feedforward" here, it will sound simple enough.  But you've got to experience it for yourself!

"Two Huge Benefits of  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!

"Unselfishness and Communication--Critical for Collaboration"

These are two of eight characteristics that contribute to healthy collaboration and robust partnerships.  The information comes from research by the Gallup organization over many years.

"Use Articles to Develop Leaders in Your Organization"

This article describes a superb, convenient way to enhance your skills and those of the individuals you influence.  If you ever start using this process, you'll wonder why you never thought of it before!

"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."

"Use Your Power to Serve Those You Influence"

In whatever way you came to your current role, your responsibility now is to serve those under your authority. 

"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.

"Values Drive Behaviors; Principles Drive Outcomes"

Values and principles are not the same.  Your values are operating beneath the surface all the time, and silently influence every decision.  But the effects of your behaviors are based on principles.  Read more here!

"Valuing Feedback"

Surprisingly, many leaders are not good at delivering feedback.  This article will be of value to newly appointed managers or any other leader who desires to influence others beneficially.

"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!

"Vulnerability and Interdependence--Part 1"

Is vulnerability a desired attribute in a leader? It's unlikely that would be among the first characteristics you might name! Still, this article will start you thinking. How extensively do you admit and "own" your limitations?

"Vulnerability and Interdependence--Part 2"

Do you want your organization to have processes and a culture that is characterized by collaboration and interdependence? This article will start you thinking right--so your actions can move you in that direction. 

"Want Better Results? Focus on Leadership"

Every leader wants better results. They come from a healthy culture and reliable, repeatable processes. And the single greatest leverage for improving those two items comes from improving the quality and depth of leadership!

"Well?  Better?"

Are you looking for a quick technique that will help you improve your operational processes and your culture quickly?  Take a look at this article that gives you two improvement-oriented questions to ask frequently!

"'What?' and 'How?' Are Better than 'Why?'"

In dealing with people, "Why"" can be an intimidating or threatening question.  Remember when you were a kid and your parent asked, "Why did you do such a foolish thing?"  You may come across in a similar fashion!

"What Do You Love about What You Do?"

For many people, the first or second question asked when meeting someone new is "What do you do?" Often, the conversation dies within a few sentences. Here's a far better question to start a robust, interesting conversation.

"What Do You Think I Should Do" -- Part 1

This week’s article describes a model for making choices.  The model is fairly simple and obvious, but once a team clearly understands the model, it can be used in very effective ways!

"What Do You Think I Should Do" -- Part 2

This article starts off where the previous one ends.  You can create a collaborative environment (and help a friend grow) just by answering this one simple "What should I do?" question in a slightly different way.  Enjoy.

"What Do You Think I Should Do?" -- Part 3

Have you heard of the "marshmallow experiment"?  This week's article not only ends the series of three articles, it highlights the findings of this research on the value of emphasizing choices for the long-term outcome.

"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 Do Your Stories Tell about You?"

People tell you stories---and you listen.  You tell stories---and people listen to you.  Just what are you communicating?  That's the question this article explores!

"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 Does Your Coach Deliver to You?"

When you contracted with your coach, you identified some desired outcomes.  Along the way, your coach should be delivering a variety of additional supports.  Take a look to see if you are receiving what you're paying for.

"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 Followers Expect of Leaders"

Summarizes research conducted by James Kouzes and Barry Posner and reported in their book, The Leadership Challenge.  The top four needs of followers are that leaders be honest, forward-looking, inspiring, and competent.

"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 It Takes to Get Ahead"

You do diligent, competent work. Are you wondering why you're not being recognized for your contributions? Do you wonder what it takes to get promoted? This article may give you some insights!

"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 Kind of Help Do You Seek?"

When people you influence want help, they don't really think about the kind of help they seek. As their leader, however, you should. Here are three different kinds of help--and the different ways you can serve folks.

"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 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"?

"What You Feel May Not Be What Is!"

Are leaders typically driven by logic rather than emotions?  That may be what most leaders would like to believe.  But what evokes strong passions may be very deceptive!

"What Your Organization Hasn't Told You"

It's not easy to identify an organizational perspective.  A periodic organizational health assessment can help you define (and begin improving) your organization’s culture.

"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's Required for Collaborative Relationships?"

The Gallup organization has done research to find out what creates healthy, long-lasting partnerships.  Eight separate characteristics are described in this article.

"What's the Big Deal about Insights?"

Want to enhance the quality of your leadership? Sure, let's work on enhancing your skills, both your strengths and your weaknesses. But let's also stay on the lookout for new awareness, insights that can help significantly!

"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 'What Is' Isn't What You Want"

Wouldn't life be grand if you could always have what you want?  Ah, but we don't live in a fairyland world!  This article introduces a process that will make it easier to tolerate that which currently upsets you.

"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 You Know You Should, but You Don't"

Sometime, you know you "have to" do something (maybe it's required by your work), but you have little energy for it. This article explains why that happens--and gives some guidance as to how to overcome your lethargy.

"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)?

"Where Can You Go to Learn 'Leadership'?"

The classroom is not the place to learn leadership skills.  But learning leadership skills while performing your regular work requires intentional effort.  It takes experimentation, feedback, practice, and lots of motivation!

"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!

"Who Evaluates the Entrepreneurial Leader?"

Suppose you started a successful business fifteen or twenty years ago.  Who approves the difficult decision you are about to make?  Who helps you become a better leaders?  This article explores these questions.

"Whose Agenda are You Working?"

Here's a point of awareness for you. If your team members are well trained and are engaged in the vision of the organization, how beneficial does it feel to them when you intervene and start telling them what to do?

"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 Build Future Leaders?"

Isn't it easier to hire needed leaders from the outside? "Let our competitors develop leaders and we'll hire them away!" Some organizations adopt that strategy, intentionally or otherwise. I think that's a poor long-term plan!

"Why Can't I Be Forgiven without an Apology?"

True reconciliation of a relationship requires that the offender acknowledge the offense and express remorse. True reconciliation begins the process of rebuilding trust.

"Why Coaching Works"

Coaching as a profession is growing phenomenally. Why do you think that is? Because it works! Ah, but why does coaching work so well? Take a look at these three reasons!

"Why Do Leaders Need Emotional Intelligence?"

Leadership is nothing more than influencing others.  Learning about emotional intelligence can help you become more influential.

"Why Do People Do What They Do?"

People do the craziest things!  Have you ever wondered why?  Here are two general answers that could start you to thinking!

"Why Do You Work--HERE?"

Would you like to learn some very interesting information about the individuals under your authority? Ask the two questions in this article, and you'll enjoy learning about the valuable resources available to you!

"Why I Don't Like Anonymous Feedback"

There are real disadvantages of using anonymous feedback, even the kind sought in 360 degree feedback. Seeking feedback in person results in better information and a better culture.

"Why Is Articulating Your Vision So Valuable?"

Do I really need to write down my vision? Isn't it simply okay to have a mental image? Can you give me an example of what a person's written vision?

"Why Is Communication So Hard?"

Shows nine ways that communication can fail. And shows what to do to ensure successful transmission of thoughts. Plus how to obtain continual improvement.

"Why Is Emotional Intelligence Such a Big Deal?"

Emotional intelligence is "new" only in that it is a label that is newly recognized. The ability to relate to other people productively has been around a long time. However, we now know how to teach it better than in the past. 

"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!

"Why Isn't 'Culture' a Bigger Deal to You?"

If your work environment is not healthy, you cannot expect productive processes and results.  Offer this article to your teammates, then discuss its implications (and your improvement opportunities) at a team meeting.

"Why Leaders Don't Build Future Leaders"

No leader intentionally sabotages the organization's future. However, to not build leadership skills in individuals is essentially sabotage. Consider these unintentional reasons why this future need is often not addressed.

"Why Values are Valuable"

Where do your values come from?  Hmm.  They are always influencing everything you do, but you're not even aware of their existence.  Running in the background, every decision you make is influenced by your values

 "Why Would a Leader Need a Coach? -- Part 1

Four major points taken from a coach association’s monthly teleconference call.  Any of these four points is enough for a leader to seek out a competent coach!

"Why Would a Leader Need a Coach?--Part 2"

Four more major points taken from a coach association's monthly teleconference call.  Any of these four points could justify a leader seeking out a competent coach!  (The article contains good ideas for leaders, too!)

"Why You Don't Find Out What You Need to Know"

Leaders have trouble when it comes to receiving candid feedback, particularly about how well they are performing as leaders!  Why is that?  And what can you do about it?

"Winning Over a Boss Who Delivers 'Drive-By Delegation'"

No one intentionally wants to create lack of clarity for others.  But it happens.  Of course, it's easier to recognize "drive-by delegation" when you are the delegatee rather than the delegator.  What can you do as the delegatee?

"Writing a Leadership Development Plan"

Creating an intentional, defined process for achieving enhanced skills.

"You Adopted Your Mental Saboteurs to Help You Survive"

Do you sometimes find that you sabotage your own efforts?  Here's some info on why you do that, on how what you experience is fairly common, on why it occurs, and what you can begin to do to minimize the frequency.

"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!

"You Can Improve Your Use of Time"

Most leaders are very busy.  Perhaps this article can help.

"You May Not Intend to Micromanage, But..."

If you unintentionally stay too close to your direct reports when they are doing their work, would they tell you?  They are probably not going to offer clear, helpful feedback unless you ask.  So, you just might want to check!

"You Might Be Coachworthy if..."

Lots of different people might benefit from having a coach.  This article might stimulate you to consider if you are coachworthy!

"You, Too, Can Provide Safe Harbor Coaching"

Think about it.  Can people trust you with their dreams?  Can they blow off steam with you with no repercussions?  You might be able to provide a very valuable service in your organization!

"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 Colleagues Often DON'T Think Like You"

The title of this article may not be a surprise to you. Have you considered that perhaps it's not the fault of your colleagues? You may be seduced by your assumptions stemming from "the false consensus effect."

"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 Inner Parent and Your Inner Child"

Do you seem to fight an internal battle between what you know you should be doing and what you'd really like to do?  This article describes the phenomenon, then offers a way for you to achieve the outcome you really want!

"Your Judgments: Damaging or Helpful?"

As a leader (as a human being!), you are making judgments all the time. Good decisions require discernment, a synonym for "judgment." The key is being aware that you are making those judgments (not denying it!).

"Your Middle-Aged Dream May Seem Outrageous"

Whether your “second half” dream is latent or active, I hope this article inspires you to move in the direction of giving it new legitimacy.  Grab a pen and prepare to make a “to-do” list!

"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 Past Lives--and the Future Lives You Influence"

You can probably look back in your past and recall leaders who you appreciate for their influence on your lives.  As a leader today, will you be one of those for the individuals under your authority?

"Your Position of Authority May not be 'Leadership'"

Upon reading this article, you may feel, "There's nothing new here.  Doesn't everyone already know this?"  Or you may be shocked, wondering if the article applies to you.  Either way, you CAN improve your leadership skills!

"Your  Professional Continuity Notes"

Doctors and attorneys make continuity notes--but they don't share them with the client.  I'm an executive coach, and I share my continuity notes with my clients.  I want them to know what they (and I) committed to!

"Your Role in Our Dysfunctional World"

You, as a leader, are tasked with making progress where you work.  How do you persevere in a dysfunctional world?  Perhaps this article can provide some encouragement.

"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!

"You're a Role Model--Choose to Be a Mentor, Too"

If you are a leader, you are a role model--you have no choice. People are watching you--and learning from you--all the time! If you want to serve your organization more thoroughly, choose to be a role model, too!

"Zooming In and Zooming Out--A Leader's Perspective"

The more responsibility you gain, the more you need vision, strategic thinking, and perspective.  You can't lead by waiting to see what everyone else will do!