Leadership Freak
SEPTEMBER 12, 2011
Image source Moving first is the difference between leading and following. Seven ways leaders move first. Leaders: Move toward people first. When you wonder if you should greet someone, you should. Extend your hand first and say, “Good morning,” first. Don’t hold your head down while walking the hall. If you don’t move first, you may [.].
Kevin Eikenberry
SEPTEMBER 14, 2011
Every leader, supervisor, coach, team member and parent has been told of the value of giving positive feedback. We’ve heard reasons why. We’ve heard we don’t do it enough. We’ve learned all of the basics about giving positive feedback successfully: make it timely, make it specific, and when giving positive feedback consider sharing it publicly. [.].
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Eric Jacobsen Blog
SEPTEMBER 19, 2011
High-functioning teams can disagree and still produce excellent products and results. Team members can also disagree and still care about each other. And, they can challenge each other to think differently. Best-selling leadership book authors Scott J. Allen and Mitchell Kusy recommend that leaders ask seven tough questions of their teams to help maximize their results.
Tanveer Nasser
SEPTEMBER 13, 2011
How does creating meaningful work impact an organization's ability to succeed? That's the basis of my conversation with Dr. Teresa Amabile and Dr. Steven Kramer. Teresa is the Edsel Bryant Ford Professor of Business Administration and a Director of Research at Harvard Business School. Steven is a developmental psychologist whose writings have appeared in such illustrious publications as the Harvard Business Review and The New York Times.
Speaker: Liz Charron
From evolving legislation to shifting workforce expectations, background screening is undergoing major transformation and HR is in the driver’s seat. With new compliance requirements and growing scrutiny, today’s HR leaders must build programs that are not only audit-ready, but outcome-driven. HR Management and Employee Relations Expert, Liz Charron, will delve into how HR teams can navigate the latest legal changes, connect screening to workforce ROI, and embed these practices into the very fab
Harvard Business Review
SEPTEMBER 2, 2011
A student at one of my talks on the nonprofit sector asked if I could name a for-profit company that was making a difference on the scale that nonprofits do. I said I'd be hard-pressed to name one that wasn't. Our youth are growing up with the strange notion that the only way to make a big difference in this world, or to be of service, is to work for a nonprofit organization, or become the next Bill Gates and establish a private foundation, or to start some kind of "social enterprise," often wit
Leadership Freak
SEPTEMBER 23, 2011
Timid people achieve less than bold people. Boldness builds the future. Fear stalls progress and congeals the past. Fear is survival mode. Boldness is opportunity mode. 4 Ways to Build Boldness: Prepare people for future challenges with training. Provide mentors. Celebrate mistakes caused by boldness. Most importantly instill people with hope. Don’t press timid people [.].
OrgDev Digest brings together the best content for management professionals from the widest variety of industry thought leaders.
Leadership Freak
SEPTEMBER 9, 2011
The people you try to please control you and your organization. Customers drive organizations, you don’t. Drucker said, “The purpose of business is to create and keep a customer.” You are all about pleasing customers. Pleasing others, however, presents problems for you. The more people you try to please: The more frantic you and your [.].
Leadership Freak
SEPTEMBER 20, 2011
Yesterday, I led a seminar that began with a discussion of leaders the group admired and why. The conversation was worthwhile and predictable. Everyone admires leaders who possess passion, courage, insight, integrity, vision, and the list goes on. No one ever says: There’s an essential leadership quality that never makes the list. Great leaders need, [.].
Leadership Freak
SEPTEMBER 26, 2011
If people start worrying when you show up, you’re a downer. If people love to see you leave, you’re a loser. If your team hates receiving calls from you, you’re a lousy leader. People in positive work environments love to see the boss coming. They love seeing you because they’ll go further with you than [.].
Leadership Freak
SEPTEMBER 29, 2011
This is the second post based on my conversation with Bob Burg, author of: “It’s Not About You.” Leaders see in others what they don’t see in themselves; that can be frustrating. It’s frustrating to see potential in someone who doesn’t care as much as you. If you aren’t careful, it’s also arrogant because you don’t [.].
Speaker: Chandra McCormack, CPA, MBA, NACD.DC
Technical degrees might open doors—but it’s the soft skills that keep them open. In the face of disruption, evolving workplace dynamics, and rising expectations of leadership, soft skills like communication, emotional intelligence, and presence have become core business essentials—not nice-to-haves. Inspired by stories from her father coupled with her own career journey, seasoned executive Chandra McCormack breaks down how to lead with impact, connect with purpose, and cultivate a workplace cult
Leadership Freak
SEPTEMBER 10, 2011
Image source: I’ve frequently had an, “I don’t care if you like me,” approach to life. Looking back, it was insecurity not confidence. I wanted people to prove they liked me because I didn’t feel that likeable. Being liked matters: You care about being liked because people are influenced by people they like. Wanting to be [.].
Leadership Freak
SEPTEMBER 15, 2011
Maybe hate isn’t such a bad thing, after all. I believe love is stronger than hate. However, hate and love are dynamically connected. Tuesday’s conversation with Claire Diaz-Ortize, Twitter’s Head of Social Innovation and Philanthropy, made me think about negative versus positive motivation. Are leaders motivated by things they don’t want or things they want. [.].
Leadership Freak
SEPTEMBER 4, 2011
If you feel stuck you are. You want to be unstuck but wanting doesn’t change anything. Wanting without acting makes matters worse. Frustration drains you. Frustration and blame are twins. Where there is blame there is frustration – where there is frustration there is blame. Blame and frustration deepen ruts. Getting unstuck: Taking responsibility ends [.].
Leadership Freak
SEPTEMBER 18, 2011
Vision creates emotional passion. Passion, on the other hand, doesn’t create vision. Expressing emotional passion with those who don’t share your vision creates skeptics not followers. Emotional passion won’t get people on board: I just landed in Philadelphia Airport from Williamsport, PA. The commuter flight takes about fifty minutes. I watched the pilot walk through the [.].
Speaker: Carolyn Clark and Miriam Connaughton
Forget predictions, let’s focus on priorities for the year and explore how to supercharge your employee experience. Join Miriam Connaughton and Carolyn Clark as they discuss key HR trends for 2025—and how to turn them into actionable strategies for your organization. In this dynamic webinar, our esteemed speakers will share expert insights and practical tips to help your employee experience adapt and thrive.
Leadership Freak
SEPTEMBER 22, 2011
There are limits; it’s dangerous to believe otherwise. Benefit: Accepting limits enables peak performance. For example, cars are designed for peak efficiency while running within a limited rpm range. Dangers: Surpassing limits lowers performance. The more frequently you exceed limits the sooner you fail. The further from boundaries the more devastating the failure – think [.].
Leadership Freak
SEPTEMBER 19, 2011
Repost of a favorite: How do you want others to feel when they are around you? Like you are smart or like they are smart? Like they have great ideas or like you have great ideas? Like they are stars or like you are a star? One of the best things One of the best [.].
Leadership Freak
SEPTEMBER 28, 2011
Yesterday Bob Burg took my call and we chatted for nearly an hour. I don’t waste much time on calls so after he shared a bit of his story, I asked him if he thought of himself as a leader. I loved his answer. It set us on a conversation spanning leadership, encouragement, defining success, [.].
Leadership Freak
SEPTEMBER 24, 2011
Let caution inform action not prevent it. Act in alignment with your highest point of confidence not your lowest point of caution. Keep caution in the backseat and boldness in the front. When caution is the end there is no beginning. When caution is fear of failure it’s self-preservation; its selfishness disguised as noble intelligence. [.].
Speaker: Kaitlin Ruby Carroll
Retaining top talent in 2025 means rethinking benefits. In a competitive job market, fertility benefits are more than just offerings - they are a commitment to your team’s well-being. Gain critical insights into the latest fertility benefits strategies that can help position your organization as an industry leader. Our expert will explore the unique advantages and challenges of each model, share success stories from top organizations, and offer practical strategies to make benefits decisions tha
Leadership Freak
SEPTEMBER 3, 2011
Passion is essential but it doesn’t solve everything. About a month ago I invited one of our lead people to take on a new role. It’s not working out and it’s my fault. They were passionate; but now I see frustration. They’re out of their sweet spot. Passion isn’t omnipotence or aptitude. For example, I’m [.].
Leadership Freak
SEPTEMBER 17, 2011
I know one of our region’s most gifted relationship builders, everyone knows him. I remember the day he taught me a valuable lesson. Build connections by letting people do things for you. I regularly have coffee with “Joe” – not his real name. One morning I offered to buy Joe a cup of coffee. I [.].
Leadership Freak
SEPTEMBER 21, 2011
The pursuit of excellence turns ugly when it makes you negative and critical. There’s a thin line between reaching high and negativity. Furthermore, turning the critical light inward is dangerous. During a recent seminar a leader asked, “What do you do when you remember all the things you’ve done wrong and forget the good.” I [.].
Leadership Freak
SEPTEMBER 6, 2011
I’m from Maine. My parents are from Maine, and so are my parent’s parents. We refer to ourselves as MAINEiacs and we have a reputation for stoicism. Maybe the cold winters make us that way? My dad is a classic Maineiac – steady and unemotional. Self-awareness to this MAINEiac seemed like a passing fad – [.].
Speaker: Jeremy York
2024 has tested every organization, and 2025 promises no less - the warning signs are everywhere. If you’re relying on superficial approaches to diversity, you might find yourself scrambling to catch up. Thought diversity - the fuel for new ideas, fresh perspectives, and disruptive innovation - is more than a buzzword. It's a survival strategy. And if you’re not building it into your workplace culture right now , you’re heading for trouble.
Leadership Freak
SEPTEMBER 7, 2011
The 80/20 rule (Pareto Principle) indicates 80% of your activities are trivial and 20% deliver results. Who wants to go to their CEO and say I’m wasting 80% of my time? It’s shocking to suggest that 80% of an employee’s time is available for richer activities. It’s even more uncomfortable to apply that rule to [.].
Leadership Freak
SEPTEMBER 27, 2011
Image source Team-work is often slower and always more complex than individual-work; it requires more interaction and greater skill. Five stages: Teams go through five stages: forming, storming, norming, performing, and adjourning. Typically, they are not distinct stages; forming and storming overlap. Additionally, storming, norming, and performing may occur simultaneously.
Leadership Freak
SEPTEMBER 25, 2011
Image source Great vision ends in being not doing; it surpasses activities. Great vision answers the questions who do we want to become. What you want to do is important; who you want to become essential. Products and sums: Organizations have identity in the present and trajectory toward the future that goes beyond products and [.].
Leadership Freak
SEPTEMBER 8, 2011
Whoever said, “Fail often, fail fast, fail cheap,” has my respect. One challenge, however, is organizational expectations. Some within your organization have a low tolerance for failure. They choke creativity, stall innovation, and paralyze people. Why? Mistakes cost: Decline in morale. Lost confidence. Opportunities lost. Underutilized resources. Misallocated resources.
Speaker: Radhika Samant and Todd Wuestenberg
Employee recognition has often been deemed a "feel-good" initiative, tied closely to rewards. While we understand its importance, we tend to associate recognition with intangible outcomes like engagement and sentiment, rather than direct impacts on retention and high performance. In today’s workplace, the true ROI of recognition lies in its ability to regenerate tangible, business-driven results.
Leadership Freak
SEPTEMBER 11, 2011
Leaders who aren’t solving problems are irrelevant. All leaders always solve problems. Urgent problems are easier to solve because they are urgent. While facing urgent or future problems leaders remain solution oriented. The bigger, more numerous and pressing the problems the more value leaders bring. Leaders never solve problems alone; organizations do.
Leadership Freak
SEPTEMBER 14, 2011
The dark side of passion is frustration, even anger. Zeal includes being for and against. Greater fervency for something fuels greater fervency against its opposite. I asked Claire Diaz-Ortiz, Head of Corporate Social Innovation and Philanthropy at Twitter, Inc., if frustration drives leaders. She’s more comfortable being motivated to make things better than attacking what [.].
Leadership Freak
SEPTEMBER 30, 2011
I asked Bob Burg if he felt like a success; it’s a slippery topic that requires definition so we slipped back into how he defined it. At first Bob talked goals. “On the most basic level, success could be achieving a tangible goal, but of course it goes much deeper than that.” Then Bob quoted, [.].
Leadership Freak
SEPTEMBER 13, 2011
One dimensional leaders fit into one dimensional organizations. Do one dimensional organizations actually exist? Complexity and diversity call for more than one leadership style. You may be a coaching-style leader but coaching doesn’t always work. I enjoy a hands-off approach both as a leader and a follower. But hands-off isn’t always best; some situations call leaders [.].
Speaker: Jeremy York
Join us for a thought-provoking exploration of the rapidly evolving HR landscape as we examine how technological innovation, regulatory changes, talent strategies, and evolving diversity approaches are reshaping the profession. This webinar will provide HR professionals with practical insights on leveraging AI and emerging technologies while maintaining compliance in an increasingly complex regulatory environment.
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