Leadership Freak
JUNE 29, 2012
Leaders who lift get further than those who push down. Performace improves when people feel encouraged and declines when they’re discouraged or hopeless. You don’t have to beat up high-performers – they do it to themselves – lift them instead. All successful leaders encourage; they fill people with hope. The added responsibility of encouraging others may [.].
Kevin Eikenberry
JUNE 11, 2012
I don’t really watch it, but the tenth anniversary of American Idol’s first show got me thinking about popularity. Millions of people watch this show, and engage with it by voting for the singers they like best. All of the contestants are vying to win the hearts and votes of the viewers. At some level [.].
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Eric Jacobsen Blog
JUNE 7, 2012
Early on in Eli Broad's new book, The Art of Being Unresaonable , he reminds us of the power of a child's instinctive asking, " Why not? " Unfortunately, most adults lose that habit and Broad goes on to explain that it was his continuing to ask "Why not?" throughout his career that brought him success. " The questions you're willing to ask when others think they have all the answers are doors to discovery ," says Broad.
Tanveer Nasser
JUNE 19, 2012
There's no question that social media is becoming an important channel through which organizations can share and converse with their audience, as well as attract potential new customers for their products/services. But how can organizations successfully navigate this growing field to order to ensure an ROI from their online efforts? That's the basis of my conversation with author and renowned marketing CEO Shama (Kabani) Hyder in this episode of “Leadership Biz Cafe”.
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
Harvard Business Review
JUNE 5, 2012
A few years ago, DisneyWorld executives were wondering what most captured the attention of toddlers and infants at their theme park and hotels in Orlando, Florida. So they hired me and a cultural anthropologist to observe them as they passed by all the costumed cast members, animated creatures, twirling rides, sweet-smelling snacks, and colorful toys.
Leadership Freak
JUNE 6, 2012
“I have a picture of myself from when I was about two years old. It shows me with a bowed head and stooped shoulders, in despair, peering through sad eyes that wondered what I was doing in this world …” Shirzad Charmine. A surprising quote from a bestselling book titled, “Positive Intelligence,” wouldn’t you think? [.].
OrgDev Digest brings together the best content for management professionals from the widest variety of industry thought leaders.
Leadership Freak
JUNE 27, 2012
Yesterday, I asked an upper-level manager at one of the world’s largest organization how he’d risen through the ranks so rapidly – he lit up and talked collaboration. He’s succeeding because he influences people he can’t boss. Leaders influence without position, title, or rank; they invite loyalty, passion, and commitment. They don’t coerce, pressure, or [.].
Leadership Freak
JUNE 19, 2012
Few things are more devastating than being used and abused by those you support. Disloyalty burns like no other burn. Disloyalty demoralizes. Strength: The strength of an organization is expressed by the loyalty of its people. Military organizations thrive because members disadvantage themselves for the advantage of others, for example. Giving: Calling for loyalty demands reciprocity.
Leadership Freak
JUNE 1, 2012
Peter Drucker said, “The purpose of business is to create a customer.” Sick organizational cultures focus on themselves rather than customers. Everything that distracts, dilutes, or diverts from creating customers suggests sickness. Sick organizations: Sink inward rather than reach outward. Stop learning. Struggle to keep things the same. Live in fear.
Leadership Freak
JUNE 2, 2012
The longer you work at something the fewer improvements you make. Gold Medal swimmers work unending hours shaving hundredths of seconds off their time. Not so, when they began swimming. Improvement – at the beginning – is quick and easy; excellence – over the long haul – is slow and hard. Large organizations may have [.].
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.
Leadership Freak
JUNE 22, 2012
Image source Breakthrough moments rise up and grip you by the throat. Resist them and you’re stuck. Navigate them and you’ll achieve new levels of success. Many leaders resist the very thing that most lifts their leadership. The leadership journey includes extended periods of gradual growth punctuated by moments of terrifying, turbulent change – breakthroughs. [.].
Leadership Freak
JUNE 3, 2012
Tune into others if you expect them to tune into you. Discouraged or defeated people need strength before they’ll listen to ideas or solutions. Give strength before giving answers or solutions. Six Ways to Strengthen others: Agree with frustrations; don’t explain why. If they feel frustrated they are frustrated. It’s frustrating when you’re told why you’re [.].
Leadership Freak
JUNE 12, 2012
Transition is the no-man’s-land of “in between” where old hangs on while new is not yet. But, nothing really works. Temptation: The temptation of transition is going back. The pain that drove you to change in the first place doesn’t seem so bad, anymore. At the same time, painful uncertainties about the future rise like [.].
Leadership Freak
JUNE 17, 2012
Welcome guest blogger – Becky Robinson. It’s almost bedtime, and my daughters are splashing in the bathtub, all three of them squeezed together. I’m sitting nearby, and we’re talking about dreams for the future. The girls and I have talked about dreams before (Little Girl Dreams), but it’s been a while, and I’m curious to [.].
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
JUNE 18, 2012
Say the right thing the wrong way and you’ll disconnect. Intent to connect, correct, or be useful isn’t useful unless content, tone, and body language fully align. Everything you say invites responses from others. What responses do your communication methods call for? Aggression calls for agreement or disagreement. It’s hard to dialog or discuss with [.].
Leadership Freak
JUNE 21, 2012
After the open house ceremony, I looked Doug (far left) in the eye and said, “I was thinking about you as I drove in. The difference between average and extraordinary isn’t power or money – its heart.” “You’re a man with heart. I’m glad to know you.” Heart means: Tender hearted compassion. When I want [.].
Leadership Freak
JUNE 20, 2012
* Failing is easy – chase urgencies and neglect priorities. Success is found by passionately doing what matters most. ** The thing that matters most for leaders is building other leaders. If you don’t develop others, you’ll never reach extraordinary. Who: Avoid Model T’s. Before driving a Model T you crank it to get it [.].
Leadership Freak
JUNE 11, 2012
Leaders are liars when they say they believe in developing others but don’t display patience. Patience is a gift of trust, humility, and confidence to those who aren’t there yet. Growth implies potential but potential is a “not yet” term. Development, by definition, suggests inadequacy or lack. Developing others demands patience. Impatience, when applied to [.].
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
JUNE 15, 2012
A recent conversation with a healthcare executive reminded me that Jack Welch’s management rule of 20-70-10 inevitably increases turnover. 20% of your employees – top performers – are highly rewarded. 70% are being managed up or out. The bottom 10% is terminated or self-terminates. The top reasons people leave your organization include: Perception of limited [.].
Leadership Freak
JUNE 14, 2012
I’ve noticed an unsettling and revealing set of questions that my coach, Bob Hancox, asks. What’s most concerning for you? What makes this so important to you? What’s really at stake for you here? These questions crush the tyranny of the urgent and cause me to focus on my fears. Bob never asks me, “What [.].
Leadership Freak
JUNE 4, 2012
Image source The only progress you can make in emotionally charged situations is dealing with emotions. Warning: Emotionally charged people may want you to fix things. If you’re able to change frustrating processes or procedures, do it. But, fixing may reinforce negative behaviors. The person who gets what they want after throwing a fit learns to throw more [.].
Leadership Freak
JUNE 13, 2012
** When someone asks how they did. I realize I haven’t done well at giving feedback. I’ve been passive not active. I’ve never heard high-performers say, “I get too much feedback.” They crave more. On the other hand, I’ve never met a leader who gave enough. High feedback leaders develop high performance cultures, when feedback’s [.].
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
JUNE 10, 2012
** Aspirin for aneurysms won’t help much. Poorly solved problems return and multiply when pain goes away. The good thing about pain is it motivates our search for solutions. The bad thing about the absence of pain is wrongly thinking problems are solved when they aren’t. Pain drives us toward inadequate solutions when the goal [.].
Leadership Freak
JUNE 24, 2012
Leaders who work to extend their influence are barking up the wrong tree. John Maxwell said, “Leadership is influence.” But, gaining influence isn’t about working to get it; it’s about connecting. Stop worrying about gaining influence. Start focusing on connecting. Who enjoys the power to influence? Respected people. Skillful people. Famous people.
Leadership Freak
JUNE 9, 2012
Three of our grandchildren – 2, 6, and 7 yrs. old – spent the week with us. I kept hearing, “Watch this Poppi.” Everyone longs for an approving audience, the standing ovation. Leaders are the audience when: The organization is top down. They are highly respected. Pay and promotions are in their control. They assign [.].
Leadership Freak
JUNE 26, 2012
Wouldn’t it be great if long-term-old-timers loved the new kids on the block? But, established leaders don’t respect inexperienced whippersnappers. In addition, new kids are a nuisance; they question, challenge, and disrupt. You long to stand out. But young leaders who lock horns with old leaders lose. Fitting into stagnant patterns won’t result in exponential success. [.].
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
JUNE 8, 2012
“The Sage Perspective accepts every outcome and circumstance as a gift and opportunity.” Shirzad Chamine, author of, “Positive Intelligence.” Do you find Shirzad’s use of the term “gift” challenging? I don’t want to minimize the tragedies that happen in life. On the other hand, how many times have you heard someone explaining that their tragedy [.].
Leadership Freak
JUNE 23, 2012
Save-the-day leaders weaken others but delay is dangerous. People problems that hang-on are like dripping faucets. Delay escalates irritation. Solutions-now, however, seldom works; people need time. The challenge of delay is choosing the moment to step in. Too much delay creates a laundry list of concerns that may feel like attack or betrayal when they [.].
Leadership Freak
JUNE 5, 2012
Leaders see beyond the inevitable. Leaders rise above what is to imagine what could be. Defining leadership: “Leadership is causing the realization of a future that wasn’t going to happen anyway. Leaders say, ‘It could be different’,” Ron Kaufman author of, Uplifting Service. The result of leadership is things are different. Ron would say there’s an [.].
Leadership Freak
JUNE 25, 2012
Fear is behind leaders who withdraw into ivory towers. Transparency terrifies; they’re peak-a-boo leaders. Perhaps someone will see they don’t know as much as they pretend or can’t do as much as they let on. What if I don’t know? What if they don’t respect me? What if I make a mistake? What if others [.].
Speaker: Brian Richardson
With a staggering 92% of CEOs prioritizing skill development, and 84% struggling with transformation, mastering upskilling is now more critical than ever. Drawing on extensive research and collaboration with hundreds of leading organizations, discover key hurdles and innovative best practices in workforce upskilling. You'll walk away with a deep understanding of how to build a culture of continuous learning, expert insights into assessing the current skills of your employees, and a strategic too
Expert insights. Personalized for you.
279 
Let's personalize your content