Kevin Eikenberry
DECEMBER 5, 2011
Some people think that once they ascend to a leadership role (or to a certain level of leadership) that they are immune from doing “real work” anymore. And even if you don’t feel that way, if you spend a little time as a fly on the wall with groups of front line employees, you will [.].
Leadership Freak
AUGUST 28, 2011
Arrogant people say they believe in humility but their life says they believe in arrogance. Humble people speak the truth. The temptation to temper the truth and say what others want to hear, for example, is nearly universal. If you’ve found someone who speaks the truth give them a raise. I’ve seen people negotiate how [.].
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Leadership Freak
DECEMBER 26, 2011
The past is the future for most of us. We cling to misguided notions that persistence, endurance, and more of the same will result in a new future. It won’t. 99% of the conversations I have about the future are actually about the past. People try to create a future by cling to or modifying [.].
Kevin Eikenberry
JULY 11, 2011
The title of this article is pretty declarative, don’t you think? Actually it isn’t completely true. You don’t have to have a positive attitude to have a leadership role, and you don’t even have to have it to lead. But you definitely must have a positive attitude if you want to lead successfully for an [.].
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
AUGUST 3, 2011
Yesterday I met with two new leaders in my organization. (I use “my” loosely) It was a get to know you and a where are you going pow-wow. At the end of our exchange I asked, “What did you get from our conversation?” They replied, “You helped us have purpose during our first weeks of [.].
Kevin Eikenberry
OCTOBER 10, 2011
That is an interesting title isn’t it? Does it leave you curious? Or does it leave you scanning through words in your mind, in a competitive way, trying to guess if you come up with the right one? Either way, I hope I have influenced you to read on. While you likely [.].
OrgDev Digest brings together the best content for management professionals from the widest variety of industry thought leaders.
Leadership Freak
AUGUST 14, 2011
The reason you don’t get more done is you’re doing too much. We tie our worth to being busy. The busier we are the more important we feel. There is some truth to the idea that being busy indicates we are valuable to others. Perpetual busyness, however, is more a sickness than an indication of [.].
Leadership Freak
AUGUST 25, 2011
Image source No trust – - no leadership. You can coerce without trust but positive influence thrives on the foundation of trust. Losing influence is easy because losing trust is incredibly easy. Trust and respect: It takes more than honesty to preserve trust; you must show respect. People stop trusting you when you disrespect them, [.].
Leadership Freak
OCTOBER 30, 2011
Many leaders and managers have a compelling; even perverse interest is fixing things. Average managers solve problems and get results. Great managers build people. A recent conversation with a new manager reminded me that it’s all about people. If you build them, they will fix problems and enhance productivity, not you. If you build them, they [.].
Kevin Eikenberry
OCTOBER 31, 2011
Tom woke up Halloween morning and mentally previewed the day ahead. He didn’t have to think much to know it was going to be a long one. A full day of leadership training followed immediately by the costume party his wife was dragging him to. The only good thing about the day that he could [.].
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
DECEMBER 14, 2011
I’ve asked some friends to bring their insights to the Leadership Freak community. Please give a warm welcome to today’s guest writer, Lolly Daskal. * What is the biggest difference between managers and leaders? Both roles are important but they seek to do different things… Leaders lead people. Managers manage people. Leaders set destinations.
Leadership Freak
OCTOBER 28, 2011
Image source Emotions are responses to information; believe wrong information and you’ll experience wrong feelings. For example, you think someone neglected their responsibilities causing deliverables to fall through the cracks. Based on that, you feel concerned, frustrated, or even angry. Don’t trust those feelings. Don’t express those feelings. Push those feelings aside.
Leadership Freak
NOVEMBER 16, 2011
The need to tell others you’re important suggests you don’t feel important. Insecure leaders need to build, protect, and validate themselves. They spend their days like male peacocks fluffing their tail feathers. “Look at me, I’m beautify; I’m important.” Fluffing activities suggest people don’t believe they matter. You must believe you matter: “Everything you will [.].
Leadership Freak
OCTOBER 7, 2011
Your passion to make a difference makes you do too much. Sincerity is a curse when it turns you into a leaf blown around by the latest possibility for positive impact. Unfocused passion frustrates and dilutes you and your potential. Doing less enables more. The fewer things you do the better you can be at [.].
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
JULY 28, 2011
Courageous leaders do more than listen to constructive dissent, they encourage it. Hot conflict not comfortable collaboration produces brilliance. Encouraging constructive dissent: Don’t answer first. Tell people you expect hard truths and practical answer. Don’t settle for yes. Share all the information. You discourage feedback when you toss out information you withheld that invalidates what [.].
Leadership Freak
OCTOBER 14, 2011
Image source Martin Luther King inspired people not because he had a dream but because he touched the silent dream of others. He said what mattered to others. Leaders that busily talk about themselves and their terrific dreams are bores. Inspiring others, like everything else in leadership, is about them not you. The channel to [.].
Leadership Freak
AUGUST 29, 2011
Image source Three years after the fact, a true friend of mine told me why he hadn’t expressed his concerns. “I didn’t believe you would listen. You’d already made up your mind.” He was right. I’d become convinced of a problem and found the solution. Passionately sharing solutions too soon is a problem – it [.].
Leadership Freak
DECEMBER 21, 2011
I wanted to make a difference when I was a teenager but lacked courage. Encourage means to fill with courage. You have the power to give courage to others. You also have the power to drain people’s courage, to discourage. The hardest thing about my nearly fatal accident isn’t the pain and recovery. It’s the [.].
Speaker: Miriam Connaughton and Donald Knight
As organizations scale, keeping employees connected, engaged, and productive can seem like a monumental task. But what if AI could help you do all of this and more? AI has the power to help, but the key is implementing it in a way that enhances, rather than replaces, human connection. Join us for an exploration into how industry trailblazers are using AI to transform employee experience at scale while addressing both the potential and the pitfalls.
Leadership Freak
JULY 26, 2011
Yesterday I asked the Leadership Freak Coffee Shop on Facebook: “What’s the dumbest thing you’ve seen a leader do?” This morning while going for coffee with a local business owner, I ran into a friend and asked them the same question. In a short time they easily listed three dumb things. It got me thinking [.].
Kevin Eikenberry
NOVEMBER 21, 2011
It had been a long day of work and travel, and it was going to get longer. Due to weather issues around the country, flights across the eastern half of the U.S. were delayed and canceled. It was snowing heavily in Denver, where I had just landed to find my connecting flight canceled. I quickly [.].
Kevin Eikenberry
AUGUST 22, 2011
To lead someone or something means, literally, to be in front, so that others can see and follow in that direction. Stated another way, if you think you are leading, but no one is following, you are just taking a walk. In yet other words, leaders are leaders because of what they do, not because [.].
Kevin Eikenberry
OCTOBER 7, 2011
In Tim Sander’s blog he closed his post yesterday with a quote from Stanley Marcus Jr, long time chairman of the retailer Neiman-Marcus. “You will never get dumber by making someone else smarter.” - Stanley Marcus, Jr. Questions to Ponder Do I agree with Marcus? What learning can I share with others? How [.].
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
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
JANUARY 7, 2011
Consulting Speaking Training Products KevinEikenberry.com About Blog Home Blogs I Like Leadership Learning Subscribe How to Get Lazy People to Work by Kevin Eikenberry on November 29, 2010 in Devloping Others , Leadership , Learning In our Bud to Boss Workshops we get asked different versions of this question frequently. Sometimes it is asked in a more politically correct way.
Leadership Freak
AUGUST 9, 2011
Image source While thumbing through, Full Engagement, by Brian Tracy, this heading in chapter one caught my attention, “Four Ways to Change.” Tracy says, “There are only four ways that you can change anything about yourself, your life, your work, or your relationships with others.” The condensed version of Tracy’s list: Do more of something. [.].
Kevin Eikenberry
NOVEMBER 7, 2011
It was a typical business trip. I’d spent the day training a group of people from inside an organization. After the training, I was invited to join the group for dinner. After a lovely dinner, a couple of the participants had some additional questions about the training and how to apply what they were learning. [.].
Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions
Join this brand new webinar with Tim Buteyn to learn how you can master the art of remote onboarding! By the end of this session, you'll understand how to: Craft a Tailored Onboarding Checklist 📝 Develop a comprehensive, customized checklist that ensures every new hire has a smooth transition into your company, no matter where they are in the world.
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 [.].
Leadership Freak
NOVEMBER 4, 2011
The truth is we tell ourselves lies. Lies seem to make life better, they make us feel more useful and in control. I can always tell when I touch the lies people believe about themselves. They deny the obvious and defend the ridiculous. It reminds me of the time one of our children denied stomping up [.].
Leadership Freak
SEPTEMBER 2, 2011
Every great start begins with a painful stop. The first step toward the right destination is to stop going in the wrong direction. Casting vision isn’t doing. Dreaming of how you want to change things won’t change them. You’re problem isn’t lack of dreaming – it’s lack of stopping. The first step after dreaming [.].
Kevin Eikenberry
JULY 18, 2011
Since leaders lead others, usually in groups or teams, any conversation about effective leadership can’t go too far before beginning to discuss how leaders help their teams. People have spent their lives studying the dynamics of team interactions, how teams form and develop, and the skills needed for team members to be successful. When thought [.].
Implementing new tools or business processes in your organization? Lemon Learning put together a practical 3 part guide to prevent the pitfalls of change management. Drive a successful change management project from diagnosis through to measurement.
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