Monday, July 31, 2006

Interested in Leadership, or Committed to Becoming a Leader?

Author: Jim Clemmer

"Nothing is impossible; there are ways that lead to everything, and if we had sufficient will we should always have sufficient means. It is often merely for an excuse that we say things are impossible." -- Francois de La Rochefoucauld, 17th century French philanthropist and social reformer

Many managers in leadership roles have stunted personal growth. Their "years of leadership experience and learning" is formal education (usually technical and/or management) followed by a year or two of experience multiplied twenty or thirty times. Here's an all too typical dinner conversation I had with a senior manager in the middle of a two-day improvement workshop I was running with a senior management team. The company was in crisis. It was struggling just to stay even in its industry.

"What do you do to personally improve the leadership skills we discussed today?"

"I am afraid I don't get much time to do anything."

"How many leadership or organization effectiveness books do you read a year?"

"One or two if I am lucky."

"What about seminars, workshops, or executive learning forums?"

"Well, I did get to one... No, that was two years ago."

"Do you listen to audio tapes in your car?"

"No, I am either winding down, gearing up, or talking on the phone."

"How often does your management team meet to review progress, reflect on its performance, and plan for improvements?"

"This is the first meeting we've had in a few years."

The 20th century American critic and novelist, John Gardner, once said, "all excellence involves discipline and tenacity of purpose." Both are critical elements in leadership development and personal effectiveness. Our tenacity and clarity of purpose and vision can help to spin the daily, weekly, and monthly disciplined habit strands. These become the cables that will either raise our performance or drag us down. "Paying the price" of personal improvement often focuses too much on the pain and sacrifice. I've found instead that focusing on the gain of improvement, by keeping my preferred future and purpose firmly in front of me, has been my biggest improvement habit booster. It's impossible to put an exact number of hours on the time that effective leaders invest in their own personal improvement. But I would peg the minimum around ten percent. So if we work 50 hours per week, that's about 20 hours, or two to three days per month. The type of personal development varies widely. Reading is my single biggest personal development catalyst. I started getting up 45 minutes earlier to exercise and then read personal development or spiritual material, pray and meditate for over almost two decades now. It's proven to be one of the best habits I ever developed for starting my day with more energy and constant refocus on my life's highest priorities.

I read organization improvement and leadership development material in the evenings or weekends when I am at home or on airplanes (it's all too easy to dribble away this wonderfully rich, uninterrupted reading and thinking time) and hotel rooms when I travel. I find reading with a pen and my notebook computer nearby the most beneficial. I've also found that listening to audio cassettes in my car is a terrific way to catch up to speakers or authors I want to hear and conference presentations.

There are as a many learning styles and pathways to personal development as there are leaders using them. A partial list includes: books, magazines, newspapers, and newsletters; special education or business television programs; customer research; pilots, experiments and "clumsy tries"; personal coaching and mentoring; benchmarking internal and external "best practices"; seminars, workshops, and skill development sessions; performance review, assessment, celebration and refocus; operational planning and strategy development sessions; customer, supplier, and internal team/organization member feedback; system and process measurement systems; audio and video tapes; computer, on-line, or multi media programs; peer groups and networks outside our organizations; teaching and training others; industry conferences and trade shows; university or college courses; keeping a personal journal; self evaluation, reflection, and improvement planning; consultants; and study tours.

Many roads lead to learning. There is no best road. The key is to develop a multitude of interconnected personal learning approaches and the discipline to make our continuous personal improvement a lifelong habit.

About the author: Jim Clemmer is a bestselling author and internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. During the last 25 years he has delivered over two thousand customized keynote presentations, workshops, and retreats. His web site is

A Leadership Lesson: Two Guys With Guns

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 768

Summary: All leaders get to a point where they feel blocked in their jobs and careers. They feel they can't go on, or even if they can go on, are progressing much too slowly. The author gives a surprisingly effective pointer he learned from a crime novelist on how to become unblocked.

A Leadership Lesson: Two Guys With Guns by Brent Filson

Raymond Chandler author of the famous Philip Marlowe detective stories advised writers suffering from writers' block: ""Whenever you get stuck, have two guys walk through the door with guns.""

Leadership has its own ""leader's block."" All leaders now and then get a good dose of it. You're sailing along in your job getting the results you want when, for whatever reason or for no reason you can discern, you come to a screeching halt and can't go any farther. You get stuck on getting the same results. You get stuck on motivating people. You're stuck on motivating yourself.

Being stuck, take advice from Raymond Chandler: Have two guys walk through the door with guns!

Chandler was talking about shaking things up in the writer's head and on the written page.

Here's the way you can have the leadership equivalent of Chandler's advice: shake things up in your job and career simply by giving Leadership Talks.

My experience working with thousands of leaders world wide for the past two decades teaches me that most leaders are screwing up their careers.

On a daily basis, these leaders are getting the wrong results or the right results in the wrong ways.

Interestingly, they themselves are choosing to fail. They're actively sabotaging their own careers.

Leaders commit this sabotage for a simple reason: They make the fatal mistake of choosing to communicate with presentations and speeches -- not Leadership Talks.

In terms of boosting one's career, the difference between the two methods of leadership communication is the difference between lightning and the lightning bug.

Look at it this way: There's a hierarchy of verbal persuasion. The lowest parts (least effective) are presentations and speeches. Primarily, they communicate information.

But the highest part of the hierarchy of verbal persuasion, the most effective way to communicate as a leader, is through the Leadership Talk.

The Leadership Talk not only communicates information. It does something much more important than what speeches/presentations do.

Now here's the key: The Leadership Talk has you, the leader, establish a deep, human, emotional connection with people – so important in motivating them to achieve results.

Why is this connection important in shaking things up? Simply, it's better to motivate people to get a job done than to order them.

Once you understand the Leadership Talk, you'll find it's indispensable to your leadership. You'll never go back to giving presentations/speeches again; for no other single tool can make that motivation happen as effectively and quickly and have long lasting impact than the Leadership Talk.

The Leadership Talk is the greatest results-generator of all. That's because it works in relationships. That's what great leadership is about. Relationships. Relationships. Relationships.

Having people be so motivated by your leadership that they become your cause leader(s) in achieving more results faster, continually.

Leadership Talks can be formal ways of communicating but mostly they are informal. Unlike a speech, they are usually interactive. They can be delivered anywhere: at a conference table, over lunch, at a water cooler, across a desk.

(One of the best Leadership Talks I have witnessed was given by a plant supervisor to one of his team members at a company picnic while they sat on the back of a truck, sipping beers.)

And in many cases, an effective Leadership Talk can be given when roles are reversed, when the audience speaks to the speaker.

Here are a few:

When Churchill said, ""We will fight on the beaches ... "" That was a leadership talk.

When Kennedy said, ""Ask not what your country can do for you ... "" that was a leadership talk.

When Reagan said, ""Mr. Gorbachev, tear down this wall!"" That was a leadership talk.

You can come up with a lot of examples too. Go back to those moments when the words of a leader inspired people to take ardent action, and you've probably put your finger on an authentic leadership talk.

Mind you, I'm not just talking about great leaders of history. I'm also talking about the leaders in your organizations. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.

Throughout your career, you'll now and then get stuck in your job. When you do, remember Raymond Chandler. Then remember the Leadership Talk: the Leadership Talk is the organizational equivalent of having two guys walk through the door with guns. But don't just use Leadership Talks only when you're stuck. Use it many times daily throughout your career, and you'll find that leader's block is a thing of the past.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Leadership Is Action... Not Position

Author: Willie Jones

People respond to good leadership! Period! It is in all aspects of our lives, not just business. A mother is a leader in her home; a son may be leader of a team sport or a daughter the leader of the debate team. A group relies on the person in charge to actually lead them to success. A true leader is highly ethical, honest and respected.

In our society we have leaders and followers. Are we born to one or the other? No! Can you hone your leadership skills? Absolutely!

The leaders that I admire seem to have all of these in place:

a) They think BIG! They don't put a ceiling in place. Instead, no limit is set as to how big or how much better something can be.

b) The goals are firmly set in place and the eye does not come off of it.

c) They make known to all involved the final product that they are all going for, example, if you sell widgets, it takes x number of widgets to be affluent, or you want to win that football game and ultimately the title. Know what you're going for.

d) They can get compliance to orders.

e) When goals are met they set new goals or raise the bar.

People will follow your lead willingly if you are honest, ethical, if you are consistent and treat them with respect. Rewarding someone when a job is well done is always appreciated. A good leader will also off load someone who consistently hinders the group who is just not a team player.

You can improve your own self- respect and become an inspiration to others. How great is that!

About the author: Willie Jones is a freelance writer, researcher, floral designer, and artist. ""Make sure you enroll in the free motivational poster drawing at All winners receive a free framed print.""

Your Ultimate Leadership Feedback Loop: Their Leadership

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 517

Summary: Leaders need feedback to thrive. If they don't constantly evaluate how they are doing as leaders, they face repeated failure. Here is one important feedback mechanism that most leaders ignore.

Your Ultimate Leadership Feedback Loop: Their Leadership by Brent Filson

Life on our planet flourishes through feedback. If life forms don't develop feedback loops and get good information about how well they are interacting with their world, the world eventually kills them.

This holds true with leaders. Leaders must get feedback as to how they're doing -- otherwise they won't be leaders for long.

One kind of feedback is results. After all, leaders do nothing more important than get results. You should understand the kinds of results you're getting, if they are the right results, and if you are getting them in the right ways.

There is another kind of measurement that is as important, and sometimes more important, than results. It's a measurement most leaders overlook. That measurement has to do not with you but with the people you're leading.

To explain what that measurement is, I'll first describe a fundamental concept of how one goes about leading people to achieve results.

There's a crucial difference between doing a task and taking leadership of that task that makes a world of difference in the task's accomplishment.

For instance, if one is a floor sweeper, doesn't one best accomplish one's task not simply by doing floor sweeping but by taking leadership of floor sweeping?

Such leadership might entail: -- taking the initiative to order and manage supplies, -- evaluating the job results and raising those results to ever higher levels, -- having floor sweeping be an integral part of the general cleaning policy, -- hiring, training, developing other floor sweepers, -- instilling a ""floor sweeping esprit""that can be manifested in training, special uniforms and insignias , behavior, etc. -- setting floor sweeping strategy and goals.

Otherwise, in a ""doing"" mode, one simply pushes a broom.

You may say, ""Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!""

Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed.

Whenever you need to lead people to accomplish a task, challenge them not to do that task but to take leadership of that task.

This gets back to the key measurement of your leadership. Your leadership should best be measured not by your leadership but by the leadership of the people you lead.

Now, in becoming leaders, they can't simply do what they want. They must come to an agreement with you as to what leadership actions they will take. You can veto any of their proposed actions. However, use the veto sparingly. Cultivate your confidence and their confidence in their leadership.

When you evaluate the effectiveness of your leadership by the feedback loop connected to their leadership, you are assessing your world as it should be, and great results will follow.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Leadership Lessons For Sales Managers

Author: Bill Willard

Leadership, like class, is hard to define, but easy to spot.

Someone once defined management as “the effective coordination of the efforts of the individuals in a group to accomplish that stated objectives of the organization.” Managers get results by establishing goals and working with and through people to achieve those goals.

As a manager, your success depends on your ability to:

• Find and attract career-oriented men and women who have the knowledge, skills and attitudes to do the job, who are motivated to work, and who will cooperate with you and each other, and;

• Develop and manage these people to meet specific performance standards.

Management is a process because it involves a series of skills. But management is as much attitude as it is skills. Managers should be helpful supporters, working to build trust and confidence, and seeking to improve performance by recognizing that individuals have different needs, motivations and aspirations.

That means, the more of a leader you are, the better manager you will be.

Happily, most leaders are made, not born. They are cultivated, shaped and strengthened by education, training and real-world experience. Understanding leadership AND management is a good way of becoming more proficient at both.

What is leadership? What does it take to be a leader? Here's a short course: • Leadership means having a mission and inspiring others to be committed to it. The mission is everything; leaders approach it with enthusiasm.

• Leaders are agents of change; they make decisions based on a vision of the future, not just on established directions.

• Leaders take risks to make things happen that would not otherwise happen.

• Leaders need a combination of competence, integrity, credibility and authority. They're seen as being involved in a lot of things and able to answer a lot of questions.

Leadership is a collaborative, not individual, process. It's the ability to get people to do what you want them to because they want to do it!

• Leaders help people do their best.

• Leaders depend on themselves and act on their own authority, but they recognize the importance of others.

• Leaders ask questions and know how to listen.

• Leaders let others talk; they don't talk about themselves.

Leadership begins when people disagree.

• Leaders recognize that performance and progress are forged on the anvil of constructive conflict.

• Leaders are willing to be unloved! In the words of Admiral John S. McCain (the late father of the Senator): “People may not love you for being strong when you have to be, but they will respect you for it and learn to behave themselves when you do.” Try it; it works!

Qualities of an Effective Leader

• Leaders are purposeful; they have a clear view of their objectives and avoid digressions into irrelevancy.

• Leaders know their stuff; they have a thorough grasp of their subjects, when possible, backed up with hands-on experience.

• Leaders are prepared. No matter how well you know what you’re talking about, choose appropriate ways of getting your message across. Avoid shortcuts.

• Leaders are enthusiastic, but season their enthusiasm with intelligence and appropriate humor.

• Leaders understand the use of drama. Dull is boring, so cultivate a sense of staging, especially when addressing a group.

• Leaders are confident and easy-going. Regardless of their management style, they speak clearly, projecting their voices and looking people in the eye. Distinct speech is a sign of distinct ideas; self-assurance catches on.

• Leaders maintain a positive attitude. They never speak ill of their organizations or of individuals under their management. The glass is always half full, never half empty.

• Leaders demonstrate the contagion of example. It’s not enough to talk the talk; leaders must walk the walk.

• Leaders support their subordinates, giving them the widest possible authority and discretion, while keeping responsibility centralized with themselves.

• Leaders live the U.S. Army’s motto: Adapt, Improvise and Overcome.

Leadership Makes Businesses Work

If management ability keeps systems operating efficiently, leadership identifies management needs and seeks systems to address them. If management skills are required to administer existing programs and systems, it takes leadership to create a vision of success, and get people excited about attaining it.

In short, leadership—provided by agency heads, sales managers and other members of the management team—makes businesses work. It enables them develop to the limits of their potential, then helps them break those limits.

Want More? Send comments and questions to

Sources: Management Online – A “Do-While-Learning”™ Program, The Diversified Group The Marine Officer’s Guide, Naval Institute Press

About the author: Bill Willard has been writing high-impact marketing and sales training primarily for the financial services industry for 30 years. Through interactive, Web-based ""Do-While-Learning™"" programs, enewsletters and straight-talking articles. And fun!

MLM Network Marketing Training- MLM Leadership- The Two Golden Words..

Author: Doug Firebaugh

"" MLM Leadership-The Two Golden Words.."" By Doug Firebaugh

Many a Leader in Network Marketing get into the business, and really go after it....they see where they want to go, and truly start on an excited journey to success....but little by little, it starts to fade...

Ever seen that in you or your folks?

The gleam in their eyes has started to fade, and the pounding in their heart is not as strong, and the Fire in their words is now burning low...

Where did it go? What happened?

And as a Leader,you think"" What caused it?"", and why can't you see this ""Creeping Cancer"" start?

You can...

And you can actually help prevent it...with what we at PassionFire call ""The Two Golden Words...""

Too many times in MLM Leaders are blindsided by something that most Leaders are not even aware of, or at least not focused on it....and if they were, the ""Creeping Cancer"" could be at least diagnosed, and dealt with on an emergency basis...

As a Leader, or an Aspiring Leader in Network Marketing, you will build an organization, and many times will shake your head at people quitting, walking away, for no apparent reason....and most of the time, it is caused by one thing....and it truly is a 'Creeping Cancer"" in your business and the Industry as a well as Life itself...

What is that Cancer?


And what are the Two Golden Words in MLM Success?

NO COMPROMISE., as a Leader, must promote and enroll your folks in a No Compromise Vision...(CLUE!!!) How does this happen? starts with a Lack of awareness that this can and will happen, and if it is not focused on and handled, will grow as a part of how most mediocre people live their lives...Little by little, inch by inch..a little compromise here...a little compromise there...Lowering their standards and expectations for success.... ..that is how this business becomes a low priority with folks after a while...

It's called ""The Rust Factor""...Just as a new piece of steel if left to the elements will does your Vision and dreams if left to the ""Elements of Compromise...

"" The ""Rain of Doubt..."" The ""Wind of Frustration... "" The ""Hail of Negatives"" The ""Storm of Adversity...."" The ""Heat of Anger....""

RUST.....Regressing Under Someone-else's Thinking.... Do you do that???????

Lower and regress you dreams under someone else's Little thinking and ""advice""? DON""T!!!!!!!!!

How does this happen with the new distributor?

1. The new MLM distributor sets high goals, and starts their business, but after a little while with little results, they lower their dreams, and compromise their success...and life...and future..and expectations..

2. The new MLM distributor starts their business, and as they start contacting their warm market, the people they hold in high regard are negative to them, and want to ""Bring them down to earth""...and to ""reality""...and due to their Influence, the new distributor compromises His/Her success by lowering or abandoning their dreams, to please their ""Fit in"" and not rock the ""Boat of Acceptance....""

3. After a while, the new distributor gets to know some ""Veteran Distributors.."" and these folks ""Tell it the way it is...""..and whine and complain to the new distributor, and the newbie starts to lower their dreams and goals to ""Fall in line"" with what is ""real"" in MLM...compromising their life again...

What if Abraham Lincoln had compromised His Standards?What if Thomas Jefferson had Compromised His Standards? What if Mother Teresa had compromised Her standards?

Greatness in ANY Leadership endeavor starts with a NO COMPROMISE Mindset and ""Heartset"" as well..... And the sad part about it, a lot of MLM Leaders are the one's who compromise their New Distributor's dreams and standards because they have not been dilligent in their own pursuit of success...(Are you guilty?)What can you do?

Start a ""NO COMPROMISE Campaign"" with your group....

1. Announce it to your group....and tell them NO ONE is going to steal their future as long as you are their Leader...NO ONE!

2) Tell them that Compromise is NOT AN OPTION in your group...amd you will STAY THE COURSE-REACH THE DREAM...which is the true Secret of Leadership in this Business...and the 3 most important words to drive your campaign: NO MATTER WHAT!

3. And ""NO COMPROMISE"" Flyers, button, stickers, whatever you want to promote the message....and everytime you chat with your Leaders...remind them... Only People who DON""T ACHIEVE THEIR DREAMS... compromise...We WILL achieve our dreams.... NO MATTER WHAT!

And one final thought... The Last word in Compromise is Promise....

Are you focused on that part of the word?If you have compromised, you have broken a Sacred Leadership Promise, and Trust, to Navigate your folks to Success...

What does a promise mean to you?What does your Vision and your Folk's Vision mean to them?

DON""T let life, or negative people compromise your future, dreams, and Success...

Don't Compromise..... but CAN-Promise.... and Lead your people to a future that CAN and WILL be achieved...but only with a NO COMPROMISE Leadership..... NO MATTER WHAT!

Compromise... The ""Creeping Cancer"" of MLM Leadership...

Cut the Tumor out at the Heart of the Cancer....

with Radical and Massive Radiation Treatment called... Passionate Leadership in MLM and Network Marketing.!

blessings...doug PassionFire Intl MLM Leadership (c) 2005/ all rights reserved

Subscribe to the MLM Network Marketing Training Letter- PF HEAT

About the author: Doug Firebaugh, living in Birmingham, Michigan, is one of the top Trainers, Speakers, and Authors in the MLM and Network marketing industry. Having built a huge group, he draws on his 20 years experience and giftings to create unique and fresh trainings for the industry. He can be reached at


Author: Gary Glasscock

Copyright 2005 Gary Glasscock

Webster's defines leadership as : “1. the office of position of a leader, 2. capacity to lead, 3. the act of instance of leading, 4. LEADERS.” Dale Carnegie, founder of the Dale Carnegie Institute and teacher of leadership skills, defines leadership as a mixture of traits and skills that can be learned and honed. John C. Maxwell, founder of INJOY and professional speaker on leadership, agrees with Carnegie, but further states that there are five levels of leadership with the highest level being attained by only a few people.

So what really determines leadership? Does the position or office determine the leader or is it the capacity to lead? Just because a person holds a certain position in a company or in government does not necessarily mean they can be a leader. We can look at out previous President and see that the office does not make the leader. Because a certain individual has been promoted to a leadership position with a company, does that make the person a leader? They are expected to be able to lead, but what truly makes a person a leader? Is it a skill that can be learned, practiced, and enhanced by qualities that we are born with?

Leadership is a combination of traits, qualities, and skills that not only learned and practiced, but are not necessarily inherent qualities that a person is born with. To develop leadership we must become students of human relations. The we can become goon communicators and listeners, offer genuine appreciation and praise to others, and show others the respect they deserve. WE then must learn not to be overly critical, to harness enthusiasm, give people a good reputation to live up to, and keep a sense of fun and balance in out lives. These are all good qualities that one must strive to obtain to become a leader of people. Not only will they then reap the rewards of being a leader, but they will also begin to develop others into leaders, thus expanding their influence as well as building up the organization they are associated with. Not only is that a trait of a good leader but also that is a responsibility the leader must live up to if they wish to become a great leader. In his book, “Developing the Leader Within You,” John C. Maxwell lists the five levels of leadership as:

1.Position – the lowest level of leadership, based solely on title and position. 2.Permission – as relationships are developed with others, they give permission to the leader to be led beyond the limits of his/hers job description. 3.Production – as the group becomes more productive together, leadership is advanced. 4.People Development – developing people and assisting them to reach their potential. 5.Personhood – this requires a lifetime of developing others to their highest potential.

As we can see, the development of people into leaders is level four and wen a leader reaches this level, they indeed have become a great leader.

Why would anyone want to become a leader and exactly who can be seen as a leader? The obvious answers would be a boss, a pastor, a government official, a coach, and a corporate executive. There is another more important position that most people overlook when asked to list people that are leaders and that is teachers. Teachers should strive to reach level five more than anyone because due to their position they have the opportunity to influence the future of our country by influencing the minds of our children. Parents should also strive to become the best leaders they can so that they can positively influence their children and help to make our country, perhaps even our world, a better place as an end result. The latter definitely have been lacking in their duties as leaders for many years as can be seen by observing Generation Xers as they pass through our institutions of higher learning and ultimately into the work force of today. Most of these individuals have never been exposed to quality leadership in the home or at school; as a result, they not only lack the understanding of how important leadership qualities are, but fail to ever grasp the concept of leadership.

As parents and teachers we must develop the leaders without ourselves so that we can develop the leaders within our children and make a more positive impact on the lives of others and hopefully turn the situation we are now in around. WE have a responsibility, nay a duty, not only to our children, but also to our country and to the world we live in to do this. We must read the proper books written by quality leaders so that we can learn how to develop ourselves and “lead by example.” When we ourselves learn what makes good leaders and practice these learned traits, we will find that in the end not only have we become better people for it, but we have helped our children to become better people as well.

About the author: Gary Glasscock provides qualtiy copywriting services to marketers and companies on an as needed basis. If you are in need of copywriting services, visit his website at or contact Gary at

Sunday, July 30, 2006

Two Leadership Traps: How To Avoid Them. How To Get Out Of them (Part 1)

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 684

Summary: Most people fail in their careers because of leadership deficiencies. A key reason for their failure is they continually and unknowingly keep falling into two leadership traps. The author describes the traps and how to get out of them.

Two Leadership Traps: How To Avoid Them. How To Get Out Of them (Part 1) by Brent Filson

You've heard of the Peter Principle: ""People are promoted to their level of ultimate incompetence"". But what the Peter Principle doesn't tell you is the nature of the incompetence. For the most part, it's leadership incompetence.

A human resources director told me, ""Brent, we hire people for their skills and knowledge, but we fire them or fail to promote them or promote them for their leadership abilities -- or lack thereof.""

In other words, throughout their careers, people are promoted to take charge of bigger and bigger groups -- until they take over a group that's too big for their leadership abilities.

One main reason they come up short in abilities is they are constantly and unconsciously falling into two leadership traps.

I'll describe the traps, how to get out of them, and how not to get into them in the first place.

The traps can be particularly deadly because they are in many cases self-set -- and even self-triggered. What's worse: the vast majority of leaders who get into them don't have a clue they're caught. It's one thing to be in a trap and know you're in it: You try to get out. But it's a problem of another magnitude to be in a trap and not know you're in it. In that case, you'll stay there.

THE FIRST TRAP: ""I need ...""

A marketing leader in a major global company was stumbling. His team was failing to achieve the targeted results. He told me, ""The good news is they do what I tell them. The bad news is they do what I tell them -- ONLY what I tell them. Other than firing the worst of the bunch or transferring others out of the team, I can't figure out what to do. And if I don't do it soon, I'll be the one fired or transferred!""

I asked if I could sit in on a team meeting to scope out the situation. ""Be my guest,"" he said. ""But I don't see what good it'll do. The problem isn't in the meetings. Everybody agrees what needs to get done when they're in the meetings. The problem is the results after the meetings.""

The meeting had been going only for only a couple of minutes when I saw what was wrong. Afterwards, alone in his office, I told him: ""They're not the problem. YOU'RE the problem. You've fallen into two leadership traps.""

He looked at me incredulously. ""What traps?""

I explained that leaders often fall into traps that prevent them from getting the full measure of results they're capable of. And the deadliest traps are often the ones of their own making.

The first trap is the ""I need . . . "" trap.

Leaders fall into this trap when they say, ""I need you to hit the marketing targets, I need you to get more productive, I need you to (fill in the blank)"". I NEED ... I NEED ... I NEED ....

Why is this a trap? The answer: the Leader's Fallacy. The Leader's Fallacy is the mistaken belief by leaders that their own needs are automatically reciprocated by the needs of the people they lead. It's a fallacy because automatic reciprocity doesn't exist. But so many leaders go blithely along driven by the Fallacy and so fall into the ""I need . . . "" trap.

For instance, the marketing leader thought he was motivating people to get great results. However, during the meeting, he was constantly repeating, ""I need ... "". So, in reality, he was ordering people to get average results. Of course, leaders don't order people to get average results. But average results are usually the outcome of order leadership.

The order is the lowest form of motivation. The order leader's focus of my-way-or-the-highway can't get great results from people on a consistent basis simply because people usually can't be ordered to undertake extraordinary endeavors. They must choose to do so. When he said, ""The bad news is they ONLY do what I tell them."", he was unknowingly afflicting them. They were simply responding to an order then going into a kind of suspended animation (masked by busy work) until the next order came along.

In Part 2, I'll describe how to get out of this trap.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

MLM network Marketing Training- The Ten Commandments of MLM Leadership

Author: Doug Firebaugh

The 10 Commandments for MLM Leadership By Doug Firebaugh


Simply, there is nothing more powerful in this Industry than a True decision to Lead. It seems when that happens; you literally become magnetized to Success. How can you tell a True Decision? It is a Decision from the heart, not just the mind. You simply cannot imagine traveling down any other Path, because of the Success Power in Decision. Right in the middle of the word Decision is the word ""Is"". If you are looking for the Secret of Success to this business, there it ""Is'


Your Vision needs to be more than just on course or on track. It needs to be ONFIRE! It needs to be Crystal Clear, Powerful, and Hot! As my friend John Milton Fogg says, "" A leader when they meet people, should either Ignite them, or Melt them."" It needs to be a consuming Vision OnFire that people are compelled to enroll in and buy into, whether it is wealth, helping people, or changing the world. The real Power in your Vision , the real ""Heat"" is in the Fire in your Heart…where the MLM Vision is birthed and ignited, and ignites others hearts with Hope, Possibilities, and Change.


You must as a Leader have a plan, a step by step trail, and direct your people down the MLM Power Path. You must guide them along the way to solve challenges, and navigate them through storms that do happen in this business and life. How? With your Network Marketing support, coaching, caring, instructing, and believing. Remember, the North Star of your organization and compass for your people is your Leadership. Navigation requires knowing where you are, but also where you are headed, and how you are going to get there. The Last syllable in Navigate is Gate. You must provide the Gate to Success for others …It is up to them to open it and walk through.


There is nothing more powerful and compelling than a Leader who cares more about their distributor's paycheck, than their own. People are magnetized to it. And the influence that creates through the ethics that are needed to do it, is enormous. But as a leader, you must always display ethics and integrity to maintain respect with your people. And sincere caring Leaders know, people don 't follow what you say, or what you do, as much as who you are.


You must create an environment that your distributors can grow and thrive in. An environment of hope and possibilities, and that the hope will be crystallized into Success. You must also create an environment of expectancy. MLM Leaders know that people usually rise to the level of their expectations. Believe and expect big things from your people. As oxygen is to a population, your belief is to your organization. Let your distributors ""breathe the air of Success"", in MLM, which gives life to every distributor, and creates an Incredibly Empowering environment.


Leaders have an incredible chance to empower people, and change their life through this business. And the greatest way to empower is to believe in them. The 4 most powerful words in network marketing are ""I believe in You!"" And through the Power of Encouragement, like ""You can do it!"" and the proper knowledge of how to do it, you will become their biggest supporter, and cheerleader. Believe and encourage your people...through Heart Power and the Fire of Belief.


Leaders are a lighthouse in a sea of adversity and frustration in network marketing. And your distributors must always be looking forward. Being out in front also means doing what your teaching them and setting the example. You must understand, your distributors quietly watch you, and observe. You will never know it, but they are watching to see if you practice what you are preaching. If you are not, they will quietly duplicate what you are doing. Show them the way, and lead them through what we a PassionFire call ""The New Distributor Fog""…the fog of doubt, frustration, and discouragement. You do that by leading them through the fog with your light of Leadership.


MLM Leaders know: You make the Big Money from the back of the room. Do you understand that? Too many distributors get leadership and what we call ""celebrityitis"" mixed up. A lot of distributors become a celebrity when they get successful, and to the detriment of their group. Leaders who build permanent downlines put the recognition spotlight on their people then stand behind it, and stay there. Yes, Leaders do need to be visible to inspire, but the Power lies in recognizing and celebrating every little attempt or success to encourage and build the distributor's confidence in this business. Why? People will do more for recognition than money. That's MLM Leadership 101.


We at PassionFire believe in the L.I.A.C.P. Principle. Leadership Is A Construction Project.

First, you must build you, and construct the skills; attitudes, habits, and thinking you need to succeed in this business. Then you must construct your people, through all we have been talking about in this article. And then you construct your business. Most distributors constrict their business with a very limiting self-focus, and looking out for #1 attitude. The average distributor has a selfish focus. Leaders have a selfless focus. And that brings us to what we call ""The Leadership Paradox"". You must construct your business by building you first, downline second, and business third, but all at the same time. If you understand what I just said, you are on your way to building a retirement vehicle.


What is the Secret to building A Million-Dollar Distributorship? You build Million Dollar Relationships. Remember that it is easier to walk away from a business than a friend. Get to know your folks, especially your Leaders as people, not just a paycheck. Get to know their dreams, what is important to them, and especially what they value. Spend personal time with your leaders, and develop that bond. Visit their house, their workplace, ""Their world"", and make it a part of yours. And always, always, always put their interests ahead of yours. That will create amazing loyalty, which will create amazing motivation, which will create amazing paychecks. Get on a ship and sail on the sea of relating, and when people discover you are truly interested in them; that is when your paycheck becomes truly interesting.

These are the ""Ten Commandments of Network Marketing MLM Leadership 2005.""

I encourage you in this new Millennium to start engaging your business through the eyes of a Leader, not just a distributor. The impact on your business will be enormous. And once you discover how the journey of leadership will transform you in all aspects of your life, the year 2000 will be for you without limits, barriers, or failure, and you will be on a one-way track to all the success you ever dreamed of.

And that is what Network Marketing is supposed to be about…Unbridled, and unstoppable Success.

And the Secret? Leadership!

blessings...doug PassionFire Intl MLM Leadership (c) 2005/all rights reserved

Subscribe to the MLM Network Marketing Training Letter- PF HEAT

About the author: Doug Firebaugh, living in Birmingham, Michigan, is one of the top Trainers, Speakers, and Authors in the MLM and Network marketing industry. Having built a huge group, he draws on his 20 years experience and giftings to create unique and fresh trainings for the industry. He can be reached at

Benefits of Leadership Skill Training

Author: CMOE Development Team


CMOE’s Leadership Skill Training addresses a wide range of leadership development topics, based on the needs of the audience and scope of delivery. Leadership Skill Training for new leaders might be targeted to help them make the transition from individual contributor to effective leader. For more experienced or advanced audiences, Leadership Skills can address the situational decisions leaders face to either involve their team members in decisions, or to rely more on their own experience, expertise, and responsibility.

The Leadership Skill Training focuses also on strategic thinking skills for leaders at every level of the organization, delegation and communications skills, leadership styles, fundamentals of teamwork, and developing employees.

This “flexible leadership” approach also provides participants with the skills and models necessary to analyze individual situations, identify the relevant characteristics, and make the appropriate decision on the “involvement—sole decision” scale. Rather than always approaching problems or decisions in the same way, flexible leaders recognize that each situation requires an evaluation of several criteria to determine the level of involvement to apply to it. EXPECTED OUTCOMES - PARTICIPANTS INVOLVED IN LEADERSHIP SKILL TRAINING WILL: Understand the role of the effective leader in your organization Assess their own natural leadership style, and identify areas for development and improvement. Learn how to make decisions to involve team members to a lesser or greater degree, depending on the circumstances of each situation. Learn to communicate, delegate, and follow through effectively, to help the team deliver business results and develop group capacities and strengths. EFFECTIVE LEADERSHIP SKILL TRAINING SHOULD INCLUDE HANDOUTS & MATERIALS: Comprehensive Participant Manual Full-color, easy-to-use models and tools for application Exercises, sustainability ideas, and practices, to ensure deep penetration of concepts, and implementation of new skills over time.

About the author:

To learn more about CMOE’s Leadersh ip Skill Training and the success it is having around the world, visit their website . You can also speak with their Regional Managers at (801) 569-3444.

Saturday, July 29, 2006

Leadership Coaching at Gettysburg

Author: CMOE Development Team

The battle at Gettysburg is one of the most notable events in U.S. History. It is a battle where more lives were taken than in any other battle in North America. In this small farming community in 1863, George Meade’s Union Army comprising of 90,000 troops met Robert Lee’s Confederate Army of 75,000. We can read volumes of literature and accounts of heroes, leaders, front-line soldiers and others directly and indirectly impacted by the event. Certainly there are incredible leadership coaching and other lessons from the lives of these men and women and the strategic events which became the critical turning point in the Civil War.

On the morning of the first day of the three day battle, Colonel Joshua L. Chamberlain was faced with a coaching and influence opportunity. As the sun was coming over the horizon, Joshua L. Chamberlain stood before a group of tired soldiers from the Second Maine Brigade. At that point, these men had been participating in heavy battle for weeks and were seeking mutiny. However, due to the number of casualties prior to Gettysburg, their service at this time was desperately needed. Chamberlain explained that he had been instructed to “order” these men to join the brigade or they would be shot. Yet, he calmly informed the troops that he did not plan to follow this instruction. He recognized their suffering, and then explained the necessity of their military service and the role they could play. Chamberlain eloquently proceeded to instill a renewed purpose in these men, helping them to remember why they were involved and had originally enlisted. He referred to their fellow soldiers who made the ultimate sacrifice. He sought their commitment to move forward with conviction. “If we lose you, we lose the war, if you join us, I will be grateful.” To conclude, he proposed a powerful idea: “Join us,” and if so, the situation (the mutiny) would not be revisited. If they chose not to join, he would seek fair treatment in their behalf. “We are moving out” he concluded, and gave them an opportunity to ponder and determine where their commitment would lie.

Shortly thereafter, as the brigade proceeded to Gettysburg Chamberlain wondered if the men would follow his leadership. As it turned out, one hundred and fourteen soldiers (who had originally planned to mutiny) followed this instrumental leader into battle. All but six men were awakened and made the commitment. The rest went on to make history in the crucial defense of “Little Round Top” at Gettysburg.

Effective leadership coaching and influence is not a fad. It is a proven technique that has stood the test of time. Although terminology and external environments may change, the concept is the same, people are a valuable resource and they can be influenced. Looking back at Chamberlain’s experience, six men did not make the commitment, and in some situations leadership coaching may not always work perfectly. However, as we face modern crucial battles and attempt to build strong organizations, making the effort to coach is always worth the investment. There are many other instances in history where great leaders utilized some kind of coaching or influence. As leaders today, we face similar challenges that require commitment and sacrifice that only comes from a solid partnership with people. It is as true today as it was back then that “A leader can only achieve excellence through relationships with others.”

About the author:

If you would like to learn more about leadership coaching and what thousands of managers have learned around the world over the past 25 years, please contact one of our Regional Managers. They can be reached at (801)569-3444 or visit our website.

Two Leadership Traps: How To Avoid Them. How To Get Out Of them (Part 2)

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 619

Summary: Most people fail in their careers because of leadership deficiencies. A key reason for their failure is they continually and unknowingly keep falling into two leadership traps. The author describes the traps and how to get out of them.

Two Leadership Traps: How To Avoid Them. How To Get Out Of them (Part 2) by Brent Filson

Here's how to get out of, or avoid, the ""I need ... "" trap. It simply involves changing what you think and what you say in very simple ways.

In my working with leaders worldwide for more than two decades, I've noticed a character trait that the most successful share: They focus consistently on understanding and supporting the people whom they lead.

For instance, you could say, ""You need ..."" which is a good way out. Or, you could say, ""The team needs ... "" which is a better way out.

Or, you could say, ""Do you need? ..."" Which is the best way out, especially with a question mark attached. A corollary to this question is, ""What do you need from me to help you get the team to succeed?""

Asking a question rather than using a declarative is often more effective because it gets people reflecting upon their situation. After all, we can't motivate anyone to do anything. They have to motivate themselves. And they best motivate themselves when they reflect on their character and their situation.

A question can trigger such reflection and ultimately lead to their making the choice to be motivated to be your cause leader. You may not like the answer; but often their answer, no matter what it is, can better lead to more results being achieved than your declaration can.

Furthermore, asking questions like, ""What do you need for the team to succeed? ..."" works much better than saying ""I need ... "" because you are forging a ""critical confluence"" – the confluence of your or your organization's needs with their needs.

You may think I'm putting too fine a point on these changes; and to a degree, you'd be right. Making simply one change may not be important; but when you multiple the changes many times during the day, day in and day out, month in and month out, their aggregate can add up to tremendous change indeed. In fact, it can add up to job and career transformation.

So, the next time you are tempted to say, ""I need ... "", don't. Instead, say, ""Do you need? ..."" or ""What do you need? ... "" Over time, you'll forge great changes in how people relate to you and your leadership, changes that will lead to substantial increases in results.

However, watch out: In getting out of the ""I need ..."" trap, you may find yourself in another trap. Asking ""What do you need? ..."" might play right into their hands of people who don't' trust you or want to sabotage your leadership or use you to further their own ends. Such people want to lead you down their private rabbit hole. They want to get you exploring things that have nothing to do with your getting the results you need and everything to do with satisfying the needs of their ego or whatever agenda they have. ""Don't you think you need? ... "" could be their ticket to ride. Before you ask the question, be aware of the ride and how to get off.

THE SECOND TRAP. The ""You do ... "" trap. Most leaders miss a great opportunity that presents itself to them daily. Since leadership is all about having people take action that gets results, it's important to understand the kind of action people should take to get the best results. You can ensure it is the best kind of action by challenging people not simply to do a job but to take leadership of that job. After all, there's a big difference between people doing and leading; and when you are constantly saying, ""You do ... "" you are missing out on getting a lot more results.

Now that you know how to avoid two leadership traps, you'll find that your career will be boosted in many marvelous ways.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Friday, July 28, 2006

Classic Leadership Styles

Author: Martin Haworth

Much has been said over the years about leadership styles. Yet research into the best and most practical overview leads to the easiest conclusion (there will always be variables on these, as well as mixes of them), are that there are four distinct leadership styles. With one to avoid as well!

1. The Autocrat

This leadership style is one that is typically less prevalent now than it was in the 70's and 80's. This leader thrives on leading from the front making all the decisions and typically dragging the rest of his people along with him.

He is energised by his own ego and is driven internally to make decisions and those which are right and those which are his. There is little potential to influence here and he is single-tracked in his determination for doing things his way.

Often full of self-importance, he has little confidence in his subordinates and distrusts them. He makes most of the decisions and passes them down the line. He makes threats where necessary to ensure that his orders are obeyed.

The autocratic leadership style is sometimes described as strong leadership, desired by their followers. This is where individuals seek 'leadership', but often mistake this for being told what to do, which is much more comforting in certain situations and organisations. Sadly, in many organisations, individuals have no other experience than this way of being led.

Whilst it is less favourable a style nowadays, than in the past, it rather seems to have become unstylish to overtly behave this way. To be seen to be an autocrat is not the thing. This may well have driven the Autocrat into hiding. Often ego-driven autocrats will be found lurking just below the surface of the other three key styles, paying homage to current trends, but still calling the shots!

2. Involving Autocrat

In this leadership style, true autocrats have realised that they can't do it all, so they seek and get help. The ideas may still be theirs, but they try to sell the ideas to others in as convincing a way as possible.

By spending time being approachable, actually talking and, even better, listening to their people, they develop a much more inclusive way than the pure Autocrat. Often very charismatic, they build effective teams, who are pulled along in the wake of their personal character.

And they still get their own way! Lurking Autocrats often hide here! Yet it works, because people get far more engaged. This leadership style needs a lot less energy to drag people along, than have them alongside you, up to a point.

They often see themselves as a sort of benevolent father figure who makes all the important decisions and then persuades his people to go along with them. He may even let minor decisions be made by some subordinates using his own rules. Incentives as well as reprimands may be used to keep people onside and delivering.

3. The Partial Democrat

In this leadership style, their people get a look in, with involvement in major decisions, even strategic planning, being the benchmark.

Partially Democratic leaders really do believe that their people can contribute and they take their issues to them for some input. Believing that there is value in taking in some contributions as useful, is a major breakthrough of leaders to behave this way.

Although they seriously retain their overall leadership position, they are seen to be involving, although not so far as to let others get on with it fully freed.

The partial democrat has believes in the capabilities of most of his people and involves his employees widely. Before making decisions he will seek their views, but he will still have the final say.

4. The Total Democrat

Fully bought into the value that the involvement of others, brings the very best solutions, the Total Democrat enables solutions to come bottom up (as distinct from The Autocrat, who is very 'top down'). Indeed this style of leader is quite hands-off, letting the wisdom of his people deliver solutions.

Great at delegating, this style of leader can also significantly develop individuals, if they are given ongoing support and focus for the challenging work asked of them. Often this style of leader has the vision to realise what people need and ensure they get it, generating successful and sustainable organisations.

The Total Democrat has complete confidence and trust in his employees. When issues arise and decisions must be made, relevant and varied participants are involved to discuss the situation and a majority view is taken as the final decision.

And finally...recognise this?

The Abrogator

This leadership style is way the wrong extreme. Here, there is no guidance regarding quality, standards, direction or strategy from above, and everyone beneath the leader is frustrated, even though they are allowed to do their own thing. Decisions are just left to happen and responsibility is abrogated.

Total Democrat to the extreme, but without any leadership qualities, all his people feel unable to cope and in the end, underperformance precedes implosion of team and individuals are left floundering.

This is a disastrous style, which is more common than you might think. Often, when this happens, a 'sub-leader' takes over and delivers enough to keep things afloat.

About the author: ©2006 Martin Haworth is a Business and Management Coach. He has hundreds of hints and tips at his website, Coaching Businesses to Success .

My Company's Leadership Sucks!

Author: John McKee

Maybe it's the season or just a more buoyant job market; but lately I'm sure involved in a lot more discussions about leadership. I'm receiving more requests for help defining the key characteristics which make a great leader; and I'm hearing a lot of negative stuff from clients about their bosses. Most leaders die with their mouths open: I recently read an article in Fast Company magazine which reflected on the issue of leadership. In it, they quote Ronald Heifetz, the founder of Harvard's Center for Public Leadership, who made the above comment back in 1999. He followed it up by saying that, ""leaders must know how to listen - and the art of listening is more subtle than most people think it is. But first and just as important, leaders must want to listen."" You'd think this is simply basic stuff, right? Like what we learned in Management 101. I doubt there's any exec in business today who wouldn't say they 'know' this already.

But in my experience, in many cases, leaders don't seem to think it applies to them. And yet, I'm continually told by executives and professionals that they don't feel 'heard' enough by their superiors. And here's the really interesting thing about it - I hear this frustration cited by people at every level within organizations!

What this means that managers at every level, are busy looking 'up' the organization chart for someone to listen to them - but they're not giving their own managers and staff 'below' them the same benefits! So we have the situation, in many companies, where the managers go around telling those who report to them what to do & how to do it but rarely ask those same people for their input. How dumb is that? Our North American companies are pretty inefficient: OK - this is a random poll: Please raise your arm if you believe that your company is at least 90% efficient. Based upon what I hear from clients, there aren't many arms raised out there, I'd guess. In fact, most executives tell me that their own organizations are actually inefficient. Many are concerned that their employer is getting less competitive on a global scale. Some worry about cutbacks or reduced investment spending which may result. At the same time, they'll often tell me that they personally are bored, unchallenged, stale, and losing interest. So, let's review: Inefficient businesses - no one is listening to those closer to the real action - and stale managers who are worried about global competitiveness.

Is this a coincidence? Not likely. We can fix this situation. And it's not that hard. Remind yourself once in a while about that lesson of Management 101 and become a better leader by becoming a better listener. Simply start asking - and here I mean showing that you really want to hear your team members' ideas about making your department or organization more efficient. Show clearly that you are on a new mission and want to make 'listening' a priority. When your direct reports start to believe that you are serious - watch out.

I guarantee that you'll start to hear new ideas which will kick-start your organization's success. With that will come renewed enthusiasm for the job. And the cycle of success will build from there. You don't need to die with your mouth open. Tips: 1. Give your team credit for having the same basic needs and expectations as you have yourself.

2. Shut up once in a while.

3. Ask your subordinates how they'd deal with a problem or situation.

4. Get enthusiastic for the game again. There was a reason you took this job.

If you thought this article was worthwhile, you many want to take a free 7 part mini coaching course, “7 Secrets of Leadership Success”.

Sign up at

About the author: John McKee is the visionary behind, the premier online coaching service for business people and professionals at all levels. During his over 25 years as a senior executive, he personally hired, promoted, and fired literally thousands of people. Now, as a business coach, McKee uses the phone to coach others to become more successful using field tested approaches.

Leadership and The Dirty Work

Author: Kevin Eikenberry

The airline, Jet Blue, has been featured in many magazines as a new company that has hard great results and success so far. A lot too has been mentioned about the challenges they face ahead and about the culture they created at the start and are working hard to foster now. One of the many things that sets Jet Blue apart is their focus on teamwork. Here's one example. They have no cleaning crews - every employee on the flight (including pilots and those not working but on the flight) cleans up the plane. This saves time and money - both things very important to any business.

When I say everyone helps clean, I mean everyone - including the CEO, David Neeleman. Neeleman helps the flight attendants hand out snacks and helps clean up. This takes Neeleman's words about teamwork and turns them into action. He is quoted as saying, ""You can't ask employees to do something you aren't willing to do yourself.""

I learned this lesson from my father growing up on a farm. There were many tasks I was asked to do - some of them much more unpleasant than picking up newspaper and snack wrappers on a plane - but all of them were done knowing that my Dad had done them and was willing to do them still, even if he had higher priority work to do.

This is an extremely important lesson for us as leaders. Being willing to do the grunt work, the dirty work (call it whatever you want - on the farm there was some VERY dirty work) builds commitment and shows that all of the work in the organization is important.

As a leader, please don't push this off saying you want to delegate and make people responsible for their own work. Delegation and ownership is important to be sure. If you always delegate the unpleasant stuff, but always want to help with the more glamorous tasks, your comments of delegation will fall on deaf ears.

Help. Show up for clean up. Be a part of the team. These actions will make you a better leader.

About the author: Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (, a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to or call us at (317) 387-1424 or 888.LEARNER.

Thursday, July 27, 2006

Leadership Training and Character

Author: CMOE Development Team

The vast majority of leadership training available to managers focuses primarily on skill and behaviors: how to delegate, how to communicate, how to manage conflict. These skills are unquestionably important and necessary. However, we maintain there is another important ingredient that has been severely neglected in leadership training, that ingredient is “character.” Leadership character and its qualities is the focus of our new book and workshop: “Qualities of Leadership.”

In 340 B.C. Aristotle began describing a series of principles that have been embraced in both western and eastern cultures. A thorough understanding of these ideas enables a leader to think and act with greater clarity and effectiveness causing people to voluntarily follow the leader’s direction and example. We believe that sound character has the greatest impact on leadership success. Leaders simply attract people, ideas, circumstances, opportunities, and resources that are in harmony with their core thoughts and being.

A leader can never achieve greatness and success on the outside unless he or she has developed fundamental qualities on the inside. Behavior decisions and choices are all a reflection of our inner world. Unfortunately managers can unintentionally get caught in the competitive “win at any cost” mentality or the greedy “more for me” line of thinking. This can derail the careers of most intelligent people. We read all about it every day in the Wall Street Journal, Business Week, and Forbes, manager who abused their trust of the community, customers, regulators or employees. It happens in the sales, research, or in operations from the executive suites to the front lines. Successful business thrives on sound character, values, and principles more than laws, regulations and fines.

Most leaders would never plunder their company, rip off investors, cook the books, or ride on the safety of others by taking short cuts. But leaders can violate character principles in smaller ways like: making a commitment and not seeing it through not honestly saying what you really think shying away from “bad news” that need to be shared with employees not telling your boss or peers the whole story not accepting accountability not giving employees full credit for a success or idea Playing games and manipulating rather than straight up negotiating

Leadership Training that focuses on character, values, and principles help bring balance to the practice of leadership. It helps leaders build lasting and productive relationships that unleash employee motivation and help leaders who want to bust down the status quo and build an innovative culture.

About the author: CMOE's leadership training programs are always tailored to fit each client’s needs and priorities. The qualities of leadership training can be delivered in a brief overview workshop, 4 hours, or in a deeper more impactful 8 – 16 hours.

Leadership Development for Success

Author: Steven J. Stowell, Ph.D

In today’s highly competitive world, there is a lot of pressure on leaders to create highly productive organizations. To be successful with this task, leaders will need all of the talent, skills, techniques, and experience they can muster through leadership development. The pressure to succeed can create a real dilemma: whether to “manage” people or to “lead” people. At CMOE, we maintain that in order to achieve high levels of employee engagement and morale, people in authority must learn how to show others the way, be a “lighthouse,” rather than to “railroad” people into compliance by telling, commanding, or controlling them. Respected leaders easily gain loyalty and mutual agreement with their followers (loyalty demanded is loyalty denied).

Leaders who earn the respect and commitment of their followers demonstrate qualities and characteristics that run deeper than leadership skills, techniques, and knowledge alone. Effective leaders lead by example and exhibit their true character consistently. This in turn causes people to voluntarily support an organization’s mission and purpose. They know that leadership is a privilege. It means you have to consistently do the right thing for the right reasons. Good leadership is an inner choice. It is character based. Good leaders will give your organization a competitive edge; bogus leadership, on the other hand, will cost you in critical times when you need the support of followers the most.

There are basically three kinds of leaders in organizations today: unsuccessful ones, those who are occasionally successful, and those who consistently maintain the commitment of followers on a long term basis. The third type requires an understanding of the finer qualities of leadership, character, and values. Character based leadership cannot be achieved by arrogant or power-hungry managers who choose to intimidate others. Sometimes those in authority feel driven to be overly aggressive, take short cuts, and do what is expedient versus doing what is right. Others will make a “Wall Street driven” decision that is not focused on the long term well being of stockholders, customers, or employees.

In CMOE’s leadership training, we acquaint participants with (or reaffirm) the fundamental qualities and characteristics leaders need to possess. For example, in our leadership development training, we examine the quality of courage. Leaders will always be required to make the right decisions and manage dilemmas. They must also take risks and at times withstand the ridicule from others. Courage is the strength to choose and stand for the right course of action. Leaders will experience failure (the great teacher), and leaders must respond courageously to failure and take responsibility. Owning up to a failed action, learning from it, and adjusting your course is a courageous act. Giving someone bad news, confronting a sensitive conflict, and giving feedback to others takes skill, tact, and most definitely courage. Courage can only come from deep within one’s being. In CMOE’s leadership development, we help leaders improve or strengthen this characteristic.

It is this courage that distinguishes great leaders from those who have skills but don’t convert their knowledge to proper actions and decisions. Courage, rather than power, position, or techniques, defines great leadership.

Leadership without character will eventually create “motivation fall out.” Without genuine leadership, people will not set up and contribute their talents and energy. If they feel manipulated with “slick” techniques they will withdraw their support and loyalty. In our leadership development curriculum, we connect leaders with qualities like: Inclusiveness / Collaboration Integrity Accountability Accessibility & Humility Credibility

This is a time when we need leaders and members alike who can move forward, think positively, and act creatively. Character based leadership provides the foundation for building skills and confidence.

About the author: Steven J. Stowell, Ph.D, is the co-founder of the Center for Management and Organization Effectiveness.

For more information about CMOE’s 30 years of experience in leadership development, call toll free at 1-888-262-2499.

Leadership Skills: Four Ways of Overcoming Perfectionism

Author: Teresa Proudlove

The High Price of Perfectionism

We pay a high price for perfectionism. “What perfectionism?” we perfectionists mutter. “We’ve known for years perfectionism is not healthy so we have dealt with this issue and strive for personal excellence only!” Really?

When you slip-up - maybe handle a situation, task or project less than perfectly – what do you say to yourself? Are you able to commend yourself on what you did well and perhaps then, note a thing or two you could improve upon? Or do you focus on the mistake or less-than-perfect behavior neglecting your positive efforts?

Recently I completed facilitating six evening “Leadership” sessions. Being only my second time facilitating this particular series I closely observed my “perfectionistic” tendency. As I completed each session I could readily see areas I could have improved upon.

Commend Yourself! Gently Observe Improvements!

For me, it took a huge effort to commend myself on what I had done well and to be gentle with myself on the areas of improvement. In fact, I made a pointed effort of congratulating myself after each session and allowed myself the joy and relief of savoring a job well done when the series of six was completed. This is not a simple, natural process for us perfectionists.

To further this exercise in self-acknowledgement I did not read my participant’s evaluations at the program end as usual. This was perhaps a first in my fourteen years of facilitating. Too often, I have rushed to read the evaluations to determine my success.

Eventually I will receive a summary of the evaluations from the College I was contracted to but more importantly, I have deepened my self esteem and self worth through rewarding, congratulating and commending myself despite what others may think. To be a strong leader and healthy human being let us begin now acknowledging our achievements rather than devaluing our worth and work.

Herein, we begin to wean ourselves from being reliant on outside influences to determine our worth or how well we have done. We begin to befriend ourselves and give the internal “Judge” less power over us.

Not only are we robbed of the enjoyment of our efforts by focusing on what went wrong and neglecting to commend ourselves but also, by rushing into worry over the next thing we have to do. When caught in this repetitive ritual of “not good enough… do better… do more…” I have found this simple phrase very freeing…

Not Perfect but Well Enough!

Feel the relief and comfort of this phrase, “not perfect but well enough!” Yes! Thank You God! “Thank You God” is another simple phrase that can help relieve us of the burden of perfectionism. Not only have I been working on giving myself credit but also on thanking God for His/Her part in my success. I know I must constantly turn to my God, my Source, my Higher Power – call it what you will – for guidance in all I do.

In the perfectionist’s mind it is all up to ME to do everything so very, very well but of course - never quite measuring up. The more I trust that God is working in me and through me the more I can lay down the heavy burden of perfectionism. It is not all up to ME. My job is to “do my best and give God the rest.”

Do My Best and Give God the Rest

Even in the midst of our fear, doubt and inadequacy we can comfort and encourage ourselves by knowing it is not all up to us. We can trust God is also at work and all is unfolding according to a Grand Design far greater than our understanding. As an Alcoholics Anonymous slogan so simply says “Let go and let God.”

We can become better leaders and human beings and release ourselves from the bondage of perfectionism by practicing these few ideas. 1. Commend yourself on a job well done. 2. Be gentle observing your areas of improvement. 3. Remember: “Not perfect but well enough! 4. Do your best and give God the rest.

What a relief to give up responsibility for doing everything AND doing it perfectly!

About the author: Teresa Proudlove is the publisher/editor of support and inspiration for your work and life. Teresa has been inspiring, supporting, and mentoring over 3000 people upon their lifework path for fourteen years, leading workshops and authoring many internationally published articles.

Wednesday, July 26, 2006

Two Leadership Strategies: Don't Lose Your Mind & Be a Coach

Author: Teresa Proudlove

Don’t Lose Your Mind

Are you feeling overwhelmed, a lack of confidence or under a ton of pressure? Are you trying too hard to make something work and focusing too much on trying to fulfill other people’s needs and expectations? You may have “lost your mind!”

My small still voice often speaks to me in cryptic one-liners. I’ll never forget the first time I heard the quiet whisper, “You’ve lost your mind.” And no, I had not lost my mind through hearing strange voices! Rather, this cryptic one-liner was reminding me I was trying too hard to fulfill other people’s expectations and solve their problems.

This cryptic statement harkened back to an article I had read by Management Consultant, Barry Oshry. This article referred to Middle Managers who begin their careers as healthy humans but in time become confused, weak, powerless and self-doubting as they slide into the ‘Middle Space’ becoming torn between demands from the people Above and Below… hence “losing their mind.”

At that time I had taken on a new contract to facilitate a six week “Leadership” series for a local college. In my anxiety to do a good job I was trying too hard to emulate the program designer’s “superior knowledge” and trying hopelessly to solve the high-stress, workplace problems of the managers who were my participants. Of course, I knew I had the necessary skills and experience to facilitate this series yet, I had “lost my mind.”

Reconnect With Your God

Focusing on other’s needs and expectations removed me from my own knowledge and power. My stress elevated and my self-confidence plummeted. Thankfully, that gentle nudge of “you’ve lost your mind” helped me see how I was eroding myself through comparing myself and worrying about what other people thought, wanted or needed. This is our cue to stop, step back inside and reconnect with our own truth – our own God.

In doing this we step back into our own authenticity and own power. Here we can reformulate our own view, thoughts and perspectives on what is happening and what we need. We can let go of the guilt and self-doubt we feel in trying to meet other’s expectations or in trying to solve their problems. We can relax and trust in our Higher Power always there for us.

Certainly, as leaders, managers, family members and humans we have a responsibility to listen and empathize with those in our close circle but it is not our job to solve their problems or fulfill their expectations… which is all a part of the coaching process. Rather than striving to give other people answers, everyone concerned is better served if we instead help others to reflect on their own solutions or options. This is what it means to be a coach.

Be a Coach

We can let people know we care about their situation and that we are willing to work with them to empower them to solve their own problem. We can listen, empathize and ask pertinent questions all of which encapsulates the art of coaching. After carefully listening to and empathizing with another’s problem you might consider asking some of the following questions if they seem appropriate:

“Have you ever had a similar situation in your life and found something that worked? What options do you have in this circumstance? That’s one possibility, any others? What outcome do you want? What really matters here? Would it help to break this into smaller steps? What do you need to change or to move this forward? What is standing in the way? What other people or resources could help you? What steps can you take from here? What will you do and by when? Would you like me to hold you accountable for your commitments?”

Be careful not to turn coaching into a probing session! Always be respectful and gentle with others and of course, yourself. Remember if you are feeling overwhelmed, lacking confidence or you are trying too hard you may have “lost your mind.” Let go of comparing and trying to meet others expectations and needs. Trust yourself and be a coach!

About the author: Teresa Proudlove is the publisher/editor of support and inspiration for your work and life. Teresa has been inspiring, supporting, and mentoring over 3000 people upon their lifework path for fourteen years, leading workshops and authoring many internationally published articles.

Christian Ethics & Servant Leadership in Today's Workplace & Society

Author: Stan Lewis

Sundered Knight:

Although the world, Denies the weak aid and justice, Scorns charity, Diminishes morality And Godly virtues daily.

Holding no places for honor Nor honesty And exiling all Who hold these traits dear, Still, It is better to be a sundered knight Than no knight at all

By S. Bryant Lewis

If one wishes to be a Knightly leader in the world today, it is very difficult to do so. Why? The world makes it so hard to do what is right - what is honorable - what is Christ-like. The negative peers in our lives tell us things like, ""... nice guys finish last and that no good deed goes unpunished."" The poem Sundered Knight speaks of those who strive to do what is right in a world that sometimes has little tolerance for ethics. So what exactly is a Knight? He or she is a servant leader and a fervent supporter or defender of the weak. They also defend and support Godly virtues like morality, honor and honesty. A Sundered Knight is someone who is sometimes ridiculed or put down for doing what is ethical - for doing what is right. He or she is sometimes even treated with contempt in society for their moral or ethical beliefs. Have you ever felt like a sundered Knight? The world we live in did not become so harden overnight. This has been happening for a long time. In the time of Zephaniah [an Old Testament prophet], there was a serious lack of morals and ethics. Just like a cancer, this lack of morality and ethics ate away at every part of society in Zephaniah’s time. Zephaniah's people, just like those of today, were arrogant, treacherous, profane, and did violence to the law. [Zep 3:1-7] As a servant leader – a Knight, never place trust in peers who use negative peer pressure. More times than not, these negative peers will not come through for you, so don't expect them to. This way you will not be disappointed. Look to Jesus for your example. The Lord promises over and over that he will lift us up. Hold him to his promises and let the Lord be the one you wish to lift you up. So when you feel the negative peer pressure, at work or in public places, is getting to you, seek the Lord to lift you up. The Lord is always true to his promises. Seek out the encouragement that God gives in his word - [Pv. 24:16, 19-20] 16... A righteous [man] may fall seven times and rise again, but the wicked shall fall by calamity. 19 Do not fret because of evildoers, nor be envious of the wicked; 20 for there will be no prospect for the evil [man;] the lamp of the wicked will be put out. These verses were true in the time of King Solomon and are so very true, even today. Those negative peers taking short cuts to get out of something or to get ahead. Such negative peers are not mentors to be looked up to or be jealous over. Never forget, that negative peer pressure is alive and well in the work place and society. There really is no lasting prospect for those who are seeking short cuts to get out of work or to get ahead at work or in today’s society.

God knows your situation. And because God does know your situation, it is with an understanding and tender heart that he says to his Knights: [Is 51:7] "" Listen to me, you who know righteousness, you people in whose heart [is] my law: Do not fear the reproach of men, nor be afraid of their insults.

Although the world ""...diminishes morality...” in Zephaniah's time, God was there for him. [Zep 3:5] The LORD [is] righteous in [our] her midst, He will do no unrighteousness. Every morning He brings His justice to light; He never fails, but the unjust knows no shame.

Always be faithful, always be encouraged, always be a servant leader, and always be a Knight, who defends the weak and holds all Godly virtues dear.

By Coach Stan

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, E-ZINE OR WEB SITE? You can, as long as you include the following with it: Stan Lewis is a Christian Leadership & Life Coach. If you liked this article, you should really check out his FREE audio course ""Seven Basic Steps To Becoming a Servant Leader"" and other FREEBIES at Questions/Need assistance call 214-629-7217.

About the author: Coach Stan is a Christian Life & Leadership coach. He is happily married to the ultimate lady and love of his life - Barb. He has two children. He is a former Naval Officer & has developed and trained leaders for 18 yrs. He has worked in the Royal Ranger ministry for 20 yrs. He has a passion for training, ministering to, and developing leaders.

Tuesday, July 25, 2006

Leadership, Seed or Fruit?

Author: Brace E. Barber

Purpose: Learn immediately if you are fostering leadership or ignoring it. Discover the power of nurturing your people.

It was an enormous redwood tree. And due to regulations the forest service had to go to incredible trouble and expense in order to cut it down. The cutting team had to start by climbing to the branches and removing them one at a time from the lowest to the highest. Once at the top they could cut two foot lengths off of the trunk at a time until they reached the ground. It seems absurd to us that they started with the branches and then disassembled the trunk, a process that took hundreds of thousands of motions instead of just cutting at the base of the trunk, which of course, would have affected the entire tree. Recognizing that the efficiencies of working with the trunk in order to influence the rest of the tree holds true when we wish it to live and thrive, we have the choice to take a different approach – yet, many are attempting to grow branches before the trunk.

Leadership is the trunk. Strategic initiatives are the branches. Benefits are the fruit. This is not philosophy; it is a simple statement of the truth.

- Trunk = Leadership

- Branches = Lean Systems, Sustainability, Decentralization, Agility, Customer care, More.

- Fruit = Profit, Market share, Efficiencies, Quality, Environment, Innovation, Compliance, Low turnover, Prestige, Influence, More.

Are you starting at the right place?

There is no other place to start. An idea in action means people in action. The very second someone exposes their desire for the accomplishment of an objective; the idea is in motion through people. The exposure of the idea is leadership in itself, then the actions of people, whether guided by proper principles or not, is leadership.

There is a misconception that leadership is always positive. It is not. Leadership is setting the example. That example can be good or bad. Either way, that example will be followed. In their book, Built to Last, Jim Colllins and Jerry Porras say, “Top management will have an impact on an organization – in most cases, a significant impact. The question is, will it have the right kind of impact?” A manager sitting in his office all day, not interacting, not supervising, not inspecting, not involved, is setting the example for others. And yet, even if there is a low level use of positive leadership principles, there will still be a certain amount of good fruit.

These results, though limited, will usually follow from the power and validity of the idea, the existing infrastructure and manpower, and the mandate from the boss. The compulsory need to interact with others to accomplish a goal for mutual benefit means that a certain level of leadership capability exists and is needed in every person. The trunk of your business is leadership. Your company’s leadership, with its latent capacity, will piggyback the initiative and produce fruit.

In normal conditions of competition and growth, this present level of leadership is sufficient to produce enough fruit to keep everyone happy and focused on marginal periodic improvements. Due to the fact that the ability to produce quantum leaps in leadership capabilities has escaped corporate America, the incremental improvements created through books, seminars and tapes have sufficed.

Ignore leadership development at your own peril – Apply common sense

We have settled for the less involved leadership development approach and the nebulous results because we feel the need to do something without expending the resources that would then demand a measurement of ROI. In a Society for Organizational Learning supported survey, it was identified that one of the current challenges to leadership is that the “pressure is on for leaders to deliver and sustain measurable results and deliver results through others. (however) Focus of results is ROI, yet there is no measurement of ROI for leadership.” Though there is ample evidence to support the positive affects of properly principled leadership, many organizations are unmoved unless they have internal numbers to justify the expense. The cost of getting the numbers, however, is a barrier in itself and leads to an abandonment of a serious program and reliance on the marginal results of “what everyone is doing.”

Are you fixated on line items and task lists?

Our concentration, therefore, moves to the power of the ideal. Sustainability and Lean Manufacturing are the way to go, or it is our ability to be responsive to the market that is important, or by decentralizing we will produce the fruit we want. No matter the complexity of the strategic initiative it lends itself to a task list and line items. We can assign a person; put it in a pert chart and schedule meetings six months in advance. This black and white constitutes our corporate comfort zone.

We are darn good at it, and it predictably produces results – though marginal. We are spending time on the branches, squatting at the end waiting to see the fruit. We are lavishing attention on the branches, pruning, watering and talking to them. If a leaf sprouts, we know it. If a leaf falls, we know it. We mark it in black or red and continue to stroke the bark and fluff the leaves. All the while, the trunk is left to nature for its water, sun and soil.

The growth of the trunk is out of our comfort zone. Dean Hohl, the President of Leading Concepts Inc. explains that, “The objectives associated with leadership, teamwork, and communication, don’t lend themselves to task lists and line items.” They are nearly impossible to quantify and track. It is easy to rest on our experience that the trunk was here when we arrived and it will be here when we leave. We’ve build hundreds of branches, but never a trunk. We then rely on the latent soft-skills of our people to implement the ideals.

Today we find ourselves in an unanticipated predicament, which is pressing us from several different directions and threatening our viability. Foreign competition, new technologies, and ideals that require a shift in corporate culture all seem hard to keep up with and out of our control.

Acknowledging that we can have minimal impact on our competitors, especially those overseas, and that new technologies are something that are requisite for all to grasp, our greatest opportunity for advantage comes from a superior ability to implement the reigning corporate ideals. Many strategic initiatives, particularly sustainability and lean manufacturing, have drawn us in with promises of incredible fruit and their adaptability to black and white. However much these initiatives look like branches, they are actually part of the trunk.

These initiatives necessitate a sea change in corporate culture. Successful implementation requires the buy-in of nearly everyone in the company, which demands a purposeful approach to changing people’s values; a soft subject. The objective of changing people’s behaviors forces us to enter an arena parallel to that of soft-skill development. Our situation demands that we get out of our comfort zone and figure out how to effectively nurture the trunk.

In order to best control the situation our focus must go back to influencing people’s values. Along with helping people understand and value the power of the continuous improvement of lean thinking or the financial impact of sustainability, we have the complimentary opportunity to develop the soft-skills of teamwork, leadership and communication. If we are going to legitimately jump into this arena and do it correctly, not only is leadership complimentary, it is an imperative.

Leadership is the trunk. Implementation of these strategic initiatives cannot be successful with the existing level of leadership. We’ve reached a point of necessity, which compels us to develop the ability to achieve quantum advances in leadership capability. As necessity is the mother of invention, and invention at this level will be dramatically different, prepare for a method that is as different from standard “leadership and teamwork” development as the telephone is from the telegraph.

Jamie Flinchbaugh, an expert in lean manufacturing transformation, questioned, “How is it that such a low percentage of companies that know about lean can turn it into a success?” His answer was, “because the leadership, cultural, organization and implementation challenges are bigger than most people anticipate.” I will reinforce his message by saying that in order to achieve ideal results you have to put ideal resources towards their accomplishment. Don’t try to put out a house fire with a garden hose.

We no longer have the latitude to rely on an as-is trunk of leadership. We cannot expect that branches of revolutionary strategies can be managed and implemented with existing leadership capabilities. Decorating the leaves will not pass for results. We have to purposefully move the values of people, help them change their behaviors, and work together with them to grow the desired fruit.

By altering our concentration from the branches to the trunk, we are enhancing every ability of our organization. A healthier trunk, means the capacity for, and increased health of, our branches, which in turn produces a greater quantity and quality of fruit.

Now that we are focused on the trunk, we can begin to look at the opportunity of taking quantum leaps forward in the soft-skills of our people. The solution lays in immersion leadership training.

To learn more about how immersion team building and leadership training can help you visit:

Copyright 2005 Brace E. Barber

About the author: Brace E. Barber works extensively with Leading Concepts, Inc. ( in the field of immersion soft-skill training with a focus is on how to develop leaders, who are prepared for and can succeed under stressful circumstances. He is the author of the book No Excuse Leadership. (