I hear it all the time. “My husband [or wife] doesn’t understand me. We are so different. We don’t really have anything in common.”
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When I first met Gail, I was attracted to her precisely because she was different. Sadly, after a few years, these same differences started to annoy me. In fact, I began to think that my approach to live was right and hers wrong.
A clearly written goal is not enough. A carefully thought out action plan isn’t either. You need more than this if you are going to accomplish really big goals. Let me explain.
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Last year, I set a goal to write a new book, called Platform: Get Noticed in a Noisy World. As someone who has spent his career in the book publishing industry, I had witnessed hundreds (if not thousands) of people get turned away by publishers, simply because they didn’t have a platform.
Leadership begins with knowing who you are and what you believe. Authenticity is the need for leaders to be themselves regardless of the situation. For this reason, it is more than self-awareness. It is the ability to share the deepest and truest part of ourselves with others.
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My undergraduate degree was in Business Management. The first thing we did was to identify successful leaders and write papers on how to mimic their behaviors. Textbooks were full of tips on how to do this and tests made certain we ingested the critical points that led to their success.
One of the most important questions you can ever ask yourself is this, “What are my strengths?” Knowing the answer is the key to job satisfaction.
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It will determine how fast you advance in your career and, more importantly, how happy you are in your job—and perhaps your life.
Today is the official publication date for my friend Andy Andrews’ new book, How Do You Kill 11 Million People?: Why the Truth Matters More Than You Think.
Last February, Gail and I met with Andy and his manager, Robert Smith, here in Nashville. I was the CEO at Thomas Nelson at the time, and Andy wanted to pitch the book concept to me personally because it was so different from anything he had written previously.
Recently, I made an early morning phone call to one of my direct reports to own a blunder on my part. Not a great way to start the day. If you’ve ever blown it as a leader you know that these conversations are never fun. It’s humbling.
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Great leaders hold those they lead accountable. But those we lead must see us as holding ourselves accountable as well. If we expect them to “own it” when they make mistakes, we need to first model this for them.
I started my first mentoring group in January 2010 after being inspired by Regi Campbell, author of Mentor Like Jesus. His organization, Radical Mentoring, guided me through the process and enabled me to do something I had always dreamed of doing.
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Mentoring has been one of the most rewarding experiences of my life. The first year went so well, I decided to do it again in 2011. We just wrapped up our second season. I am doing it again in 2012.
Unity is the state of many acting as one. It is an attribute of highly effective teams, whether in marriage, business, church, or government. Without it, progress stops.
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That’s why creating it—and preserving it—is so important. It is one of the most fundamental functions of leadership. But too often leaders are unclear in their understanding of unity.
Think you have big goals? Think again. Several years ago, I read an article in Wired magazine about a long-distance runner named Dean Karnazes.
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- He ran fifty marathons in fifty states on fifty consecutive days.
- He once ran 350 miles in three days—without stopping and with no sleep.
The great acting teacher Sanford Meisner defined acting as “living truthfully under imaginary circumstances.” But for many of us who communicate before an audience, whether as pastors, executives, educators, or lawyers, the temptation is to do the opposite, to act imaginarily under truthful circumstances.
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Fueled by a legitimate desire to deliver a powerful message, we craft our words, our presentation, and our delivery to such an extent that the drive to do our best can actually rob us of sharing a genuine moment with an audience.
It’s easy to underestimate the power of one person’s influence. We think, What can I do? I am only one person. Even when I was the CEO of a company I often felt this way.
The truth is that each of us wields far more power than we could possibly imagine. However, most of us have never discovered this—or we have forgotten it.