My wife, Gail, and I have been married for thirty-five years. She is my lover, my best friend, and my coach. But a few months ago we had a doozy of a fight.
As I was reflecting on that experience, I thought to myself, How can we avoid slipping into this same conflict in the future?
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Though we live in a very exciting time in history, it is filled with distractions. Regardless, you and I still have to get real work done. That requires focus.
But what if mental focus is not something you either have or don’t have? What if it’s something you could create, on-demand, whenever you need it?
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As a leader, what do you do when you have an employee or a colleague who disrespects you in front of your team? What do you do when this employee is a top performer and one of your supervisor’s favorites?
Confronting these people is never easy. However, it is essential if you are going to create a healthy organizational culture that drives the results you want.
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We all want to be successful. But when it comes to success, your advisors can make you or break you.
As a leader, one of the most important steps you must take is assembling an informal team of trusted advisors. They can help you take advantage of the opportunities coming your way—and avoid the biggest mistakes you will inevitably encounter.
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It’s been said “leaders read and readers lead.” If that’s true, then reading is one of the most important things you can do to grow your leadership. But how do you get better at it and retain more of what you read?
Recently, my wife, Gail, and I had dinner with some close, neighborhood friends. As we always do with this group, we soon began discussing books.
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You swore you would never do it again. But you did it anyway. You said yes to far too many things. Now you find yourself overcommitted. What do you do now?
We’ve all been there. You may be there now. In this episode we’ll look at some strategies for dealing with this common problem.
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Recently, I did a podcast about how to be more productive by re-engineering your morning ritual. The response was astounding. But many asked, “What if I’m just not a morning person?”
Well, you can be. It may not be easy, but it’s definitely possible. You can do it if you are intentional.
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When bad things happen, it’s natural to ask questions like, “Why did this happen to me?” or “What did I do to deserve this?” The problem with these questions is that they are unproductive and disempowering.
The bottom line is this: you can’t always choose what happens to you, but you can choose how you respond to those situations. This is where our real power—and our real freedom—is found.
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Trust is so crucial in every relationship and every situation. If you don’t have it, it make it very difficult to move things forward. If you’ve lost it, things can go south very fast.
Trust is not something you can take for granted. It takes months—sometimes years—to build. Unfortunately, you can lose it overnight.
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Not long ago, I sat in Nashville’s Schermerhorn Symphony Center watching Hugh Wolff, a world renowned conductor, lead the Nashville Symphony in a performance of Rachmaninoff’s Symphonic Dances, Op. 45. It was fascinating!
Toward the end of the evening, it occurred to me that conducting an orchestra and leading a team have much in common. In fact, this analogy has become so powerful to me that I can hardly talk about leadership without referring to this example.
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You and I spend more time at work than any other single activity. Yet, I meet so many people who are unhappy in their job.
If we are going to experience true job satisfaction, we need to understand the components that make it possible. We’ll talk about this plus what to do if you hate your job.
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