The podcast is currently on hiatus while we design a new and improved show. We’ll be airing some fan favorites in the meantime and will debut the new format in the new year. So stay tuned! Today, we have one of our most popular episodes to share with you. Enjoy this listener favorite!
In this episode, Michele Cushatt and I discuss the importance of character and the forces that shape it.
Charisma may be useful in attracting a following, but it is largely useless when it comes to achieving a long-term, positive impact on the people and organizations we lead. For this, we need character. Effective leadership is an inside-out job.
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Leading others starts with leading ourselves. That means leaders must be be committed to personal development if we’re going to have long-term success. But some paths to personal development are more direct than others.
My friend Ian Cron is both a priest and a therapist. He’s also an expert in the Enneagram, an ancient personal-development tool that’s received increased attention over the last several years.
In 1991, I—along with my business partner—suffered a financial meltdown. We had built a successful publishing company, but our growth outstripped our working capital. We simply ran out of cash.
For a while, our distributor funded us in the form of cash advances on our sales. But eventually, their parent company wanted those advances back. Although we didn’t officially go bankrupt, the distributor essentially foreclosed on us and took over all our assets.
Trust is to an organization what oil is to a car engine. It keeps the moving parts from seizing up and stopping forward motion.
But trust is not something you can take for granted. It takes months—sometimes years—to build. Unfortunately, you can lose it overnight.
There are a hundred different ways to approach our work, but some are less effective than others. Given the number of productivity myths out there, it’s easy to think we’re being productive when we’re really not.
These productivity myths can actually waste our time and prevent us from focusing on high-leverage projects that drive revenue and results.
I was stunned when I saw the statistic. According to a LinkedIn survey, only 11 percent of professionals actually complete their daily to-do lists. Why so few?
“Survey respondents pointed to unplanned tasks (such as unscheduled phone calls, emails and meetings) as the primary cause for not completing all items on their to-do lists,” the organization said. In other words, interruptions are the primary culprit.
When I surveyed my own audience about productivity, they said the same thing. Constant interruptions and distractions are the No. 1 obstacle we face in staying productive and accomplishing our most important projects.
I’m an assessment geek. I’m always looking to improve my own performance as well as my team’s. And I find measurement essential for upping our game.
I first started using personality tests over a decade ago when I became the publisher of Nelson Books. It was a way for me to peek under the hood and see what I could do to drive my performance to the next level.
Pretty quickly I also realized personality assessments gave me a great way to intelligently build my team.
Welcome to Season 8, Episode 8 of the This Is Your Life podcast. In this episode, Michele Cushatt and I discuss how to lead in the face of criticism.
Criticism is inevitable, especially as your success and business grow. In today’s episode, we give you four foundational truths to remember so you can remain grounded and refuse to take offense.
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If you’re a successful leader, you have high standards. That’s part of what makes you successful. You constantly strive to improve, to achieve.
You’re future oriented—most leaders I know are. You’re always working toward something better than you see right now. And that’s important, but there is also a dark side to this orientation: perfectionism.
If you’re not careful, part of what makes you great can also drive you crazy. I know because I’m describing myself.
Face it. You will eventually quit your job. It may be this year. It may be next. It may be ten years from now. But it’s inevitable. It’s only a matter of time. The only real question is: How do you pivot (professionally) without burning your bridges?
You may want to come back. I left one company, Thomas Nelson, and eventually returned and became the CEO. You never know. At the very least, you may need a reference.
Unfortunately, many people don’t always end their tenure at a company as well as they began. The key is to begin with the end in mind. As leaders, we should be intentional about everything we do—even quitting.
Countless people have written on what it means to be a leader. And almost everyone identifies influence as the primary characteristic.
By definition, this means that leadership and position are two different things. Holding a title and a high rung on the company org chart doesn’t mean you’re a leader. Even people without these things can exert influence and thus leadership.
But leadership is more than influence.