Tag: Leadership

Choosing Your Team Wisely

Thought leaders play a critical role in any organization. Sometimes, they have titles like CEO, COO, CIO, etc. Other times, the real thought leaders are deep within the organization—formally or informally influencing the speed and direction of progress. Often, it’s a mix of both (most ideal, in my opinion).

It doesn’t take long working with people (in business or everyday life) to recognize some common personality types. See if any of these sound familiar:

The Opportunist – “What’s in it for me?”

The Rule Follower – “What will our boss think?”

The Naysayer – “Let me tell you all the ways this won’t work.”

The Over-Analyzer – “Shouldn’t we think about this more?”

The Idea Generator – ”What about this new approach to the problem?”

The Go-Getter – “Why are we sitting here doing nothing… let’s move!”

The Rebel – “Who cares what the boss thinks?”

The Doer – “We’ve got all we need, so let’s start.”

The Supporter – “How can I help you with your goals?”

The Invisible Worker – “I don’t want to get noticed.”

The Minimalist – “How can I get by doing the least amount of work?”

The Escape Artist – “If this goes wrong, I wasn’t here.”

Which one is best?

That depends on the situation.

I tend to gravitate toward those who accept responsibility, take risks, and aggressively seek solutions. I like working with people who act first, ask for forgiveness later, and push organizations toward innovation and progress.

But even the most action-driven person benefits from a counterbalance.  Someone who asks the tough questions, who sees the risks, who insists on analyzing every angle. Their input can temper an ambitious plan, provide a broader perspective, and uncover blind spots the team might otherwise miss.

Too many cautious over-analyzers, and an organization stalls. But completely ignoring their input? That’s a recipe for reckless decision making.

Look around your organization, your circle of friends, and the people you admire. How many of them fit into one or more of these categories? More importantly, which one(s) fits you?

And if you’re building a team for your next big project, who do you want on that team? Who will give your project the highest chance of success?

The key to a successful team isn’t about having just one type of person.  It’s about striking the right balance. Recognizing that the strengths and weaknesses of each personality type will allow you to build a team that works effectively together, balancing momentum with careful consideration.

The best teams blend different perspectives and working styles to make smarter decisions and drive lasting progress.

Choose wisely, because the right mix can be the difference between failure and success.

Photo by Mpho Mojapelo on Unsplash

Busy Isn’t the Problem…Ineffectively Busy Is

Almost everyone claims to be busy. Many will even describe their endless to-do list—what they’ve done, what they’re doing, and what’s next—justifying their busyness.

Lots of articles explore different types of busyness. One that stands out for me, Busyness 101: Why Are We SO BUSY in Modern Life?, lists the following types:

-Busyness as a badge of honor and trendy status symbol

-Busyness as job security

-Busyness as Fear of Missing Out (FOMO)

-Busyness as a byproduct of the digital age

-Busyness as a time filler

-Busyness as a necessity

-Busyness as escapism

The last one stands out to me: busyness as escapism.

When we’re constantly busy, we get to avoid the hard things in life. No time to reflect on priorities. No time to find smarter ways to work. No time to focus on meaningful goals…ours or our organization’s.

Busyness lets us sacrifice our other responsibilities. We convince ourselves that our sacrifices are necessary, without questioning what they truly cost us or those around us. And we tell ourselves that once we’re “less busy,” we’ll focus on the important things we’ve been neglecting. The problem? We rarely become “less busy” (at least, from our perspective).

But the busiest effective people operate differently. These individuals aren’t just busy for the sake of it.  They work with intention, with purpose.  They prioritize. They seek smarter ways to work. They focus on meaningful goals rather than just checking off task lists. 

These are the people who not only get things done but get the right things done. And they do it faster than everyone else. Why? Because they’re too busy to be distracted by nonsense and trivialities. They tackle the big things first, and often, the smaller things take care of themselves.

When I managed large organizations, I valued these employees the most. They weren’t just productive, but they were leaders.  They inspired everyone around them to be more effective. Whenever a new project or opportunity arose, I sought them out. I knew they’d prioritize the new project well and deliver great results.

The difference between being busy and being effectively busy comes down to mindset. The most productive people don’t just fill their days.  They own them.

Next time you catch yourself saying, “I’m so busy,” pause and think. Are your tasks productive and effective, or just occupying your time? 

You may find that you’re not as busy as you thought.

Photo by Anna Samoylova on Unsplash…my eye is on the girl in pink who’s walking away from the rope (I bet you didn’t notice her at first)

Lessons in Failure – the Mark of a True Leader

There’s a saying that often floats around in entrepreneurial circles: “Fail fast, fail often.” While the origins of this phrase are up for debate, its lesson is clear. Failure isn’t just an inevitable part of leadership.  It’s one of the most defining. How a leader reacts to failure (their own or their team’s) can reveal their true character and shape the trajectory of their future success.

But here’s the thing: writing about failure and leadership can quickly sound like a series of cliches. We’ve all heard the platitudes about “learning from mistakes” and “rising stronger.” But there’s a deeper message about what truly separates those who lead with integrity and vision from those who crumble when things go wrong.

When failure strikes, leaders face a choice. They can own it, adapt, and come back stronger. Or they can point fingers, wallow in resentment, and stall out. The decision often happens in an instant, but its impact can last a lifetime.

Great leaders take ownership of failure, even when it’s not entirely their fault. Why? Because owning failure builds trust. When a leader says, “This didn’t go as planned, let’s discuss what we’ll do to fix it,” they inspire confidence. They create a culture where the team feels safe to take risks, knowing that mistakes are part of growth, not reasons for punishment.

When leaders blame others, they erode trust. Pointing fingers, whether at the team, external circumstances, or bad luck, signals an unwillingness to reflect and adapt. Over time, this creates a toxic environment where innovation dies and progress stalls.

“Fail fast, fail often” isn’t about being reckless.  It’s about embracing experimentation and accepting that not every idea will succeed. Failing quickly means you can pivot sooner, learn faster, and ultimately get to a better solution.

This idea requires two things:

Humility: The willingness to admit when something isn’t working.

Agility: The ability to adapt and try again without becoming paralyzed by setbacks.

Elon Musk is a great example. From continual iterations of experimentation and failure at SpaceX—including multiple RUDs (rapid unscheduled disassembly in rocket speak)—to the challenges Tesla faced in scaling production and support, he’s built companies on the idea of learning through failure. Musk doesn’t see failure as an end point.  He sees it as feedback.  A necessary step on the path to success.

To handle failure effectively, leaders need more than optimism.  They need a process. Here’s a simple approach that works (notice I didn’t say it’s an easy approach):

-Recognize the failure and what it means. Be transparent with your team.

-Reflect on what went wrong without assigning blame. Focus on systems and strategies, not personal shortcomings.

-Identify key takeaways. What worked? What didn’t? What’s worth trying again?

-Adjust your approach based on lessons learned.

-Recommit to the goal with a renewed focus and determination.

Failure doesn’t only teach leaders how to solve problems.  It shapes their emotional intelligence (if they allow it). Leaders who’ve faced setbacks tend to have more empathy and patience. They’ve had to overcome multiple failures themselves, so they know how challenging failures can be for their teams.

When leaders normalize failure, they create cultures where people aren’t afraid to take risks or push boundaries. That’s where breakthroughs happen.

The mark of a true leader isn’t perfection. It’s how they handle failure.  Whether they embrace it as a teacher or fear it as an enemy. The choice of owning mistakes, adapting, and persevering defines not just their success, but the success of everyone they lead.

The next time failure arises, ask yourself: Will I let this moment shape me for the better? Will I lead my team through it with grace and determination? Will we learn from this failure? 

The answers will set the course for everything that follows.

Photo by David Trinks on Unsplash

Enriching Others – the Best Path to Leadership Success

“You can have everything in life you want, if you will just help enough other people get what they want.” – Zig Ziglar

I remember a friend of mine who was promoted from being a very successful salesman to being the branch manager for a large insurance company.  It is amazing to think this was almost 30 years ago. 

He told me that he’d finally get to tell people what to do, and he looked forward to that.  Plus, he’d get to take long lunches and charge the lunches to his expense account. 

I knew that if that was his approach to his new manager role, he’d probably fail miserably…and quickly.  I told him as much. 

I suggested that he start by meeting with his new team members one-on-one. Just because he’d worked alongside many of them before didn’t mean he knew them well enough as their manager. I encouraged him to take the time to understand each of their roles, how they saw their future, and what they hoped to see change at the company.

I said it would help him get to know them and, even more importantly, show them he valued them and wanted them to succeed. And if he let them know that he needed their help, too, it would go a long way. This wasn’t just his chance to lead, it was a chance to connect directly with each team member.

He thought that was a waste of his time.  He had been a very successful salesman, knew how the company operated, and already knew what made the branch tick.  He told me that he knew what needed to be fixed and he’d hit the ground running to get those changes implemented. 

I saw him again about three or four months later.  When I asked him how his new job was going, he just shook his head.  “Not good.  Nobody is listening to me.  I’ve had a couple of people quit already, and I think some others are out looking for new jobs.  Our sales are way down.  My boss is asking me what I’m going to do about it.”

I didn’t say, “I told you so,” but that’s what I was thinking. A few months later, he was demoted back to sales, but at the lower pay structure in place for new hires. Not long after that, he left the company.

I’ve been blessed with multiple opportunities to take over business operations in fields where I had little or no expertise or experience.  Sometimes, from outside looking in, I had some ideas about how things should operate, but I always kept it to myself when I arrived. 

Even in situations where I thought I knew all the answers, I purposely and methodically asked as many questions as possible.  I took my own advice to meet with as many employees as possible, asking them about their job, how they do it, why they do it, where they hope to be in the future, the problems they are having, the things the company is doing wrong, the things the company is doing right.  There are no wrong answers in these types of discussions.

It is truly amazing how much a new manager can learn from the people already in place, especially if that manager genuinely wants those people to be successful.  It also helps to be extremely curious and thirsty to learn as many details about an operation as possible. 

The most successful managers I’ve known have operated this way.  They ask questions and listen carefully to the answers.  They work as hard as they can to help each of their team members get what they want (as Zig so eloquently said). 

If you’re stepping into a leadership role with the mindset of lording authority over others, expecting everyone to follow your lead just because you’re in charge, you might have short-term success, but it won’t last. Real leadership is about seeking ways to enrich others and the organization before yourself. And in doing so, you build an environment of trust where people thrive and truly enjoy their work.

Helping others succeed isn’t just a management tactic.  It’s the only way to real success.

When you lift others, you rise too.

Photo by Matteo Vistocco on Unsplash

Commitment Leads to Fulfillment

Zig Ziglar once said, “It was character that got us out of bed, commitment that moved us into action, and discipline that enabled us to follow through.”

This perfectly describes the driver of true achievement. It’s not just the initial desire or excitement that propel us, but the dedication to stick with something until the end.

I accidentally saw this idea come to life during a recent road trip.  I stopped by a taco shop.  It happened to be near a beach and was clearly a popular local destination.  The tacos were excellent, but that’s not the point of this story.

As I sat on the patio eating my carnitas tacos and enjoying the view, I couldn’t help overhearing a conversation at the table that less than two feet away.  Two early-twenties (by my estimation) men were talking about how amazing the surfing had been earlier that morning. 

I got from the conversation that they had been surfing together since they were teenagers and this morning’s session was a long-overdue reunion of sorts since they hadn’t surfed together in quite some time. 

One of them made a comment that stuck with me: “Surfing is the only time I’m really alive. I know what I’m doing and can feel the water telling me what to do. I wish I could get that kind of fulfillment out of the rest of my life. I feel like I’m just wandering around, waiting until I can surf again.”

It wasn’t long before his friend responded, “I know what you mean. I’ve had to settle down these past couple of years. I got a dog, and it’s been a lot of responsibility, but he’s amazing. He loves the beach, so I take him there as often as I can.”

Then came the real kicker. The first guy, the “wandering” one, responded, “Maybe that’s something I should do. I can’t get motivated at work and just want to quit. Maybe getting a dog would help me commit to the work.”

He used an extremely important word—commit. It was evident these two men are deeply committed to surfing. It’s their passion, and it gives them a sense of fulfillment that’s absent in other areas of their lives. Surfing isn’t something they merely do—it is something they live for. But beyond surfing, they lack the same kind of dedication. Their passion for the sport brings them joy because they are fully invested in it, heart and soul.

The wandering friend’s dilemma isn’t uncommon. Many people struggle with finding motivation in their daily lives.  They haven’t truly committed to something that extends beyond their comfort zone or personal hobbies. They desire fulfillment without realizing that commitment is often their missing link.

It was as though this young man had stumbled upon the key to unlocking motivation and purpose: he needed to commit. Whether it is work, relationships, or another area of his life, the power to find meaning and fulfillment can only come from his willingness to fully invest in something.

Goethe once said, “At the moment of commitment, the entire universe conspires to assist you.” This idea aligns with the realization that real fulfillment only comes from investing fully in what we do. When we are all in, we aren’t just going through the motions—we are owning the process, taking charge of the outcome, and continually working toward our goals.

The wandering surfer may never have thought about his job as something worth committing to. To him, it was just a means to an end, something he had to do so he could afford to spend time doing what he really wanted—to surf. But if he can shift his mindset and fully invest in his work with the same passion and dedication he gives to surfing, the fulfillment he seeks might not seem so elusive.

Fulfillment doesn’t come from merely reaching a goal or winning a trophy. As Cardinal Pell put it, “Commitment to a worthwhile goal brings fulfillment and meaning, even if the path is difficult.” The true joy and deep sense of satisfaction come from the commitment itself—the effort, discipline, and perseverance that drive us toward our goal.

If you’re handed a trophy without having worked for it, it’s meaningless. You know deep down that you didn’t earn it, didn’t push through the challenges, didn’t grow in the process. But if you earn that trophy through your own hard work and dedication, it’s a symbol of something far greater than the achievement—it’s proof of your commitment.

In the end, what we commit to is what brings meaning to our lives. Whether it’s our relationships, our careers, or even something as personal as surfing, the act of giving our all, of pushing through the hard times, is what fills us with a sense of purpose.

The wandering surfer wasn’t lost because he lacked passion; he was lost because he hadn’t fully committed to anything beyond the waves.

To truly live a fulfilling life, we must commit wholeheartedly. When we do, we’ll find that the truest sense of fulfillment comes from the dedication and growth that only commitment can bring.

Photo by Blake Hunter on Unsplash

Two Steps Forward, One Step Back…

Is still progress.

Pick any project—it doesn’t matter if it’s something you’ve assigned to yourself or something your boss has given you. It could be a huge, long-term project, or something that should take less than a week.

Chances are, that project will turn out to be harder than expected.  It will require effort that nobody saw during the planning process (whether planning consisted of a 5-minute conversation, or a multi-month series of meetings and discussions). 

Here’s something else about projects: even when we’re given full ownership, most of us will try to find ways to make sure we’re not fully responsible for the outcome.

But no matter what, the project remains. We own it. We also own the goal of getting it done right.

“The man who moves a mountain begins by carrying away small stones.” – Chinese Proverb

Progress is made through consistent effort, one step at a time. Then another. Then another. It’s the steps toward the goal that matter, almost as much as the goal itself. 

What if some of the steps we take are the wrong ones?  What if we have to go back and redo some of our work?  What if somebody sees us make mistakes along the way?

Each of these are (almost) guaranteed to happen. 

Embrace it.  Learn from it.  Carry on.

Keep stepping forward.  Learn along the way and give yourself permission to take a step (or two) back from time to time. 

The progress you’re making is the reward.    

Photo by NEOM on Unsplash

You Can’t Delegate Your Influence

A professional manager understands that managing is an active role. It requires proactive effort, not just sitting back and overseeing tasks. A good manager knows how to delegate responsibility and authority. It’s a key skill that helps multiply their impact and develop the next generation of leaders.

There’s no shortage of books and articles that dive deeply into the art of delegation. Many are worth reading and putting into practice. But here’s the thing: no matter how much you delegate, you can’t delegate your influence. That personal touch—the way you listen, share your perspective, and guide the conversation—is something only you can bring to the table.

Managers have a unique viewpoint. They understand the critical questions facing the organization in a way others often don’t. Their value lies in their ability to communicate directly, to really hear what’s being said (and often what isn’t), and to guide the organization toward the right path. That’s what makes their influence so crucial.

Now, picture this: a manager sends one of their team members to a meeting with internal customers. The goal? For the subordinate to represent the manager’s ability to listen, understand, and guide the discussion. Sure, it can work if that person has full decision-making authority and can make agreements that hold the manager accountable. But that’s rarely the case.

So, we come back to the reality: a manager has to prioritize where they spend their time and energy, making sure they’re showing up where their influence is most needed. It’s not just about sitting in meetings or making decisions on the fly—it’s about really understanding the dynamics in play, both spoken and unspoken.

A manager’s influence over the direction of projects, processes, and people can’t be handed off. At best, subordinates can carry a “shadow” of that influence. It might get the job done, but it’s not likely to push the organization in the bold direction it needs to go.

In the end, while delegation is a powerful tool, influence is personal. And if you’re serious about leading, you need to make sure you’re showing up where it counts.

Photo by Katja Anokhina on Unsplash

Why Manners Matter

“Manners are of more importance than laws. Upon them, in a great measure, the laws depend. The law touches us but here and there, and now and then. Manners are what vex or soothe, corrupt or purify, exalt or debase, barbarize or refine us, by a constant, steady, uniform, insensible operation, like that of the air we breathe in.” – Edmund Burke

-Why do we say Please and Thank You? 

-Why do we hold the door for the next person? 

-Why do we show respect for our elders? 

-Why don’t we interrupt someone when they’re speaking (at least, most of the time)?

Mostly because we were taught these behaviors by our parents, or someone in authority, when we were growing up.  We may have learned by being told explicitly, or by watching others that we admire acting in these ways. 

As Burke points out, manners are more important than laws.  They are fundamental in establishing the boundaries of our behavior, of integrating us within our community.

Manners show our respect for those around us.  They create a standard for how we work with others.    

Consider the manners (customs) that are in play where you work.  It doesn’t matter if you work in construction, nursing, information technology, or any other field.  If you work with people (which you always do whether they are your co-workers, your customers, or both), your manner of behavior will be critical to your success. Good manners create a positive environment, build strong relationships, and foster a culture of respect and professionalism.

Since we are creatures of habit, it’s easy to establish either a habit for lacking manners, or for having them.  The disciplined decision to operate your life within the bounds of good manners is a decision that will pay consistent dividends.  Good manners can be the foundation for a disciplined approach across all areas of your life.  When we are polite and considerate, we remind ourselves of our values and our commitment to treating others (and ourselves) with dignity.

The simple act of saying “Please” and “Thank You” (and meaning it) shows our vulnerability to others, and at the same time, our appreciation for what they have done for us.  Powerful ways to remind us of our humility and gratitude many times each day. 

Edmund Burke observed, “Example is the school of mankind, and they will learn at no other.”  Our behavior and proper manners will be a teacher to those around us, whether we intend it or not.  Our actions, grounded in good manners, can inspire those around us to adopt similar behaviors.

It’s easy for each new generation to look at the rules and traditions of prior generations (manners) as archaic, overly formalized, and irrelevant in their “new modern era.”   They may rationalize away the need for good manners on this basis.  However, dismissing the importance of manners can lead to a breakdown in social cohesion. Our challenge is to adapt the principles to modern contexts while preserving the core values of respect and consideration.

Manners are a timeless currency that never loses value—so spend them generously and watch how rich life can become.

p/c Robert Collins on Unsplash

Leadership Pitfalls: Don’t Be a Don Henry

Early in my career, during my time as an internal auditor, I learned a lot about people. I spent countless hours observing and interacting with individuals at all levels of organizations, from front-line employees to CEOs. This unique vantage point taught me a foundational lesson: the success of any organization usually hinges on the character and behavior of its leaders.

In our small audit teams, we developed a shorthand to quickly convey our impressions of the people we interviewed. We’d use these labels —like Adam Henry and Don Henry— to help summarize complex personalities in a few words. After interview meetings, we might describe our interviewee as a good guy, a solid operator, an Adam Henry, a Don Henry, or perhaps someone who was DUP, or DUC.

Let me translate those last four:

  • Adam Henry – Asshole
  • Don Henry – Dickhead
  • DUP – Definitely Unpleasant (not quite an Adam Henry)
  • DUC – Definitely Unclear (meaning they seemed like an idiot)

What’s the difference between an Adam Henry and a Don Henry? While both are problematic, the distinction lies in their approach and the impact on those around them. Adam might be uncooperative and arrogant, but Don takes it a step further—using their position to intimidate others and make them feel as dumb as possible.  Don loves to belittle people and fosters a toxic environment that stifles collaboration and creativity.

Were our shorthand judgments fair? They may not have been, but they were usually quite accurate based on our interactions. Remember, most people are on their “best” behavior when talking to an auditor (even though most of us would rather not talk to auditors). Imagine if they weren’t on their best behavior.

These judgments, though informal, often reflected deeper truths about the individuals we encountered. A company with too many Don Henrys, for instance, might struggle with low morale, high turnover, and a lack of innovation—challenges that will cripple long-term success.

There was nothing special about us, as auditors, making these assessments of the people we were interviewing. All of us make these assessments as we work with other people. These same assessments are being made about us by other people all the time.

Is this person a good guy, a strong operator, a pleasant person, a team player? Or are they on the opposite end of the spectrum? Should I trust this person to have my best interests at heart, or are they solely in this for their own gain at all costs?

Companies of all sizes, no matter the industry, are made up of human beings, working as a group (hopefully as a team, but not always) to achieve key goals (hopefully the organization’s goals).

If the people who manage a company are Adam Henrys, or worse—Don Henrys, that organization will have difficulty succeeding. They might succeed in the short term, but over a multi-year time horizon, these negative traits in the people managing the business will lead to poor morale, declining creativity, declining teamwork, and declining execution.

Recognizing and addressing “Don Henry” behaviors is crucial for any organization aiming for sustained success. Leaders who prioritize their team’s well-being, encourage collaboration, and foster a positive work environment are far more likely to achieve lasting results.

The next time you’re interacting with colleagues, ask yourself: Am I being an Adam Henry, a Don Henry, or something better?

p/c – Ben White, Unsplash.com

Taking Your Team on a Vision Quest

In the early 2000s, I attended one of our company’s national meetings. Our new CEO opened the meeting with a keynote address.

After thanking everyone for attending, he discussed the company’s three key strategic initiatives. He tied each of them back to the overall goals and mission of the company, underscoring how critical each manager attending the meeting (and our teams) would be to making these initiatives come to fruition.

His address lasted about fifteen minutes. He had a few slides to accompany his talk, but nothing flashy. In those fifteen minutes, we understood his vision, what we were supposed to do, and how we were empowered to make it happen. We were unified and energized.

Later that day, I thanked him for his talk. I mentioned how concise it was and appreciated that he didn’t spend an hour on CEO-speak and rah-rah platitudes. He smiled and explained that he was concise because he articulates versions of that talk multiple times each day.

He shared that wherever he traveled, whenever he visited one of our company’s offices or met with employees or customers, he made sure they understood what we were doing and how important each of them was to the company’s success. He knew that in a company with over 15,000 employees, it was impossible to speak to or know every one of them. But, whenever he encountered employees, he knew they’d remember what he said and appreciate knowing how they are connected to the company’s success.

He was so concise and effective because he lived and breathed the vision and its importance every day and shared it freely with everyone.

Applying This in Your Leadership

You don’t have to be a Fortune 100 CEO to communicate like this. As a servant leader, commit to using your finite time and energy to communicate openly and freely with your team members. Make sure they understand the plan and their part in it. Take time to understand the challenges they face, listen to their ideas, ask probing questions, and let them know how important they are to the success of the department, division, or company.

Your team can’t wait to accompany you on a vision quest. They just need to know what they’re doing, where they’re going, and that you value their contribution to the quest.

Effective communication from leadership is not about the quantity of words but the quality of the message. By being concise, clear, and consistent, you can inspire and motivate your team to achieve great things.

Start today by articulating your vision and showing your team how much you value their contributions.

Photo by jesse orrico on Unsplash