Leadership and Organizational Effectiveness Blog
  • Legacy

    Just about any leader can make an organization look good for a moment -- by launching a flashy new program or product, drawing crowds to a big event, or slashing the budget to boost the bottom line. But leaders that leave a legacy take a different approach. They lead with tomorrow as well as today in mind. When all is said and done, your ability as a leader will be judged by how well your people, and your organization, do after you are gone. Your lasting value will be measured by succession.

    To create a legacy, you need to be strategic and intentional. The following guidelines can help you get started:

    1. Decide ahead of time what you will be willing to give up. Being a leader has a price; being a leader who leaves a legacy has an even greater price. When you work to create legacy, your life is no longer your own. That's why it's so important to know what you are willing to give up so that others can go up.  What are you wi
  • Action vs Reaction

    As a leader, you must always ask yourself if you are a person of action or reaction. We can define action as an act of the will, something done or performed, or the accomplishment of a task. A reaction is defined as the way someone acts or feels in response to something that happens or is said. It is a response to some treatment, situation, or stimulus.

    We all understand that a reaction is what occurs following an action. The action comes first. The reaction is second. Throughout our days, we react to other's words and actions, and even their attitudes, with our responses being all the way from silent thoughts to physical events. Our professional lives are filled with constant actions of our own and reactions to those around us.

    In various areas of life -- work, family, school, friends -- we must evaluate whether our tendency in relationships is to initiate action or respond in reaction. As with so many other a

  • When to Speak

    As leaders, when is it important to speak up? When do we need to listen? Some of the biggest problems we create in our lives involves the proper use of our speech. Speaking when we shouldn't, and not speaking when we should, can create major issues in our communication. Ironically, we can get in just as much trouble and hurt others by what we don't say as opposed to what we do say. The question of, "Why did you say that?" versus "Why didn't you say something?" can be just as difficult.

    Regardless of our personality type, many leaders tend to "speak first and ask questions later." I have a good friend and colleague whose wife jokingly tells him, "When it comes to your mouth, your method is usually ready, fire, aim." We all can run into this problem if we're not careful.

    I was speaking recently with a client about a meeting she was in where people inside their organization were clearing the air on some conflicts. She s

  • Intentions

    How do you live your life? Are you driven by impulse or intention? Impulses are reactive. Intentions are proactive. Impulse is an immediate response. Intention is a calculated response. We tend to lean towards one or the other. There's an ancient proverb, "as go the hours of our days, so goes our life." So how do you change from an impulsive driven life to an intentional one?

    Take a moment and ask yourself the following questions. Is my day-to-day life driven primarily by impulse or intention? By whim or wisdom? By want or need? Do my thoughts tend to be impulsive or intentional? Are my decisions typically impulsive or intentional?

    If you want to change your life from impulse to intention focus on these five things:

    1. Slow Down: A busy, fast-paced, and chaotic lifestyle creates impulsive decisions because there is typically little to no time left to be reflective and intentional. **When you move too quickly, you m
  • Chess

    The fastest way to kill something special is to compare it to something else. When leaders regularly compare themselves to others, they struggle in their leadership. Every leader is designed to fulfill a certain calling. You have to stay in your lane. You're not called to run someone else's race. Run the race that is set before you. Do what you can with the talents and gifts that you possess.

    In graduate school, I had the privilege of working with many talented colleagues. It was evitable that there would be some comparing going on between all of us. We were all the top performers at our undergraduate institutions. We had risen in the ranks at our respective colleges and were accepted into one of the top industrial-organizational psychology programs in the country. What I learned really quickly is that comparing yourself to others can have detrimental effects on your performance and emotional well-being. Every individu

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