I'm beginning to realize that in my work, I don't strengthen leaders and leadership. Lots of people do that. I think what I do is strengthen leaders/leadership of consequence. You may recall that I adapted this phrase from Eric Schmidt, CEO of Google (he said, "companies of consequence"). A leader of consequence is a leader who matters, who leaves an imprint on the people and places around them, … [Read more...]
October 7, 2010 by
July 20, 2010 by
Sometimes you just don't, or maybe can't account for all the factors in any given situation. A canoeing trip illustrated this to me in a big way. I'm paddling down a river, doing a solid job of working with the current and navigating around various obstructions. Then, I encountered something I hadn't thought of or prepared for--coming around a sharp corner and entering a section with few trees on … [Read more...]
July 13, 2010 by
· After you receive my newsletter on Morgan and “campfire conversations,” please be sure to check out The Tackle Box for a guide on using Morgan in your current-day leadership. You’ll find The Tackle Box in the Shop portion of the website. · Daniel Morgan was actually born in New Jersey, not Virginia, in 1736. You might not realize it but much of New Jersey in the 18th … [Read more...]
June 1, 2010 by
FURTHER THOUGHTS ON JOHN WOODEN AND THE WHAT-IF QUESTION · John Wooden is one of my most popular historical leadership development case studies (I’ve got 60 of them). I think the three most important takeaways from Wooden’s leadership experience. They are: the Lasting Imprint (how to help your followers gain lifelong lessons from their relationship with you); Shoes-and-Socks (how to … [Read more...]
April 28, 2010 by
FURTHER THOUGHTS ON HARRY TRUMAN AND THE FOUR HUMBLE ITEMS Yes, I know the video was eight minutes, not five. My fault. Still, I hope you enjoyed it. Have you come up with your four items yet? Mine: a copy of Huck Finn, photo of family and friends (preferably while camping, hiking, fishing, or at the Chicago Art Institute), my baptismal verse scratched in my handwriting, and a … [Read more...]
March 25, 2010 by
· The 110 maxims on personal conduct conjure two images in my mind. One is the Book of Proverbs in the Bible’s Old Testament. Like the verses in Proverbs, the 110 points are direct, pithy, and eminently practical (at least in the setting for which they’re written). There is a stern aroma of morality and judgment. The 110 points are often quite specific and directive. And along the way you … [Read more...]
February 15, 2010 by
You have foundational beliefs. So do I. A foundational belief is dearly and certainly held in your heart, mind, and soul. It shapes your view of the world and everything in it. We know it is part of truth, a thing above and beneath time and place and circumstance. You build your life upon foundational beliefs. And they power your leadership. You arrive at foundational beliefs through your … [Read more...]
August 28, 2009 by
“Run out and buy a copy.” “Couldn’t put it down.” “Wish they’d make it into a movie but in the end a great book never does well on film.” These are just a few of the many superlative remarks I offer to you about Milton’s book. And yes, this is straight-shooting. I’m not being glib or sarcastic. Don’t stop reading this review, however, because I think you’ll want to learn a little more about my … [Read more...]
September 24, 2008 by
One night in the early spring I received a call at home. It was not long after supper, my wife Kelly and daughter Haley and me were cleaning up the table, washing dishes, getting ready for the rest of what we knew would be a nice evening at home. The call was unexpected and the voice on the other end was even more so. For me, and hopefully for the person to whom the voice belonged, it was an … [Read more...]
September 24, 2008 by
One of my recent sessions at a hospital produced a discussion of innovation. When I asked about the state of innovation at this hospital, the participants agreed that it was next to impossible to innovate in the organization. They proceeded to list a variety of reasons why that was, ranging from fear of failure to stale attitudes toward change. The strength of their consensus was surprising to … [Read more...]
