5 Leadership Lessons: Axiom: Powerful Leadership Proverbs

Bill Hybels of Willow Creek Community Church, wrote Axiom: Powerful Leadership Proverbs with church leadership in mind. However, you will find pearls of wisdom that apply to any situation you find yourself in. That’s the thing about good leadership principles. They are timeless and they can be applied in any context. Here are five of the 76 guiding principles that have shaped his leadership:

  Values Need Heat: When you heat up a value, you help people change states. Want to jolt people out of business as usual? Heat up innovation. Want to untangle confusion? Heat up clarity. Want to eradicate miserliness? Heat up generosity! New “states” elicit new attitudes, new aptitudes, and new actions. It’s not rocket science. It’s just plain chemistry. Which is a lot about heat….Over time, sufficiently hot values will utterly define your culture.

  DNA Carriers: Great leaders take the time to explain to their team what they feel deeply about—what issues they would take a bullet for and why. Then great leaders show their staff members how to live out that DNA. They appeal to the employee’s desire to be part of something very cool and than make a hero out of each one who rises to the occasion. Sure, the final decision rests in the hands of the employee—“Will I or won’t I live out all that it means to be part of this organization?”—but effective leaders challenge and inspire their staff to become bona fide DNA carriers.

  No Eleventh-Hour Surprises Please: One of the most harmful things a colleague can do to a leader is to toss an eleventh-hour surprise in his or her lap. Last-minute grenades ask an otherwise proactive person to become reactive, a well-paced problem solver to become a firefighter, and a long-term planner to focus all energies only on the next twenty-four hours. “I want an environment that helps keep blood pressure stable, the nuttiness quotient low, and fire drills and soap operas to a minimum. Please, no eleventh-hour surprises.”

  Speed of the Leader, Speed of the Team: Leaders must never expect from others anything more than they are willing to deliver themselves. They should never expect higher levels of commitment, creativity, persistence, or patience than what they themselves manifest on a regular basis.

  Pay Attention to Greetings and Goodbyes: Everyone who works for a highly motivated leader carries with them a low-grade concern that that leader is going to use them and then toss them out. They worry that aside from getting the leader’s agenda done, they’re not at all necessary. Deep down, they simply want to know that they’re more than just a cog in someone else’s wheel. I make it a habit to do a personal, enthusiastic, genuine, warm, highly relational, look-you-in-the-eye greeting to every single person sitting around the table before I even think about starting the meeting.

Posted by Michael McKinney at 06:24 AM
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5 Leadership Lessons: Transparency

In a series of three essays, authors Warren Bennis, Daniel Goleman, James O’Toole and Patricia Biederman, illuminate what it means to be transparent in a world where technology makes transparency all but inevitable. The reality is that we can never assume that we are alone or unwatched.

  The leaders who will thrive and whose organizations will flourish in this era of ubiquitous electronic tattle-tales are the ones who strive to make their organizations as transparent as possible.

  Legislation alone cannot make organizations open and healthy. Only the character and will of those who run them and participate in them can do that. The first time a top executive blows up or punishes someone delivering bad news, a norm is established. If leaders regularly demonstrate that they want to hear more than incessant happy talk, and praise those with the courage to articulate unpleasant truths, then the norm will begin to shift toward transparency.

  Any time an organization makes a seriously wrong decision, its leaders should call for an intensive postmortem. Such learning opportunities are too often overlooked. The tendency is simply to call on the public relations department to spin the matter, to make another inadequately thought-out decision, and perhaps to scapegoat, even fire, a few staff members.

  All of us would do well to reflect on how receptive we are to the suggestions and opinions of others and alternate points of view. Leaders need to question their willingness to hear certain voices and not others. They need to make a habit of second-guessing their enthusiasms as well as their antipathies, since both can cloud their judgment.

  Indeed on of the most dangerous myths of modern organizations is that it is better to make a bad decision than no decision. Instead of mythologizing the leader who acts quickly or on hunches, we should cultivate leaders who are not afraid to be labeled wishy-washy when prudent caution and additional study are called for.

Posted by Michael McKinney at 10:18 PM
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5 Leadership Lessons: How the Best Get Better and Stay That Way

Sports psychologist and executive coach Graham Jones believes that the real key to excellence in both sports and business is mental toughness. In the current Harvard Business Review he writes that the most successful people do five things to get better and stay that way.

  Learn to Love the Pressure. To do that you must dedicate yourself to constant self-improvement. That is made a lot easier if you learn to compete with yourself and block out the drama of those around you. It’s a choice. “Greg Searle, who won an Olympic gold medal in rowing, is often asked whether success was worth the price. He always gives the same reply: ‘I never made any sacrifices; I made choices.’”

  Fixate on the Long Term. Map out short-term goals in every area that affects your performance to make sure you meet your long-term goal. Long term success is paved with small achievements.

  Iron Sharpens Iron. “Train” with the people who will push you the hardest. “Smart companies consciously create situations in which their elite performers push one another to levels they would never reach if they were working with less-accomplished colleagues.”

  Reinvent Yourself. Once you become the benchmark, you need to keep reinventing yourself. To do this you need to develop an insatiable appetite for feedback; you need to be “hungry for advice on how to develop and progress. One word of caution, however: While it’s good to feel challenged, you need to make sure that any feedback you get is constructive. If criticism doesn’t seem helpful at first, probe to see if you can get useful insights about what’s behind the negative feedback. Get more specifics. You should be able to see concrete improvements in your performance after getting detailed coaching advice.”

  Celebrate the Victories. Think of it as constructive celebration. Otherwise it can lead to complacency. “Celebration is more than an emotional release. Done effectively, it involves a deep level of analysis and enhanced awareness. The very best performers do not move on before they have scrutinized and understood thoroughly the factors underpinning their success.”

In the end, the keyword is resilience. Jones concludes, “Most of those participating in the Olympics this summer will walk away from the games without grabbing a single medal. Those with real mettle will get back into training again. That’s what truly separates elite performers from ordinary high achievers. It takes supreme, almost unimaginable grit and courage to get back into the ring and fight to the bitter end. That’s what the Olympic athlete does. If you want to be an elite performer in business, that’s what you need to do, too.”

Posted by Michael McKinney at 12:11 AM
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A Navigation System for Women in the Workplace

Dondi Scumaci has written a book – Designed For Success – to help women navigate their careers. She says, “I am passionate about helping people release their potential so they can have real impact, leverage their God-given talents and maximize opportunities in life and in business.”

Many of the principles presented here, of course, apply to both men and women. But she has tailored it to address the unique obstacles women face in the workplace including how to overcome the natural aversion to negotiation, how to send the right message with your wardrobe, overcoming female stereotypes and the importance of fostering a network of mentorship relationships with other female professionals.

Women bring a unique set of traits to the workplace that are not as valued as they should be. Their strength lies in developing and applying them to whatever they are involved in and not trying to emulate male traits. In the book she offers Ten Commandments for Women in the Workplace. Here are some takeaways on developing your leadership capabilities:

  You have to be something before you can get something. Maybe we don’t actually say it, but there are times when we hold back the best of who we are because “that’s not our job”? Admit it. Haven’t you ever thought, “That’s not my problem,” or “I don’t get paid enough to put up with this!”? OK, I’ll go first. I have. When it comes to personal leadership, we can’t wait for the position to demonstrate it. We can’t wait for the promotion to make the difference, because the difference is what makes the promotion.

  Knowing how you fit – how your work fits – into the bigger picture, is really important. When you understand the flow of work and the broader objectives of the organization, you work in context.

  Check for alignment between what you are doing and what matters most to your organization. The more aligned you are with the goals and priorities of the organization, the more valuable and relevant you become.

  Instead of trying to increase compliance with your processes, view them from your customer’s perspective and find ways to make them more user friendly. You become more valuable to the organization when you search for and deliver solutions. At this level you are not waiting for an assignment. You are actively engaged in the process of continuous improvement.

  The most valuable, vital employees are rivers, not reservoirs of information. They do not collect and store knowledge. They allow knowledge to flow through them by coaching and mentoring others, They give information away.

Posted by Michael McKinney at 01:05 PM
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5 Leadership Lessons: Charles Handy's Wisdom

Charles Handy’s memoir, Myself and Other More Important Matters, is full of candid insights from a thoughtful life. Here are a few lessons to take away:

  If all your expectations with life work out well then you probably haven’t pushed yourself far enough. There may be lives out there that you could have lived had you dared more.

  I learnt that in most human situations there is no textbook answer, that everyone is different and that you have to make your own judgments most of the time, make your own decisions and then stand by them. Only in technical matters does the expert know better.

  Schools, at every level, prefer to teach what can be taught, rather than what needs to be learnt.

  Organizations are not machines. They are living communities of individuals. To describe them we need to use the language of communities and the language of individuals. The essential task of leadership is to combine the aspirations and needs of the individuals with the purposes of the larger community to which they belong. You do not need to be a genius to see that the task is much easier if the leader knows what the purpose of the community should be and can convince everyone of its importance.

  My belief is that most people have a fundamental understanding of what makes organizations work. They just need to be reminded of it and encouraged to apply their understanding to their own work. The late Sumantra Goshal of the London Business School once described Peter Drucker as practising the scholarship of common sense. I would like that said of me. For example, it is only common sense that people are more likely to be committed to a cause or mission if they had a hand in shaping it. That does not need research to prove it. Nor do you have to see the research to know that groups are likely to produce better results than the same individuals acting on their own.

Posted by Michael McKinney at 07:10 AM
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5 Leadership Lessons: Inside Welch's Communication Revolution at GE

Bill Lane joined GE as a speechwriter in 1980, and became the Manager, Executive Communications for the Company, and Jack Welch’s speechwriter. In his book Jacked Up: Inside Welch's Communication Revolution at GE, he tells stories from his experiences with Jack Welch and other key players, with the candor that Welch prized above all.

  The vanity of communications is about never – ever – allowing anything but your best face, and that of your organization, to ever, ever, appear in front of your constituencies or your employees or your mates.

  I fell prey to a typical attitudinal conceit, a root cause of presentation disasters: the belief that what you think is so important is also considered to be so by the audience. The best presentations I’ve done in my life are ones about which people I respected came up and said: “It was great, but it was too short. I wanted to hear more.” All first draft presentations are too long and should be cut. Second, third, and forth drafts should be cut further.

  Never, ever, make a presentation you do not feel is excellent—a home run. If you don’t spring up to the podium because you can’t wait to do it, something is probably wrong.

  The domination or orchestration of company meetings may sound like the machinations of a control freak, a meddler, an autocrat, or dictator. That is precisely what I am describing; but it also the picture of a leader, and how a leader can capture ownership of his key meetings and his organizational communications, virtually overnight. These meetings were Jack’s megaphone, and everybody knew it. Do the people who attend your key meetings know whose thoughts a views they are hearing?

  [Jack] would tune out, and write-off, people who made presentations that had an air of “going through the motions” or “reporting” rather than passionately advocating some course or other. He loved the latter even if he disagreed with the course being suggested. Any presentation that does not give the people in the audience something they can take out the door with them and use is a failure and a waste of their time. The question always in your mind must not be, “Do I care about this?” But, “Will they care about this?”; “Should they care about this?” Don’t walk out there and bore people.

Lane asks: "What jobs are you disqualifying yourself from because of poor presentation skills? These efforts are fairly easy to acquire, and involve the architecture and effort in the presentation itself, rather than theatrics and what color dress you wear."

Posted by Michael McKinney at 09:24 AM
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5 Leadership Lessons: What is Your Intention?

Our intentions—our attitude going in—has a profound affect on the results we get and the stress we experience along the way. Our intentions affect what we do, what we say and how we say it and how we come across in the process. Greg Hicks of Foster, Hicks and Associates and author of LeaderShock, writes that we are so in the grip of LeaderShock—overwhelmed, overloaded and overstressed—that we find ourselves so busy doing that we don’t take time to choose our attitude. We end up allowing it to control us rather than the reverse. “Because attitude animates your actions, once your attitude is set you’re in the best position to decide what behavior is going to work best.” Here are five leadership lessons on Intention from LeaderShock:

  When we don’t assertively set our Intentions, we passively or unconsciously choose something else. Our outcomes are haphazard, and we become hostage to people and events that lead us astray. Intention adds directionality and power to human endeavor.

  Choosing your day isn’t about denying problems, sugarcoating them, or guaranteeing specific results. It’s about intensifying your focus on that which is uplifting and self affirming.

  The Rigidity Trap is everywhere. By locking into rigid assumptions we rarely achieve what we want. Chaos is not the opposite of rigidity. Healthy flexibility is where you want to be, inviting unexpected options and discovering new possibilities before making any final decision. If life is indeed a journey, we as leaders would be wise to pay more attention to the odyssey and less to the final destination toward which we’re headed.

  When we find ourselves merely trying to survive the pressures created by limited time, money, and people resources, we tend to take as much as we can. This survival mentality eventually isolates us from a community that could otherwise provide us with everything we want.

  When we see feedback as negative, or give all our power to the person giving the feedback, we set ourselves up for a long, hard fall. Our Intention should be to see feedback as nothing more than new information; never as an attack.

Posted by Michael McKinney at 03:10 PM
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5 Leadership Lessons: Great Advice from Accidental CEO, David Novak

While Yum Brands chairman and CEO David Novak calls himself an accidental CEO, his rise to the top, while perhaps not planned, was no accident. His advancement speaks to the power of right choices made throughout life based on the knowledge gained from cultivating lessons from life and seeking out advice. His memoir, The Education of an Accidental CEO, is written in the first person and full of advice that we can all gain from reading. Nothing here is earth-shaking or new, but it is helpful to see the successful working of these principles in the life of someone who took them to heart. Here are a few of the lessons we can take away:

  I don’t think as a leader that you just go tell people to do something. I believe you plant the seeds and share with them what you know and let them draw their own conclusions—which may even be better than your own.

  One thing I’ve learned over the years is that you never get promoted until most people in your company can already see you in the position. [Former chairman of PepsiCo, Wayne Calloway], took me aside and said to me, “David, I have no doubt that one day you are going to end up running something. So why don’t you just focus on what you need to do today in order to be ready when you get there.”

  I can’t stress enough the essential nature of really hearing what someone has to say even if it is totally contradictory to your own beliefs….It’s something that I have to constantly remind myself of, and others, to do to this day. [Coach Wooden told him], “Most leaders have enough ego as it is, so you don’t need anyone around to inflate it any further. Have strong, opinionated people working for you.”

  One of the greatest failures to execute is the lack of follow-up. This seems obvious, yet very few companies place as much emphasis on accountability as they do on figuring out what they want to get done.

  Self discovery is the key to learning, whether it’s learning how to do something new or better or learning something about yourself. You can tell the same thing to people a thousand times, but they don’t really own it until they discover it for themselves.

Posted by Michael McKinney at 10:55 AM
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5 Leadership Lessons: James M. Kilts on Building the Right Team

In his instructive memoir Doing What Matters, James Kilts gives credit to his team for the turnaround he engineered at Gillette. Picking the right people is key to the success of any team. Here are some of his thoughts on building the right team.

  Effort is the price of admission. Everyone has to work hard, usually very hard. But if that effort doesn’t turn into results, something is wrong. Perhaps with the objectives or targets that were set. Or with the actions being pursued. Or maybe with the person involved. Whatever it is, effort without results indicates a problem that must be addressed.

  Former Kraft CEO Mike Miles said, “We had a rule at Kraft that we were not going to hire any self-centered jerks.” Mime believes that there are enough smart people in the world so “you could pass up the smart jerks and wait for a smart, nice person to come through the door. If you did that you would have a society or culture . . . where people enjoyed their cohorts, [and] where they looked forward to coming to work every day.”

  Weed out bad actors. Often, these were self-absorbed people who wanted to run a fiefdom in which their word was unquestioned. They were self-promoters who had no interest in developing people their people or working for corporate goals. Meeting individual targets and achieving personal self-fulfillment defined their efforts.

  I especially like battle-tested managers. People who have had an easy road through there career and never ran into a tough business situation can be unreliable and unpredictable. If you observe someone when they are going through a difficult business situation, you learn a lot. You know if they can keep their composure, think clearly, and deliver the facts, honestly and with transparency, regardless of how bad the news.

  The team aspect of leadership cannot be overstated. The team must be committed to the leader, but even more important, the leader must be committed to the team and to goals that go beyond your own self interest. You must believe in and be committed to the corporate objectives, to organizational goals, and you must give them a top priority.

Posted by Michael McKinney at 10:46 AM
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5 Leadership Lessons: Measure of a Leader

Aubrey and James Daniels wrote a comprehensive and thoughtful book on leadership entitled, Measure of a Leader. It is a book that deserves far more attention. The premise is a new model of leadership that focuses on the behavior of followers. By becoming a better observer of human behavior we can become better leaders. They say that “most leadership writers limit their premises to the success of the leader at his or her particular venture.” There’s more to it than that. How you accomplish something is as important (if not more important) than what you accomplish. Here are a few lessons from their book:

  In any undertaking that requires leadership, loyalty to the individual may be how the venture starts, but it is not how that venture thrives. If the leader cannot transfer personal loyalty to his vision, he has failed one of the critical tests of effective leadership.

  When change exposes individuals to failure and punishment, they resist. When change increases the person’s access to reinforcement, they seek it out. Since one f the leader’s key functions is to lead change, he must view resistance as a signal that something is wrong with the process being used to achieve desired change rather than simply passing off the resistance to change as a normal characteristic of human behavior. Contrary to common opinion, it is not normal!

  Learning to lead is a function of deliberate practice. You refine your techniques and skills by observing the followers’ responses. While you may pick up some pointers from the stories of others, you cannot simply imitate what they do. This intentional search for the impact of your actions will set you apart from those who try to replicate the actions of other leaders.

  Managers need to learn the following rule: you don’t lead by results; you lead to results; and only behavior will get you there. It is important to differentiate between behavior and non-behavior. Of course, attitudes are not behaviors; competencies are not behaviors; values are not behaviors; employee involvement and commitment are not behaviors. Asking someone to smile more often may be infinitely more helpful than telling him to change his attitude.

  Learning leadership is fundamentally a self-management task. But this task is made immensely more difficult if you think of it in terms of changing your personality, such as becoming more charismatic. Since leadership is defined in terms of the behavior of the followers, the task is to ask, “What do I want my followers to do?” and then “What must I do to produce that behavior?”

Posted by Michael McKinney at 10:48 AM
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5 Leadership Lessons: What Really Matters According to John Pepper

Former president, CEO, and chairman of Procter & Gamble, John Pepper has written a very friendly and open account of his forty years at P&G. He spends a good third of What Really Matters describing his rise up the corporate ladder—what he did do and what he would not do again—and how learned to build and manage leading product brands. He stresses the importance of building a community of leaders and leadership within a company and promoting from within whenever possible.

  “[A] characteristic of a vital community is holding ourselves accountable for delivering leadership results and being leaders in all that we do. A culture of leadership binds a community together as nothing else will. By achieving leadership, an institution attracts winners who will then motivate and energize each other to become even better. I cannot overstate the importance of this.”

  “Over the years, I’ve seen that the strongest leaders are those who have enough confidence to seek input from others without losing the direction provided by their own internal compass. They understand that the objective of learning is not comfortable consensus. It is to make wiser, more informed choices.”

  “We need to recognize that everything in our institutions, everything in life, depends on personal leadership, and personal leadership in turn depends on our being faithful to ourselves. Leadership is not some academic or abstract concept. It is very personal. Personal leadership makes things happen. Determine how you can best be of service in a particular situation, and you’ll know how to lead.”

  “Positive feedback sustains people, provided it’s authentic. Honest conversation sustains all of us when it is with someone we respect. Why? Because it shows we matter.”

  "Personal ownership is, above all else, something we do for ourselves. It is a choice we make by throwing ourselves into a business and by developing intimate contact with it. But we can nurture and encourage ownership among one another. How? By conveying trust and high expectations, authentically and honestly. Knowing you are trusted contributes mightily to your feelings of ownership. Just as some comments and questions can suppress a sense of ownership, others can turn it on. Consider the power of the simple question: How do you think we should do this?"

Posted by Michael McKinney at 08:27 AM
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5 Leadership Lessons: Getting Unstuck

Getting Unstuck: How Dead Ends Become New Paths by Timothy Butler is an interesting look at a chronic human problem: not being able to see the forest for the trees. There are times when we get stuck and find ourselves stewing in our own juices.

Our stuck feeling comes from our inability to get our thinking moving again. Sometimes we get hit so hard that it is hard to get our mind off of the point of impact and instead focus on our response. The decision to get on with it, frees us to rally our resources and broaden our repertoire of responses. We will, with the proper outlook, grow to a higher capacity to handle the next crisis that life throws at us.

Bulter offers these thoughts:

  “When we are at am impasse, we often cannot even sense this flow [the connection we feel to the energy in our life] — or to see how close we are to a dynamic dislodging that would place us back into the energy of the moving current….When we have run aground, we sometimes fail to realize that his is a necessary crisis; without it we cannot grow, change, and — eventually — live more fully in a larger world.”

  “Self-images often seem to have lives of their own, separate from our daily reality, and they exert a powerful presence that affects decisions and distorts perceptions. These distortions lead us away from the ability to pursue the work and the relationship that hold the greatest promise for fulfillment.” These self-images keep us suck.

  “The problem with any mental model is that it is always operating on information from the past. In contrast, true vision is never an arrangement or rearrangement of solutions that have worked in previous circumstances, but springs from the immediacy of today….Life is always breaking our mental model…A life shock momentarily awakens something I us, and for a moment we are fully alive, with no model at all. We all want this, to be touched directly by life itself.”

  “When we are at an impasse, we need new information, especially information about what is missing rather than a summary of what is already there.”

  Getting unstuck ultimately comes down to a choice. Our lives do not change without action. “The only way forward is to bring our whole person into the tension of the choice. The temptation when experiencing the tensions of a difficult choice is to seek a quick compromise, to find some middle ground that seems to offer some of the best of the conflicting pole. This rarely works and rarely satisfies.”

Butler offers some practical ways to get ourselves thinking again through practicing free attention and some healthy ways of looking at crisis in our life. His One Hundred Jobs Exercise presented in this book, is aimed at helping us to reexamine our outmoded mental models and identify essential work and life themes that will bring us back to our place (authentic) where we can offer our contribution.

Posted by Michael McKinney at 09:06 AM
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5 Leadership Lessons: Robin Sharma

  The ultimate competitive advantage of your enterprise comes down to a single imperative—your ability to grow and develop leaders faster than your competition. The more quickly you can get every single person in the company demonstrating leadership behavior—regardless of their position—the more quickly you will lead the field.

  Being a leader isn’t about being liked. It’s about doing what’s right. Great leaders run their own race, making the right decisions and worrying little about public opinion. They are courage in action.

  Try not to teach your fears to your kids. Introduce your children to what’s possible. If you see the world as a place of limitation, so will those little people you are raising.

  Every day, life will send you little windows of opportunity. Your destiny will ultimately be defined by how you respond to these windows of opportunity. Shrink from them and your life will be small. Feel the fear and run to them anyway and your life will be big.

  Remember, every great leader (or visionary or brave thinker) was initially laughed at. Now they are revered. Push the envelope. Refuse to accept anything remotely close to mediocrity. Let go of the chains that have bound you to the ordinary. And definitely leave the crowd.

These five lessons are from The Greatness Guide by speaker and leadership coach, Robin Sharma.

Posted by Michael McKinney at 08:59 AM
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5 Leadership Lessons: Leadership and Motivation

  A wise leader will involve the team in decision-making as far as possible, for the more that people share in decisions that affect their working life the more they are motivated to carry them out.

  50/50 Principle: Fifty per cent of our motivation comes from within us and 50 per cent from without us—from our environment, especially the people around us. (These proportions may vary from person to person.) We are more like open systems than closed boxes.

  Nobody inspires you more than the person who speaks to the greatness within you.

  A Framework for Motivation:

1. Be motivated yourself. You can’t light a fire with a dead match.

2. Select people who are highly motivated. Build your team not from those who talk enthusiastically but from those who show eagerness for the business and steady commitment in their actions.

3. Treat each person as an individual. Theories and principles apply to the generality of people. You will never know how they apply, even if they apply, to any given individuals unless you observe them and talk to them. A good shepherd knows his sheep by name.

4. Set realistic and challenging targets. Your skill as a leader is to set and agree to goals, objectives or targets that both achieve the task and develop the team and its individual members.

5. Remember that progress motivates. If you as a leader can show your team, and to each individual member, that progress is being made, that it itself will feed the determination to press forwards on the path of success.

6. Create a motivating environment. Leaders are there to build teamwork, and that is a creative activity. All leaders in an organization should work together to ensure that it is an interesting, stimulating and challenging place of work.

7. Provide fair rewards. The perception of unfair rewards does have a de-motivating effect on most people. Financial and other rewards should match he relative value of contribution, according to the market assessment for any particular kind of work.

8. Give recognition. A good leader should be swift to show recognition to all members of the team or organization, however indirect their contribution is to the overall task.

  Work as a form of service requiring skill, work that calls for creativity in all its rich variety, work that fosters a deep comradeship with our co-workers, is almost by definition work that motivates us to give our best. Or, putting it differently, when, as Kahil Gibran says, “Work is the expression of love, then motivation will never be our problem." Perhaps the real challenge of leadership today is to locate, release and channel the power of love that flows from deep inner springs within us all.

These five lessons are from Leadership and Motivation by internationally recognized leadership authority John Adair.

Posted by Michael McKinney at 08:40 AM
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