Leadership Coach, Speaker, and Writer

Understanding The Power Of Our Words


If I were to ask you what you thought was the greatest invention in human history, what would be your reply? I imagine for some of you, your answer would be the personal computer and all the technological marvels that now make up our digital world. For others, I could imagine hearing the invention of the light bulb being our greatest invention.

The interesting thing about this question is that there’s no right answer and that, if anything, it reveals more about the respondent and their perception and relationship to the world around them. For myself, I would say our greatest invention is language and our use of words to communicate with one another.

Granted, this might seem like an obvious answer from someone who regularly writes and speaks about leadership. But what really sparked my thoughts on this has more to do with something I heard in a talk and what it reminds us about the critical nature words play in our ability to successfully lead those under our care.

The talk in question is one given by Mohammed Qahtani, a security engineer from Saudi Arabia, which won him the 2015 Toastmasters International World Championship of Public Speaking. In his speech, “The Power of Words”, Qahtani shares a number of personal examples of how the words we use can have a dramatic impact on how others understand and view the relationships we have with them.

But what struck me the most about his talk was this comment he made about how our words can influence those around us:

“Words when said and articulated in the right way can change someone’s mind. They can alter someone’s belief. You have the power to bring someone from the slums of life and make a successful person out of them, or destroy someone’s happiness using only your words. … A simple choice of words can make the difference between someone accepting or denying your message.”

Listening to Qahtani’s words, I was reminded of two leaders and how their words served to shape how others viewed and responded to their leadership. The first leader was Click here to continue reading »”Understanding The Power Of Our Words”

Great Teams Share More Than A Destination


The following is a guest piece by author Sean Glaze.

If you’re like most team leaders, you go into your team’s season or project or quarterly sales period with a goal.

And if you’re like most leaders, you find yourself frustrated at some point in that process because you struggle to get the buy-in or create the cohesiveness and commitment that would inspire your team to meet the goals that were set.

Wearing the same uniform – or working in the same office – doesn’t make your group a team.

Goals are important – but setting a goal, like writing a book, is only part of the recipe. It’s like making your favorite chocolate chip cookies. Flour is important – but you need more than just that.

As a basketball coach, I learned that teams must share a destination – they need to agree on a compelling common goal – but teams need to share more than that to complete the recipe for success.

Just as chocolate chip cookies require adding sugar and butter and eggs and chocolate chips to the flour, great team leaders understand that there is more to building a great team than setting a goal.

In my new book, “Rapid Teamwork“, I share the five essential steps to transform any group into a great team – and goals are an important first step . . .

If your people don’t know why they are together, they will not do much while they are together!

So what are the two parts to creating a compelling common goal? Click here to continue reading »”Great Teams Share More Than A Destination”

How Feedback Can Help Your Employees Succeed And Grow


With August now coming to a close, many of us – myself included – are feeling that bittersweet tinge that comes with the end of the summertime period. Indeed, contrary to so many of those back-to-school commercials, I personally am not eager to see the summer break come to an end for my daughters because I love having them around. Then again, as my wife likes to say, I’m not a fan of things ending.

The end of the summer period also brings to mind another ending that was marked this month – the end of Jon Stewart’s 16-year tenure at The Daily Show.

Now, to be clear, this piece is not about Jon Stewart’s legacy and whether you agreed or not with his socio-political viewpoints. Rather, it’s about an unscripted and honest moment that happened during his final show, and what we can learn from it about the nature of giving feedback and how it can help those we lead to grow.

The moment I’m referring to was when Stephen Colbert shared with the audience how Stewart made a point of telling his employees to never thank him because they owed him nothing, an idea Colbert said Stewart got “dead wrong” for the following reason:

We owe you because we learned from you. … All of us who were lucky enough to work with you for 16 years are better at our jobs because we got to watch you do yours. And we are better people for having known you. You are a great artist and a good man. … I know you’re not asking for this, but on behalf of so many people whose lives you’ve changed over the past 16 years, thank you.”

It was a wonderful, heart-felt moment that gave us a glimpse into what it was like to work under Jon Stewart’s leadership at The Daily Show. Of course, it also gives rise to a question about how will our leadership be viewed when we’re done – namely, what will be the impact those under our care remember the most about our leadership and what will that say about the legacy of our own leadership?

Granted, such questions can be quite daunting if not a luxury for many leaders to ponder given the complexity of today’s interconnected, global environment where things happening halfway around the world can wreck havoc on our strategies and plans here at home.

Indeed, if today’s leaders can’t Click here to continue reading »”How Feedback Can Help Your Employees Succeed And Grow”

Think Inside The Box To Solve Leadership Challenges


The following is a guest piece by Mike Figliuolo.

The phrase “think outside the box” makes me physically ill. It’s trite and isn’t at all practical. But inside the box? That’s where great leaders go to get more out of their teams. You can too with a simple assessment tool that provides insights as to how to most effectively lead the unique members of your team.

Preface: I’m an idiot. My friend and fellow thoughtLEADERS instructor Victor Prince hoodwinked me into co-authoring a new book: “Lead Inside the Box – How Smart Leaders Guide Their Teams to Exceptional Results“. The premise is you need to evaluate the amount of output you get from a team member and compare that to the amount of time and energy you have to invest in them to get it. We call that second piece “leadership capital.”

The result of those comparisons is the Leadership Matrix (or “the box” for short). Within that matrix, we define behavioral archetypes from Slackers to Rising Stars and everything in between. The real insight lies in practical advice on how to lead those folks to improve their performance.

By understanding the behaviors your team members will demonstrate and how you invest (or don’t invest) your time and effort into them, you’ll get a clearer picture of the 8 archetypical behaviors that can show up in the box. With that understanding, you can begin leading differently which will improve your performance. Those archetypes are as follows: Click here to continue reading »”Think Inside The Box To Solve Leadership Challenges”

2 Techniques That Transform Leadership Communication


The following is a guest piece by Dr. Alan Zimmerman.

It was the most memorable line in the movie Cool Hand Luke. When the prisoners wouldn’t listen, the prison guard uttered that ominous line: “What we have here is a failure to communicate.”

In a similar sense, almost every employee survey complains about a “lack of communication.” Perhaps you work in one of those places.

The good news is: there are two communication makeups that can fix that. One that deals with the quantity of your communication. The other addresses the quality of your communication.

Makeup #1: DNDT Increases The Quantity Of Your Communication

As I speak to various corporate groups, one of the most frequent complaints I hear is “We’re so busy we don’t have time to talk to each other. We’re so focused on our own individual silos that we don’t really know what the other people in our company are doing.”

If that sounds like you, it’s time to implement DNDT or Do Not Disturb Times. Follow these guidelines. Click here to continue reading »”2 Techniques That Transform Leadership Communication”

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