Technomanagers are leaders who focus first on technology and management systems, before focusing on their customers and internal/external partners. They must discover the key "servant leadership" principle — success comes through serving others.  more  

The best approaches, to help everyone in the organization understand what's going on and why, are personal and interactive. Workshops or seminars featuring presentations and discussions by senior managers are an effective educational tool in the improvement process.  more  

When confronting morale problems, managers will often succumb to the Victimitis virus and blame the declining work ethic, or any number of societal factors. But these factors are more imagined than real. Studies show that people's real needs are much less mercenary than most managers believe.  more  

One deadly consequence of the management credibility gap is that employees emotionally distance and disengage themselves from their bosses and their organizations, and this we/they schism can have profoundly negative consequences.  more  

The relentless drive for ever-higher performance often leaves us too exhausted to enjoy what we have achieved We, as leaders, must learn to break the endless improvement journey into a series of short exciting trips by celebrating and savoring our successes.  more  

Effective communication is no more a natural skill than leadership is a born trait. However, strong communications strategies, systems, and practices are necessary to keep everyone focused on goals and priorities while providing feedback on progress.  more  

We can't really motivate others, but we can create a high-energy environment that dramatically magnifies and expands the energy of individuals, teams, or organizations.  more  

When change fails, it can almost always be traced to dysfunctional leadership.  more  

High performing organizations that are thriving in today's chaotic world, are adapting and pioneering a wide variety of highly decentralized structures. They are giving up control of people so that people can control their own and the organization's destiny.  more  

If we want people on our team or in our organizations to behave like business partners, we need to treat them that way. Education, combined with powerful communication systems, processes, and practices, is one of the keys to organizational learning and innovation.  more  

Trust and communication levels go together. The source of misunderstandings and mistrust is often in the leaders' behavior and lack of communication.  more  

A leader sees people as they could be, seeing beyond current problems and limitations to help others see their own possibilities.  more  

Today's highly effective teams have a broad ownership and participation in the team's tasks and how everyone works together to achieve them. Team members and leaders share responsibility for the effectiveness of the team. One of the best indicators of the strength of a team is the "We to Me" ratio.  more  

Honesty and integrity are key ingredients in developing trust. Trust is a key element in establishing credibility. Our credibility is at the center of our ability to influence others and provide strong leadership. Examples of characteristics that are the hallmark of strong leaders — sincere, truthful, trustworthy, reliable, principled, and genuine.  more  

Many successful companies are started by passionate zealots, full of energy and excitement. But once the Technomanagers take over, people are turned into their roles, systems, and processes — then their heart and soul are lost.  more  

If we want more experimentation and learning on our teams or organizations, we must establish an atmosphere that builds self-confidence and trust.  more  

Effective leaders that inspire, energize, and arouse people to improved performance, can stand in front of a large or small group and express themselves with a clarity, conviction and credibility that stir their audience or group members' feelings and emotions.  more  

Effective leaders are made not born. If we are not working hard to continually improve our leadership skills because we weren't "born with natural talent" then we are either copping out, misinformed, or both.  more  

We are either part of the energy problem or part of its solution. There is no neutral zone. We are either net takers or net contributors of energy to others. We need to ask those we're trying to lead or influence about our energy leadership. Highly effective leaders energize others. That energy mobilizes people to action.  more  

Optimistic, enthusiastic leaders more easily retain top people, compared with those bosses who tend toward negative moods. When the leader is in a happy mood, the people around him or her view everything in a more positive light.  more  

Highly effective leaders are now showing the performance power of building a team-based organization Where teams have been effectively organized and led, the list of team outcomes have led to dramatic improvements within the organization.  more  

Take the courageous approach to leadership by building team commitment and ownership. Our "Energy Index" Assessment is a great place to start.  more  

Creating the conditions for self-motivations leads to satisfied employees producing satisfied customers.  more  

Improvement planning, process management, teams, skill development, and the like are either constrained or boosted by our organization's structure and support systems. If we are unhappy with the behavior of people on our team or in our organization, we need to take a closer look at the system and structure they're working in.  more  

A well researched book, Emotional Intelligence, brings together the scientific proof that it's our attitude more than our aptitude that determines our altitude.  more  

People rally around passionate leaders with a compelling vision and purpose. Effective leaders generate action that comes from creating energy and transforming jobs into crusades, exciting adventures, or deeper missions.  more  

Effective reward and recognition is an integrated process, not a bolt-on program. Discover the Giving Personal Recognition and Appreciation approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

The behavior we get, in those who look to us for leadership, is often shaped by the picture we have of them. They become what we expect.  more  

Discover the Personal Education and Communication approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Only two groups of people thrive on sincere recognition and genuine appreciation — men and woman. Highly effective leaders give recognition and appreciation up, down, and across the organization and within and among teams and team members.  more  

Whose needs are your recognition and reward systems designed to serve? What are the goals? Are they to manipulate, control, and "motivate?" Or do they build an atmosphere of helpfulness, appreciation, and high energy? How do you know? As with beauty, quality, or customer service, reward and recognition are in the eyes of the beholder.  more  

Whose needs are your recognition and reward systems designed to serve? What are the goals? Are they to manipulate, control, and "motivate?" Or do they build an atmosphere of helpfulness, appreciation, and high energy? How do you know? As with beauty, quality, or customer service, reward and recognition are in the eyes of the beholder.  more  

Remember to take the time to Review, Assess, Celebrate, and Refocus. Discover the Personal approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Discover the Reward and Recognition approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

The big differences with reward and recognition approaches have to do with how they're used. Making them shallow and crass will threaten to swing attention away from the meaningful issues of principles and purpose and move to self-interest and selfishness.  more  

There are no dead-end jobs, only dead-end people. Meaningful work goes well beyond what I do for a living, it joyfully expresses what I do with my living.  more  

Communication is one of the key marks of a leader. Highly effective leaders transfer their energy and passion to the people they're trying to mobilize, with words that paint exciting pictures, ring true, fire the imagination, or touch the spirit. Like the leader, their words are charged with energy.  more  

Hope is one of the most powerful sources of energy ever known to humankind. Highly energized cultures are charged with hopefulness and optimism. It's the dynamic power that mobilizes individuals and teams to make the improbable possible. It's the mark of a leader.  more  

Many of the symptoms and root causes of motivation and morale can be clarified by understanding the doing versus being aspects of mobilizing and energizing. We need to get beyond "do to" programs and techniques.  more  

Highly effective leaders energize others by noticing and recognizing the field of wheat. They thank, appreciate, recognize, and celebrate accomplishments. We all draw a lot of energy from sincere recognition and honest appreciation.  more  

Teams and organizations with well-grounded, shared values that are alive and thriving, have much higher than average performance. These leaders, teams and organizations identify and live their core values.  more  

Pay gets people to show up for work but money is rarely an effective rallying point for high performance. Concentrate on building a culture of success and forward momentum with lots of recognition and appreciation for everyone's contributions.  more  

We need to be less afraid of death and more frightened by an empty life. When we feel the most love, passion, or energy is when we are the most alive. That's when our soul sings.  more