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From the category archives:

Leadership

Peak performers are individuals with confidence—They have a well-established belief that they can accomplish what they set out to do. They KNOW that they can and will achieve their goal.

These are people who have pushed the envelope and been subjected to tests confidence buildingfar beyond what they previously thought they could do. Challenging fears is the fuel that builds confidence, and the resulting energy is what propels people forward to dream and achieve new dreams.

Q: What have you done lately that challenged you beyond what you thought you were capable of doing?

Q: With your confidence, what new frontier are you called to tackle?

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If you were to do a culture check in your organization, which of the two taglines would best describe your work environment? Are your team members “Students for Life” or do you think they’re feeling “We’ve Arrived!” Back to school time is actually a great season to ask yourself this simple question and take stock.

We wouldn’t want you to think the whole topic of culture sounds like we’re about to dive off into the wonderful world of soft, fuzzy feelings as opposed to nice, solid facts. But, before you decide to zone out, take note: a great deal of current research tells us that having the right culture is an important key to improving individual and organizational performance. In fact, it is likely the most important factor of all!

Consider the culture in the organization Student for life, Continuous learningwe just visited. The building was filled with nice, highly educated individuals (think advanced degrees) with lots of confidence. In fact, the confidence was a bit overwhelming. These were folks who seem to have a mindset of “We’ve got it…been there and done that, and can tell you the best way to approach any project you throw at me. Just bring it on!” And in many ways, the confidence serves the organization well. Yet, individually, many seem to feel that improvement only applies to the other people. These team members clearly think they already have all of the knowledge and skills they need, and any feedback or coaching pertains to anyone but them. This is clearly not a learning organization.

Just down the street on the other side, we visited a company with a totally different point of view.

In a brief meeting we observed, here are some comments we overheard in the conversation:

  • “That’s a great idea. I never thought of it that way before.”
  • “What do you think? I could use another perspective.”
  • “Let’s check with the Tech Team…they will have all of the latest information on that aspect of the project”

The second company clearly had a culture that reflected a mindset of “Students for Life”. How great to hear that the individuals were open to feedback and welcoming of ideas that weren’t their own!

How would your “Culture Check” work out? Is your organization a learning one, or are your team members “Know -it -All’s”? It’s good food for thought.

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Terry Lauter Comp

Don’t Let Your Hi-Pots be Derailed!

August 17, 2011

We’ve all seen them…high potential business professionals who at first glance are articulate, polished, passionate, and successful in their demanding career roles. But as you become more familiar (and the outer layers of the onion are peeled back), you discover a potentially “fatal” flaw. You discover that he is known to share conversations held [...]


Magical Leadership Skills

July 21, 2011

This past week many of us have seen the last installment in the Harry Potter movie series.  Rowling’s magical story-telling gave us lots to think about for many years.  While the movies are intended primarily as entertainment, we thought it would be fun to look back into what Harry Potter has taught us about leadership.
Humility [...]


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Can’t Afford Not To…

June 13, 2011

Interviewer: “Can coaches today really afford to be a teacher-coach in a world that treasures winning so much…can they really be more concerned with developing the athlete than they are with performing.”
Coach John Wooden: “I don’t think they can afford not to….”

We were always in awe of the man, coach and teacher that was John [...]


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Engagement is a Battlefield

June 8, 2011

You like Connie. You hired her for her spunk, her experience and her evident do-not-settle attitude. But lately Connie doesn’t seem herself. Her reports seem incomplete, her presentations are dry and even worse, her attitude has lost its luster.
As you rack your brain, you try to figure it out. Does she want more pay? [...]


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The Missing Link

June 7, 2011

“I want them to be scared of me.”

Yep… these are the words we heard come from a company leader just last week. He wants his staff to fear him…. it’s nothing we haven’t heard before and yet it baffles us everytime.
To those bosses and supervisors who lead by intimidation, we’d like to ask [...]


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Managers: Sticky or Stinky? Your choice.

April 26, 2011

You’ve worked tirelessly for the last three weeks, crafting, tossing, revamping and tweaking your message. Sales are slowly falling and motivation is dangling. If your team is going to grab onto this project and run with it, the message has got to STICK.
Fast forward one day, and picture yourself in that conference room. As you [...]


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Watch Out for “The Curse of Knowledge”

April 25, 2011

There’s a bug going around.
For decades, this debilitating virus has spread amongst top-level executives. It embeds itself in the brain and starts tampering with the memory immediately.
Without warning, execs lose their ability to remember a time not too long ago when they were fresh and unseasoned. They forget what it was like to [...]


Terry Lauter Comp

Performance Morsel of the Month

April 19, 2011

Many “home grown” managers at a $100M publishing company had impressive technical talent with little formal management training. LTC helped this company develop a customized, yet cost effective leadership/management training curriculum for implementation in short in-house segments over a period of months.
The program served to develop base-line leadership skills and “common language” for company leaders. [...]


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