Here’s an interesting question that I am asked on occasion: “Do I need to be at this whole training?”

It isn’t necessarily an inappropriate question; however, it does have some implications.

I imagine that one reason that leaders ask this question is that on more than one occasion they have been invited to meetings via a group invite, and they aren’t even sure why they are being invited.

In the spirit of not wanting to exclude anyone or wanting to make sure their boss’s boss is fully informed, group invites are deployed without restraint – the more people the better!

The result is a large group of people not replying to the invite, or worse, showing up at a meeting that they don’t feel they needed to attend in the first place.

Thus, the amount of time spent in the meeting isn’t worth the return, given that busy managers and supervisors have enough on their plates already.

But back to the original question: “Do I need to be...

Clayton M. Christensen wrote a seminal article in the Harvard Business Review in 2010 titled ‘How Will You Measure Your Life?’ In this article, he discusses three questions that he poses to his students. The first two of these questions address our common concerns of wanting to be happy in our career and with our family. It is the third question, however, that may surprise you: “How will I stay out of jail?”

This question makes sense once you read on to learn that 32 people in his Rhoades scholar class spent time in prison. In addition, many “corporate scandals” have occurred in the past 10 years. Ironically, a recent search regarding white collar crime and executive scandals revealed that staying out of jail itself wasn’t necessarily that difficult, but staying under the radar is increasingly difficult. Committing different versions of fraud seems to be relatively common with one of the most recent headlines being the investigation and...

I work with many leaders who are interested in knowing what their purpose is, or what I like to call their zone of genius. The zone of genius can be defined as that thing that you do or your way of “being” that provides the greatest levels of productivity with the least amount of effort.

The issue for most leaders to overcome, however, is the way that we keep ourselves from knowing our zone of genius. We do this mainly by attaching ourselves to following key beliefs:

1. Work has to be hard. How did the words “hard” and “work” ever get linked together in the first place? Either way, if it isn’t hard, then clearly you’re doing it wrong.
2. Paid work that falls in line with your zone of genius doesn’t exist. In other words, either you live to work or you work to live. Additionally, most people have a limiting belief of, “How dare you!” How dare you have a life in which you feel at ease and full of passion doing and being...

There is a major gap that I see occurring within organizations that I call The Leadership Gap.

This isn’t the gap that occurs between a person making the jump from being a front-line contributor to a leadership role — although that gap certainly exists. No, this is the gap between companies that develop future leaders and those that hope for the best from future leaders.

In 2015, The World Economic Forum identified the gap in leadership as the third challenge to be addressed, and 86% of respondents to their survey agreed that there was a leadership crisis. Furthermore, according to consulting group Brandon Hall, it is estimated that 71 % of leaders already in their role aren’t even prepared to lead organizations in the future.

Often organizations think about succession planning; however, there is a gaping hole within this practice. The term is used to describe the planning that occurs to replace “old leaders who may be retiring, leaving, or dying,” but...

Have you noticed how we can give ourselves too many too many’s? It’s as if we can’t stop creating more work and more things to consider and more things to do and more things to complete. And then, we gather them all and cram them into a box labeled “urgent and important.”

Steven Covey describes this phenomenon in his 1998 classic, The Seven Habits of Highly Successful People. And it remains just as relevant today.

So what is this phenomenon that seems to overtake our lives and our work?

First, we believe that we are missing out on something that is somehow better than what we have now. In other words, “the now” isn’t good enough and “the future” will be better. Add to that the belief that the past was better than what we realized, which makes us long for the good ‘ole days.

On our quest to greatness, we can never get it all done, so we operate from a constant state of not measuring up; we live in a world of always...

So you climbed that mythical corporate ladder and now you have the promotion you’ve always wanted. You’ve got a team and plenty of responsibility. You also have a certain sense of achievement and accomplishment.

But you’re realizing that what you don’t have is a life.

Of course, work and life aren’t actually separate; work, and our role at work, is part of our life.

But it’s very easy to get sucked into the addictive nature of our work and put all of our energy in that direction. There is an entire body of research on workaholism that suggests that work can become our “drug” of choice.

Allow me to elaborate on this idea of the addictive nature of work:

For some leaders, work is the one place where they feel a sense of control and power. This can be very enticing because it feels good and because we all want to feel autonomous.

I’ve had more than one executive tell me that when they are at work almost everyone listens to them, but...

In my travels in leadership, there is often an issue with leaders being focused on business results while many of their direct reports and individual contributors aren’t necessarily that interested in talking about the “numbers.” So much so, that any talk of the monthly metrics or quarterly reports is often seen as a means of manipulation and borderline obscene.

But the one thing that I remind leaders of time and again is that it is never really about the numbers; it’s about the behaviors that create the numbers.

What leaders often fail to recognize as they are reviewing their goals and reporting the numbers is that once that number is put up on the screen, the only conversation really needed is what behaviors contributed to the success or not, and what needs to be learned and embraced to move forward.

Beyond that, further discussion of a number is truly a waste of time. And the next step after that is to engage the team fully on what behaviors need to be...

Recently, I had a leader reach out to me to discuss his current career path. He was very committed to knowing what he needed to do to stand out and get his next promotion. Naturally, we discussed the conversation he had had with his CEO. They had discussed projects that he could become involved in; however, he wasn’t sure that those projects would actually get him promoted.

This is one of the issues I encounter regularly when people are interested in getting their next promotion. They want a checklist solution and lose sight of the purpose behind taking on more responsibility and working on those “extra” projects. While completing a big project that’s important to the boss is a great way to demonstrate competence and might ultimately get you promoted, it isn’t the actual point of doing the work.

The way to earn that next promotion is to learn as much as you can and help as much as you can, period. This is what brings value to the business, to the team,...

Several weeks ago, on my weekly podcast, I covered the topic of how to handle a request for a raise. As I reflected on this topic, I realized there was more to be said about different ways to appreciate a job well done.

As conscious leaders, we want to uncover the drive in each person — those motivations beyond money — to inspire people to be their best and to give their best.

Because once people are paid reasonably for their role and money is off the table, there isn’t much a boss can do financially that translates into strong work.

It is more important to know the internal motivations of each person in order to reward their performance appropriately.

The way to get to those key variables is to ask employees the following question: What are the things that you truly value in your life?

In other words, beyond having a good career and receiving a paycheck, what else matters to you?

Too often we skip over this as leaders. I know that I did.

I overlooked this for many...

As leaders, we seem to have a special relationship to the reality of change. Most of us want to make changes, and most of us need to learn how to tolerate it better.

We see the necessity of it in terms of innovation and creativity, but at the same time we abhor the moment when realize we must do things differently.

Several weeks ago on my podcast, we discussed an equation I’ve been obsessed with for sometime now. (I.e. my assistant has it memorized.)

It is a formula that explains what is required for change to occur.

Popularized by Dannemiller, the formula is originally known as Gleicher’s formula for change. It essentially says that our discomfort with the status quo, multiplied by our vision for a better future, and added to our first steps, is what is needed to overcome resistance (or what I like to call ambivalence). All of this will equal change.

Expressed as the equation we have: (D x V) + FS > Resistance = Change.

However, the more I’ve sat with this...