Leaders Lead Themselves Archives - Page 10 of 14

10 Things Successful People Do Every Day

By Dave Clark

Have you ever wondered if there is a secret formula for being successful? Why is it that some people seem to have a Midas touch while others struggle to get by? American historian, best-selling author and keynote speaker Kevin Kruse recently interviewed more than 200 highly successful people, a group that included seven billionaires, 13 Olympians, and accomplished entrepreneurs from many walks of life. One simple question provided a tremendous amount of insight. The question was: “What is your number one secret to productivity?”

Several consistencies emerged from the answers of this highly accomplished group. Ten common themes are found below. Read More

When to Emulate and When to Originate

By Jalene Case

In school, we’re always told never to copy a fellow student’s work. That’s cheating! It’s a forbidden, punishable, no-no. But as you move through life, you may find that there are times when imitation can be a valuable technique, especially when you’re in the process of learning a new skill. However, you’ll soon find that to reach the next level of success, you must move from emulation to developing your own expertise.

After 35 years of working for other companies, I decided to go out on my own almost two years ago. As I built my business, I earned several certifications, received challenge and support from my coach, and was inspired by many people along the way.

I’ve been climbing a steep learning curve. Recently, I hit a plateau. After taking stock of where I had been and where I envisioned going, I saw the next mountain to climb. It was time to stop emulating the people and programs I had learned from, and start refining my own voice and style.
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5 Characteristics of Great Leaders

By Dave Clark,

The hope of every employee is to work for a leader they like and respect. While each person may have their own definition of what constitutes a “great leader,” we can agree there are certain traits that appeal to the masses.

If you are a leader and you possess these five traits, you are probably quite successful. If you don’t think these traits describe your leadership style, working on one or more of these areas would be a great place to start in order to build a better rapport with your teams.

7 Traits Typically Found in Highly Emotionally Intelligent People

By Dave Clark,

Emotional intelligence (or EQ) is a hot button topic these days, especially in the workplace. It is widely believed, and rightly so, that individuals with high emotional intelligence tend to better manage the rigors and stresses found regularly in the workplace. Some people even argue that having a high EQ is more important than having a high IQ.

After reading an article by Matt Valentine of Goalcast, he suggests there are seven traits that are common among emotionally intelligent people. Being able to harness these traits and utilize them daily can help a person succeed where others come up short. According to Valentine, these highly emotionally intelligent people…

It’s All About People: Authentic Empathy

Host Dale Dixon interviews Business Coach and Strategist Padraig Berry, who is the CEO of One Focus Business Consultants and TTI Success Insights Ireland. On today’s episode, Dale and Padraig discuss authentic empathy, and how it is a building block for many other leadership competencies. Padraig shares stories from his time working with Irish-American businessman and philanthropist Chuck Feeney, and gives three challenges to grow empathy as a leader.

Accountability Begins with You

By Lori McNeill

What comes to mind when I raise the topic of “accountability”?

Often, when we think about accountability, we don’t necessarily think about it in regards to ourselves. Instead, we start thinking about it in terms of everyone else and why the people around us aren’t as accountable as we think they should be. There is some irony to that, don’t you think?

Accountability should begin with you—even when you are attempting to manage your team or communicating to colleagues regarding your expectations for their involvement on initiatives. In any situation, and definitely during one that isn’t going as we planned, we should always begin by looking at ourselves.

The Six Stages of a Leader’s Journey (Series Ep. 3)

Host Dale Dixon and Executive Advisor Ron Price finish their discussion of the six stages by discussing stages 5 and 6. Ron talks about the leadership phenomenon of “getting into the zone,” and gives some specific ways to actively measure your impact. He also explains how the leader’s journey comes full circle, and how your leadership mindset shifts throughout your career.

Resiliency: Clear Focus on the Vision

In this short video, High Performing Teams consultant and coach Shawn Kent Hayashi talks about Resiliency. She explains the definition of Resiliency, how to improve your skill-set, and why it is important to master this competency.

The Six Stages of a Leader’s Journey (Series Ep. 2)

Host Dale Dixon and Executive Advisor Ron Price continue their discussion of the Leader’s Journey, discussing Stages 3 and 4. Ron explains why the stages are not always linear and how multiple invitations each begin a new chapter of the leadership journey. He also talks about the variety of ways that leaders can develop themselves, what research shows about how people learn after they are in the workforce, and how validation amplifies your opportunities as a leader.

When It Comes to Organizational Success, Your People Are Not Your Problem

By Ron Price

Leaders of organizations are constantly challenged to find ways to be more productive, more efficient and to increase the bottom line. Leaders expect a lot from their employees, and often push them hard to achieve the desired results. For some, when the results don’t match the goals, they fail to look in the mirror; instead blaming their failures and shortcomings on their people.

It’s a bit surprising to me. 48 years into my own journey of leadership, it seems I’m only beginning to see the potential of connecting more deeply and successfully with “my” people. Most of the barriers I can see today aren’t caused by my people at all; they are obstacles that I still need to overcome inside of me. My preferences, my biases, and my reactions are often what keep me from seeing and pursuing something much greater, more profitable and more satisfying.

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