Category Archives: Connection & Engagement

Ways Leaders Destroy Their Credibility

Board Game Chess Chess Pieces Checkmate Challenge

If many leaders took the time to be self-aware and accountable, they would discover so much about how they hamper their credibility and effectiveness in their role.

In today’s world of shifting blame, wanting immediate (though unrealistic) results, and rushing from task to task without deep thought, many leader’s today run into traps that an honest self-assessment and shoring up can avoid. Here are some ways that leaders, and perhaps yourself, may be destroying our credibility as an effective and respected leader:

  • Blaming others for a ball dropped on our end
  • Not listening to instructions, expectations, feedback, or requests
  • Pushing through to get results, or other subtle or overt ways of bullying
  • Making hyperbolic claims to generate an emotional response and get a desired outcome
  • Having an unrealistic time frame or expectation
  • Being frustrated at other’s inefficiency or incompetence when they were not properly trained
  • Not communication expectations and being frustrated when they are not met
  • Being late, short in tone, or barely engaged in any personal interaction
  • Calling others to account for failed performance without having all the facts

For any leader to have any success, they must be able to understand their thoughts and communicate them to everyone in their sphere. They must also come to grips with realism, both within themselves and with others, to ensure they know processes and improvement measures. Great leaders speak plainly, with facts, and take the heat for any missteps on their end. Overall, the best leaders are astute at gathering information, communicating if to everyone involved, and processing the feedback to improve performance, expectations, and processes with maximum engagement and minimal disconnect and confusion.

Determine to build these skills within yourself and watch the impact and turnaround your organization will reap from having a credible and capable leader who can properly process what goes on around them.

(image: maxpixel)

More Than “Profit” – Beyond The 3 P’s


The TV series “The Profit” which has aired for 4 seasons features Marcus Lemonis’ principles on how a successful business should operate.

He centers each business that he hope to strike a deal with and help succeed around his 3 P Principles:

  • People
  • Product
  • Procedures

These 3 P’s are a vital recipe for any organization to succeed. People are your core resource and by far the most important component. Their skills and talents will expand your own reach and be the face of the company. Product (and/or service offers) is the medium in which the business exists; having the right product or service that meets or exceeds the market need will perpetuate your impact in the industry. And your procedures of how you produce, serve, and sell dictate how you show up at the marketplace each day.

However, there are 2 key P’s that are even more vital and are an umbrella to these 3 foundation principles. Those are the principles of:

  • Purpose
  • Promotion

Purpose can be defined as mission, vision, culture, and/or core values. Simon Sinek has defined this as the “Why?” Purpose gives the reason for existing, selling, and serving your customers that elevates the work to a broader scope. Purpose will get your people engaged, drive goals, and dovetail the macro-purpose of the organization with the micro-purpose that your people willingly bring to their jobs. Your purpose may be to hire great people that manufacture great tech products that enrich other’s lives. It may be to provide quality training to industry professionals that causes a positive disruption in their lives or industry. Purpose should thread through every other core value you identify.

Promotion is a three-fold principle. It’s the building of the brand in a marketing sense, yes. Promoting the durability of a new tire, the flavor of a bold new recipe, or the attentive service in your hotel differentiate your brand, but it’s the other two arms of promotion that drive your business to greater heights. First is the promotion of your brand in it’s execution. Sometimes your most crucial marketing is how your procedures add to the value of your product or service. If you fail to have a reliable delivery schedule, or quality issues, no amount of marketing can compensate for that. Procedures executed consistently and successfully will give you confidence to market externally. Secondly is promotion of your people. Not just in the developing of your people into greater roles, but in the making of your people be the face of your company. Your frontline staff is who your customers see – sales, delivery, direct care personnel. By featuring them in your internal and external websites and being the ringleader that promotes their star acts, promoting your people will show how you value them and will pay dividends in their engagement of your company and your customers.

Making these 2 P’s as the wraparound of the central 3 P’s, you will ensure you can consistently deliver what Lemonis’s title states” profit.

Determine to give Purpose and Promotion to your People, Product, and Procedures. Connecting these parts will ensure an organization that performs well.

(image: pixaby)

Guidelines To Build A Working Team


I was originally going to title this post “Guidelines to Build a WINNING Team”, but in order to have a winning team, one must build a WORKING team first.

Why? Because winning teams can only win when they first work well together.

What is a working team?

It’s a group of individuals banded together for a common purpose, using each person’s collective talents to accomplish the vision.

It’s not enough to bring aboard the best skill level. Many music groups have imploded because their talent wasn’t enough to keep them together. That best young engineer candidate with an already impressive resume may be the most toxic person you bring onto your team. Chik-Fil-A has succeeded in hiring for behavior and character knowing that that fit will allow the necessary skills to be built upon.

Having a great staff alone won’t make a team work. Many companies had great employees but the leadership had their own agenda or poorly ran the organization into the ground. Wang Laboratories is an example of great talent but poor leadership that rendered them obsolete.

Bringing together a great leader and talented people doesn’t necessary make a team work either. Having a common vision, culture, and goals that everyone can buy into and rally around is a necessary component of giving a team purpose for their work.  Mark Cuban and Henry Ford are two great examples of leaders who had great talent but failed a few times before they found a great vision for their eventual successful ventures.

Having a goal and defined vision alone won’t make a working team. If all the above ingredients are present, but the organization does not have a working business model, blueprint, or game plan, then the best efforts are no more than parts of a plane that aren’t pieced together in the proper fashion to attain thrust and lift. Over 60% of the people who own open a restaurant for the first time fail within 3 years, mostly due to not having a proper business model. They hire great chefs and talented servers only to miss their market and get in over their heads financially.

Working teams are teams that know how to get the right talent, proper leadership, clear vision, and successful plan together in a way that will accomplish the goals ahead of them.

Focus on building a working team. Once in place, then it will find it’s way to be a winning team.

(image: job-mentor)


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