Leadership Views- Your View & Theirs

What is the underlying pulse behind your leadership? What about how others perceive it? A bit different than traits, roles and styles, Leadership Views paint a picture of who we naturally are as leaders. Understanding them not only maximizes our ability to perform for our people, but more importantly to facilitate others in their leadership roles.

Succession of Vision

Succession of Vision is likely the centerpiece to Creating Leadership Culture. As the 4th tenet, its ingredients are: Motivation, Open Communication, and Empowering People Where They Are. Today we expand the understanding of Succession of Vision and creating it through its 3 elements.

Defining 7 Types of Success

Several weeks ago we identified 7 Types of Success: Financial, Professional, Familial, Social, Physical, Self, and Academic. After so much conversation generated over it, this is a great time respond to some of the questions and get into just how we define each of those areas.

Experience is Relative

Check out this week’s post via LinkedIn. Taking the time for a little writing version this week!


Leadership Culture: Beyond Leaders

Leadership culture is a through-and-through presence-of-mind of EVERYONE. There are five very real things that make it a self-sustaining existence. Leaders nurture it, but great leadership culture lives outside of them. Even when leaders change, nobody is left hanging, because it’s a self-filling way of being.

7 Types of Success (it’s a language)

Leaders best lead teams with a clear definition of success: self-success, organizational success, team- and team members’ succeses. Those concepts of success translate to a language that organizations, teams, and individuals speak and are attuned to hear.

Let’s see if your leaders are able to identify the languages in the 4 areas of alignment that these successes pertain to.

Maybe this is how it should be

April 30th Update: Instead of taking up the page, see the original article as reposted on LinkedIn.

When Change will change, new brilliance soars, and an entirely new light!

We’ll See You Soon!

Not being naïve to everyone’s attentional needs, I’m suspending posting for March. There’s plenty out there that serves what you need right this moment. If I can be of assistance, please don’t hesitate to reach out.



What we often perceive we want professionally may not actually be the case. Leaders and mentors have a powerful ability to create environments that help test that perception up front. Those opportunities illuminate or affirm the kind of path we actually want. Great leaders don’t stop there, making the back side of decisions opportunity for responsiveness. In other words, instead of dragging oneself down, clinging to past identities, or even just growing in the place they are, great leaders light us up to see leaps far outside our vision and even world!

Don’t Confuse Action with Execution: Using an Effort Tool

Planning is an effort. It isn’t executing.

Effort can be confused with execution.

Action can even be confused with execution.

What does Plan look like? What does Execute look like?
Gathering information, even to lead to a decision   Perform with the information Directly identifiable outcome
Deciding/Weighing Activate the decision (shorter term)
Often no firm time in place SMART- M & T specific
Organizing steps and processDecision and post-decision effort
Lots of How questions, what-ifs, and feeler or open-ended questions More closed-ended questions, finite responses, “How is it going” is the main “How”

One example of defining the difference between a type of Effort (Planning in this case) and Execution.

Mentors Listening: Restraint

The last part to creating that balance between listening, speaking, and restraint exposes four behavioral components that finish out the framework to help mentees have the strength to climb their own mountains.


Mentor’s Talking: When to Speak


Mentor’s Speaking: When to Listen, When to Speak, How to Restrain Oneself. Part 2 to creating that balance between listening, speaking, and restraint.

When it does come time to speak, there are 3 Rules of Engagement for the mentor, and 3 Levels of Engagement which the mentor can measure their response.

ROE: Boundaries, Facilitation, Time

LOE: Reflection, Word Limits, Determine A’s & B’s

Mentor’s Talking: Developing a Listening System


When to Listen, When to Speak, How to Restrain Oneself.

Creating a balance in there is what lets the mentor match the mentee.

To keep things better spoken, I broke this into three different casts—listen, speak, restraint. This week we focus specifically on listening to improve the process you have worked so hard to develop.


Why Great Leaders Let Others Make Decisions


Growth (individual, team, mission, & leader) anchors itself in 3 things: Depth, Diversity, Development.

  • Depth—Allows leader to function in other capacities and keep their eyes open for others situations and opportunities,
  • Diversity—the world may see things from another angle
  • Development—leadership continues to be passed forward

The best teams are made with leaders who take the time to let others make decisions. That’s freedom, trust, and strength.

Leadership During Change

Change itself isn’t the hard part. It’s how leaders allows the outcome to, well, come.

Leadership during change is less about their own doing. The leader’s role has to do with facilitating others, acknowledging their capacitable (new word!) presence, and allowing them to be alive.