Now that we’ve identified a few of the most common misconceptions (or myths) around how leadership impacts EVERY organization and we’ve connected the dots on how productivity and profitability come into play for nonprofits and public sector organizations just as much as they do for...

Christopher Columbus supposedly said “You can never cross the ocean unless you have the courage to lose sight of the shore.” I say supposedly because variations of that quote seem to be attributed to at least half a dozen folks, not the least of whom were Winston Churchill and William...

Not only do we need to provide a daily example of deliberate leadership, showing our team just how engaged we are in working toward the initiatives we’ve set, we also need to make sure our behaviors that show this engagement directly translate back to those objectives! This is where we...

Once we’ve charted the course for our organization and we’ve studied strategic leadership examples we can apply personally, we need to become very deliberate in how we lead our teams so we can reach the destination we’ve set our sights on! This certainly applies to how we...

Once we’ve done the work to chart the course for our team to follow in the years to come so our entire organization achieves what we know it’s capable of and we’ve created an atmosphere that values - and even expects - ongoing leadership development at every level of supervision...

Once we’ve been intentional about charting a course for where we want our organizations to go (and to grow) in the years to come, providing a strategic leadership example - like the one we looked at last time - is an absolute must if we want to earn the kind of buy-in and engagement from...

Now that we’ve looked at a practical approach a leader can take in charting the course for their organization, let’s start working through some strategic leadership examples we can follow as we move intentionally toward the goals we’ve set for our organizations! But before I...

A while back I heard Carly Fiorina differentiate managing from leading by saying, “Managers produce results within existing constraints and conditions. Leaders change or challenge existing constraints or conditions.” As I closed the last post that worked through a practical approach...

I got us started down this path last time by stressing that someone in every organization needs to take responsibility for charting the course. I also emphasized that while it typically needs to be the business owner or CEO who casts the primary vision, they absolutely need to be able to count on...

In chapter four of The 21 Irrefutable Laws of Leadership, The Law of Navigation, John Maxwell tells us that “anyone can steer the ship, but it takes a leader to chart the course.” When Cindy and I originally developed Building Buy-in Around a Clear Mission and Vision for our Executive...