Before you embark on a journey of revenge, dig two graves. ― Confucius I’ve done some stupid stuff. Looking back, most of my mistakes were rooted in hurry, insecurity, laziness, or anger. Have you noticed when stupid stuff happens, it’s like falling dominoes? The Hasty Decision Age 30, give or take. Upon arriving at the house, I drove my wife’s compact import and parked it in the middle of the driveway, rather than pulling it into the garage. My laziness and eagerness to get inside led to this hasty decision, as I planned to move it next to my big lifted truck later. As I arrived at the house, my wife’s compact import awaited. Despite the garage being available, I lazily parked in the driveway, intending to move it later beside my truck in the garage. The Blind Spot Morning came and I was late for work. I take pride

Your vision shapes your behaviors, and this is especially true if you see your past or future in a negative light. Additionally, if you look back and see the good from your past while having a positive picture of your future, your behaviors will begin to align you in that direction. Therefore, it is essential to have a positive vision and behaviors to live a fulfilling life. Furthermore, having a positive vision can help you develop positive behaviors that lead to a more fulfilling life. Your vision shapes your behaviors, and this is particularly evident if you have a negative outlook on your past or future. On the other hand, if you can focus on the positive aspects of your past and have a positive view of your future, your behaviors will naturally align with your vision. The Power of Future Vision in Psychology Viktor Frankl, a neurologist, psychiatrist, philosopher,

Courage is one of the seven elements of character and is brought to life in collaboration with faith and justice. Courage and Moral Authority To have more courage, it’s crucial to understand that it comes from moral authority. That’s why living an honest and just life is vital. In days gone by, such people were called “God-fearing.” In simple terms, a God-fearer is one who considers what God might think over what society might think. The Importance of God Conscience (GC) People with GC (God Conscience) believe that our lives matter. They recognize that how we live our days on this earth account for something. Moreover, they haven’t abandoned common sense for political correctness, and they haven’t waved the white flag because they are in the minority. Instead, they study and ponder, remembering that rightness is not always found in the majority. Standing Up for What is Right There’s something

-Leaders pray and influence others to do the same- I absolutely dreaded them. As a young boy, my dad would take me to the church for the weekly prayer meeting. I remember kneeling at a pew surrounded by a few men doing the same. We prayed together, multiple groups of men on their knees were spread around the room. They used words I often did not understand. They prayed forever it seemed. I remember thinking to myself on more than one occasion “God please stop them from praying such long prayers! I’m dying here!”  Most of the time, I was just trying to keep from falling asleep! It’s a little funny right? There was a chasm between these men and myself. These church leaders knew too well the ills of the world. I, on the other hand, was just a kid being raised in a good home. I was optimistic.

  Do you remember the days before answering machines, pagers, voice mail, email, and texting? No? Well, I guess that demonstrates one of the massive cultural divides between baby boomers still in the workforce and millennials who probably can’t imagine life without the tools of today’s technology. Today, there remains a divide in the expectations we have for one another and between organizations for timely responses or what we can call “responsiveness” as a common topic of professionalism. As long as the business world continues to believe in subjects like ethics, professionalism, politeness, and diplomacy, responsiveness will differentiate one person and one organization from another. Do any of the following experiences resonate with you? Phone calls not being returned Emails seemingly ignored Your phone is blowing up with texts You’re frustrated with your team members not responding to you in a timely manner You’re frustrated with the expectations others place

  You want to lead effectively. You cannot do so without becoming an outstanding communicator. Effective communication starts with self-awareness, grows by shaping the soul of your organization, and is embraced through creativity and repetition. Self-awareness. Some might say you just don’t communicate. If that’s the case, it may be because you are more introverted than extroverted. Introverted and intuitive thinkers sometimes are not aware of how little they actually communicate. It’s almost like you expect others to read your inner thoughts. You may be more extroverted than introverted. Your thoughts often live on the outside but lack focus. Sometimes people have difficulty knowing exactly what you think because you think about a lot of things – out loud. More focus and intentionality are needed. Please don’t be discouraged by these possible assessments; instead, become more self-aware! Soul. Your organization has a soul. A soul is a complete entity consisting

  Scene Analysis: Understanding the Three Scenarios It’s a Saturday afternoon postgame interview with the losing head coach of a college football team. The scene is almost always one of these three: Scene one. “It was a hard-fought and competitive game between two good football teams. Sometimes the ball bounces in your favor but like today, sometimes it doesn’t. We’ll keep our heads high and prepare for next week.” Scene two. “Don’t look at the players. Don’t even look at my coaching staff. Look at me. I own this loss. I did not prepare this team for today’s game. Hey, when it’s my fault; it’s my fault. It won’t happen again.” Scene three. “It was not a good day. The team was properly prepared. Although we had a solid game plan, we were not competitive because we simply did not execute. We demonstrated a lack of character and discipline today.

  I could not believe what my eyes were reading and what my ears were hearing. While I sat in a physical and mental posture of learning, I waited for my Professor of Record in a doctorate program to share the first point of his opening lecture entitled “Becoming the Leaders We Need to Be.” The first point: Leaders do what needs to be done. My first reaction: I felt disappointed; the point seemed too obvious and too simple. However, as I continued to listen, I realized that it was neither obvious nor simple. Even though the statement was framed with simplicity, applying the principle is far from easy. Effective leaders ask, “What needs to be done?” These are the exact words used by leadership guru Peter Drucker. Interestingly, both of my professors—Dr. Leith Anderson and Peter Drucker—began explaining this principle with nearly the same sub-point: Notice that the question

  Importance of Writing Action Plans According to Peter Drucker, the second of eight effective practices of effective leaders is to invest time in writing action plans. Writing an action plan is the task that follows answering the most difficult question: “What needs to be done?” which we discussed in the last article. I recently heard a friend explain in a somewhat sarcastic tone, “The idea of a map is to have it in your possession before you begin your journey.” Supposedly, Napoleon said that he never won a battle by perfectly following his written plan. Yet anyone who studies history knows that it never stopped him from planning out in detail every one of his battles! I wonder what history might have said if he had never planned. The Leader’s Playbook At Lead Today we call an action plan, The Leader’s Playbook. We believe in it, we use it,

  Every conscientious leader strives to be more effective. I want to get better, and so do you. That’s why we work on our approach to leading ourselves and others, not just doing whatever we do. Otherwise, if we mostly work with our heads down—focused only on tasks—we often miss the big picture: the more effective way of getting things done. Eight Effective Leadership Practices Extensive research has revealed that the most effective leaders follow eight practices: They ask, “What needs to be done?”   They ask, “What are the most important things for the organization?”   They create a consistent playbook, which includes clear action plans.   They take responsibility for decisions.   They take responsibility for good communication.   They focus on opportunities rather than problems.   They run well-planned and productive meetings.   They think and speak “we” rather than “I.” Notably, Peter Drucker, in his book

  Three Perspectives Within Healthy Leadership Our work at Lead Today has taught us a peculiar fact: many of us [leaders] have found ourselves in positions of influence almost by accident. Through the years we have worked hard and have been promoted. This reward is expected; however, the skills that got us here are only a portion of what we need to be successful today. To be effective leaders, we need to regularly climb the Mountain of Perspective before hiking back down into the action. The daily grind will have a way of impeding a leader’s vision. When we work too close to the battle without stepping back from time to time our vision can often be described like the age-old saying, “He can’t see the forest for the trees.” Imagine sitting on top of a mountain. Other than the breeze, it’s quiet. This is where I want you to

  Conscious and Empathic Leadership “Until you make the unconscious conscious, it will direct your life and you will call it fate.” ― C.G. Jung SELF EXAMINATION Outstanding leaders have both a reservoir of empathy and the ability to motivate themselves and others. How do they do it? They understand human nature. To start, they become a student of their own attitudes, desires, and behaviors. An accurate self-examination awakens the unconscious mind not only to understand one’s self but also the attributes and motivations of others. Leaders who understand what lies beneath the surface of human behavior will have a decided advantage not only in their relationships but also in their desired outcomes. I CAN’T FLY Germany 2013. A very serious and transparent moment presents itself. A common four-year-old boy who worships almost every known superhero walks out on the balcony of his condo to find and confide in his

I once worked for a small family-owned restaurant. The pay was minimal, the conditions weren’t all that glamorous, and the hours were less than ideal. But I loved the place because it had a story. The founder, an Italian immigrant, had a dream to bring recipes from the old country into the brave new world of America. His son eventually took over the joint, now he was grooming his son to run it. Most of the employees attached to the establishment were family, either as bookkeepers, cooks, or servers. And with the family, there seemed to be drama every day. Marriage issues were worked out next to the prep station (knives readily available, but never used thank goodness!) Children did their homework at one of the tables near the rear of the restaurant. Family photos adorned the walls. Although I was an outsider, I was invited into that narrative. People

How to Deal with Leadership Stress “Gosh, right now my jokes are funny and I’m the best looking guy in the world, but I know as soon as I lose, all that will change.” This quote came from a man who was recently granted the position of head football coach for a major NCAA football team. If you’ve been in leadership for any length of time, you either grinned or shook your head in agreement. You know leadership is demanding. Leadership is demanding and oftentimes stressful. As a result, leaders burn out. Their behavior becomes less predictable. They begin making more mistakes. Some are actions unbecoming for a leader. Some mistakes are due to a lack of action. They stop taking care of their own person – mind, body, and soul. After a while, they find themselves in a really bad place. Bad habits, irritation, confusion, and truckloads of stress.

“Don’t look out only for your own interests, but take an interest in others, too” Philippians 1:4 As we grow older, some of us gain wisdom and humility. Others become bitter and reactive. The fork in the road determining whether we become bitter or better has much to do with how we process the troubles in life and the relationships that did not work out as we might have hoped. In this article, I hope to strengthen your team-building outlook by considering how to apply the Scripture above in the context of building like-minded teams: Seek to Understand Yesterday, I met with a potential new team member. Most of our time together was invested in learning about his history, his values, and his life situation. This is important because those things often determine if working together will be a good fit. In fact, they are just as important as one’s