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Welcome to nc’s blog. Read, comment, interact, engage. Let’s learn together - recursively.

Sunday, November 2, 2025

TrustTells

Poker players are always looking for the "tells," the little clues in an opponent's posture, moves, voice, eyes, or demeanor that suggest the quality of the cards they hold.

Trust Tells help us determine who we can trust. It's much easier to trust people who...

  • Give away trust to others freely.
  • Win with modesty and lose with dignity.
  • Debate vigorously, on the facts, without making it personal.
  • Treat others respectfully, even when they may not deserve it.
  • View every other person as a unique child of God.
  • Engage openly and freely with others. 
  • Express gratitude pervasively. 
With that rubric in mind, we can now look in the mirror...

Wednesday, October 29, 2025

ForceMultipliers

Organizational work can be kind of a drag. It doesn't matter if your organization has a membership of three, or three hundred, or three thousand, or three million.

Some well known things that make an organization feel and perform more effectively and affectively can be thought of as Force Multipliers. What might those things be? 

Some examples include:

  • When many participate and few observe (not the other way around).
  • When there is safety for dissent and open discourse (not fear and reprisals).
  • When options and autonomy abound (not standardized behavior and action).
  • When communications run in all directions (not just top down).
  • When brevity is the golden standard (not endless blather).
  • When kindness and respectfulness are the rule (not the exception).
May the Force Multipliers be with you...

Sunday, October 26, 2025

EnergyIgnition

Some people energize us. Some do not. What's the difference?

Some work energizes us. Some does not. What's the difference?

Some energizers we realize, from both people in our universe and the work we do...

  • They make us feel impactful.
  • They allow us the safety to fail upward.
  • They draw out of us our best strengths/talents.
  • We have agency in the relationship or intended outcomes.
  • The time and effort we invest in them feels like it boomerangs.
Mirror time: How and how well do I ignite the energy in others?

It is not happenstance. Rather, it springs from choices we make.

Thursday, October 23, 2025

De-Focus

We focus. On something. Continually.

Most of the time we focus, out of habit, on that we deem urgent: getting to work on time, finishing that project, organizing our day, meeting a deadline .......

Not as often, however, do we focus on our own strengths. It is through our strengths that we have the highest prospects to ...

  • Make the most impact.
  • Reach our fullest potential.
  • Realize our most worthy goals.
  • Energize ourselves and those around us. 
  • Serve the most folks in the most meaningful ways.

On the flip side, when we choose to focus on our weaknesses, OR those of the folks with whom we work and live, none of that bulleted menu above becomes reality. 

What we choose to focus on, or DE-focus on, matters. It's a choice. A daily choice. A consequential choice. 

Sunday, October 19, 2025

Gitter-r-Doners

Leadership occurs whenever two or more people are involved/engaged in some kind of relationship. 

Whether we're in relationship with only one other person or with tens of thousands, our thinking, intent, and behavior influences that of "the team" (ourselves included) and, thus, the outcomes we achieve.

Think of it as the Gitter-r-Doner effect.

Some of the best Gitter-r-Doners I've observed follow a very pithy script:

  • CLARITY - Keep the direction our team is going worthy and simple. Tattoo and bumper sticker worthy messaging increases clarity and coordination. 
  • TRUST - Having trust among and between the individuals and organizational teams is worth its weight in gold. Transparency, vulnerability, and honesty are priceless as trust generators and sustainers. 
  • PEOPLE - All the fancy tools and technology in world cannot replace committed humans. Investing in the people is the surest way to positive achievements.
Enacting that triad is not so much exact science as it is art. And, yes, we can begin improving our craft as Gitter-r-Doners today...

Thursday, October 16, 2025

Today'sLearning

When I worked as a school principal and later as a superintendent I would often see students on the bus line at the end of the day. I would regularly ask this question of them:

"What did you learn today that you didn't already know?"

Too frequently they could not think of anything. Which led to a short conversation about learning.

It's not a bad question to ask of ourselves, regardless of age, at the end of the day....

What did I learn today that I didn't already know?



Sunday, October 12, 2025

MissedOppMitigation

I have observed a lot of leaders over the last five decades. Some do an OK job of "staying open and staying legal." The literature aptly describes this as "satisficing." Good enough is good enough.

A few of the leaders I have observed, however, are masterful at their work. For them, good enough is NOT good enough. Part of the skill set of those folks includes their ability to see and seize opportunities that present themselves. 

From watching those Opportunity Maestros, here are some of the things they do in that regard:

  • Their eyes are always on the horizon, gauging the trends, the changing landscape, the shifts.
  • They are prolific networkers, building relationships beyond their profession, wheelhouse, and age cohort.
  • They foster cultures that support and reward risk taking with the team.
  • They personally own "the failures" while giving credit to others for "the wins."
  • They mine both soft and hard data relentlessly, from all directions, then make consequential decisions based on those data.
  • They work mightily to embed adaptability into both the processes and the people. 
Continuous LEARNING is the assumed mindset of those Opportunity Seekers. 

Look at the horizon. What see you?

Thursday, October 9, 2025

MotivationMonsters

What we choose to chase in life has both implications and consequences:

When we choose to chase...

MONEY    or    STATUS    or    PRESTIGE    or    FAME

It almost always comes at a cost.

To quote a line from the popular Randy Travis song: "It's not what you take when you leave this world behind you, it's what you leave behind you when you go."

We choose what we chase..........daily.

Sunday, October 5, 2025

VolunteerJuice

The late Dr. Phil Schlechty oft reminded us that the people we work with, our internal and external customers, and even our students (for the educators among us) should be viewed as volunteers

Each and every one of them extends to us their time, effort, attention (and sometimes money) in direct proportion to how engaged they are with us and with the actions/progress/vision we propose.
 
If we drink Dr. Schlechty's koolaid, then what should we be be doing to increase the level of engagement of that wide range of stakeholders we serve? 

Worth considering is this menu...
  • TRUST - Seek mightily to foster trust between and among the individuals and groups with which we engage.
  • LEARNING - Heavily invest time and resources toward the advancement of knowledge and skills with those on our team, and with those from whom we seek support.
  • TRANSPARENCY - Be open and equitable with information flows and resource allocation. 
  • FOCUS - Craft clear and very concise messaging regarding what we are about and what needs to be done to achieve our goals.
  • DISCIPLINE - Follow the advice of Coach Phil Jackson: "Chop wood, haul water." Every day, all day, in many ways.
  • LISTEN - Intently listen to all stakeholders, with our ears, with our eyes, with our hearts.
We can never get it all right, all the time, but ...... we can get better at each, every day.

Today is an excellent day to begin raising the engagement level. No telling what we can accomplish...us and our volunteers, that is.

Saturday, October 4, 2025

Relationship&Progress

Patience and persistence go hand in hand. That is especially the case when improved performance (whether personal or organizational) is our goal.

A common misstep in the path toward improvement is when we choose to harm -- or destroy -- a relationship in the interest of hastening our progress.

That choice almost always works against our goals, and more often than not, hinders the pace for which we pine. Funny how often inordinate pushing, pressing, demands, and expectations land us in a ditch. 

PULL seems a better deployment mechanism than PUSH.

Monday, September 29, 2025

BeingBecoming

Most of us look at ourselves in the mirror each day. Probably many times each day. A quick look at pictures of ourselves over the years irrefutably documents that what we look like today is NOT what we looked like 10 or 20 or 50 years ago. 

Our beingness -- who we are --  has also changed similarly over the years. The work we do or don't do or have done or haven't done with regard to our physical appearance cannot be ignored, nor denied.

The same goes for the work we choose to do on who we are becoming as a person. Arguably, attention to our beingness is even more important than our physical appearance. 

Step 1: We think intentionally about who we aspire to be. 

Step 2: We go to work shaping that person we envision.

Just as in the physical domain, it will most certainly mean abandoning some habits and acquiring some different ones. 

Today is a good day to start. The only day, really. The footprint we leave on the planet matters. 

Saturday, September 27, 2025

Mind2Matter

I recently read Mind to Matter: The Astonishing Science of How Your Brain Creates Material Reality by Dawson Church (2018).

 


I love it when books make me think, take me to places I hadn’t considered or even considered possible. This one did.

 

My top takeaways:

Ø  Experience enriches brain circuitry. Novel events/learning enrich that experience. 

Ø  Per recent scientific research, matter looks more and more like pure energy.

Ø  Our consciousness affects the material reality around us.

Ø  As with building muscle, neural circuits grow with exercise.

Ø  Consciousness can be controlled and point in a discrete direction.

Ø  The nocebo effect is opposite of the placebo effect.

Ø  Change the field and you change the matter.

Ø  Our individual energy field is just as unique as our fingerprints.

Ø  Emotional Freedom Techniques (EFT) uses acupoints to impact psychological state.

Ø  Our cells, organs, bodies, social networks, and the planet have fields; those fields can be changed with intention.

Ø  Mystics point to the direct experience of oneness.

Ø  Emotions are contagious.

Ø  Emotional contagion shapes the world.

Ø  Each second, over 810,000 of our cells are being replaced.

Ø  Every cell in our skin is replaced each month.

Ø  There are five brain “waves,” each of which implicates different states of consciousness, and functionality, within us.

Ø  MIND CHANGE = FIELD CHANGE = CELL CHANGE

Ø  High cortisol (stress hormone) levels are driven up by negative thinking. Persistent high cortisol levels are debilitating.

Ø  HEALTH is physical and mental and emotional-spiritual. They are interconnected and interdependent.

Ø  A coherent brain trumps physical strength and coordination.

Ø  The four fundamental forces in physics: gravity, electromagnetism, the strong nuclear force, and the weak nuclear force.

Ø  Scientists affect what they’re studying, through their minds. Many times and in many ways, the scientist influences the outcomes.

Ø  In the quantum world, all possibilities exist simultaneously, then condense into probabilities. The resulting reality is the “collapse” of those possibilities into one observed outcome.

Ø  We live and function in five life areas: Work, Love, Money, Health, and Spirituality.

 

My favorite quotes:

“And as you’ll learn in this wonderful book, recent studies show that just an hour of focused concentration on any one subject doubles the number of connections in your brain related to that subject. The same research tells us that if you don’t repeat, review, or think about what you’ve learned, those circuits prune apart within hours or days. Thus, if learning is making new synaptic connections, remembering is maintaining those connections.” (p. xi)

 

“When an electric current is passed through a conductor, it produces a magnetic field. This is true whether the conductor is a power cord or a neuron.” (p. 11)

 

Biologist James Oschman states, “Energy is the currency in which all transactions in nature are conducted” (Oschman, 2015). (p. 11)

 

“Genius inventor Nikola Tesla is often quoted as saying, “If you wish to find the secrets of the universe, think in terms of energy, frequency, and vibration.”” (p. 15)

 

“When our stress levels drop, biological resources are freed up for cell repair, immunity, and other beneficial functions.” (p. 78)

 

“Prior research has shown that brains synchronize when sharing information. When one person speaks while another listens, the brain regions active in the speaker light up in the listener too.” (p. 97)

 

“The lining of your digestive tract also undergoes rapid turnover. It’s replaced every four days. Your lung tissue? Every eight days. Even the densest of tissues, your bones, are constantly regenerating, with 10 percent of your skeleton being replaced each year.” (p. 112)

 

“Our bodies are programmed to heal. Healing is not something we get from a prescription, a doctor, an herb, or an alternative therapist. Healing is what our bodies do naturally and normally every second of every day. The deeper our understanding of the healing process, the better equipped we are to turn mind to matter.” (p. 114)

 

“When every one of those 810,000 new cells that your body creates each second is born in an energetic environment of kindness and love, it shapes their development.” (p. 118)

 

“The big picture, however, is that our bodies are sensitive to the frequencies generated by our brains, from the slowest waves of delta to the fastest waves of gamma, and that by understanding these links, we can use our brain waves to heal our cells.” (p. 134)

 

“There are two basic survival questions: Can I eat it? Will it eat me? … The very skill that kept our ancestors alive—looking for the bad stuff and ignoring the good stuff—is killing us today. Our minds have become a major threat to our survival. Caveman brain is a fatal condition.” (p. 156)

 

“We can’t think straight when the blood and oxygen flow to our brains is reduced as a result of being stressed. The caveman doesn’t have to be able to do long division in his head; he just needs to be able to escape from the tiger.” (p. 167)

 

“In science, that something is happening is usually observed before we understand how something is happening.” (p. 183)

 

“Science is not, in fact, the objective measurement of matter. It’s a dance between the inner consciousness, or mind, of the scientist and the material world of matter. Change mind, and matter changes right along with it.” (p. 197)

 

“As philosopher C. S. Lewis exclaimed, “Miracles are a retelling in small letters of the very same story which is written across the whole world in letters too large for some of us to see” (Lewis, 1970).” (p. 209)

 

“Einstein said, “The distinction between past, present, and future is only a stubbornly persistent illusion” (as cited in Calaprice, 2011).” (p. 223)

 

“He even shows how waves of movement propagate through flocks of birds and schools of fish. There’s no leader, master plan, or supercomputer coordinating these millions of intricate movements. Organization arises spontaneously from within the flock, herd, or cell, synchronized by nature.” (p. 238)

 

“Einstein said: “Everyone who is seriously involved in the pursuit of science becomes convinced that some spirit is manifest in the laws of the universe, one that is vastly superior to that of man” (as cited in Calaprice, 2002).” (p. 246)

 

“Sir John Eccles, who earned a Nobel Prize for his work on the brain’s neural synapses, says that “We have to recognize that we are spiritual beings with souls existing in a spiritual world as well as material beings with bodies and brains existing in a material world” (Popper & Eccles, 2012).” (p. 262)

 

“The field of love we create opposes no one. We don’t judge, condemn, or complain. We simply love.” (p. 287)

 

This book pushed my thinking. Across domains. Across application possibilities.

 

Read it if you don’t mind having your thinking challenged.

Sunday, September 21, 2025

LeaderLearner

The best and wisest leaders I know are voracious learners. 

They understand that change is the constant and that the world is changing at a faster pace than at any other time in human existence. Understanding that change and flexing to it are absolute necessities. 

Those who are not looking at the horizon, polishing their skills. adding to their knowledge base at warp speed..........................will be irrelevant and ineffectual. Quickly.

The only possibility for remaining effective and relevant is to learn more and faster than those around us.

Today is an excellent day to start.

Thursday, September 18, 2025

FollowWorthy

I have worked for a lot of leaders over the last 50 years. The best ones gained my highest levels of attention, commitment, and effort through these kinds of actions:
  • They supported legally/ethically-made decisions (whether they agreed with them or not).
  • They modeled the thinking and behaviors they wished for each of us to manifest.
  • They were always focused on helping me become a better version of myself.
  • They outworked everyone else on the team.
  • Their character was nothing short of exemplary.
  • They cared for us, each and every one (even the ones they had to fire).
  • They relentlessly focused on the future and getting better, individually and collectively.
I still reflect on and learn from the very best of those leaders. 

And the worst ones. Anti-example is a powerful teacher in its own right.

Sunday, September 14, 2025

Stabilizers

In a world that seems shaky, being able to rely on the boss to be steady, resilient, and focused on the big picture is a blessing. Some of the best bosses I've worked for consistently demonstrated...

  • Decisiveness rather than going wobbly.
  • Forward focused mindset.
  • Calmness under pressure.
  • Constant appreciation.
  • Persistent curiosity. 
  • Git-r-done attitude.
  • Genuine kindness. 
  • Transparency.
  • Openness.
  • Fairness.
Nice recipe for stability. 

Time to start cookin'.

Thursday, September 11, 2025

ContinuaContemplation

We often drift into thinking in dichotomies and mutually exclusive terms. As if it's either THIS, or THAT.

Life, however, is rarely so discretely defined. In almost every dimension, we live, think, and behave along continua. We live out our lives in constant fluidity. In essence, our life journey is more like verb than noun.

Some examples:

In relation to our body weight...

Light <<< ---------------------------------------------------------------- >>> Heavy

In relation to adherence to our faith tenets...

KindaSorta <<< ---------------------------------------------------------------- >>> Rigidly So

In relation to effectiveness in our work...

Not Great <<< ---------------------------------------------------------------- >>> Killin' It

In relation to attention to our health...

Too Busy <<< ---------------------------------------------------------------- >>> Full Throttle

In relation to the quality of the relationships with those we love...

Oops, I Forgot <<< ---------------------------------------------------------------- >>> High Priority

In relation to our learning...

Huh? <<< ---------------------------------------------------------------- >>> Steady Upward Press

A similar continuum can be crafted for every piece of our existence. Where we lie at any given moment along those continua is a choice we have made.

We most certainly will make choices anew today. And everyday hereafter.

The richness and quality of our lives is truly in our hands.

GO!


Saturday, September 6, 2025

WorkplaceWorthplace

I recently read St. Benedict’s Guide to Improving Your Work Life: Workplace as Worthplace by Michael Rock (2015). 

In this book, MR makes a powerful case that thoughtful leaders can create engaging and meaningful work environments that not only serve customers and employees well, but make the world a better place, to boot. MR makes his case by linking powerful and affectual workplace practices to the tenets of St. Benedict and his accolytes. 

My top takeaways:

-       Presenteeism. A new word to me that means to be there physically, but not really there. 

-       There is tremendous power in respecting the divine presence in each individual and the subsequent connectedness to others, to creation and to God it entails.

-       The three main anchors Benedict establishes are rootedness, ongoing engagement and openness to change, and the deep and inner art of listening.

-       Leaders who pay attention and notice are worth their weight in gold.

-       Above all, there must be trust.

-       Real listening is an act of love.

-       It is the active learner who inherits the future, not the learned.

-       Awareness of the constancy of change and the commitment to continuous improvement are like ying and yang.

-       Excellence is the direct result of our habits.

-       Disinterested management always yields disengaged employees.

-       Workplace only becomes Worthplace as result of intentional thought, practices, and systems. 

My favorite quotes:

“Moreover, the community itself grows and derives excellence from working together, for work allows us to focus on someone or something besides ourselves, and in that way, draws us away from self-centeredness and toward otherness.” (p. 34)  

"Mother Terea said, ‘We need to find God, and he cannot be found in noise and restlessness. God is the friend of silence. See how nature – trees, flowers, grass – grows in silence; see the stars, the moon, and the sun, how they move in silence.’ Silence is not a void that must be filled; it is a friend with whom we can be totally at ease." (p. 53)

“If it falls to your lot to be a street sweeper, go on out and sweep streets like Michelangelo painted pictures, sweep streets like Handel and Beethoven composed music, sweep streets like Shakespeare wrote poetry. Sweep streets so well that all the hosts of heaven and earth will have to pause and say, ‘Here lived a great street sweeper who did his job well.’” - Martin Luther King, Jr in New Covenant Baptist Church, Chicago, 1967.

“When organizations pursue excellence, therefore, employees will experience 1) a meaning-based process in their work, 2) a sense of connectedness to colleagues, and 3) feelings of being engaged, doing an outstanding job with what they are doing. All three, especially the sustenance that comes from the experience of transcendence, will build a culture in which excellence can thrive.” (p. 69-70)

This book goes on the recommended list. It's a good 'un.

Wednesday, September 3, 2025

WishyWashy

It's not much fun being on the team with one of the wishy-washy kind. 

What do they look/smell/feel like?

  • NEVER want their name attached to anything.
  • Afraid to make a decision.
  • Slip out the back door when the hard work begins.
  • Won't do anything without asking permission.
  • Bite their tongue off before they'll stake out a position.
  • Constantly playing to not lose, rather than pressing to win.
Looking in the mirror now.... Not the way I wanna be known.

Monday, September 1, 2025

LearningRequirements

LEARNING, at warp speed, is the default setting for the current workforce environment.

If we're working in a job that does not require us to learn daily, we may dead.

Might get someone to check for our pulse...

Friday, August 29, 2025

LittleBigs

Lots of words have been written about being an effective leader. (Quite a few of them on this blog cite.)

While there are bazillion variables that go into effective leadership practice, I see many superb leaders habitually practice some very simple things:

  • They are fully present when engaging with others. 
  • They laugh and smile easily. 
  • They listen extremely well. 
  • They say "thanks" a LOT.
  • They do their homework.
  • They pitch in and help.
  • They show up.
Those little things actually pay big dividends.

Yeppers. We can start today.

Monday, August 25, 2025

HighRoad

There are many paths that lead to success. There are precious few that lead to excellence.

Watching some powerful models of pursuers of excellence over the years, I notice some commonalities:

  • They paint a clear picture of "where we're heading" -- the VISION.
  • That VISION always embodies a collective greater good.
  • They model the ways of thinking and ways of behaving that point toward that VISION.
  • They craft achievable action steps toward that VISION, 
  • They measure, monitor, assess, adapt those steps, on the fly.
  • They hold themselves accountable to fidelity first, and the teams they work with, as well.
  • They pour resources into continual LEARNING and continuous improvement.
Excellence up ahead! It's the high road.

We can begin today.

Sunday, August 17, 2025

PatternProblems

We often get steeped in problem solving mode. That busyness causes us to be myopic in both the way we view the problem and the way we attempt to rectify it.

Problems are regularly the consequence of faulty systems, patterns of behavior that cause the problems in the first place. Repeatedly. (Ever notice how often we seem to be solving the same problem, again and again?)

So, what the heck can we do about it?????

Some wise leaders I've observed over the years practice the following strategies to interdict the patterns that cause those dastardly problems...

  • They force hard conversations among the team that require deep introspection about the upstream antecedents of the problems.
  • They keep conversations about problem solving about the work (not the personalities). Topics focus on fidelity of effort alignment with the espoused vision, capacity of the players, commitment of the team, judicious resource allocation, clarity of goals, and lines of responsibility/accountability.
  • They push steadily for meaningful action, instead of endless commiseration.
Once we're clear about the pattern(s) of genesis, we stand a much better chance at arriving at real and sustainable solutions.

We can begin today...

Wednesday, August 13, 2025

TuffStuff

Watching exemplary leaders deal with Tuff Stuff is quite informative. Part of leading is dealing constantly with the inevitable flood of challenging tasks and circumstances.

Here are some of the common things those exemplars do when dealing with dealing with failures, dismissing employees, pushing for improvement, addressing mistakes, and making gut-wrenching decisions...

  • They confront and speak the truth...openly, honestly, but kindly.
  • They persistently keep the decision-making future focused.
  • They understand that tough times also cause growth.
  • They own the decisions they make.
I was recently reminded that tough times don't last, but tough people do. 

Hard truth!


Tuesday, August 12, 2025

DecisionPoints

Complex problems and meaningful endeavors always require difficult decisions. 

The best leaders I know approach decision making with a couple of powerful principles: 

1) If it's important and is truly an emergency, make the decision quickly (to preserve life and property) 

2) If it's important but NOT an emergency, invite diverse viewpoints before making the decision.

Here are some of the practices those wise leaders use in making those difficult decisions:

  • They invite dissent and constructive discourse.
  • They strive for sound solutions with flexibility built in.
  • They encourage innovative, non-conventional thinking.
  • They keep the conversation transparent and out in the open.
  • They frame the problem as concisely and clearly as possible.
  • They honor varying viewpoints with respectful acknowledgement.
  • They pose the problem across numerous stakeholders, both allies and non-allies.
Yes. It takes time. Yes. It takes patience. 

Yet, it produces better decisions which result in better outcomes. 

Thursday, August 7, 2025

LearningLimits

Dr. Dylan Wiliam is a prominent thought leader in my profession of Education. I heard him say at a conference once that "a lifetime is not long enough to learn the craft of teaching."

Indeed! Or any other professional endeavor, for that matter. Or, for any MEANINGFUL endeavor, for that matter. Parenting, painting, the practice of law, house building, golf, .... Whatever we choose as a meaningful pursuit has no point of being "finished." If we want to get better, we have to learn more.

The practitioners I admire most are the ones who keep reading, seeking, asking, engaging... in the interest of improving their craft. And thus, their effectiveness. Truly and more than ever in the history of humans, there are NO LIMITS on our learning. Except the self-imposed ones, that is.

As always, today is an excellent time to get goin'.

Sunday, August 3, 2025

ConsequenceCoincidence

My late friend and wellness advisor, Dr. Roby Mitchell, was fond of saying, "Consequence is no coincidence."

The habits we embrace and the decisions we make regarding...

  • Our physical health and wellbeing
  • Our emotional/spiritual health and wellbeing
  • Our relationships, and how we attend to them
  • The way we spend our time
  • The way we spend our money
  • The way we spend our effort
  • Our personal learning ritual

... having everything to do with the outcomes we experience. 

Our habits guide our behavior in all those dimensions, every day, in small ways and large. Our happiness, success, and wellbeing are not the result of pure, dumb luck. They are consequences, driven by our choices and habits. 

"Consequence is no coincidence." Seems almost Biblical; something about reaping what we sow.

Wednesday, July 30, 2025

TeamJuice

Working on a high-performing team is one of life's greatest, rarest, and most affirming experiences. In observing teams of that ilk over the years, it seems there are some commonalities. 

High performing teams exhibit...

  • TRUST - They demonstrate a high level of trust in one another.
  • Transparency - They operate as if there are NO SECRETS (because there aren't).
  • Kind Honesty - They shoot straight with each other, but do so with kindness.
  • Respectfulness - The behave respectfully, toward everyone, all the time.
  • Deference - They listen well, consistently, and deeply to one another.
  • Openness - They persistently keep the door open to new thinking, processes, approaches.
It's way cool to play on that kind of team. Those teams emerge and develop only as result of intentional work and decisions. They are verbs, not nouns. 

We can start today...

Sunday, July 27, 2025

ControlFreaks

Control Freaks demonstrate some very common (and unattractive) tendencies. They often ...    

  • Threaten
  • Traffic in secrecy
  • Use inappropriate pressure
  • Caste blame and create diversions
  • Bully (when they can get away with it)
  • Dictate impossible tasks and/or timelines
  • Attempt to isolate dissenters, or squelch them 
  • Rely heavily on the transactional -- reward vs punishment

If we want success for both our teams and ourselves...
that's a pretty good list of things NOT TO DO.

    Wednesday, July 23, 2025

    GapAssessment

    Before we go about getting better, it pays to know where the gaps exist.

    Many wise leaders I know are in a continuous process of gap assessment. Here's how they discern the areas of needed improvement:

    • Collect and carefully assess the hard data, making sure that the data they spend their time on is relevant and meaningful.
    • Move about the organization, LISTENING carefully to the folks at the front line of each "division" of the work. 
    • Engage often and deeply with the "customers" of the organization.
    • Reflect often on the Vision of their organization, having conversations with many stakeholders about how/if that Vision will make the world a better place for all. (If it doesn't, it likely needs to be changed.)
    • Carefully articulate and codify intended outcomes move the organization toward that Vision, with the actions that generate those outcomes.
    Finding the gaps, then doing something about them, is pretty steady work. Paying attention to both the hard data and the soft data is more occult art than exact science. Those wise leaders know, without doubt, that continuous engagement with stakeholders is required.

    Almost looks like full days/weeks/months of communications, huh?

      

    Sunday, July 20, 2025

    VoiceGivers

    The late Dr. Stephen Covey got quite famous on the strength of his writing of The 7 Habits of Highly Effective People (2004). He followed that book a year later with The 8th Habit: From Effectiveness to Greatness (2005). Both were excellent; I liked the latter even more than the first.

    What is that 8th Habit? Finding your voice and helping others find theirs.

    Finding our own voice is challenging enough. From a leadership perspective, however, helping others find theirs is extremely difficult. Some of the things that can foster that development of voice in others...

    • Creating environments where it's safe to dissent. 
    • Inviting others to lend their voice/thinking/perspective to complex problems.
    • Articulating clearly the desire, and expectation, for others to speak up/out.
    • Being genuinely open to the ideas/perspectives of others.
    • Being better Listeners than we are Talkers.
    • Saying "And" quite a lot, and saying "But" almost never.  
    • Making respectfulness in interactions an organizational non-negotiable.
    Helping others find their voice requires of us skill, discipline, and time. 

    Who's in?


    Wednesday, July 16, 2025

    InfluenceAmp

    Musicians and speakers often use amplifiers to "push" their sound/message. The amp takes their normal voice and pushes outward and upward, with a higher volume and clarity. The amp causes their sound/message to gain purchase in further reaches.

    The best leaders I know also amplify. They amplify their influence in some rather simple ways:

    • They emanate an aura of inclusion rather than exclusion.
    • They are persistently transparent and vulnerable.
    • They LISTEN a hole right through ya.
    • They are genuinely humble.
    • A service mindset rules!
    We can do that. 

    Takes some practice...

    Sunday, July 13, 2025

    MirrorPolishing

    The best leaders I know look in the mirror A LOT! These wise leaders continually take a look at themselves, seeking to understand and be self-aware.

    What are they looking at/for so intently?

    • Weaknesses - They seek to understand their blind spots, their quirks, their foibles, their limitations. They know these things compromise their effectiveness as servant leaders. 
    • Strengths - They work persistently to leverage and enhance the areas of strength in their skills set, understanding that the optimization of their strengths most often lifts and empowers all those around them.
    A fogged up or dirty mirror, or one that never gets used ................. ain't much good.

    Time to polish up and take a good, hard look.

    Thursday, July 10, 2025

    Wanted

    Most of us want something we don't currently have. Sometimes it tangible stuff, sometimes intangible. 

    Wishing for it, however, usually doesn't fulfill our aspirations. 

    Consider a well-used recipe for getting what we want:

    • Be crystal clear about what it is we want.
    • Make sure that want is righteous, and does not harm others.
    • Dedicate the necessary time, effort, and resources required to attain that want.
    • Ask for the help of critical others in attaining the want, and be prepared to reciprocate.
    • Don't give up if the going gets a little rough in pursuit of the want.
    And when we get what we think we want?????

    Use it for good, and to make the world a better place.

    GO!

    Tuesday, July 8, 2025

    CondensedLeadership

    Tomes have been written about effective leadership. 

    One of my faves is Primal Leadership, written by Daniel Goleman, et al (you can find it under the Book Recommendation tab on this site).

    In the book, DG articulates six types of leaders: Visionary, Affiliative, Democratic, Pacesetting, Commanding, and Coaching. The best leaders I know flex among and between those six typologies.

    Coaching is the one that speaks to me the most. In pretty simple form, it is grounded in a few on-repeat questions:


    What are we doing?

    How well are those things advancing us toward the Vision we have articulated?

    If so, how might we do them better?

    If not, how can we take corrective action TODAY?


    We can't do it ALL today, but we can do SOMETHING today.

    As with all recipes (and the best things in life), it's more art than science.


    Wednesday, July 2, 2025

    OfficePrison

    If you work in an office, you know full well it can become a prison. We can get locked in that "cell," often with some unsavory characters. Or, at least some unhappy or hair-on-fire ones. 

    Not only does that prison confine us, it prevents us from collecting important data. Noted author Peter Senge (of The Fifth Discipline) advises that while the "hard data" are important, the "soft data" are often harder to measure but MORE important to our success as an organization.

    When we get out of the office and move about the organization we can collect a plethora of soft data, which can then greatly inform the decisions we make. 

    This concept has been described in the business literature as "Management by Walking Around." Whatever we call it, we see/hear/feel a lot of things when we move about the organization that we would never experience if we stay sequestered in the office. 

    Soft data, anyone?


    Monday, June 30, 2025

    FearShackles

    Fear in the workplace is like putting shackles on continuous improvement.

    When team members have fear, the very best in potential performance and the highest aspirations of the organization are mired in concrete.

    What would cause apprehension and tentativeness in the minds of team members? Fear of...

    • Having decisions made within policy and law reversed.
    • Public criticism.
    • Retaliation.
    • Social isolation.
    • Embarrassment. 
    • Being marginalized.
    Some leaders use FEAR as leverage. FEAR is not tool, however, that affects, fosters, and promotes continuous improvement. 

    Where we headin', Boss?

    Thursday, June 26, 2025

    NotStrength

    Being strong is an asset. Physical strength, intellectual strength, emotional/spiritual strength... all afford us a bit of peace, a little security, some comfort, and a degree of influence.

    Strength is NOT...

    • Bombast
    • Condescension
    • Brutishness
    • Tone deafness
    • Bigotry
    • Disrespectful behavior
    • Moral relativity
    • Principlelessness
    So, how do we look/feel/smell without strength? Fearful, weak, fickle, brittle, ... 

    Knowing what we don't want to be is just as important as knowing what we do.

    Sunday, June 22, 2025

    EmpowerPower

    Empowered teams are powerful teams. They can get "stuff" done.

    Teams that are DIS-empowered feel/look/smell like this:

    • De-energized
    • Helpless
    • Listless
    • Weak
    • Fearful
    • Useless
    • De-valued
    Teams that feel empowered feel/look/smell like this:
    • Bold
    • Eager
    • Confident
    • Energized
    • Optimistic
    • Accountable
    Complex problems required the work of TEAMS of skillful, intelligent, enthusiastic folks. The environment we create for our TEAM makes all the difference in the outcomes we achieve. 

    We can always do it better, and today is a good time to start.

    Power up, or EMPOWER up!

    Friday, June 20, 2025

    HumilityAnchor

    The richest form of leadership is grounded in the desire to serve. 

    Effective service is anchored in a mindset of humility.

    The wisest leaders I know and observe are humble to the extreme. They demonstrate and model that humility through...

    • Being world-class listeners.
    • Asking deeply reflective questions (even when they know the answers).
    • Exuding transparency and vulnerability.
    • Holding themselves accountable before demanding it of others.
    • Expressing gratitude freely and broadly.
    • Assuming the meaningless of rank in relation to human engagement.
    Reminded of the Tim McGraw song "Humble and Kind."

    Still learning a lot about humility from those impactful leaders...

    Monday, June 16, 2025

    EvalAntacid

    Nobody likes annual evaluations. Well, perhaps a few masochists or sadists do, but none of the rest of us do.

    Why do those yearly events cause us so much angst? From my experience on both sides of that table, it always feels painful due to the judgmental-prescriptive dynamic that is built into it. One person in the conversation, usually the boss/supervisor, is tasked with "scoring" the other person on their performance, then giving them advice/counsel on how to do that job better. 

    An alternative that seems a bit less painful is a collaborative inquiry-based conversation. Some questions that generate reflective examination of performance (for both parties) can include the following:

    • From your perspective, what are two or three of the primary things we need to try to accomplish in order to achieve the Vision our organization espouses?
    • What about your assigned work role seems to align well with that Vision?
    • What about your assigned work responsibilities seem misaligned, or maybe even run contrary, to that Vision?
    • In what ways do you feel you've improved in the work you do?
    • What about your work seems to give you the most pleasure?
    • What about your assigned role causes you the most heartburn or anxiety?
    • If our organization was performing perfectly, how would it look from your role?
    The need for regular and reflective examination is obvious. Perhaps it might be more productive if we could fashion it into a conversation about getting better, and less about ranking and sorting and critiquing.