It’s astonishing to me when I consider that we modern-ish human beings have been around for about 45,000 years. Even more astonishing, when I consider that the Industrial Age came into being only 165 years ago. A hundred and sixty-five years is not a long time to get the hang of something…in evolutionary terms. As such, we are still relative neophytes when it comes to organizing and compelling joint action from groups of people not considered slaves or enlisted personnel. Let’s face it, commanding and controlling other folks, being commanded and controlled ourselves is the longer legacy. Though the imprint of that consciousness remains alive either in memory or in reality, we are now in the process of moving beyond it to something different and more evolved. Unlike some extraordinary bacteria, able to change and mutate instantly with newer circumstantial information, we humans take awhile. The great news is that what we may lack in evolutionary speed we can make up for with awareness, creativity, intention, and will. These more advanced minds of ours are extraordinary for witnessing a current reality, assessing it’s value, exploring possibilities and taking action in ways that can move us forward more intentionally. Our ability to create better outcomes is both singular and a profound responsibility. We now find ourselves in a very interesting time and place from an evolutionary standpoint. There is a crossroads feel about it. On one side lies the trajectory we have been on, on the other side, the invitation to step up to a new level of being human. This is not the first such crossroad and, hopefully, not the last. In the arena of business, this is a powerful opportunity. Most companies only access and receive a very small part of the potential of those that work for them. Not because they don’t desire the fuller potential, but because they don’t know how to call it forward. That’s the more evolved work. To do so, requires an acknowledgment of what exists and an exploration of what’s possible in its stead. The great up-leveling opportunity and invitation is upon us…in life, at home, at work. We can keep our focus distracted and small or we can become aware of the immenseness of this time. Business environments can become one of the great benefactors of this remarkable moment as can all areas of life. As with other extraordinary moments, it begins with a conscious choice at a crossroad. Lead your people and your business forward. Check out “8 Ways” to get things moving! 8 Powerful Ways to Energize Your...

  I talk a lot about leadership’s role in influencing and shaping strong and vital work communities. Most of us recognize that leaders play a critical role in the health and prosperity of their organization. However, there is another type of leadership that is of even greater significance—that of self-leadership. Whether or not we lead others, we are pre-ordained to be leaders of ourselves. We may not want the job, but like it or not, it’s ours…for a lifetime. For many of us, the self-leadership course can feel somewhat vague or even non-existent. Culturally, we are conditioned to look to others for cues, lessons, information and approval, rarely turning the lens inward. Of course, this makes sense when we are young and maturing, but at some point self-leadership requires, well, the self. Taking the time to uncover who we are, the gifts we possess, what brings us joy and happiness, the inner areas we choose to cultivate, the work we are called to do, the life we are compelled to live…all of these are fundamental inquiries to a more elevated form of self-leadership. As with any above-average leader, there is profound value in knowing who you are leading. The same holds true for above-average self-leadership. Who is this person you are leading throughout the course of your life? Penetrating beyond the pat, conditioned answers is crucial. It’s crucial to true happiness, fulfillment, growth, and evolving as a human being. The best leaders recognize that inspiring and lifting others to greater heights is the hallmark of the truest kind of leadership. And, so it is for self-leadership. Others can and will affect the process—as social beings we are informed by models, community and acquired wisdom. Self-leadership does not occur in a vacuum. The vigilance required, however, is in keeping an eye inward, learning to recognize the knowledge and guidance emanating from that place. It’s up to each of us, as to the kind of self-leader we are and will become. In many ways, it’s the most important leadership role on Earth. We each have extraordinary potential and gifts yet unknown. When we elevate our own self-leadership, we take a step forward in realizing that potential and leading the way to a life more fully realized—the leadership job of a lifetime. The best way to become an able leader of others is to first be an able leader of yourself. Interested in becoming a better leader? We can help. Discover how...

  There are two phenomena which both vex and fascinate me. The first has to do with perception—how our perceptions of both ourselves and others can vary so dramatically depending on environment. The second dovetails off the first, but concerns the myopic focus that many companies place on revenue generation and profitability above all else…including people. Beginning with phenomenon one: All of us move from environment to environment through the course of our day. Depending where we are, we likely view ourselves and others differently. If we are at a coffee shop, our perception may be one way. If we are at a community function or at the grocery store, it may be another. So it continues in our home, with friends, with family, at the gym or in a place of worship. Depending on the environment, our perception of ourselves and those around us will vary to some degree. As you consider the varied environments you inhabit…home, community, nature, church, a friend or family members home…pay attention to your perception of yourself and the other people in those places. How do you feel when you are there? How do you feel about others when you are there? Next, turn to your workplace. What kinds of perceptions of yourself and others are happening at work? And, how do these perceptions affect you and your behavior? For many of us, the workplace evokes a singular quality. Our perceptions at work can be quite different from the perception we experience in the other environments in our lives. We tend to behave and view the world differently at work. With that our perception of self and others is also affected. Likely, this is a big part of the distinction that we convey through language when we refer to “work and life.” The two worlds simply feel different. I believe that this difference or schism is primarily due to the level of value associated with human beings and their contribution in the workplace. We have not yet deeply integrated human value into much of our work world. And, one of the primary reasons for this is the accepted ritual of honoring the value of money and money generation over that of human value. It’s upside down and most of us know it. Money and money generation is vital and commendable. However, it is the result of something. That something, more often than not, is the work force and their action. To honor the result and not that which has created it, is both shortsighted and un-evolved. The fact that this distortion continues baffles me. I’m reminded of the Wizard of Oz and the simple act of drawing back a curtain to see the...

  I talk a lot about leadership’s role in influencing and shaping strong and vital work communities. Most of us recognize that leaders play a critical role in the health and prosperity of their organization. However, there is another type of leadership that is of even greater significance—that of self-leadership. Whether or not we lead others, we are pre-ordained to be leaders of ourselves. We may not want the job, but like it or not, it’s ours…for a lifetime. For many of us, the self-leadership course can feel somewhat vague or even non-existent. Culturally, we are conditioned to look to others for cues, lessons, information and approval, rarely turning the lens inward. Of course, this makes sense when we are young and maturing, but at some point self-leadership requires, well, the self. Taking the time to uncover who we are, the gifts we possess, what brings us joy and happiness, the inner areas we choose to cultivate, the work we are called to do, the life we are compelled to live…all of these are fundamental inquiries to expanding self-leadership. As with any above-average leader, there is profound value in knowing who you are leading. The same holds true for above-average self-leadership. Who is this person you are leading throughout the course of your life? Penetrating beyond the pat, conditioned answers is crucial. It’s crucial to true happiness, fulfillment, growth, and evolving as a human being. The best leaders recognize that inspiring and lifting others to greater heights is the hallmark of the truest kind of leadership. And, so it is for self-leadership. Others can and will affect the process—as social beings we are informed by models, community and acquired wisdom. Self-leadership does not occur in a vacuum. The vigilance required, however, is in keeping an eye inward, learning to recognize the knowledge and guidance emanating from that place. It’s up to each of us, as to the kind of self-leader we are and will become. In many ways, it’s the most important leadership role on Earth. We each have extraordinary potential and gifts yet unknown. When we elevate our own self-leadership, we take a step forward in realizing that potential and leading the way to a life more fully realized—the leadership role of a lifetime. What do you believe is the most important aspect to evolving your own self-leadership? Tell us in the comments section...

  Every week I write a blog. This is a relatively new habit for me, and one that I resisted for a long time. The idea of a time-based writing discipline danced too closely to the concept of “term paper”—the writing of which I tended to dread and put off unduly during my school years. Scheduled acts of writing, powerfully hinged to the notorious term paper of old, set off a battleground of opposing wills. My calendar pointing heartlessly to the writing assignment and my defiant memory-steeped mind cleverly finding inconsequential activities to block that very task getting done…or even started. So it went, until one day something shifted. On that particular day, my desire to share ideas and connect with people swamped the “term paper” voodoo and suddenly writing—even scheduled writing—became a fascinating and joyful adventure. Just like that. Two realizations about this event emerged for me. First, the fact that long-standing behaviors and entrenched attitudes can change in a moment. While I intellectually accept and espouse the concept, it’s always remarkable to experience it firsthand. And second, the incredible power linked to our need for connecting and being known. When I think back on the work environments that effectively engaged me and those that sent me packing, these two concepts—connecting and being known—seem particularly relevant. Both are hinged upon and are products of trust. The kind of trust-generating environment that translates into “it’s safe to be here,” “you are wanted and valued,” “your work makes a difference,” “you make a difference.” It’s about the experience of the company and the work. Does the work and workplace experience build trust—through words, energy, people, and acts? That’s the litmus test. Connecting represents many things. It stands for support, collaboration, service, communication, relationship, guidance, etc. Being known, too, connotes many things—authenticity, creativity, innovation, risk-taking, thought leadership, people leadership, etc. In companies where engagement is low, survival ego strategies are high. Environments that engender connection and authenticity are the very same that assuage egos. Calm egos do not require energy and creativity for reasons of security and survival. There is no need. Instead, that very same energy and creativity can be put toward more productive and fulfilling aims. Transcending, as it were, obstructive behavior built on things as inconsequential as a term paper. Learn how to calm egos and invite greater potential in your people and in your company. Download a free resources, 7 Ways to Quiet Security-Seeking Egos in the...