It fascinates me that ‘leadership development’ is really code for developing as a whole human being. For years, I considered the idea of a leader and leadership to be in its own category, in many ways distinct from being human. I was inclined to perceive that particular designation as less human, and more heroic and superhuman. I incorrectly assumed that extraordinary leaders possessed traits that were not likely bestowed to mere mortals and that they behaved in ways that seemed almost removed from the confusion and messiness of the rest of us. What a surprise when I came to learn that I’d believed a conditioned falsehood all these years. Instead of recognizing the immense humanity of true leadership I was focusing on some false non-humanity. Placing the idea of leadership beyond the attainment of most people. And through that conceptualized understanding, vastly reducing the opportunity of leadership being possible for anyone. True leadership does not require vast numbers of people to lead. Instead, it is the ability to lead yourself first. To move through the quagmire of personal unconsciousness and reflexive behavior. It begins with leading yourself into a greater freedom of being. Learning to rely on your own deep internal guidance and acting from that place. Developing compassion and care, recognizing your inner resource and connecting with your own true north. It’s an inside job. The big obstacle to this inner work is, in large part, the outer world. Our 24/7 “on call” experience of living with buzzers, timers and alerts along with all of the busy-ness we pile into our daily lives, can handily prevent us from developing practices where qualities of leadership can expand and be strengthened. Of course, events can prompt upward movement and do, but nothing can replace the experience of deeply understanding who you are and what you are becoming. That requires something quite outside of the pace and energy of the day to day. The impetus to move beyond any aspect of victimization into the realm of personal leadership is, I believe, core to us all. The noise and confusion of life, the pain and suffering of past experience, can obstruct the impulse. But, if you look closely you can recognize and sense the impulse, the eternal invitation. As a world, we require true leaders, not mythical heroes. Each of us has the capacity to engage in the profound experience of self-leadership. Not waiting to be told how to be, how to act, what to do. But, instead, cultivating the deep resources and wisdom that can direct a life with care, compassion and integrity. In essence, the truest leadership. Are you ready to Be the Leader? Download these 5 Easy Tips...

There’s a prescript that’s uttered when people are feeling distracted, disconnected, overwhelmed or fearful—and that is, “pull it together.” It struck me several days ago, that that is what my work is about. Helping companies and the people that work there, pull it together. But, it’s more than moving out of disconnect and overwhelm—it’s about energetically and actively coming together. In essence, becoming a healthy community of people committed to a shared vision…and “pulling together” towards that vision. Right now, we are in the midst of a significant shift in our paradigm of “work.” There is an up-leveling underway and it’s gaining traction. If you aren’t aware of it or aren’t sensing the shift, it’s time to take note. Business has, in essence, examined and refined most every aspect of business operation. Technology, systems, reporting, data, automation and process have experienced remarkable change and improvement. There remains, however, one glaring area that has yet to be powerfully understood and attended to…the people who get the work done. The reasons for this are numerous, but it doesn’t change the truth of it. Most businesses “manage” their people in a style that harkens backwards and not forwards. Even larger corporations with their healthy budgets and intricate HR departments, haven’t created far-reaching change. There’s a lot of lip service and pomp and circumstance, but the end result is oftentimes only incremental in its effect. Here’s the reality…the people that work for a company are the single most important asset of that company.  They are the company. They are the customer service person who daily engages with the people buying the product or service. They are the salesperson hitting the pavement everyday in search of a new opportunity. They are the warehouse person managing that which comes in and that which goes out. They are the administrative person keeping the wheels moving smoothly. The people that buy the products and services, that engage with the company, rarely deal with the executive or management group. They are, however, interacting daily with those mentioned above. A company that has “pulled together” enjoys an enormous advantage over a company that is disconnected and unclear. They know their most important asset is united and aligned to the company and the work. Their people know they are valued and important. All of this combines to generate a culture that is empowered, innovative, collaborative and growing—that’s the energizing (and prosperous) new paradigm of...

For me, one of the things I liked best about being a corporate field salesperson was that it gave me the opportunity to run a business, without many of the issues associated with being a business owner. I adopted a business owner’s mindset–I was resourceful, took intelligent action, invested wisely, generated opportunities and secured sales. But unlike an actual business owner, I wasn’t bogged down with the million and one other things that have to be considered. I only had to run my part of the business. There was great freedom and opportunity in that proposition for me. It allowed me to be creative and innovative while still enjoying the benefits of sophisticated support systems. Systems out of reach for most independent business owners. Additionally, I was able to approach new prospects with something substantial and recognizable. Again, running my own business with the credibility of size and substance on my side. Perfect. When it came to business planning, I owned it. This was my baby and I had big plans for its growth. That mindset helped me energetically invest in my work in a powerful way. Intellectually, I wasn’t delusional. I knew that I was an employee in a sales department. But, I didn’t go to business with that thinking in place. Instead, I organized my intention around owning the plan, the work and the outcome. Today, I am a business owner and have the million and one other things to consider. The experience I gleaned from my years working for other companies has served me well. The opportunity to observe the good, the bad and the ugly has provided me insight and wisdom I handily use today—both within my own company and those I serve. Like with my earlier employment days, the concept of “owning it” is even more critical. Because, financially, I do. But, “owning it” is more than a financial reality, it’s an energy and mindset. Owning what I do, how I show up, the choices I make, the obstacles that get in my way, my successes, my failures…that’s the bigger ownership. Interestingly enough, that’s the real inner growth and ownership that makes the other possible....

A Gallup article landed in my inbox referencing engagement levels at companies.  The article stated “in the U.S., only 28% of employees are engaged” at work.  While I was disheartened to see that number, I wasn’t surprised. Many corporate  people I speak with mention some significant disconnect with regard to their  job, either with leadership, workload, management or the system. These are not grumblers. Far from it. Most are smart, experienced, high achievers. They’ve simply become frustrated and disengaged over the last decade or so.  In defense of their companies, tremendous pressures abound; competition, stagnating or shrinking markets, overhead considerations, stockholder expectations. All challenging, but basically external. The issue of engagement, however, is largely internal. It lies, in large part, with organizations employing twentieth century people solutions to twenty-first century people. During the last century, we were captivated by machines, assembly lines and process. Next, came our fascination with information and technology; numbers, data, metrics, reports, automation. All controllable, mostly predictable. But, when it comes to compelling worker engagement and human potential, everything gets a bit murky. No longer black and white, the grayness of it all can overwhelm. The reality is, most people know what compels them to care and work hard. It isn’t rocket science. The companies that understand their people and develop cultures that support them, will create engaged workers; like the Zappos, SAS and Southwest Airlines of the world. Companies that don’t, will likely continue to struggle. I believe this is the time where a concentrated and focused effort needs to be afforded the human element. Not at the expense of the other initiatives, but certainly equal to them. Companies that recognize the value of an engaged and happy workforce and make the cultural changes to support that result, will reap the benefits. We are indeed entering a new age…perhaps it’s the age of human...

This is a big day for me. The day of my first official blog post. My intention is to post topics, thoughts, ideas and concepts that align with people, performance, company culture, leadership and business in general. Rather a large body of water …so, let’s dive in. Grow Deep Roots. I woke up Monday morning, early, with this statement ringing in my ears, “Grow Deep Roots.” In fact, it also appeared in my minds eye on a mental billboard exclaiming,”Grow Deep Roots.‚” A sort of multi-media presentation. The whole experience had an etched-in-stone-sent-down-from-the-mount feel about it. Impactful enough, that I began to immediately reflect on the meaning and significance of the statement. What came through loud and clear, for me, was this idea of full commitment. Deep roots. Living a life comprised of full commitment. Engaging in work based on full commitment. And, continuing to develop and grow in that commitment over time. Ever deeper and stronger. The idea of growing deep roots feels really powerful to me. Especially in light of the transitory nature of so much of life and work. Change happens fast. Just keeping up with advancements in technology feels like a full time job. Communication is brisk and brief and fleeting. All around us, life is unfolding quickly. The notion of being fully committed to the important areas of my life feels like the perfect counterweight to the busy-ness and brevity that abound. It feels real and solid and secure. And, so, I will heed that early morning message; mindful of where I commit and the depth to which I do...