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...

  People often ask me what I do, what my company does. Good questions both, and ones that I have wanted to answer with a simple, one sentence response for a long time. The notion of an easily digestible “elevator speech” or USP has always appealed. And yet, the discovery of this snack-able sound bite has thus far eluded me. Which makes the invitation of this blog’s white space very appealing. Move over USP. My work, my mission and my company are all focused on helping workplaces come to life and thrive. To become places alive with energy and contribution. Environments where people feel secure enough for egos to calm and authenticity to come forward, relationships to deepen, support to emerge and human potential to arise. They all go hand in hand—always available and awaiting the invitation. We tend to spend too much time and energy clinging to our old paradigms as if they were the truth. The painful, yet seemingly ingrained idea, of work as unhappy struggle. Or the mistaken notion that places of business must be devoid of all but the barest traces of humanity…places where displays of care and compassion are viewed as weak or unseemly…environments where people are afraid to let their guard down for fear of some ego-generated retribution… where integrity or acts of kindness are considered not really that important… because after all, it’s business. Really? The law of the jungle is in need of a rewrite and a relocation program. Workplaces are not jungles, they are not war zones, they are not fields of competition. That’s old school illusion. They are (already for some) and can be (for all), places alive with healthy human interaction, creativity, expression, achievement, cooperation and fulfillment. Places where people are alive and connected. This newer workplace reality does not require rocket science, nor is it found in manuals, metrics or machines. It’s not a product of technology, nor a dispensation of advanced degrees. This reality is made manifest through the will, desire and intention of human beings. Human beings who want to live their lives more fully, who want to experience wellbeing and joy at work, who want more than the “same old, same old” and just good enough. Whether you know it or not, that may be you. Most of us have become inured to the discomfort, but if you look closely you’ll see it. You…me…we each have the ability and the power to transform business into a place and an experience where we get to shine and feel alive. It’s absolutely possible. The first step is simply one of awareness, of getting clear. From there, moving into intention, will and action. If at any time...

  Information was once akin to gold in perceived human value. Carved in stone or hand written on papyrus, it was vigilantly protected and viewed only by those at the highest levels of society. These days, information has shrugged off its ermine robes and lies closer in rank to corn. No longer an elite treasure, it’s more a commonplace commodity. Available easily, endlessly, any time of day or night. It seems that when one thing transitions out of treasure status, something new is sure to take its place. I’ve thought a lot about what the ‘new’ replacement may be and have narrowed in on two strong possibilities. The first is attention. Now, attention may seem like a funny choice—with all the social media and communication channels out there, attention would seem to be prolific. Chatter is prolific, immediacy is prolific, scanning is prolific, but focused attention, not so prolific. We are rapidly becoming the one to three second surveyors. Never mind the one-minute manager…who has that kind of time on their hands? Our ability to quickly skim and move on is taking a toll on our ability to focus our attention. Skimming requires a wide, top-level orientation, attention requires a tighter, deeper focus. While it may serve us to scan information at times, we may also be bringing that well-honed behavior into other parts of our life including our human relationships. In that particular realm, scanning and skimming don’t work as well. The second possible treasure is in response to the commodity aspect or abundance of information. This newer treasure is that of curated information. Essentially, sifting through large volumes of data germane to a particular area and identifying patterns, trends, potentialities or crucial elements. In a world inundated with information and short on time, this endeavor becomes increasingly valuable. In the information age, information is no longer king. Dethroned through easy and ready access, newer monarchs are now emerging. Attention gets my vote as the most prominent newly crowned head. People, young and old, are hungry for a deeper and more sincere form of attention. Not the fast, sugary kind found in much of today’s most habitually utilized communication, but something more significant. The kind that takes time, focus and intention. When you think about it, it makes sense. The ever quickening pace of time along with the information overload would naturally create a need for a counterweight. Attention and the process of discerning the ‘essence of things’ are that which we have come to need and desire. Both provide something we may feel light on—a healthy sense of balance. Everyone needs and desires focused attention. Our leader clients are no exception. The opportunity to speak candidly with...

As a culture we are in love with the idea of the “hero.” The self-made, pulled-up-by-the-bootstraps, invincible, fiercely independent conceptual ideal that has established a deeply rooted place of exaltation for centuries. I get it. I love John Wayne movies, too. But the truth is, John Wayne characters (even those based on actual people) are an illusion based on our cultural ideal of a hero. That is not to deny heroism—heroic acts are real and happening. Everyday, people are actualizing amazing deeds and achievements. The fallacy is in believing that the “hero” archetype is real. Every one of us has been to a greater or lesser degree, affected by the people around us. That is inescapable. In addition, we are born into environments that have been crafted and built by people over eons of time. Most Americans are born into a team of caregivers and let’s not forget the person who spent nine months of her life creating us. From there, we come into contact with one person after another—shaping us, lifting us, challenging us, imprinting upon us. No solo journey is this. Our “hero” complex is important to bring into greater awareness because of how it shapes our perceptions and hence, our world. In business, I believe this complex can run rampant and become particularly troublesome. Fierce and stubborn independence may be an asset on the frontier, but it can be a liability in work communities. Leaders can also distance themselves and erode loyalty by an over-identification with this archetype. People sense when others regard themselves as lone heroes. It does not translate into an invitation for others to contribute. Companies are communities of people working together for a shared purpose. Collaboration, collegiality and cooperation are part of the working mechanisms of healthy and productive communities. Of course, people do work, oftentimes independently and, there is room for personal nuance, idea creation and action. However, communities imply that there is a network in place to reinforce that independent contribution and support it upward. That is the nature of a strong community and a strong company. Not only does it take a village to raise a child, it takes a work community to raise a company. Acts of heroism are and can be vital contributions to it and are often what brings a company into being. But, there are no self-made and completely independent hero’s. That’s the myth. Look closely, and you will see all the human contribution received and utilized in each of our lives, from the moment of conception to this moment right now. Becoming a more conscious and evolved leader is an heroic act. Learn more here with this free...

  Just prior to the Fourth of July weekend, a colleague and I were discussing the word ‘independence’—what it may have meant to the framers of the Constitution and what it currently means to the two of us. It was an interesting conversation and it generated a couple of insightful musings. The first of these, was that while the American ideal proclaims independence as our cultural legacy and birthright, is it possible we Americans are becoming more dependent each and every year? Dependent on things like smart phones or busy calendars, prescription drugs or prescribed containers of thinking…liberal or conservative; traditionalist or evolutionary; male or female; young or old. Our fast-paced world can give rise to a sense of stress, persistent urgency or overwhelm. Many of us feel we don’t have the time, energy or knowhow to step back and appraise our own situation from a different perspective. The race is on and we’re in it. It can feel like there is little time left over to assess whether or not this is even a race we want to be in. Over time, the opportunities for ‘independent’ inquiry and personal reflection are getting squeezed out. The second musing, is that our notion of independence may be more mythical than reality-based. Becoming independent of the ‘redcoats’ and political/religious persecution made great sense, but the idea of a more sweeping independence is misleading. Better perhaps to consider one’s independence of certain types of self-limiting dependence. In truth, most of us are at our best when we are interdependent or mutually reliant on one another. We are social beings after all. Goals, accomplishments and achievements may be experienced as an individual event, but if you look closely, you will find a network of support helping to make it happen. The United States was formed by an interdependent group of independent-thinking individuals. Both qualities were vital to the establishment of this miraculous event. Getting clear about the meaning of both of these words and their interconnectivity is important. So important, in fact, that the American Constitution begins with three  implicit words—we the people. The strength of your company is directly tied to the health and vitality of the company culture. When you strengthen the culture, you strengthen the company. Learn 6 steps you can take...