Orchestrating Success

OS 140: Leaders Transform: Empowering Collaboration

Tue, 10 Feb 2026 14:31:00 -0000

This episode presents a practical leadership toolkit designed to help leaders turn principles like trust, alignment, empowerment, and collaboration into daily practices. Using the metaphor of a conductor guiding an orchestra, the session explores how structured tools create clarity, reduce chaos, and help teams perform at their best.

Listeners will learn why leadership tools matter and how structured frameworks bring consistency, strengthen accountability, and build a collaborative culture. The discussion highlights how leaders can move from vision to action by using repeatable processes that foster ownership and engagement.

The episode introduces several practical tools, including vision-setting templates, team norms, delegation planning, communication frameworks, and role alignment methods. Each tool is designed to be flexible and adaptable for organizations of any size—from small nonprofits to large enterprises.

A key focus of the episode is implementation. Leaders are encouraged to start small, involve their teams in co-creating processes, and regularly review and refine their systems. Integrating these tools into routine meetings and workflows helps ensure sustainability and long-term impact.

The episode concludes with a reminder that effective leadership is about creating the conditions for others to succeed. Like a conductor shaping a performance, leaders who provide structure, clarity, and encouragement enable their teams to transform potential into performance.

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OS 141: Preventing Conflict Before It Happens

Tue, 10 Feb 2026 14:04:00 -0000

In this episode, author Hugh Ballou argues that most organizational frictionis avoidable because it typically stems from ambiguous expectations rather than personal animosity. He suggests that leaders should prioritize consensus-building to establish a unified framework of values and goals before problems arise. By utilizing the metaphor of an orchestra, Ballou illustrates how thorough preparation and disciplined listening ensure that team members remain synchronized during high-pressure situations. This proactive approach fosters mutual trust and accountability, which ultimately strengthens long-term performance and efficiency. Ultimately, the text highlights that investing time in defining guiding principles is far more effective than reacting to preventable crises.

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OS 139: Motivating the Ensemble – Tuning into Individual Skills and Purpose

Wed, 12 Nov 2025 20:51:00 -0000

In this episode of "Leaders Transform," we dive into Chapter Five of our book, "Orchestrating High-Performing Teams," focusing on the crucial theme of motivating the ensemble by tuning into individual skills and purpose. We explore how great teams thrive when each member plays to their strengths, much like a conductor harmonizes the unique tones of various instruments in an orchestra.

We discuss the importance of aligning individual skills and passions with the team's shared mission, which leads to increased engagement, enhanced collaboration, and higher performance. When team members are in roles that suit their abilities, they feel valued and empowered, resulting in a more cohesive and effective team. Conversely, misalignment can lead to frustration and burnout, highlighting the leader's role in orchestrating a team where each person's skills complement one another.

To help leaders motivate their teams, we introduce a five-step skill alignment framework: conducting a skills inventory, delegating strategically, ensuring role clarity, establishing recognition rituals, and providing continuous coaching. We also address common barriers to skill alignment, such as biases toward uniformity and fears of gaps, offering solutions to overcome these challenges.

Throughout the episode, we share practical tools and exercises, including creating a team skills map and hosting a purpose alignment workshop, to help leaders connect individual contributions to the team's mission. We emphasize that motivation is an ongoing process, requiring regular check-ins and recognition to sustain engagement.

As we wrap up, we preview the next chapter, which will focus on handling team challenges and turning discord into alignment, reinforcing the idea that motivated teams are resilient and capable of navigating conflicts constructively. Join us as we continue to explore the art of transformational leadership!

Based on "Leaders Transform: Mastering the Art of Influence, Book 2: Orchestrating High-Performing Teams” by Hugh Ballou

Hugh Ballou is The Transformational Leadership Strategist, author, and founder of SynerVision International, Inc. and SynerVision Leadership Foundation. He empowers leaders across sectors to transform vision into high-performing results.

Article is based on my new series, “Leaders Transform: Mastering the Art of Influence” - http://LeadersTransform.info

For a list of resources go to – http://AboutHugh.com

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OS 138: Empowering and Delegating: Empowering and Delegating – Expanding Influence  Through Ownership

Wed, 12 Nov 2025 01:52:00 -0000

In this episode of our podcast, we dive into Chapter Four of "Leaders Transform," focusing on the crucial theme of empowering and delegating to orchestrate high-performing teams. We explore the idea that true leadership is not about doing more ourselves but about empowering others to take the lead.

I share insights on how effective delegation can transform your role from a controller to a catalyst, using a practical five-step delegation framework. This framework emphasizes the importance of clarity, autonomy, and support, allowing team members to thrive and innovate. We discuss the significant benefits of empowerment, including increased engagement, creativity, and resilience within teams.

Through real-life examples, such as a case study involving a CTO in a tech firm, we illustrate how trust in delegation can lead to remarkable productivity increases and more time for strategic innovation. I also highlight the dangers of micromanagement, which stifles growth and creativity, and contrast it with the empowering culture that effective delegation fosters.

We delve into the virtuous cycle of trust in delegation, emphasizing the need for leaders to resist the urge to micromanage and instead embrace healthy struggles and open communication. Additionally, I provide practical tools and activities, such as a delegation map and development plans, to help leaders redistribute responsibilities and foster growth within their teams.

As we wrap up, I encourage listeners to reflect on their own delegation practices and consider how they can cultivate a culture of empowerment. Remember, leadership is about equipping others to lead and thrive, setting the stage for motivation and engagement in the next chapter. Join me as we continue this journey of transformational leadership!

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OS 137: Leaders Transform: Communication and Collaboration

Mon, 03 Nov 2025 12:09:00 -0000

In this episode of "Leaders Transform," we dive into Chapter 3 of our book, "Orchestrating High-Performing Teams," focusing on the critical role of communication and collaboration in team dynamics. We explore the idea that great teams don't just communicate; they resonate, much like a well-conducted orchestra.

I discuss how leaders can act as conductors, aligning diverse voices into a shared rhythm of purpose and productivity. Effective communication is the lifeblood of connection, enabling trust and transforming ideas into action. We identify common barriers to effective communication, such as lack of clarity, unheard voices, and defensive cultures, and emphasize the importance of fostering an open and respectful dialogue.

Introducing the Affirm, Engage, Invite framework, I outline how leaders can transform conversations from transactional to transformative. This model encourages acknowledgment of contributions, deepening understanding through open-ended questions, and inviting team members to co-create solutions.

We also cover the significance of delivering feedback that builds rather than breaks relationships, highlighting principles such as using inclusive language, balancing affirmation with challenge, and inviting dialogue.

To create a collaborative communication culture, I share strategies like regular check-ins, establishing clear communication protocols, and celebrating collaborative wins. We also address how to communicate effectively under pressure and navigate conflicts using the Affirm-Engage-Invite framework.

Finally, I encourage listeners to reflect on their communication practices, especially in diverse teams, and to sustain a collaborative culture by regularly revisiting communication agreements.

Join me next time as we explore empowering and delegating, expanding our influence through ownership, and how effective communication lays the groundwork for fostering accountability in teams.

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OS 136: Building Trust: The Cornerstone of High-Performance Teams

Thu, 30 Oct 2025 23:48:00 -0000

In this episode of the Leaders Transform podcast, we dive into Chapter Two of our book, which focuses on the critical theme of building trust and safety within high-performance teams. Trust is the cornerstone of collaboration and innovation, and without it, teams struggle to thrive.

We explore how to cultivate psychological safety and mutual trust, empowering team members to speak up, take risks, and grow. Through real-world stories, practical tools, and leadership reflections, we provide insights on creating a culture of openness, vulnerability, and accountability.

I share a personal story from my early days as a conductor, illustrating how I learned that connection and safety are essential for team success. We discuss the conditions that flourish in a trusting environment, such as open communication, constructive conflict resolution, and shared accountability, contrasting them with the detrimental effects of a lack of trust.

Key behaviors for leaders to foster trust include transparency, consistency, humility, and inclusivity. We also introduce practical tools like the Trust Pulse Team Survey and the Trust Wall activity to assess and strengthen the trust climate within teams.

Additionally, we emphasize the importance of ongoing commitment to trust-building, especially in diverse teams, and provide reflection questions and case studies to illustrate these concepts in action.

As we wrap up, I highlight that trust is not a one-time achievement but requires continuous effort and reflection. In our next episode, we will explore how building trust lays the groundwork for effective communication and collaboration, setting the stage for exceptional team culture.

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OS 135: From Boss to Conductor – Leading Through Influence, Not Authority

Thu, 23 Oct 2025 19:17:00 -0000

In this episode, I delve into the transformative shift from being a traditional boss to becoming a conductor in leadership. I explore the importance of reaffirming goals, welcoming feedback, and embracing mistakes as opportunities for learning. The rehearsal flow I present emphasizes a continuous loop of vision, listening, adjustment, and feedback, which is crucial for effective teamwork.

I introduce practical tools, such as crafting a concise vision statement that focuses on purpose and impact, rather than just process. I encourage listeners to assess their leadership style by reflecting on key questions that reveal whether they lead with influence or cling to authority.

Key takeaways include the idea that effective leaders create conditions for others to excel, define a clear vision, and trust their teams to co-create the path forward. I highlight the importance of asking better questions and relinquishing micromanagement to empower team members.

Additionally, I share an inspiring story from Benjamin Zander that illustrates the power of adapting based on team input, leading to improved performance and engagement.

As we transition to the next chapter, we will focus on building trust and safety within teams, which is essential for fostering bold teamwork and exceptional results. Join me as we continue to explore how to cultivate an environment where team members feel empowered to take risks and share ideas.

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OS 134 Leaders Transform: Book 2, Orchestrating High-Perfoming Teams Overview

Thu, 23 Oct 2025 18:31:00 -0000

In this episode, I introduce my book, "Leaders Transform the Art of Influence: Orchestrating High-Performance Teams." This book serves as a guide for team leadership, framed through my music conductor analogy, emphasizing that effective leadership is about influence rather than power or authority.

I outline the seven chapters of the book, starting with the transition from a command-and-control mindset to a facilitator approach, where leaders define the vision and invite team input. We explore the importance of building trust and safety within teams, effective communication, and collaboration through my Affirm, Engage, Invite framework.

The discussion continues with strategies for empowering team members, understanding individual motivators, and handling common team challenges. The final chapter provides practical tools for team leadership, including templates for vision statements and team norms.

Throughout the episode, I share insights from my experience as a conductor, illustrating how leadership should focus on creating an environment where high performance can thrive. I emphasize that people respond to inspiration and connection, not control, and invite listeners to embrace a collaborative approach to leadership.

Join me as we explore how to align teams around a shared vision, foster a culture of trust and empowerment, and ultimately transform the way we lead. Let the transformation begin!

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OS 133: Leaders Transform: Lead from the Inside Out

Sat, 16 Aug 2025 12:00:00 -0000

In this episode, we delve into the essence of transformational leadership, emphasizing the importance of leading from within. We explore the foundational elements of authentic leadership, which include self-awareness, integrity, and intention. I remind listeners that true leadership starts with self-reflection and is a continuous journey rather than a one-time event.

I introduce my four key leadership principles from the Center Vision Leadership Model:

1. Foundations - Stay grounded in your purpose and vision.

2. Relationships - Build trust and foster meaningful connections.

3. Systems - Align your actions with your mission and eliminate distractions.

4. Balance - Protect your energy and honor your boundaries.

As we conclude this first volume focused on the inner journey of self-leadership, I encourage listeners to celebrate their progress and the clarity they've gained. The next installment will shift our focus to leading teams and shaping organizational culture. I remind everyone that a leader who embodies integrity, clarity, and courage has the power to transform lives, and I believe that’s the kind of leader each of you is becoming. Stay committed, stay courageous, and stay unbound.

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OS 132: Leaders Transform: Action Plan – Becoming an Unbound Leader

Tue, 12 Aug 2025 12:00:00 -0000

In this episode of "Leaders Transform," we dive into Chapter Seven, focusing on the action plan for becoming an unbound leader. I emphasize that transformation requires action; inspiration alone is not enough. We've explored key dimensions of leadership in previous chapters—authenticity, vision, mindset, self-awareness, habits, and balance—and now it's time to implement what we've learned.

I introduce the concept of the unbound leader, someone who leads with freedom, clarity, and purpose, unencumbered by ego or outdated control models. This leader is committed to continuous learning and growth, guided by core principles.

I present the Center Vision Leadership Model, a framework I've shared with thousands of leaders worldwide, built on four core principles:

1. Foundations: Understanding our core identity and vision as leaders.

2. Relationships: Building trust and communication with the right people.

3. Systems: Establishing effective processes and habits that lead to success.

4. Balance: Maintaining personal practices that sustain energy and integrity.

I encourage listeners to create a personal leadership roadmap, revisiting their vision, assessing balance, and mapping out daily practices. Reflection questions are provided to help identify insights and define success.

Finally, I introduce the Unbound Leadership Blueprint, a tool for defining personal transformation, and share resources like the Unbound Leader Template and a 30-day self-leadership challenge. I remind everyone that transformation is a rhythm, not a switch, and encourage them to start leading their lives intentionally. The journey of leadership is ongoing—keep practicing, reflecting, and growing. Thank you for joining me on this transformative path!

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OS 131: Leaders Transform: Balance and Self-Care

Sat, 09 Aug 2025 12:00:00 -0000

In this episode of "Leaders Transform," we dive into Chapter Six, focusing on the crucial themes of balance and self-care in leadership. I emphasize that sustainable leadership is not about doing more but about doing what truly matters with presence, purpose, and peace.

Throughout my experience coaching a diverse range of leaders, I've observed a concerning trend: many high-performing individuals operate on empty, mistaking exhaustion for excellence and burnout for hard work. I want to challenge the notion that burnout is a badge of honor; instead, it serves as a warning sign that we are out of alignment.

We explore the concept of balance, reframing it from a rigid distribution of time to an alignment of energy with our values. It's essential to learn to say no without guilt and to create margin in our calendars for reflection, rest, and recalibration. I share how self-care is not selfish but a strategic leadership tool that enhances our presence and effectiveness.

Strong leaders set boundaries that create freedom, allowing them to protect their focus and model a healthy pace for their teams. I encourage listeners to reflect on what drains and restores their energy, and to consider their own warning signs of burnout.

To help you better understand your energy patterns, I suggest creating a personal energy map over the next week, tracking your energy levels and the activities that influence them. Just as pauses in music are vital for impact, so too are pauses in leadership for clarity and power.

Ultimately, true leadership does not demand burnout; it requires our well-being. Join me in the next chapter as we develop an action plan to become unbound leaders, guided by four essential leadership principles. I look forward to our continued journey together!

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OS 130: Leaders Transform: Continuous Learning and Habits

Tue, 05 Aug 2025 12:00:00 -0000

In this episode, we dive into Chapter 5, "Leading Transformation," focusing on the essential theme of continuous learning habits in leadership. I emphasize that excellence in leadership is not a one-time achievement but a journey of ongoing growth. The best leaders are those who ask insightful questions and remain curious about themselves, their teams, and the world around them.

I draw a parallel between leadership and conducting music, highlighting how a skilled conductor, like Robert Shaw, continually seeks deeper understanding and clarity, even after performing pieces numerous times. This mindset of lifelong learning is crucial for leaders, as it fosters humility and a culture of innovation and trust within their teams.

We discuss the importance of establishing consistent habits that support leadership growth. Just as a violinist practices daily, leaders must integrate small, repeatable actions into their routines to build resilience and clarity. I encourage listeners to reflect on their current habits and consider what small changes they can make to elevate their leadership.

Neglecting personal growth can lead to stagnation, limiting a leader's ability to inspire and innovate. By modeling continuous learning, leaders empower their teams to grow alongside them, creating a culture where excellence is the norm.

To help listeners take actionable steps, I propose an exercise to design a leadership growth rhythm, incorporating daily journaling, weekly reviews, and monthly learning activities. I conclude with a powerful reminder that leadership is about staying in motion and evolving, not just staying ahead of others. The next chapter will focus on "Balance and Self-Care," emphasizing the importance of maintaining energy and boundaries for sustainable leadership.

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OS 129: Leaders Transform: Mindset and Confidence

Sat, 02 Aug 2025 12:00:00 -0000

In this episode of "Leaders Transform the Art of Influence," we delve into the crucial theme of mindset and confidence as part of our ongoing series on self-transformation. I emphasize that transformation and leadership begin in the mind. Our thoughts shape our beliefs, which in turn influence our behaviors. If we harbor limiting beliefs about our capabilities, we will lead from a place of limitation. However, by cultivating a growth mindset, we can unlock our potential to lead with boldness and resilience.

I discuss the concept of invisible barriers—those unspoken doubts and inherited narratives that can hold us back. Drawing from my own journey from conductor to leadership coach, I share how I learned that the principles of leadership remain constant, regardless of the stage.

We explore some research on fixed versus growth mindsets, highlighting how a growth mindset allows leaders to view challenges as opportunities for growth. Confidence, I assert, is not something that magically appears; it is earned through purpose, consistency, and preparation.

I recount a powerful moment from my conducting days, illustrating that true confidence comes from clarity of intention and presence, rather than from a title. I encourage listeners to reflect on their own limiting beliefs and to engage in a practical exercise to counter those beliefs with empowering statements.

In closing, I remind everyone that our mindset sets the ceiling for our leadership potential, but by choosing to grow, we can break through those ceilings. I look forward to our next episode, where we will explore the importance of continuous learning and building routines for growth and excellence.

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OS 128: Leaders Transform: Vision and Self-Awareness

Tue, 29 Jul 2025 12:00:00 -0000

In this episode of "Leaders Transform," we delve into the critical relationship between vision and self-awareness in leadership. I emphasize that a leader without a vision is akin to a conductor without a score—both lack direction and clarity. A compelling vision is not just a statement for others to follow; it serves as a personal compass that guides how we live and lead every day.

I share insights from my journey, highlighting that true leadership identity stems from a personal vision that resides in our hearts and spirits, rather than just on a wall. This vision shapes our internal identity and informs our presence, tone, and priorities, ultimately giving our leadership depth and resilience.

We explore essential questions for creating a personal vision, such as the kind of leader one aspires to be, the values that guide decisions, and how one wants others to experience their presence. I stress that self-awareness is the mirror of leadership; without it, our vision can become obscured, making it difficult to lead effectively.

Throughout the episode, I draw parallels between my experiences as a musical conductor and leadership, illustrating how our energy and presence can significantly impact those we lead. When our vision aligns with self-awareness, we achieve congruence in our leadership, fostering trust and transforming not only ourselves but also those around us.

I encourage listeners to reflect on their personal leadership vision and consider the gaps between self-perception and how others experience them. As a practical exercise, I suggest writing a one-page personal leadership vision that articulates who you want to be, your core values, guiding principles, and the legacy you wish to leave.

In the next episode, we will explore the themes of mindset and confidence, discussing how a growth mindset and internal confidence can enhance our influence as leaders. I look forward to continuing this journey of transformation with you.

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OS 127: Leaders Transform: Authenticity & Integrity

Sun, 27 Jul 2025 12:00:00 -0000

In this episode of "Leaders Transform Self Transformation," we delve into the crucial themes of authenticity and integrity in leadership. I discuss how authentic leadership is not about donning a mask to fit a certain role but rather about shedding those masks to reveal our true selves. Many leaders feel pressured to act in ways they believe will earn respect and authority, but this often leads to disconnection.

I share my personal journey, highlighting how I initially thought I needed to project confidence and authority, only to discover that true leadership stems from being grounded in our core values and leading with clarity and transparency. Authenticity is our greatest asset, as it fosters trust—the essential currency of effective leadership.

We explore the concept of integrity, which serves as the structure supporting our authenticity. Just as a conductor maintains rhythm in music, leaders must ensure their values, words, and actions are in sync. Inconsistencies can erode trust, while a consistent presence builds stability, especially in uncertain times.

I emphasize that being authentic doesn't mean oversharing; it means being anchored in who we are and leading without pretense. I encourage listeners to reflect on their own leadership authenticity, identify areas where they may be wearing masks, and consider how they can align their actions with their core values.

Ultimately, I remind us that authenticity and integrity are not mere tactics but the essence of effective leadership. As we tune into these qualities, we set the stage for transformative leadership that inspires others. Join me in the next episode as we explore crafting a personal vision and enhancing emotional intelligence.

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OS 126: Leaders Transform: The Leader’s Journey Begins Within

Thu, 24 Jul 2025 16:05:00 -0000

In this inaugural episode of my new series, "Leaders Transform," I delve into the essence of transformational leadership, a concept I've championed throughout my career as a conductor and leadership coach. I emphasize that true leadership begins not in the boardroom or on the podium, but within ourselves.

Transformation starts from the inside, and it's crucial to manage ourselves before we can effectively lead others. Over the years, I've worked with a diverse range of leaders—from corporate executives to nonprofit visionaries—and I've learned that our attitudes and inner world significantly influence our teams and organizational culture.

In this episode, I introduce the foundational truths of effective leadership, focusing on self-transformation as the first step. I encourage listeners to reflect on their core beliefs about leadership, assess whether their daily habits align with their leadership aspirations, and consider how they influence others.

I invite you to write a one-paragraph vision statement about the leader you aspire to be, framing it in the present tense. This exercise will serve as your target as we embark on this journey together. In the next chapter, we will explore the critical themes of authenticity and integrity, which are essential for becoming a transformational leader.

As I conclude, I share a powerful quote from Father Richard Rohr: "Transformed people, transform people." I look forward to continuing this journey with you in the next session.

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OS 125: Dealing with Workplace Conflict

Thu, 11 Jul 2024 15:59:00 -0000

Dealing with Workplace Conflict

Powerful Phrases for Dealing with Workplace Conflict (with 17 years of nonprofit leadership experience, I can speak to how conflict is often not addressed well in NPO settings and how to do it well for more collaboration)

Too often, team members don't have the meaningful, collaborative conflict that builds better results, creates innovation, and helps you serve your clients and communities. Often, people think of conflict as strictly destructive and avoid it altogether. But the right tools, you can easily help your teams move from destructive or avoided conflict to meaningful collaboration in pursuit of your mission.

David Dye helps leaders and teams achieve transformational results without sacrificing their humanity. As a former nonprofit executive and elected official, he is known for practical leadership techniques you can use right away. He’s President of Let’s Grow Leaders, a global leadership development firm known for practical tools and techniques for human-centered leaders. David is also an award-winning author of six books including: Courageous Cultures – How to Build Teams of Micro-Innovators, Problem Solvers and Customer Advocates and Powerful Phrases for Dealing With Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration and Calm Difficult Customers. He also hosts the popular podcast: Leadership without Losing Your Soul.

Website - https://letsgrowleaders.com

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OS 124: Brainpower with Nina Sunday

Fri, 24 Mar 2023 22:00:00 -0000

Brainpower with Nina Sunday

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OS 123: How to Marry Creativity and Business Acumen

Mon, 09 May 2022 20:42:00 -0000

How to marry creativity and business acumen and turn them into superpowers

We creatives often get in our own way because of the stories we tell ourselves

So our creative juices sometimes can become our worst nightmares that lead to overwhelm, burnout, and jeopardize our well-being and relationships

But it doesn't have to be that way. Let me show you how.

Yiqing (yee-ching) is an award-winning actor/filmmaker and a creativity coach for artists and entrepreneurs.

She is the CEO of Fearless Cutie Pie Productions - an all-female production company dedicated to telling cathartic stories with strong Asian female leads.

She found her calling in helping people with their minds and souls through storytelling, after a miserable failure in a depression study when she was a medical student in China.

She helps heart-driven multi-hyphenates get unstuck, overcome burnout, and create more balanced, meaningful, and fulfilling lives.

She can be found here https://linktr.ee/yiqingzhao

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OS 122 Super Charge Your Profits with No Bid Federal Contracts!

Mon, 11 Apr 2022 19:06:00 -0000

OS 122 Super Charge Your Profits with No Bid Federal Contracts!

Federal Contracts are not just for the BIG COMPANIES, federal contracting is for small companies. Small Businesses are leaving SO MUCH money on the table. If you've never thought about federal contracting because there's too much red tape, no-bid contracts will open up this door of opportunity for you.

Ron Imbach is the president of the Center for Business Innovation and the Executive Director of the International Association of US Government Contractors. He and his partner, Chip Ellis, lead a talented team that provides coaching, consulting, and training to small businesses that want to thrive with federal contracts.

Ron has spent the past 30+ years assisting small businesses, high-net-worth individuals, non-profits, and large companies. With an undergraduate degree in accounting and economics and an MBA in marketing and public policy, Ron is very comfortable with the numbers, but thrives the most in relationship-building, including assisting his clients now in building relationships with federal government decision-makers.

Since 2008, the IAUSGC has assisted over 2000 clients to secure federal no-bid contracts with the federal government, millions of dollars for their clients, without any of the mind-numbing red tape, complicated contracts, and expensive consultants. CBI and IAUSGC serve clients in their Top 40 Industries. Those industries are in the greatest demand for federal government contracts for goods and services.

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OS 121: Scale Your Business by Following Evan’s C.A.S.T.LE. Methodology

Thu, 10 Feb 2022 19:33:00 -0000

OS 121: Scale Your Business by Following Evan’s C.A.S.T.LE. Methodology

Evan Tzivanakis is an Accredited Executive Coach (www.ExecutiveCoachAsia.com) and a Ph.D. candidate in Organizational Behaviour. Throughout his career, has managed more than 500 employees across 8 countries and led companies to expand across the Asia Pacific region by successfully crafting the right company culture and leading people from the front. With that experience, he helps executive leaders and organizations to enhance their leadership presence, have more engaged teams, increase profits, and live happier. He does that by offering some of the most educational, transformational, and impactful coaching & training solutions.

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OS 120: Ed Krow on Leadership

Tue, 01 Feb 2022 18:51:00 -0000

OS 120: Ed Krow on Leadership

With a proven track record in HR, Ed Krow is a people expert who uses his unique talent transformation process to leverage existing talent and align employees with organizational strategy to create change, drive sustainable growth, and maintain overall happiness.

“I help solve people's problems and I write books about solving people's problems, but I’m also a business owner. It’s not only experience, it’s living with the same problems my clients do and sharing how to overcome them that people value the most.” Ed Krow.

Ed Krow is ambitious, educated, and dedicated when it comes to getting everyone on the same page. He values people at the heart of everything, so he became a talent transformation expert. As a regular contributor to Forbes.com, Ed Krow is a sought-after, down-to-earth leader in his field.

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OS 119: Know, Like and Trust and Other Sales Lies

Mon, 24 Jan 2022 21:12:00 -0000

OS 119: Know, Like and Trust and Other Sales Lies with Sara Phillips

Website: superiorperformancecoaching.biz

Free Ebook for listeners: https://www.hotsalestips.com/habitsofsuccessfulsalespeople

Sign Up for a Free 30 Minute Consultation to get personal tips to up your sales game: https://calendly.com/saraphillipssolutions/complimentary-30-minute-advisory-session

Bio: Sara Phillips is a person who has sales running through her veins. She paid her way through college by buying candy and reselling it to other kids beginning in elementary school. She has spent a lifetime building a highly successful sales career. Now living in Clayton, NC, she is single and has one four-legged fur baby named Coby. From her home there she continues to grow her health insurance business but is now using her additional career as a school teacher to help others learn a different way to view sales. As a sales coach, she frames sales in a different light that allows the sales professional to build a predictable stream of high income while, at the same time, removing the stress from the process. In short, she helps sales professionals put the life back in their life.

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OS 118: 5 Leadership Myths That Kill Entrepreneurial Ventures

Tue, 14 Dec 2021 00:27:00 -0000

5 Leadership Myths That Kill Entrepreneurial Ventures

Hugh Ballou

The Law of the Lid

Your leadership is like a lid or a ceiling on your organization. Your church or business will not rise beyond the level your leadership allows. That’s why, when a corporation or team needs to be fixed, they fire the leader.

- John Maxwell, The 21 Irrefutable Laws of Leadership

Starting and maintaining a profitable enterprise as an entrepreneur is very difficult, at best. However, research shows that 90% of businesses that fail do so because of a lack of leadership skills.

Fortunately, leadership is a skill many people can learn. In my opinion, however, learning great leadership means that many of us must unlearn most of what we’ve previously been taught or observed.

Best practice for building and sustaining a profitable business is often a reverse paradigm from the things business schools and prevailing leadership experts teach. Leadership best practice, from my perspective, requires the same skills a conductor uses to build the high-performance cultures we call “ensembles” in the musical world. “Ensembles,” in the non-music context, are high-synergy teams. These teams develop only with the intentionality of the leader.

The entrepreneur who operates as a “solopreneur” might not perceive that synergistic teams are important. Wrong! If you are talking to at least one other person, such as a salesperson, consultant, alliance or venture partner, advisor or board member, then you have a team. It is important for entrepreneurs to surround themselves with capable people. It is also important to learn from other businesses you admire. Being an entrepreneur is a choice to stay out of corporate systems, so why do things in the same way as a company you don’t want to work for?

Team effectiveness starts with the leader and branches from there. First, you equip yourself, then you empower others. With this in mind, here are the 5 top leadership myths that kill entrepreneurial ventures:

1. I Must Be in Command

2. Always be Right

3. Improper Language or Behavior

4. Pretend to Know What You are Doing Even If You Don’t Know

5. Delegation is a Weakness of Leadership

Are you ready to go to the next step? As you study these myths, I suggest you share your personal and organizational goals with at least three people you respect and with whom you have a valued connection. Check with them every 30 days to let them know how things are progressing. Being accountable to others is frightening at first until you realize that the people you are accountable to are the people who will bring the highest value to you because they understand where you’re going.

But most important of all, for your venture’s success, when you hit the leadership lid, raise the ceiling!

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OS 117: 5 Top Challenges for Today's Leaders

Mon, 18 Mar 2019 19:03:27 -0000

Top Challenges for Today’s Leader Leadership is a general topic that people understand in different ways; in fact people have contrasting and conflicting perceptions of how leaders should behave and what leaders should do. Therefore, there are many gaps between theory and effective performance for leaders. Over the past 31 years in working with leadership in many types of organizations doing different kinds of work and leading different sizes of groups, I have observed these 5 things that are my vision of why many leaders don't make the progress that they are capable of and don't’ get into a stride of continuous improvement that propels them into the place they deserve. So, consequently leaders are over stressed with too many demands on their time, have lower performing teams than expected, and earn less income than possible. Here are my thoughts as to why these leadership gaps and ways to address each one: 1) Not Understanding True Leadership: We have had leadership bad models and have been taught things that aren’t working today, and may have never worked. The “Boss” or autocratic leader is a thing of the past. Many people in positions of authority use power of position as the leverage to get people to perform. If we truly have a team of competent people, then it’s crucial to let them perform, as they are capable. Telling people what to do isn’t the answer to getting the best results, unless the leader only wants to be around to boss people all the time and do nothing else. This doesn’t develop capacity for anyone and wastes the energy, time and talent of the leader. True leadership in my world is Transformational Leadership where the leader is the influencer, visionary, and empowering agent for others to perform. Leaders lead. Others do. Whoever taught us that we should be willing to do anything we ask others do to most likely didn’t mean that we had to actually do it. If so, why have others anyway? 2) Not Being Vulnerable: Fear of being wrong comes from the misconception that leaders must have all the right answers. It’s more important for leaders to ask good questions and empower others to have the right answers. Saying, “I don’t have the answer” is a true way of being vulnerable. One strength of leadership is being vulnerable by letting other know we don’t have the answers and that we don’t have all the skills. We lead by example and not by bluffing. When we bluff, then people intuitively know it, so we lose credibility. Being authentic is a top trait of the Transformational Leader. In face, we should have a team of people with contrasting skills to ours and people who fill in the gaps of our competencies. What a novel thought, eh? 3) Not Understanding the Value of Relationships: Leadership is based on relationship. Always work on relationships with those in your charge. This is misunderstood by many as having to be “friends” with employees. No, that not the only choice. And it does not mean that the leader must make decisions so that people will like them. The inverse is true. Make principle based decisions so people will respect you. Value and respect people over results, then they become more focused on results along with you. Leadership is relationships. Communication is also enhanced through good relationships. 4) Not Understanding How to Manage Self: Writer Richard Rohr says that, “Transformed people transform people.” He also says, “Wounded people wound people.” Not managing self is a start of building a dysfunctional team. If the leader is anxious, then the team is anxious. If the leader is dishonest, then the team is dishonest. You get the idea.

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OS 116: Complexity vs Simplicity

Tue, 12 Mar 2019 22:14:55 -0000

Everything should be as simple as it is, but not simpler.- Albert Einstein There are at least 200 working days a year. If you commit to doing a simple marketing item just once each day, at the end of the year you've built a mountain.- Seth Godin (http://sethgodin.typepad.com/seths_blog/2012/09/the-simple-power-of-one-a-day.html)* Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.- Steve Jobs Complexity to Simplicity: The Transformational Leader Creates Clarity Our world already has too many choices. I can remember when we only had the telephone to contact people. In fact, when we needed to call long distance, we needed to have the operator place the call. It was a big deal when we could dial 1 to make a long distance call. Then we got FAX machines. We could send documents over phone lines. This saved sending packages by special delivery mail. Then, the next big deal was email! This was an amazing breakthrough allowing us to communicate with people around the globe. Then came pagers. Then we got cell phones. Then came texting. We kept adding things and not taking away anything. More is not better. We are bombarded each day with so many messages that it's difficult to discern what's important. We live in a mostly over-stimulated world. In music masterworks, some of the most profound moments are those with complete silence or a passage that's pianissimo, following a loud, dramatic passage. There's unique power in the quiet times and the times of silence. It's in silent, quiet times that the presence of God is most felt, not in noisy praise sessions. It’s the leader’s duty and delight to pay attention to what’s happening and how it happens and separate the noise from the essential messages. It’s the leader's job to make the complex simple. This is not a simple task. Cutting through the noise and confusion takes focus, concentration, and a lot of effort. Like the Jobs quote above points out, it’s hard work making things simple. When I was a young piano student, I heard Van Cliburn play a solo concert in Atlanta, Georgia. I was so impressed that he made playing the piano seem easy. It appeared easy because he had practiced. He had done the hard work. He had prepared in order to release his creative energy in performance. Mozart’s music is seemly simple, however it’s so transparent that every note is exposed. It’s delicacy in motion. It’s difficult, not in playing lots of notes, but in precision. Paderewski was known to have said that playing Mozart was simple for the student and very difficult for the teacher. In other words, the simple is difficult. We want to hide behind complexity as leaders to protect our deficiencies, our insecurities, and our lack of knowledge. Leadership is identifying our gaps. Leadership is asking questions and not knowing all the answers. Leadership is about integrity, honesty, and open communications. We get things done and we know how things get done. If we don’t know, we find out how. When the musical conductor prepares for a rehearsal, they spend 2 to 3 hours preparing for each hour of rehearsal. There’s no substitute for preparation. To get to simple takes work. It takes lots of work. The complexity of leadership is in being able to make things simple so others can follow. We want stimulation. * http://sethgodin.typepad.com/seths_blog/2012/09/the-simple-power-of-one-a-day.html (http://sethgodin.typepad.com/seths_blog/2012/09/the-simple-power-of-one-a-day.html)

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OS 115: Choosing Vs. Not Choosing

Mon, 04 Mar 2019 19:51:50 -0000

“Two roads diverged in a wood, and I - I took the one less traveled by, And that has made all the difference.” ― Robert Frost Choices are very important in leadership. Making the wrong choice costs money and potentially damages the organization. The burden is on the leader for making effective and wise choices. Not making a decision is a choice. Sometimes, paralyzed by the gravity of the choice, leaders stall and can’t decide. Not making a choice is certainly a choice. What’s the impact of the decision on the organization? What’s the impact of the decision on relationships? What’s the impact of the decision on revenue…customer satisfaction…client engagement…stakeholder involvement…? Asking these questions before making a decision helps leaders recognize the consequences of the decision. Maybe asking those questions before not making a choice would be good, as well. Making wise, informed choices is the duty and delight of the leader. Making poor choices can cost a lot more and, certainly, waiting to make a decision increases the cost or impact of the problem to the culture or to profit as the situation gets worse. The most difficult of choices typically centers on people issues, such as when to terminate the employee, when to give a salary increase, when to correct their behavior, when to challenge a nonparticipating board member, etc. Each of these scenarios causes leaders to shy away from confronting controversial issues. Pay the upfront cost and deal with the situation as soon as practical. That might be before you get the chance to confront someone on an issue. Waiting only complicates things and provides an opportunity for the conflict, if that’s the issue, to get worse. A small matter becomes nuclear over time. Delegate action items so you can free up your schedule and your mind to think effectively about complex leadership decisions. To decide or not…that’s the question.

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OS 114: Being Emotional versus Logical Thinking

Mon, 25 Feb 2019 21:58:08 -0000

The point is not to take the world's opinion as a guiding star but to go one's way in life and working unerringly, neither depressed by failure nor seduced by applause. - Gustav Mahler Thinking versus Feeling is Transformational Leadership Leaders lead. The question is…do we lead with our brains or with our hearts? In my studies in Bowen Family Systems, a profound paradigm for leadership by managing and differentiating self, I have discovered a better way to make difficult decisions. The way is to define guiding principles for self and for the organization we lead, and utilize those principles for making good decisions. This leadership perspective is crucial. Bowen defines “Basic Self” as following those principles. When the leader makes decisions for other reasons, like to please others, Bowen defines that as “Pseudo Self.” The bottom line for me is that when I make a decision to please someone else, I’m not serving myself or my vision. Ultimately, the person whom we attempt to please will lose respect for us and completely negate the reason we thought was good for making that decision in the first place. Many leaders lead with their heart and are considered compassionate and caring. Principled leaders who utilize rational thinking and think in systems, are sometimes regarded by feelers as uncaring and insensitive. The latter is not generally true. Making effective decisions in line with principles brings value to everyone and, ultimately, those critics will respect the leader once the results are self-evident. Leadership perspective is the key. To counter the feelings of being uncaring and insensitive and maybe inflexible, here are some tactics to consider that are Transformational Leadership basics: * Define Your Ultimate Vision: Know exactly where you want to end up, and write it in compelling language expressed in present tense. Define it as having already happened. Share the vision with anyone in your space who cares about you or your organization, and with those who will benefit from accomplishing that vision. Check for alignment with the vision with key stakeholders and collaborators. * Write Down Core Values: Yes, I have blogged about values being useless. That’s true if the values are the final product. Values are the first step in defining the cultural norms. Values are static statements. That’s fine. Just don’t think that these static statements are going to create value just because they have been created. Moving forward, use these values to create Guiding Principles, and build out the goals without violating those values. * Create Guiding Principles: Guiding Principles are statements that provide guidelines for making effective decisions, both for the leader individually and for the organization as a culture. When you go to a Disney park, it’s very clear that each employee you come across is operating within the company principles…you are the guest and they entertain you. Write separate principles for yourself on how to manage self and how to make thinking decisions. Create a separate, but compatible, set of principles for the organization in collaboration with those in the organization who will support, protect, and teach them to others. Check my post on Guiding Principles (http://transformationalstrategist.com/principles/)for more information. * Review and Update Principles Regularly: Once written, the principles must then be activated and applied in every decision. To ensure that this happens, develop a routine for evaluating the principles and revising them as necessary. If you hold weekly meetings, review one principle each week and evaluate how effectively the group is following that principle, and review if the principle still reflects the culture, values,

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OS 113: Excellence vs Mediocracy

Tue, 12 Feb 2019 22:39:00 -0000

Be a yardstick of quality. Some people aren't used to an environment where excellence is expected. - Steve Jobs As a musical conductor, I...

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OS 112: Equality VS Excellence in Diversity

Mon, 04 Feb 2019 22:06:00 -0000

“I believe in equality for everyone, except reporters and photographers.” ― Mahatma Gandhi We hear lots of noise in conversations and in the media about striving for equality of gender, nationality, and race - equal opportunity - equal rights - equal pay, etc. Recently in Blacksburg, Virginia, in a session called “Dialogue on Race,” a young African-American presenter used the phrase “Diversity of Excellence” in his presentation. That phrase made so much sense to me. I have adopted the idea and reversed the words to get “Excellence of Diversity.” The media make up sound bites and promote phrases to get attention and ultimately to get ratings and make money. We all get sucked into this diatribe of mediocrity. We are driven to the bottom…the lowest common denominator…the drivel of sameness. I say to women leaders, “Why do you want to be equal with men when, in fact, you are better? You offer a different paradigm for leadership and a fresh perspective. You have a skill set that is different. Why not claim your excellence and move to the top rather than attempting to be equal?” Most agree and react as if they feel empowered. I repeat this question to minority groups and get the same response. In a society where we have dumbed down our educational system with standardized testing and set the bar to the lowest point in striving for equality, we are teaching each other that mediocrity is the norm. In an address to educators, I heard Alfie Kohn* describe standardized testing as an “Ethnic cleansing of the society.” In Marva Dawn’s book, Reaching Out Without Dumbing Down (http://www.amazon.com/gp/product/0802841023/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0802841023&linkCode=as2&tag=httpwwwhughba-20&linkId=FTVFVKIOCLKQCDWR), the first chapter is the history of how education has been dumbed down over the years. She then describes how churches have dumbed down to attract new members when, in fact, the mainline denominations are now losing members at an alarming rate. We have clergy working as consultants, teaching pastors what to do as a simple formula for success, rather than reaching out of the broken paradigm and getting wisdom from a different source. We have no clearly written guiding principles for personal empowerment in leadership for our organizations. My guiding principle is to strive for excellence through diversity and let the best people do the best work. Do we get stuck because we are threatened by the excellence of someone who doesn’t look like us? What’s your opinion? * The Case Against Standardized Testing: Raising the Scores, Ruining the Schools (http://www.amazon.com/gp/product/0325003254/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0325003254&linkCode=as2&tag=httpwwwhughba-20&linkId=UVVENYOII2WVRAVC), Alfie Kohn

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OS 111: Leaders, Set Your Standard of Excellence

Mon, 17 Sep 2018 22:49:23 -0000

Leaders, Set Your Standard of Excellence You must have control of the authorship of your own destiny. The pen that writes your life story must be held in your own hand. - Irene C. Kassorla One of the most common problems I encounter, when working with leaders to build results and create effective teams, is described in the statement, "My people just don't do what I need them to do." I suggest that this problem comes from the leader, not from the team. Leadership is defining the desired outcomes, and then making those outcomes become reality. Leadership is a skill and a system. When a leader defines the vision and then sets specific goals to achieve that vision, it's important to leave a place for team members to create their strategies for their work. It is limiting for team members when a leader not only defines the outcomes, but also defines all the steps to get there. You have a worthy vision and have created powerful goals that will drive processes toward achieving that vision. Create systems where team members can create the steps to success - the action plan. Once each team member can contribute a process step, they move from being interested in the vision to owning the vision. When developing the action plan, encourage the team to define the standards of excellence - the critical success factors. Define what success looks like and how it will be measured. If you create a sloppy procedure for this process, then you are creating a less-than-excellent organization. Inspire excellence. Define the goal, move forward by creating a process to define all the steps to achieve that goal, put the steps into a sequence, and then let the team members divide up the responsibility for managing those process steps. Be focused in your process. Allow each member to contribute. Assign responsibilities and deadlines. Shift the accountability from you, the leader, to the team, in a culture of peer-to-peer accountability. The biggest killer of excellence is the boring, unproductive meeting! Rehearse excellence by creating effective systems. Effective meetings empower and encourage high functioning in team performance. The finest musical ensembles rehearse for every performance. Change the misquoted phrase, "Practice makes perfect," to the correct quote, "Perfect practice makes perfect performance." Rehearse for success. Build the DNA of high performance into every system in the organization you lead. TIP: Plan the outcomes at the planning meeting. Plan the process to get to the outcomes. Define the process and outcomes at the beginning of the meeting. Keep the group on task. Excellence in planning leads to excellent results. Hugh BallouThe Transformational Leadership Strategist Subscribe to The Transformational Leadership Strategist by Email (http://feedburner.google.com/fb/a/mailverify?uri=TheTransformationalStrategist&loc=en_US) (c) 2018 Hugh Ballou. All rights reserved.

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OS 110: Running and Leadership - Accountability

Thu, 05 Jul 2018 21:56:38 -0000

Hidden Goals Don't Work 5th of 5 (http://transformationalstrategist.com/wp-content/uploads/2012/07/Running-400.jpg) Set your goal. Share your goal. Accountability is energy. We think that being accountable to someone might bring us criticism if we fail. We don't want to look bad. We don't want anyone to judge us poorly. When we set a goal and share that goal with someone, it might be frightening. What if the person laughs at our goal? This is a statement of our intentions. This is typically a bold statement of accomplishment. How will we feel if we get push-back from someone we respect and someone we want to see us in a favorable light? There are two sides to accountability: * We commit to someone and become vulnerable to that person. If we fall short of our stated goal, then we risk criticism. This is the risk side of accountability that motivates us to succeed. * We commit to someone and they become our partner in accomplishing our plan. We don't need to ask. We can't expect this cooperation. They know what we intend, so they know how to provide support. Accountability is a major component to leadership success. Accountability is a major component to running success. No person can help me reach my running goals. Everyone can help me reach my business and life goals. Write your goals. Share your goals. Start taking action immediately. Keep a journal. Share your success. Let the world bring you energy. Celebrate! (My running goal for this month is 40 miles - posted on my social sites.)

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OS 109: Running and Leadership - Focus

Tue, 26 Jun 2018 04:00:00 -0000

Focus on the Outcome 4th of 5 Many of life's failures are people who did not realize how close they were to success when they gave up. - Thomas Edison You want to quit. Focus on success. Do not quit. This simple concept is very difficult. Along the trail, there are many opportunities to quit - don't quit. On the pathway to success, there are many opportunities to quit - don't quit. Focus on the benefit, and not on the problem.

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OS 108: Running and Leadership - Getting Fit

Mon, 25 Jun 2018 09:00:00 -0000

If I miss a day of practice, I know it. If I miss two days, my manager knows it. If I miss three days, my audience knows it. - André Previn Running to Be Fit 3rd of 5 The first rule is to set your goal. Then begin at once preparing for success. Rehearse for success in everything you do - you are forming good habits that will influence your success and your life. I set my goal on finishing a half marathon. My mind believes it. My body is not capable of achieving it, so I must train daily to be able to succeed. Goals are worthless without an plan of action. Actions are consistent activities moving toward your goal. Fitness happens one day at a time over time. Start now. Don't give up until you succeed. What you become on the way to achieving the goal is better than the goal itself. Start now.

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OS 106: Running and Leadership - Goals

Fri, 22 Jun 2018 12:35:44 -0000

Setting Goals is the Key to Success 2nd of 5 (https://hughballou.com/wp-content/uploads/2018/06/Running-360-Goals-300x180.jpeg) At the root of all success is a vision and intention. We must learn to set achievable goals. I lead teams. I lead meetings. I teach leaders to lead. I can see the end result, because I have defined it clearly. I set a goal to be in shape. I have expressed the goal in terms of running a certain distance in a certain amount of time. I can't accomplish that goal without the following: * The belief that I will succeed... * A description of what it looks like when I have succeeded... * A long-term vision... * Short-term goals... * A weekly schedule... * A daily plan of action... That works for my work, as well as for my running. What about your work? What about your life? Goals are SMART! S = Specific M = Measurable A = Accountable R = Realistic T = Timed Note to the frantic and weary: The "A" for accountable provides the traction that makes goals work. Check out my Podcast 32: Setting Powerful Goals That Work (https://hughballou.com/podcast-32-leadership-skills-setting-powerful-goals-that-work/) Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email (http://feedburner.google.com/fb/a/mailverify?uri=TheTransformationalStrategist&loc=en_US) (c) 2018 Hugh Ballou. All rights reserved.

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OS 106: Running and Leadership - Commitment

Thu, 21 Jun 2018 17:59:22 -0000

Commitment is everything. I decided to begin training for a 5K road race when I was 48 years old. I had trouble running from one driveway to the next one. This was a major change in my life, however, I was committed to succeed. Two years later, I had finished over 50 5K races and was training for a half marathon. My commitment was to, #1 not finish last, and #2 to finish without stopping. I accomplished that goal with every race. I am really bad at this, however, running is a discipline in my life that is important. When I run, I feel better, have more energy, and get more accomplished each day. Running is also my quiet time when I can think and work out problems. Yesterday, while running, I decided to relaunch this series about the connection between running and leadership. For the next 5 days, I will post 5 blogs with ideas for leadership. First, you do not need to have a big team to feel that you are a leader. My simple qualifying points to be considered a leader are as follows: You are a leader if... * ...you get things done * ...you know how things get done * ...you influence other people Here are some thoughts that work for running (or any type of exercise) and leadership. * Commit to a goal, make a schedule and follow it * Follow the plan, even on days when you don't want to * Starting is the key to finishing, but not the whole answer - you have to finish * Don't quit - you can make it * You don't have to be first * If you keep it up, eventually you will get a second wind and finish with a flare * When you finish, the sense of accomplishment will empower your day * Set your own pace and don't let others tell you that it's not good When I ran my last half marathon, I was almost 65, so I came up with the list below about being an older runner. Being older is no longer an excuse to not try. You can tell that you are an older runner when: * In the first mile, your body tells you that you should be home in bed. * Your excuse for not being in the lead of the race is that being behind the pace car will make you feel “exhausted.” * In the second mile, your body tells you that you should be home in bed. * You think you won the race, because you ran longer than anyone else. * In the sixth mile, your body tells you that you should be home in bed. * The race walkers pass you by, saying “Good job, sir.” (sir is the clue) * A runner passes by, saying that he would be running faster, except for the knee transplants. * In the eighth mile, your body tells you that you should be home in bed. * Your running doesn’t really make you live longer – it just makes life seem longer. * Everyone shouts your name, cheering you on, and you think it’s because you are famous in your old age – until you realize that your name is printed on your racing bib. * It’s the cheapest form of entertainment you can think of. * You run because it’s your only chance to hear heavy breathing again. * In the last mile of the race, your body tells you that you should be home in bed. Many of the excuses I hear for not trying are dumber than the list above, but people tell them to me as if the reasons make good sense. What's your reason for not trying?

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OS 105: Tradition vs Change

Sun, 06 May 2018 13:49:34 -0000

I have been traveling around the country presenting Nonprofit Leadership Excellence Workshops (http://synervisionfoundation.org/summit/workshop/). In many instances, I’m asked what to do when a board, or members in general, are resistant to change. The phrase, “We’ve never done it that way before!” is often repeated. Change is a fearful thought if other changes in life are too stressful. Change is not an option when there is no understanding of the value of the change. Change for the sake of change is a generator of confusion. However, the only constant in life is that there is change. We are all getting older every day. We change without even trying. Having said those things about change, let me point out that understanding history and tradition are important to the continuity of work within any organization. When working with lay leaders in the church, I find that many of them are not aware of the denominational traditions and theology that have shaped our worship, our programs, and our work in the community. We are informed by learning about the past. We don’t, however, need to live in the past. It is the leader’s duty and delight to observe what’s happening and how it happens, and to respond in a thoughtful way by engaging members in conversation about desired results. Have we defined the desired outcomes from our work and programs, or are we just running on autopilot without thinking about what or why? In Seth Godin's blog post, “Because it has always been this way, (http://sethgodin.typepad.com/seths_blog/2015/07/because-it-has-always-been-this-way.html)" he points out that making a change means that we are responsible for the results. I’d like to point out that if we don’t make a change, we are likewise responsible for the results as the leader. Not making a decision is a choice. Leaders ask good questions and listen carefully to the answers. Here are some to ask yourself and your team: * Are we (Am I) bound by tradition? * What are the consequences of staying with the status quo? * What are the different results we desire and what changes will lead us in the appropriate direction? * What are the risks on both sides - making a change and not making any change? Sleep on the answers. Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email (http://feedburner.google.com/fb/a/mailverify?uri=TheTransformationalStrategist&loc=en_US) (c) 2018 Hugh Ballou. All rights reserved.

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OS 104: Script Vs. Story

Tue, 01 May 2018 20:39:56 -0000

Reverse Paradigms - Script vs. Story (https://hughballou.com/wp-content/uploads/2018/04/CEO-Space-International-300x238.png)CEO Space SNAP: Super Networking Accelerated Potential The SNAP is a great networking tool created by Berny Dohrman and Bob Proctor 25 years ago to empower people to connect with more people in less time. It's basically a modified elevator speech, in that it's short, precise, to the point, and powerful. Within the highly refined and specific culture of CEO Space, it's a way for other participants to know how to help you, refer you, or respond in some other way to filling the gaps in your process of developing your enterprise. Presenting the SNAP is also rehearsal. It's an opportunity to rehearse a presentation over and over and test the response in real time. The desired response is for others to give you a "See Me" card with their contact information and a note on how they can help with your request. The system is good, although the skill of the participants is not always consistent. A SNAP is a presentation. Leaders are influencers. Presenting is influence. We influence others to respond to our call-to-action. We MUST define WHAT we want people to do with highly specific and compelling language. The basic flaw is that we recite a script rather than tell a story. People respond to a story if they see themselves as involved in the story or its emotion. Storytelling is an art as well as a skill. The skill improves with rehearsal. The story improves with the artistry of presentation. A leader is first and foremost a person of influence. We must first define the following in order to be a successful influencer: Who We Want to Influence: Define your target market or you risk not having any market. El Mondo is everybody which equates to nobody. Pick your niche and pitch that niche. What We Want Them To Do: The weakest part of the SNAPs that I hear is the call-to-action. We MUST tell the listener what we want them to do. It's that simple, however simple is complex to create. Have your coach help with this one. Why They Should Care: As Simon Sinek shares in his book, Start with Why, nobody will care about the what until they know why. This is a critical paradigm to master and, again, a complex one to create.Our Passion: Be in touch with your passion for what you are presenting. Keep the image of your passion in your spirit and it will be present in your story. Words don't fully influence without injection of your passion. The Relationship: Communication is facilitated by relationship. Be aware that you have and are in relationship with the person to whom you are presenting. If you don't care about them, then why should they care about you? If you aren't getting the desired response, then look at yourself. Are you reciting an ineffective script or are you skillfully presenting by using the artistry of storytelling? By the way, the best stories are short. Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email (http://feedburner.google.com/fb/a/mailverify?uri=TheTransformationalStrategist&loc=en_US) (c) 2018 Hugh Ballou. All rights reserved.

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OS 103: Changing Self vs Changing Others

Tue, 17 Apr 2018 23:21:03 -0000

I constantly hear leaders complaining about others in the culture that they lead and focusing on how to change the behaviors of others in order to change the outcomes. The leadership methodologies that I support and champion are Transformational Leadership and Bowen Family Systems. The synergy in those two separate methodologies is about the leader changing self. In Bowen Systems, when the leader changes, others in the culture respond. In Transformational Leadership, the leader sets the bar and models what they want to see in others. When the musical conductor does not get the intended results, he or she looks into the mirror for the answer. If the orchestra or choir respects the conductor, then they perform as the conductor intends. If the conductor is not respected, the ensemble performs exactly as the conductor directs. In the military, if the platoon does not respect the platoon leader, that leader is likely to get shot in the back in combat. How many leaders in organizations get shot in the back on a regular basis…and they don’t even realize that it’s happened? The first priority for the Transformational Leader is to transform themselves. Organizational transformation then follows. By the way, it's time to start that transformation if it’s not already underway.

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OS 102: Leadership Skill of Discernment

Tue, 06 Mar 2018 23:11:42 -0000

Leadership Skill of Discernment The culture of compromise is often accepted as the price of mass. But in fact, this is the crowded road to popular acceptance, and it works far less often than the compromisers believe it will. - Seth Godin* Ours is a world where we are saturated with information, which we are expected to absorb and respond to, often instantly. Not only must we respond, but the expectation is that we will make decisions with wisdom, with justice, with compassion and with a whole array of other values. - Loretto Gettemeier, D.C.** Making the Best Decisions A big part of leadership is decision making. I advocate for not making decisions in a vacuum. Leadership is establishing a culture of excellence. Leadership is building a team of leaders. Leadership is a collaboration building synergy. Despite all of those things I've said about leadership and collaboration, the leader is ultimately responsible for the decisions. Discernment is a key leadership skill. Having written guiding principles is essential for the leader to have discernment in making effective decisions. There should be guiding principles for the leader personally and guiding principles for the organization, the team, the board, for any group or person working and making decisions. These principles provide a lens for viewing the issues and for guiding the decisions. As the second quote above points out, we have lots of data coming at us rapidly. This only complicates our decision making process. Therefore, I have created these 3 principles for anchoring myself for making the best decisions: 1. Perspective: This is the most difficult of the three. We have so many things coming at us, it’s important to get away from the tyranny of the urgent to understand the consequences of each decision. One great tool is the 4 quadrants taught by Stephen Covey. The 4 quadrants are: Urgent and Critical; Urgent and Not Critical; Not Urgent and Critical; and Not Urgent and Not Critical. Planning our work helps to keep us in the Not Urgent and Critical quadrant. Unfortunately, we spend too much time in the Urgent and Critical quadrant wasting time and energy by losing the choice of the best timing to make the decision. There are sliding priorities that are not predictable, so careful planning allows us to accommodate those sliding priorities. Otherwise, we are so driven by the urgent that was left until the last minute, we compromise both the new priority and that which was left undone. This creates stress. 2. Emotion: Managing stress is so critical for leaders.

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OS 100: Reverse Paradigms, Obstacles vs Opportunities

Tue, 13 Feb 2018 23:12:49 -0000

Obstacles are those frightful things you see when you take your eyes off your goal. - Henry Ford So, it’s not going as you planned? You are doing too much and your team is accomplishing too little. The work is more intense and the income is down. It’s difficult to see anything but obstacles. It might be time to reframe those obstacles and attempt to define a way forward. Those obstacles can become opportunities if you can rethink strategy. It’s also time to rethink your own skill set, as well. To transform an organization or to transform a team, it’s important to begin that transformation with yourself. Basically, none of us can see our own blind spots - hence, that name. Let’s do a situation analysis... Analysis: Are the perceived obstacles really obstacles, or it is your mindset? Are you defining the problem accurately? Are you attempting to solve a problem before understanding what caused the problem? Is the market telling you that your concept needs to change? Are you too tied up with your own idea to admit that it’s flawed? Is the obstacle the idea or the strategy (the vision or the tactics)? Is the obstacle defining the limit to your ability? Is it time to work on your own self-awareness and team management? Let’s look at a basic problem-solving model. It works as follows: 1. Clearly define the problem (obstacle) and get feedback from your team - be very sure that you have defined the correct problem. Many times, leaders solve problems that are not problems. What is the obstacle keeping you from success, and is it clearly and accurately defined?

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OS 98: Reverse Paradigms, Controlling vs. Collaboration

Sun, 04 Feb 2018 20:00:29 -0000

One of the biggest traps I experience with clients is that leadership is a term not universally understood and that leaders don’t know how to lead. We have been taught that leaders must have all the right answers and know what to do. That paradigm sets leaders up for problems. No one person knows every right answer or every right tactic. We have teams to fill in our gaps. The trick is to know how to create and sustain a collaborative culture. This defines Transformational Leadership. In order to define the culture, it’s important to define ourselves as leaders and note how we function. Below is a list comparing controlling leaders with collaborative leaders. Controlling Leader: Uses power of position Keeps control of information Top-down decision making Is “always right” Dictates Solves problems at executive level and informs others Creates “silos” of independent work Depends on a “rules”-based culture for limiting activities Attacks and blames people Uses the annual review to criticize Collaborating Leader: Uses power of influence Shares information openly with team Co-creation of decisions

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OS: 98 Reverse Paradigms, Responding vs. Reacting

Sun, 28 Jan 2018 12:28:52 -0000

Responding vs. Reacting We want to identify and solve problems instantly, when, in fact, we are not really sure what the problem really is. Our reaction is to solve problems and to move ahead, rather than creating a process to respond. Responding is a thinking state, while reacting is an emotional state. Making emotional decisions is the default of an ineffective leader. Making thoughtful decisions is the decision of an effective leader. As responsible leaders, we get to choose. What’s your choice? Yes, there is a difference. Is been said that the difference in reacting and responding is about 10 seconds. Our normal animal behavior is to react to defend ourselves. The learned response is from our developed cortex brain. We must learn to override our instincts to react by thoughtful and intentional strategies for responding to whatever comment or situation that has prompted our attention. Reacting is following another person’s lead, it’s not leading. Taking charge of the situation is leading. The leader defines the culture, the terms of engagement and the anxiety level by their thinking. Reacting is typically not a thinking interaction. Leaders often make a situation worse by reacting. Here’s a short list of the reverse paradigms: Reacting * Reptilian Brain * Emotional * Defensive * Instinct * Conditioned * Immediate * Irresponsible * Walls * Fear Based * Victim Mentality * Competitive * Avoidance * Wounded Responding * Cortex Brain * Thoughtful * Engaging * Conscious Choice * Choice * Delayed * Responsible * Boundaries * Relationship Based * Self Control Mentality * Cooperative * Encounter * Healthy Being an enlightened and effective leader is not what we are born with. We learn leadership skills. Much of what we have learned is causing us problems and its time unlearn those things and replace them with what works.

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OS 97: Leadership Perspective: Reverse Paradigms, Intervening vs. Observing

Sat, 20 Jan 2018 21:14:29 -0000

Leadership Perspective: Reverse Paradigms, Intervening vs. Observing Podcast Transcript Your job is to facilitate and illuminate what is happening. Interfere as little as possible. Interference, however brilliant, creates a dependency on the leader. - John Heider* Managing self is the leader’s first responsibility. Managing group process is next. Setting the example is a primary foundation for defining the transformational leader. In Bowen Systems, the leader changes the behavior of others in any group emotional system by changing self. Leading an ongoing business, ministry, or nonprofit requires a high functioning culture with leaders on teams aligned with the organization’s values and guiding principles. I facilitate meetings. That’s one of my primary skills and passions. I have rehearsed managing group process for 40+ years in a career as musical conductor. What I’ve learned is that the leader can’t make anybody do anything - if they can, it doesn’t last very long and the outcome is typically compromised. The relationships are also compromised and many times damaged beyond repair. Many leaders work in groups - teams, of various sorts, which are group emotional systems. We impact everyone else in that system with our actions, both good and bad. More often than not, when group members are not performing up to the expectations of the leader, it’s a direct result of the leaders actions or inactions. The first principle of Transformational Leadership in my world is being able to let go of things that someone else can do and in mastering the art of delegation. Micromanaging is deadly by taking power assigned to others. Coaching is empowering by enabling others. Leadership is a system in which the leader builds and equips leaders in teams. Sometimes the leader needs to intervene. Sometimes the leader should observe and comment later. Knowing the difference is the wisdom of leading. In their book, Facilitative Leadership in Social Work Practice, Breshears and Volker provide a helpful sequence of steps in managing group process. 1. Observing and diagnosing what is happening in the group. 2. Hypothesizing what you would like to have happen in light of the group’s task or development phase. 3. Do something that encourages change. Here's the routine - observe, think, and then act. We all learn from our mistakes if we pay attention and apply the principles to the next situation.

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OS 96: Reverse Paradigms, Talking versus Listening

Wed, 10 Jan 2018 20:36:05 -0000

“When people talk, listen completely. Most people never listen.” ― Ernest Hemingway Recently, I created a post about listening (https://hughballou.com/podcast-57-leadership-skills-listening/). As a musician, I have learned to listen, however there is listening, and there is listening with intention. We often listen without really listening for intent. We listen to form our response, or prejudge the content, or prejudge the context, reason, or content of the person talking. For the musical conductor, there are many layers of listening. What we listen for includes the following: * Balance * Correct notes * Intonation * Blend (especially in choral music) * Phrasing * Articulation * Emotion relevant to the score * Dynamics * Tempo consistency * Tone quality And that’s not the full list. Conductors listen to multiple layers simultaneously. Some choral conductors sing along with the choir. I’m not sure what their logic is, but it’s not possible for me to sing and listen at the same time. My singing blocks my ability to listen. I remember talking to someone and thinking that they were not really listening. They were formulating their response while I was talking. Therefore, they could not fully respond to the content or context of what I was saying. I have also experienced the overtaking leader. Sometimes overtaking is a sign of anxiety, if the leader is afraid of the comments they anticipate will be critical, rather than listening for a perspective that they might not have considered. In this instance, and many others, the leader actually blocks receiving information that could be helpful. Gathering information, gaining perspective, and testing assumptions are all a part of an effective decision making process. Making good decisions requires having good information. Overtaking, not listening, multi-tasking, and cutting people off before they are finished, are all barriers to effective leadership. Listening is essential to being an effective leader. We are all guilty of underperforming by compromised listening. By the way, silence after listening to the other person indicates that you were listening with intention and gives you time to process the information. Leadership begins with changing self. Men are anxious to improve their circumstances, but are unwilling to improve themselves; they therefore remain bound. - James Allen Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email (http://feedburner.google.com/fb/a/mailverify?uri=TheTransformationalStrategist&loc=en_US) (c) 2015 Hugh Ballou. All rights reserved.

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OS 95: Reverse Paradigms, Mindset of BOSS versus Influencer

Fri, 22 Dec 2017 05:00:00 -0000

Reverse Paradigms,Mindset of BOSS versus Influencer The notion of being a boss as an effective leader is far gone. Once when I had a team, they gave me an official “BOSS" card. I was a card-carrying boss. The card pointed out that boss spelled backwards is “Double S O B.” Funny! But it’s not funny. Pressuring team members and dictating what to do is not effective in today’s work environment. Here are some polarities: (https://hughballou.com/wp-content/uploads/2017/12/Boss-vs-Influencer.jpg) Got the idea? The leader is first and foremost a person of influence. Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email (http://feedburner.google.com/fb/a/mailverify?uri=TheTransformationalStrategist&loc=en_US) (c) 2017 Hugh Ballou. All rights reserved.

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OS 94: Basic Business Leadership Wisdom with Entrepreneur Abe Loper

Thu, 21 Dec 2017 05:00:00 -0000

Abe is a husband, father, business owner, business professor, and financial services provider. He is the owner of The White Hart Cafe in Historic Downtown Lynchburg, Blackwater Coffee inside River Ridge Mall, City Place Food & Co. in Wyndhurst, and teaches Nonprofit Management at Liberty University. He works full-time for Northwestern Mutual helping his clients plan for retirement and manage risk. Abe coaches his son's tee-ball team and plays in a recreational softball league.

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OS 93: Leadership Paradigms - Secret vs. Confidential

Wed, 20 Dec 2017 05:00:00 -0000

Secret vs. Confidential “Don’t confuse “strict confidentiality” with “keeping employees in the dark.” Private is useful. Secretive is deceptive.” ― Stacy Feiner The Difference in Secret and Confidential Secret is withholding information for power. Confidential is privileged information. Knowing the difference separates good leadership from bad. In my ebook, Creatingg Healthy Teams: Preventing and Managing Conflict (http://www.theleaderaccelerator.com/healthy-teams/)(https://hughballou.com/wp-content/uploads/2017/12/CHT-New-Cover-Lg-232x300.jpg), I define the elements of conflict and provide descriptions, preventions, and prescriptions for conflict. It's really evident how much the element of keeping secrets impacts the culture. In human emotional systems, everyone is connected - formally or informally. How we interact defines the outcomes of our work together. Secrets are like gossip. The secret discussions get distorted and nobody in the group feels that they have the right or permission to intervene until the situation becomes toxic. And then, most likely it's too late and relationship have been damaged. There's a game that people play where a person whispers a secret to the next person who relays the secret to the next person in line. The others pass the secret down the line with the final person shares what they heard with the group. After hearing what the first person shared, the group is amazed at how the message got distorted in the process of relaying the message secretly. This shows how information is distorted when sharing secretly. Secrets are toxic and are about holding and using power. Confidential information is privileged information help closely to the leadership. There is an emphatic difference in the two. Knowing the difference is a leadership skill. Teaching the difference to those whom you lead impacts the health of the group and the organization. Develop a Standard for Excellence Here are 4 tips for dealing with secrets: * Assumption - Do not assume or let others assume that the conversation is confidential unless there is an express agreement ahead of time. Many times those wielding power relay a message and then say that it is "confidential." To agree to those terms after the fact means that the person sharing the secret has just held you hostage by providing you with negative information with no way to deal with it or attempt to resolve it. Do not buy into assumptions. Be clear and have clear guiding principles about how to respond to this situation. Not being held hostage by insisting on accountability and transparency, is the best way to diffuse this toxic behavior. * Buy-In - By listening to the entire message when it is clear that the person delivering the message is just complaining and spreading negative energy, you are, in fact and perception, buying in to their message. Listening is a form of loving and relationship building, but only when the message is appropriate and is not creating a negative triangle. Once you determine the negative nature of the message, declare that you will not keep it secret and attempt to connect this person to someone that is appropriate for the message. Undo this triangle by connecting the three people in the triangle so a meaningful conversation can take place. * Model - People whom you lead will follow your example. If you spread secrets, then you are saying it's alright to do it. Model excellence. Model high functioning. Model transparency and honesty. Model directness.

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OS 92: Leadership Paradigms - Push vs. Pull Leadership

Tue, 19 Dec 2017 05:00:00 -0000

You do not lead by hitting people over the head — that’s assault, not leadership. - Dwight D. Eisenhower The Musical Conductor as Leader (https://hughballou.com/wp-content/uploads/2014/12/feature_orchestra4-300x167.jpg)The musical conductor is my example of an effective leader, especially when it comes to this topic of push vs. pull leadership. The conductor is perceived by some as a dictator. That’s not true. It’s not possible to make anyone do anything with a little white stick. The conductor is a person of influence who brings the music out of the participants. As musicians develop a higher functioning, they attain what’s called “ensemble.” Instead of giving up individual skills, the musicians attain an extra level of excellence in becoming an ensemble. This is an example of “pull” leadership. Push Leadership Here are some examples of push leadership: * Ordering people to do things * Using the power of position * Leveraging compensation * Criticizing through performance reviews * Micromanaging Push leaders make people do things and create negative feelings, damaging the culture of collaboration. They manage by fear, creating relationships that are not amicable. Pull Leadership By contrast, here are some examples of pull leadership: * Creating mutually shared values and guiding principles together * Appreciating the work and the individual * Mentoring * Cheerleading * Modeling Pull leaders create a culture of cooperation, inspiring individual initiative and collaboration, and creating an “ensemble of excellence” in a higher-functioning team. We have been taught that the leader is the expert and knows what to do, and that delegation is a weakness in leadership rather than recognizing that it’s a strength in leadership. We don’t need to have all the right answers; we need to have good questions that inspire and motive the team to think, solve problems, and grow. Facilitating meetings is somewhat like conducting a musical rehearsal. The leader guides the process, makes adjustments in the process and performance, and drives to previously defined outcomes. The leader creates the space for others to function upward. Rather than striving to always be right, it’s important for the leader to ensure that others are always right. Creating the space and the process for others to grow is a primary goal of pull leadership. Mentor, teach, encourage, and inspire others, and everyone wins. Leadership is influence!

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OS 91: Leadership Paradigms: Balancing Life's Critical Aspects

Mon, 18 Dec 2017 05:00:00 -0000

Creating Balance with Time In previous posts, I have encouraged you to plan your day by planning your work. In order to accomplish the most, it is important to put everything into logical order; however, do not get so focused on the order of your day that you don't notice the big experiences that come into your life. There are two Greek words for time that apply here: Chronos (Χρόνος) - Chronological or sequential time; and Kairos (καιρός) - The right or opportune moment. Imagine that a good friend has come to visit you. Your friend says that he or she would like to fix you a gourmet meal but, before preparing the dinner, a trip to the grocery store is in order. So, you get in the car and go to the store. Once you arrive at the store, you go to the produce area to get a bell pepper. Next, you go to the dairy section for some heavy cream. Then, you realize that there are some additional vegetables that are needed, so you go back to the produce area - at the far side of the store! Next, you remember that you need orange juice for the next morning. The next item is beef for the dinner - a totally new section of the store. Finally, you go to the center of the store to get rice and spices. In this process, you have visited every section of the store multiple times! Since there was no order to your shopping, you have spent far too much time and energy shopping for the necessary items. If you had taken a few minutes to make a list and group the items by sections of the store, you could have saved a lot of time and possibly a lot of frustration. Does this remind you of an unorganized day at work? Do you know people who live like this every day and plan each workday this way? How much more effective could you be if you just spent a small amount of time planning your schedule and grouping similar activities? A small investment in planning nets big results in effectiveness! This is an example of chronos - chronological time: planning activities in sequence and in chronological order. Very important. However, you can focus so much on being efficient in your use of time and other resources, that you are not aware of how God brings opportunities into your day. This reminds me of the old saying about a person in the church: "He (she) is so heavenly minded that he (she) is no earthly good!" This means that an idealistic view of life sometimes interferes with the spontaneous. Balance as a Paradigm Shift God brings us unmerited favor with opportunities and options that we least expect. Be open to these surprises in your life. If we are so busy in God's work, we sometimes are not aware of God's working in our life. Be efficient in planning the best use of your time. Be attentive to God's work in your day.

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OS 90: Leadership Paradigms: Expanding the Paradigm for Profit

Sun, 17 Dec 2017 05:00:00 -0000

Life is divided into three terms - that which was, which is, and which will be. Let us learn from the past to profit by the present, and from the present, to live better in the future. - William Wordsworth (https://hughballou.com/wp-content/uploads/2016/09/Profit-Compass.jpg)Here's what I found online when I asked for a definition of "profit": Simple Definition of Profit * : to get an advantage or benefit from something * : to be an advantage to (someone) : to help (someone) * : to earn or get money by or from something Are You Focused on Money or Results? Traditionally, leaders, especially social entrepreneurs running a business, charity, or religious institution, are driven by passion and purpose. Many want to "save the dolphins" without building an infrastructure to accomplish their worthy mission…that's focusing on passion. Many entrepreneurs are in business to achieve financial gain…that's focusing on money. Successful leaders have a balanced approach to success. They provide value to others and receive income as a result of the value given. Looking through this lens of balance allows a leader to review the classics, such as Napoleon Hill's "Think and Grow Rich" and learn something very different...it's not about money. Even Hill stated that financial wealth is at the bottom of his list of the attributes of wealth, because it was the least important of the traits. In James Allen's classic, "As a Man Thinketh," he noted that we don't attract what we need, we attract what we are. How do you define success? Does your team reflect your philosophy? Your culture is a reflection of your leadership.

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OS 89: Helping LDS Lay Leaders Take Their Ability to the Level of Their Authority

Sat, 09 Dec 2017 20:38:57 -0000

Kurt Francom currently lives in Woods Cross, Utah with his lovely wife Alanna. They are blessed to have two children (girl and boy). He enjoys drawing caricatures and editorial cartoons, basketball, reading, and college football. Kurt has served as a full-time missionary (California Sacramento), an elders quorum president, executive secretary, bishopric counselor, high priest group leader, bishop and 1st counselor in a stake presidency. More Information at https://leadinglds.org (https://leadinglds.org) Interview Transcript Hugh Ballou: This is another version of Orchestrating Success. I have Kurt Francom on here. Kurt and I are passionate about leadership, and we discovered each other on LinkedIn. We went back and forth and had a conversation, and we decided we wanted to share information with our mutual audiences. Kurt, welcome to Orchestrating Success. Kurt Francom: Hey Hugh, it’s a pleasure to be here. I love talking with other podcasters because people just don’t understand the struggle. I celebrate your success with the podcast. Hugh: People find me, and I don’t know how they find me but they do. You and I come from a similar background. I served mainline Protestant churches for 40 years and rallied people in music ministry, creating ensembles. In my church in Atlanta, Georgia, I was a staff person. You do leadership in the LDS church. In big Presbyterian Methodist churches, it’s a paid position. I discovered that 90% of my job as music director was music, and the rest of it made music possible. I learned to create systems and influence people. I’d love to swap stories with you, but before we go on to the questions and digging into your knowledge base, tell our listeners about yourself. I prefer for my guests to speak about themselves rather than me trying to read a boring bio. Talk a little bit about your background and why you’re doing this. Kurt: Sure. At the end of the day, I’m just a typical Mormon boy from Salt Lake City. I grew up in a city just outside Salt Lake City called West Valley City. Born and raised in the LDS church. Jumped through the typical Mormon hoops. Served a mission in Sacramento, California. I had the opportunity of learning Spanish because it feels like Northern Mexico there some days. I had the great pleasure of serving among the Spanish-speaking population there and sharing our message. After my mission of two years, I came home and a few years later got married. I was dumped in church leadership. I don’t mean that in a negative sense. In the LDS church, in the Mormon faith, it’s all lay ministry. Whether you are a Ph.D., plumber, or mechanic, anybody in the local congregation or ward can be called as the bishop or the presiding priest of that area. I moved into an area that was in the inner city of Salt Lake and had no inclination or desire to necessarily lead the congregation. But a few years into that, I was called in at the age of 28, which most bishops serve when they are in their late 30’s, early 40’s. They asked me to be the bishop at 28 years old and to preside over about 500 people in the Salt Lake area in our ward. I knew nothing about leadership. I had served with other bishops. I had been an elder’s quorum president over a smaller group of some of the priesthood men. There I was expected to stand and be a dynamic leader and meet with individuals and counsel with them and recommend professional therapy or counsel them on maybe a difficult marriage they are in,

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OS 88: Financial Freedom by Getting all the Clients You Want

Fri, 01 Dec 2017 22:38:44 -0000

Todd Tresidder’s background includes: * B.A. in Economics from University of California at Davis * Member of Economics Honors Society and Deans List * A ser...

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OS 87: The Karmic Path: Better Karma for Better Living with Tina Erwin

Mon, 27 Nov 2017 21:18:00 -0000

Tina Erwin is a retired US Navy commander, who worked 20 years for the Submarine Force, serving in a variety of leadership positions, including first female instructor in the history of the US submarine school, one of the fist female exec officers for a submarine training facility and she served as assistant Chief of Staff for Force Physical Security, anti-terrororism and law enforcement for Commander Submarine Force US Atlantic fleet, responsible for the safety of over 100 billion dollars in submarine assets. More at https://TheKarmicPath.com (https://thekarmicpath.com) Interview Transcript Hugh Ballou: Greetings, welcome to Orchestrating Success: Converting Your Passion to Profit. I have a special guest today. She is one of the team of leaders in an organization called The Karmic Path. Tina, tell us who you are and a little bit about you, and then a little bit about The Karmic Path. Tina Erwin: Thank you, Hugh. Thank you for having me on your show. I am absolutely delighted to be here. I spent 20 years in the military. I am a retired naval officer. I retired at the Commander level, and I worked for the submarine force for 20 years. When you discuss conducting, I play seven different instruments, none of them particularly brilliantly, but I really love music and I wanted to see what I can learn. I was in a band, so I understand conducting. If you don’t have a strong leadership, then everybody stays out of tune or out of sorts. The metaphor of conducting is really quite brilliant. I did work for the submarine force. I retired in 1992, and I started on a very different path. That is where The Karmic Path comes from. I learned that I have certain, for lack of a better word, psychic abilities. I had to learn how to use them for the greatest good, how to help other people, and what was the karma attached to that. I took what I learned in the military and translated it into metaphysics. Now what we’re doing with The Karmic Path is teaching the physics of metaphysics. That is a nutshell. Hugh: That is brilliant. I have experienced- Dogs are a lot more psychic than we give them credit for. And children. We knock it out of children as they grow up. The smart ones like you stay attuned. We are born with a lot more sense in this area than we realize. As we get older, as we learn to trust that, that we can be more in tune. It’s more of a spiritual realm than a physical realm. Tina Erwin, I didn’t say it before. Spell “karmic.” Tina: K-a-r-m-i-c. Karmic. Hugh: Tell us what karmic means. Tina: If you drop a pebble in a pool, the action of dropping the pebble is an action, and the ripples that come out of that pool are the reaction. Karma is the law of action and reaction. It doesn’t discriminate. It doesn’t have a bad day. It always is. If you drop a rock in a pool, depending on the size of the rock, it will immediately and forever determine the exact size of what the ripples would be in perfect balance. If you take an action, whether you are an employee or you are the CEO, you are going to create a reaction in proportion to the action you took. If you summarily fire someone, there will be a reaction. As a leader, you have to determine what kind of reaction you want.

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OS 86: How Speakers Get Booked with Jackie Lapin

Mon, 13 Nov 2017 23:30:00 -0000

Transcript of the Interview with Jackie Lapin Hugh Ballou: Welcome to Orchestrating Success. This is Hugh Ballou. This episode is a...

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OS 85: Keys to Designing a Business by Design vs. by Default.

Tue, 07 Nov 2017 21:13:00 -0000

Brandon Allen is coach, speaker, strategist and founder of New Work Revolution. Allen's mission is to bring the human element to every work environment. He has coached hundreds of small business owners, the federal government and done corporate training to assist leaders to come to new levels of understanding around how to connect and impact people around them. Brandon is the host of the New Work Revolution podcast and the creator of the Strategic Business Forum workshop series. When not transforming lives, Brandon spends time in Salt Lake City with his wife and four daughters. More about Brandon at http://www.newworkrevolution.com (http://www.newworkrevolution.com/) Interview Transcript Hugh Ballou: Greetings. Welcome to this version of Orchestrating Success. My guest today is long-time friend and a very capable individual, Brandon Allen. Brandon lives in Salt Lake City. He has worked with very high-level thought leaders who have been mutual friends. Brandon, I guess we met eight to ten years ago. We haven’t really spoken for a few years. I’m really glad to be reconnected. I am going to throw it to you to tell people a little bit about you, why you are doing this current business, and what brought you to want to do this. Brandon Allen: Absolutely. Thanks for having me, Hugh. It’s always great to talk. When I think about the genesis of my career, I spent a decade in the corporate world. I was the COO of an Inc. 500 company. After working with a large company but also smaller companies, I got a real big insight into what does it take for a small business to scale and get to the next level? How do they get out of their way so they can really grow and get to that next level? I started a consulting company at the worst time you could start a consulting company, in 2008. Right in the midst of a financial crisis, I decide that’s the time I’m going to start a business. But since then, I’ve worked with hundreds of small business owners, thought leaders, and brick and mortar businesses, helping them get to the next level, grow, feel more confident in what they’re doing, have more freedom in their lives. I do some federal government work and consulting. I’ve done it in Utah and New Mexico for the federal government. I still do a lot of corporate training and government training. People ask me what I do. I say I’m a coach, speaker, and strategist. Ultimately, I am a person of deep curiosity. I love to connect people with people and people with ideas. I’m always curious about the world around me, and I use that curiosity to help other people get more curious about what they’re doing as well. Hugh: Wow. Since you and I last talked, you launched this business. We’ve talked incrementally but not about your business. The title that I see is New Work Revolution. Talk about that. What does that mean, and why did you choose that title? Brandon: The idea behind New Work Revolution is about humanizing work, putting the human element into work. We could talk about systems. We could talk about processes. We could talk about an ideal customer. We can talk about all these different strategies and plans on paper. All those things are meaningful. All those things matter. But if we get the human piece wrong, none of it works. There is an African proverb that says, “If you want to go fast, go alone. If you want to go far, go together.” New Work Revolution is about breaking the bonds that really tie people down. There are two facets to this.

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OS 84: Bread for the Journey, pt 6 - Nutritional

Sat, 21 Oct 2017 04:00:00 -0000

Feed Your Spirit, Feed Your Body Music did not reveal all of its secrets to just one person. - Ralph Vaughan Williams Learning from the Best Change the word "music" to leadership...to nutrition...to anything you choose. It's still true. I have learned about nutrition from many people. Many people spend their time learning about nutrition and health. On Saturday mornings, I listen to The People's Pharmacy on my local NPR radio station. I learn a massive amount of stuff every week. Here's the link to their site: http://www.peoplespharmacy.com (http://www.peoplespharmacy.com/) You can get podcasts of their programs for free. Why wouldn't you want to listen to a program where experts share the latest knowledge about nutrition and health? Leaders are healthy and eat with care because they know that their diet will impact their ability to perform sooner or later. Dr. Kulreet Chaudhary, M.D. has had a massive influence on the thinking and dietary discipline for me and for my wife. Here's her profile on her site at http://drkulreetchaudhary.com (http://drkulreetchaudhary.com) - Integrative neurologist Dr. Kulreet Chaudhary discovered a beautiful side effect to the eating and lifestyle tools she gave her brain patients–spontaneously shedding excess pounds. Excess weight is a result of the body being in a toxic, inflammatory state. If your body is not prepared or ‘primed’ for weight loss, you will fight an uphill biochemical battle. Our bodies tell us what we need for nutrition, if we know how to listen to the messages. An article in Psychology Today discusses how food affects our brain. Almost everything you choose to consume will directly or indirectly affect your brain. Obviously, some things we consume affect us more than others. Read the article HERE. (http://www.psychologytoday.com/blog/your-brain-food/201010/how-does-food-affect-our-brain) If we know that a healthy diet helps us function at a higher level, then why do we eat things that compromise our functioning? Transformational Leadership is moving our functioning to the highest level. Why don't we do it? Comments, please...

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OS 83: Bread for the Journey, pt 5 - Physical

Fri, 20 Oct 2017 04:00:00 -0000

Effective Leadership and Physical Fitness Resonate Take care of your body. It's the only place you have to live. - Jim Rohn We eat to care for our body nutritionally. Bread is feeding our body. Exercise is like bread in that it sustains health. Care for your body - exercise. Research has proven how sitting most of the day is detrimental to the body. We must move in order to remain healthy. Effective leaders are fit. That's it. We must be fit in order to be at our best. When I blogged about running and leadership, I was influenced by my own writing. I was now accountable to my readers for what I had committed to do - to be fit and to run daily. I then began sharing my running times and distances on social media. Since I have over 275,000 people who follow me on social media, I am motivated by the accountability of what I have committed to do. Recently, I discovered this infographic about how dangerous sitting is to our health: (https://hughballou.com/wp-content/uploads/2017/10/Sitting.jpg) How much more effective can we all be if we just commit to exercise?

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OS 82: Bread for the Journey, pt 4 - Relational

Thu, 19 Oct 2017 04:00:00 -0000

“Be careful the environment you choose for it will shape you; be careful the friends you choose for you will become like them.” - W. Clement Stone Hang with the Best! Surround yourself with people who will inspire and equip you to do more than you can accomplish alone. The buzzword in some cultures is "team." Team implies a connection as a group - like "choir" or "orchestra." The group is not just a number of people, it's a number of people with something in common. There are formal teams and informal teams - each has a place in your life. Be aware of the formal and informal power structure in organizations so you are not blindsided. Build and maintain healthy relationships internally and externally. Both kinds of relationships will impact your leadership. Share your goals. Share your challenges. Share your victories. Share your time. Invest in relationships, for they are the basis for effective leadership. Healthy relationships feed us, empower us, create synergy, and are the basis of transformational leadership. Relationships build high performance teams. (See my book Building High Performance Teams.) Thoughts about leadership and relationships: * Listen: Ask good questions and listen carefully to the answers. Gather appropriate data and then make your best decision based on the data. * Focus: Be clear on your vision and make the final decision based on your vision, and not based on the relationship. Establish a culture of collaborative thinking and consensus building. You influence others based on your personal influence. At times, your decision will be contrary to other opinions. This is damaging to the relationship. You are the leader who makes the right decision. That will earn you respect in relationships. * Observe: Do not think that silence is acceptance. Only 7% of a message is communicated through words. Look for other messages in body language, tone, facial expressions, and eye movements. Ask for clarification for what you observe in the behavior of others. Affirm individual opinions. Consider the facts. Be true to your vision. Do not let apprehension become opposition. * Engage: Involve others in decision-making as appropriate. Some decisions are yours alone. Many decisions that leaders make could be shared. When you invite others to brainstorm options and prioritize solutions, then there is a broad base of support for the decision. You are still in charge. Your team is engaged. * Care: Show others that you care about them personally, as well as professionally. Do not confuse caring about the person with making a decision that is best for your vision. You might agree. You might not agree. The relationship remains strong. Earn the right to influence others because you have invested in relationship.

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OS 81: Bread for the Journey, pt 3 - Wholeness

Wed, 18 Oct 2017 13:51:05 -0000

Leaders care for the whole person "Body, mind, spirit, voice - it takes the whole person to sing and rejoice." - Helen Kemp We are complex. We are spiritual beings in a physical body. We are multi-dimensional. Begin today to recognize the wholeness of human being, instead of human doing. Here's my list of what's important in my day: * Prioritize and schedule action items * Eat a healthy diet * Exercise * Rest * Study * Reflect and evaluate * Play * Think * Journal Set apart time for what's important. Put these activities on the calendar. Create a plan and work the plan. Here's my plan for today: * Talk less and listen more * Observe what's happening * Respond to what's happening, instead of reacting * Be quiet emotionally, physically, and spiritually * Be aware of my influence on others * Be aware of God's presence in my being * Celebrate God's blessing of my life * Pray without ceasing Wholeness is a lot more than making lists. Making lists is awareness. Making lists opens up the journey to let things happen. Transformational Leadership is wholeness in leadership. It's less about technique. It's less about ourselves. It's less about making things happen and more about letting things happen. The musical conductor allows the orchestra and choir make music by getting out of the way. Wholeness begins with awareness.

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OS 80: Bread for the Journey, pt 2 - Spiritual

Tue, 17 Oct 2017 20:43:30 -0000

The Leader's Journey is a Spiritual Journey Philippians 4:8 Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things. Henri Nouwen has influenced my thinking. Transformational Leadership is about self transformation as well as self development. What you put in your mind... What feeds your thoughts... What music (etc.) you listen to... Forms who you are. We eat daily to sustain our bodies... What other daily routines are important? I trained for a half-marathon. I needed a daily routine. It was important to train my body every day. I committed to a minimum daily requirement so I could meet my goals. If I didn't feel like it, I did it anyway. The discipline of the daily routine is essential to success. There is value in a daily spiritual discipline, as well. Transformational Leadership begins with self transformation. I read short articles, chapters, blog posts, and email messages from thought leaders whom I respect. It helps me stay focused on my personal discipline and personal growth. Here are some of my daily readings: * Richard Rohr: https://cac.org (https://cac.org) * Seth Godin: http://sethgodin.typepad.com/ * Henri Nouwen: Bread for the Journey * John Heider: The Tao of Leadership * Roberta Gilbert: Extraordinary Relationships (and several others) * The Daily Lectionary (different from the Common Lectionary for Sundays and Holy days) * Random selection from my other resource list This seems like I'm spending a lot of time on unproductive activity every day, however, I find the time spent provides me with focus and inspiration for my day. The result is that I am much more productive. I still run weekly and spend time reading and writing. Writing this blog and making it in a podcast helps me clarify my thoughts and develop new programs. This week's blog series is called Bread for the Journey, inspired by Henri Nouwen's book by the same name. This book, one of many he wrote, is short articles for each day in the calendar year. I partner the reading with The Tao of Leadership, by John Heider. Both journals are a spiritual journey from a Christian perspective. As the Philippians selection tells us, we must feed our spiritual selves with spiritual thoughts. What we think - we are. This blog series includes the following posts on Bread for the Journey: * Spiritual * Nutritional * Physical * Relational * Wholeness What is your spiritual journey? Enjoy!

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OS 79: Bread for the Journey of Personal Care

Mon, 16 Oct 2017 14:06:29 -0000

“Perhaps we shall learn, as we pass through this age, that the 'other self" is more powerful than the physical self we see when we look into a mirror.” ― Napoleon Hill Bread for the Journey of Personal Growth The next series of sessions is about balance for leaders in the area of personal growth. Today, I'm launching a series of episodes on personal growth and personal development. Once might call this "capacity building." When leaders stop working self, skills get stale and leadership becomes less effective. I will share my own routines and personal disciplines in as transparent a manner as I can hoping that sharing my journey, along with the successes and struggles will help others in their own journey. I work on self as a personal passion by reading, listening to other podcasts, attending seminars and developing collaborative programs and events with others with complimenting and contrasting skills and different experiences. I also grow with each client engagement. I find that there's an opportunity to learn from many people, if I only pay attention. The struggle that many (me included) have is in judging the value of what others are doing as a self-proclaimed "expert." Taking off the "expert" or "teacher" or "mentor" hat and putting on the "student" hat make a huge difference for me. There are many areas needing development, and I can only focus on a few, therefore it's important to let go of the many to fully embrace the learning of the few. Prioritization is critical. One of the many books worth reviewing over and over, is the classic by Napoleon Hill, "Think and Grow Rich." It's valuable with the wisdom of great leadership. It's valuable for the stories. It's valuable because of the information that's available if the reader will dig for the secrets not reveled to the causal reader. This category is my fourth leadership principle, "Balance." Or in musical terms, "Value the Rests." The journey starts with the next episode and continues for each day a week. Enjoy the journey inspired by the book, "Bread for the Journey," by Henri Howen. * Nouwen, Henri J. M. (2009-03-17). Bread for the Journey: A Daybook of Wisdom and Faith (http://www.amazon.com/gp/product/0060663596/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0060663596&linkCode=as2&tag=httpwwwhughba-20)(http://www.assoc-amazon.com/e/ir?t=httpwwwhughba-20&l=as2&o=1&a=0060663596) (p. 44). Harper Collins, Inc.. Kindle Edition.

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OS 78: Interview with Dave Anderson, The Business Bully

Wed, 20 Sep 2017 22:12:46 -0000

Here's the Transcript of the Interview Hugh Ballou: Hey, it’s Hugh Ballou. Welcome to Orchestrating Success. I have a new friend, and man, we’ve connect...

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OS 77: Interview with Tom Poland on Getting the Correct Marketing Message

Sun, 17 Sep 2017 09:00:00 -0000

Tom Poland is a Marketing Mentor who started his first business at age 24 and has gone on to start and sell four others, taking two of them international. In that time he’s managed teams of over 100 people and annual revenue of more than 20 million. These days Tom’s thing is “Leadsology: The Science of Being in Demand” which is a blended learning program that gives professional advisors a model for generating a flow of high-quality, inbound, new client enquiries into their businesses almost every week of the year. Over 2000 business owners across 193 different industries and 4 continents have been through his programs and many have gone on to add millions to their earnings and their testimonials are available on his website. Tom’s work has been published in 27 countries and he’s also shared international speaking platforms with the likes of Michael Gerber of E-Myth fame, Richard Koch from the 80-20 Principle, Brian Tracy and many others. Find Tom at http://www.leadsology.guru (http://www.leadsology.guru) Here's the transcript from the interview Hugh Ballou: Greetings, welcome back to Orchestrating Success: Converting Your Passion to Profit. Today, this session, we are going to focus on your message. How do you really let people know what your superpower is? I am recording this in the evening in Virginia, and my guest for the interview is drinking his morning coffee in Australia. Tom Poland, welcome to the podcast. Tom Poland: Good morning, good afternoon, good evening, depending on where the heck everyone is. It’s morning here tomorrow. Hugh: It’s always interesting making appointments with people. I’ll call you at 2:00. Okay, what time zone? Tom: Which 2:00? Hugh: In your case, it’s Thursday here, but it’s Friday where you are. Tom: Correct, yeah. Coming up on 20 past 8 in the morning. Hugh: It’s 6:18 pm here in Virginia. Tom, you and I connected somewhere. You graciously invited me to this small group encounter that we had a week ago, a video session where you taught us some things about marketing. You taught us about our message. You taught us about quite a few things. I took a whole bunch of notes, and then you gave us one of your books. Tell us who you are, what is your superpower, and how did you develop this? How did you get where you are today? Tom: Great questions. Tom Poland. I call myself the chief leadsologist at Leadsology. Presently, I live near the beach in Castaways Beach in a place called the Sunshine Coast in a place called Queensland, Australia. It’s about nineteen hours’ drive north of Sydney. A pretty long way up the coast. Australia is like the US. It’s quite a big country. The difference is 80% of it is desert here. Back to what I am doing. My superpower is lead generation. I work with people who are marketing the invisible, people who have an idea, a service. Most of what we’re going to talk about will apply to people who have physical products as well, whether you are making sandals or you are a New Yorker acquisition consultant. The principles are the same. How you apply them is a little different depending on whether you have something that’s invisible or something that’s physical. The magic is around setting up four separate lead generation systems.

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OS 76: Leadership Skills, Words Are Power

Fri, 15 Sep 2017 21:03:25 -0000

Words, words, words. Our society is full of words: on billboards, on television screens, in newspapers and books.... With so many words around us, we quickly say: â€œWell, theyâ€™re just words.â€ Thus, words have lost much of their power. * - Henri Nouwen Transformational leaders choose words carefully. In a column that I wrote to choral conductors about words, "5 Dumb Things Directors Say to Their Choirs," I pointed out the some of the customary things directors say to choirs are not only unnecessary, but those words might be damaging. Here's a summary of that article and my suggested change in language to make a difference: * "Circle the Note" - Usually when a choir misses a note or nuance in the music. Well, there's already stress about missing that note or cue, so why add more by telling singers to make a mark in the music with no meaning. Remedy: if they are singing too loud, or missed in interval, or too high, etc. make a mark that informs them about what to do. * "Watch the Director!â€ - This is really dumb! They already know to watch the director, so give them a reason to watch. Remedy: record yourself and watch the video to see if you want to look at yourself. Remember that nonverbal communications can be stronger that words alone. * "Speak the Text" -Â This can be difficult when speaking text is different that singing vowels separated by consonants. We ask people to internalize bad habits, and then criticize them for doing what we asked them to do. Remedy: Create a process of awareness for getting a desired result that doesn't create a bad habit. * "You are Singing Too Loud"Â - How loud is it and how much too load is it? There's no point of reference. Remedy: Try saying you are singing one dynamic level too loud, take it down a notch. We need to give the facts and then the desired action to fix it. * "Why Did You Sing the Wrong Note?â€Â - This is toxic! People are not intending to sing the wrong note and using the word "you" sets up a defensive response. Remedy: Point out the error and give specific corrective actions. Stick to the facts and don't defame or criticize. Err on the side of giving grace in that there was no malice of intent. Words build up... Words tear down... Carefully-chosen words facilitate effective communication. Although communication is fundamentally based on relationship and is not really about talking, words are important. Choosing words is a primary leadership skill. The right words cut through the noise of the busy world of media, networking events, sermons, and children. Poorly-chosen and badly-placed words can produce the opposite of the intended result. Critical, thoughtless words can destroy or damage relationships. Too many words negate any message and close communications with the receiver (not called a listener because the person has tuned out the noise). Words without action expose a fake. Words without follow-through expose a lack of integrity. One negative expletive displaces over 37 affirmations. Carefully- and thoughtfully-chosen words build effective relationships and fortify healthy teams. A leader's words can: * Show caring * Provide affirmation and support

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OS 75: Amazing Workplace with Linda Ruhland

Fri, 08 Sep 2017 04:00:00 -0000

Interview Transcription Hugh Ballou: Greetings, it’s Hugh Ballou. My guest today is a long-time friend and colleague, Linda Ruhland. Linda has a lot of superpowers. She’s got some unique gifts. Not alone from those gifts is her wonderful, pleasing personality and her wisdom for things that aren’t common in life. I have enjoyed working with Linda over the years and have enjoyed her insights into things that challenge other leaders. Linda, welcome to the podcast today. Linda Ruhland: Thank you, Hugh. I am very honored to be here. It is a privilege to be among the people you have interviewed because I have been following your podcast for a while. There are some pretty impressive folks who have shared this stage. My company, Spirit of Success, is something you are familiar with. We have worked together for a long time now. Hugh: Yeah, yeah. I prefer not to do these dry introductions for people, so I’m going to let you go ahead with that track. Tell us about Spirit of Success, and tell us about Linda Ruhland and how you’ve developed this skill and got you to where you are now. Linda: Okay. Spirit of Success was an inspiration a few years ago. Basically, we’re coming out of a tough economy back in 2010, and that continued. We slowly came out of what people are often now lovingly referring to as the new norm. From that, I wanted to see what could happen to really jumpstart us in terms of business and inspiration and, with all the change we have going on in society and in the workplace, what doesn’t change. From my point of view, the idea was that the spiritual drive, the commitment that we have, the energy we have within us, is the one unchanging factor. That is where the name came from. Since that period of time, I and a group of colleagues, friends, and associates have put together ideas on a website or two, one of them being spiritofbusinesssuccess.com, where we discuss success stories, and solve or at least share ideas on solving problems of common issues with regards to business and workplace issues that advance business, based on where we go with those in the shoe tips. Hugh: You have a new book out. I know something about this book. Linda: You are in it. Hugh: Yeah, I’m in it. What prompted you to want to put a book out? There are lots of books out. What’s the specific niche? What’s the title of the book? What’s it all about? Linda: The title of the book is Amazing Workplace. And the workplace of course with business is where everything comes from. It’s where success is really evolving from. It’s no big secret. If you look at some of the Gallup findings, 70% of people are disengaged at work. You couple that with the fact that 51% of the people who are at work are looking for other jobs and contrast that with the fact that we are in a declining job market and new business start-ups are declining. We have horses going in the wrong direction. Hugh: Wow. That’s not one problem; that’s a series of problems. Let me recap that. The Gallup poll, and they have been doing it for years,

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OS 74: The Art of Significance with Dan Clark

Tue, 05 Sep 2017 04:00:00 -0000

The Art of Significance with Dan Clark Hugh Ballou: It’s Hugh Ballou. Welcome to this special edition of the Orchestrating Success podcast. My guest today is my dear friend, Dan Clark, who is a very impactful speaker. He is a primary person of influ...

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OS 73: A Culture is a Reflection of the Leader, Pt 4

Fri, 01 Sep 2017 04:00:00 -0000

I once saw a reporter stop a man on the street and ask him what he thought about apathy and indifference. He responded with, “I don’t know and I don’t care!" A friend once told me, humorously, that I should be sincere whether or not I meant it. Funny, but not funny. I know people who might have this as an internal script. They tell me one thing and proceed to do another one. It’s almost like they give me an answer to “please” me and do what they were planning to do before. In my list of Transformational Leadership traits, the transformational leader: Clearly Articulates Vision And Goals Defines Things Others Can Do Builds Leaders Within Teams Effectively Delegates Encourages Boldness Gives Information And Support Affirms And Celebrates Competence Respects The Individual Avoids Micromanaging Models What They Preach Attribute #10, even though last, is crucial. The leader is primarily the influencer. It’s critical that the leader model behaviors and functions that will influence others in the system. Leadership is a system and the leader sets the standard. Not only is it critical the the leader model integrity and ethics, it’s critical to be authentic. All too often, leaders behave in ways not consistent with their inner values and not in line with their personality. Authenticity inspires authenticity. When planning to go public with Dollar General, Cal Turner, Jr., went to his leadership team and asked them to step in in areas that were not in his skill set. He claimed the vision and asked the team to provide the skills needed to achieve that vision. He was authentic in sharing that he had inherited his job as President and Board Chairman, and didn’t get it because of a unique skill set. His transparency allowed others to fill in the gaps and work together in achieving the vision that Cal had articulated. After sharing that story with me, Cal told me that he viewed leadership as defining personal gaps and allowing others to fill those gaps. His authentic approach to leadership opened up opportunities for others to engage. Some leaders would rather pretend that they knew all the answers and could dictate all the actions when, in fact, they don’t and can't. The response might prove to the leader that he or she is wrong. This is not only a waste of time, it’s damaging to the relationships within the team. Here’s my short list defining authenticity in leaders. Authentic leaders: Focus on the Vision and Not on Themselves - Allowing the team to focus on outcomes and not on pleasing the leader builds team synergy and collaboration. Share Honestly - Telling the truth and telling the truth always, no matter how bad, builds trust. Leadership is founded in relationship. Communicate - Sharing the vision and specific objectives in writing and checking for understanding creates two-way dialogue. The culture of high performance creates an organizational chart that consists of overlapping circles and not lines with hierarchy. Value People - Considering the individual means knowing them and understanding how they think, and knowing their passions for the common work. Treating people as expendable does not build trust. Leading with trust and care for the individual trumps leading by fear any day and most especially in the long-term. Get Out of the Way - Authenticity is delegating and getting out of the way. This is way different from assigning tasks and forgetting about the tasks until the due date. Delegation is not managed by micromanaging. Delegation is working out the action items collaboratively and then mentoring the person and the process, building relationship and trust. The authentic leader is the respected leader.

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OS 72: A Culture is a Reflection of the Leader, Pt 3

Thu, 31 Aug 2017 19:18:52 -0000

The Leadership Challenge The #1 complaint I hear from leaders: that they, as leaders, do too much and their teams do too little. Leaders blame others for what they create. There is a reciprocity in over-functioning. The counter-force is under-functioning. What is over-functioning? It is micromanaging. Over-functioning is doing something for others that they should be doing themselves. If you want to make an enemy, then do something for them that they should do for themselves.We think we are helping, when, in fact, we are really causing an opposite and emotional reaction. Be Self-Aware Look at yourself.Are you doing things that others should be doing? What will you start doing today to change your tendency to over-function? We, as leaders, influence everyone in our presence. The orchestra conductor influences how the instrumentalists play: just playing the notes, or playing with passion. The conductor does not tell the orchestra how to play their instruments or play those instruments for them. Many leaders struggle with underfunctioning staff, boards, volunteers, etc., and are not aware that they have potentially caused that problem with their overfunctioning presence. In the recent post, “The Drawbacks Of An Overfunctioning Leader,” Geri Scazzero made these points about how overfunctioning causes problems: 1. Overfunctioning Disguises Itself As Caring 2. Overfunctioning Perpetuates Immaturity 3. Overfunctioning Prevents Me From Focusing On My Own Life Direction 4. Overfunctioning Erodes My Spiritual Life 5. Overfunctioning Destroys Community Read the post HERE. The unintentional role that leaders play in problems is elusive. Here are ways that the Transformational Leader creates balance and prevents overfunctioning: Define what to delegate: Trying to do it all is the first trap for leaders. We know how it’s supposed to work, therefore, we attempt to model by doing it rather that teaching others how to do whatever “it” is. Define your major skills and your gaps and find the most competent person to fill the gap. Define the end result clearly and then create a process to coach that person into higher functioning. Learn to delegate: It’s easy to say, “delegate more,” however, learning how delegation works is a challenge for many leaders. Define the end result, allow the other person to define the steps with your approval, and create touch points on a regular basis to make corrections and to mentor - this is not micromanaging! Do not micromanage: Micromanagement is a form of overfunctioning. Don’t do it. Work on self: Learn to manage anxiety and learn to listen, observe, and ask good questions. Leaders who don’t know how to manage self fall into the habit of overfunctioning by over talking, over managing, and exerting too much pressure where it’s not warranted. Autocratic leadership is a form of overfunctioning. Please give me your comments at http://hughballoupodcast.com

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OS 71: A Culture is a Reflection of the Leader, Pt2

Tue, 22 Aug 2017 16:17:25 -0000

A Culture is a Reflection of the Leader, Part 2 “Perform every act in life as though it were your last.” - Marcus Aurelius, the Roman Emperor from 161 to 180 AD It's essential for leaders to develop skills and awareness to impact the culture positively. The leader shapes the culture with their influence and skill good or bad. This included language. Leaders Get Results with Language - Both Good and Bad Choosing When to Speak and What to Say We can say whatever we choose to say...there are consequences to some word choices, however. If you take the quote by Marcus Aurelius one step further, "Speak every word as if it were your last." Then it highlights the importance of how leaders choose words. There is power in the word chosen. There is also power in delivery since research tells us that 7% of the message is in the word and the rest is in facial expression and delivery. Having said this, the wrong word choices and block or change the intent of the intended communication. Another favorite quote is from Mark Twain who said, “It's better to keep your mouth shut and appear stupid than open it and remove all doubt.” Being transparent is good. It's different showing ignorance or insensitivity. Using Unacceptable Words When I get frustrated or excited, I might become careless with my word choices and event use some profanity. When leaders show insensitivity by using words that might offend someone else, the impact might be damaging to their reputation, and thus their position of influence. The choice of words and the way those words are delivered can make a huge difference. Some types of poor choices in words might be the following: Profanity Harsh or Critical Sexist Racist Political Religious Bigotry The list can go on...and on...and on.. Fundamentally, leaders impact others with actions and words. When combining negative word choices and negative emotions the negative impact is magnified greatly. Many times the damage is permanent and there's no going back. Leaders are Encouragers One good word of affirmation displaces 37 disparaging remarks. The job of the leader is to influence others. That influence can be either positive or negative. Even when there's a need for correction, discipline, or delivering bad news, there's a way to choose words that are helpful and constructive rather than critical and destructive. Having positive impact on those whom we lead is using power of influence in a useful and engaging manner. Transformational Leaders use personal influence rather than power of position to facilitate actions and changes. It is important to realize that there is power of position when communicating with others in the organization. There is what is called a "power differential" when communicating with team members. Leaders who are not aware of that power differential leverage that position of power over others unintentionally. Some are intentional as well. Sending unintentional messages can damage the effectiveness of any leader and potential damage reputation and team morale. Carefully chosen words engage others in active listening and empower them to strive for results. Examples of Negative Words of Phrases Negative words creep into our language mostly by habit. We form bad habits and therefore send negative messages in our communications, both verbal and written, which can cloud the real message. Be aware of negative word choices. Negative messages might be one of the following: Blaming tone or words Communicate a position of doubt that the other person can't succeed Only stresses negative results and doesn't include any possibilities of success Includes negative words such as, can't, won't, unable to...etc. Examples of negative words and phrases: You...when identifying a place for improvement or failure is received as blame...blame language You have to understand...no they don't have to do anything...power language

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OS 70: A Culture is a Reflection of the Leader

Wed, 09 Aug 2017 20:40:53 -0000

Men are anxious to improve their circumstances, but are unwilling to improve themselves; they therefore remain bound. - James Allen Leaders Model What Others Should Do As a musical conductor, I know that the ensemble is a reflection of the conductor. The better we are in inspiring excellence, the better the performance is! Conductors are skilled at creating excellence. If the musicians respect the conductor, then they play as the conductor intends and not as they direct. Some of our motions might not be exactly what we intend, so the players respond to the intent. This only happens when there's respect for the conductor (the leader). In non-musical situations, it's pretty much the same. Leaders are basically influencers. The Transformational Leader leads by influence and not by power of position. That's a difficult transformation for many leaders. We have been taught things that don't work. Mostly we've been taught to be the BOSS. This is not good in today's culture. Effective leaders create relationship with those whom they lead so that the team members respond to the leader like a highly skilled orchestra musically responds to every nuance of the conductor. The leader must develop the skills to lead. There is no option. Leaders are Developed Yes, that's true. Leadership skill is not something that we are born with. We must develop our skills. We must adapt to the current culture and the current situation. Leading a charity is different than leading an investment business. There are many styles of leadership that fill the entire spectrum, from autocratic leadership (the BOSS, it's about me) to servant leadership (about the vision). I have worked with leaders of all types in a mentor role for over 30 years and have found that leaders have some of the same challenges, no matter what type of organizations they lead. I found lots of helpful stuff, but none of it met my expectations for a fully implementable strategy; therefore, I developed my own programs and systems that totally integrate strategy and implementation. Others provide pieces of the puzzle and I provide the fully integrated system. I'd love to share this with you if you are interested. Go http://leadingforprofit.com to get my free report and training videos that will impact your success, starting right away. In the series of messages, you will have an opportunity for a 25-minute power session with me that will give you lots of value. It's Not Your Team...It's YOU If you are... 1. Facing leader burnout... 2. Struggling with an under-performing team...or 3. Not generating the revenue to achieve your mission... It's time to change the results. Let's chat.

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OS 69: Leadership IS Influence

Mon, 24 Jul 2017 16:43:02 -0000

Leadership IS Influence We confuse authority with influence, when in fact, we must influence others to be perceived as a leader. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. - John Quincy Adams Envision the Future Everybody has a dream. Only 3 out of every 100 people will actually do something about that dream by acting on the vision. Unfortunately, 9 out of 10 people attempting to launch a new enterprise, whether a business or a charity, will fail without achieving that dream. What's the difference? It's having a plan and surrounding yourself with a competent team to implement that plan. The first priority, however is equipping yourself for the journey. Develop your skills to lead, implement the plan, and build the right team. And, by the way, equip yourself to build the income that you deserve with this enterprise. I was glued to the television every night for the Rio 2016 Olympics and was massively impressed with our American athletes! They are highly skilled, masterfully trained, and consequently highly successful. Each successful athlete has a very competent coach. Take Action This is the same for professional athletes, actors, musicians, and business professionals. They all have a coach and train for success. We would never consider running a 26.2 mile marathon without training our bodies and minds for the task. Then why do we even consider starting and running a business or charity without having a coach and a content specialist mentor? That's why over 90% fail...they lack the ability to lead the enterprise, as defined in the D & B research in 1995. There's an alternative. I have coaches, therefore I do what I teach. Leading is influence. Check out my Unbound Leader program to learn the process for success at http://TheUnboundLeader.com I’ve called that program, “Unbound Leader: Unlocking Your Inner Potential for Success.” It’s time to do something different.

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OS 67: Leadership Perspective: Reverse Paradigms, Compromise vs Consensus

Sun, 09 Jul 2017 14:45:12 -0000

A genuine leader is not a searcher for consensus but a molder of consensus. - Martin Luther King, Jr. This is an ongoing conversation that comes up with about every organization that I work with. I find that people universally don’t understand the concept of consensus and confuse it with compromise. In fact, many leaders consider either on to be a weakness of leadership rather than a strength of an influencer leader. Most groups attempt to utilize the principles and processes outlined in Robert’s Rules of Order, which is a time honored system of best practices. Utilizing consensus strengthens the Robert’s system. When there are active, caring, engaged individuals working together and having meetings, there will be differing perspectives and opinions on things. This is a good thing. It’s the leader’s duty and delight to utilize those perspectives into a synergistic collaboration in which everyone understands the challenges and the benefits of every decision and backs the process. Consensus builds relationships. Compromise erodes relationships. It will be obvious which side of this debate I fall on…consensus is giving consent to a decision. Many feel that compromise and consensus are the same. I disagree. Despite my revealed opinion on this topic, I trust that you will be interested to see how I distinguish these two standards. The comparisons to musical ensembles might make sense to you if you are a musician. If you are not a musician, then you might have some misconceptions of how the system works. The musical conductor is perceived by non-musicians, and some musicians, to be a dictator when, in reality, the musical conductor is an influencer. We influence singers and instrumentalists to function at their highest level. That's a form of consensus. Compromise is... Everyone giving up something in order to agree on a decision A Win/Lose or Lose/Lose Holding to a view point and bargaining for middle ground Like a tug of war Bargaining Power plays Personal needs/opinion positioning Everyone loses something More talking than listening A contractual legalistic agreement Consensus is... Everyone coming up with a better solution than each had originally conceived A Win/Win or No Deal Looking for additional options and not holding fast to an opinion Open and honest conversation Listening for options Open to options Holding the value for the organization and not for self Everyone gains more than originally perceived A group process of open conversation and decision backed by relationship A covenant agreement and relationship Consensus means that the individuals in the group function like a musical ensemble, in that they carefully listen to each other player/singer and adjust their playing for blend, tempo, dynamic, and tone, and don’t give up their excellence in musicianship. The synergy created by seeking and practicing consensus building, builds a culture that functions at a higher level and develops mutually agreeable accountabilities and standards of excellence. By facilitating this process, the leader reaches a higher level of functioning by not micromanaging group process, but guides the process much like the conductor guides the ensemble. Conductors don’t make the music; they provide the leadership for musical excellence to happen. Leadership is influence.

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OS 66: Interview with Sandy Papavero

Fri, 07 Jul 2017 14:48:04 -0000

Sandy Papavero works with excited entrepreneurs who have a passion for their business but might not have the experience to manage the financial part of their business. Unfortunately most entrepreneurs I meet aren’t even aware that they are driving themselves into debt, or at least leaving themselves open for massive financial stresses in the future, simply because they didn’t understand the business of their business. The Interview Transcript Ep 61, Interview with Kelli Holmes Hugh Ballou: Hey there. This session of “Orchestrating Success: Converting Your Passion to Profit” is an interview with my longtime friend, Kelli Holmes, a longtime friend who I haven’t seen in a number of years. We just connected on email and said, “Let’s tell people what we need to know about getting outside of our office to connect with those people who are so important to our business but we don’t know.” We call it networking. Kelli, welcome to my podcast. Kelli Holmes: Thanks, Hugh. Wow. Fantastic to be here. Great to see you. Don’t we love technology? We can see each other with being thousands of miles apart. It’s great. Hugh: I’m in Virginia, and you’re where in California? Kelli: Just outside of LA in a sleepy town called La Verne. Hugh: Oh yeah. We in the South think California is another country. Kelli: Sometimes in California we think California is another country. Hugh: Kelli, tell us your company name. It’s a really cool name. Kelli: TEAM Referral Network. TEAM stands for the motto “Together, Everyone Achieves More.” Hugh: I love it. What does this company do? Kelli: We primarily help small business owners, entrepreneurs, and independent contractors—those in some way, shape, or form responsible for generating their own success—by teaching them how to network effectively and build valuable business relationships that can build and grow their business. It’s really through the power of relationships and referrals. We are known for networking groups and events. Our marketing path is through the word of mouth and networking opportunities. Hugh: Awesome. There is a crossover here. I teach that leadership is basically building relationships. I talk about the pathway to revenue is built on relationships. Kelli: Absolutely. Hugh: Communication is based on relationships. There is a hand and glove with my methodology and what you actually do in real life. How did Kelli get interested in building this networking business? You have been doing this 19 years? Kelli: No, 15 years. We just celebrated our 15th anniversary last week at our signature event. It’s an annual event, but last week’s event we turned into a 15th anniversary celebration. I have a very typical entrepreneurial story. 15 years ago, knowing that I loved this type of business and working with entrepreneurs and there is a lot of networking groups and choices out there, how do we build a better mousetrap so to speak? We decided to start TEAM Referral Network based not only on the premise of better networking and relationship building and referrals to grow your business, but also how to insert better technology. 15 years ago, there was a different picture in terms of the technology landscape, and we were able to be pretty cutting edge with what we brought to the table and to put heart into it by working with nonprofits. We have opened hundreds and hundreds of chapters of TEAM Referral Network, and our goal is to plug in a nonprofit to each of those chapters, donate the membership to them, teach them to network, and connect them with a great group of businesspeople in our community to further their organization. It was adding the community outreach plus technology on a traditional theme of networking events and groups that started TEAM Referral Network. Hugh: I love it. What is your secret power that brings energy to networking? Kelli: My personal philosophy is a lot of people confuse networking with relationship marketing.

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OS 65: The Upfront Cost of Leadership to Create Long-Term Value

Thu, 29 Jun 2017 22:28:00 -0000

Leadership is a container, which supports healthy growth for people like a garden supports healthy growth for plants. Planting the seeds is just the beginning. The health depends on constant feeding and care. - Hugh Ballou We are leaders because we have a vision and act on that vision. Out of every 100 people who have an idea, only 3 will do something about it. Out of the 3 that act on their vision, less than 10% will succeed. If you are leading a functioning organization, then you are in a very small segment of those who dream. Many people dream and few succeed. Insuring success comes with a price - that is equipping yourself for success. Define the strategy and develop the skills for implementing that strategy. After all, your vision will not happen if you don’t make it happen. The price, your investment, is risk mitigation, in the viewpoint of an investor. Your investment is creating clarity with careful, strategic, planning and implementation. Very few of us, if any, can do this alone. I teach strategy and leadership implementation. I can’t do those things for myself with either of my enterprises - a for-profit or nonprofit. I need specialists in those skills to assist me in gaining objective perspective, to identify my blind spots, and to fill in the gaps in my thinking and awareness. When I interview potential clients, I typically ask the following questions: 1. What is your vision? 2. Identify your competition? 3. What makes you different from the competition? 4. What’s the gap between today and the realization of your vision? 5. Do you have a written strategic plan? Often, I get the following responses: 1. Lots of unclear, rambling thoughts that are unclear and not specific. 2. Lack of knowledge or denial of competition 3. A description that could apply to thousands of others. 4. Unsure of what’s next. 5. There’s no written plan, but I know what I want. A written plan will limit my creativity. Also, I’m to busy to do this? Here’s how I reply: 1. Until you can identify your vision and people can understand why they need you, there’s no reason to do anything further. 2. If there’s no competition, then there might not be a need. 3. You sound like a lot of others, why do you need to launch (or grow) you initiative? 4. It’s what you don’t know that will compromise or even block your success. 5. There’s no success without a strategy in writing and an integration of that plan with team performance. If a leader is not willing to invest in the “upfront cost” of building a solid foundation for the enterprise, then why should they expect to succeed? You can’t build a house with no solid foundation and expect that it will last for long. You can’t, or shouldn’t attempt to fly a plane without taking flying lessons. And, certainly you can’t launch and grow a successful enterprise without preparation and hard work…much of which comes at the beginning. The “Upfront Cost” is by far lower that the cost to replace or repair later on. The loss of time, money, and likely in relationships is far greater. Why not invest in success? Check out my Unbound Leader program to learn the process for success at http://TheUnboundLeader.com

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OS 64: Do The Right Thing with David Duryea

Sun, 25 Jun 2017 22:30:39 -0000

David A. Duryea is business improvement veteran with more than thirty-two years of experience in practical business improvement and technology innovation. He has led more than sixty business improvement and innovation projects in sixteen different industries. As a legal expert witness for failed technology and business innovation projects, David has performed project forensics on failed implementations for over a dozen large-scale projects. A popular speaker on business improvement, he has been featured at Computerworld, InfoWorld, and industry conferences. His articles in the area of ERP (Enterprise Resource Planning) and advanced technology implementation practices have been featured. David holds a patent from the United States Patent Office, degrees in business administration and computer science, and an MBA with a focus in project management. David is happily married with seven children, four of whom were adopted from China. He and his family live near Cleveland, Ohio. When not studying the intricacies of business improvement, he enjoys hiking, bicycling, baseball, coaching, and investing time in activities with his children. His Business-Improvement Model Part 1: Business Strategy Structure Step 1 Understand the Law of Business Reality Organizations serve customers in a profitable way (balancequality and efficiency) or cease to exist. Step 2 Understand the Target—The Core Business Model Why organizations generate profit different from their competitors. Step 3 Influencers of the Core Business Model Pressure and Enhancers on Performance Step 4 Embrace Business Strategy and Structure Basis for Improvement—Whether Leaders Know It or Not Part 2: Business Process Structure Step 5 Common Processes and Functions of a Business Model The Law—Inherent to Process, Functions, and Operation Step 6 Industry Processes of a Business Model Developing Industry Common Process Structure Step 7 Core Business Model Processes Embrace for Uniqueness and Profitability Step 8 Business Processes Influencers Influencing Process Structure, Performance , and Profitability Step 9 The Business-Improvement Objective Change Operations to Further an Organization’s Core Business Model Step 10 Business and Operational Performance The Performance Goal—Core Business Model Productivity Step 11 True Operational Performance Measurement Measure the Goal: Core Business Model Productivity Part 3: Business Enablement Structure Step 12 Business Process Enablement: Resources to Realize the Core Business Model The Interview Transcript Interview with David Duryea Hugh Ballou: It’s Hugh Ballou again. My guest tonight is a man I met through another person, his publicist. We talked a little bit, and I discovered we had a lot of values in common and we do similar work. We are going to talk about David Duryea’s new book that is out. I have a copy of this book, and it’s really good. It’s 200 pages of really, really well-researched, well-written content. The book is called- I’m getting to the cover. I’ve started reading and I am deep down into it. The cover is a light bulb, and it says Do the Right Thing. My guest on this podcast is David Duryea. David, tell people a little bit about yourself and what inspired you to want to write this really great book Do the Right Thing. David Duryea: Well, first of all, Hugh, thanks for having me on again. It’s been a great conversation and connection with you as well. Basically, Do the Right Thing is doing the right thing in business improvement, including process and technology. I would have to say that I came up with the idea, or at least the inklings of the idea, somewhere around the late ‘90s, believe it or not, when we were in the heydays of putting in a lot of different technologies. Dot coms were coming up as well, and we were doing a lot of implementations. I also saw at the same time a very high failure rate.

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OS 63: Are You Taking Care of Yourself?

Fri, 23 Jun 2017 22:36:16 -0000

Hope is the thing with feathers, that perches in the soul, and sings the tune without words, and never stops at all. – Emily Dickinson Once, upon hearing a person tell me that he had worked continuously for four years with no vacation, I stopped to think about how unsuccessful that person appeared to be to me. Now, I fully realize that, to some people who enjoy their work, this might be a desired result – work all the time, because that’s what makes you feel good. I prefer to think of life like a musical composition. It’s full of variety – tempo changes, dynamic variations, rests, fermatas, and more. With a variety in life, the Transformational Leader is equipped to think clearly and respond to the challenges of leadership with a continuing fresh perspective. My 4th leadership principle is “Balance.” This principle allows all the other principles to work. If we are burned out, we compromise our work. We owe it to ourselves to order our day, our week, our month, and our life. Balance means thinking about the total self: spiritual, physical, mental, social, intellectual…and so forth. Caring for self is a priority if we want to be at our best as a leader and if we want to be fully present in the life that we create. Caring for self is not being selfish. Caring for self is allowing us to be equipped to serve others in a more comprehensive and engaging way.` TIP: If you plan to create variety in your life, the change of pace will empower you for challenges ahead for your leadership. Do not lag behind the curve; be prepared to lead the charge by being rested and focused.

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OS 62: Getting Unstuck: Unlocking Your Inner Potential

Wed, 21 Jun 2017 19:28:20 -0000

Let’s focus on Success! That means accomplishing what we set out to accomplish! According to the research… D & B determined that 90% of entrepreneurs fail due to the lack of skill… The Myer Foundation discovered that 45% of nonprofit leaders are burned out! Others of are might be doing fine… …we could do much better, if we only know what was missing. I have been working with Social Entrepreneurs for 31+ years on 4 continents with many types of organizations. I have discovered the common threads that limit their effectiveness, and consequently, their income. Organizations cannot develop any more than the leader’s ability to lead. The Problems as I Have Discovered Are: * Too Much to Do… * No Team or Little Team… * Insufficient Income… * Relentless Stress… * Not Sure What To Do About It… So, I created a step-by-step course for busy people to get out of their current situation and create a different future. I’ve called that program, “Unbound Leader: Unlocking Your Inner Potential for Success.” In one way or another, we are all bound by conditions of our own making. It’s time to do something different. Look at my short video to see if this program is a fit for you http://TheUnboundLeader.com I’ll see you on the video…and then in the winner’s circle!

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OS 61: Learning the Value of Effective Networking with Kelli Holmes

Sat, 17 Jun 2017 01:38:35 -0000

Kelly Holmes on Networking http://teamreferralnetwork.com Welcome to TEAM Referral Network, where we are passionate about networking and connecting you with the right professionals to grow your business. TEAM Referral Network was created in 2002 out of La Verne, California. That first chapter has grown to hundreds of chapters across the Western United States, with plans to expand nationally and internationally. TEAM Referral Network includes weekly meetings with your chapter, training programs, business development, and most importantly, quality business relationships. The individual chapters are at the heart of TEAM and promote an environment for regular networking, building strategic partnerships, and promoting your business on a local level. Each chapter is comprised of business owners, just like you, who desire to support and grow their businesses together. Our chapters are exclusive in nature, where only one person per business category is allowed in each chapter. Traditionally, our chapters consist of local individuals, centers of influence, business owners/entrepreneurs, and corporations who physically meet on a regular basis. However, we have recently launched our virtual chapters, which employ online conferencing technologies and apps to allow networking to happen virtually! These online business networks bring the power of TEAM Referral Network to anyone and everyone! There is so much more to TEAM Referral Network that happens outside of our chapter meetings. Members are encouraged to meet one-on-one with other members to get to know each other on a deeper level. The entire TEAM Referral Network has access to all members with the exclusive TEAM-sponsored member’s website. These “mini” websites give added value to your brand’s online presence and search engine rankings (SEO), as well as make it even easier for prospects to find your company online. TEAM Referral Network also provides regular business development trainings, as well as our annual “Big Event”, where keynote speakers and coaches challenge you to go to the next level with your business. TEAM Referral Network helps you exponentially expand your sphere of influence and grow your business referrals.

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OS 60: Reverse Polarities - Must We Be Right or Wrong?

Wed, 14 Jun 2017 22:01:34 -0000

It’s interesting to observe in the news accounts of politics the fact that people with opposing opinions both claim to be precisely correct. Is there a danger in claiming to be right? I observe that there is typically common ground in diverse points of view and that many people don’t know how to get that perspective lost in the debate or argument about who is right and who is wrong. Getting unstuck often is about observing reverse polarities. Do you wish to be great? Then begin by being. Do you desire to construct a vast and lofty fabric? Think first about the foundations of humility. The higher your structure is to be, the deeper must be its foundation. – Saint Augustine Is It One or the Other…Or Both? Many times in interviewing leaders about their organizational culture, performance standards, and strategy, I get the response that there’s not sufficient time to write down the plan and it’s not important anyway. The response to my question as to why it’s not important typically is, “Too much structure interferes with my creativity.” In my discipline as a musician, I understand that creativity is unleashed when the structure is clear. In addition, it’s crucial for the performer(s) to master the techniques and the notes, to then be able to be creative. Balance is Key My 4th leadership principle is about Systems, “Rehearse for Success.” It’s mastering the notes that leads to excellence in performance. We don’t utilize this concept in non-musical settings. We just go directly to performance and continue playing the wrong notes, so to speak. We continue to proceed by ignoring the very things that compromise our performance and limit our results. There’s a natural tension between form and freedom. There are many ways to interpret this dynamic. As a musician, I’m able to process information by using both sides of my brain. Those who are not musicians consider us to be right-brain thinkers without structure, when, in fact, we must learn to be creative within a very rigid structure. Music is a highly structured and organized system that’s mathematical and linear, very much like computer programming. This podcast is part one on the topic of the reverse paradigm of form versus freedom. I invite your comments as I explore the different ways this principle plays out in the cultures we lead. Structure and Creativity Here are some of the parameters for unleashing creativity through structure: 1. Structure Enables Creativity: If you have ever listened to a jazz ensemble, you might not have realized that this most creative of musical performance genres is actually very structured. To a non-musician, it seems as if there is no structure and the performers just make things up. Well, not true. The chord structure, the meter, the tempo, the form, and the melody, are just a few of the things that are structured. Mastering these elements allows each performer to then improvise around this structure. This is a simultaneous right/left brain function – being creative within a structure. Getting off the chord progression, or playing too loud when it’s not your solo, are reasons for not being invited to the next performance with that ensemble. Knowing the structure allows each performer to then be creative…they don’t need to spend energy thinking about what’s already defined. This is the same principle in non-musical settings: the structure prompts and encourages active engagement. 2. Consistency: Knowing the sequence and the milestones allows all the participants to coordinate efforts. The plan identifies what activities are concurrent and which are continuous. It also identifies what activities depend on the completion of other activities. This is necessary for consistency and synergy in the group’s performance. 3. Quality: When the outcomes are specifically defined, the benchmark for quality is a measurable objective. Quality, like artistry,

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OS 59: Gaining More Time with Outsourcing

Wed, 07 Jun 2017 01:34:07 -0000

Nathan Hirsch from Free Up shares his outsourcing secrets. Nate is the CEO of FreeeUp.com and the COO of Portlight. Nate has been an entrepreneur in the eCommerce industry since 2009 and has grown into a leading expert in the field with experience managing multi-million dollar businesses. He has extensive knowledge in creating business systems and processes, personnel management, hiring remote workers, the Amazon Marketplace, and advanced sales tactics. He is passionate about sharing his knowledge with others and has been featured on leading industry podcasts, webinars, and blogs. Nate is determined to build FreeeUp into the top hands-on platform for hiring remote workers where thousands of businesses and remote workers are connected. If you're interested in connecting with Nate, shoot him an email at Nathan@FreeeUp.com. For more information go to https://freeeup.com

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OS 58: Leadership Assessment: How Do You Rate?

Mon, 29 May 2017 14:04:00 -0000

Every human has four endowments – self awareness, conscience, independent will and creative imagination. These give us the ultimate human freedom… The power to choose, to respond, to change. – Stephen Covey Leadership Blind Spots In o...

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OS 57: Leadership Skills, Listening

Mon, 22 May 2017 17:00:18 -0000

“Being listened to is so close to being loved that most people cannot tell the difference.” –David Oxberg The Leadership Skills of The Musical Conductor Listening is a primary skill for the Transformational Leader. My model for great leadership is based on the skills of the musical conductor, who is a great listener. Success is directly and immediately experienced as a result of effective leadership by the conductor. When the conductor does not get the desired result, then it’s time to change whatever technique or cue that’s not bringing the intended results. The conductor knows what’s wrong because he or she is listening intently. To be able to draw out the best from the musicians, the conductor must listen to what’s going on in the room and respond appropriately. Listening is key to understanding what’s really going on. The conductor has developed a rehearsal plan for achieving the desired results in a specific period of time, however thing happen that can’t be predicted when developing the plan. The competent leader pays attention to what’s happening and responds accordingly, just like the conductor. Listening is an Underutilized Leadership Skill Many leaders are not fully aware of the power of listening. Many are too busy attempting to activate their personal agendas to be aware of the necessary information available around them. The Transformational Leader builds strong leaders on teams. As in a symphony orchestra, the high-performance team is comprised of highly skilled individuals. When these highly skilled individuals function together as a unit, they must be able to fully access their individual skills and acquire an additional skill set, as well…the ability to listen and respond to others on the team. The finest orchestras in the world rehearse continuously in order to maintain the highest level of ensemble status. This is a skill set developed over time by rehearsing together. Leadership is a Culture of High Performing Leaders - An “Ensemble” So, why don’t business and nonprofit teams rehearse best practices? Why don’t team members learn to listen intently to what’s going on around them? It might be that the leader is setting an example of talking and listening. Leaders model, and team members receive – good or bad. Just like a musical ensemble, the team is a reflection of the leader. See What Others are Saying About Listening In his blog post, “How To Listen”, Seth Godin points out that there are 4 times the amount of Google searches for speaking over the number of searches for listening. We are obsessed with speaking and lose sight of the fact that listening is at least twice as important (clue: we have 2 ears and one mouth). In his book, Tao of Leadership, John Heider says, “But what cannot be said can be demonstrated: be silent, be conscious.” Listening is a skill that engages the whole person. Helen Kemp teaches children’s choirs the following, saying, “Body, mind, spirit, voice: it takes the whole person to sing and rejoice.” One could say similar things about leadership. Transformation Begins with the Leader The Transformational Leader is a fully present leader utilizing every sense and every skill. Leaders are present as a whole person. Being fully present means that you are aware of what’s going on. Listening is the key to understanding. Let’s be quiet and see what happens.

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OS 56: Without Discernment, Leaders Fail

Sun, 14 May 2017 14:04:12 -0000

Without Discernment, Leaders Fail We learn, then we digest that learning; finally we discern the appropriate application of the learning.– Hugh Ballou Leading is Applied Wisdom I’ve just finished presenting to people this week in 5 separate groups. Some of the presentations were keynotes. Some of them were workshops or lessons. The common thread was leaders wanting to gain wisdom. Some were leading from middle management and others were CEOs. Many were early stage or startup enterprise ventures. I commend people for wanting to gain knowledge. Knowledge precedes understanding which precedes wisdom. Wisdom is gained over time with experience. Failure is a learning opportunity only if the failure is unpacked, understood, and crystallized into applicable thinking. All too often, visionaries attempt to start up a company or charity without the necessary experience or mentorship. All too often, the visionary is not a leader and invites failure without gaining the wisdom for true discernment. There are many right answers, however, finding the next right answer for a particular situation is elusive when we are attempting to make decisions in a vacuum. Inventors, authors, coaches, brilliant thought leaders have the ability to change lives and create better communities. Those skills are not the same skills needed for launching and sustaining a healthy, profitable enterprise. John Maxwell says that collaboration is multiplication. I say that collaborations are discernment where wisdom is multiplied.

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OS 55: Leadership Skills: Evaluation

Mon, 08 May 2017 23:19:40 -0000

Continuous improvement requires systematic evaluation. Continuous improvement requires unfiltered evaluation. - Anonymous Mastering the Evaluation is a Valuable Leadership Skill Often I interview a potential client and hear that they have a strategic plan…more often than not, it’s put away somewhere and dusty. In other conversations about creating a strategic plan, I hear the same story…we have completed the previous plan and need a new one. Both of these paradigms are very curious to me. Once you create a strategic plan, it becomes an organic process which migrates over time. It’s really not very efficient to stop and regroup as if starting all over again. If there’s a long-term strategy, then it’s always a long-term strategy, if the leader commits to regularly evaluating the plan, revising and updating the plan, and recommitting to the plan. It’s an ongoing process and not a stop and start process. I’ve also written about the most dysfunctional systems in organizations, and one of those is the annual review*. Instead of waiting for a full year to evaluate, set up an ongoing system of evaluation and course correction. Set Aside Time for Evaluation We do not set aside time to plan and evaluate. Let’s face it. We don’t do it. Most of us don’t do it. I teach this and I must still force myself to do it. Our lame excuse is that we don’t have time. We don’t have time because we haven’t defined the value for the evaluation and we haven’t defined the cost for lack of evaluation. It’s very costly to have to repeat, undo, or redo things and it’s very destructive to the morale of the people. A tradition in strategic planning is to do a S.W.O.T. (define the Strengths, Weaknesses, Opportunities, and Threats). That’s a broken model which puts us back into the traditions that have caused us problems in the first place. It’s time to rethink evaluations. I have used a simple model for many years. It came from my training as a meeting facilitator. It’s an efficient use of time and resources and exposes things that need attention. Simple is good. Here are the Key Steps First, define what you and the team are evaluating: Is it the plan? Is it the process? Is it the team? Is it the organization? Is it the skills? etc. You get the idea. If you are conducting an evaluation, then define what is being evaluated. Next, define the protocol for team interaction. Be sure to include everyone who has information to share. Often, I include the janitor or phone receptionist in an organization because they know things that nobody else knows. It’s important to get the full picture when evaluating things. Certainly the data intake and the planning are not both appropriate for everyone in the organization, so separate the functions and invite the appropriate participants. Then define how the group will interact. Declare that the session is a safe space to speak the truth kindly. It’s important to get data and not important to blame people. Address the facts and don’t blame. This way you will get more useful and accurate information. It’s important to separate the evaluation and the planning. The evaluation provides perspective for the planning. Allow time for gaining perspective, to think about the information, and to regroup for moving forward. Information overload and rush to implementation can both be problematic. Here’s my simple three-step evaluation: 1) What’s Working: Or what we do well. Define the valuable skills and processes to KEEP. When making changes later, it’s important that we don’t throw out the baby with the bath water, as the old expression goes. Define the core competencies and systems that are valuable and build on those. 2) What Needs Changing: This is not a negative, a critical activity like we get when defining weaknesses in a SWOT. This is honestly identifying things that could be better or things that we might want to STOP doing.

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OS 54: Leadership Is Visionary

Sun, 30 Apr 2017 13:24:10 -0000

Envision the Future Everybody has a dream. Only 3 out of every 100 people will actually do something about that dream by acting on the vision. Unfortunately, 9 out of 10 people attempting to launch a new enterprise, whether a business or a charity, will fail without achieving that dream. What’s the difference? It’s having a plan and surrounding yourself with a competent team to implement that plan. The first priority, however is equipping yourself for the journey. Develop your skills to lead, implement the plan, and build the right team. And, by the way, equip yourself to build the income that you deserve with this enterprise. I have been glued to the television every night for the Rio 2016 Olympics and have been massively impressed with our American athletes! They are highly skilled, masterfully trained, and consequently highly successful. Each successful athlete has a very competent coach. Take Action This is the same for professional athletes, actors, musicians, and business professionals. They all have a coach and train for success. We would never consider running a 26.2 mile marathon without training our bodies and minds for the task. Then why do we even consider starting and running a business or charity without having a coach and a content specialist mentor? That’s why over 90% fail…they lack the ability to lead the enterprise, as defined in the D & B research in 1995. There’s an alternative. I have coaches, therefore I do what I teach.

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OS 53: Interview with Misfit Entrepreneur Founder, Dave Lucas

Sun, 23 Apr 2017 21:37:29 -0000

Hugh Ballou Interviews Dave Lucas about his Misfit Entrepreneur concepts and systems. The Interview Transcript Ep 53, Interview with Dave Lukas Hugh Ballou: Dave Lukas has this podcast called the Misfit Entrepreneur. Dave, you and I met virtually, and we are getting acquainted. What I have seen so far is quite impressive. Say a little bit about your background and your business, and then about this podcast, this Misfit Entrepreneur. Talk about yourself and your background and what the inspiration was for launching this great podcast you have. Dave Lukas: Thanks, all good stuff. Thanks for having me, and thanks everyone for tuning in. A little bit about my background just so you guys know. I have always ben an entrepreneur, ever since I was a kid. Like most people, I did the lawn thing, but I did a direct sales business at my college and took it to another business after college that I brought to Columbus, Ohio, where I live now. I split time between Columbus and San Diego. I am in the health and wellness arena. I did that for a year. Then I had this crazy idea. I either wanted to run or own a Fortune 500 someday. So early 20s, right? Everything you can accomplish. I got to get up from the ground floor with one of these and really understand it. One of the best places to do that is on the sales side of things. If you look at a lot of CEOs, a lot of them are salespeople. Sales is a skill that no matter who you are in life and no matter what you do, you really need to understand and utilize. One of the things I talk about when I do speeches is that sales is one of the most innate, natural abilities we all have. If you have a spouse or a significant other, you sold yourself to them, and they sold themselves to you. It’s something that we do naturally. We don’t think of it to be more deliberate at it. I went to school essentially. I worked for a top 50 training program, Fortune 500. Spent a number of years there. Had a lot of success. I was Rep of the Year and all that in my early days. Then I became a turnaround manager and a trainer nationally for all of their rookies. During that time, I continued my entrepreneurial efforts. I continued to invest. I continued to build up other businesses. When you are successful in sales, that gives you autonomy, which allowed me to do that. One of those companies I invested in and helped to guide and mentor in my free time was a company called Grass Technologies. It was a very unique company in the data intelligence space in the travel industry. Anything can be learned. That is one thing I learned. Going from where I was and going to the travel sector is a completely different world. We grew that business from basically nothing to- Nowadays I spend a lot of time there, and it is my largest business. Inc 5000 multi-year winner. We do business in over 100 countries. It’s been a lot of fun. We have that. I do some other things, where I teach and speak and train. I work in the investment side of things, and I am part of a small hedge fund. Then I started this podcast. It’s called the Misfit Entrepreneur. Being an entrepreneur, that makes sense. People are like, “Oh yeah, you’re an entrepreneur. You started a podcast to learn the unique traits of entrepreneurs.” The reason I did it is not what most people think. The reason I did it came about three years ago when my wife and I went to China to adopt our daughter. We adopted our daughter, and we get home, and she is 18 months old at that time. In my youth, I spent a lot of my extra time, weekends and evenings, learning. I trained with Zig Ziglar, God rest his soul; Brian Tracy, who wrote the cover quote for my bestselling book; and Tony Robbins, all of these guys, billionaires and millionaires. I spent about five years spending every waking moment that I had learning from these people. That is how that book came about. Fast forward multiple years later, and I have this 18-month-old. I am a dad now.

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OS 52:Session 52: Interview With Carmine Denisco on Products

Sun, 16 Apr 2017 04:00:00 -0000

See Carmine Denisco’s website at http://inventorslaunchpad.com

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OS 51: Transformational Leadership Skills, Transparency

Fri, 14 Apr 2017 04:00:00 -0000

Effective leaders are not always right. They ensure that leaders on their teams are. Leading is empowering others. - Hugh Ballou As leaders, we follow what we have been taught by habit, and mostly out of ignorance of what else to do. We respect those who have impacted our lives, unintentionally feeling obligated to do so. In my case, it's a part of that inherited behavior of desiring to please others, whether it's the right decision for me or not. Being transparent means being vulnerable in many instances. If we are insecure about anything, then being transparent and vulnerable is a challenge. There is a sense of false security in being autocratic, in that we control the flow of information, make the decisions, manage how things happen, and lead by the influence of power and, not, personal influence. It's far more difficult to lead collaboratively than authoritatively. So, why change? Being transparent fosters energy in any group and allows others to own the outcomes and to establish peer-to-peer accountability. Transparency is, in fact, a primary leadership skill. Transparency is a valuable leadership skill: 1. To build trust: This is aligned with the Transformational Leadership trait of authenticity. Being authentic includes being transparent, if you adopt this style of leadership. Team members can trust a leader who doesn't pretend to be something that he or she isn't. This trust allows for relationships to grow organically, like ensemble happens with intentionality in musical groups. The leader must guide and nurture that process, but not control it. The musical conductor guides the process and allows space for others to function up. 2. To focus on relationships: Insecure and autocratic leaders are focused on themselves and not on others. When leaders pay attention to team members and constantly work on relationship, it's apparent and brings energy to the team. Reversing this paradigm allows the leader to have the bandwidth to pay attention to what others are doing, how they function, and to observe behaviors. 3. To reframe influence: The leader who leads from the position of power and authority (I'm the Chairman and I make decisions) stifles group thinking, sidetracks creative collaboration, and intimidates others. We reframe from "Push" to "Pull" leadership. 4. To encourage collaboration: If the leader has all the answers, then there's no reason for others to participate. Transparency is knowing and sharing the truth, which is that you don't have all the right answers. Rather than always being right, ensure that the team is always right, or that they learn from mistakes so that their competency is constantly growing. 5. To foster authenticity: The last, and most impactful Transformational Leadership trait is to model what you preach. Being authentic means showing how to be authentic. When you don't know, share that with the team. Nobody can have all the right answers. Model this trait and it will impact how others respond to you and other team members. This is certainly not a comprehensive treatment of the topic. It's intended to stimulate thinking and inspire a new paradigm for leading. Do you agree?

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OS 50: Transformational Leadership Skills, Delegation

Tue, 11 Apr 2017 18:33:33 -0000

The Transformational Leader Effectively Delegates A common leadership challenge is defining how to empower teams to function at a higher level, producing more quality results. This is an opportunity to effectively manage one's own schedule by getting things off the schedule that someone else can do. Delegation does not mean delegate it and forget it. Delegation does not mean micromanaging, either. Delegation is a high-level leadership competency that continues to improve as the skill is rehearsed over time. Do not expect instant perfection. Do not expect every delegation to work out flawlessly. Do not give up or give in. When you delegate, do not let the item come back to you. Steps for effective delegation: 1. Shelve your ego - You are not the only person who can do everything the best way possible. Delegation is a strength of leadership and not a weakness. Embrace delegation and master the skill. 2. Define what you should not do - This is Transformational Leadership trait #1. Now is the time to practice what you preach. By getting things off your list of responsibilities and to-do list, you become more efficient with your work and can support others as well. Some things, however, cannot be delegated. Those things that cannot be delegated are typically fewer than we first think, so spend time defining what you want to delegate. 3. Ask for what you want - You have defined the goals for the organization and know what needs to be done. Do not assume that others are clear on what you want done. Do not assume that people will automatically fill in the gaps. Wasting time is the result of waiting for people to "get it." Just ask. 4. Delegate the deliverable - Do not dictate the process. You have capable leaders on the team, so let them create the process. You can, however, ask if they need ideas or information to be able to complete the deliverable. 5. Set parameters and limits - Identify the boundaries as to the person's authority, responsibility, and accountability. Define what they should do and what they should not do. 6. Set check-in points - This is not micromanaging. Setting times to measure benchmarks along the way allows for coaching and affirmation during the process. Sometimes team members think that asking for information is a weakness. You are promoting collaboration, not dependence. Define these check-in times when the task is delegated. 7. Show appreciation - People will be personally invested in the result and in the process they create. 8. Be patient - Manage your own anxiety. If you are anxious, that negative energy will infect the team, and your ability to think clearly, as well. Observe how things are working. Nurture the process. Give it time to work. Tips: 1. Give it time - Remember that you are the expert and the person with the assigned task may not be as capable. Give them time to succeed. Give them time to learn. It will take more time at first. It's worth it in the long run. 2. Believe in positive results - Most people function at a higher level when they know that there is emotional support. Believe in the person and let them know that you care and believe in them. 3. Keep relationship as the key connection - We all have a different sense of responsibility when the relationship is important. Always work on relationships with everyone on the team.

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OS 49: 10 Tips for Being a Successful Principled Leader

Mon, 03 Apr 2017 23:39:22 -0000

You have inherited a lifetime of tribulation. Everybody has inherited it. Take it over, make the most of it and when you have decided you know the right way, do the best you can with it. - Murray Bowen Over the past 8 years of study of Bowen Systems, I have gained specific knowledge that helps me with my work with organizational leaders in many fields. What I didn’t use in my work previously, is defining Guiding Principles. I used to work with people defining organizational and personal core values. Now I realize that core values are great, but they are static definitions and not active statements for decision making, both personally and for teams. I’ve adopted the following top 10 list for going one more step in defining the principled leader. Ten tips for being a successful principled leader: 1. Develop and follow personal Guiding Principles: Leaders are primarily influencers. This step is crucial in being the person of influence. Creating and utilizing guiding principles in writing is the key. By the way, when these are shared with people who matter, they are more effective. Accountability is empowerment and collaboration. 2. Align personal core values with organizational core values: Over 90% of the leaders that I begin work with cannot define their core values. These are the foundation for strategic planning and the start for developing guiding principles. Define personal and organizational values and then compare. If these are not in alignment, then you cannot be successful. 3. Always remain in integrity: Integrity means always doing the right thing and doing the right thing when nobody is looking. Once perjured under oath in a court of law, all your testimony is worthless. It only takes once of not being in integrity to cancel out your reputation. 4. Manage conduct and language: You are the leader and you can do whatever you please…not exactly true! You can choose to conduct yourself in a nonprofessional manner or to use abusive language or to swear. There are consequences in those choices, however. If you are a person of influence, then how do you want to be perceived and who do you want to influence? Every action and every word counts. There is no eraser for bad conduct or bad language. 5. Focus on giving value: Nobody likes a person who must win all the time, and nobody wants to listen to a person who only talks about themselves. There’s a reciprocity in giving value to others. Good and bad things come back around to each of us. Ask what others need and soon they will be asking you the same. 6. Take responsibility for personal mistakes: Blame is not a good leadership tool. Typically leaders cause problems that they blame others for. Step up to owning your own gaps and consider mistakes a learning opportunity. Be transparent or your team members will show you that they know you aren’t perfect. Remember, perfect is the enemy of good. 7. Seek consensus and not compromise: Consensus is a decision worked out through group process and backed by relationship. It’s not win/lose. It’s not a power play. It’s not demanding your own way. It’s not compromise. In a compromise, everyone gives up something and it is perceived to be a lose/lose result. Consensus is win/win or no deal. 8. Associate with people of integrity: We become like the top 5 people we associate with. Our income reflects that of the crowd we hang with. Our influence is amplified by the friends we keep. Is your sphere of influence adding value to your end game? Are you bringing value to theirs, as well? 9. Make principled decisions and not feeling decisions: Murray Bowen has been quoted as having said, “It’s ok to have empathy for someone, but you must get out of it quickly.” Feeling sorry for someone doesn’t help you or them. We get anxious when guided by emotions, and make feeling decisions rather than thinking decisions. Always check yourself when making important decisions.

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OS 48: The Story and Legacy of Napoleon Hill

Fri, 31 Mar 2017 04:00:00 -0000

for more information on The Napoleon Hill Foundation and for resources, so to http://naphill.org

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OS 47: 5 Steps to Effective Follow-Up

Mon, 27 Mar 2017 20:07:40 -0000

We sometimes make a plan (entrepreneurs keep a lot of ideas in their minds and don’t always make a written plan to share), and sometimes we create action items for the plan, and sometimes we connect the plan to implementation. If we do those things, then we raise the bar substantially on succeeding. That puts us into the top 10% of leadership excellence. Check my recent podcast 04, Creating Your Plan for Success, to see my thinking on what’s missing for successful organizational leadership. After completing the planning and action plan activation process, it’s critical to have a plan for continuing improvement and accountability. Many times I will interview a leader who pulls out a dusty document and admits that the plan has been dormant, or only partially used. The strength of the plan is in the integration with team performance. As the old saying goes, “The proof of the pudding is in the eating.” We succeed because we create intentional followup systems and processes. Here’s my 5-step process for following up on the plan: 1. Create and Share the Plan: Having a written document that is distributed, complete with action items, champions, and deadlines, is the beginning. Next, commit to continually evaluating the plan, the progress, and the implementation. 2. Evaluate: Establish a frequency for evaluating the plan. If you have a 5-year plan and update it every six months, then you always have a 5-year plan. It’s one plan migrated over time. Evaluate what’s working, what needs to be changed (or stopped), and what different things to add. Minor evaluations can be scheduled for the action plans and milestones along the way, however a major evaluation must be put on the calendar with the buy-in from the entire team. 3. Revise: If it’s not working, then change it. This sounds logical, however so many leaders get stuck in a rut and can’t see the way out. Commit to change what’s not working. 4. Recommit: We will most likely have to renegotiate roles and responsibilities along with timelines. We can’t assume that everybody will just roll into the new model. Ask for a commitment to the revisions. 5. Implement: Establish a new action plan to address revised objectives and revise the accountability metrics for staying on track. This process must happen face-to-face with the planning team. The integration of planning and performance is an intentional framework of the culture. What happens outside of the details of the planning documents is the most important and overlooked dynamic. We are creating a New Architecture of EngagementTM in the process. Those who follow up will win!

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OS 46: Leadership Skills Being Vulnerable

Mon, 20 Mar 2017 00:18:28 -0000

An effective leader does not have all the answers, but asks good questions. In the beginning, people think vulnerability will make you weak, but it does the opposite. It shows you're strong enough to care. - Victoria Pratt Lead by ExampleBeing vulnerable is a strength of leadership, not a weakness. We think that being strong means that we are not vulnerable, not transparent, and basically not honest with those whom we lead. In fact, when we are not transparent, people know it and want to prove to us that they know it. The autocratic leader holds secrets, uses power, and has all the answers - this equates to being the "Boss." Rather than being "bossy," the Transformational Leader builds leadership skills in team members by nurture, engagement, questioning, and any activity that enables team members to use their thinking skills. A large part of Transformational Leadership, as a style of leadership, is authenticity. Do what you say. Do what you ask others to do. Be genuine. Be ethical. Transparency is related to, but not the same as, vulnerability. The transparent leader is open, direct, and vulnerable. This includes the authentic statement, "I don't know." Pretending to know and providing an answer or solution that is made up, and not authentic and not accurate, is deadly. If teams do not trust the leader, then there is little or no open, honest, and direct communication. In some cases, teams will try to prove the leader to be wrong. The Transformational Leader empowers, engages, equips, and inspires leaders on teams by open transparent communication based on relationship. Here are some thoughts from others: As James Jordan puts it, "And he talked at length about being authentic and vulnerable with your singers, so as to get to the soft, immaculate heart of the music for an emotional, rapturous performance." (1) Henri Nouwen says, "Let’s not forget the preciousness and vulnerability of life during the times we are powerful, successful, and popular." (2) Cal Turner, Jr., former CEO and President of Dollar General, shared with me that he was able to be transparent with his team of managers in telling them that he had the vision for the company, but didn't have the skills for getting there. That's where they could fill in with their skills. He pointed out that leadership is basically identifying the gaps and finding people to fill in those gaps. (3) "After spending the past decade studying vulnerability, courage, shame, and worthiness, I’ve come to believe that leadership has nothing to do with position, salary, or number of direct reports. I believe a leader is anyone who holds her- or himself accountable for finding potential in people and processes." - Brené Brown (4) The pastor, corporate leader, conductor, and professor all advocate vulnerability from different perspectives.

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OS 45: Leadership Skills Observation

Wed, 08 Mar 2017 05:00:00 -0000

The More the Leader Controls the Group, the Less Effective the Results Become My friend and colleague, Larry Dill, hired me to develop a world-class music program in Huntsville, Alabama. When he called to invite me to consider the position, I asked him, "Where's Huntsville?" I was in Atlanta, Georgia, at the time and had very little self-awareness of smaller places. I went to check out the position and, after much consideration, accepted the job. I did so mostly because of Larry. He showed up as a visionary and passionate leader. He showed up to empower the skilled members of the team he put in place. He showed up to model the results he wanted to see. I can remember sitting in the conference room on numerous occasions, planning programs six months ahead. During many of these sessions, seemingly insurmountable challenges arose. Larry would ask the team a question, presenting how to solve the problem. He would then sit quietly as the team discussed, debated, and defined ideas to answer his question. At the right moment, Larry would simply and calmly interject his comment: "I've heard enough. This what we will do." He listened, observed, and processed the information coming forth in the meeting. He had a highly competent team. He did not control the process or the conflation of ideas. He, however, remained very much in charge. He demonstrated a high competence as a leader. The value in planning ahead is that teams can be more creative and effective. Work is more energized and focused. There is less confusion and less destructive conflict. The paradox in leadership is that by doing less, Larry got more accomplished and helped the team be more productive and creative. If you are working too hard, maybe you are doing too much. The first trait of Transformational Leadership is to define what to let go of. If you have too much to do, think about this polarity. Do the opposite. Hmmm...that's counterintuitive and goes against the work ethic that many leaders have been taught. Well, if it's not working, then change it. Define what is not working. Write it down. Define why it's not working. Define all the potential solutions. Look for solutions that are similar and can be combined for strength. Develop an action plan based on what you discover in this process. The final solution might not be what you had initially expected. Remember to think about systems. Transformational Leadership is a system - a thinking system, and not a feeling system. How will you approach your team next in problem solving?

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OS 44: Leadership Skills, Balance or Not! With Leigh Anne Taylor

Fri, 03 Mar 2017 05:00:00 -0000

Balance…or Not! I’m writing a new book. I’m thinking of calling it Adrenaline as a Way of Life. Or maybe I’ll try Time: There Will Never be Enough of It, So Squander What You’ve Got. Here’s a sneak peak at my chapter outline. Chapter One: E-mergency Answer all emails at once. Do not delay. Stop whatever you are doing and answer that baby. Chapter Two: Adrenaline is My Motivator Save tasks that are “due today” until the last hour, better yet, the last half hour of your workday so you will have the added energy boost of adrenaline to help you complete your tasks. Chapter Three: Be a Hog Hog the copier. Put off using office machines until the last possible minute, never mind if your colleagues need them. Chapter Four: Under-prepare for Meetings/Rehearsals That way you’ll find out what you’re really made of. Can you fly by the seat of your pants? Are you great at improvisation? Can you fake it in front of a group? Chapter Five: Don’t Bother Planning Ahead, Wait Until the Last Minute Careful planning is over rated! Panic provides lots of energy for a task. It’s contagious too, so if you can get other people panicked about a mutual project, just think of all the energy! Chapter Six: Don’t organize your stuff. That last minute search for materials provides a great panic push just when you need an extra shot of adrenaline. Chapter Seven: Run Don’t walk, run. Run to the workroom, to the bathroom, to your car. Run yellow lights. Heck, run red ones. That gets everyone excited! Chapter Eight: Do One More Thing Do one more thing before you leave. That will insure being late. Chapter Nine: Shallow Breathing Be sure to keep your breath short and rapid. Mimic panic in your breathing at all times. Remember, you don’t have time to take a deep breath. Chapter Ten: Run Late Show up at the last minute, or better yet, arrive late. Increase every one’s anxiety level! Chapter Eleven: Yell Yell at everyone when you are running late. If there is no one there, yell at the empty house. Yell at other cars, yell under your breath or right out loud at anyone or anything that gets in your way. Chapter Twelve: Fast Eat in the car. Even better, don’t eat at all. Being hungry increases your discomfort level and decreases your functioning level which will force your adrenaline to kick in and do it’s magic. When you do eat, gorge on foods that are bad for you. Chapter Thirteen: Blame Blame other people, blame your life situation, blame the traffic, blame the stoplights, blame your mother. Blame anything or anyone you can think of for anything and everything. Chapter Fourteen: Calendar, Schmalandar Don’t bother double-checking your calendar for appointments. Better yet, don’t write them down in the first place. If they really need you, they’ll call you. I wrote this as a joke in a particularly busy season in my life and shared it at a staff meeting as a way of apologizing to my colleagues for my hyper-anxious state of being at work. I wish I could say those things are exaggerations, but they are based on the truth of how out of balance my life was at that time. This winter, as I enter a very busy season once again, I’m attempting to do things differently. Like taking time daily for prayer, exercise, good nutrition, and Sabbath rest. As an experiment, I’m going to take one workday a month out of the office to be still and pray. It’s already making me nervous but I’m determined to do it to break the habits I wrote about in my “book”. As I attempt to regain balance in my work schedule, I hope you’ll be encouraged to do the same. May God bless us on our journey

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OS 43: Leadership Skills, Managing Our Negative Scripts

Tue, 28 Feb 2017 05:00:00 -0000

We give energy to what we think about. - Anonymous You are today where your thoughts have brought you; you will be tomorrow where your thoughts take you. - James Allen Negative Thoughts Managing our thoughts is the only thing we truly have control over, and our thoughts control our results. Managing ourselves creates a reciprocal response in others in any group emotional situation. We, as leaders, as humans, as professionals, are primarily people of influence. Just as the musical conductor influences the performance, the leader inspires and motivates the team in sometimes very subtle ways. What we are holding in our innermost thoughts comes out in ways that we least expect. People feel what we are thinking, even when we attempt to hide our thoughts - fears, doubts, insecurities, angers, etc. Our presence is impacted by our inner voice. Negative scripts bring negative results. Thinking about debt, debt, debt, gives validity and energy to debt. Thinking about prosperity opens doors. The Law of Attraction, defined by Napoleon Hill, is just that. We attract what we are, as stated by James Allen as well. Managing ourselves is the core of successful leadership. This is easy to write about and talk about, however it’s not so easy to accomplish. Another discovery made by Hill, while he was interviewing the most successful business people of his time, was that the mind cannot hold a negative and positive thought at the same time. These successful people had an image of what they wanted to accomplish and used that image to replace doubt or fear. It obviously worked. This is not denial. It’s important to pay attention to the market and determine if there are changes needed. That’s effective leadership. Changing at the first sign of a problem is not effective. Learning the difference is key. The Law of Attraction is not about greed, as presented in the popular video, “The Secret.” It’s about hard work and intentionality. It’s about giving value and attracting the same. It’s ultimately about influence and integrity. How can a leader influence others when not being able manage self? Check out my program http://leaderunbound.com

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OS 042: The "Shadow" that Limits Our Effectiveness with Dr David Gruder

Fri, 24 Feb 2017 22:15:31 -0000

OS 042: The "Shadow" that Limits Our Effectiveness with Dr David Gruder

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OS 041: Leadership Skills - Use of Time

Mon, 20 Feb 2017 23:03:12 -0000

Managing our use of time * Keeping yourself organized * Writing things down * Time wasters * Sharing your goals Keeping within the plan…intuitively knowing what not to do Practice managing self wishing the allowed time FOCUS Journaling: review your day at the end of the day and note were the time went Share goals and have an accountability parter

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OS 040: 5 Signs That it's Time to Invest in Your Leadership Skills

Mon, 13 Feb 2017 20:15:00 -0000

Men are anxious to improve their circumstances, but are unwilling to improve themselves; they therefore remain bound. - James Allen Studying Leadership Being or becoming an effective leader means being a serious student of leadership, and not being a leadership expert. A plan for constant reflection, evaluation, study, and planning is common among great leaders. Let's reflect on our own skills today. Look at the list and ask yourself, "Is there a pattern here?" Then ask, "Am I willing to do something about it?" You are doing too much and your team is accomplishing too little You set goals that don't happen and you constantly revise the due dates Your vision is inspiring to you, but no one else gets it You can't get your to-dos finished on most days You are giving up days off and holidays Believe it or not, these are very, very common problems with leaders in many types of organizations. When I ask if they are willing to do something about it, I get a wide variety of answers, including the following: I don't have time to do anything more... My team just isn't up to par... It will cost too much to work on it... I'm doing everything possible and nothing works... And...It doesn't matter, the situation is hopeless and nobody will change... These answers are what I classify as denial. I define it as denial because the leader has a lack of self-awareness and is not thinking about the consequences of his or her actions or lack of actions. The leader typically is not willing to change his or her patterns due to this denial. Here's the first question to ask yourself: "Am I willing to change myself and to begin a journey of personal growth and self-discovery to achieve my vision?" Next ask, "Am I willing to do what it takes to improve myself in order to improve my results?" I'd like to hear your answers. Please comment below, then let's schedule a time to talk about your revelations or lack thereof. I learn something from every person I meet. How about you?

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OS 039: Interview with Dr. George Fraser

Wed, 08 Feb 2017 05:00:00 -0000

Notes being prepared

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OS 037: Leadership Skills: Communication

Tue, 31 Jan 2017 02:55:55 -0000

Everybody talks about poor communication, but few do anything about it. - Hugh Ballou Communication is a Leadership Skill

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OS 036: Leadership Skills: Managing Opposites

Fri, 20 Jan 2017 05:00:00 -0000

Dreams are not the opposite of reality. Dreams inform reality. – Seth Godin* Leaders struggle with apparent conflicts and opposite strategies. Transformational Leadership is about transforming thoughts as well as cultures. Here are some conflicts that challenge me: * Perfection versus Moving Ahead * Details versus The Big Picture * Systems versus Creativity * Approval versus Vision * Push Leading versus Pull Leading * Providing Answers versus Asking Questions * Micromanaging versus Coaching When I was in elementary school, dreaming was discouraged. When I studied piano as a child, I was taught to read the notes and not make things up. In my first job, I was required to follow the rules and to not challenge the system. Things were different then. Things haven’t changed much in some circles, however. Leaders in charge are limited in their scope by their conditioning, both from their nuclear family and from what they have been taught. Leadership has been and is continuing to be redefined. The transformation continues with those who are capable, willing, and attentive. What we have been taught and what we have inherited are not working in today’s world. The culture we create and lead is a reflection of our skills and vision. Organizational transformation begins with the leader. There are many pathways to transformation. One channel is defined as Transformational Leadership. It’s a style of leadership defined by Burns and Bass in the 1970s and ’80s. I have added to their data with my musical profile in my Conducting Transformation paradigm. To have a look at what’s taught, get my free report, “Building the Business of Your Dreams” at http://theleaderaccelerator.com You will receive the report along with a series of videos and questions to help you think about your own transformation. In the series of messages, you will receive an invitation to a personal session with me without cost. You can define what you want to accomplish in that session. Are you comfortable moving to a place that might not feel comfortable? Sometimes where we need to move is a place we most resist. My job is to help you feel comfortable if needed, or to challenge your comfort level if that’s what you need and request. If you are tired of the mundane? Let’s chat about it. Check out my program http://leaderunbound.com * Seth’s blog: http://sethgodin.typepad.com/seths_blog/2015/07/opposition.html

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OS 035: Leadership Skills: Communication is Based on Relationship

Fri, 13 Jan 2017 21:52:03 -0000

The single biggest problem in communication is the illusion that it has taken place. - George Bernard Shaw Did you get my email?

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OS 034: Leadership Skills: Validating, Asking the Right Questions

Sat, 07 Jan 2017 21:25:17 -0000

Validation Is Asking the Right Questions We conduct surveys with the wrong questions and are not looking for data. We are mostly looking for a validation of our idea, position, or plan. I meet many leaders in the concept stage for a proposed enterprise. Whether it's a business or a tax-exempt organization, there are similar comments: "People really like my plan!" I ask if those who like the plan made a commitment to support it. Silence is the typical response. We ask if they like the idea (certainly, everybody will like the idea) without asking if they would make a purchase and recommend it to others. Or, in the case of a nonprofit, if they will donate or sponsor it. In the case of a mature enterprise, there's a different, however, similar situation. The leader is not vulnerable enough to ask the hard questions and then listen to be able to receive information that will improve the entity, the performance of the culture, or their own performance. We, as leaders, typically are not willing to open up and receive information that will fill in the gaps in our perspective in order to be a better leader. It's time to change that. I'm not always the best at doing this, however, I continue to work on my own personal gaps. Here are my principles for questioning: * Ask contrasting questions: If the questions are all just with prejudice in supporting your bias, then what's the use? Ask one question that is directed to your position, framing the question as such. Next, reverse the paradigm or ask if the person has a different point of view to share. Ask why. * Ask open-ended questions: We often ask yes or no questions or multiple choice questions. Those types of questions are not as helpful as open-ended and neutral questions, such as, "Tell me about..." or "Comment on..." * Listen carefully with intention for words and inflections: The choice of words and the emphasis and inflection can impact the meaning of the response. If there's an inconsistency in words and emotion, then ask for clarification. * Listen and observe: Look for and make eye contact. Focus on the person and don't take notes until they have completed their statement. Observation will reveal as much or more that just the words. * Leave a minimum of 4-seconds of silence after the other person has finished speaking: After observing and listening with intention, take a moment to make notes. This validates that the person has been heard. Silence is clarifying for the listener, as well. * Do not defend your position: Just listen with intention and give yourself time for reflection. Being defensive might shut down a communication channel that's helpful. Listen, give time for reflection, ask for a future time to respond. If you are also asking these questions of others, it might be helpful to get other perspectives to get the full picture. Making good decisions depends on complete data.

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OS 033 - Leadership Resources - Personal Growth

Sun, 01 Jan 2017 17:17:53 -0000

“We should not judge people by their peak of excellence, but by the distance they have traveled from the point where they started.” ― Henry Ward Beecher Leaders Are Constantly Working on Skills For Nonprofit Leaders: 1) Nonprofit Performance Magazine (evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p11986) For the first time ever, nonprofit leaders have a leadership magazine dedicated to the needs of the social benefit sector…we are pleased to introduce Nonprofit Performance Magazine, the resource designed specifically for the nonprofit leader. Each quarter, this magazine will feature cutting-edge thinking from leaders in the fields of leadership, organizational culture, and nonprofit management, and special guest features. This magazine extends the work of the SynerVision Leadership Foundation and JMI, Inc., the creator of Professional Performance Magazine since 1989, by focusing on best practices, strategic thinking, and a collaborative mindset in creating a new culture of success for nonprofits. I have been working in the church for over 40 years, and have also been working with nonprofit (social benefit) organizations for over 30 years as an outside resource. There are recurring issues that present challenges to leaders in this arena, so I decided to launch a magazine to bring the best thinking from the most progressive leaders. The stories are timeless, so you'll want to claim every issue and hang on to them for future reference. We are offering a free digital subscription, so register now at http://nonprofitperformance.org (http://nonprofitperformance.org) Recurring Topics: Leadership: Tools and Skills to Build a Strong Culture of LeadersMember/Stakeholder Engagement: Keeping Them Interested and InvolvedFunding: How to Attract FundsStewardship: Managing Resources of People, Time, Money, etc.Teambuilding for Teams: Staff, Volunteers, Boards, CommitteesThe Academic Desk: Current Research Summaries and ResourcesThe Design Corner: How the Visual Impacts Our WorkMore than a Chair: Tools and Systems to Move Beyond Traditional ThinkingNonprofits that Work: Case Studies of Successful NonprofitsPlanning: Creating a Strategy that Delivers the Vision and Mission 2) Online Leadership Resources:The Community for Community Builders (evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p11988) SynerVision Leadership University is a community for community builders. We invite you to be part of an outlet that creates growth for your organization. There is a free level with lots of content, and a premium level providing more content and interactive sessions for only $8 per month! See more at http://synervisionleadership.org (http://synervisionleadership.org/) Here are benefits of this unique online community: * Peer-to-peer sharing of best practices * Learning from nonprofit thought-leaders * Video content on leadership organizational issues * Blog posts on current topics * Google Hangout Mastermind problem solving * And more...mostly user defined Check it out for free: http://synervisionleadership.

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OS 032 - Leadership Skills: Setting Powerful Goals that Work

Fri, 30 Dec 2016 14:36:35 -0000

Any idea that’s held in the mind and emphasized, that’s either feared or revered will begin at once to clothe itself in the most convenient and appropriate physical form that’s available. - Andrew Carnegie (to Napoleon Hill) I dream my painting and I paint my dream. - Vincent van Gogh A person who aims at nothing is sure to hit it. - Anonymous (evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p12171)The Problem Entrepreneurs think that having a plan stifles their creativity. Musicians know that having a musical score (a strategy) and having the skills to play (implementation skills) empowers them to perform with full access to their creativity. Having a plan allows the entrepreneur full access to their creative spirit because they can use their energy and brain power to execute the plan and not be held back by trying to figure out what to do next - then doing something out of order - then having to redo it. This is not an example of good leadership. Most entrepreneurs do not have written goals. Many of those who have written goals do not have an implementation process in place. Here is a short overview of setting goals that work. The Concept By writing down your goals and objectives, you will have an action plan for success. You will have a clear picture of what you want to have happen and what its cost and benefits will be. You will know where you are going and how you will get there. Focus on exactly what you want and go for it – with conviction and determination - and you will succeed. Begin by putting your name at the top of the goals worksheet. There is a realization that happens at that moment that is the beginning of success. You are the only one who can do this. You are the only one who can take responsibility. You are the one who will have a great impact on your life and the lives of others. Write down your goals. Goals that are not written down are only dreams. Write them down and move into action immediately. Choose goals wisely. Goal achievement is one thing--what you become and what happens to you and your team in reaching each goal is another thing. Take time to think! Take time to plan! Take time to study! Don’t confuse activity with achievement. Do not just say that you will succeed. Don’t wish that you could succeed. Don’t just expect the counsel of the successful. Act on the plan yourself. The Process * Clearly define your goals. Write them down in specific, measurable terms. Establish a completion date. * Identify obstacles to reaching your goals. * Determine who’s involved in or impacted by your goals. * List all the activities or objectives necessary for reaching your goals. Group them in 90-day benchmarks if the goal is more than 6 months away. * Sequence all activities. Concentrate on a single step at a time. Walk before running. * Estimate the time necessary for each objective and the total time for the goal. * Activate key activity dates on your planning calendar. * Begin action immediately * Be persistent in your plans. Don’t let obstacles or naysayers steal your vision. * Share your goals with anyone else whom you feel will help you along the way (maybe everyone listed on your goal sheet) or the team as a whole. Goals are SMART: Specific Picture what the end result will look like. Know what it is so you will know when you arrive. Be very specific. The goal must be written down to count as a goal. Otherwise, it is only a dream, which can change with a whim.

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OS 031 - Leadership Resources: Facilitation Tool - Problem Solving

Wed, 21 Dec 2016 18:42:47 -0000

Today's resource: A facilitation tool for solving problems Problem Solving Is a Process, Not a Snap Decision Few leaders or teams really understand how to create a process to develop lasting resolutions for problems. I have been a serious student of facilitation for many years. It was a logical segue from being a musical conductor. The basic concept is similar in that the facilitator (conductor/leader) guides a process for a group to function at their highest potential and using the best collective thinking skills. This is not "group think" in which each person caves in to the mandate of the leader without thinking for themselves. One facilitation tool I learned and perfected over 30 years of leading groups is problem solving. I'll share the concept in this post. It's difficult, however, to download 30 years of experience into 500 words. This overview will provide a perspective for creating your own process. The Problem: A situation is identified...a problem to solve, an opportunity to pursue, a conflict to resolve, etc....and the group wants to identify a solution right away and proceed with implementation. This is a flawed model because there is not a full understanding of the facts on either side of the problem. Here are the problems a quick solution misses: * Is the Problem Really the Problem? If each person in the group is asked to write a definition of the problem, it's typical that there will be many definitions of what the problem is. The process is flawed from the start because each person is attempting to solve a different problem - the one they see. It's important to develop consensus on this. * Is There an Understanding of Why the Problem Exists? Proceeding with resolution that actually fixes the problem depends on an understanding of the facts. Creating solutions that last is important. This means understanding what problem you are solving. * Is There Knowledge of Alternative Solutions? One solution rarely provides a lasting result. One solution rarely encompasses all the issues. Moving too fast to seek resolution might limit the options and keep the right option hidden. * Is There a Potential Sequence of Steps to the Result? Defining one step to a solution often misses incremental steps in a process for lasting results. So, a quick fix is fast, flawed, and temporary. This does not represent effective leadership. Here is the problem-solving model I have learned and improved over many years: * Clearly State the Problem: Get input from the group in defining the problem. Often the perceived problem is not really the problem. Many times the problem is one step back or one level higher than the stated problem. Sometimes there are multiple problems. Therefore, the team might need two problem-solving exercises to fully accomplish its goals. Have the group come to consensus on the exact language that clearly defines the problem. The exact language is essential. Changing one word typically derives two different outcomes. This takes time, however, it will save lots of time...and money...and stress...and relationships...in the long run. * List ALL the Parts of the Problem: All means all. Create a comprehensive list. Be open to reviewing and revising the problem statement. Getting this perspective reveals things that people may not have previously been aware of and how it will impact their thinking. Group these ideas by concept, issue, topic, or another definition. Give weight to the items. This way the group sees which ones are more important. * List ALL the Potential Solutions: Do not prioritize. Do not judge. Do not limit the options. Once the list is complete, reflect on the list. See if ideas can be combined for strength.

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OS 030 - 5 Perilous Practices That Take Good Leaders Down

Wed, 14 Dec 2016 05:00:00 -0000

We all do things that we wish we had not done. Those are usually called “Learning Experiences,” unless the event creates a catastrophic backlash or questions the leader’s integrity. We can use whatever words we want to use, however, in some circumstances those words might create negative results that diminish the credibility of the leader. Choice of words is power, and choice of words is integrity, especially for the entrepreneur and thought leader who must establish a position of influence to support a niche. Here is my list of behaviors that bring down leaders in any type of organization: * Ignoring Signs of Problems: There are many reasons that leaders don’t respond to issues that arise in day-to-day activities. First, the leader is unsure of what to do when surprised by unexpected actions or results. The top reason I observe for leaders at any level not responding to unacceptable behaviors or actions is a fear of not being liked. The script that leaders play to themselves is that they must be liked for people to want to follow them. That’s not true. It’s important for people to respect the leader and trust in the leader’s abilities in order to be an active participant. A musical analogy for this dynamic is this: the conductor stops the rehearsal and points out that the trumpets are too loud and that the flutes are not in tune. The conductor presents these as facts and not as a personal criticism. The conductor then defines the prescription to the problem as follows: trumpets, take the dynamics down one level and flutes, you are slightly flat. The players are not offended and the rest of the orchestra is not horrified. It’s just the reverse. If the conductor did not address the problems and provide the solution, then they would be considered a poor leader. Leaders in business could benefit from this model. Define the problem. Address it as soon as possible. Be factual and specific in the analysis of the problem as well as the solution. It’s possible because the orchestra has established a culture of high-performance standards that everyone understands and supports. Tip: Deal with the problem as soon as it is noticed or the problem only gets worse, costs money, wastes time, and damages relationships. * Cutting off Team Members with Ideas: It’s only the insecure leader who doesn’t want to gain the perspective of others on the team. If the leader can’t respect the opinion of team members, then it might time to get a new team. Tip: Don’t attempt to be right all the time; instead, work to make others always right. This way time and energy are available to focus on the top leadership priorities that only the top leader can do. * Taking Back a Delegated Project: Nothing is more damaging to team spirit and personal initiative than the leader who takes back a project or assignment to do themselves. There are two messages implied in this action: 1) the person to whom it has been assigned is not capable of successfully completing the project; or 2) that there is no chance of anyone other than the leader being successful. This is a no-win action. There is a full set of leadership competencies tied to delegation. Most leaders do not even know that these competencies exist and certainly don’t know that they are needed. Tip: Learn about the reciprocity of leadership over-functioning and team under-functioning. Teams under-function mostly because the leader does it all. What’s the point of even trying? * Valuing Results and Not Individuals: Effective leadership depends on effective relationships. Value results. Emphasize results. Focus on results. And constantly work on relationships. Tip: Learn to develop healthy boundaries so relationships don’t depend on people “liking” the leader,

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OS 029 - 5 Leadership Power Myths

Sat, 10 Dec 2016 00:14:18 -0000

* Leaders Lead for a Position of Power Myth It’s the BOSS syndrome. It’s not effective. Your position and title is not enough to motivate others to follow you. It’s like when your mom said “Because I’m the parent”, it didn’t inspire cooperation, it probably inspired defiance. Tip: People follow clarity and energy Learn to communicate your vision so people understand where they are going…they want to follow, help them do it. Leadership isn’t about power of position, it’s about influence. Be the influencer and you’ll attract people who have a passion for your vision. * There Is Only One Leader Myth In autocratic or charismatic leadership models, there is only one leader who makes all the decisions and calls all the shots. The style is that the one leader commands lots of followers. It’s all about ego and not about teamwork. Tip: Leaders become successful if they empower, coach, and mentor others. Leaders equip and empower others to lead. This is a related topic to #1, which is about power. If there’s only one leader who holds all the power, then the team is not effective or efficient. Transformation leadership is about a culture of high performing leaders. The organizational leader builds leaders on teams. This is creating and ensemble of excellence by building high performing, high functioning, synergistic cultures. * Leaders Always Have All the Right Answers Myth Somewhere we have learned that the leader must have all the right answers…WRONG? I don’t know who made this up, but it’s 180 degrees off. Those whose we lead naturally come to us for answers to questions. We make it worse by attempting to answer all questions because we think it’s our responsibility. Tip: Learn to ask good questions. Leaders ask the right questions and then listen carefully to the answers. Leaders are mentors of other leaders in the organization. We coach and mentor others on fulfilling our vision and mission. Make sure that others are right and take the focus off of being right yourself. * Leaders Control Everything Myth Leadership is about the future, not the past. Joel Barker has the best quote about leadership, "A leader is someone you would follow to a place you would not go to by yourself.” Effective leaders cultivate respect because they build strong relationships. Trying to control everything is a sign of insecurity. Tip: The effective Transformational Leader defines the end result and then coaches, mentors, and empowers others to achieve those results. Failure is a way for team members to learn better leadership skills. We assist in order to minimize the risk of failures…which we reframe as learning opportunities. * Leaders Know More Than Anyone Myth Educational degrees may mean you have a good education, but it doesn't necessarily mean you are a good leader or that you have any practical knowledge. Transformational Leadership is modeled after the military, in that it’s a culture of high performing members, who understand objectives and tactics to achieve those objectives. Their leader is in front, but not in control. Everyone on the team is an expert at some level. Tip: Learn to be a student of leadership and commit to continuing improvement. Transformation of an organization begins with the leader’s own transformation. The culture is a reflection of the leader. Leaders learn from everyone and from every situation. Those who think that they know it all are missing out on their own personal improvement

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OS 028 - 5 Leadership Mindset Myths That Kill Entrepreneurial Ventures

Wed, 30 Nov 2016 05:00:00 -0000

The Law of the Lid Your leadership is like a lid or a ceiling on your organization. Your church or business will not rise beyond the level your leadership allo...

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OS 027 - 5 Leadership Gaps that Compromise Success and Set Up Failure

Fri, 25 Nov 2016 05:00:00 -0000

Efforts and courage are not enough without purpose and direction. - John F. Kennedy Removing the Barriers to Success When I work with leaders, I find repetition of some of the same issues. The issues are mostly of our own causing. Leadership actually sets up problems. We then are confused and point fingers at others, when we should be looking in the mirror. Here are some of the most prevalent barriers to success that I encounter: * Not Knowing Self: What's blocking our success is not knowing what really is happening in our subconscious mind and not being aware of how past issues are crippling future success. It's crucial to understand self and have an expert guide the process of self-discovery and awareness. We get trapped in a cycle and don't know what caused us to get trapped in the first place. * Not Having a Coach: Yes, I'm a coach and I'm certainly in favor of everyone having a coach. Actually, I have 2 coaches, so I do practice what I preach. I can't do for myself what I can do for others...none of us can, and if we think we can, then who do we think we are fooling? Look at those who are successful and explore how many coaches they have. Successful people have coaches...the rest think they can do it for themselves. * Not Having a Plan: The quantifiable difference between those who are successful and those who continually find that success is elusive...is a plan. Having a plan is a roadmap to your destination. It's not an option. * Not Having a Team: Building and maintaining a support group is how legendary leaders stay informed and inspired. In his research, Napoleon Hill discovered that the successful people he interviewed (Ford, Edison, Wanamaker, Woolworth, 5 Presidents, and more) all had a group of successful individuals they used for a mastermind support system for inspiration and problem solving. We become like the people we hang around with the most. * Not Having an Accountability Process: Having the motivation and support of those who hold leadership accountable is a trap. Marginal leaders make excuses. Effective leaders have transparent accountability. Check out my posts at SynerVision Leadership Foundation about leader burnout and let me know what you think. Click HERE (http://synervisionleadership.org/burnout/)

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OS 026 - 5 Inherited Leadership Myths that Limit Effectiveness

Wed, 23 Nov 2016 22:17:12 -0000

The myths that we have been told or that we tell ourselves. Basically, this is about what leadership isn't! The leadership myths: * The Myth of Position - It's not about being the boss. We tell our selves that we can't do much since we are not at the top. This is not totally accurate. We have limits to our authority, but not to our influence. We influence others no matter were we are in the organizational chart. I prefer to think that an organizational chart as overlapping circles rather than lines, boxes, and grids. Leadership is not POWER. * The Myth of Destination - It's not about waiting until when we get to the position of authority. Leaders are not born, leaders are developed. This development of skills doesn't happen in a day (I.e., the day of arriving at the place of authority) leadership develops daily. Continuing improvement is the pattern to model. It's typically thought that a person can't lead from any position. We can lead from any position. We influence others no matter where we are on the chart. The perception that achieving a high leadership position means that there is more freedom at the top. That's not true. Actually, responsibilities increase as the job level increases. The old saying that the grass is greener on the other side of the fence is true. It's only greener until you get there. Leadership is not TITLE. * The Myth of Inexperience - Perfection paralysis keeps good people from becoming high achievers. Actually, perfect is the enemy of good. Let go of control and just be. The "I get the job or I'm not playing" isn't the best plan either. Leaders influence others by choice - either good or bad. It's a choice. Leadership is not PERFECTION. * The Skills Myth - Leaders are not born with natural abilities. Leaders are created. Leaders are trained. Leaders are people who learn leadership. Those who claim natural leadership powers are those who are just bossy. Leadership is not a BIRTHRIGHT. * The Myth of Potential - Not performing as good as possible because promotion to a top position doesn't appear to be possible is not a good plan. Always seek to grow personally and employ best skills and practices no matter what others do or what others think encourage. Be the best possible leader no matter what. Leadership is not STATIC.

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OS 025 - Smart Leadership Decisions #5: Learning Effective PR

Mon, 14 Nov 2016 17:00:00 -0000

Interview with Cheryl Snapp Conner

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OS 024 - Smart Leadership Decisions #4: Managing Group Conflict

Fri, 11 Nov 2016 16:56:00 -0000

Interview with Bill Stierle

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OS 023 - Smart Leadership Decisions #3: Background Check Strategies

Mon, 07 Nov 2016 16:37:00 -0000

Interview with Justin Recla

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OS 022 - Smart Leadership Decisions #2: Telling Your Story

Mon, 31 Oct 2016 04:00:00 -0000

Hugh: Hey, this is Hugh Ballou. My guest today is Gaydon Leavitt. His friends call him G. G, I hope I can call you that. I am your friend, right? Gaydon: Absolutely. Hugh: I met G recently, and I was just blown away by the level of his expertise in marketing and the level of the programs he has to offer those of us who are social entrepreneurs. We are working in a vacuum sometimes, and we think everybody ought to clamor to our door. But we really have not developed a marketing strategy to attract those people to the value that we have. G, welcome today. Gaydon: Thank you for having me. Hugh: We have a very dedicated group of social entrepreneurs who are changing the world. We don’t have a corporate job by choice because we have a value proposition that is just awesome. But we are stuck. Tell us a little more about your background. Why is it that you are qualified to talk to us about marketing? I know, but give us a little snapshot for people that are listening today. Gaydon: Marketing is the only thing I have ever done. There’s that. I worked at Ford doing the digital agency movement. This was in 2004-2006; this was before social media if you can imagine. At that time, I was really in charge of building an Internet department, getting CRM up and running. That was back before CRM was common. Everyone knows what a CRM is these days usually. Hugh: Tell us what that stands for. Gaydon: Customer Relationship Management software. Hugh: Is that Ford Motor Company? Gaydon: Yeah. This was at a regional group of dealerships. I was working for them and basically getting infrastructure in place. The punchline is that I did that for long enough—CRM, website, search engines, all that stuff. I was at the forefront of that. Once I got it set up for them, I knew that everyone else needed it. I started a digital agency. Back then, it wasn’t called a digital agency, but now it is. These days, digital agencies are really commonplace. A lot of companies do websites, search engine optimization, and social media. I was at the forefront of all that. Most people who know my background know that the real driver for what I’m doing is always being on the bleeding edge of the market, the innovation side of the market. When it comes to marketing, I am always looking for where it’s going and try to steal ahead. Hugh: Let me get this straight. You do things that work in real life. This is not just theory? Gaydon: Not at all. To give you an idea, I started my company January 1, 2007. It was actually January 2 because the city office wasn’t open January 1. The point is, 2007 was not the greatest year to start a business, it turns out. 2008 rolled in, the recession took its toll, but I grew our company 235% four years in a row. We did 700 client engagements, well over a million dollars. We were having a ball. We were having a good time. What happens was through the middle of a recession and growth, I became one of the top people in my field in the West, as it were, certainly in our state, which is the marketing capital of the universe. In 2012, I woke up. After having done strategy and digital services for 700 customers, I had really curated a case study. The 700-business case study. I knew what was going on because I was knee-deep in strategic marketing relationships with these 700 businesses. What I did was I compiled the data as it were. I put together the things that I knew were a problem. I knew people were missing. I did what I called root-cause analysis. This goes back to theory of constraints and other things I studied. I did a root-cause analysis to figure out what are the real problems in the SBM or small entrepreneurship space.

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OS 020 - Stupid Leadership Traps #4: The Job Description

Sat, 29 Oct 2016 02:30:03 -0000

Good intentions * Defines scope of responsibilities - most don't really do this they only are a list of tasks and limit responsibilities setting up silos and puts people into a “box" - but gets outdated almost as soon as it’s completed * Protects everyone - yes, is written correctly, if not the JD can create a liability for the employer in a lawsuit * Defines expectations - hardly ever includes * Clarifies a proper fit for the person - only if competencies ar defined in the document A new paradigm The Position Definition Outlining Role & Responsibility * The competencies are clearly stated for the position - education and experience * Clearly define the role for the team member and the responsibility that goes with that role - example: Director of Marketing’s role is to create and implement marketing strategies for increasing the income by 25% over the next 12 months * Develop a set of Performance Expectations - define the outcomes for 30, 60, 90 days and for 1 year * Create weekly flash meetings for teams to share accomplishments from the past week and to define deliverables for the upcoming week.

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OS 019 - Stupid Leadership Traps #3: The Annual Review

Sun, 23 Oct 2016 14:01:16 -0000

Life is divided into three terms – that which was, which is, and which will be. Let us learn from the past to profit by the present, and from the present, to live better in the future. ...

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OS 018 - Stupid Leadership Traps #2: Managing vs Leading

Wed, 19 Oct 2016 21:00:00 -0000

Life is divided into three terms - that which was, which is, and which will be. Let us learn from the past to profit by the present, and from the present, to live better in the future. - William Wordsworth Profit is not about the money. This is leadership redefined. Read the transcripts at hughballoupodcast.com (http://hughballoupodcast.com) You manage things; you lead people. —Rear Admiral Grace Murray Hopper This (webkit-fake-url://3AF6D704-9AFB-4386-9F11-B125393E339B/Leading-vs-Managing-300x225.jpg) is a curious debate. Many in academia use management as the title for business leadership programs. For example, a well-known large university in my town offers a degree in management in the business school and allows for a minor in leadership, which is under the college of life sciences and agriculture. Fortunately, the professor leading that program understands leadership and knows how to apply it in a practical way. I don’t feel that a degree in management qualifies a person to lead an organization, a team, or a project. Its basis is in other areas. As Stephen Covey points out, we manage time and lead people…we manage money and lead people…we manage project implementation and lead people…we manage things and lead people. There is a distinct difference. Managing people fits an autocratic leadership style and not a transformational leadership style. It can be a form of overfunctioning. Top down leadership that is autocratic minimizes the synergy of the team. Here’s a simple chart of my thoughts on the differences: Topic Leader Manager Style Transformational Transactional Direction Engages Demands Conflict Addresses Avoids Risk Takes Minimizes Affirmations Gives Takes Concern Helps others to be right Being right Blame Neutralizes Blames others Energy Passion Control Power Influence Authority Focus

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OS 017 - Stupid Leadership Traps #1: The Bad Meeting

Fri, 07 Oct 2016 04:00:00 -0000

Conducting High Performance Meetings Hugh Ballou Conducting High Performance Meetings Is Like Conducting a Symphony Orchestra Conducting a mediocre rehearsal sets the stage for a mediocre performance. A skilled orchestra or choir conductor knows that creating an excellent performance begins with creating an excellent rehearsal – every note has integrity. Corporate leaders conduct boring, unproductive meetings and expect excellent results despite the poor rehearsal. There is not difference in a corporate meeting or a symphony rehearsal. It’s Hugh leadership principle #3: Rehearse for Success. This principle is true for all we do in leadership! When the conductor steps on the podium to conduct a meeting (rehearsal) with an orchestra, he or she is thoroughly prepared for success. Not only are the outcomes in mind, but also the process to get there has been completely planned. With Hugh’s 10 tips for conduction high performance meetings you will equipped to transform your corporate culture to the DNA of excellence that is embedded in every great symphony orchestra around the world. Clearly state the purpose for the meeting. Don’t hold a meeting unless there is a reason. Know why you are holding a meeting and tell others why. Give a definition of the expected output of the meeting. Never, every use an agenda for a meeting! “Agenda” implies activity. “Deliverables” implies and drives for results. Articulate the meeting objectives as clearly stated deliverables or some other term that communicates completion of specific objectives. Review the entire flow for the session at the beginning Explain what will happen and when it will happen in this meeting. Help people understand where the meeting is going and how the group will bet there. This will help each participant be fully present for each part of the meeting and to trust the process. Explain what type of discussion is needed (brainstorming, sorting, prioritizing, etc.) at each point in the meeting and define how those concepts will work. Explain how decisions will be made. Plan the meeting thoroughly Begin with the deliverables, that is, know what you want to walk away with at the end of the meeting. Express the deliverables using specific, measurable outcomes. When planning the meeting, allow twice the meeting time for your planning process. In order to get the best results a commitment to the best planning is necessary. Yes, that’s a 2:1 ratio. Spend twice the time planning the meeting to get the best results from your team. You have good people. Give them the context for getting their best thinking skills and for making the best decisions. Here’s another important planning principle: only plan for 65% of the available time. Some items will take more time than planned. Be efficient with your time and respect the time of others! You will get their best participation. Outline every part of the meeting in your planning guide. Define how much time it will take to introduce the deliverables and give an overview of the meeting. Define how much time it will take to brainstorm, sort and refine. Do not leave out any part of the process.

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OS 016 - Leadership Interview with Jeff Magee

Tue, 04 Oct 2016 04:00:00 -0000

Jeff Magee's credentials are significant. He is a Certified Speaking Professional, a Certified Management Consultant, and a Certified Professional Direct Marketer. He has been recognized as one of the "Ten Outstanding Young Americans" (TOYA) by the U.S. Junior Chamber of Commerce, and twice selected to represent the United States at the World Congress as a Leadership Speaker (Cannes, France and Vienna, Austria). A three-term President of the Oklahoma Speakers Association and twice awarded their Professional Speaker Member of the Year, today, the Chapter's outstanding member of the year is awarded the "Jeff Magee Member of the Year Award." Jeff served for four years as an appointed Civil Service Commissioner (Judge) for the City/County of Tulsa Oklahoma. Many of the Fortune 100 firms today use Jeff for Performance Execution® in the areas of managerial-leadership effectiveness, human capital performance, and sales training and coaching. He also been invited to keynote at many major associations in America and speak at West Point Military Academy on leadership. Jeff is publisher of Professional Performance 360 Magazine and with Hugh Ballou is co-publisher of Nonprofit Professional Performance 360 Magazine.

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OS 015 - Legacy Interview with Cal Turner, Jr.

Sat, 01 Oct 2016 04:00:00 -0000

Cal Turner received his B.A., cum laude, from Vanderbilt University in 1962. Following his graduation from Vanderbilt, Mr. Turner served for more than three years as an officer in the United States Navy. In December 1965, he began his career at Dollar General, the company founded by his father and grandfather in 1939. He succeeded his father as president in 1977 and as chairman in 1988. At the time of his retirement in 2003, Dollar General had grown into a New York Stock Exchange retailer with more than 6,000 stores in 27 states and annual sales in excess of $6 billion.

Mr. Turner has served on the boards of a number of civic and charitable organizations, including the Easter Seal Society of Tennessee, Inc., Leadership Nashville, the PENCIL Foundation and the YMCA of Middle Tennessee. From 2000 – 2001 he was president of the Board of Governors of the Nashville Area Chamber of Commerce. He is a past chairman of the Board of Trustees of Lindsey Wilson College in Columbia, Kentucky, a current member of the Board of Trustees of Fisk University in Nashville, Tennessee, and Vanderbilt University in Nashville and present Chairman of the YMCA of Middle Tennessee.

In 1988, Mr. Turner accepted the Presidential Award for Private Sector Initiatives from President Ronald Regan at a White House ceremony. In 1991, the Sales and Marketing Executives of Nashville recognized Mr. Turner with the Summit Award for his excellence in management. He received the Silver Hope Chest Award in 1992, an honor presented annually by the Middle Tennessee chapter of the National Multiple Sclerosis Society. In 1994, he was honored as Nashvillian of the Year by the Easter Seal Society of Tennessee. In 1997, he received the Alexis de Tocqueville Society Volunteer of the Year Award from the United Way of Middle Tennessee, and, in 1998, he received the Vanderbilt Distinguished Alumnus Award. In 2002, Meharry Medical College presented Mr. Turner with the school’s prestigious Salt Wagon Award, given for acts of kindness and commitment to Meharry Medical College and its mission.

Cal Turner’s commitment to the Methodist Church has been a lifelong personal ministry of faith. The Tennessee Conference of the United Methodist Church inducted Mr. Turner into the Fellows of the Society of John Wesley in 2001, for distinguished service to local church mission and ministry. In 2002, Mr. Turner was award the Stanley S. Kresge Award by the United Methodist Higher Education Foundation for his commitment to higher education.

He and his wife Margaret are the parents of Cal Turner, III, who, with his wife Hope, are the parents of Cal Turner, IV, Alex Turner and Will Turner.

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OS 014 - Legacy Interview with Frank Shankwitz

Fri, 30 Sep 2016 04:00:00 -0000

The story of how Make a Wish Foundation as started by Frank Shankwitz.

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OS 013 - Legacy Interview with David Stanley

Thu, 29 Sep 2016 14:09:34 -0000

Interview with David Stanley Hugh: This is Hugh Ballou. Today, I am interviewing David Stanley. David, you and I have known each other about ten years. David: It has been a while. How are you doing today? Hugh: I’m doing great. I interviewed you years ago, in 2007, for my book Transforming Power about your leadership skills and putting a team together to do a movie. Your themes have been around your brother, Elvis. You are launching an initiative called “My Brother Elvis.” Give us a little background on who you are, your relationship with Elvis, and why this vision is so important to you and to others. David: Let me start off by saying I am excited about the new foundation called My Brother Elvis Foundation, which is a charity designed to educate and support and fight against the drug abuse problems that we have in America today. Some may ask why I would want to do that and what that has to do with Elvis. I spent seventeen years with Elvis Presley beginning in 1960 when my mother divorced my father and remarried Vernon Presley, Elvis’s father. I became Elvis’s stepbrother and moved into Graceland in 1960, and I lived there for seventeen years. This was a great experience. Elvis was a wonderful human being. He took me into his family. He really raised me. He was my father figure, my mentor, the person I looked up to. It was unusual to be driven to school in a pink Cadillac every day; I got a lot of attention for being Elvis’s brother. It was a very cool lifestyle. In 1972, I went to work for Elvis as his personal bodyguard. Working for Elvis meant being part of his entourage, traveling with him everywhere. I went on tours with him, to movie studios. Wherever he went, I went. When I toured with Elvis, I saw a chink in the armor. Elvis had a drug problem. He started off taking a couple pills to help him sleep. That number went from two to four, four to six, six to eight, and by the late ‘70s, Elvis had a very serious drug addiction problem. Unfortunately, we lost Elvis to a drug overdose on August 16, 1977. I was there. I walked into his bedroom to discover his lifeless body. While this is a very brief interview, it’s hard to discuss all of this in detail. That’s why I wrote a book called My Brother Elvis: The Final Years, which is about the final five years of my life with Elvis on the road and the things we are discussing right now. I wrote this book to tell this story about Elvis’s tragedy. Growing up with Elvis, he was such a giver. He was always giving to charities, giving his time and money. He kept writing checks to different charities throughout the world. That was his ultimate gift. I thought about my life. I was brought up this way. I saw the tragedies of what drugs can do firsthand, and now I am telling his story. Elvis’s death does not have to be in vain. Sure, it was a tragedy. Sure, he was a wonderful, loving person, a wonderful father, and a great big brother. He was the king of rock and roll. But the tragedies and realities of the human side of Elvis Presley cost him his life. I said to myself, “I can write this book and share this story. I’m not going to do a tell-all.

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OS 012 - Transforming Your Leadership Skills with Ed Krow

Wed, 28 Sep 2016 16:00:00 -0000

Ed Krow is the Talent Transformation Expert for businesses looking to achieve 8 figure growth. He delivers captivating, high-energy keynote presentations that challenge the traditional model of HR and prepare decision makers for motivating their people with a win-win strategy.In his career, Ed has helped over 250 clients, including Fortune500 companies, achieve talent and culture transformations. As a result, audiences value Ed’s deep understanding of the employee/employer dynamic and his ability create a connection with them right away. On stage, he provides practical approaches, tools, and relevant stories to inspire action.A speaker, trainer and coach certified by The John Maxwell Team; Ed’s topics bring a refreshing perspective on how to leverage what is commonly viewed as “people problems” and turn negative growth into business success.Ed is a member of the National Speakers Association, the Forbes Coaches Council, and a regular contributor to Forbes.com. He is the author of "Strategic HR: Driving Bottom Line Results Through Your People."When he’s not on stage or helping clients, Ed teaches at Millersville University. His first love is family, with golf vying for atight second. If you do catch him at home, he’s likely cheering forthe Notre Dame or Baltimore Ravens football teamsThoughts from Ed KrowBe Like SALT: A Well-Seasoned Approach to LeadershipI'd like you to think about what salt does for us. Our bodies need sodium as a vital nutrient. Salt is a preserver of foods and meats. Salt enhances flavor for us in our food. In olden times, salt was extremely valuable and was used as a trading mechanism. In fact, the word “salary” comes from the Latin word for salt. Now, we're not sure why, although there are some stories that say that Roman soldiers, during the height of the Roman Empire, were actually paid in salt due to its value. In fact, the availability of salt has been pivotal to civilization.Perhaps you’ve heard the phrase, “She’s salt of the earth”? When we say that, we mean that person is a good and honest person.At any rate, why do I say that we need to be like salt? As leaders, it's our job to enhance our people to make them better than they were when they came to us. That's the same thing that salt does for our food: It makes it taste even better.As leaders, isn't it our job to engage our people and preserve them for the company, just like salt does for foods? And isn't it our job to ensure that our workplace is healthy, thriving and has all the nutrients it needs to be successful? Just like salt for the human body.When we think about salt, we probably take it for granted. It's on every restaurant table; it's in every kitchen; it's probably on your dining room table. It's there when we need it to add a touch of spice to things. As leaders, we need to be there, be readily available for our people. It's OK if we're in the background, but we're there when they need us to add that little pizzazz that they need to get through their workday or to get through that big project.However, we also know that too much salt is not good for us. It can cause high blood pressure, among other things. Being an overbearing leader can have the same result. Not allowing our people to make decisions for themselves, not allowing our folks the opportunity to thrive on their own without our influence, is extremely detrimental. An overbearing leader stifles the creative flavor of their people, much like using too much salt on food takes away from the enjoyment of that food. If we routinely over-lead our people, it's not healthy for their development or for their long-term engagement with the organization.I believe we need to be like salt.

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OS 011 - Legacy Interview with Berny Dohrman

Tue, 27 Sep 2016 04:00:00 -0000

Berny Dohrman, Founder and Chairman of CEO Space remembers the work of his father, Alan Dohrman and talks about his own legacy of Cooperative Capitalism with CEO Space.

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OS 010 - Legacy Interview with Roberta Gilbert

Mon, 26 Sep 2016 04:00:00 -0000

Hugh Ballou interviews author, coach, and seminar leader, Dr, Roberta Gilbert, MD on her work with Murry Bowen.

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OS 009: Identify What Blocks a Leader's Success, Pt 2

Sat, 24 Sep 2016 12:03:00 -0000

Unblocking ourselves starts with knowing ourselves. This 2-part session is about knowing self through the work of Murry Bowen, who created a very useful and relevant leadership system. Here's part 2. Here's the transcript: About Murry Bowen A psychiatrist, Bowen had dedicated his life to the “human cause,” producing a remarkable new theory of human behavior, family systems theory, also known as Bowen theory. The new theory has the potential to replace most of Freudian theory and to radically change treatment approaches, not only in psychiatry, but in all of medicine. Potential applications of Bowen theory extend beyond the human family to nonfamily groups, including large organizations and society as a whole.* *Gilbert, Roberta M. (2011-03-14). Extraordinary Relationships . Leading Systems Press LLC. Kindle Edition. Other Bowen Terms Relating to the 8 Concepts in Part 1 Guiding Principles Statements that guide our decisions personally as well as in organizations. Written principles provide a foundation for differentiating self and for alignment in groups. Anxiety When the leader is anxious, that emotion spreads to everyone in the group. This leads to everyone in the group emotional system potentially escalating the emotional state and making decisions based on emotions rather than using sound thinking. Focus Child When the leader focuses the negating energy on one person is like the parent blaming one child continually for bad behavior. This is a downward spiral where the focus child (or blamed person in the group) actually takes on the behavior that they are accused of. Basic Self/Pseudo Self Basic Self is making decisions using our guiding principles. Pseudo Self is making decisions to gain the favor if others regardless of our own principles. Fusion Reflexive, or automatic, behavior in families moves toward undifferentiation of fusion with others. The condition of fusion is the "eclipse" of one self by another self or by a relationship system. When fusion occurs, an individual loses personal distinctive attributes and becomes lost or submerged in the characteristics of the other or the relationship system. Nodal Event A nodal event is a significant change, such as a migration, that brings with it many related changes. In retrospect, a nodal event appears as a turning point in the intergenerational history of a particular family. Patterns of interaction in these periods generally reflect important characteristics of the overall functioning of a family. Nodal events also include birth, marriage, death, divorce, illness, institutionalization, and occupational change. These complex major shifts in a family's relationship network trigger automatic behavior patterns that may or may not be adaptive for the family undergoing these changes. Links: 8 Bowen Concepts on the Bowen Center Site: http://www.thebowencenter.org/pages/theory.html (http://www.thebowencenter.org/pages/theory.html) Books on Bowen Syetems: Extraordinary Relationships: A New Way of Thinking About Human Interactions http://amzn.to/HuEHlG (http://amzn.to/HuEHlG)

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OS 008 - Identify What Blocks a Leader's Success, Pt 1

Thu, 22 Sep 2016 14:42:00 -0000

About Murry Bowen A psychiatrist, Bowen had dedicated his life to the “human cause,” producing a remarkable new theory of human behavior, family systems theory, also known as Bowen theory. The new theory has the potential to replace most of Freudian theory and to radically change treatment approaches, not only in psychiatry, but in all of medicine. Potential applications of Bowen theory extend beyond the human family to nonfamily groups, including large organizations and society as a whole.* *Gilbert, Roberta M. (2011-03-14). Extraordinary Relationships . Leading Systems Press LLC. Kindle Edition. 8 Concepts of Bowen Family Systems Links to The Bowen Center Triangles When there are three people in a relationship. Triangles are neither good nor bad - they are. Triangles sometime have one person on the outside when the other two are strongly connected causing tension. More: http://www.thebowencenter.org/pages/concepttri.html Differentiation of Self Strong grounding in personal guiding principles where a person does not depend on the approval of others for decisions. Each person in a group emotional system thinks for themselves rather than opting in to the will of the group in what's called "group think." More: http://www.thebowencenter.org/pages/conceptds.html Nuclear Family Emotional System The basic family unit is where we learn patterns and behaviors. By observing our family, we learn about ourselves and gain abilities to observe other emotional systems. More: http://www.thebowencenter.org/pages/conceptnf.html Family Projection Process We all inherit problems and strengths from our parents who have projected their fears and hopes to us. Observing these patterns frees us the be independent and function in basic self. More: http://www.thebowencenter.org/pages/conceptfpp.html Multigenerational Transmission Process We all posses learned behaviors that have been taught to us knowingly and unknowingly through multiple generations. Response to these emotional triggers results in less differention of self. Observing these patterns allows us to make good decisions staying true to our basic self. More: http://www.thebowencenter.org/pages/conceptmtp.html Emotional Cutoff This is where we avoid or minimize contact with people with whom we have unresolved tension. Often, we establish new relationships as a substitute with the same issues appearing over time. Meanwhile, the tension continues with the original person creating unresolved anxiety.

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OS 007 - Interview with Julie Cottineau

Thu, 15 Sep 2016 04:00:00 -0000

Hugh Ballou interviews author, coach, and branding expert, Julie Corrineau on he work and new book, Twist.

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OS 006 - Hugh’s 5 Pillars of Success

Fri, 09 Sep 2016 04:00:00 -0000

This session today is key. I am going to give you my five pillars of success. Each of these pillars is essential. Leave out one of them, and you are limiting your success by at least 50%. Over the 50 years of working with social entrepreneurs, I have found that there are many gaps. The series “Orchestrating Success” is about identifying those gaps, finding the missing elements that are limiting success for each one of us, and filling those gaps with knowledge, systems, and competent team members. Today, five pillars of success. I am going to give the five in a quick overview, talk about each of the five, and then summarize at the end what to do about it. Here are the five pillars. Number one is strategy, the absolute essential foundation of any organization, any business, any charity, any church. There must be a road map. I call it a solution map. Where do you want to be, and how are you going to get there? Pillar number one is strategy. We will talk more about it later. There was a session on it earlier, and we will go into detail on different elements. Number two is leadership. That is us. That is you; that is me. It won’t happen unless we equip ourselves to make it happen. Transform the idea. Transform the organization. It begins with transforming the self. Three is team. Surrounding yourself with highly competent people and getting out of their way. Four, financial. We must have somebody that understands finances, that is external to the organization or to our brain, somebody whom we pay to watch the dollars. I have seen lots of people raise lots of money and go bankrupt because they didn’t have somebody on the team with this expertise planning, evaluating, and monitoring the financial aspects of what we are doing. The last one is a support system. Every successful businessperson, performer, athlete, every successful person has a coach, a mentor, a support system around them, a combination of those. Let’s get started. Strategy. If you didn’t listen to it earlier, go back and listen to the session on strategy. Strategy is what we are going to do, when we are going to do it. It unlocks the key for team performance. People know when to be engaged when they have a strategy. They know what they are supposed to do when they are supposed to do it and what the result looks like. The strategy is your road map from here to where you want to be. Strategy is a plan that you develop. It’s not a business plan; it’s an operational plan. In my world, a business plan is a financial document that you share with a bank or an investor. That is just a footprint, an overview, a snapshot of what your business looks like. A strategic plan includes strategy; it is an operational plan. There is a quantifiable difference. Understand the difference. Build your strategy. Plan your work, work your plan. That is the only way. Strategy talks about your long-term strategic objectives. That is 3-5 years out. What is your target? Where will you be? Define the future in the present tense. One year, short-term goal. Define the future in present tense. One-month milestones. Those are 12 accomplishments during the year. Weekly to-dos. Everything so far has been defining the future in present tense. The weekly to-dos are tactical. Many leaders start here. Here is the tactical part. We have not got the long-term vision, the mid-term vision, or the short-term vision in place. All we are doing is tactics. We have so many tactics that they ultimately have the risk of cancelling each other out. We duplicate efforts and have to repeat actions because we didn’t do them in order. Sequence is key. These tactics are in sequence. You have a linear plan. The secret sauce for me is DVDs, Daily Value Deliverables. I suggest three goals as the limit for most organizations. Most leaders can manage three. I think there are three areas: financial, operational, and what you are delivering.

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OS 005 - Build a High Functioning Team

Fri, 02 Sep 2016 04:00:00 -0000

Hey, it’s Hugh. Thanks for joining me today. Today’s topic is how to build a high-functioning culture. I spent 40 years as a musical conductor. I will use musical analogies; I can’t help it. I know how to build a high-functioning culture. I worked 40 years building choirs, hiring great orchestras, and putting them together to create great ensemble. The name of my companies is based on the combination of the words “synergy” and “vision.” Synervision represents, in a non-musical situation, that sense of ensemble, which defines a higher functioning culture. Although these very competent musicians don’t give up their skill to be in a group, they enhance that skill with paying attention and performing together at a much higher level. The conductor doesn’t make it happen; the conductor inspires it and gives the space, just like a leader of a charity, a corporation, a non-profit, a church, or a business creates the space for people to function. I find that the biggest limit to high-functioning cultures is the autocratic leader that says, “Do this and do it this way.” That just pours cold water on human initiative and enthusiasm. I call myself the transformational leadership strategist because I am not a coach nor a consultant. I represent the integration of strategy and performance. We have a piece of music as a conductor that is just a piece of paper with dots. Nothing happens until we make it happen. The performance mode is key. We are only as good as the team around us. If your team is not functioning, if your team is not representing your principles and values, we are in trouble. Assimilating a high-performing team is an art. Let me give you my four steps. This is a surefire way to make sure you have the right people in the right seat on the right bus. Building a high-functioning culture in the organization you are leading is very intentional. We talked in the last session about creating a strategy, and I gave you some beginning thinking points. Certainly it is a lot more complex than I can give you in a podcast. I can give you some of the fundamental principles in the place I sent you before, thedefinitiveleader.com. There are some leadership lessons there, and there is a free report there called “Building a Sustainable Enterprise.” It’s not by accident. We must create the strategy. Out of the strategy we define the competencies we are going to need in our organization: on our board, on our staff, the collaborators, affiliates, joint venture partners, it’s a culture of high performance. We as the leader define that culture. Transformational leadership is a leadership system that is a high functioning, high-performing culture. The culture responds to every nuance of the leader, just like a very skilled orchestra responds to every nuance of the conductor. It’s no accident. We influence and empower people, and we limit people. After we have worked on ourselves, which is the first step, followed by the strategy, and now, only now, can we find the right people to fit the values and the principles we have defined in our culture and the strategy. Here are the four steps. By the way, when you go to hughballoupodcast.com, you get the link where you can print out the lesson if you can’t write it down or are driving. Hughballoupodcast.com will take you to the landing page that lists all of these podcasts and the transcription of what I am talking about. We don’t expect you to remember it all, so we have written it out for you. If there is a download, it will be linked on that page. 1) Competency: You want to make sure you have defined the competencies for the people you want on your team. We have done this in the strategy. You sit down and make a list. Here are all the people I need, and here is the sequence. Your strategy defines what you need when. When do you need this competency? Do you have the resources to pay them?

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OS 004 - Creating Your Plan for Success

Fri, 26 Aug 2016 04:00:00 -0000

Creating income depends on creating a plan on how to attract profit. This session teaches the principles for planning.

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OS 003 - Hugh Ballou's 4 Success Principles

Fri, 19 Aug 2016 04:00:00 -0000

Welcome to session number three. I am excited about this one. I have been teaching leadership for 30+ years with social entrepreneurs. I am in the middle of watching the Olympics in Rio in 2016 while recording this podcast, and I came to the realization that I am addicted to these games. I also came to the realization that all of these American athletes have worked very hard. They have trained very hard. They have really good coaches. I meet people every day launching an enterprise, and they are just going to go do it, no coaching, no training. They are going to run a marathon and die on the road. This session is about equipping yourself for success. It’s a session about transformational leadership. Transformational leadership is the model for growing your business, and it’s infinitely scalable. It is about transforming your idea into results. It is about converting your passion to profit. It is about building your high-functioning team. It is about creating the life that you want. People say to me, “What does a musical conductor know about leadership?” I respond, “I am a musical conductor. I know about leadership.” Through 40 years of my career, I brought people together who were singers. I transformed them into a choir, and then I transformed them into an ensemble. Same thing with instrumentalists. Formed an orchestra, transformed them into this high-functioning team we call an ensemble. It is where the sum of the parts is not it; it’s greater than the sum of the parts. We have 50 players, 200 singers. It’s not about that. It’s about the culture of high performance to achieve that high standard of excellence. That culture is a reflection of the conductor, just like your team is a reflection of your leadership. When we want to complain about our team, it’s good to look in the mirror and understand why they are functioning that way. This session is about creating the culture of high performance. High-performing teams are a culture of excellence, and that is the point of transformational leadership. It was developed in the 1980’s by two authors Burns and Bass. Burns wanted to reform our political system, and his book was titled Transforming Leadership. We are still in that transforming phase. It has been adopted and moved into a style of leadership that is extremely powerful. As I said earlier, it is infinitely scalable. It is not about you; it is about the vision. It is not that we are the boss. We do what we want other people to do: we model excellence, commitment, and passion. Whatever we model, people will reflect to us. The leader sets the standard. The transformational leader builds leaders on teams, builds a high-functioning culture, mentors others, avoids micromanaging, learns to delegate, and first and foremost, influences others by power of influence, not power of position. It is not the boss, which by the way, is double s-o-b. We are not the boss; we don’t have to approve everything. We have defined a culture of high performance with the standards of excellence defined as guiding principles. By the way, if you go to my website thedefinitiveleader.com, you can get my free report on this. It gives you videos on these four principles I am going to talk about. It gives you a report about leadership, about how important this is to the excellence that you see and the vision that is in your brain. The session coming up next is going to be creating your strategy. It is important to begin with equipping ourselves for the journey, equipping ourselves to develop and implement the strategy. In this podcast, I am going to give you my four principles of leadership. If you can master these four principles, you can lead any organization anywhere. It will make you a better leader starting now. Four principles, number one: When a conductor steps on the podium, they know the score. Principle one is about foundations.

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OS 002 - Forecasting the future and making it happen

Mon, 15 Aug 2016 05:59:06 -0000

This session of Orchestrating Success is about forecasting the future and then making it happen. Orchestrating Success: Converting Your Passion to Profit. Don’t misunderstand this as being all about profit, all about money, all about the green back. It is an important commodity that helps us. It’s sort of like the gas. You get a car, which is sort of like building your business. You learn to drive it sometimes. Now you need to put gas in the car. It’s the fuel that runs your organization, the enterprise that you have been charged with leading. Effective leaders live in the future. We forecast what is going to happen. I remember somebody talking about a famous hockey player one time. They noted that he skated where the puck was going to go. He was there ahead of time. Think about visionary leaders. They are paying attention, looking at the future. That is part of it. Let’s envision the future in this podcast. Looking ahead: envision the future. When Napoleon Hill interviewed Andrew Carnegie, Carnegie introduced him to the most successful business leaders of his time: Ford, Woolworth, Wanamaker, Edison, five presidents, amazing people with amazing success. What Napoleon Hill found out is that every one of them saw the future and could see it in present tense. Definiteness of purpose is what he called that. We as leaders are charged with a vision. The vision is what takes us to where we want to go. Does it? No. The vision is the target. We take us where we want to go. There is a whole lot that needs to happen between the visioning and the arrival point. I’m watching the Olympics, and the track and field is this week. I really love it. I used to run in high school, and I still do; well, we call it running. It is equipping our bodies to do what our brains think we want to do. I have run several half-marathons and lots and lots of shorter races, and I don’t just get up one day and decide to run a road race. However, I meet lots of people, visionary leaders, who want to start a charity, a church, a business. They have an idea and are going to make it happen. Wait a minute, did you train for this marathon? Did you learn to fly the plane before you take off? Flying the plane might not be too hard; it’s the landing part that is tricky. Starting a business, a lot of people do that. Mark Twain used to say, “Giving up smoking is the easiest thing I have ever done. As a matter of fact, I have done it hundreds of times.” Sometimes serial entrepreneurs keep starting businesses because they don’t succeed. We read about the ones who start successful businesses, sell them, and then move on. We don’t read as much about the ones who start and don’t make it. Therefore, let’s equip ourselves for success before we start. Let’s envision the future. Then let’s create a pathway to get there. Envisioning the future, that is an art in itself. Let’s talk about leadership. There are many styles of leadership. Autocratic, charismatic leaders, we read about those. Those people are up there saying, “Do this, do this.” They are called the boss. They give all the orders. They manage. They create anxiety, which we call energy. They create all the stress for themselves. They are always in charge, and they are always giving orders. If that is the way you want to live, that’s okay; however, you might want to take a day off, you might want to go somewhere. We are going to talk in the upcoming sessions about building a system that is going to be the underlying foundation for your enterprise. It’s going to make money in several ways: make money while you are sleeping, make money with your team, your projects, your events, your products, and your personal activities. Before we get there, we have to look at the future. Now,

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OS 001 - The Introduction: Redefining Leadership

Mon, 15 Aug 2016 05:46:16 -0000

Welcome to Orchestrating Success: Converting Passions to Profits, Session 1. This is my brand-new podcast. The recurring themes that have come up over my 30+ years of working with leaders leading businesses, churches, synagogues, charities, and all kinds of organizations are themes that I am going to weave through this podcast over the different sessions. I have already interviewed some really great people with some powerful wisdom. In the next series of podcasts, I will be uncovering things like my four universal principles that will make you a better leader no matter where you are leading, and my five pillars of success: one, two, three, four, five, here is my pathway to success. I meet leaders doing all kinds of different things. I go to events. I keynote at meetings, conferences, workshops, symposiums, summits. I meet people at all kinds of gatherings where they are sharing information and improving their future. I commend people for studying. Many times, people come looking for the secrets outside of themselves. They are looking for secrets to come from someone else when in fact the secrets are inside. As a matter of fact, some of the secrets inside are the secrets that are holding us back. The barriers we create to success often are those barriers that we hold inside of us. They are those negative scripts, those things that we have been compromised with over the years, the things we don’t know about ourselves. There are the mistakes that we’ve made. It’s time to forgive ourselves and let go of those mistakes. Say, “It’s time to let go. I have done the best I can.” Those mistakes have been reframed from mistakes and redefined as learning opportunities. I have had many, many, many learning opportunities. This foundational podcast is about equipping self, unbinding self, releasing the barriers, discovering what is holding us back. It is the shadow that is inside of us that repels money, repels team members, repels customers, when we really want to attract those. Those are the people we need because we have something they need. I don’t know about you, but I listen to lots of podcasts. I learn lots of things from many people. Many people are very successful, and many of these successful people have a niche. This is what I do. I have been bombarded with people selling me, “This is the program that is going to make you rich.” Yes, we do need to make money. It’s not about the money; it’s about me making a difference in people’s lives and building a sustainable profit and income for myself and my business. We need to make money to make sure that we achieve the vision and mission that we see so clearly in our minds. Over this series of podcasts, we will look at some of these shadows, these barriers, these fears and obstacles that are holding us back. Let’s look at defining the life that we want, and then we create the enterprise that will support the life we want. When I meet people at different gatherings, they have great ideas, and out of every 100 people who have a great idea, only three people will do something about it and follow through. Out of those three people that do something about it, 90% will fail because they have not worked on their skill. One of the people I read and listen to is John Maxwell. John Maxwell talks about the different laws of success. One of those is the Law of the Lid. It says that our organization that we are charged with leading can only develop as far as our ability to lead. I tell people that, and I talk about the Dun & Bradstreet study that says 90% of businesses fail because the leaders can’t lead the business. People nod at me, tell me it’s interesting information but it doesn’t apply to them, and move on,

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Orchestrating Success

OS 140: Leaders Transform: Empowering Collaboration

OS 141: Preventing Conflict Before It Happens

OS 139: Motivating the Ensemble – Tuning into Individual Skills and Purpose

OS 138: Empowering and Delegating: Empowering and Delegating – Expanding Influence Through Ownership

OS 137: Leaders Transform: Communication and Collaboration

OS 136: Building Trust: The Cornerstone of High-Performance Teams

OS 135: From Boss to Conductor – Leading Through Influence, Not Authority

OS 134 Leaders Transform: Book 2, Orchestrating High-Perfoming Teams Overview

OS 133: Leaders Transform: Lead from the Inside Out

OS 132: Leaders Transform: Action Plan – Becoming an Unbound Leader

OS 131: Leaders Transform: Balance and Self-Care

OS 130: Leaders Transform: Continuous Learning and Habits

OS 129: Leaders Transform: Mindset and Confidence

OS 128: Leaders Transform: Vision and Self-Awareness

OS 127: Leaders Transform: Authenticity & Integrity

OS 126: Leaders Transform: The Leader’s Journey Begins Within

OS 125: Dealing with Workplace Conflict

Dealing with Workplace Conflict

OS 124: Brainpower with Nina Sunday

OS 123: How to Marry Creativity and Business Acumen

OS 122 Super Charge Your Profits with No Bid Federal Contracts!

OS 122 Super Charge Your Profits with No Bid Federal Contracts!

OS 121: Scale Your Business by Following Evan’s C.A.S.T.LE. Methodology

OS 121: Scale Your Business by Following Evan’s C.A.S.T.LE. Methodology

OS 120: Ed Krow on Leadership

OS 119: Know, Like and Trust and Other Sales Lies

OS 118: 5 Leadership Myths That Kill Entrepreneurial Ventures

OS 117: 5 Top Challenges for Today's Leaders

OS 116: Complexity vs Simplicity

OS 115: Choosing Vs. Not Choosing

OS 114: Being Emotional versus Logical Thinking

OS 113: Excellence vs Mediocracy

OS 112: Equality VS Excellence in Diversity

OS 111: Leaders, Set Your Standard of Excellence

OS 110: Running and Leadership - Accountability

OS 109: Running and Leadership - Focus

OS 108: Running and Leadership - Getting Fit

OS 106: Running and Leadership - Goals

OS 106: Running and Leadership - Commitment

OS 105: Tradition vs Change

OS 104: Script Vs. Story

OS 103: Changing Self vs Changing Others

OS 102: Leadership Skill of Discernment

OS 100: Reverse Paradigms, Obstacles vs Opportunities

OS 98: Reverse Paradigms, Controlling vs. Collaboration

OS: 98 Reverse Paradigms, Responding vs. Reacting

OS 97: Leadership Perspective: Reverse Paradigms, Intervening vs. Observing

OS 96: Reverse Paradigms, Talking versus Listening

OS 95: Reverse Paradigms, Mindset of BOSS versus Influencer

OS 94: Basic Business Leadership Wisdom with Entrepreneur Abe Loper

OS 93: Leadership Paradigms - Secret vs. Confidential

OS 92: Leadership Paradigms - Push vs. Pull Leadership

OS 91: Leadership Paradigms: Balancing Life's Critical Aspects

OS 90: Leadership Paradigms: Expanding the Paradigm for Profit

OS 89: Helping LDS Lay Leaders Take Their Ability to the Level of Their Authority

OS 88: Financial Freedom by Getting all the Clients You Want

OS 87: The Karmic Path: Better Karma for Better Living with Tina Erwin

OS 86: How Speakers Get Booked with Jackie Lapin

OS 85: Keys to Designing a Business by Design vs. by Default.

OS 84: Bread for the Journey, pt 6 - Nutritional

OS 83: Bread for the Journey, pt 5 - Physical

OS 82: Bread for the Journey, pt 4 - Relational

OS 81: Bread for the Journey, pt 3 - Wholeness

OS 80: Bread for the Journey, pt 2 - Spiritual

OS 79: Bread for the Journey of Personal Care

OS 78: Interview with Dave Anderson, The Business Bully

OS 77: Interview with Tom Poland on Getting the Correct Marketing Message

OS 76: Leadership Skills, Words Are Power

OS 75: Amazing Workplace with Linda Ruhland

OS 74: The Art of Significance with Dan Clark

OS 73: A Culture is a Reflection of the Leader, Pt 4

OS 72: A Culture is a Reflection of the Leader, Pt 3

OS 71: A Culture is a Reflection of the Leader, Pt2

OS 70: A Culture is a Reflection of the Leader

OS 69: Leadership IS Influence

OS 67: Leadership Perspective: Reverse Paradigms, Compromise vs Consensus

OS 66: Interview with Sandy Papavero

OS 65: The Upfront Cost of Leadership to Create Long-Term Value

OS 64: Do The Right Thing with David Duryea

OS 138: Empowering and Delegating: Empowering and Delegating – Expanding Influence  Through Ownership