How to B.U.I.L.D. T.R.U.S.T. – Leadership Freak

How to B.U.I.L.D. T.R.U.S.T.

Average leaders get things done. Exceptional leaders build environments where others get things done.

Average leaders fix. Exceptional leaders build.

Leaders aren't responsible for results. Image of Simon Sinek

B.U.I.L.D.

Practices if you want to build environments where others get things done…

B – Boldness.

U – Uplift hearts.

I – Involvement. If you want people to engage then involve them.

L – Love people. Better yet, see untapped greatness in people.

D – Delegate.

Trust is the engine of team success.

T.R.U.S.T.

Exceptional leaders build trust. Practices that build trust…

T – Transparency.

R – Relationship building.

U – Unselfishness.

S – Sincerity (Genuineness).

T – Tactfulness.

Successful leaders B.U.I.L.D. T.R.U.S.T.

Aim high. Make progress today.

What’s one thing you can do today to build an environment where others get things done?

What’s one thing you can do today to build trust?

How to Transform Distraction into Achievement – Leadership Freak

3 Reasons People Follow You – Leadership Freak

John Spence is one of the top business and leadership experts in the world. Here are his thoughts on our new book, The Vagrant: The Inner Journey of Leadership.

Vagrant on Vimeo (1 minute and 7 seconds)

The Vagrant on Linkedin

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13 Big Changes Caused by Digital Communication

Digital communication has transformed the way we convey messages using the spoken or written word. These changes may or may not be for the better, depending on your perspective. Knowing what they are, however, and understanding the changes can make you a better communicator.

So what is different today? 

1. Social media has given people a platform to share their thoughts and opinions on a global scale, leading to more public and open conversations.

2. And it has also made it easier for people to disseminate bad or incorrect information.

3. It is harder than ever to assess the validity of information.

4. Influence has been commercialized. The messenger often trumps the message in terms of impact. Profit is often driven by tenuous third party endorsement.

5. The use of acronyms and emojis has become more common in written communication. While convenient, it has resulted in decreased nuances in meaning and emotion.

6. Spelling and grammar have become less formal, with more informal language and contractions used in everyday communication. This informality isn’t without risk. As the cliche goes, casualness can create casualties. The effectiveness of beauty of good writing is affected.

7. The use of voice recognition technology has made spoken communication easier, with virtual assistants such as Siri and Alexa becoming more popular. The imperfect translation from voice to print can cause humorous if not disastrous consequences.

8. The use of video conferencing has become more common, making remote communication more accessible. It has also resulted in what has been called “zoom fatigue” and an over reliance on video conferencing diminishes relationships.

9. The use of slang and colloquial language has become more common, particularly in informal spoken communication.

10. The use of nonverbal cues, such as facial expressions and body language, is becoming more important in video communication.

11. The need for brevity in communication has increased, with people preferring shorter, more concise messages.

12. The use of artificial intelligence and machine learning has made it possible to automate certain aspects of written and spoken communication, such as chatbots and automated customer service responses.

13. ChatGPT is dramatically changing how we access and assemble information into various types of communication.

What changes, large or small, have you noticed?

 

Mark Sanborn is an inspiring leadership keynote speaker and Leadership Expert in Residence at High Point University, the Premier Life Skills University. He teaches leaders and teams how to be extraordinary. For more information about his work, visit www.marksanborn.com. 

 

Author: Mark Sanborn

Mark holds the Certified Speaking Professional designation from the National Speakers Association (NSA) and is a member of the Speaker Hall of Fame. He was recently honored with the Cavett Award, the highest honor the NSA bestows on its members, in recognition of his outstanding contributions to the speaking profession. In 2020, Global Gurus named Mark the #5 Leadership Authority in the world.

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How to Discern the Hidden Meaning Behind Suggestions

How to Discern the Hidden Meaning Behind Suggestions

People say, “We should,” when they mean, “You should.” Bosses say ‘we’ when they mean ‘you’.

It’s a tiny act of cowardice to say ‘we’ when you mean ‘you’.

Discern the meaning of pronouns when people make suggestions.

Complainers have suggestions for others. Image of an idea bulb.

The hidden meaning behind suggestions:

“We should,” has four potential meanings.

#1. Give ME a job.

Sometimes ‘we’ means ‘I’. High aspiration people seek opportunities to make a difference. They seek challenges and responsibilities. The second option is more dangerous.

#2. Give OTHERS a job.

Complainers use ‘we’ when they mean ‘they’. Complainers have suggestions for others.

When complainers make suggestions ask yourself, “Who does the work?” Complainers make life easier for themselves and harder for others.

Politicians have suggestions for others. They want to shine at the expense of others.

Beware suggestions that make life harder for others. The third option is most dangerous.

#3. Give YOU a job.

Sometimes ‘we’ means ‘YOU’. Naïve leaders jump on opportunities to help and end up doing other people’s work.

You never succeed when you do other people’s work. The fourth potential definition of ‘we’ is honest.

#4. Give US a job.

Sometimes ‘we’ really means ‘we’.

Conclusion:

Define pronouns. A ‘we’ could mean ‘me’, ‘they’, ‘you’, or ‘we’.

How are people using ‘we’ in your organization?

7 Truths about Chronic Complainers Every Leader Needs Today – Leadership Freak

12 Sentences that Prevent Reverse Delegation – Leadership Freak

John David Mann and I collaborated on a book that helps leaders get real with themselves – The Vagrant: The Inner Journey of Leadership.

If you’re reading The Vagrant as a team or a group, send an email to thevagrantbook@gmail.com and let me know. I’d love to setup a short video call with you to meet you, answer questions, and help you get the most out of your experience.

Order The Vagrant:

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3 Rules for Being Yourself at Work

3 Rules for Being Yourself at Work

You stumble into success when you practice being yourself. It happened to me when I stopped trying to impress people.

Impact increases when you speak from the heart, when you’re being yourself.

Don’t worry so much about saying the right thing. Say what’s in your heart. Just don’t say something stupid.

You stumble into success when you practice being yourself. Image of a person holding a quote in his hands.

Things I say today:

I say things to my coaching clients I didn’t say 10 years ago but should have.

  1. I only work with people I admire.
  2. I was thinking about our conversation in the shower.
  3. I’ve been looking forward to learning from you.
  4. You’re doing a great job.
  5. They’re lucky to have you.
  6. Brag to me. It’s just us. Tell me about the good things you’re doing.
  7. It’s a privilege to work with you.
  8. That’s brilliant.
  9. I think you can do better.
  10. One of the things I learned in our conversation to day is ….

3 Rules for being yourself at work:

Rule #1: Lower your guard.

When you lower your guard people feel comfortable being themselves. Personal relationship contributes to the growth process.

You give permission for people to be real when you stop faking.

Growth happens on the fringes of great relationships. But when you put on a mask everyone reaches for theirs too.

Rule #2: Express high regard.

Find reasons to like imperfect humans. Begin with yourself.

Who welcomes your influence in their life? People you hold in high regard or people that tick you off. People resist you when they feel you disrespect them.

Rule #3: Make a few evaluative statements.

Some of the things I say to clients might make ‘professional’ coaches bristle because they’re evaluative. I have no defense.

Final thoughts:

Express your heart when it’s appropriate. Don’t unburden yourself. Express your noble feelings.

People experience personal growth when they experience your genuine self.

What concerns you about being yourself?

How are you practicing being yourself at work?

4 Practices to Make Coaching Easy and Effective – Leadership Freak

4 Ways to Develop Talent by Coaching Through Success – Leadership Freak

John David Mann and I collaborated on a book that helps leaders get real with themselvesThe Vagrant: The Inner Journey of Leadership.

If you’re reading The Vagrant as a team or a group, send an email to thevagrantbook@gmail.com and let me know. I’d love to setup a short video call with you to meet you, answer questions, and help you get the most out of your experience.

Order The Vagrant:

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IndieBound/Bookshop.org

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How to Lead Successfully in a Global Environment

How to Lead Successfully in a Global Environment

New Book Giveaway!

20 copies available!!

Leave a comment on this guest post by Nataly Kelly to become eligible for one of 20 complimentary copies of her new book, Take Your Company Global: The New Rules of International Expansion.

Deadline for eligibility is 09/29/23. International winners will receive electronic version.

During global expansion show conviction that change is good.

Today, more companies are global than ever before. You no longer have to be big to be global. But going global is happening at an earlier phase in the life of a business. 

Here are some tips to help you succeed as a global company leader.

#1 Embrace Change

Taking a company global requires being comfortable with change. Adaptation is essential when you’re moving into new markets. Be a champion of change for your teams.

Show conviction that change is good. 

#2 Master Async Comms

It’s impossible to over-communicate when teams are far away from each other.

To build strong global teams, strengthen your organization’s muscles for communicating asynchronously. Use tools such as Slack, Loom, WhatsApp, Zoom, and others that enable people to communicate across time zones.

#3 Empower Local Employees

Give your employees in local markets as much autonomy as possible. Let them lead. Stay out of their way. Empower them.

Avoid doing a “copy and paste” of a playbook from one market to another. 

#4 Amplify Customer Voices

Don’t let local customer voices get drowned out. Make sure the perspectives of your largest market are not so loud that they overpower those of other customers.

Usually, your fastest-growing markets are smaller and need support to ensure they can be heard.

#5 Build Relationships

Local networks and connections are everything when you’re expanding into new markets.

Lean into partnerships. Spend time building relationships. Focus on establishing real and genuine bonds with people.

As you prepare to take your business global, listen to the needs of customers and employees in local markets, build strong relationships with them, raise their voices, and embrace the inevitable change that comes with transforming your company into a global one.

What’s important when companies expand?

Nataly Kelly is the Chief Growth Officer at Rebrandly, a global software firm with customers in more than 100 countries, and the author of Take Your Company Global: The New Rules of International Expansion. Connect with her at borntobeglobal.com.

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Choose to Hug New Ideas Before Killing Them

Choose to Hug New Ideas Before Killing Them

The following readers won copies of The Vagrant because they left a comment on last Friday’s post:

  1. Leon Crone
  2. Nancy Tuxford
  3. Jenny Lynn-Garner
  4. Janeil Owen
  5. Mark Klimpel

Check out the special offer at the end of this post.

Killing new ideas:

When you don’t have a good idea, it feels powerful to shoot down new ideas.

It’s comforting to shoot down new ideas when you’ve invested so much to create the status quo.

It’s comforting to shoot down new ideas when you’ve invested so much to create the status quo. Image of a car buried in the road.

Choose to hug new ideas:

Learn to go-with before you push against.

People learn to keep their mouths shut when new ideas face a firing squad.

Exploring an idea is different from agreeing with it. “Tell me more,” is better than, “That won’t work,” when new ideas are infants.

Get over feeling smart when you shoot something down. It takes a genius to go-with for a few minutes.

Questions that enable you to hug new ideas:

  1. That’s interesting. What are you striving to accomplish?
  2. I wonder. What would be true if we went in that direction?
  3. I’m just curious. What caused this idea to come up?
  4. What’s important about this to you?

Dangers of agreeableness:

Have a backbone. Too agreeable is dangerous.

  1. Your ideas get lost.
  2. Avoiding conflict is eventually destructive.
  3. Express a viewpoint. You’re worthless if you always agree.

7 ways to disagree in an agreeable manner:

  1. Go-with before you push against as a matter of practice.
  2. Be sure you understand before you demonstrate how smart you are by disagreeing.
  3. Ask open questions with curiosity. Don’t use questions like bullets.
  4. Develop a reputation for pulling-with when good ideas come up.
  5. Soften your tone. The harder you push back the gentler you should become.
  6. Don’t pout when your idea loses. Row like it was your idea in the first place.
  7. Ask two questions before making one statement.

Reflection:

Who will pull with you? The person you consistently shoot down or the person who feels like you are part of their team?

How can leaders hug new ideas before killing them?

4 Questions that Define a Useful Idea – Leadership Freak

7 Ways to Immediately Open Your Mind to Useful Ideas – Leadership Freak

John David Mann and I collaborated on a book about humility. Everything good in leadership begins there. If you’re reading The Vagrant as a team or a group, send an email to thevagrantbook@gmail.com and let me know. I’d love to setup a short video call with you to meet you, answer questions, and help you get the most out of your experience.

Order The Vagrant:

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Books-A-Million

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How to Find Happiness in Leadership

How to Find Happiness in Leadership

The following readers won copies of The Vagrant because they left a comment on yesterday’s post:

  1. Jenny Lloyd
  2. Kellie Hanna-Miller
  3. Dave Gibson
  4. Matt Chauncey
  5. Darlene Santana

Last chance. We’re giving away 5 more copies today!

The pursuit of happiness makes you miserable. I am unhappy when I focus on happiness.

Happiness is a primary concern but a secondary pursuit.

Happiness is a primary concern but a secondary pursuit. Image of a happy child.

Reject the pursuit of happiness:

“Ask yourself if you are happy, and you cease to be so.” John Stuart Mill, the most influential English language philosopher of the nineteenth century.

Mill asked himself, “Suppose that all your objects of life were realized … would this be a great happiness to you?” His answer was NO. It sent him into a tailspin during the winter of 1826-1827.

He writes that he felt he could not go on in his autobiography.

Mill discovered that happiness is not something to be pursued.

Choose happiness: happiness is experienced directly but pursued indirectly. Image of a happy seal.

Quotes about happiness in leadership:

“You don’t become happy by pursuing happiness. You become happy by living a life that means something.” Harold S. Kushner

Meaning is, “… using your signature strengths in the service of something larger than you are.” Martin Seligman

Put simply, meaning includes contributing. Tom Rath says we should move beyond “You are what you do” to “You are how you help.” Life’s ultimate question is “How do you contribute?”

“Life’s most persistent and urgent question is: What are you doing for others?” Dr. Martin Luther King, Jr.

Kinds of happiness -

Stephen Hawkin on happiness:

“After my expectations were reduced to zero, every new day became a bonus. And I began to appreciate everything I did have. While there is life there is hope.” Daily Record

“I’m happier now than before I developed the condition (ALS).” Daily Mail

Self-reflection:

Focus on your contribution, not your happiness.

What are you doing when time stands still? When you forget yourself? How could you do more of that? It might be art, community service, study, mentoring, or leading a team.

Happy people deliver better results. (Shawn Achor)

When do you notice happiness sneaking up on you?

Let Yourself Be Happy

How to Tap the Power of Permission for Happiness – Leadership Freak

We’re choosing 5 people who leave a comment on today’s post to receive a complimentary copy…

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The Surprising Source of Unintended Toxicity

The Surprising Source of Unintended Toxicity

The following readers won copies of The Vagrant because they left a comment on yesterday’s post:

  1. Darryl Hogue
  2. Pam Brown
  3. Carol Shanks
  4. Mark Medland
  5. Kristina Richard

We’re giving away 5 more copies today.

Toxicity is almost always unintended.

My children used to say, “Stop yelling, dad.” My voice sounded calm to me. I said, “I’m not yelling.” (Probably too loud.)

Good intentions don’t guarantee positive results.

Authority amplifies impact. Image of a person using a small hammer.

Authority amplifies impact.

The more authority you have, the louder you seem. For example, when you ask, “What happened?” it might feel like an accusation.

You think, “I’m curious.” They think they did something wrong. Status enlarges the concerns of others.

Respect magnifies influence.

Toxicity expands when leaders whisper the good and yell the bad.

Unintended toxicity:

Toxic environments develop when you don’t appreciate your power. Quiet is loud when you’re respected.

Toxicity expands when leaders whisper the good and yell the bad.

Put a gag in your word hole if you disrespect the power of your voice.

Remember:

Respect the impact of your influence, even when you feel you don’t have much.

Embrace your importance but reject self-importance.

You matter in destructive ways when you forget you matter.

Volume:

Imagine everything you do has more impact than you believe. You think your volume is a three. They feel like it’s an eight.

“Act as if what you do makes a difference. It does.” William James

Humility:

I’m not puffing you up. Most of us grapple with ego. I’m reminding you of the power of your words and behaviors.

Don’t think less of yourself, just help others believe in themselves.

Leaders – who fear they don’t matter – throw their weight around like bullies. Humble leaders believe they matter.

A respected person enjoys the opportunity to enhance the power of others.

Note: This post reflects the themes in our new book, The Vagrant.

We’re choosing 5 people who leave a comment on today’s post to receive a complimentary copy of The Vagrant, my new book co-authored with John David Mann.

If you don’t win today – 9/20/23 – we’re giving away five more copies tomorrow!

This offer is limited to US/Canada.

What’s your takeaway from today’s post?

Order The Vagrant:

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The Birth of The Vagrant

The Birth of The Vagrant

5 copies available on 9/19, 9/20, 9/21, and 9/22, 2023

We’re choosing 5 people who leave a comment on today’s post to receive a complimentary copy of The Vagrant, my new book co-authored with John David Mann.

If you don’t win today – 9/19/23 – we’re giving away five more copies tomorrow.

This offer is limited to US/Canada.

Brynlee, Elasyn and Poppi with The Vagrant cake. Brynlee, Elasyn and Poppi with The Vagrant cake.

(Our son surprised us Sunday afternoon. I think Brynlee and Ellasyn are more excited for cake than the book.)

The birth of The Vagrant:

I had a story in my heart for over 10 years.

A high-performing leader stumbles over himself. He can’t see himself. He’s blind to his blindness. I tried writing the story. But it escaped me. That’s when I made one the best decisions of my Leadership Freak experience. I reached out to John David Mann.

I knew about John from the wildly successful Go-Giver he wrote with my friend, Bob Burg. Thankfully we talked and I told John the story in a nutshell.

It feels awkward to ask for help.

Thankfully, aspiration defeated discomfort. Our brief conversation became a relationship that produced The Vagrant.

I hope you love this little story as much as I do.

4 takeaways from The Vagrant:

  1. Invite people into your life.
  2. Talented people unintentionally stumble over themselves.
  3. Self-reflection in isolation leads to self-deception.
  4. Everything great in leadership (and in life) begins with humility.

Projects:

There are 5 self-reflection projects in the book that help propel you through self-defeating behaviors.

Structured self-reflection transforms leaders from the inside out.

At the end of the book, you’ll find a set of discussion questions to use in a group or with your team.

P.S. The Vagrant isn’t biographical, but I’ve done every dumb thing that entangles Bob, the protagonist in the story.

I invited John David Mann into my life. Who have you invited into your life?

If you don’t win a copy today, we’re giving away 5 more copies tomorrow.

Order The Vagrant here or at your local bookstore:

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Books-A-Million

IndieBound/Bookshop.org

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How to Define Deadweight – Leadership Freak

How to Define Deadweight

Teams rise when you ditch deadweight.

“[Will] Felps estimates that teams with just one deadbeat, downer, or asshole suffer a performance disadvantage of 30 to 40 percent compared to teams that have no bad apples.” (Bob Sutton in, Good Boss Bad Boss.)

Teams rise when you ditch deadweight. Image of hot air balloons.Teams rise when you ditch deadweight. Image of hot air balloons.

How to define deadweight:

#1. People who have it all together. You want dedication to personal growth, not someone who has arrived.

#2. People who go to bed with the status quo. The best team players pursue excellence. Listen for, “How can we do better?”

#3. People in it exclusively for themselves.

#4. People who don’t share team values.

#5. People who don’t adapt. It’s their way or the highway.

#6. People who focus on weakness.

#7. People who are constantly overbooked.

#8. People who lack emotional intelligence. Dead-weight doesn’t understand how they drain energy from others.

Emotional intelligence (EQ) is twice as important as IQ and technical skill for jobs at all levels. (HBR)

#9. People who say no as a matter of habit.

#10. People who dismiss feedback.

#11. People who lack transparency. Performance requires trust.

#12. People who wait to be told what to do.

Catastrophe follows generosity when you tolerate deadweight. Image of a volcano at night.Catastrophe follows generosity when you tolerate deadweight. Image of a volcano at night.

Perfection:

Everyone on your team is somewhere on the above list including you. No one has it all together. See #1.

You aren’t looking for perfection. You’re looking for people dedicated to improvement.

The most important thing:

The most important thing is energy.

“Being an energizer is 4X more important than your title, position in a hierarchy, position in an influence network, or your position in an information network.” Kim Cameron

Action item:

Discuss the deadweight-list with your team. Put yourself on the list. Ask them to find themselves on the list. Explore ways to become energizers.

If you don’t run a team, explore ways to personally bring positive energy.

Which items on the deadweight-list do you frequently see in others? In yourself?

20 Positive Ways to Confront Poor Performance

The Vagrant releases tomorrow!

Bonus offer if you preorder The Vagrant before September 19.

Preorder The Vagrant here:

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Barnes & Noble

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IndieBound/Bookshop.org

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