Today, I ask Lisa to pull the curtain back and share a part of her journey as a new Managing Director, being part of the City Managers Office, that involves earning the trust of your boss(es). For

This version was first published inPunch, April 10, 1875, and ran as follows. There was an owl livd in an oak The more he heard, the less he spoke The less he spoke, the more he heard. O, if men w

You dont always have to tell your side of the story because time will. Leaders can be honest without being completely open with all the details. Sometimes we must deliver a deeper service by protec

Cowardice takes a toll on effective leadership. It robs us of opportunities to perform better, to serve well and to make a positive difference. Its hard, but necessary at times if were going to d

Two recent physical ailments provoked me to think about how I might improve a third problem. Honestly, had it not been for the first two I may have avoided getting too serious about figuring out the

Shiny object syndrome. Dogs (or cats) chasing laser pointers. Running around like squirrels. Chasing our tails. We use all kinds of language to describe being distracted. Its increasingly easy to

  Today we wrap up our 3-part series on leading through the churn. We’ve discussed the need to figure out better ways to lead and manage through the churn, and how to assemble a team capable of effect

  Lisa and I continue part 2 of our 3-part series on leading through the personnel churn. If you didn’t yet watch or listen to part 1, do that before you progress to this one. The context of part 1 wi

Today we begin a 3-part series on leading through the churn. We make a distinction between churn and turnover. Be sure to watch or listen to all 3 parts of this series. We hope you find it helpf

How can we improve ourselves and achieve greater success? One major contributor is our willingness and ability to focus on othersand how we can help them. Today we hope to provoke you to think abou