Tag Archive - global


Leadership Summit 2017: Marcus Buckingham

Marcus Buckingham, world’s leading authority on strengths, performance and engagement, founded The Marcus Buckingham Company following 30 years at Gallup. He is the best-selling author of multiple books, including Now, Discover Your Strengths.  A Summit favorite, Buckingham will challenge everyone to rethink the vital leadership function of performance management – based on his latest multi-year research, recently featured in Harvard Business Review.

  • Excellence is not the opposite of failure
  • If you want to learn about sales study great sales people
  • If you want to learn about great leadership study great leaders
  • The opposite of bad leadership is not necessarily good leadership…If you study “bad” and invert it you get “not bad” …not great
  • The difference between a happy marriage and an unhappy marriage is not the amount of fights it’s what happens in the space between the fights
  • Most companies don’t know what teams exist and what they do because most work happens informally
  • Your job as a leader is to build more teams like your best teams
  • I’m really enthusiastic about the mission of my company

8 Statements about work

  1. I am really enthusiastic about the mission of the my company
  2. At work I clearly understand what is expected of me
  3. In my team I am surrounded by people who share my values
  4. I have a chance to use my strengths everyday at work
  5. My teammates have my back
  6. I know I will be recognize for excellent work
  7. I have great confidence in my company’s future
  8. In my work I am always challenged to grow

Everyone on your team needs these 2 things from you:

  1. Make me feel part of something bigger than me
  2. Make me feel special
  • Everyone’s favorite subject is themselves
  • Performance reviews are all bogus
  • People can’t rate other people…we’ve known this for years based on real research
  • 61% of our ratings of others is based on ourselves not others behaviors
  • The problems isn’t the ratings…you have to have numbers because you have to invest differently in people – so how do you get good data?
  • Self-rating on those 8 questions can help you get better data

2 questions trump the other 6

  1. (Do) I have a chance to use my strengths every day at work?
  2. At work (Do) I clearly understand what is expected of me?
  • There is a silver bullet: frequent strengths based check-ins about near-term future work (one on one…what are your priorities this week and how can I help?) Accountability
  • Because a year is 52 little sprints
  • If you wait and do it monthly the whole time you’re facing backwards instead of forward
  • People don’t want feedback they want attention and coaching
  • Help them get better don’t just criticize what they do wrong
  • The perfect span of care is the amount of people you can have a frequent touch base with each week…this is leading…this is what you should be busy with

Posted in Leadership


Leadership Summit 2017: Juliet Funt

Juliet Funt, a globally-recognized consultant and speaker, founded WhiteSpace at Work with the mission to unearth the potential of companies by unburdening their talent from busywork. She and her company help high-achieving teams execute better within the “Age of Overload” through light and enjoyable micro-learning digital courses. Teams that incorporate WhiteSpace mindsets and skill-sets increase productivity and engagement, reclaim lost capacity and execute at their finest.

  • In the flow of our days we are all getting less comfortable with “the pause”
  • This loss of time without assignment…the pause is where our best thinking and get our best ideas…it’s where we do our best work
  • This pause is the most endangered species
  • 100% exertion and 0% thoughtfulness
  • When talented people don’t have time to think business suffers
  • #1 we are too busy to become less busy
  • #2 we don’t count the cost
  • There is a HUGE cost of worshiping the false god of business
  • Does work have to be this way forever?
  • Whitespace is the secret ingredient to improve productivity
  • Whitespace is a strategic pause taken between activities
  • Great leaders naturally use whitespace
  • You can’t rush the cooking of a great idea
  • Strategic pause

3 Things that are not Whitespace

  • #1 it is not meditation
  • #2 it is not mind wandering
  • #3 it is not mindfulness
  • It is giving yourself permission to think the unthunk spot
  • Decrapify your workflow

Become conscious of the thieves (four thieves)

  • Busyness always feels like its our fault
  • Busyness is not a personal problem it’s a society problem

1. Drive

2. Excellence

3. Information 

4. Activity 

  • These are also linked to our personality
  • They all have values and faults
  • Your time in the presence of the thieves is a space that will be filled
  • Defeat them with the questions
    • Is there anything I can let go of?
    • Where is “good enough” good enough?
    • What do I truly need to know?
    • What deserves my attention?
  • whitespacegls.com (tool)
  • When’s the best time to plant a tree? 20 years ago…when’s the 2nd best time? today

Posted in Leadership


Leadership Summit 2017: Laszlo Bock

 Laszlo Bock served as Google’s Senior Vice President of People Operations, growing the company from 6,000 to more than 75,000 employees. Google has been recognized more than 150 times as an exceptional employer, including the #1 “Best Company to Work for in the United States” every year since 2012. Bock’s New York Times best-selling book, WORK RULES!, has been published in more than 20 languages and has garnered numerous honors.

  • Every place I worked there was a gap between the values leaders talked about and what they actually lived out and how they acted and led
  • Find the best people, grow them as fast as we can, and then keep them at the company as long as we can
  • We spend more time working than doing anything else in the world
  • The experience of work should be meaningful
  • If I don’t work at Google how can we do these things? How can these things be universal?
  • But this stuff works everywhere because humans are the same everywhere
  • Treat your people right and they will do great things for you
  • The most important thing = Give you work meaning
  • Have a mission that matters
  • 1/3 of people feel meaning in their work 1/3 do it because they need $ 1/3 do it as a game (get promoted)

#1 Figure out why you are doing why you are doing the work you are doing and remind youself of it daily

#2 You don’t need to inspire everyone, find out why people are doing what they’re doing and have them tell their stories

#3 Have people come I who are the beneficiaries of the work you do

#4 Do it again and again and again

  • Trust, Transparency and Voice
  • Do you believe human beings are fundamentally good or evil
  • The only thing that really improves and drives performance is goals
  • Bureaucracy busters: ask people and let them solve it…trust people
  • People who are doing the work know more about the work because they’re actually doing the work
  • Giving people more autonomy and more freedom increases performance…
  • If you are a leader give people more freedom than you are comfortable with
  • Give people more freedom and they will be happier, stay longer and do more for you organization
  • Recruiting and hiring is how you transform organizations
  • In recruiting we make snap judgements and then the rest of the interview we subconsciously trying to affirm those snap judgements

2 Simple Hiring Rules:

  • #1 Don’t let the people interviewing make the hiring decision and instead have them write it all down and give it to someone else
  • #2 Have a rule to only hire someone who is better than you in some way
  • Let your people know that you trust them and you’re on their side

Posted in Leadership


Leadership Summit 2017: Andy Stanley

Andy Stanley founded North Point Ministries (NPM) more than 20 years ago. Today, NPM is comprised of six churches in the Atlanta area and a network of 30 churches around the globe, collectively serving nearly 70,000 people weekly. Recently, Outreach Magazine identified Stanley as one of the “Top 10 Most Influential Pastors in America.” The author of more than 20 books, he is passionate about serving both church and organizational leaders.

  • If we had it to do all over again what would we do all over again?
  • What really worked?
  • We did an autopsy on our success.
  • Usually as leaders we only critique our failures. But if all you focus on is your failures you may never learn to repeat success.
  • If you don’t know why things are going well, then when things go bad you won’t know how to help things start going well “again
  • Resource: “Lessons from the first 20 years” – podcast from the Andy Stanley podcast
  • Why did our organization grow so fast? Because we’re not growing that fast anymore.
  • We had a uniquely better product
  • Nobody was doing church the way we were doing church in the Southeast US
  • If you have the only hot dog stand in town your hot dogs don’t have to be that good
  • We weren’t the best at what we did, a lot of people are doing church, it wasn’t a new category. We were doing something unique in our category.
  • Unique is different than one of a kind
  • Unique can be bad too and unique won’t necessarily give you momentum
  • Better means it does what it’s designed to do better than the competition
  • We created an engaging church experience for the whole family especially for men
  • We aren’t unique anymore which means we are not uniquely better anymore
  • Somebody somewhere in your industry is messing with the rules to the prevailing model
  • Every industry has a prevailing model so every industry has a set of specific assumptions
  • Which means every industry is stuck in a certain manner
  • Discovering uniquely better is virtually impossible
  • Uniquely better is often the byproduct of circumstances that successful organizations are trying to avoid
  • Uniquely better is often so unique that established organizations can’t imagine that as being better
  • Our best hope and our responsibility as leaders is to create organizational cultures positioned to recognize rather than resist “uniquely better”

#1 Be a student not a critic

  • I will never criticize something I don’t understand
  • We naturally resist things that we don’t understand or we can’t control
  • As a leader you must overcome that tendency
  • The moment you start criticizing you stop learning and when you stop learning you stop leading and when you stop leading the leaders in your organization will leave
  • “The next generation product and idea almost never comes from the previous generation” AL Reis, Focus

#2 You have to keep your eyes and mind wide open

  • Listen to outsider, listen to outsiders, listen to outsiders, listen to outsiders
  • Outsiders aren’t bound by our assumptions
  • Closeminded leaders, close minds
  • You can’t see a closed mind in the mirror
  • How do you respond to staff who make suggestions based on what they’ve observed in other organizations?
  • When was the last time the organizations embraced a big idea that wasn’t your idea?
  • When is the last time you weren’t sure about an initiative but you gave the go ahead anyway?
  • “We must pay attention to the frontiers of our ignorance” Sam Harris
  • Being the leader and leading are entirely two different things.

#3 Replace How? with Wow!

  • “But how?” Kills ideas.
  • Wow ideas to life, don’t how them to death
  • We fuel innovation or shut it down by our response
  • Nothing is gained by not knowing what your people are dreaming about
  • The world will put enough “hows” in front of our children…let’s just be “wow” parents.
  • Your greatest contribution to the world may not be something you do but someone you raise

#4 Ask the uniquely better questions

  • Is this unique?
  • What would make this unique?
  • Is it better?
  • Is it better…really?
  • If you’re constantly thinking “uniquely better” then you will see it when it comes along

Posted in Leadership


Leadership Summit 2017: Bryan Stevenson

Bryan Stevenson, a highly acclaimed activist and lawyer, has dedicated his career to helping the poor, the incarcerated and the condemned through his leadership of the Equal Justice Initiative. he has successfully argued several cases in front of the U.S. Supreme Court, and his TED Talk has more than three million views. The best-selling author of Just Mercy, Stevenson was named to Fortune’s “2016 World’s Greatest Leaders” list.

  • America is the country with the highest rate of incarceration in the world
  • Women going to prison has increased by 646% in the last 20 years
  • 1-in-3 black children will spend time in jail

#1 To change the world you have to get close to the people we are trying change

  • We have to get close to the problem
  • You can’t lead from a distance
  • It is within that proximity where you figure problems out
  • Leadership requires that the people we are leading feel like we are with them
  • Who is responsible for poverty and tragedy? We are because we have removed ourselves from the proximity of the problems.
  • We can’t solve problems from a distance and the solutions don’t come until we get close to the problem

#2 We have to change the narratives that sustain the policies

  • The great evil of American Slavery was not slavery, it was the narrative of racial inequality
  • True narrative change can lead to freedom
  • We have to understand the narratives that sustain the problems that we see

#3 We can’t be effective unless we stay hopeful

  • Hopelessness is the enemy of justice and leadership
  • Hope gets you to stand up with other people say sit down
  • You’re either hopeful or you’re a part of the problem
  • You’re either a hopeful leader or you’re not leading
  • Stop talking about the things you have done and start talking about the things you’re going to do
  • It takes courage to stay hopeful in the face of daunting situations

#4 Be willing to do uncomfortable things

  • As humans we are biologically, mentally, and sociologically conditioned to be comfortable
  • Effective leadership only happens when great leaders are willing to do uncomfortable things
  • Sometimes you have to position yourself in uncomfortable situations to do significant things
  • Why do we want to kill all the broken people?
  • It is in brokenness that we really learn what it means to lead because in brokenness we begin to understand grace
  • Each of us is better than the worse thing we’ve ever done
  • The opposite of poverty is not wealth, it is justice
  • Our character as a leader cannot be measured by how we treat the rich and the powerful but how we treat the poor and neglected
  • Grades, income, position, etc. are not a measure of your capacity to lead

Posted in Leadership
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