Friday, 30 April 2010

Humility

"The one important thing I have learned over the years is the difference between taking one's work seriously and taking one's self seriously. The first is imperative and the second is disastrous." ~ Margot Fonteyn

Sunday, 25 April 2010

Leadership

"The prime role of a leader is to offer an example of courage and sacrifice." ~ Regis Debray

Cheeky

Cheeky is 8 years old and is a special part of our lives. One of her favourite things to do is to settle in front of the tv and catch a show. She's not big on sitcoms or action, preferring nature shows and just about anything that has animals.
Tonight it's America's Funniest Home Videos. Dogs behaving badly really make her mad. She is our great protector from all things animal...on the tv.
Cheeky is also a big softy. She usually falls asleep with one of her stuffed toys in her mouth...she has a few. We believe she has some Lab in her, hence the need to have things in her mouth.
Cheeky is a good judge of character............she is always happy to see us.
I want to be the kind of person my dog thinks I am. Bo Johnson

Saturday, 24 April 2010

Prince Edward Island

When I was 8 years old my parents loaded my sisters and I into our school bus, that had been converted into a camper and took us on an epic journey of 40 days and 39 nights. My sisters and I each had $10 for spending money and we were off on our big adventure.
Our trip took us from Saskatchewan to Prince Edward Island. Places my 8 year old memory remembers visiting are Kakabeka Falls, the Sudbury nickle factory (or whatever it is called, I'll look it up for a future post) and cobble stoned streets in Quebec city. It was in Quebec city that my sisters were moved to fits of giggles as a waitress tied a bib on our dad when we sat down to a meal of spaghetti.
I also remember Magnetic Hill, New Brunswick, where our bus was magically drawn up the hill, without my dad pressing the gas pedal. We drove through clouds on the Cape Breton trail (very exciting to an 8 year old). We also feasted on lobster in a town hall in a Nova Scotian community and visited lighthouses. Peggy's Cove was also amazing.
Then there was Prince Edward Island. We visited Anne of Green Gable's house. We toured Charlottetown and we marvelled over the red earth that grew beautiful potatoes.
One day, during our travels, my mom cooked a roast, wrapped in layers and layers of tin foil and placed on the engine manifold while we drove during the day.
I also remember sitting in a folding chair, beside my dad as he drove, or leaning over the edge of the bench of the kitchen table, and placing my head beside my dad's and singing to the radio. One song has drifted off to obscurity, but had some sort of line about a motorcycle mama. And...I just found it: "Motorcyle Mama" by the Sailcats. (I know, I've never heard of them either) There's another with the same title, by Neil Young and a couple more by other artists, (who knew it was such a popular title) but this is the one! Lyrics and music. I'm going to have to show my dad how to bring that song up and see if he remembers it! Ok, so these memories have definitely made me smile...finding the lyrics, well now I'm humming the silly song...and remembering a happy time in my childhood. (If you listen to it...well remember I was 8 when I fell in love with it...don't know if I understood it all, but it is a great travelling song, with lyrics that are easy to learn. The best kind of song for me, at any time!)
Maybe I'll write more about our trip another time....haven't talked about our way home, relatives visited, or what I bought with my $10...and still had change left over!
Thanks, mom and dad....

Leadership

Here's a great site about leadership development. Lots of resources and information. what-are-good-leadership-skills.com

Friday, 23 April 2010

Habit

"I am your constant companion. I am your greatest asset or heaviest burden. I will push you up to success or down to disappointment. I am at your command. Half the things you do might just as well be turned over to me. For I can do them quickly, correctly and profitably. I am easily managed; just be firm with me. Those who are great, I have made great. Those who are failures, I have made failures. I am not a machine, though I work with the precision of a machine and the intelligence of a person. You can run me for profit, or you can run me for ruin. Show me how you want it done. Educate me. Train me. Lead me. Reward me. And I will then do it automatically. I am your servant.
Who am I?
I am a habit!" ~ Brian Tracy

Estación Atocha Renfe, Madrid, Spain

Mom and I travelled to Spain for five weeks during the months of February and March in 2004.
On March 11, 2004, the Atocha Renfe (train station) was bombed in Madrid. Mom and I were in Granada on that day. I think we were actually checking out of our hotel when we heard the news.
My Spanish is pretty good for conversation, but listening to the news was a bit difficult, so we didn't realize the magnitude of the event right away. Instead it was a gradual understanding as we travelled a country that was also in mourning.
Cab and bus drivers wore black arm bands in every city of the country. At the end of that week, the country held a peaceful demonstration. The tv news stations showed people gathered and walking in protest of the violence. Every major city was featured, with millions of people side by side, filling the streets and sidewalks.
We were in Valencia on the day of the peaceful demonstrations. Mom and I had toured the city centre and had seen many sculptures such as this one, being prepared for their parade. Being tourists, and with a limited knowledge of the events we were very surprised when hoards of people began walking toward the city centre. Perhaps we should have joined the demonstration, but instead I made mom come back to the hotel. The amount of people walking into the streets was incredible. In the end I was glad we returned to the hotel. There were two million people out in the streets of Valencia that evening. It was wall to wall people.
A couple of weeks later, we returned to Madrid. We had taken the train out of the Estation, Atocha Renfe many times during our first 10 days in Spain. We flew back into Madrid, when we returned from Barcelona. We went back to the train station to see it...As mom and I travelled up the escalator to the second level of the station, we were astonished by the heat that we began to experience. it was the heat of thousands of candles, lit in memory of the victims. These two pictures might give a small idea of the amount of candles that were there.
It was quite a sight. Recordamos a las personas de la estación de Renfe de Atocha.

Tuesday, 20 April 2010

Trust

"Trust, not technology, is the issue of the decade." ~ Tom Peters

Sunday, 18 April 2010

Balance

"There is more to life than just increasing its speed." ~ Gandhi

Saturday, 17 April 2010

Kids moving away....

These past few months have seen our daughter move two provinces away, and our son move out to live with friends while he attends university.
I know that a lot of people speak about empty nesters...I guess that's us. Mostly, it's not so bad. I miss talking to them, and I miss seeing them. It is also nice to have some freedom. Don't get me wrong, I love them and would have them back anytime, it's just that I also enjoy the quiet and the space.
Maybe it's not as tough as it could have been because of who they are. They have really grown to be great people.
I don't get to talk to them every day. But, they're figuring out their lives in wonderful ways. I also like those times when we do get to talk and they are genuinely interested in our lives. It's like we've graduated into a new life, too...and that they see us as people with lives separate from their own.
Here's to my kids!

Friday, 16 April 2010

Success

"Try not to become a person of success, but rather try to become a person of value." ~ Albert Einstein

Thursday, 15 April 2010

Leadership

"The very exercise of leadership fosters capacity for it." ~ Cyril Falls

Making a Difference

The Simple Truths of Service Movie What a wonderful example of how we can all make a difference every day.

Wednesday, 14 April 2010

The Cabin

One of my favourite places to visit is the hunting cabin north of Tobin Lake. Not a large fan of mosquitoes and black flies, I prefer going in the winter. When I tell others that I`m going on our winter holiday, everyone assumes it is a trip south. While the warmer places can be fun, too, there is nothing quite like getting toasty warm in front of the wood burning stove, snowmobiling or snow-shoeing through the forest.

This year when we travelled north, I saw more wildlife then ever before. White tail deers, rabbits, and deer mice were plentiful. There were especially lots of blue jays and gray jays.
The gray jays, also known as whiskey jacks, are the bosses of the bird feeder. No blue jays are allowed until the whiskey jacks have puffed out with lots of food.
My mom and dad keep the birds supplied with the seed filled centres of the sunflowers they grow in their garden, when we are there.Another favourite of the birds, is leftover pancakes and sausages from breakfasts cooked by dad.
I think the cabin is my dad’s most favourite place in the world. Tucked into the woods, we have to hike/snowmobile/snow shoe about 6 miles through the trees. No electricity and no running water are then norm, which also means there are no cell phones, no computers, no TV, nothing to distract you. It is a complete escape.
The cabin was originally a log home, the birthplace of one of the hunters. They took the house a part log by log, numbered them and transported them to the camp. Then they rebuilt the cabin. Since it was hand hewn, there were no nails to pull when they dismantled it. Putting it back to gether would be kind of like a LEGO lover’s dream!!!

Character

"First we make our attitudes. Then our attitudes make us." ~ Dennis Waitley

Tuesday, 13 April 2010

Authenticity

"Perhaps the most central characteristic of authentic leadership is the relinquishing of the impules to dominate others." ~ David Cooper

Monday, 12 April 2010

Character

"The willingness to accept responsibility for one's own life - is the source from which self-respect springs." ~ Joan Didion

Authenticity

“To the world you are just one person; but to one person you may be the world,” was written by health and hospital advocate, Josephine Billings. The impact of our behaviours, words, attitudes, choices, etc. are very significant to the individuals we meet every day, but those impacts are not always readily visible, because we rarely ask or reflect.

How we show up in the world is our personal choice. This choice is based on our own level of recognition of our own personal ability to make that very choice. Many of us often live by accident. The way we live is often simply a result of each situation and how we are feeling that day. We do not always realize that we have power to control how we live, based on our personal choices, and that these choices may be planned, managed, and executed with proactive behaviours and wisdom. This very choice to live on purpose, with power over our choices and behaviours is what personal leadership is about. It is also the very essence of authenticity.

When we behave with personal leadership, choosing how we show up in the world and doing this in an authentic way, it affects all aspects of our lives. Who, then, is an authentic person and how do we become one?

Peter Block, author of Flawless Consulting, defines authenticity as “putting into words what you are experiencing as you work,” Block further suggests that being authentic in consulting is “the most powerful thing you can do to have the leverage you are looking for and to build client commitment.” (Block, 1981, p. 37) In a class discussion Block clarified “putting into words what we are feeling in the moment,” by stating that “it can be confused with being open and honest…which is putting our projections or judgments on someone.”
Block’s words challenge us to stay objective and to remove ego from interactions. Ego has been most popularly defined as that aspect of conceit that suggests that the world’s events and people’s actions centre around us. This part of ourselves that takes others’ actions, words, and judgments personally is the type of ego being discussed. Not the healthier aspect of ego, self-confidence, which some also refer to as ego. Therefore, Block is dares us to remove the aspect of ego that creates personal investment in how people respond to us, out of the picture. By removing this personal investment, we are able to also begin to remove projections and judgments from interactions.
Removing personal projections and judgments from interactions is not an easy task. However, the Arbinger Institute’s book, Leadership and Self-Deception: Getting out of the Box, challenges us to do just that. It is a book that is truly an experience, the profound qualities of this book come from our own personal introspection as we not only read, but practice the concepts of the book. While this book is difficult to explain, it definitely has a strong connection to authenticity.

Leadership and Self Deception challenges us to really look at the motives and feelings that lie at the heart of behaviours and judgments. It suggests that when we sit in judgment of a person or an action, we have stepped into “the box.” In the box we see everyone else as the problem. This box is one that blinds us to our own short-comings, allows us to justify our own poor behaviours, and perpetuates our behaviours that are most difficult to examine and adjust. These are the behaviours that may seem inappropriate when looked at in isolation, yet we will often justify as appropriate based on our perceptions of others’ behaviours. This calls to mind familiar phrases of “he made me,” “If she hadn’t done ___, I wouldn’t have done ___.” In other words, we often find ourselves acting in certain ways that we feel are justified, because of someone else.

The attached video displays just how our own blind spots can keep us from seeing how we affect our world, and are often unable to see how we create our own problems. While the video is about a scientific example, it is the nudge used within the book to draw people to look at their own behaviours.

Leadership and Self-Deception essentially calls us on this dysfunctional behaviour and requires us to revisit our justifications. No one can make us do anything, so we are deceiving ourselves when we say they are. This reminder brings us to a reminder of what it is to be authentic. The book explores a way of being that steps past negative relationships, ineffective communication, and poor behavioural patterns. These explorations challenge us to look at the world from a very different paradigm, if we really wants to create a change in life and relationships.

The book also requires us reader to step away from any sort of judgment. In order to stay out of the box, we must look at the intent of both our actions and our words. We are asked to be courageous enough to ask: why am I saying this? Why am I doing this? If we determine that our true intent is to manipulate, or to try to change another’s behaviour, we realize we have re-entered the box. There is an absolutely direct connection between the advice of staying out of the box and being authentic.

There is more to the authentic journey, however. Leadership and Self-Deception and Peter Block require us to have the courage to speak from our truth; our beliefs and values. These are absolutely essential to authenticity. However, what if we do not have a true sense of direction, purpose, or values?
Bill George’s book, Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value really provides a road map for those who are trying to determine what their authenticity is. George suggests that there are 5 dimensions of authenticity: purpose, values, relationships, self-discipline, and heart. These dimensions truly bring us to the recognition that while intentions may be pure and words may be without judgment, a lack of understanding of these qualities of authenticity will simply create an authentic person who has no direction. Without direction, at some point or another, we will also falter in our desire to live authentically. This brings us back to the opening paragraphs and the statement that many people live life by accident. Authentic Leadership challenges the reader to live life on purpose.

To be truly authentic, then, is not just a way of interacting, perceiving others, or building relationships. Authenticity also requires a sense of who we are and what we want from our lives. It can be a test of our values. Are they words on a list, that we say are important, or do we live them? What sort of relationships do we have, and how do we foster them? Are we consistent in our behaviours? Do we have the self-discipline to walk our talk? Do we have compassion and empathy? Are we able to show these and to reserve our judgment?

For me, the desire to live authentically is a constant battle of behaviours, perceptions and attitudes. I have an understanding of the word, and I have qualities of authenticity from George. Recently I have begun to explore Kevin Cashman's Leading from the Inside Out: Becoming a Leader for Life. In this book, Cashman explores what he describes as 7 pathways to developing leadership. I believe it will be a book that will help show the way. I have not had the opportunity to really digest and begin to try his precepts.

However, one book and its principles, which currently helps me to explore living with authenticity is Stephen Covey’s The 7 Habits of Highly Effective People Practicing the habits is a way for me to be more purposeful in how I live and embrace authenticity. Quite frankly, it helps me bring Bill George’s 5 dimensions to life.

For instance, I have developed my own personal mission statement as a part of Habit 2 of the 7 Habits. This mission is a declaration of my purpose and values. It is my personal code of conduct, or terms of reference. By knowing what I stand for, who I want to be, and how I want to live, I am able to be stand firm in my values and beliefs. When there are challenges in life, I can refer to my own mission and values as a checkpoint for the difficult decisions and situations. If I am unsure as to a course of action, they allow me to remember who I am and what I want and from there the decision becomes clearer. This ability to use them as a guide post for my actions is also the practice of Habit 3. Covey quotes playwright Johann Goethe in his various writing on Habit 3: “Things that matter most, should never be at the mercy of things that matter least.”

The living of my purpose and values is only part of my quest for authenticity. These actions help me determine how I want to show up in the world. The 7 Habits also helps me to establish how I want to be in the world. When I practice Habit 1, for instance, I am reminded that I have a choice in how I will respond. I also am reminded that the only thing I really can change is myself. No one can “make” me mad, happy, angry, sad. These are my responses, that I choose. It is in these understandings of my ability to choose my responses and actions that I recognize that I have the power to also remove my judgment from my responses to people’s behaviours. I can return to Block’s words and choose authentic responses.

My desire to live authentically is also supported by my continuous quest to think abundantly and to seek to understand. These two objectives are the underlying foundation of Habits 4 and 5. In thinking abundantly, or thinking win-win, I can be generous in my actions and responses to others. I do not need to have people agree with me in order to be validated. An abundant mindset allows me to recognize that there are many points of view. Seeking to understand continues to support my authentic journey, as it is in truly being willing to understand another that I am able to let go of my personal investment in needing others to agree with me.

When I have my mission and values to guide me, my priorities in order, a willingness to value others’ views and a recognition that I am not less of a person if someone disagrees, I am able to move to really living authentically. I am able to honour both my own needs and the needs of others, to live and communicate with synergy and balance, the essence of Habits 6 and 7.

Bill George uses a whole chapter to discuss the need to lead a balanced life in Authentic Leadership. I believe that recognizing our needs to maintain health and wellness and to live a balanced life are a part of authenticity. For one thing, when we are unhealthy and stressed, it is more difficult to be authentic. In times of stress it is hard to stay objective and remove judgment. These abilities are easiest to maintain and draw upon when we are balanced and focussed. It is also harder to uphold our values and purpose when we feel drained and unsteady. While living our values and mission in difficult times is a wonderful sign of authenticity, we can also support our desire to be authentic by taking care of ourselves and living with balance.

To live authentically is a very big challenge. It is a life-long process that one must continually fine-tune and examine. In my quest to be authentic, I find support through the words of Block, the Arbinger Institute and Bill George, just to name a few. I also find guidance for my behaviours, as I determine how to make my desire to be authentic a reality, from Covey and others.
Being that I am human, I am a work in progress. I am an expert at nothing, but a scholar of many. I am not always as authentic as I’d like to be. It is a daily process of learning and self-reflection. It requires an honesty about oneself that is sometimes absolutely painful. It can be embarrassing and disheartening. However, since I am human, I also have that wonderful gift of hope. Hope that tomorrow, or next time I’ll do it better, be better and succeed. It is that hope that allows me to accept the challenge of living authentically.

Sunday, 11 April 2010

Leadership

"The crux of leadership is that you must constantly stop to consider how your decisions will influence people." ~ Michigan State Police

Saturday, 10 April 2010

Habit

"Excellence is not an act, but a habit." ~ Aristotle

Authentic Leadership

Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George is a great book on leadership. George's own experiences as a Chairman and CEO are used as he delves into his views and thoughts about leadership.
What makes this book really enjoyable is that it isn’t a prescriptive book that tells you HOW to be. Rather, George sets the groundwork for individuals to examine their own lives, challenging them to accept the challenge to embrace their own authenticity. George states: “Authentic leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind.” (George, 1989, p. 12)
In Authentic Leadership, George identifies five dimensions of leadership: purpose, values, relationships, self-discipline, and heart. Leaders, George asserts in the first dimension, must “understand their purpose.” (George, 1989, p. 19) The understanding of one’s own purpose is the foundation of authentic leadership and, I would suggest, authenticity. Purpose is the understanding of self and what intrinsically motivates. It is this knowledge that not only creates purpose, but passion for that purpose. For a consultant or a leader it is that passion which inspires and motivates others to follow, to listen, and to be influenced.
The second dimension which George identifies is values. Authentic leaders, George asserts, are those who are “true to your [their] values.” (George, 1989, p. 37) Those who are authentic not only know what their values are, they also live them. Those who are authentic have had their values tested through their various experiences and their values and behaviours have been congruent within those challenges. George also states that when people are authentic and they live their values they are demonstrating “integrity in action.”
Developing compassion is the third dimension of authenticity in George’s book. George stresses the need to “develop our hearts…Through the connections formed through personal sharing, people are inspired to believe in their leaders and follow them.” (George, 1989, pp. 39 – 40) These statements bring us back to Block’s own words at our class: “Authenticity is putting into words what we are feeling in the moment.”
The fourth dimension of authenticity described by George is to have connected relationships. Simply put, George states that “Leaders who are open with people, even when sharing bad news or offering critical feedback, establish that sense of connection that builds commitment.” (George, 1989, pp. 40-41) That connection, asserts George is the authentic quality of the relationship. It is authenticity in action.
The final dimension of authenticity, for George, is practicing self-discipline. As George states, “To be authentic, leaders must behave with consistency and self-discipline, not letting stress get in the way of their judgment.” (George, 1989, p. 41) Consistent self-discipline is also about the living of your values, principles, purpose, etc. Simply put, it is ‘walking your talk.’ While easy to state, it is probably the most difficult aspect of authenticity, and the most necessary.
George also clarifies that self-discipline is about all of our behaviours. He asserts that self-discipline includes the need for balance and the ability to de-stress. These are also critical to the authentic leader, as they also create healthy leadership. I believe this added dimension really speaks to authenticity. It requires you to be honest with yourself, not just others. It asks you to set boundaries and to really understand your own personal needs.
While these dimensions absolutely point to authenticity, in the end it is really about how a person lives them. Authenticity asks if these aspects are evident in the person. I think the presence of these traits is the true measure of authenticity. The mark of the authentic person, then, is in how they show up in the world. Living these qualities with true strength of character, vulnerability and integrity, is what makes a person authentic.

George, Bill. Authentic Leadership: Rediscovering the Secrets to Creating lasting Value. San Fransisco: Jossey-Bass, 2003.

Leading From the Inside Out

“Leadership is authentic self-expression that creates values...Anyone who is authentically self-expressing and creating value is leading.” Leading from the Inside Out: Becoming a Leader for Life (video) by Kevin Cashman explores the journey a leader must take to find her own personal purpose. With the determination of personal purpose a leader develops from the inside to become an authentic leader.
Cashman's book challenges readers to examine what guides their behaviours; their persona or their character. Those guided by persona, argues Cashman, make their choices in order to preserve image and control, self-interest, the desire to win at all costs, resistance to change, and other negative attributes. Whereas those guided by character make their choices based on their purpose, being open, and display trust, compassion, courage, inclusion, and adaptability. The essence of character, Cashman suggests, comes from deep within ourselves. Cashman's observations of leaders has brought him to the conclusion that there are seven pathways required to build leadership:
Pathway One: Personal Mastery, is leading through authentic self-expression. It is the ability to live with integrity, and to have congruence between who we are and what we do. Authentic self-expression is speaking from our character, and allowing us to create trust, synergy and connection with everyone around us.
Pathway Two: Purpose Mastery, is leading by expressing our gifts to create value. In this pathway, Cashman explores purpose. A leader who knows his purpose will live with character and know his direction.
Pathway Three: Interpersonal Mastery, is leading through synergy and service. Synergy and service are used in this pathway, as relationship building is examined with a view to authenticity. In terms of sevice, Cashman suggests that “Ultimately, a leader is not judged by how well he or she leads, but how well he or she serves.” (Cashman, p. 110)
Pathway Four: Change Mastery, is leading with agility. The leader who leads with character is adaptable and open. Stephen Covey has said that there are only three constants in life: Change, Choice and Character. Cashman challenges a leader to maintain personal values and principles of character when adapting to change.
Pathway Five: Resilience Mastery, is leading with mastery. It is the ability to choose activities that build energy to continue being a quality leader, rather than choosing activities that diminish energy and leave one unbalanced.
Pathway Six: Being Mastery, is leading with presence. This pathway requires continuous development and self-awareness.
Pathway Seven: Action Mastery, is leading through coaching. It is about building awareness, commitment, and practices for coaching self and others. It is a challenge to capitalize on potential, both inside and out.
Cashman challenges readers to “Commit to the lifelong process of authentically growing as a person in order to grow as a leader.” The book is written with suggestions for practice and questions to consider.
Cashman, Kevin. Leadership From the Inside Out: Becoming a Leader for Life. Minneapolis: TCLG, IIc, 1998

Friday, 9 April 2010

Vision

"Your vision becomes clear when you look inside your heart. Who looks outside, dreams. Who looks inside, awakens." ~ Carl Jung

Leadership and Self-Deception

The Arbinger Insititute's book: Leadership and Self-Deception: Getting Out of the Box is a wonderful book.
The title word, “leadership” shouldn’t mislead the reader into assuming that the book is only for a title leader. Truly, this is a book for anyone; anyone who leads her own life...which is, of course everyone.
What if you discovered that the reason you were frustrated or unhappy with someone was related very much to your actual perceptions and the way you responded to them
What if you examined your annoyance with someone and you discovered that you were actually exacerbating and continuing the problem?
What if you remembered that you truly have the most influence over your own behaviours and perceptions and you took responsibilty for those?
If you were able to manage that, you would be on your way to moving out of self-deception.
I know that this book has become a checkpoint for my own self-awareness and growth. Each time I practice its tenets I improve relationships. I am happier and better for it.
Written in a fable style, this book provides insight into a way of being that revolutionizes relationships and personal growth and development. It is also a book that is quick to read. This is good, because there really isn't any way to do it justice without saying, Read It! You'll like it.
Arbinger Institute, The. Leadership and Self-Deception: Getting Out of the Box. San Fransisco. Berrett-Koehler Publishers, Inc. 2000.

Thursday, 8 April 2010

Leadership

"Leadership is action, not position." ~ Donald H. McGannon

Commitment

"Commitment is what transforms a promise into reality. It is the words that speak boldly of your intentions. And the actions which speak louder than the words.
It is making the time when there is not. Coming through time after time after time, year after year after year. Commitment is the stuff character is made of; the power to change the face of things. It is the daily trumph of integrity over skepticism." ~ Abraham Lincoln

Wednesday, 7 April 2010

Character

"The final forming of a person's character lies in their own hands." ~ Anne Frank

Tuesday, 6 April 2010

Authenticity

"Authentic expression is the true voice of the leader. We speak from our character and it creates trust, synergy, and connection with everyone around us. Authentic expression is not about refining our presentation style - it's deeper than that. Some of the most authentic leaders I know stumble around a bit in their delivery, but the words come right from their hearts and experience...Expressing authentically is about straight talk that creates value. It's about sharing your real thoughts and feelings in a manner that opens up possibilities." ~ Kevin Cashman

Sunday, 4 April 2010

Humility

"One of the biggest things I've learned is that I don't always have to be right." ~ Jeffrey B. Swartz

Saturday, 3 April 2010

Vision

"In order to reach their goals, leaders must be passionate visionaries." ~ Judy Murphy

Friday, 2 April 2010

Leadership

"When the focus of leadership becomes privilege instead of service, leadership self-destructs. It will not survive such a violation of its essence." ~ Antoni Cimolino

Thursday, 1 April 2010

Influence

"All of us have the power to shape our lives and influence the lives of others." ~ John C. Maxwell