Leaders in 2013 Must Learn and Embrace Diverse Cultures to be Effective

Leaders in 2013 face new challenges as work force demographics change and employees with different cultural histories begin to come into the workforce. I talk to managers and supervisors notice I did not say leaders, who say “foreigners” need to learn English, or why should I learn about their culture, they should learn to be American. This is a very short sighted view. First, America was founded by people from somewhere else. Even the original Indian inhabitants came from someplace else. As a country we became diverse because people did not completely give up on their old traditions and cultures just to become an American. You do not, and cannot, wipe your memories away when you become an American.

The effective leaders understand and embrace having a diverse group of people working for them. They inherently understand diversity reduces the chance of “group think”. They also understand that their success is based on the actions of the individual employee. The employee’s actions are based on how they interpret the directions of the leader. Their interpretations are based through the context of past cultural experiences. Therefore, to be effective, the leader needs to understand the cultural history and context which develop the individual expectations of their employees. Then the leader can tailor their message to the individual employee. The overall message remains the same, but the individual meaning is shaped through the cultural lens.

It may sound like a lot of needless work, but it isn’t. By learning a basic level of the cultures of your employees the leader actually builds a greater credibility with the employee. The leader learns something’s that they may not have known, but more importantly, they have a new tool to put in their tool box. Leaders who not only develop their employees but also develop a cultural awareness of their employees become a “hot commodity” for their organization. Opportunities to grow, both inside and outside of their company, will most assuredly follow. So, from even an individualistic point of view, learning the cultural histories of your employees and how to lead them creates greater opportunities for you

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Incident Management Team Success is through initial conversations on incidents.

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I joing an All Hazards Type 3 Incident Management Team and finally finished of my Operations Section Chief task book. The All Hazards Teams are extremely important in times of emergency. These teams go into towns such as Oklahoma City,or Long Island, and develop the plan to help them recover from devestation. The article is about lessons learned on a recent deployment.

Confidence in an Incident Management Team by the workers in the field is critical to success and constant changing of plans and tactics may lead to the questioning your IMT’s ability to manage the incident. It is critically important when your IMT responds to assist another IMT that you spend some time with the team already in place and develop your situational awareness. Once the other IMT leaves it is too late to ask questions. Your IMT may end up playing catch-up and spend considerable time trying to get up to speed.

Before you arrive, have a list of questions that you need answered which may not be covered on the ICS 209. During your in-briefing ask specific questions which may allow you go garner insights into how the incident unfolded, why it was being managed the way it was before your team arrived, and the unexpected challenges their IMT faced during their operational periods. The current IMT may have initially started their operational period with a set of tactics and as often the case, had to make changes and thus creating a hybrid plan. The IMT may have changed their plans on paper, but making the changes in field may take longer and the workers may be still transitioning from the original tactics to the hybrid plan.

During your initial briefings you receive the broad scope picture. Use the shadowing time to garner as much information as you can from the person you are replacing. During the one-on-one time you can find the little unexpected nuances that arose and influenced how they performed during their operational period. You should find out how they initially anticipated managing the incident, what went right, what went wrong, and why. The answers to these questions can help your IMT’s success. Failure to ask the questions can hamper effective transitions from team to team. By anticipating the challenges at an incident and developing your own set of questions your team can make the best use of the limited time with the out-going IMT. The key to your team’s success is the initial conversations that help your team create an in-depth situation awareness of the incident you are taking over.

Five Critical Skills A Manager Must Master To Effectively Communicate

You can go to any book store and find a plethora of books on the “latest and greatest” perspective on to effectively communicate with individuals, teams, and entire organizations. When you sort through all of them you will find five common benchmarks to have a successful conversation.

Know Your Message: How many times have you had a conversation with a manager and later walked away more confused than you were before the meeting? In many cases, the manager knows the problem, but does not develop a game plan to make sure her or she covers the important items. How often do you jump into a crucial conversation without first making a plan presenting you how and where the conversation will go? It is important when you need to share important information that you first make a game plan. Write down what you need to cover. Make a check off sheet if necessary, but ensure all important items are included. This is especially important if the other person in the discussion is good at distraction and redirection when bad news is coming. A game plan helps you focus and ensure at the end of the conversation everything that must be said has been said.

The Right Time: How often do managers interrupt someone in the middle of an important project, or task, to throw a lot of information at the person on another unrelated subject The target person is now distracted, loses track, and nothing gets completed. Many managers say, “Well, it was important, and I needed to tell them the information right then.” Unless it was a life or death situation then it could wait. Many managers say it was incredibly important just so they can check off their in-box saying the relayed the information. Well, that’s not a conversation, it’s a cop out. If it is an important conversation then it should be given the proper weight. Waite and have the conversation at the right time, right place and one-on-one. Both you and the person deserve to have an undistracted conversation. Go to an office and lock the door if necessary to ensure privacy. DO NOT HAVE CRUCIAL CONVERSATIONS IN FRONT OF OTHER COWORKERS.

Know How to Talk: Communication is a two way street. Many managers believe effective communication is telling the other person what they are doing wrong. Then they are shocked when the other person says, “Well, let me tell you about your miserable performance as a manger.” Sometimes the manager believes yelling is a better way to get his or her point across. If you believe this is the correct style of management I have three words for you: Hostile Work Environment. Your lawyer will clue you in after the paperwork is served, by your humble public servant, requesting your appearance in court, along with your checkbook. A crucial conversation should be as calm as possible. Make your point in a professional manner and move on to the next one. Being a bully does not win you points, it only makes you look weak and cowardly.

Ensure Understanding: This is where many managers mess up. They do not know how to ensure the other person actually heard the message. Many people feel acquired saying, “Now, what did I say?” The military has brief backs before missions to ensure everyone understands the message before the mission. They do this because somewhere after the first minute people begin to tune out. The pay more attention if they know they are going to be asked to repeat what was said. It is critical that you ask people to summarize, or tell you specifically, the conversation that you had. This way it ensures that the other person did not misinterpret what you said. For example, they will not believe they are getting a pay raise when you are docking their pay. Don’t laugh; it has happened to people before. Entire comedy shows are developed around the concept of one person misinterpreting what another person said. By asking the person to repeat what you said you ensure proper understanding. It is the most critical, and underutilized, skill a manager must master to have effective conversations.

Follow Up: Now that you have had the conversation and ensured proper understanding, it is time to schedule a follow up. Set the date 30, 60, and 90 days out. After 30 days you should see the biggest changes in regards to your conversation. After 60 days, most of the problems should have gone away and changes sticking. After 90 days changes in behavior should now be engrained. Along the way, continue to have shorter conversations tweaking what you discussed in your original crucial conversation.

If you are to be an effective manager you must master the five skills outlined in this blog. The choice is yours and rewards for becoming a master communicator are also yours.

Old school tangibles versus new school intangibles for motivating and connecting employees.

 

 

FOr tangible

by
Mike Phibbs

I recently read an old school book on leadership. To paraphrase a few lines, the organizations benefit packages are a key driver of motivation. The supervisor can’t influence those benefits but he or she can find out the costs of those benefits and tell the employee how much the organization is paying to keep them healthy and on the job. Because the employee received a high dollar benefit package they will be motivated. Well, welcome back to 1950’s thinking!

Let me illustrate how outdated this view is in comparison to today’s workers who value their “fit” within an organization. A potential employee interviews with the HR Director of an organization. The candidate asks about the organizations culture and how much it does for the community. The director responds that the organization has a great benefit package, which includes medical, life insurance and a 401K plan. The candidate tells the director that he saw that on the website, but wants to know how the employees are valued, and their interests to help out in the community are supported. The director responds back that they spend a lot of money per person on the benefit package. Again, the candidate responds back again that it is not about the co-pay, but rather the feel of the company he is interested in hearing. The director again, explains they give a great benefit package and people are motivated to work there to get those benefits. Community efforts are lauded, but the business of this organization is to make money. Here people are motivated by the money and great working conditions rather than touchy-feely outreach programs. At this point, the conversation is over and the candidate knows that he will not fit in with this type of thinking.

If you have to bribe people to work at your organization with expensive benefits then you have a problem. What happens if the benefit packages have to be reduced because of a downturn in the economy? That’s why you never rely on tangible benefits to motivate people. Rather, you highlight the intangibles. If the overall “feel” is right then the candidate will be more interested in the job and be more motivated as an employee. The emotional connections to tie people to the organization are the true drives of engagement and motivation.

It is the intangibles of the work and organization that attract, engage, retain, and motivate employees. From the outset, they want to know what it will feel like to work in a company. How are the employees treated? Even in assembly line style work employees can be extremely motivated and loyal to the organization. From the outset, you have to answer the question, “Are the employees treated as valued employees who every effort benefits the entire organization?” In turn, they will feel motivated if the intrinsic benefits exist for belonging to a high performance culture; where, excellence it not only expected from all employees, but freely given.

It all starts on how well the organization brands its self as a work destination for people who want to set down roots and are willing to work. When they are “welcomed” to the organization each new employee understands that they are a valued part of the team. Team leaders understand when someone is new to an organization they are nervous and need reassurance. During training, they meet everyone and are paired with a person of likeminded personality to help conduct the training and answer questions. Once trained and on the floor, the supervisors continue to build the team and integrate the person into the overall success of the organization. It is the intangibles of working for a leader, and being a part of a team, that motivates people. Benefit packages are important, but no one has ever been motivated to do anything more than what is required because they were told how much a company spend on their benefits. Employees who are intrinsically motivated be the organization, what it does, the internal community, and the right “feel” will fight to ensure the company is strong and profitable. The old school thinking that tangible motivate should be in a text book on bad management. Reading how to use intangibles of the organization to motivate employees is the future, and should be read by every leader trying to make a difference in their organization.

Setting correct priorities makes the difference between mere survival and success.

by

Mike Phibbs

Imagine being dropped off in the woods with only a knife and some rope for your survival. The hours are counting down and you are on the clock to darkness. What are you going to do? Most people will sit down and cry, thinking they are going to die, and they may be right. What are your priorities? What must you do to survive? These same scenarios play out in the business world every day. Let’s see how lessons from survival experts Les Stroud, Dave Canterbury and Cody Lundin can save your life in the deep woods or the concrete forest of your town.

Let’s face it, people watch the survival shows because we admire people who can go out into the woods, desert, or ocean and survive on the bare basics that nature has to offer. Even “preppers” go out and buy supplies and store them up. After many months or living off their bought products they too will be at the mercy of nature. Truth be told, we can all survive like Les, Cody, and Dave. It is in our genetic code and in Asia, Africa, and South America many people still live a primitive life style. We, in our modern age, simply don’t have to live that way and most don’t choose too, until fate forces us to relinquish living like a spoiled 5 year old and get back to basics. Even in the modern day world, many independent entrepreneurs and companies fail because they choose to skip the primitive business basics and never create the foundation of success and move forward and instead focus on the end product and work their way backwards.

Let’s observe the success of the “Wild Man of the Woods” Les Stroud and his three keys to survival. On his show, Les works alone, like the lone entrepreneur responsible only for his own safety and survival. When he is paired up with someone else he is an exacting task master that requires absolute perfection from his partner(s). In reality, he also participates in Eco-Challenges and other adventure racing events where team work is required; however, his teams operate at a higher level than most. When Les is dropped off in the uninhabited backlands he has clear priorities: Shelter, fire and then water. First, protect yourself from the outside elements. If the environment disables you then you are dead. Likewise in business, the lone entrepreneur only has himself to seek guidance and find shelter from his or her competitors. For many in business, the basic shelter is a well thought out idea that sets you apart from your competition. Why are you better than anyone else?
Next, Les builds fire to warm himself up and create the first foundation for success that helps create the motivation and drive to survive. For thousands of years the quest for fire went unanswered. Most people today can’t build a fire out of a stick, spool of yarn, and scrapings from a tree. Yet, Les in a poof and wave of his hand seemingly at the wave of a hand creates in fire. He must live, and pay attention to, the moment. Daydreaming and focusing on the future diverts attention from what he is trying to accomplish right now; your shelter may collapse or fire go out. Likewise, the single entrepreneur must also experience the first success that builds the foundation for success. A well thought out business plan that doesn’t simply state the strategy is to succeed, but spells out what success actually looks like and the steps vividly showing every action steps needed from conceptualization to the fulfillment of the endeavor.

Third, Les then works on finding water. It’s crucial to his survival but is third on the list. Why? Because, he can survive a few days without water, while death comes quickly without shelter and fire. He is willing to drink water, or purified urine, that most people gag at the thought of consuming. The question becomes, what are you willing to do to survive? For the single entrepreneur, are you placing the priorities for your survival as a company in the right order? What you are doing may be crucial but not critically important for you to get through the day. Do not go down the path of thinking of your success, and forgetting to live in the moment, before you have ensured your foundation has been set?

Now, think about two highly successful people, such as Dave Canterbury and Dave Lundin, coming together and being forced to resolve differences in order to not only succeed but survive. Like seasoned business partners they have the talent and drive to succeed. The difference between Les and them is they have to work together and resolve their difference in order to be successful. Both come from different backgrounds and possessed their own unique stories before they collaborated on Dual Survival. They use confrontation not as a means to overwhelm the other, but as a vehicle to communicate differing perspectives on the situation at hand. Through confrontation comes collaboration of effort and focused energy. Together, they can rationalize the situation, and develop a better method of attack, to ensure the highest probability of survival and success. Likewise, when you have a business, or a significant other, effective communication of observations, perspective, and ideas is crucial for your success together. You may be extremely passionate and experienced as individuals, but when you come together with a set goal, like survival, your reliance on each other becomes compounded. By actively listening to the other person’s point of view you can gain insight into your own ideas and maybe determine a better way to handle the situation. Build upon your past individual successes to create the pathways to future success. By having an active partner, you are not alone and don’t have to make all of the decisions. Share the burden and create synergy which leads to your survival and success.

Paying attention to what you are doing in this very moment is crucial to your own survival. Success is a byproduct of your conceptualization and implementation of priorities. Even the best plans and intentions do not succeed. To increase the mere chance of survival, while not even guaranteeing success, solid foundations and tactics must be built and created. Then the environment determines if you will survive. Whether you are out alone in the wilderness, or in a forest made of concrete and skyscrapers, for survival you have to ensure that priorities are sound and in the correct order to provide the greatest probability of success. Do not go blindly into an endeavor and hope for the best. Create the conditions that favor not only your survival but your success. After you get the basics down and a solid foundation for your business, or personal life set, you can begin to be creative and reach the success you imagined.

Sage advice from a true American success story.

American Dream

by

Mike Phibbs

 

“In America, you can have anything you want if you are intelligent and have courage.”  ~ Reza

 

I want to be a millionaire and so do many of you. Three sage questions arise when we admit that we want to be millionaires. First, how do we get the money? Second, what will we have to give up getting the money? Third, will money truly make us successful and happy?

I met Reza many years ago while visiting Miami with my wife. We met through a chance encounter and have been friends ever since. He is the model of the self-made American success story. As a group, driving through Miami, Reza’s phone wrong, it was a business deal in the final stages of negotiations. Reza told the guy on the other end of the line that 20 was the final offer. He continued by telling the other party if he kept trying to push the number lower then Reza was going to start climbing again. I thought they were talking about thousands of dollars. I was wrong, very wrong. I was shocked when Reza told the caller that he was going to ask my opinion. Not knowing the game I aloud, “make it 25 or nothing.” I could hear the guy on the other end choke a little and then agree to the 20. When I learned it was millions and not thousands of dollars I instantly knew I was not in Kansas anymore.

The story of the deal was interesting, but the man behind the deal is far more interesting than can be posted in a blog. We have all met those people, larger than life and with the personality to bring any room to life. Reza came to America in 1979, a week before the Iranian hostage situation began. Reza was born in Iran and left to come to American and make a better life. He brought just enough money to get to New York and buy a bus ticket to somewhere else. He could only say “Florida” in English, so he bought a ticket to Florida. Before he left the station the American Embassy fell. People were outraged and someone had to pay for the American humiliation. It was Reza. He was constantly being assaulted by people on his trip to Miami. Only one person helped him out, the bus driver. The driver tried to protect him and ensure he got to his destination alive.  Even the police turned a blind eye to the assaults. People seem to find this behavior acceptable when their country has been humiliated, the President is ineffective, and the citizens are scared. We are shocked when we see such behavior in other countries and ignore it in our own.

Reza has a charming personality, but he has something else:  A drive to succeed. He worked odd jobs and ended up working at a gas station. Unknowingly, fortune was about to show its face. One day a friend who owned a limousine business mentioned to Reza that he had too many jobs that night and not enough chauffer’s. Reza took the chance and asked if he could take one of the shifts. History is made during these types of serendipitous encounters and this was the case. Thus the rise of Reza began. He continued to work the gas station during the day and drove at night. He eventually bought his own limousine company and made customer loyalty and service the hallmarks of the company’s success.  He could have sat back running a lucrative business and been regarded as successful. But no, he continued to branch out into different areas and continued to make the South Florida financial empire he has today.

One night, while eating dinner at a restaurant overlooking the water with the Miami skyline in the background, Reza put his fork down and pointed out into the bay. He looked back and said, “Look at the billions of dollars out there. Why don’t you have any of it?” I replied that I didn’t have anyone rich enough to knock off. He then spoke the sage words that I use in seminars today, “In America anyone can be as successful as they want if they are intelligent and have courage.” He is completely right. Many people don’t have the intellectual acumen to develop a product idea which people will want to spend money on. More likely, in America has lost the will or courage that brought our forefathers here in boats that would be illegal by today’s Coast Guard standards. We have lost the desire to do what it takes to make a better life. Most Americans are not willing to risk what they have to fulfill the possibilities that America presents.

Does this mean you have to be a millionaire to be successful? If you want to be on the Discovery, TLC or Bravo Channels then yes, yes you do. But in the world of reality, success is something that is enjoyable, fulfilling and builds self-worth. For Reza the money is a by-product of enjoying the running of successful companies. He enjoys providing services and money is just a score card to gauge his own success. The companies he owns are centered on making both his clients and employees equally happy. He knows when you are happy at what you do then it is not a job or a profession, it is something deeper with more meaning.

If you are miserable at your job and have a desire to do something else then ask yourself three questions:

  • Am I an intelligent person who can research my own idea?
  • Do I have the courage to take the actions necessary to fulfill my life’s calling?
  • How happy will I be when I am in charge of my own destiny?

Only you can answer these questions. The answers are scary for most people. But when in doubt remember Reza. He came to a strange land with nothing, not even knowing the language. He became a proud American citizen and through intelligence and courage he became an American success. Put down the fork and look out the window. What is stopping you from living the American dream? Reza lives it and so can you.

Create success through Evidence Based Leadership techniques.

EBL

By

Mike Phibbs

Everyone has read a book with “Leadership” somewhere in the title. Why, we all want to become leaders that inspire and sought after for our sage advice. So, we go to the local book store and find a book that explains how Company A transformed itself from an average company to an extraordinary icon in its industry. Once you begin to read the plethora of books you realize two critical ideas. First, most books are more about management then leadership. Second, the ideas may be great for that specific organization but will not work for yours. However, there are two easy solutions for wading through the sea of books and learning how to truly transform you into a highly effective leader. To begin, you must understand the true nature of leadership and then look for Evidence Based Leadership training that provides a high-octane boost and will accelerate your leadership potential well past the next level.

First, understand that leadership and management are systematically opposed. People like to disguise management training as leadership training since it is cool to be a leader and a drag to be a manager. The overall concept is as simple as leaders lead and managers manage. True understanding of leadership requires a deeper understanding than that simple statement. Leadership is about transformation through the creation of a greater vision for the future and in-depth understanding of people to guide and motivate people. Leaders possess the ability to create the end goal vision for their organizations. They readily read the tea leaves and anticipate where the road blocks are, and how to navigate around them. They understand how to overcome organizational inertia that resists change and can prevent average leaders from creating an impact. Effective leaders have the capability to transform their organizations and take them to the next level. Extraordinary leaders transcend these bounds and create legendary organizations.

Management is about putting parameters on organizations. They develop and follow rules and regulations and keep score. They are the traffic cops that keep the organization moving along at a specified pace. Managers put the brakes on organizational change until ideas are clearly vetted. I am not saying managers are bad people. Managers are the yin to the leadership yang. They develop the strategies that keep organizations going day-to-day. Without managers a high-octane leadership driven organization will wander from one vision to the next, but it will make great time. Management trims the sails and ensures check points are developed and targets are met. Another analogy says leaders want to expand the balloon. Managers want to have rules limiting how fast it expands and requires constant pressure testing to ensure the balloon does not pop.
Now, are people born with innate leadership capacity? Have you ever read in the newspaper, “A great leader was born today at General Hospital” or hear in the hospital hallway, “That baby has great management potential.” Some people do seem to inherit innate leadership skills, but they are still limited. Some possess exceptional leadership skills that work in one industry, but they may flop in another. There is light at the end of the tunnel for struggling leaders: Evidence Based Leadership.

Evidence Based Leadership is a compilation of proven techniques that work in any organization, or profession. At first, I too was reluctant to believe there is a one size fits all solution to leadership problems. However, after I read the key principles and concepts I found they are right on point. I read the concepts and was reminded how it worked in another organization. The Evidence Based Leadership skills are based on facts of which leadership interventions works and which ones don’t. Your next book on leadership should be on Evidence Based Leadership. Then you can read other books on successful leadership and suddenly realized they took the long road to success. By understanding the differences between leadership and management and the principles of Evidence Based Leadership you are on the express route to being an exceptional leader.

ABC Philosophy of Leadership

ABC Philosophyby

Mike Phibbs

The greatest challenge to anyone is not the ability to look at someone else and accurately assess their strengths and weaknesses. It is far more difficult to look inside and determine where you stand and what drives you to success or failure. At the macro level of existence, the measure of a leader, manager, guru, or anyone who looks back and has followers is gauged in the impact they have on the lives of those who choose to follow him.  But there is much more to the story than the sum of the group of individuals who want to follow someone else.  The grander picture is the internal story of knowing oneself that compels that person to drive forward to complete a vision and connect to the greater masses. The ABC philosophy of leadership and knowing oneself creates the foundation for people to understand and connect to their inner person. Then, armed with these insights one can improve their ability to lead and make a greater impact on the people who follow them.

A: Ability and Ambition

Where ever you are in life, be it at work, a parent, or anything else, try to accurately gauge your ability at what is important to you right here and now. You probably already realize you are better at some tasks and worse at others. It’s simple, no one is perfect. However, in reality you are probably not as good and probably a little worse than you think at tasks. Take an internal look and realistically gauge your abilities. Look at the real you, warts and all, not just the imagined you. The take the leap and ask your peers, subordinates, and friends how effective you are a different tasks. Create the overall picture and determine what you truly need to change. Then do one thing better each day till you become the person you aspire to be.

What is your ambition? What is the internal desire which drives you to take action and reach the next level?   Do you know? If you are a store clerk, manager, or senior executive we all have ambition. The difference comes through the knowing where you want to go, and then developing a realistic plan which compels one to overcome their fear to take the first step. No one can force someone else to take the first step, but only show then the path and reassure then that it is safe to walk on. Again, what is your ambition and what is stopping you? By taking the first step, you at least know you made the attempt and will not go through life in wonderment of what could have been if you only tried.   

B: Beliefs and Behavior

Somewhere in the deep reassesses of your mind your beliefs are secretly influencing your decisions is the belief pattern that developed over a life time. For every act that is presented to you, solicit and equal response based on your customs, traditions and beliefs. It’s automatic. Most of the time there are no consequences. Other times you are praised or condemned by your reactions. By taking an introspective look into your own belief patterns you can better understand why you do what you do and why you react the way you do. Maybe your beliefs are based in an outmoded mental program that you will realize needs to be updated. Maybe you realize that your beliefs are sound and need to be reinforced. Sometimes they evolve and you didn’t know you had gone through the transformative process. Regardless of the version of your brain operating program, understanding your beliefs allows you the mechanisms to tailor your interactions with the people around you. 

How do you behave around people when you are happy, sad, or confrontational? Are you consistent in action or do you harbor emotions until they boil over? Do you know what sets you off? The answer to these seemingly simple questions greatly impacts the people around you. By understanding one’s behaviors allows for the anticipation and mitigation of unwanted reactions to situations as they arise. Then, instead of acting inappropriately, one can act in such a way to mitigate negative events and amplify positive ones.   

C: Courage and Commitment

It takes tremendous courage to take a look inside oneself and examine to the deepest corners to see what drives us. The most effective and truly influential people took the leap and observed what causes them to think and act the way they do. Some made remarkable transformations, while others simply accepted who they are with a clearer understanding of themselves. But they all stopped waiting for something to happen to them. They went on the offensive to take charge of their own destiny. The no longer held their emotions in check to explode at a later time. They utilized the power stored in their emotional batteries and focused the energy to resolve problems in a positive a positive manner. 

When making any changes the test comes to your commitment to make the changes over time. Like a New Year’s Eve resolution it is easy to backslide to behaviors that stifle your growth as a leader. It takes 28 days to make new neural connections in the brain that allow you to automatically behave in your new positive manner. But, it takes a life time of commitment to self-evaluate and ensure you are making the necessary changes that allow you to be the synergetic catalyst that makes a positive difference in the people around you.

You are only as good as you choose to be using the ABC method of leadership. Instead of looking at your followers or people you influence and look internally at what drives you to think and act the way you do. Then, you can make the changes that create change in your life that positively impact those of people around you.