Leadership and Love—Why they are a perfect match

“If you seek long continued success for your business organization, treat your People as family and LEAD WITH LOVE.”  That is the advice that Herb Kelleher, legendary founder of Southwest Airlines, offers readers in the foreword of a new book, Lead with LUV: A Different Way to Create Real Success that looks at the leadership…

Employee Engagement: One important statistic we all keep forgetting

Nearly 10 years ago when Marcus Buckingham first burst upon the employee engagement scene as a consultant at Gallup, he announced an important finding: “There is more engagement level variation within companies, than between companies.” This fact has largely been forgotten as leaders, consultants, and practitioners have focused more on measuring against industry benchmarks than on practical ways…

3 Steps for Improving Your Relationships at Work

Contrary to the “Don’t get personal at work” philosophy there is growing evidence that strong relationships at work are a key ingredient to high performance. In Why Relationships at Work Are So Important, best-selling author Susan Fowler, a senior consulting partner with The Ken Blanchard Companies explains that “relatedness”—a feeling of connectedness and belonging—is one…

Thriving in the New Business Reality: Four Strategies for Leaders

Organizations around the world have been forced to change the way they do business. The worldwide recession, downsized workforces, and value-conscious customers have created a new set of expectations. A just-released white paper from The Ken Blanchard Companies identifies key strategies for leaders. Here are four of my favorites to get you started on positioning…

The Leadership-Profit Chain–How Leadership Impacts Employee Passion and Customer Devotion

In an article for the May issue of Chief Learning Officer magazine entitled The Leadership-Profit Chain, authors Drea Zigarmi and Scott Blanchard identify the impact of leadership behaviors on employee passion and customer devotion. Their research shows that organizations can’t treat employees poorly, put pressure on them, and then expect them to perform at high levels. Sometimes organizations…