When you think about risk, your mind might instantly go to the external hazards and potential threats “out there.” But as humble leader Dan Dye, CEO of Ardent Mills, recently reminded me, one the biggest risks you can take is much more personal: It’s the risk to be who you are, no matter what. And
Imagine the pressure of a top technology job at Dow Jones, The Wall Street Journal, or a fast-growing cloud service platform for over 75,000 retailers in 60 countries. Quality, speed, and innovation are critical. Now imagine the feeling when something goes wrong in those jobs: a missed deadline, a quality issue, upset subscribers. The reputational,
My wife recently confessed that she was feeling like she’d let others down. I was initially quite surprised. She had just hosted approximately 20 women at an impactful work-related event, and after all the time she put in coordinating invitations, seating, and logistics, the event was a huge success. But what was on her mind
Humble leaders are, by definition, modest and self-effacing. In fact, if there’s a common thread across all the interviews I’ve done with humble leaders in this series, it’s that it’s never all about them. They’re just as quick to shine the spotlight on others. Common Thread Among Humble Leaders I thought about this during my
After college, there were two classrooms that changed the trajectory of my life. I could hardly drive to the first course, I was so anxious about taking a public speaking course. But I pored over the material and thought about it between each class. My reaction to the other life-changing class was more like respectful
My friend and I were out for a run. Our conversation along the way began as an information exchange, talking to each other about what we’d done that week. And then it pivoted to his marriage. “It’s not going well,” he told me. “We’ve been fighting a lot.” At that point, my listening changed. I
I sat down to write this, unsure of how to begin. Before I knew it, my mind was off and wandering: Who sings this song playing in this coffee shop. Do I know that person that just walked in? Oh, I need to reschedule my home internet repair – I’ll do that before I start
“Leadership is about stewardship.” That’s how Chris Bachinski, president of GHY International, describes his mindset a year ago going into his new role as the first non-family member to lead the 100-plus-year-old company. Charged with preserving GHY’s legacy while building a strong, resilient future, Chris clearly feels a deep, personal responsibility for safeguarding and growing
There I was in work meeting, talking too much and not being clear. My colleague had said something. I disagreed in a way that antagonized him. He got tense and defensive. My response wasn’t gracious. We felt locked in battle, over-talking, and not listening. In retrospect, it was obvious to me: I was tired and
In 2004, Carolyn Smallwood was recruited to facilitate a turnaround of Minneapolis-based nonprofit Way to Grow. As the CEO, she assumed fiscal and organizational responsibility to deliver on their very challenging mission: ensuring that children within the most isolated families are born healthy, stay healthy, and are prepared for school. How has she faced that
Matt Norman is president of Norman & Associates, which offers Dale Carnegie Training in the North Central US. Dale Carnegie Training is a global organization ...READ MORE