When Jim Malecha was named the CEO of Egan Company, his predecessor said, “I know how strong your faith and ethics are. You will make sure the company sticks to that.” And indeed he has prioritized people over profits and consistency over comfort. At work, it’s easy to be self-defined by what you do rather
Recently, some friends and I were talking about our relationships with our wives or girlfriends. One friend mentioned that he’d just gotten feedback that he doesn’t communicate well. “Did you get defensive?” I asked. “No, not at all,” he said. “I am meeting with a therapist to work on this. It’s my issue, not hers.
You can’t see it, but I get performance anxiety. My stomach knots, my palms sweat, my nerves fray, my breath is uneven and my thoughts are scattered. In the past week, I got it to some degree or another for: a meeting with our company, a big lunch meeting with a client and a networking
I was given the gift of space on my calendar this morning when a client asked to reschedule a meeting. And within that space, several serendipitous things happened. Initially, I sat in my chair listening to the chatter across the office. I reflected on our culture, on teammates and on the work we do. Moments
A friend of mine, John March, caught up with me recently to pick my brain about the connection between leadership and values. The topic, which is personal for both of us, led to interesting insights and self-awareness. I’ve captured a bit of our discussion below to share with you in the hopes that his questions
Most of my days start with the question: What do I have to do today? I run a series of filters that includes deadlines, unfinished projects, obligations, schedule, correspondence and personal needs. These filters create a specific focus for the day: Get these things done. Recently, though, I began an experiment by considering what might
One of my good friends from college is a successful entrepreneur. The company he founded is nearly doubling in size every year. He is highly ambitious, running a lean operation with offices in Boston, Denver and San Francisco. It’s intense, to say the least, and I wanted to learn more about how he manages it
I aspire to brave-hearted leadership, both courageous and emotionally connected. This hinges on whether I am asking: What will enhance my own image? or What is my role in a story larger than myself? The questions played out through the historical relationship between Robert the Bruce and William Wallace, depicted in the movie Braveheart. Robert
Self-image drives behavior. As Henry Ford once said, “Whether you think you can, or think you can’t—you’re right.” Leaders who promote a positive self-image in others maximize potential. Period. The leaders I’ve followed in my life—managers, coaches, mentors, parents—have each communicated to me “messages” about who I am. Keep in mind, communicating a message isn’t
In his book Give and Take, Adam Grant provides abundant research to support his thesis that givers are more successful than takers. He qualifies that these givers are “strategic givers.” While people who are selfish don’t get far, he also points out that people who are selfless get run over. People who are otherish, on
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