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Leading Blog | Posts by Month |
11.30.24
LeadershipNow 140: November 2024 Compilation
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Posted by Michael McKinney at 08:00 AM
11.28.24
Leading Thoughts for November 28, 2024
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Environmental scientist Donella Meadows on nonmaterial needs: “People don’t need enormous cars; they need admiration and respect. They don’t need a constant stream of new clothes; they need to feel that others consider them to be attractive, and they need excitement and variety and beauty. People don’t need electronic entertainment; they need something interesting to occupy their minds and emotions. And so forth. Source: The Limits to Growth (Read Online) Architect and inventor Buckminster Fuller on creating change: “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” Source: As quoted in Beyond Civilization: Humanity’s Next Great Adventure Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 03:33 PM
11.27.24
The Seven Frequencies of Communication
WORDS have power. And how we communicate those words determines their resonance. It is the frequency the speaker uses that connects with us or not. Understanding the frequency with which you are trying to communicate is crucial to reaching and connecting with others. Erwin McManus has provided the map to help us understand how we are heard by others and, importantly, how we can identify what frequencies resonate with those we are speaking to. If we speak at a frequency the listener cannot hear, we don’t connect. The Seven Frequencies of Communication helps us identify and develop not only go to frequencies but also expand our capacity to use other frequencies to connect with others. We all have a core frequency that we use most of the time. As you read through McManus’ descriptions, ask yourself, are you a Motivator, a Challenger, a Commander, a Healer, a Professor, a Seer, or a Maven? When you unlock your frequency, you unleash your potential. What follows is a brief overview of each frequency type. Motivator A Motivator is driven to encourage people and for this reason is probably the most popular. They speak to our needs for energy and self-belief. “When a Motivator speaks, their frequency gets inside of us and elevates our self-belief. A Motivator helps us find energy and strength we did not know we had.” They create a positive, optimistic culture. Motivators understand that people need the energy to take on great challenges, but more than that, they need a foundation of self-belief. Challenger Challengers are all about improvement. They see potential and possibilities, and they define direction. “A Challenger does not believe you need their affirmation as much as you need their drive. The Challenger sees the world as in need of courage. This is the basic need the Challenger tries to meet through communication. The Challenger believes their audience could accomplish anything if they had courage. If you use the Challenger frequency, your role is to elevate and deepen the amount of courage the listener is able to access for their own life.” Commander The Commander frequency is about knowing what needs to be done. It is authoritarian, and at the right time and in the right circumstances, it is invaluable. It carries authority, but to be useful, it must come from a trusted source. “The Commander meets a high need in us for direction. People need to know what to do next in any aspect of their lives. Receiving that direction from someone is a critical part of effective communication.” When you have the Commander frequency, you understand that in certain environments, you must lead with authority. Any place there is danger or alarm. You know what to do and you direct others to get it done. Healer The Healer frequency helps others see their brokenness. “When you use the Healer frequency, you make people feel seen. You help them face their wounds. This frequency embodies the universal truth that no matter who you are or what you have been through, all of us have wounds. Some wounds are obvious. Some wounds are more hidden. Healers have the ability to speak to the deepest wounds in our lives we think no one else can see. When in concert with a complimentary frequency such as Commander, Challenger, or Seer, extraordinary things can happen.” Professor As the label implies, the Professor frequency is all about teaching and helping people to gain knowledge to be successful in whatever they are doing. “This frequency is about more than acquiring knowledge. It is about the love of transmitting what you have earned to others. When you enjoy taking the information you have gathered and turning it into insight for others, you know your frequency is that of the Professor.” Seer The Seer is about imagination and vision. “Their communication opens up possibilities and opportunities for those who are listening. The Seer has the compelling ability to paint a picture of the future no one else can see until they speak.” The Seer lives in the future and is not confined by the past. “Wherever there is a Seer in leadership, their frequency creates a culture of innovation and risk-taking.” Maven The Maven frequency is curious and expresses a need to shift the present paradigm. They seek questions, not answers. They help people see things differently. “To the majority, the Maven frequency brings distress. The Maven is innately heretical, treating the sacred as open to questioning and inquiry. Their violation of orthodoxy is rarely соnscious or deliberate.” The Maven is often not an expert but a student with endless curiosity. They are seen as connoisseurs of new ideas. They can become the one everyone looks to for expertise in a particular domain, topic, or area. McManus has provided an assessment to help you identify your core frequency and primary frequencies and includes a custom report with detailed insights about how to discover the full power and potential of your primary frequency. Like the overuse of a strength, these frequencies have a dark or shadow side. “The shadow of your frequency appears when your frequency is inverted from focusing on others to focusing on yourself. Shadows reshape how you communicate. Where a natural frequency will seek to serve others, a shadow frequency serves only you.” For example, the Challenger can be a manipulator, the Commander a dictator, and the Seer a perfectionist. The Professor can become a diminisher as they demonstrate how intelligent they are rather than using their knowledge to enlighten and build others up. You become most effective when you can move from one frequency to another depending on the needs of those you are speaking to. When you only speak from your core frequency, you create gaps in your communication. You lack empathy. “Empathy is not simply about understanding someone; it is about resonating with them. Empathy is not about transferring what is inside of you to another person, but transferring what is inside of them into you.” The goal of communication is connection, and when you hear and respond to the frequency of others, they feel heard and understood. “Communication at its most human level is not simply the transference of ideas but of hope and love.” Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 11:47 AM
11.22.24
You’re Not Failing—You’re Growing! Powerful Mindset Shifts from J.K. Rowling and Dale Carnegie Everyone Can Use
WE’RE conditioned to fear failure. What if I fail?... I can’t fail this time... Failure is seen as a fatal mistake — whether to a relationship, a career, or a decision we’ve made. But failure is a lot more than that. It’s what grows resilience, inspiration, creativity, and success. It’s how we approach failure that makes a difference. I’ve seen my therapy patients take another look at a failure and realize it gave them room to grow. And there are two examples we can follow — from the author J.K. Rowling and self-improvement and leadership pioneer Dale Carnegie. While wildly different people on the surface, they shared a powerful sense of determination and overall resilience. How each approached failure contains lessons for us all. J.K. Rowling: Learning from Adversity It’s likely you’ve heard of the Harry Potter books and movies. But renowned author J.K. Rowling hardly started out as an overnight success. She was an unemployed single mother wrestling with depression when she discovered an escape — writing. She conjured up a world of wizards and witches, a place where her creative spirit could find solace and hope amidst the chaos of life. Her manuscript got rejection after rejection. But she persisted. Finally, Bloomsbury Publishing took a chance — and Harry Potter and the Philosopher’s Stone became an incredible phenomenon. The lesson we can take from J.K. Rowling is this: Instead of letting failure define her, she persevered — and turned failure into a personal victory. She refused to be pigeonholed by society’s rigid definition of achievement and shallow markers of success. What she found instead was that real success came from within — and failures and adversity were meant to be embraced, viewed as valuable lessons, and part of developing a powerful resilience. Dale Carnegie: Success Comes from Failure Twentieth-century self-improvement and sales guru Dale Carnegie published How to Win Friends and Influence People back in 1936. It was a runaway bestseller and remains a classic to this day. But Carnegie didn’t just set out to write a book and make his mark: he failed at countless endeavors first. Instead of brushing past them, he did the opposite: he wrote them down and kept them in a folder. He took a hard look and confronted his own shortcomings head-on. Here’s the lesson: By digging into his failures, Carnegie found invaluable lessons. He came to understand that setbacks were like an elixir for personal growth and self-discovery. He saw failures like his best buddies, always ready to teach him a thing or two. He cultivated a can-do spirit that enabled people to tackle challenges and overcome obstacles — and build a methodology from it that has had a profound influence on millions of people. So much for being afraid to fail. Once you know it’s an opportunity, you can learn from it. Your Turn: Four Mindset Shifts To use failure to achieve your own greatness, make these four simple but powerful mindset shifts: Make the Choice: Failure is like a boot camp for resilience, a grueling training ground that prepares us for life’s inevitable challenges. When it knocks us down, we face a pivotal choice: stay on the ground and wallow in defeat, or bounce back like we’re on a trampoline, ready to soar again. This choice is crucial: each time we pick ourselves up, we build mental and emotional muscles that equip us for future struggles. It’s a reminder that while setbacks can sting, they also offer us the chance to rise stronger and more determined than before. Get Creative: When our grand plans go belly-up, we’re often left scrambling for alternatives, which sparks our creativity like nothing else. This is the moment to ditch the beaten path, think outside the box, and try unconventional solutions. Some of history’s coolest inventions and groundbreaking discoveries emerged precisely because someone was willing to pivot and innovate after a failure. It’s amazing how necessity can lead to creativity. When faced with obstacles, we often tap into reservoirs of ingenuity we didn’t even know we had. So, the next time things go awry, embrace the chaos and let your imagination run wild! Shift Your Focus: Failure also serves as a powerful catalyst for developing a growth mindset. Instead of fixating on specific outcomes, we begin to shift our focus toward continuous improvement and personal development. This transformative perspective allows us to view failures not as endpoints but as valuable stepping stones on our journey. Setbacks become opportunities for learning, helping us build resilience and adaptability. It’s this growth-oriented mindset that enables us to conquer mountains as we learn to embrace challenges and find strength in the process rather than solely in the results. Be Humbled: Failure has a unique way of building character and humbling us. It’s a reality check that reminds us we’re not invincible superheroes — though let’s be honest, that would be pretty cool. It teaches us that everyone stumbles and that vulnerability is part of the human experience. This humbling journey helps us cultivate empathy and compassion for others, reinforcing the idea that we’re all in this together. Instead of placing ourselves on pedestals, we learn to appreciate the shared struggle of growth and resilience, which ultimately fosters deeper connections with those around us. Failure teaches us empathy and compassion for others facing their own failures. It forces us to question what truly matters to us and what success really means. It’s like a soul-searching journey that leads to personal growth and a more authentic and meaningful life. But here’s the catch — just experiencing failure won’t automatically make you a better person. You must be intentional about it. Embrace failure with open arms, reflect on its lessons, and take action. Only then will you truly transform setbacks into stepping stones to success.  Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 09:36 AM
11.21.24
Leading Thoughts for November 21, 2024
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Creator of Mad Men Matthew Weiner on feedback: “When someone rejects your work, register the fact that they don’t like it, but don’t listen to the reason why. People feel that they have to say something, and they often give a capricious justification to keep from hurting your feelings. For example, someone might say, ‘I don’t like your movie because it’s in black-and-white.’ You think, Damn it. If I had made it in color, I could have sold it. That’s probably not true. Now, if William Goldman or Mike Nichols reads your work and suggests you do X to it, you might want to listen, but if you alter your work for every rejection, you’ll end up running in all different directions trying to please an imaginary audience. It can be damaging and destructive.” Source: Getting There: A Book of Mentors by Gillian Zoe Segal Noel M. Tichy on the need to produce leaders at all levels: “Successful leaders add value. No matter what level or what type of organization, the true measure of a leader is whether he or she has made the assets under their control more valuable today than they were yesterday. A leader is given stewardship over assets, in the form of people, capital, information, and technology. Their job is to make them more valuable and to keep making them more valuable into the future.” Source: The Cycle of Leadership: How Great Leaders Teach Their Companies to Win Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 10:56 AM
11.18.24
The Upside of Disruption
AS our recent history has shown us, disruption does not happen linearly. We can’t expect change to be an extension or an improvement on what we already know. As Terence Mauri puts it in The Upside of Disruption, we must rethink everything. “We can’t have resilient leadership without deliberate and sustained rethinking.” We become irrelevant, trapped in our past successes. Better questions are the answer to the now we find ourselves in. When operating at the edge of a new world, we must rethink old certainties, search for the upside, and ask what will evolve and what will not change because the untapped value lies there, too. The question leaders must now ask is, “Does our leadership deliver nutritional value through how we honor the past, define the present, and champion the future?” We can’t continue to lead with an Industrial Age mindset; rather, we need to adapt to an Intelligence Age mindset. The future is about a shift in mindset and related behaviors. To move our thinking out of the status quo and to find the upside of disruption, Mauri covers four critical areas leaders must address in themselves and their organizations. He refers to it as D.A.R.E. or Data, Agility, Risk, and Evolution. DATA – Lead with AI Data refers to AI-driven disruption. Embracing AI is a leadership priority but with a human-centric approach. “The more digital we become, the more human we need to be. The reimagination of mindsets, culture, and capabilities in sync with the rise of Al may be the leadership imperative of the twenty-first century.” Embracing AI requires a culture change. Employees should “feel energized and enabled to use AI as a co-pilot to do value-creating work and waste less time on bureaucratic misery work.” AGILITY – Great Leaders Unlearn Mauri defines unlearning as the capacity to reflect (humility), rethink (agility), and then renew (growth). It’s proactive, not reactive. “Half of wisdom is learning what to unlearn,” said science fiction writer Larry Niven. Unlearning could be the highest form of learning in a post-AI world. It’s the ultimate insurance policy against zombie leadership (dead leadership that fails to adapt to changing circumstances) and “enshittification” – a term coined by academic Cary Doctorow to describe the slow decay in everything we do. It is at the heart of every future-focused organization, allowing leaders to focus on accelerated growth and rethink outdated mindsets. RISK – The Courage Advantage The risk is in not having the courage to evolve. Adopt a contrarian mindset. “Willful contrarianism explicitly takes a point of view about the future that runs counter to conventional business wisdom and is a powerful antidote to the curse of sameness. Leaders courageous enough to adopt willful contrarianism are likelier to see the future first and hone a courage edge that helps them take advantage of disruption and seize new growth opportunities.” Our current mindset affects our ability to see the future. Mauri says courage and humility are inseparable because there is no courage without vulnerability. Overthinking leads to risk aversion. EVOLUTION – In Trust, We Grow For some time, trust has been on the decline. Mauri encourages us to adapt the Trust Mindset and utilize its three dimensions: Who We Are (Identity), How We Work (Agility), and How We Grow (Scalability). The Who We Are question provides clarity. It is about values. But keep it simple. “Too many can be counterproductive. Values should be clear and meaningful and guide mindsets, behaviors, and decision-making about what you are and are not.” How We Work answers the question, “Are we empowered to work as adults, or is ‘fake empowerment’ the default? Empowerment means control over context and power over trust. It demands deference and erodes initiative.” Move from micro-management to continuous coaching. Be a leader of learning, not tasks. How We Grow provides a growth story that people can relate to and get behind. “When leaders honor past achievements, define the present challenges, and inclusively shape the future growth story, people don’t just feel included in the journey; they own their part of the future in a crystal clear and irresistible way.” We won’t succeed in the Intelligence Age if we are stuck in the status quo. We need a beginner’s mindset and the courage to make bold moves. Whatever the future holds, people will still want to thrive in human-led, trust-based cultures that combine meaning, choice, and opportunity over a lifetime. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 03:14 PM
11.15.24
Passion Rises While Persisting Through Pain
IN 2012, in the wake of the Great Recession, when uncertainty loomed large and businesses shuttered by the thousands, I made a decision that would change the trajectory of my life. The world was in turmoil, with financial instability creating ripples across every industry; yet, amidst this chaos, I saw an opportunity. I embarked on a journey to build Alkemy Partners—a life science training company that would thrive against all odds. The idea for Alkemy Partners emerged from a simple but profound observation: The life sciences industry was evolving rapidly, and with it, the need for specialized training was growing. New technologies, shifting regulations, and a heightened focus on biotechnology and pharmaceuticals meant that professionals needed to stay ahead of the curve. I saw a gap in the market—a demand for comprehensive, high-quality training that could empower individuals and drive progress in the industry. But starting a business in such a volatile environment was no easy feat. The early days of Alkemy Partners were a whirlwind of activity. The financial landscape post-recession was bleak, with banks hesitant to lend and investors wary of risk. Each day felt like a battle against overwhelming odds. I spent countless hours crafting pitches, meeting potential clients, and refining our offerings. Every small victory was hard-earned, and each setback felt like a blow to my spirit. But I pressed on, driven by a deep conviction that Alkemy Partners could make a significant impact. In the midst of building the business, life threw me a curveball that I never saw coming. I was diagnosed with atrial fibrillation (AFib), a condition that introduced a new level of uncertainty into my life. Suddenly, my heart—both metaphorically and literally—was in crisis. The episodes were terrifying, my heart racing uncontrollably, and the constant fear of when the next one might occur loomed over me. Here I was, working tirelessly to build a company focused on health and science, while my own health seemed to be betraying me. Given the diagnosis, it would have been easy to say, “My body is at risk. Let me just set all of this down.” On the days when I thought starting a business might prove too challenging, I suddenly had a legitimate “get-out-of-jail-free” card if I wanted. I had two choices ahead of me: View my diagnosis as a beginning or view it as an ending. I chose the former. Rather than letting this diagnosis define me, I chose to let it fuel me. The experience forced me to confront my own vulnerabilities and to reassess my priorities. I sought out the best medical advice, educated myself on AFib, and made the necessary changes to manage the condition. I no longer viewed sleep as the thing getting in the way of productivity; it was the thing guaranteeing productivity. My day did not need to start with checking emails and scrolling LinkedIn; it needed to start with breakfast and a workout. I realized that while my heart might be unpredictable, my determination was unwavering. I continued to build Alkemy Partners, channeling my fear and frustration into a relentless drive to succeed. My desire to live a strong and healthy life clashed with the lifestyle of someone building a fast-growing startup organization. You can’t build a business if you are not alive, so creating a system of true balance was necessary. But I also realized I could not do it alone. I needed help. Just as I was starting to find my footing, another challenge arose—one that tested my resolve in a completely different way. Nine months after forming an LLC, my business partner was gone. Not gone gone. It wasn’t that dramatic. But he was done. There was too much uncertainty and too many dead ends. Building a business from scratch is not easy, and it is certainly not for everyone. The ebb and flow of opportunities, cash, and motivation ultimately changed the dynamic of the dream, and he decided to walk away. It felt like the foundation I had worked so hard to build was suddenly cracking. The person who had shared the vision for Alkemy Partners, who had been a sounding board and a support system, was no longer by my side. As we parted, he uttered his famous saying, “I am always late to the party, and I always leave early.” I took this as a vote of confidence. Something was going to come out of this entrepreneurial experiment. It was going to be OK. I had to make this work. For the next three months I had to refine the company’s mission, vision, and basic “Why?” Why did Alkemy exist?
I wasn’t afraid of failure for failure’s sake. All I could do was give it 100 percent effort. That’s all I could control, and I knew that. What I was afraid of was the pity. The “Aw, poor guy, he tried.”
But as I faced this new reality, I came to understand that I was not alone. While the loss of my business partner was difficult, it also opened the door for new opportunities and new relationships. I began to reach out and seek out others who shared my vision and were willing to join me on this journey. What I discovered was a community of like-minded individuals—colleagues, mentors, and new partners—who believed in the business as much as I did. Together, we formed a team that was not just capable but passionate and committed. They brought fresh perspectives, diverse skills, and a renewed energy that propelled the company forward. This team became my rock, the foundation upon which Alkemy Partners was built. With their support, I was able to focus on the core values that had always driven me: integrity, excellence, and a commitment to empowering others through knowledge. With a clear vision and a strong team behind me, Alkemy Partners began to gain traction. We established ourselves as a trusted name in life sciences training, building relationships with industry leaders and delivering programs that were not only educational but transformative. Over the next eight years, Alkemy Partners flourished. We expanded our reach, developed new programs, and continued to evolve alongside the industry we served. The challenges I had faced—the uncertainty of the post-recession economy, the battle with AFib, and the departure of my business partner—became the very things that strengthened my resolve and sharpened my leadership. The things that could have completely derailed my journey became the guiding posts to take me further than I could have imagined. And in 2020, after years of hard work and dedication, Alkemy Partners was acquired by a private equity firm. It was a moment of triumph, not just because of the financial success, but because it represented the culmination of years of perseverance, growth, and transformation. The story of Alkemy Partners is one of triumph over adversity. It is a testament to the power of belief, the importance of taking risks, and the resilience of the human spirit. If there is one message I hope to convey, it is this: We all face challenges, some that may seem insurmountable, but it is our response to these challenges that defines us. Whether you’re starting a business, dealing with a health crisis, or facing the loss of a partner, know that you have the power to overcome. Believe in yourself, trust in your journey, and never quit. The path may be difficult, but the rewards—both personal and professional—are worth every step. Below are the steps that I take to address adversity, stay focused, and believe in what I’m doing.
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Posted by Michael McKinney at 10:21 AM
11.14.24
Leading Thoughts for November 14, 2024
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Josh Axe on building communities of greatness: “Don’t make the mistake of thinking you are better off alone or that the ‘friends’ you have on social media are enough to complete your community. Instead of simply casting a wide net, go deep with your relationships. Don’t settle for having only online social media conversations or waving hi and bye to people in the school car line. Invest in communities of greatness, find a mentor, and be a mentor. We can only become who we are meant to be through the people who surround, come alongside, lead, abd follow us. Don’t just think about who you can become. Think of who your community can become.” Bob Chapman and Raj Sisodia on the ripple effect of caring: “When so many people go home each night feeling not valued, it is no surprise that we see so much conflict in families and our communities today. We in business are creating that problem because we see people as objects for our success and not as precious human beings. If we send Steve home feeling better about himself and he, therefore has a better relationship with his wife, his kids are going to see the model behavior of their parents, and we’re going to raise happier, thriving children. This is how we can start to heal our brokenness: sending people home as better spouses, parents, children, friends, and citizens of their communities.” Source: Everybody Matters: The Extraordinary Power of Caring for Your People Like Family Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 03:47 PM
11.12.24
When Negotiating, Pass the Tension to the Counterparty
ANYTIME there’s a negotiation, tensions arise. Through my work as a negotiator for over 40 years, I’ve essentially determined seven distinct types of negotiation tension — and have learned to both recognize and manage them to open up a path to progress. Take, for example, the interplay of seven tensions — including tension around relationship, outcome, process, timing, leverage tension, power, agent, and team — in this particular situation: One of my business partners, and I were approached by a potential buyer of a company we owned. My partner was the majority shareholder, but I had a substantial stake. He was 17 years older than me and retiring soon, so for those reasons, it made sense for him to drive the deal in the background and for me to negotiate it. He said, “We shouldn’t take less than $100 million.” We didn’t have to sell, and while they didn’t have to buy, we would represent a cheap entry into the US market for this European company. I felt outcome tension over the price. I thought it was too high, given where our results were at the time. Further, my partner’s plans to retire meant he’d never have to deal with these people again. Given my age and role in the company, I certainly hoped to stay. I liked these folks, and I liked the deal. Hence, my relationship tension. My partner, however, exhibited no tension concerning his future relationship with the potential buyer. My partner also concluded that it was likely we’d sell the company — and if we didn’t, that was okay with him. So, he also felt no tension concerning the outcome. He was in no rush, so he didn’t experience timing tension either. He also thought these Europeans needed a nice American company to enter the US market, so he felt he had the leverage and, therefore, had no leverage tension. I, on the other hand, had all those tensions. I wanted to sell, and I was worried too high an anchor would scare them off. As I imagined potentially working with them, a new tension developed within me — agent tension. Should I try to persuade my partner, for whom I was a partial agent, to reconsider our price? I thought about timing. Our company was a large S Corp and, as a result, had a potential temporary reduction in taxes due to the Trump tax cuts. Selling now, before those expired, led to some timing tension. Also, my partner was in his late 70s with no children involved in the business. As a result, I felt the full burden of each of these negotiation tensions in this deal scenario. Fortunately, tension can be moved from one person to the other. It’s true! Have you ever felt someone’s tension pass to you or passed your tension to someone else? No doubt you have. Say, for example, you’re sitting alone quietly when someone who has tension enters the room. Regardless of how intentional they are in their desire to “share” it, you immediately start to feel it and exhibit it. Knowing this, I was determined to pass my tensions on to the potential buyer. As we began, I said, “My partner says he won’t sell for less than $100 million, so don’t even think of making an offer at less than that amount. We won’t sign it. After all, the company isn’t for sale. We’re looking at a few good years ahead, so we’re fine. After those years, he’ll retire, and we’ll sell the business then. But if you want to prepare a Letter of Intent (LOI) for a sale at $100 million, we’ll sign it.” Notice how I quickly addressed the tensions of negotiation. The relationship, outcome, and timing didn’t matter. Leverage on their side was non-existent, and I set forth a process for them. I was off the hook as an agent and had perfect team alignment. I’d gone from all seven tensions to none. Where was the tension now? They needed a relationship with us. They needed to decide if they could reach our ask. Time and leverage were now on our side. Every one of the seven tensions had been moved to them. And I could feel it. They were quiet for a few days, and we went about our business. After three days, they called and said, “Okay, let’s draft an LOI for that amount.” While my partner anchored high, there was much more going on in regard to the seven tensions. Anchoring created tension for me, yet we succeeded in passing the tension on so that the counterparty was left having to grapple with it. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 08:36 AM
11.08.24
Selecting My Team: The Art of Choosing the Right People
WHEN building a successful team, the selection process is critical. I once shared in an article in The Guardian that my approach to selecting team members can be distilled down to a single criterion: whether I’d be okay being kidnapped with them. This gauge encapsulates the essence of everything I’d want in a team member. Below are five key qualities to look for that will contribute to a cohesive and effective team: 1. Team oriented A successful team isn’t a collection of individuals working in isolation; it’s a cohesive unit where each member understands their role and supports one another. Team-oriented individuals collaborate seamlessly, communicate openly, and share a common goal. They’re willing to put the team’s interests above their own, which fosters a sense of unity and purpose. In my experience, team-oriented individuals are often those who have a genuine interest in the success of others. They celebrate victories, both big and small, and offer support during challenging times. Building a team with this mindset encourages a positive work environment where creativity flourishes. When members feel they can rely on each other, they’re more likely to contribute their best efforts, which results in heightened productivity and innovation. 2. Calm under pressure Another critical attribute in team members is the ability to remain calm during a crisis. In any organizational setting, challenges and unforeseen situations are inevitable. Team members who can maintain their composure under pressure are invaluable assets. They not only manage their own stress effectively but also help to stabilize the team as a whole. Individuals who can think clearly and strategically in high-pressure situations are often the ones who can turn challenges into opportunities. They analyze the situation, devise a plan, and communicate effectively, ensuring that everyone is aligned and informed. This ability to calmly navigate crises strengthens the team’s resilience. When team members know they can rely on each other during tough times, it fosters a sense of security and trust that is paramount for long-term success. 3. Strategic thinker In today’s fast-paced and ever-changing environment, individuals who can see the bigger picture and anticipate future challenges and opportunities are indispensable. These individuals possess a forward-thinking mindset that encourages innovation and adaptability. Strategic thinkers analyze data, consider various perspectives, and make informed decisions that align with the organization’s goals. They’re not content with the status quo. Instead, they challenge conventional wisdom and seek ways to improve processes and outcomes. A team that includes strategic thinkers is better equipped to navigate complexities and drive sustainable growth. 4. Loyal Loyalty is a cornerstone of any effective team. I seek team members who demonstrate commitment to both the organization and to their colleagues. Loyalty leads to a supportive environment in which individuals feel safe to express their ideas, take risks, and make mistakes. When team members trust one another, they’re more likely to collaborate effectively and work towards common objectives. Moreover, loyal individuals are often the ones who go above and beyond for their teammates. They’re willing to lend a helping hand, share knowledge, and advocate for others. This sense of solidarity enhances team morale. In a world where change is constant, loyalty acts as a stabilizing force that keeps the team grounded and focused. 5. Courageous Finally, I look for courage in a prospective team member. Courageous individuals aren’t afraid to voice their opinions, challenge the status quo, and take calculated risks. They possess the confidence to confront difficult situations head-on and make tough decisions when necessary. Courageous team members inspire others to step outside their comfort zones and embrace change. In a team setting, courageous members prompt open communication and transparency, empowering everyone to express their thoughts and ideas. They lead by example, encouraging a culture of continuous improvement and growth. When team members are willing to take risks and stand up for their beliefs, it cultivates an atmosphere of innovation and creativity. Selecting the right team members is a multifaceted process that demands careful consideration. Focusing on these five key attributes will create a cohesive and resilient team capable of navigating challenges and achieving collective success. My metaphor for assessing team members related to who I’d want to be kidnapped with aside, a well-chosen team will drive organizational success as well as ensure fulfillment for every member involved. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 11:09 AM
11.07.24
Leading Thoughts for November 7, 2024
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Warren Bennis on consensus decision-making: “Emphasis on harmony does not serve organizations particularly well. Unanimity leads rather quickly to stagnation, which, in turn, invites change by nonevolutionary means. The fact that the organizational deviant, the individual who ‘sees’ things differently, may be the institution’s vital and only link with, for lack of a better term, some new, more apt paradigm does not make the organization value him any more. Most organizations would rather risk obsolescence than make room for the non-conformists in their midst.” Source: Why Leaders Can't Lead: The Unconscious Conspiracy Continues Peter Drucker on manners: “It is a Law of Nature that two moving bodies in contact with each other create friction. Two human beings in contact with each other therefore always create friction. And then manners are the lubricating oil that enables these moving bodies to work together, whether they like each other or not—simple things like saying ‘please’ and ‘thank you’ and knowing a person's birthday or name, remembering to ask after the person's family. If the analysis shows that brilliant work fails again and again as soon as it requires cooperation by others, it probably indicates lack of courtesy, that is, of manners.” Source: Management Challenges for the 21st Century Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 09:33 AM
11.04.24
The Secret Ingredients to Successful Leadership
EFFECTIVE leadership is an art. Leadership requires keeping several balls in the air at once. Alongside managing the technical aspects of running their company, leaders also have a responsibility for the well-being of those with whom they interact. To be effective, they must not only earn the respect of their employees and communicate skillfully but also inspire team members to do their job effectively. In an attempt to narrow down which skills are required for being a successful leader, I uncovered eight secret ingredients. Drawing from my background as a physician and scientist, I designed The Wisdom Research Project, which involved interviews with 60 wise adults to find common denominators in their approach toward life. After scientifically analyzing our compiled data, we determined eight qualities that are common to wise people and successful leadership. They involve: 1. Resilience: This is the ability to endure difficulties and “bounce back.” For a leader, resilience is especially important as it involves being flexible, resourceful, and diligent. A resilient leader is able to turn an obstacle into a learning opportunity that will further their knowledge and enable them to thrive. Giving up isn’t an option as it would mean forsaking the company and their career. 2. Kindness: Being friendly, generous, and considerate are all traits associated with kindness and are valued across all societies and organizations. Kind leaders are more effective in inspiring and motivating their employees. Being empathetic is another form of kindness as it involves concern for others’ values, feelings, and priorities. Being kind is professional as it comes from confidence, calmness, and sound judgment. All leaders, at one time or another, must make some tough calls, but incorporating kindness in communicating unpopular decisions helps leaders preserve the respect they’ve earned while taking some of the sting out of their decisions for those involved. Employees want to be part of a company headed by a kind leader as they feel “seen.” As Mark Twain said, “Kindness is the language that the deaf can hear and the blind can see.” 3. Positivity: Being positive in life comes from maintaining an optimistic perspective. Knowing that all the eight elements of wisdom are interrelated, positivity plays into resilience by allowing a leader to approach and view every situation as a learning opportunity. A positive leader looks for opportunities to gain knowledge, and hence become a better leader. Positivity benefits both the leader and company. Leaders who are positive create an air of enthusiasm, openness, and high morale among employees. Workers feel privileged to be there. They’re excited to be part of a team. 4. Spirituality: The idea of spirituality and successful leadership seem to be at odds, but they are intrinsically interconnected. A belief that there’s something greater than oneself, even though it can’t be explained or seen, empowers leaders to govern from a place of purpose, which in turn inspires and motivates employees. Leaders who embrace spirituality influence the team to work from the heart. As a result, team members understand that their purpose transcends material goods and material compensation. They follow the example of their leader’s belief in the mission of the company and are willing to go to great lengths to ensure its success. 5. Humility: As author C.S. Lewis explained in reference to humility: “It’s not thinking less of yourself, but thinking of yourself less.” Humility has been recognized throughout time as an important virtue. Having humility is especially important for effective leadership. A writer for The Economist once stated, “If leadership has a secret sauce, it may well be humility. A humble boss understands there are things he doesn’t know. He listens.” The willingness of such leaders to listen to employees’ ideas magnifies their success as they realize employees often have a better perception of consumers’ needs and priorities. 6. Tolerance: Respecting the beliefs and practices of those around us that differ from our own is a hallmark of tolerance. It involves approaching difference through an unbiased and open-minded lens. A tolerant leader seeks feedback, invites diverse opinions, and is genuinely interested in other perspectives. In this way, they are able to learn from others. Tolerant leaders lack ego, while at the same time conveying confidence. They believe the company’s success is more important than appearing to have all the answers. 7. Creativity: A creative leader looks at scenarios from a different or new perspective. This ability is an important attribute of effective leadership. Leaders who are creative are better able to problem-solve and lead their company on a path of greatness. Such leaders have vision and a sense of innovation. They imagine and think without bias, boundaries, or judgment, which leads them to finding innovative solutions. 8. Curiosity: Curiosity is the foundation of all the elements of wisdom and is essential to effective leadership. At its core is a desire to learn and to pursue new ideas. Curiosity is the component that enables a company to move forward and grow. It invites questions, the pursuit of solutions, and reliance on diverse perspectives — all leading to innovation and success. While the eight elements intrinsic to wisdom make up the secret ingredients to successful leadership, they take time and intention to effectively implement. Keep in mind that incorporating these elements is a continuous undertaking. Be patient. Know that having an awareness of their importance in leadership is the first step. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 10:35 AM
11.01.24
First Look: Leadership Books for November 2024
HERE'S A LOOK at some of the best leadership books to be released in November 2024 curated just for you. Be sure to check out the other great titles being offered this month.
Five Generations at Work explores how to maximise the dynamics of our generational diversity to create more collaborative and competitive organisations. An energising and pragmatic read, this book unpacks six years of research and work with organisations and individuals who are taking progressive action to lead from lenses versus labels, evidencing the value of generational diversity. For the first time in history, we have up to five generations at work. In the context of a world in flux and polycrisis, our diversity is a powerful force multiplier for good, if we debunk the stereotypes and know how to unlock it.
Can I trust you? With mounting international tensions, economic collapses, family divisions, and political discord, trust is in short supply. Without it, cultures deteriorate, productivity fades, and resources are wasted. Many recognize the current lack of trust, but few know how to address it. David Horsager has been pioneering trust solutions for decades and now offers this essential guide for leaders. It includes 40 Trust Tools built on his proven 8-Pillar Framework—equipping you to solve your biggest challenges with trust.
All organizations have a culture, whether they acknowledge it or not—and whether it's helping or hindering them. Get it right, and culture can be a positive force for good. Get it wrong, and culture can be a negative force, becoming toxic and undermining performance and reputations. In short, culture matters. Organizational culture, though, can be a tricky thing to understand and master. The Power of Culture tackles this head-on, exploring what culture is, and why it matters; how it needs to be aligned with strategy and values; and how to understand it, change it, and make it a reality.
Byron Wien, a legendary figure on Wall Street, shares his profound insights and life lessons in Stay at Risk and Live Forever. Co-authored by Taylor Becker, this memoir provides a unique blend of personal anecdotes and professional wisdom from Wien's decades-long career. Known for his famous "Ten Surprises" and "Life's Lessons" lists, Wien guides readers through the complexities of investment strategy, risk management, and lifelong learning.
In today’s volatile, fast-paced, and decentralized business environment, even the most talented leaders can’t succeed alone—they need to mobilize the full potential of the team. The world’s highest-performing organizations understand they need more than leadership to win—they need teamship. Teamship is a profound shift from today’s hierarchical model to sharing the load among a team that elevates one another and the organization to achieve exponential results.
   
“You can't think well without writing well, and you can't write well without reading well. And I mean that last "well" in both senses. You have to be good at reading, and read good things.” — Paul Graham, Y Combinator co-founder
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Posted by Michael McKinney at 08:41 AM
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Here is a selection of 
Five Generations at Work
Trust Matters More Than Ever
The Power of Culture
Stay at Risk and Live Forever
Never Lead Alone
