Poised for Excellence

Lifelong learning is a consummate way of life for effective leaders. This chapter discusses how to maximize learning on an infinite continuum, with insights on why leaders must embrace it as a lifelong vocation to maximize their success.

Emotional intelligence is the lifeblood of effective leadership. This chapter discusses the importance of mastering emotional intelligence as a soft skill, outlines its five components and provides insight on why leaders need it, as well as strategies for improving it.

The internal challenges to effective leadership often outweigh the external. This chapter discusses the impact of self-sabotage on leadership success and provides key strategies for identifying and overcoming it.

Confidence in your own thinking and decision-making skills is critical to becoming an effective leader. This chapter discusses why leaders must be able to provide wise counsel for themselves and includes insights on how to accomplish this.

The illusion of extrinsic competition creates a persistent cycle of fear and dissatisfaction, directly influencing a leader’s self-concept and performance. This chapter discusses the notion of competition and offers a disruptive approach for confronting it that focuses a leader inward.

A leader’s candor and conduct, especially when no one else is watching, are each very much connected to the tenets of ethical leadership. This chapter discusses the significance of integrity and transparency as ethical imperatives and why smart leaders must prioritize them.

To lead with distinction, a leader must create a compelling brand that reflects 360 degrees of personal and professional excellence. This chapter discusses the clear connection between shrewd branding and leadership success.

Standout leaders know that their own behavior is the most important factor in influencing the behavior of others. This chapter discusses the role of what leaders do, rather than what they say, to influence the perception and behavior of others.

Every leader makes mistakes, has knowledge gaps, and experiences blind spots. Leaders must accept this reality and realize that they are not exempt from feedback. This chapter discusses why leaders must let go of ego, own their mistakes, and embrace constructive criticism to become their very best selves.

Leaders have big ideas and reach for the impossible: They refuse to be bound by their own or anyone else’s preconceived notions of success. This chapter discusses why leaders must not merely think outside the box, but eliminate it altogether to shift perspectives and innovate.

Perfection is elusive. Smart leaders know better and strive for progress by moving forward with purpose as they work toward their goals. This chapter examines why progress, rather than perfection, is an ideal benchmark for leadership success.

By itself, passion is insufficient to garner the energy and focus needed to accomplish most goals. “True grit” ignites the will to get through tough times. This chapter discusses why leaders must tap into both grit and passion to realize outcomes of consequence.

Working hard is an overused misnomer. Producing high-quality work does not always equate to churning out long hours, but rather is an effective use of resources. This chapter discusses how leaders can increase productivity by working smarter, not harder.

Leaders know that change can happen at a moment’s notice. To get ahead of challenges, they prepare for them. This chapter discusses the importance of strategic preparation in times of peace to avoid reactive strategies during crises.

Leaders know that only “musts” get done. “Shoulds” are optional. This chapter encourages leaders to raise the bar on goal setting and achievement by redefining their priorities and making the most important goals musts rather than shoulds.

Titles are objective indicators of professional authority, roles, and responsibilities—but hardly evidence of an individual’s ability to lead. This chapter discusses the immense power of leading with influence over authority, and why leaders must embrace it.

All work and no play will diminish the drive and commitment of even the most successful leaders over time. This chapter discusses the necessity of integrating work and play as complementary components of an overall effective leadership strategy.

You can always find a rainbow—or just the rain—depending your perspective. This chapter discusses the power of perspective and the importance of maintaining an optimism outlook, regardless of circumstances, as a premier strategy of effective leadership.

A effective leader needs adaptable vision, which can both expand and contract, to fully process information and competently advise others. This chapter underscores the value of homing in on the details, while also seeing the big picture, to capture the complexity of the leadership landscape.

Fear is well-known for its ability to conjure up feelings of doubt and disillusionment. Although leaders strive to feel courageous and certain, they, too, experience fear. This chapter shares how leaders can transform fear from a foreboding and paralyzing force into an incredible source of stimulation and insight.

As human engineers, leaders cannot escape the certainty of human interaction. It is fundamental to their work. This chapter underscores why leaders must make authentic connections, as well as build and honor human relationships, to successfully influence and lead others.

Do nice leaders finish last? Some leaders tend to think so and fear that “being nice” may cost them their professional credibility. This chapter discusses the connection between demeanor, behaviors, and boundaries as a prescription for leadership success.

Leaders freely praise excellence in others knowing that it will not diminish their own self-worth. This chapter emphasizes how important it is for leaders to give credit where it is due, without apprehension or resentment, as a matter of course.

Leaders who promote fairness exercise good judgment and earn the trust of those with whom they work. As impartial arbiters of good will, they apply the rules consistently and engage others with respect This chapter highlights why fair and consistent leaders are among the most successful.

Bullying usually invokes memories of elementary school, along with repeated incidents of intimidation on the playground. Unfortunately, some bullies never grow up. Worse still, some even show up at work. This chapter discusses the tragedy of workplace bullying and urges leaders to confront it.

Leveraging the know-how of experts with specialized knowledge and skillsets—best-of-breed advisors—can help leaders to navigate industry complexity with ease. This chapter underscores the value of assembling a team of expert advisors who can help leaders deliver on the promise of results.

Blindly clinging to best practices and the comfort of institutional memory hold organizations back. Change can be good for growth and leaders must be prepared to lead it head-on. This chapter encourages leaders to be open-minded about confronting challenges to organizational conformity.

Employee morale and performance are significantly influenced by organizational culture. To avoid human resource challenges, leaders must be clear about their role in shaping it. This chapter discusses how leaders can leverage ethos to shape successful cultures.

Leaders must learn to connect and communicate with others despite their differences. Nonetheless, prejudice, bias, and stereotypes all can affect leaders’ perceptions. This chapter emphasizes the importance of leaders bringing cultural awareness and understanding to their work.

Without a compelling vision that inspires, leaders will struggle with buy-in and campaigning for change. This chapter identifies the key elements for creating a compelling leadership vision and its role in driving organizational performance.

Leaders often take on more than their fair share of tasks to get things done. To maximize resources, however, leaders must delegate and spread the work around. This chapter discusses the importance of delegating duties to avoid stress and burnout.

Decision making is not a superficial exercise. It is a comprehensive process that takes effort and skill to execute. This chapter focuses on the purpose of the decision-making process and why leaders must master it to be successful.

Problems are rarely solved on a surface level. Leaders must dig deep to discover root causes and eradicate them. This chapter urges leaders to get to the heart of problems by examining and resolving them at their origin.

Frustration is the natural result of trying to please everyone. Stop it! Effective leaders learn to say no, mean it, and move on. This chapter should educate leaders about how to say “no” to the people and things that interfere with their ability to operate with excellence.

Managers and leaders perform two distinct, but complementary roles that contribute to an organization’s overall success. This chapter focuses on the fundamental characteristics that distinguish management and leadership and admonishes leaders to identify and understand them.

Elephants are pretty hard to miss. Much like elephants, issues that negatively affect an organization will often be glaring—even when people pretend not to notice. This chapter calls on leaders to face the difficult and obvious organizational challenges head-on.

Leaders come to the table with a myriad of invaluable skillsets. Even still, they may not know how to identify or leverage them successfully. This chapter encourages leaders to maximize their “secret sauces”—their unique mix of knowledge, skills, and experience—to boost their overall effectiveness.

The demands of leadership can make the convenience of isolation seem alluring. But, leaders who disconnect from the world around them, soon find that they are out of touch with the things that matter the most. This chapter explains why leaders must remain accessible and well informed for the benefit of the organization at large.

To perform the essential functions of their roles, leaders must be able to effectively connect and communicate with others. This chapter examines effective communication as a skillset and highlights the benefits for leadership success.

Leadership is not reserved for those who govern in the upper echelons of an organization. The drive and good-faith commitment to serve with excellence make it accessible to anyone. This chapter is devoted to empowering leaders at all levels throughout an organization.

Excellence is a powerful exemplar—a universal symbol of distinction, achievement, and mastery. It is the unequivocal driving force behind world-class brand performers, irrespective of industry or expertise. As far as

standards go, excellence is the best place to begin any effort of consequence.