This weekend I was lucky enough to have VIP seats to see a performance by the U.S. Navy’s precision flight demonstration team, the Blue Angels. They are, by any standard, an incredible team. They fly 18 inches apart at 400 miles per hour, while simultaneously doing coordinated turns and maneuvers — all of this in a plane that costs $56 million. And if you don’t think that’s a big deal, think about how mad you were when you got that ...
According to Fast Company, creativity is now the most important leadership quality for success in business. Why is it, then, that so few leaders do little (or nothing) to make creative thinking a conscious part of their personal development?
In short, why do so few leaders practice intentional creativity?
When I was producing my multiple Emmy® Award winning ...
“Some people brighten a room when they enter it; others when they leave.”
You’ve probably heard this quotation or some variation of it. I have no idea who said it originally, but it certainly is true. I’m sure you know people on both sides of the semicolon. Today I’d like you to consider a slight variation, this one mine:
“Some leaders brighten a workplace when they enter it; others when they leave.”
I’ve written quite a bit about how and why leaders need to be continuous learners. I believe that, as a leader, if you’re not continuously — and intentionally — learning, then you’re not really a leader.
I mean, c’mon — would a real leader ever think, “Well, that’s it. I’ve learned everything I need to. My brain is full, so I’m done.” Outside of Congress, that is.
But let’s leave aside for a moment the question of whether ...
Last week I posed the question, “What Are You Reading?” In case your answer was, “Nuthin’,” I wanted to — as a public service — both give you some ideas on where to start and spur your creativity at the same time! By the way, I was going to call this article My 10 Favorite Books About Creativity, but I realized that I’ve got about 25 that belong in my Top 10. So you see, the math doesn’t work ...
Yesterday I was the closing keynoter for a conference of credit union leaders. One of the speakers who was on before me mentioned what was, to me, a startling statistic. He said that the average credit union CEO spends roughly 60% of his or her day just dealing with regulatory red tape. For the record (in case you’re not a credit union professional), this is not the best or most productive use of the CEO’s time. Which begs the question:
Leaders should be intelligent, right? I mean, it doesn’t always work out that way, but that’s kind of the ideal. We want our leaders—community, corporate, political—to be intelligent.
But what kind of intelligent?
There are some leaders who know everything there is to know about their industry. Other leaders have read dozens—maybe even hundreds—of books about leadership. Some leaders are particularly strong in emotional intelligenc
Imagine this: There’s a crisis looming in your business.
[You: “Why do you have to be so negative, Bill?”]
[Me: “Fair point. Let’s reset.”]
Imagine this: There’s an opportunity looming in your business. [You: “Thank you.”] And now you need your team to come up with creative ideas to best take advantage of this great opportunity. You want them to “think outside of the box.” You want them to “go wild!” You tell them, “Let your imaginations flow!” You expect magic.