Transformational leadership isn’t something you step into once everything’s figured out. It’s something you grow into by taking action, especially when the stakes are high and the path is unclear. It’s not about control. It’s about clarity. It’s not about ego. It’s about impact. It’s not about checking boxes. It’s about changing the game.
Commitment is more than just a quality we admire in others—it is a profound virtue that lies at the heart of human achievement and fulfillment.
Based on the provided sections from “On Leadership and Business” by Ed Robinson, the book presents a comprehensive exploration of leadership and business principles, offering actionable insights for current and aspiring leaders.
Jeff Shaara’s “The Frozen Hours” offers more than a historical narrative; it’s a treasure trove of leadership wisdom. By drawing parallels between military leadership and organizational management, Shaara provides valuable insights that are as relevant in boardrooms as they are on battlefields
Every leader should constantly ask themselves, “What is my highest and best use to the organization, given the current business environment?” Not only do business and life reward those who are prepared, but they also reward those who take initiative and take action. I’ve been telling my clients, and I am encouraging you to start playing more offense and less defense.
60% of frontline managers fail within their first two years in the role. 26% feel they were not ready for the role, and 58% reported receiving no management training. Companies annually spend upwards of $150 billion on training, with as much as 70% of that amount wasted. Wouldn’t it be advisable to try a different, more effective approach?
If you want to grow your company to the next level, your thinking and actions must be dynamic and proactive. You need to outthink the competition, anticipate market changes, build more sophisticated delivery systems, make strategic financial decisions, and focus on building high-performance work cultures rather than relying on interpersonal relationships. You need to be focused, but you also need to be quick on your feet and adaptable to shifting internal and external variables. You must get all the parts of your organization working harmoniously toward a common objective, regardless of what happens. You must be able to hit any pitches that come your way.
Leaders cannot be low energy people – it is that simple. When you walk into a room the energy level should automatically pick-up. When you meet someone who is low energy your own positive energy should be infectious. Success at anything requires thoughtful action. You need to focus like a laser beam and plough forward despite the inevitable obstacles and distractions. When other people are saying “no” or this is too hard, you have to be able to say “yes” and encourage them on anyway. As with everything you need to lead by example.
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