***This article is inspired by chapter 7 of John C. Maxwell’s book Leadership Gold –
“Get In The Zone and Stay There.”***

Samuel Johnson once said, “Almost every man wastes part of his life in attempts to display qualities in which he does not possess.”

Peter Drucker also said, “Organizations exist to make people’s strengths effective and their weaknesses irrelevant.”

Both of these men are pointing to the wise leadership principle of understanding your strengths and delegating your weaknesses. This is extremely important for you, the leader, and then your team members.

Do you know your strengths?

Many leaders rise in roles and responsibilities without truly assessing their strengths. Rather, they simply move forward intuitively. While this is natural, it can hinder understanding your greatest contributions to your team or organization.

Another factor that I often see is that organizations do not utilize the strengths of their people across departments. It’s very easy to remain in silos and lack awareness of who can help solve problems and capitalize on opportunities outside of their immediate circles. For instance, some people are visionaries who can see farther ahead than others and develop strategies to get there. Others are specialists who can utilize their strength in the details to make things happen. Both roles are needed but can be overlooked if leaders are not paying attention to the strengths of their people.

So, how do you get in your strength zone and stay there?

1 – Assess your strengths

There are various tools and assessments that you can use. The Gallup organization’s CliftonStrengths (the tool used in StrengthFinders 2.0) is a popular starting point. Also, map your life in 5-year increments to study what events occurred and what lessons you learned throughout your life that you now apply as a leader. The DISC profile, Meyers-Briggs assessment, and the Enneagram tools are also good to understand your personality type and strengths you offer.

2 – Ask others for insight

What do your co-workers see in you? Ask your supervisor and employees. Ask your family and friends. Get an outside perspective. We don’t often see our strengths so we need the help of others.

3 – Practice and assess your outcomes

As you work, reflect on what is working and what is not. What comes easily to you and what feels like a grind? Raise your awareness so you can begin to see what strengths you have, apply them, and take note of the outcomes that occur.

Now that you have a better way to assess your own strengths, it’s time to develop the strength of others on your team.

Follow the following four steps that John Maxwell suggests in Leadership Gold:

1 – Study and know the people on your team

If you don’t pay attention to your team members, you will overlook their strengths. Keep an eye on them and take notes for a while to evaluate what they do well and how they best contribute to the team.

2 – Communicate to individuals how they fit on the team

Once you are clear on team members’ strengths, tell them. Remember, we don’t often see our own strengths and hearing from a peer or leader what strengths they see in us is both affirming and energizing.

3 – Communicate with all team members how each player fits on the team

Take the time to make sure each team member sees how his or her fellow team members fit on the team. Every team is like a puzzle made up of many skills and experiences. Maximize the strengths of the team by making sure that each person understands how others fit together.

4 – Emphasize completing one another above competing with one another

Finally, leadership and success is a team sport. If you are to achieve your organizational vision and goals, you must value your followers and help them value one another. As the leader, you must monitor the state of the team, including how they interact with each other. Beat the drum of working together to achieve a greater vision.

Getting in your strength zone requires continual effort. However, if you want to experience optimal results and achieve high levels of success, determine to know your strengths and the strengths of your team members. Then, make sure the team sees the strengths of one another so they can be their best together.

Until next time…make today GREAT!

P.S. If you need help developing a personal growth plan or implementing a leadership development program for your team, please contact me. I’d love to talk with you to determine how I can help!

***This article is inspired by chapter 2 of John C. Maxwell’s book Leadership Gold –
“The Toughest Person To Lead Is Always Yourself.”***

We look into the eyes of the most difficult person to lead as we gaze into the mirror each morning.

Leading others is difficult, but leading yourself is the hardest task you’ll ever take on.

Why is that?

First, we don’t see in ourselves what others see. We struggle to see the good, the bad, and the ugly. It’s impossible to be objective with ourselves. Therefore, we struggle to define what we need to work on most.

Second, we judge ourselves more by our intentions than our actions. By doing this, we allow ourselves to drift and brush off mistakes that we wouldn’t accept from others. We give ourselves the benefit of the doubt more often than we should which hinders our ability to grow into better leaders.

If you are going to be a leader worth following, you must begin with the person staring back at you in the mirror.

Consider these 4 keys to effective self-leadership:

1 – Learn followership

In order to be a good leader, you must first become a good follower. No one starts out as a leader without first being a follower. If you do not follow others well, you will hinder your leadership potential. The best leaders learn from others. Imitate others early on and then innovate your own style as you grow and mature.

2 – Develop self-discipline

Do you know who has the greatest self-esteem according to various studies? PRISONERS! This proves that self-esteem does not always lead to good results. While self-esteem may make you feel good, self-discipline is what will make you successful. If you cannot control yourself and lead a disciplined life, you will not be able to lead others effectively.

3 – Practice patience

Self-leadership is hard. It is tedious work to improve your life and leadership. Becoming better as a leader requires daily work. It’s often taught that we should strive to become 1% better every day. At the end of a year, that compounding interest will show tremendous results. But on a daily basis, it doesn’t feel like you’re moving forward much. Stay with it. Be patient with the process. Keep moving forward.

4 – Seek accountability

In order to develop into a high-quality leader who is capable of leading high-quality team members, you need others to hold you accountable. Accountability can come from a supervisor, mentor, or friend. However, seek accountability from people who are unafraid to call you out if you are not progressing or if you begin to decline. Ask for and accept “tough love” so you can grow into a great leader.

While leading yourself is difficult, it is worth the effort. Strong, successful leaders begin by looking in the mirror each morning and commit to making that person better today than yesterday. You control your leadership potential by how you choose to lead yourself daily. You can become great, but it will take great effort.

Are you willing to do the hard work?

I hope so.

I believe in you.

Until next time…make today GREAT!

P.S. If you need help developing a personal growth plan or implementing a leadership development program for your team, please contact me. I’d love to talk with you to determine how I can help!

***This article is inspired by chapter 12 of John C. Maxwell’s book Leadership Gold –
“Your Biggest Mistake Is Not Asking What Mistake Your Making.”***

You’re going to make mistakes. You can’t avoid that.

However, you can avoid making the same mistakes by seeking help from your followers.

As a leader, you must set your ego to the side, be vulnerable, and ask those closest to you for help in exposing your blind spots.

Here’s the deal…they already see them, so denying they exist won’t help anyone!

John. C. Maxwell wrote in Leadership Gold, “To get maximum attention, make a big mistake. To cause maximum damage, fail to admit it.”

When you lead others, you will say the wrong thing or use the wrong tone of voice or speak out of turn or…

You get the point.

So, how do you simultaneously learn from your mistakes AND gain greater leadership credibility?

1 – Admit when you are wrong.

You’re not perfect. Neither are your followers. No one needs to pretend they are. When you make a mistake, admit it. Apologize when necessary.

2 – Learn from your mistakes.

Regardless of how successful you become or what role you serve in, take the posture of a student who is willing to learn. Then do what you can to avoid repeating mistakes over and over.

3 – Ask for feedback.

Followers are often afraid to tell you bad news. Unless you solicit their thoughts, they will often let you continue making mistakes for fear of retribution. Ask for their insights periodically so you can develop a positive feedback loop that helps you and the organization get better.

4 – Allow for pushback.

You may have an initial idea, but ask for opinions to refine it. Ask what other ways your task or goal can be accomplished. Give your followers ownership by allowing them to speak freely so the end result is optimal.

5 – Be humble and approachable.

If you are arrogant and unapproachable, followers will never help you become better. They will hide, avoid eye contact, and refuse to be honest with you. Carry yourself in a humble, approachable manner that invites valuable feedback.

In order to grow as a leader and develop greater credibility with your followers, you must be intentional with the above actions. You will not drift into becoming better. You need the help of others, but it won’t come without you asking for it.

Leadership is a team sport, not a solo act. Include your followers in your development as you also seek to help them develop.

When you attempt anything worthwhile, you will make mistakes, but long-term success requires you to learn from them.

Followers don’t need perfect leaders. They don’t exist. Rather, they need leaders of high character who lead from a growth mindset.

You can be that kind of leader.

Until next time…make today GREAT!

P.S. If you need help developing a personal growth plan or implementing a leadership development program for your team, please contact me. I’d love to talk with you to determine how I can help!

***This article is inspired by chapter 10 of John C. Maxwell’s book Leadership Gold –
“Don’t Send Your Ducks to Eagle School.”***

Not everyone is a potential leader.

Some people have no interest in becoming one. Others may want to be, but don’t have the basic skills, character, or mentality to become one. Others may just never think about it.

Why is this important? Because you only have so much time in a day to invest in those who want to be mentored and developed. If you expend your time, talents, and resources on everyone for the sake of “fairness,” you will dilute your impact.

This is not about devaluing anyone. Rather, it’s about investing in the people who will lead your team or organization forward into the future. It is about investing in those who want to be leaders, who may have unrealized potential and those in which you see something special.

In Leadership Gold by John C. Maxwell, he addresses this topic in detail in the chapter titled “Don’t Send Your Ducks To Eagle School.” He calls those with leadership potential “eagles” and those who don’t have it “ducks.” Eagles and ducks are both important for your organization, but you must be wise in how you invest your time in developing next-generation leaders.

If you try to force a duck to become an eagle, you will frustrate yourself and the duck!

If you neglect developing eagles, you will frustrate the eagles!

Many people are ducks who want to do their jobs well without the responsibilities that come with leadership. That’s okay!

Eagles are the ones who want to be challenged and be given opportunities to step up and lead. Honor their desire.

Value your ducks enough let them be ducks.

Value your eagles enough to invest in them.

To be intentional with your leadership development, do the following four steps:

1 – Make a list of those whom you believe are “eagles” needing to be developed

2 – Develop a plan to invest in them

3 – Invite them to be mentored and trained

4 – Implement your plan by creating an intentional meeting and training rhythm

If you want your team or organization to move forward with strong leadership, you must begin now. It takes time to develop people. They say the best time to plant a tree was 20 years ago, but the second-best time is today. The same is true with leadership development.

What will you do today to begin?

Whom will you invite into your “eagle training”?

Take responsibility to develop those under your care and multiply your impact.

Until next time…make today GREAT!

P.S. If you need help developing a plan or implementing a leadership development program, please contact me. I’d love to talk with you to determine how I can help and partner with you!

***This article is inspired by chapter 8 of John C. Maxwell’s book Leadership Gold –
“A Leader’s First Responsibility Is to Define Reality.”***

A key responsibility for leaders is to define reality for their followers. This is a crucial starting point if you are to lead your people anywhere significant. Defining reality is identifying the starting point that allows you and your team to map out a path to move toward your desired destination.

Leaders who neglect this key priority for their organization or team handicap them for achieving success. Defining reality is not always fun. The leader must take a hard look in the mirror and assess the current status of his or her effectiveness, the state of the team, and the state of the organization.

If this is such an important role as a leader, how do you define reality? Consider the following:

1 – Clarify your mission and vision

If you are unclear about what you are supposed to achieve, you can’t effectively lead your team forward. Defining reality requires that you clarify why you exist and where you are heading. Your mission is your purpose and your vision is your desired outcome. For followers to be effective in their work, they need to be clear on what they are contributing toward.

2 – Write down the good, the bad, and the ugly

What is going well? Where are you struggling? What are you simply failing at achieving? Leaders may not want to own weaknesses, but the truth is that followers and outsiders already see them. If you have poor customer service, your customers and prospects already know it. If your team is dysfunctional, team members are already aware. Writing out what is going well and what needs to improve gains trust and credibility because it shows that you are honest and realistic.

3 – Draft a plan to solve problems

One of the worst things that often happens in meetings is beginning with a blank sheet of paper. As a leader, always draft a plan to begin the conversation. The plan may ultimately look nothing like what you drafted, but the document is critical to help move things forward.

4 – Include your team

Effective leaders not only think through the status of their team and organization, but they also include their team to create buy-in and synergy. While you may think you know how best to proceed, asking for and receiving feedback builds trust and credibility. Most followers simply want to be heard and contribute to the solution. Their ideas may not be adopted, but they will feel valued in the process. By including your team, you are acknowledging that while you have ideas and possible solutions, they may have better or complementary ones.

5 – Assign action items and completion dates

Once you have defined reality and made it clear to your followers, you must assign action items and completion dates so that progress can be achieved. Never leave a meeting where it is unclear who is responsible for actions and when they are due. If this step is overlooked, accountability is hijacked and progress will be stifled. This will lead to more frustration and will cause you to define new problems.

As I stated at the beginning, defining reality is a critical action for leaders. Burying your head in the sand is not an option. The longer you wait to tackle the hard issues that your team or organization is facing, the worse the problems become. If you have not defined reality lately for your team, block some time to work through these five steps and then prepare to experience traction that you may not have had in quite some time.

Until next time…make today GREAT!

P.S. If you would like to receive my blog articles directly to your inbox, click HERE to subscribe to my email list.

There is no shortage of things to keep us busy. There will always be new books, ideas, conferences, strategies, etc. With so many options available to us, what do we need to do in order to achieve the success and significance we desire?

One word – PRIORITIZE!

This may be painful for you at first. Prioritizing means you have to say “no” to good things and people so you can say “yes” to your vision, mission, and goals. It means you have to cut off anything that distracts you from accomplishing your vital work. This isn’t easy. I’ve met very few people who say “no” well. Many times we say “yes” and regret it later. We fill up our schedules with good, but not the best activities. We overbook ourselves. We add to our workload without subtracting anything.

Purposeful action is the goal, not busyness. We speak proudly of busyness in America and wear it as a badge of honor. It is not. Busyness is a sign of overcommitment and a lack of prioritization. Busyness is a sign of our inability to make wise choices. Busyness reveals a lack of discipline. The more you grow and mature as a leader, the more you will cut out of your schedule so you can focus only on what you do best.

Recording a high volume of hours at the office is not a true indicator of success. The output and quality of your work are the best metrics.

Ask yourself the question – What is the “fruit” of my effort?

One person can work 10 hours and outwork another person who puts in 40+ hours by being disciplined with their time and doing the most effective activities. Our bodies and minds can only productively work for a few hours at a time. The longer you work, the less productive you become. (For more on this topic, check out the insightful book Rest by Alex Soojung-Kim Pang.)

Side note – This is one glaring problem I see in the business world. We often penalize highly productive people by paying them similarly to nonproductive people based on hours logged rather than their production and impact during those hours. Too many workers today just put in their time. They don’t work diligently to contribute to the company’s mission, vision, and goals. We need to find a better way.

Define your priorities, then give your full focus to them in 30-60 minute time blocks. Remove other distractions by turning off notifications on your devices. Focus on one priority at a time and discover how much more productive you become. At the beginning of each day, identify three or four key activities and block out time on your calendar for each one. Go deep on what matters most rather than giving minimal, distracted attention to many things. Refuse to do “busy work” until your “vital work” is completed.

One powerful lesson I learned from author and success mentor Darren Hardy is to stop using a “to-do” list as a daily work tool. Instead, schedule vital tasks into your calendar and do them! Change your “to do” list into a “collection list” of items you need to get out of your mind so they don’t consume mental energy. Then schedule the highest priority items into your calendar. This shift will make a tremendous difference.

Many of us stay busy and end each week worn out. It’s time to re-evaluate how you are utilizing your time. If someone can do what you’re doing 70% as well, then it’s time to delegate. Determine what only you can or should do and delegate the rest.

Determine which tasks that you simply need to stop doing. Create a “stop doing” list. Spend time reflecting to determine which tasks you are doing out of habit that are not moving you toward accomplishing your vision, mission, and goals. Commit right now to dig deep on this and take action accordingly.

You can become highly effective with your time, but determining your priorities is key.

If you want to study this more in-depth, I recommend reading Essentialism by Greg McKeown and The One Thing by Gary Keller. Both address the concept of prioritization specifically.

Until next time…make today GREAT!

P.S. If you would like to receive my blog articles directly to your inbox, click HERE to subscribe to my email list.

Accountability is an idea that is discussed in most organizations, but it is also one of the least implemented.

Why is that?

I believe there are a few reasons:

First, no one likes being held accountable. The thinking often goes something like this – “If I hold YOU accountable, you’ll also be able to hold ME accountable.” Therefore, most people agree to the need for accountability but often neglect following through for fear of it affecting them directly.

Second, holding others accountable can lead to conflict. Even if it is healthy for the person or team, conflict isn’t fun to initiate. Very few people are willing to have difficult conversations, therefore, accountability is neglected. 

Third, it is often unclear what to hold people accountable to do or achieve. We may want a specific end result, but we don’t invest the time to define specific tasks or milestones to achieve the results. Therefore, accountability becomes difficult to manage.

So, how can you increase your organization’s accountability success? Consider the following four action steps:

1 – Make it a priority.

Don’t simply give lip service to accountability. Commit to it. As a leader, you are responsible for making this a priority and keeping it in front of your team. If YOU don’t make it a priority, it won’t happen. Period.

2 – Be consistent.

If you speak about accountability but do not consistently enforce it, your team will be confused, frustrated, or ignore the effort altogether. Consistency is a vital characteristic of high-quality leadership. It is also critical for accountability to occur.

3 – Create a system.

In order for consistent accountability to happen well, systematize it. Build it into your team’s operational rhythm. This can happen in the form of daily, weekly, monthly, quarterly, bi-annual, and annual meetings. It can happen in one-on-one meetings, team meetings, or annual reports. If accountability matters, make it an integral part of the life of your organization.

4 – Be creative.

Accountability can be done in creative ways that make it easier to enforce. Reports don’t have to be boring. Reviews don’t have to be painful. Create unique presentations. Give updates through video. Take the pressure off by making accountability check-ins more enjoyable with a fresh format. Schedule meetings with food, team building activities, or go off-site. You can even turn updates into a game that allows competition to motivate your people. Reward and celebrate success. There are many ways to be creative. If you struggle with creativity, ask your team for ideas that they could get behind and then experiment. See what sticks and makes the greatest impact.

If you want your team or organization to go further faster, accountability cannot be neglected. It’s been said that “what gets measured gets done” and “what gets rewarded gets repeated.” Implement the above four action items and watch the needle move toward greater success.

Until next time…make today GREAT!

P.S. If you would like to receive articles like these directly in your inbox, click HERE to subscribe to my email list.

Letting go is hard to do. Would you agree?

As leaders, we must learn to let go of the tasks and responsibilities that others can do. Even if the quality dips for the short-term, there is much to gain long-term. Leaders need to be strategic thinkers and directors more than doers. The problem for most leaders who struggle to delegate is that they were once “doers.” Now they have leadership responsibilities but haven’t let go of the tasks they used to do. And most leaders are promoted into leadership roles because they excelled at what they did!

Do you see the problem?

It’s been said that people are often promoted to a level of incompetence. Someone excels in their job so we put them in a leadership role, but neglect to train them properly to be leaders of people rather than doers of tasks.

Another factor of why delegation is difficult is that “doing” leads to visible, tangible results while leadership is often intangible and rarely feels “done.” That’s because leadership is an ongoing process, not a project to complete or a box to check.

So, how can you effectively, strategically, and intentionally delegate?

1 – Identify tasks that someone else can and should do.

Write out your task list and your team members. What are the items that only you can or should do? What are the items that someone else can do 70% as well as you? How much time would be freed up in your schedule if you delegated? What could you do with that time?

2 – Develop your people so they can do the tasks well.

If you aren’t confident that your team members are ready to take on certain tasks, create a plan to develop them. Rather than being frustrated that your people aren’t able to perform well immediately, commit to developing them so they are. As a leader, you are responsible for their development. Send them to training. Coach them. Do whatever it takes to prepare them.

3 – Give people room to make mistakes and innovate.

Accept the fact that they will not do it perfectly immediately. Give them a clear picture of what needs to be done, then give them the freedom to struggle and fail as they begin to work on the task(s). Be available to help them as needed. Coach and guide them. Give them feedback. When necessary, sit down and show them how you do it. Have them imitate your way until they are comfortable enough to innovate and do it their way. As they get better at each task and make it their own, encourage them to keep growing.

4 – Continually evaluate what can be delegated and who can take it on.

Delegation is not a one-time activity. As you delegate, continue to look deeper at your task list to make sure that you are the only one who can do each item. Remember, as a leader you need to focus on being more strategic and directive. You need to focus on your people. You need to maintain a high-level view of your team and organization so you can advance most effectively. When you delegate, you are making the intentional choice to “stay out of the weeds” of daily tasks so you can serve your team, clients, or customers better. A good starting point is to make a weekly appointment with yourself to review the previous week and look ahead to the upcoming week’s tasks. Where did you delegate well? Where did you hold on too much? What should you delegate moving forward? Then do brief daily reviews so you will stay on track.

Delegation is sometimes difficult to begin, but once you delegate tasks to others, you will see the impact it will make on you and your organization. You will begin to look for more to hand off so you can experience more freedom to lead and develop people rather than do tasks.

Take action. Block time in your calendar to list all that you do and create a delegation plan. Then, meet with your team members whom you will delegate to and let them know what you need them to take on. Share your belief in them as capable team members. Give them a vision for how they can succeed, then walk alongside them until they make each task their own.

You can become a master of delegating.

I believe in you!

Until next time…make today GREAT!

P.S. If you would like to receive future articles directly in your inbox, click HERE to subscribe to my email list.

“The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw 

Communication is one topic that seems to be a struggle for EVERY organization. No team or company can escape communication challenges. Why is that?

First, everyone hears and receives information differently. Many times, the communicator believes he or she has shared a clear message only to find out later that the recipient(s) didn’t understand the message fully or at all.

Second, we live in a noisy world with information coming at us constantly from all directions. We tune out much of what is communicated to us.

Third, sometimes we simply don’t want to receive what is being shared. We can be stubborn and refuse to listen.

So, if communication is such a challenge, what can you do about it so you can be a highly effective leader?

Here are 4 Simple Steps to Improve Your Communication:

1 – Seek first to understand, then be understood. 

This “habit” from Stephen Covey’s best-selling book The 7 Habits of Highly Effective People is critical to improving communication among your team and organization. Too often we don’t truly listen. Rather we prepare to rebut or share our thoughts. This hijacks good communication every time.

2 – Find common ground with whom you are communicating.

When you are communicating, make it about the other person. Think about how they best receive information. Put yourself in their shoes so you can imagine what it would be like to hear your message based on their personality. Determine the key ideas that are most vital to communicate. Then, customize your message to your recipient.

3 – Carefully consider how you will communicate.

In the digital age, electronic communication is the fastest and easiest method. However, we all know that we can’t pick up on visual cues in written text alone. A UCLA study by Albert Moravian found that only 7% of communication is made up of the words we actually use. The other 93% is our body language and tone of voice. Consider the best method to deliver your message, even if it is slower and more tedious than simply writing or texting.

4 – Repeat, repeat, repeat

It’s been said that until you are tired of saying it, no one has truly heard it. Because of all the noise that you are competing with, repetition is non-negotiable. Keep “beating the drum.” Don’t fear over-communicating. Rather, fear not being heard. Even if your team begins to mock you for repetition, keep it up. In fact, when they do this, you’ll know your message is finally being heard.

Communication is a tricky business. We are in the information age that is growing exponentially. We are competing against a continual barrage of information coming at us. If you want to be heard so that your message can make a difference, follow these tips and see how they can help you become a more effective leader.

Until next time…make today GREAT!

P.S. If you’d like to receive my articles directly to your inbox when released, click HERE to subscribe to my email list. 

“Humble leader” is not a term that we hear much about in our world today – at least not in the headlines. But they’re out there.

Somewhere along the way we’ve accepted the idea that humility is a weakness. We promote the bravado of the chest-pounding, loud, over-the-top kind of leader who draws attention to himself or herself. The problem is that these leaders tend to be tough to follow. They can be harsh and demanding. Many are narcissistic, only focusing on how they can advance themselves. They may be successful, but at a high cost to those around them.

There’s a better way to lead. The way of the humble leader may not be recognized publicly, but is respected and honored privately. Humble leaders gain loyal followers. They see humility as a strength because of the restraint that is required.

Here are 6 characteristics of this rare, valuable quality:

1 – They view followers as teammates.

Humble leaders are leery of hierarchy and elevating themselves above others. They want a team, not minions who do their bidding out of fear.

2 – They serve their people.

Humble leaders look out for the best interest of their people and organizations, even if it personally costs them. They see and meet needs as they can. They think of others more than they think of themselves.

3 – They don’t seek notoriety and fame.

Humble leaders must step into the spotlight at times, but they do it in a way that is intentional and respectable. Being humble doesn’t mean you shrink back and avoid making difficult decisions. It simply means that HOW you lead matters as much (or more) than what you do. They don’t seek to be noticed.

4 – They listen to the ideas and opinions of their followers.

Humble leaders consider the perspectives of others. They realize they don’t see everything clearly or accurately. They recognize they don’t hear from everyone in their organizations on a regular basis so they trust their inner circle to listen on their behalf and report back.

5 – They lead with compassion.

Humble leaders truly care about their people. They want the best for them. They encourage them to grow. They view others’ success as part of their success.

6 – They make personal growth a priority.

Humble leaders know that if they’re not growing they aren’t able to help others grow. They understand that investing in themselves is not just for themselves, but also for the sake of those they lead. They recognize that you can’t give what you don’t have.

Will you join the ranks of the humble leaders?

While we may not see many humble leaders making headlines, they are making a difference in the lives of those they lead. They are creating better work environments and communities. They are helping the harsh world become a better place. We need more humble leaders for the sake of a better future. Will you commit to being a humble leader? I hope you will.

Make today GREAT!