3 Ways Leaders Can Pioneer Effective Change Management

Effective Change

There are two types of leaders: Those who lead from the back, and those who lead from the front.

You can tell these two types of leaders apart when market changes happen and shake their business’s foundations to the core.

Different Types of Leaders

While the leaders who dictate from the back sit in their offices pulling their hair out and cursing under their breath, the leaders in front are those who are completely involved, confronting issues as they surface.

More than anything, front-end leaders have their whole team behind them, while the cowering leaders’ teams are abandoning ship.

In the fast-paced business world, it’s not a matter of if, but when, change will come to your business. If you can derive positive outcomes out of uncertain or volatile situations, you’ll come out on top. The key is staying laser-focused on industry trends.

Contextual Knowledge Is Key to a Sustainable Business

No matter what industry you’re in, reading the market is paramount to your success. Being unaware of your surroundings will severely jeopardize your leadership position and the health of your company.

Remember Pets.com? It was a great idea, but it failed because it tried to grow too fast. Rather than taking the market’s temperature and developing a product accordingly, the company created its product in a vacuum and tasked its marketers with finding a market.

Effective Change Management

Effective change management requires heavy listening, inclusiveness, emotional intelligence, and a common purpose. Understanding the context and being able to read the winds, the currents, and the tides are musts for piloting a sailboat.

Simply cleaning the sails is not enough. But the benefits are invaluable.

Not only will your business remain dynamic in a competitive marketplace, but it will also attract new customers and preserve current relationships.

Nike is a great example of a company that used market knowledge to develop a successful product. In 2006, the iPod was massively popular, and Nike wanted in. It teamed up with Apple to launch Nike+, a digital sports kit that included a shoe sensor and a wireless receiver for users’ iPods. Since then, Nike has sold more than 2.5 million kits.

3 Keys to Effective Change

Use Trends to Bring About the Change Your Business Needs

If you want to create effective change management, you have to harness business trends. Here are three ways smart, effective leaders can do that:

1. Get Involved in Your Industry and Spark Ideas

There’s a good chance your industry has a vocational organization behind it, whether you’re a union pipe fitter or an artisan cheesemonger. The people in these groups are the key to your success, and the networks and friendships you gain through them are priceless. Associations work hard to keep members aware of industry-wide changes, so take advantage of their expertise.

Make a point to engage with colleagues, partners, and clients about trends in their businesses.

These conversations are sure to spark ideas in the minds of prospective clients and employees. Human beings respond to calls to action that engage their hearts as well as their minds, making them feel as if they’re a part of something consequential.

2. Monitor Everything About Your Business

If you’re not keeping a close eye on your business with tools like financial projections and business dashboards, you’re missing out. Tracking trends helps you predict potential problems and opportunities.

Don’t just think about statistics in your own business, either. Government agencies compile mountains of statistics that can help you pinpoint trends among demographic groups, regions, industries, and more.

Your change — or lack thereof — is important to your employees, too. They need to know how crucial successful change is to your company. Ensuring that people’s daily behaviors reflect the imperative of change is vital to the success of any change initiative.

3. Get Outside — and Outside Yourself

When things get hectic at work, go for a walk. It might not help your business immediately, but it will help you clear your thoughts. And while you’re out and about, take a peek at your competitors down the street.

You can learn a lot about yourself by monitoring your competition. Ask yourself: What new products or services are they offering, and are they targeting new audiences and expanding?

You can learn even more about your business by getting outside your own industry. Read news from Japan and Germany. What are the latest developments in the bicycle industry? What about the fire safety industry? Learning about trends in other worlds will spark new ideas for your own.

When you think outside yourself, you get a better handle on how your team functions and what they can improve upon. Oftentimes, leaders are so eager to claim victory that they don’t take the time to figure out what’s working — and what’s not — and come up with next steps.

When you fail to follow through, you’re being inconsistent and withholding the information your employees need to grow and change.

Change Is Coming

Leaders need to be aware of upcoming change in their businesses, in their industries, and in their employees. There’s no way of doing this that doesn’t involve being aware of yourself, your company, your industry, and the world around you.

Smart change management leaders are tuned in to their employees and their industries. Don’t succumb to cowering in your office when the going gets tough. Be the effective, change-embracing leader your employees need and deserve.


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Luis Gallardo

Luis Gallardo is CEO of Thinking Heads Americas
He’s an award-winning author and holds an MBA from IMD in Switzerland
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On Leadership, Visionaries and Entrepreneurship: Henry Ford

Henry FordHenry Ford is considered one of America’s foremost industrialist who shaped and influenced the entire globe. His leadership forged so many aspects of everyday life, that it is hard to image a world without his impact.

Innovators and entrepreneurs like Henry Ford rarely come along in anyone’s lifetime!

On Vision, Grit, and Execution

The unique vision he had, combined with the ability and knowledge to make his dreams happen are what set him apart from other inventors.

Henry Ford had a vision of vehicles that could be made not only for the wealthiest people, but for everyone.

He envisioned new processes to create vehicles that would speed up the auto making process and make vehicles affordable for many. Ford had a dream that the automobile, once it was mass-produced and owned by many people, would become a useful tool to advance society.

He helped implement techniques like assembly lines that made automobile manufacturing a faster and more economical undertaking. This allowed automobile pricing to go down to the point where many people could afford to buy and drive cars.


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A Comprehensive Outlook

One of Henry Ford’s other visions was of gas stations, which would make it convenient for new automobile owners to get the fuel they needed quickly and cheaply.

He was also instrumental in seeing that roads were well made and that enough roads would be created to give people good, viable pathways to use their automobiles.

A Global Visionary Leader

He also had visions of selling automobiles that were made by Ford to other countries, helping other economies to advance as well.The Ford Motor Company, founded in 1903, soon became an international company.

In Henry Ford‘s most productive and visionary years, the company expanded to over 30 countries around the globe.

They included Europe, Brazil, Egypt, Indonesia and China. Ford was not only competitive with many other auto makers, they often exceeded competitors in sales and innovation.

A Competitive Leader

As new innovations came along in assembly lines and the creation of auto parts within the factory became a common event, the prices of automobiles came down to the point where many people could afford them. Workers were not paid well in the beginning, but that soon changed when Ford saw a need to pay them more to keep workers and avoid high turnover.

The workers’ salaries were increased to five dollars a day, which was a generous salary for the times.

Workers stayed and became more productive than workers at other automobile factories who were not as well compensated. Other automobile manufacturers were forced to step up their game and do many of the things that Ford Motor Company was doing just to stay competitive within the industry.

Technology also changed and other automobile manufacturers had to change along with Ford. If changes were not made within competing companies, they would find that their automobiles would soon become obsolete.

New looks for automobiles began to emerge and cars had to change in order to attract customers. Customers wanted the newest and cutting edge technology and were willing to pay for it.

A Creative Leader

The ways that people used to pay for their new cars also had to become competitive to attract and keep customers loyal to a brand. Car loan programs began and over time, customers were given longer lengths of time to pay back their loans.

Once customers found they could also refinance car loans to a lower interest rate and a lower monthly payment, they were hooked.

The easier it became to buy cars, the more cars could be sold to consumers. When customers had a taste of owning a vehicle, they kept coming back. Creative financing can be a key part of successful automobile sales.

A Charismatic Leader

Henry Ford’s influence went beyond automobile manufacturing and sales. He had many interests. For a time during the war, the company delved into aviation. They also explored creating and building technologically advanced military vehicles.

Henry Ford had a unique vision of his place in the world. He lived life with very few limits. This is something others have admired and emulated.

So, if you are not a naturally born visionary leader like Henry Ford, Thomas Edison, Bill Gates, or Steve Jobs, what can you do to expand your creative vision right where you are to get better results with the people who you lead? I would love to hear your thoughts!


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Robert Cordray

Robert Cordray is a freelance writer with over 20 years of business experience
He does the occasional business consult to help increase employee morale
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On Leadership and Truth


I want to work for someone that never tells me the truth,” said no employee…ever”

Leaders are often put in precarious positions when it relates to truth.  They are expected to withhold sensitive information and be authentic, not disclose everything about direction and motivate.  It is dangerous balancing act that often times results a systemic mistrust of leaders and leadership by employees.

A recent study by Harvard Business Review showed that a 25% of employees didn’t believe what their employers/leaders were saying, 52% thought that their employers weren’t upfront.

That is almost 88%!  Essentially, that means employees believe less than 2/3 of what they are told.

Is there really any question why the rumor mill/grapevine talk is so powerful?

Given the nature of the social media, any slip of leaking information of a new product or potential merger could mean the difference between a blockbuster new initiative and an idea that is picked apart before it sees the light of day.

What is a leader to do?

Create a Culture of Truth

Creating an environment where truth is the standard must start far before there is any type of crisis that might demand it. If an organization, department, or team wants to have an open honest environment, then they have to create a culture of truth.

This is more than slipping “integrity” into the corporate values.

It can’t be something that is just talked about. It must be an active, conscious effort to enable truth to be set free all the time.

3 Steps to Creating That Culture

Leaders have to give honest feedback

Leaders need to give honest feedback for both good and bad. and they need to do it often. This means that when there is something awesome that happens, managers should tell their teams right away.  They should congratulate and celebrate accomplishments that move the organization forward.  This doesn’t mean throw a party for coming into work on time, that’s the price of entry.

It’s something substantial or “difference making”- shaving weeks off of a process, saving an irate customer from canceling an account, etc. It also means that when there is a problem, failure or screwup it has to be dealt with immediately.  It’s not about making people feel bad or to get good at yelling at people right after a mistake.

Instead, it’s about having courageous conversations that make a difference for the leader, the person, and the relationship.  These conversations should be occurring all the time.

Leaders should be soliciting honest feedback 

Leaders have to be able dish it out and take it.  It’s not enough to give honest feedback.  That is almost expected.  One of the most important paths to an open honest environment is when employees see that they can be honest too.

It is not about nitpicking or gripping.  It is a professional, measure delivery of feedback that includes a suggestion for correction.

Employees should be encouraged to give feedback to leaders in a constructive way without retribution.  This will show that this kind of straight talk is encouraged.  It sets the tone for peers to give each other that kind of feedback too.

Leaders should promote healthy conflict

“Advancement is only made through conflict.” It is impossible to have a functional, honest and productive relationship of any kind without conflict.  If team members do not know how to resolve issues between each other or come to compromise solutions then we have an environment like the American Congress.  This is the land where nothing gets done except to undermine or hurt the other side.

Healthy conflict can lead to increased camaraderie and higher engagement.  So don’t shy away from conflict.

Promote people resolving issues and creating awesome solutions through conversation.  Its powerful, that’s what Reagan and Gorbachev did to end the cold war…

Seriously Motivate People

Leaders know the folks on their team.  They really know the things that really underlie why they work. Having this information enables they to understand what motivates.

Ask yourself these types of questions about people that you lead:

  • Is it time off to take a trek?
  • Is it a little extra money or help coordinating a family trip?
  • Is it tickets to the new Avengers movie?

Leaders that have gained their team’s trust know.

Treat People Like Adults

Leaders aren’t afraid to share everything they can with the folks on their teams. When you work with people you trust its not a big deal to be honest.
If a leader is expected to to treat team members like adults, then there should be an expectation to reprimand those that don’t follow the rules.

Yes, some rules are stupid and don’t make sense, but they are the rules. Leaders can see when someone is undermining the organization, team or them.  Nothing eviscerate the productivity of a team more than a bad actor who gets away with acting bad.

Leaders should be expected to tell their team everything they possibly can and hold the team to an expectation of doing what they are supposed to be doing.

Address the Rumor Mill Head-On

Since most employees don’t trust their leaders, any lack of information will result in shreds of truth wrapped in lies being shared.  In order too cultivate a culture of trust, leaders have to deal with rumors head on.

Sometimes things said are hard to disprove, but every attempt must be made to debunk or acknowlege the trust in rumors.  There is really no way to stop rumors.  But just like any scary stories, the light makes all those hobgoblins disappear.

Don’t Double Talk

Leaders that engender trust, don’t sugar coat news. If the news is bad, they tell an employee the truth.  If it’s great news they are genuinely excited for the team. Nothing undermines trust and gets the dreaded eye-roll than saying something is good when it’s not or good when its great.  All people need to show more emotion and empathy than just saying “That was good” or “That was bad”.

Leaders, in particular, must be the catalyst for passion and enthusiasm to be unleashed.

Be an Adult

Here is a some advice: If you aren’t supposed to tell anyone, than don’t…not even that person that you really trust in the company.

Most good people don’t like secrets.  But they will respect leaders more if they don’t say things when they REALLY aren’t supposed to.  A trusting culture shares everything they can and understands that there are  aspects of that can’t be shared.

Creating a culture of truth can dramatically increase compliance, productivity and engagement! So give it a try! simply be the leader you’d want to work with.

What kind of leader are you? Does your team believe you? Do you know? What can you do today to make sure that you are building, maintaining, and fostering a culture of truth? I would love to hear your thoughts!


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Anil Saxena is a President & Senior Consultant Cube 214 Consulting
He helps organizations create environments that generate repeatable superior results
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On Leadership and Team Cohesion: Three Leadership Steps to Better Camaraderie


Almost twenty-five years in the Air Force serving my country—what a wonderful first career experience I had. There were many things that I enjoyed about the military such as the joy of flying, but over the long haul it’s the close camaraderie with my military teammates that I miss the most.

If you’ve had a similar experience, then you understand the close bonds that are often forged when meeting challenging goals.

Specifically during my Vietnam POW experience, the hardships that my comrades and I endured created a strong bond of brotherhood that endures to this day. Regardless of my work, I still have a longing for that type of connection.

These insights came to mind when I experienced a camaraderie “booster shot” on two recent occasions.

Two Examples of Camaraderie

It began with two days in San Antonio, Texas at an air base where I had served in both command and staff roles. Good memories of past work and teams waft strong when I visit historic Randolph Air Force Base. I was welcomed back into the fold by another generation of warriors closely bound by shared mission and values, and it was an uplifting experience in more ways than I can count.

Then later that week, I flew to France where I experienced that same bond among a team while leading a leadership development and team-building program for an international food distribution company.

Knowing that this was a diverse global team, I had anticipated potential problems in their communications and willingness to be vulnerable with each other. When I joined them for dinner on the first evening though, I had quite a surprise. Let me explain.

There were 35 attendees representing 9 nationalities from 12 countries around the world. Many of these executives are working outside their native country or language, so clearly they had many differences. Yet the thing that stood out most about their time together was their cohesion and camaraderie.

It was clear that they trusted each other. During the long day of work, it was all business with excellent discussions and healthy conflict. As we gathered in the evenings for social time though, it was clear that the group really cared a lot about each other.

Some were clearly more outgoing than others, but every person engaged in their own way. The gathering came alive with fun, laughter, teasing, and the joy of being together.

The Hallmarks of Camaraderie


These positive feelings took me back to the days when I had experienced this type of camaraderie in the military. We were diligently competitive and gave each other straightforward feedback in mission debriefs.

To an outsider, it might appear that we were hard on each other, but we were actually very close. Our bonds of friendship and trust were strong, and we enjoyed socializing, having fun just hanging out and talking about our work and sharing our lives together.

Reflecting back over the years, I’ve noticed that camaraderie is usually present in high-performing teams that endure over a long period of time.

What are some of the hallmarks that we can learn from such teams?

  • Time - They have taken the time and energy to build understanding, acceptance, and respect so that individuals feel connected and secure.
  • Results - Because they feel belonging, team members don’t want to let the others down so they strive for excellence in accomplishing the mission (getting results).
  • Communication – Healthier teams have more frequent and more effective communications. They pick up the phone and call each other to quickly solve problems.
  • Team Focus – Healthy teams focus on team results and not just individual effort. Team members help each other succeed and hold each other accountable.

Patrick Lencioni’s groundbreaking books, The Five Dysfunctions of a Team and The Advantage, share this adage that relationships and results feed on each other.

Leadership Steps to Camaraderie

We’ve been talking about the team, but it all starts with the leader. To have this kind of positive energy flowing from human connections, the leader must take the lead.

Here are some important steps to help a leader to build camaraderie:

  • Clarify the culture and set the climate. Alignment built around mission, vision, and values is crucial, as is your commitment to be both leader and member of the team.
  • Create opportunities and expectations for people to build bonds. Social time outside of work is clearly the best way to get to know each other.
  • Connect with each person. Regardless of whether the leader is an introvert or an extrovert, he or she has to engage by connecting with each person making them feel important and welcome. This doesn’t mean that the leader has to be the life of the party. Typically I find more leaders that are introverts than extroverts, but the good ones look to the outgoing, social folks to provide the fun and energy that becomes contagious to the group.

True Bonding

I feel so fortunate to have had the opportunity to join this diverse group. They reminded me of the importance of camaraderie. I came away refreshed and inspired.

And oh, by the way, lest you think I stumbled into a social event veiled as a business meeting, they all had completed the Leadership Behavior DNA assessment prior to the meeting and the majority of them came out with scores in the Reserved Trait (versus Outgoing Trait) making the point about camaraderie even stronger.

What has been your experience on teams with and without camaraderie? If you are a leader, what are you doing to promote this powerful bond among your people? Please share your thoughts and comments.


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Lee Ellis

Lee Ellis is Founder & President of Leadership Freedom LLC & FreedomStar Media.
He is a leadership consultant and expert in teambuilding, executive development & assessments
Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

His latest book is called Leading with Honor: Leadership Lessons from the Hanoi Hilton.

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On Leadership, Weaknesses and Your Greatest Opportunities for Growth

Mark Zuckerberg

When you’re only 30-years old and your net worth goes up and down in increments of billions of dollars, you have to figure you’ve done something right.

Mark Zuckerberg has definitely done some things right — and some things terribly wrong.

For example, on a conference call with analysts after his public offering two years ago, the boy wonder “tried to sound cool on one hand and like a seasoned vet on the other,” said one analyst. “It sucked — just like the IPO.”

Zuckerberg has obviously recovered from that, but he stands as a lesson to every CEO: If you expect perfection from yourself, you’re dreaming.

Why Leaders Need to Know Their Weaknesses

Perhaps the hardest thing for a CEO to do is admit his or her weaknesses. After all, the CEO is expected to have all the answers and know what to do in every situation.

It might give you some comfort to know that great management guru Peter Drucker had to come to terms with his weaknesses. For instance, he learned from feedback that he had an intuitive understanding of technical people (like engineers or accountants), but he didn’t resonate with generalists. Drucker says this self-awareness is necessary for success.

You’ll need to cultivate a deep understanding of yourself,” he says. “Not only what your strengths and weaknesses are, but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.”

Recognizing Your Faults

Recognizing your faults makes your company stronger because it allows you to investigate and fix the problems you are experiencing.

The benefits don’t stop there, either. When you begin to identify your weaknesses, you will:

  • Create a snapshot of yourself where you are in the beginning and use this to plot your growth.
  • Activate a defense mechanism that keeps your zealotry from undermining rationality in your business.
  • Develop the courage to communicate with others who can advise you about overcoming your weaknesses.

Close Self-Reflection

When I became a CEO, I had a hard time communicating with people. By focusing my energy on becoming a better communicator, I began to understand how others were thinking and why they behaved as they did. This allowed me to get to the bottom of problems more quickly, and now I’m able to talk and relate to all kinds of different people.

Another thing I noticed about myself was that I had a hard time making decisions, and I would change my mind too often. I had to train myself to recognize what the critical decisions were and act decisively on them. As a result, I’ve become a more strategic risk taker, and it’s paid off.

In other cases, something you perceive as a weakness can actually be a strength. For example, I was hesitant to select a strategic partner, which led me to explore the industry. This changed my perspective and allowed me to develop better partnerships and get involved in exciting projects I wouldn’t otherwise have been a part of.

You Can’t Fix Every Weakness

Although constant self-improvement is critical for leaders, realize you won’t be able to fix every weakness.

Mark Zuckerberg understands that.

There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy,” he said. “Those two types don’t usually tend to be in the same person. I would put myself much more in the latter camp.”

Sometimes, the answer is finding people who are strong in an area where you are weak. Just imagine you’re in a high school chemistry class. If your weakness is math but you’re great at handling chemicals, pick a partner who can do the calculations and leave the mixing to you. This is how the best teams operate.

As a leader, it’s your job to create feedback loops so your employees can learn to recognize their strengths and weaknesses. Do you see patterns across your entire team? Address these with training.

The most important thing to realize when addressing your weaknesses is that self-reflection is not a one-time event. Always try to see yourself as you were in the past, as you are in the present, and as others see you. This will help you maintain perspective on how much you’ve grown and how much you can still accomplish.


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Kevin Xu

Kevin Xu is the CEO of MEBO International and Skingenix
MEBO International is an intellectual property management company
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L2L: How To Be The Best Boss

How To Be The Best Boss

How To Be The Best Boss [Infographic] by the team at Computers In Personnel Ltd.

The Navy SEAL Experience: Leadership Lessons From Extreme Training

Navy SEAL Extreme Experience

When you need to recharge after months of grueling work, where do you go on vacation? Do you take a trip to a tropical island, a golfing paradise, or somewhere with a little culture?

All of these options may relax and refresh you, but if you’re looking to return to work with the feeling that you can go beyond the preconceived notions of your own limits, you may want to rethink your destination.

Becoming a Fearless Leader

In December 2011, I decided to get as far outside my comfort zone as possible by signing up for Extreme SEAL Experience, a small company south of Norfolk, Virginia, that gives civilians the opportunity to train like U.S. Navy SEALS.

This idea was born out of a desire to see what it meant to train like the most talented, determined, and fearless people in the world.

I knew I would face fears of heights, injury, water, doing something I might not be good at, and failure — my greatest fear in the world. But it also meant that I could become a better version of myself, which would ultimately benefit my company and teammates.

3 Ways to Becoming a Better Leader

Here are three ways ESE made me a better leader:

 1. It Forced Me to Take Challenges Head-On

ESE includes a physically demanding 24-hour-period with no sleep called “Hell Day” as a test of mental strength. It was grueling, but I made it through.

Earlier this year, when I had the opportunity to integrate a new methodology into a strategic relationship with one of our largest clients, I had nine days to build a team and execute at the highest level possible.

I had recently graduated from the Design Thinking Boot Camp at Stanford University, and I learned that there was a chance to apply design thinking to differentiate my company. We had meetings at 5 a.m. for nine straight days. It was our own personal “Hell Week.”

Despite making tons of mistakes along the way, there wasn’t a moment I thought we’d be unsuccessful. It didn’t matter that we were new to the process. I built a strong team and executed. We differentiated ourselves with a Fortune 50 client by ignoring our fear of failure and executing our goals. Now the client is using design thinking in its organization.

 2. It Encouraged Me to Make Decisions and not Dwell on Every Detail

Navy SEALS live with elevated risk as they’re frequently in harm’s way. As a result, ESE training teaches you to become incredibly aggressive so you can handle putting yourself in harm’s way. The course trains you to take risks, accept consequences, and move on.When I returned from nine days of training, I literally couldn’t sit still. I needed to do something or go somewhere.

The hardest thing, however, was coming back to corporate life and sitting through a meeting where people couldn’t make decisions.

You see, in ESE training, you have to make multiple critical decisions within seconds, and you know that your decisions affect not only your own life but also the lives of others. After the course, life at the office was vastly different.

I would have people come to me with complex problems. After telling them to go for the best option, they would want to discuss all the alternatives again. My typical response was: “I don’t care; do it.” Now I have a slightly more balanced approach, but I’ll always keep that willingness to take risks with me.

 3It Taught Me to Put Myself Last

Before my experience, a friend and Navy SEAL coached me, “When you finish a mission, make sure you are dead last to the showers.” His advice was invaluable. You always take care of team members and equipment first. Then you can take care of your own needs.

The profound level of teamwork and unity that develops among people who are truly selfless generates amazing results. This is rarely found in a corporate environment, but it’s a staple of the environment in which the SEALs operate.

My philosophy of being a leader has always been that it’s my responsibility to set direction and remove any roadblocks that stand in the way of my team.

I try to work for them instead of them working for me. That’s personal leadership.

While you may not get evaluated on a yearly performance review, you know in your heart whether you’re a good example of personal leadership. I’m fortunate to have learned that from the best, and I try to apply this to at least one situation every day.

Facing My Fears

Fear often paralyzes people into complacency. It keeps leaders from realizing achievements they never thought possible, and — worst of all — it prevents great things from happening. SEAL training taught me to face my fears head-on and smile in the glory of knowing I conquered them. It taught me the power of critical decision-making and how to conquer my next challenges.

You have one life to live, so live it boldly no matter what your fears are. You need to apply yourself at all times. If there’s one thing I learned from ESE, it’s to never stop pushing yourself.

So, I’ll ask you again: Where are you going on your next vacation?


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George N. Hines

George Hines is the Chief Information Officer and Head of Innovation at GES
He has 20 years of experience in various B2B companies
Email | LinkedIn | Google+ | Web

Image Sources: adamtglass.com


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