Remarkable Leadership with Kevin

Kevin Eikenberry
Chief Potential Officer
The Kevin Eikenberry Group

Kevin Eikenberry is a world renowned leadership expert, a two-time bestselling author, speaker, consultant, trainer, coach, leader, learner, husband and father (not necessarily in that order). He is the Chief Potential Officer of The Kevin Eikenberry Group, a leadership and learning consulting company that has been helping organizations, teams and individuals reach their potential since 1993. Kevin’s specialties include leadership, teams and teamwork, organizational culture, facilitating change, organizational learning and more. He has worked with Fortune 500 companies, small firms, universities, government agencies, hospitals, and more. His client list includes the American Red Cross, A & W Canada, Chevron Phillips Chemical Company, John Deere, Purdue University, Sears Canada, Shell, Southwest Airlines, the U.S. Marine Corps, U.S. Mint, Verizon and many more.

Kevin writes two email-based publications: Unleashing Your Remarkable Potential, a weekly publication read by more than 22,000 worldwide, to assist organizations and individuals in turning their potential into desired results; and Leadership Updates, sent several times each week. In addition, his Leadership and Learning Blog has been recognized on several occasions as one of the best leadership blogs in the world.

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Indecision. I see it everywhere, and it is hurting our organizations. Floating is fun on a river, but it is no way to lead or manage an organization. Here’s my challenge for you: Decide to decide.

Every day, someone gets promoted to be “the boss.” Often, they get promoted from within a team to lead former peers and friends. This is a situation fraught with challenge and offering great opportunity. But if we aren’t helping people start with the right habits, we are hampering their leadership growth for the rest of their careers.
Watch the Super Bowl next week and I can guarantee two things: You’ll see far too many camera shots of celebrities at the game, and the word momentum will be spoken by the announcers at least once. It is a worthy goal—why wouldn’t you want to find a force that creates an attraction to, and energy for, greater success? The question for us as leaders is: Can we manufacture momentum? In short, yes we can.
Leaders often lament to me about how busy they are. But finding connections and building relationships with your team members pays dividends in many ways, including greater productivity, less turnover, higher morale, more trust and greater speed of implementation.
Everyone I’ve ever discussed the concept of trust with has a wide range of emotions related to it. Trust is about more than just the words we say and the actions we exhibit—there is a deeper level of trust that can be built consciously, if you are aware of it, and are willing to be courageous.

It doesn’t seem to matter what the topic of the training or conversation, time management always comes up. It shouldn’t be a surprise—time management books and courses are perpetually popular. I don’t believe the issue is about time management at all. It is about choice management, and that, my friends, is a torch we as leaders must carry.

While there are many things you could be measuring, considering and thinking about at this time of the year, I’m going to suggest you take an unusual inventory. This isn’t likely one you have considered often, and won’t be one written about much in the coming days, but it could be as influential as any you could undertake. I’m encouraging you to take an inventory of your associations and relationships.
As I write this, there are still two weeks left in the year. Two weeks – almost 4% of the year. Yet many people are already in holiday-coasting mode. So what do I mean by finishing strong?
Have you ever heard the old quotation, “When the student is ready, the teacher appears”? At that moment of readiness we are most open to new ideas, most aware of our shortfalls, and most desirous of improvement. This is the coachable moment.
The story itself matters, but at least as important is the effective telling of it – telling it at the right time and to the right audience. Most important though, for us as leaders, is knowing exactly why we are telling it, and telling it expressly to make that point.