Remarkable Leadership with Kevin
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.
Why do you hire new employees? OK, this seems like an obvious question, and no, it isn’t a trick. We hire people because we have assignments that need to be completed, sales to be made, and products to be created, manufactured, shipped and billed. We hire people to be productive; to get work done. Yet, that is too often not how we judge them. Too often, we judge them based on hours worked. Let me explain …
We all find ourselves in social situations or at networking events, or perhaps even on airplanes, and people ask us, “So, tell me about yourself.” Most of us answer that question the same way - we provide some labels or hooks for who we are. For me it would include some of the following: I’m a husband and a father of two. I own a company and have for the last 19 years. I am a speaker. I am an author. I blog. I do a lot of training. I coach and consult on leadership. (I could go on, but you get the idea.) You could, and would, likely do the same thing. But are these labels who we are?
Everyone thinks teams are a good thing. Leaders like to form teams. People, for the most part believe in the value and purpose of teams . . . “All of us are smarter than each of us.” and “1 + 1 = 3” . . . are just two common phrases that reinforce and prove how pervasive our belief in teams is. And that belief is justified . . . sometimes. The fact is, sometimes we would be better off without a team - with individuals contributing as individuals. What? No team? At least not the type of team you probably think of when you think of a team.
If you are a parent, you are familiar with these thoughts and feelings . . . Who is my child hanging out with? Do I know the parents of those kids? What kinds of influences are they subject to?