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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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.
Personality and communication style assessments are popular training tools—they garner high marks from participants because they are interesting and fun. Trainers can use them to ensure good reviews and perhaps get a chance to come back to deliver more training. But how can these assessments actually be used by a leader to become a better communicator?
Many who read this will be celebrating Thanksgiving in the coming days. While on different dates with different origins, many countries celebrate some sort of Thanksgiving during the year. For those of us in the United States, this holiday has come to represent a chance for families to gather, eat too much, watch football, and perhaps prepare for Black Friday shopping. Oh yes, and to give thanks for our blessings.
I take notes in most every learning situation I encounter, including at church. It is a way for me to stay engaged and learning during an important 90 minutes of my week. Aaron Brockett, the lead pastor of Traders Point Christian Church outside of Indianapolis, has said something that has made it into my notes several times and stayed in my mind. It is a simple but powerful idea expressed as a mathematical equation.
I grew up on a farm. We raised a variety of crops, had a fertilizer and seed business, and we raised hogs. For most of my growing up, our hog operation was pretty small, and feeding was done somewhat automatically. Feed was prepared every few days and loaded into feeders, and gravity fed the feed to the animals as they ate. While you didn’t want them to run out of food (we were trying to help them grow as fast as possible after all), it wasn’t an everyday task.

There is a free public workshop on public speaking for leaders currently available on network and cable TV every day. This workshop is being led by two unwitting workshop facilitators. Their credentials are impeccable — they have spoken to groups of all sizes for many years. They have honed their craft to the point that it is one of their most important professional skills. And they have been coached on these skills for years, right up until today.

I travel enough to have a lot of travel and airline stories. Overall, I have as many positive ones as negative ones. In fact, I am typically very productive on airplanes, even when the seating space is tight. Today, however, I want to talk about one of “those” travel days. This particularly interesting travel happened about a year ago, but recently I was reminded of it. My day was supposed to be relatively straightforward – fly from White Plains, N.Y., through Chicago to Phoenix, arriving there about 12:30 local time. But that isn’t how it went.

I live in Indianapolis, Indiana. When I travel and people find out where I live, one of the questions I get asked is, “Have you ever been to the Indianapolis 500?” The answer is, yes I have. I’ve been purely as a spectator. In 1986 I was there as a part of the Purdue All American Marching Band, marching on the track before the race and playing "The Star Spangled Banner" and "Back Home Again in Indiana" before the race.

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 …