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Remarkable Leadership with Kevin Eikenberry

Remarkable Leadership with Kevin Eikenberry

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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If you are a leader, odds are greater than 50/50 that you are leading a remote team. And it is very possible, when you began your leadership journey, you were not. For most people, most of their leadership experience involves leading a team of people they see and interact with every day. Somewhere along the way, the world […]
Leaders are often telling me they wish they were more innovative.  More often though, they tell me they wish their teams were more innovative. Both of these conversations typically move toward a question like: “What are some tools or techniques to help people be more innovative and creative?” While there are certainly tools and techniques […]
We walk through every part of our day doing nearly everything by rote; automatically without thinking. Overall this is very helpful — we are leaving so many things to muscle memory and our powerful subconscious that we are able to navigate our day with some amount of success. Without all of this help, our conscious […]
As a leader, you are in the Customer business. Some of you are interacting with external paying customers; all of you have internal customers. Regardless, as a leader you must invest in customer relationships if you want to be successful. If you want to have a successful valued relationship with anyone, you must be willing to […]
Curiosity is part of the human condition: all you have to do is look at kids; they are curious! They wonder, explore, touch, smell and ask. Yet by the time kids head to school for the first or second grade, much of that curiosity (in most kids) is squelched, dampened and seemingly lost. The reality is that […]
In my work as a coach of leaders, and in my general observation, I see many situations that get messy and contentious; and so often these situations are caused by or exacerbated by people’s rush to judgment. Even when, and perhaps especially when they don’t even realize that is what they are doing. In Matthew 7:1 […]
One way to define the role of a coach is to “take people where they can’t go themselves.” I think that is a pretty good definition, because it does two important things in just seven words: It reminds us as coaches that it is all about the success of the person we are coaching, And, we […]
As leaders, we all have lots of decisions to make, and since there are many, it can sometimes be difficult to stay on top of and feel confident about all of them. Would you like a framework, a process, a way to improve your decision-making effectiveness and your confidence in those decisions long after they […]
In my experience, most everyone, if asked, wishes they were a better listener.  I put myself in the same camp. I do know that I am much better at it in some situations than in others. When I make a conscious decision, I know what to do to achieve that greater listening prowess in the […]

Whatever your specific leadership role, I am confident you find yourself in the role of presenting to others – at least on occasion.  And if that is true, I’m guessing you would like to do it more effectively and more persuasively. These are good goals.  Yet too many people present just like everyone else; which of course, gives you the same results they got.

I’ve been writing a blog here off and on, and mostly off for a long time. While I write very regularly here, I have been remiss here. That is going to change. While there are plenty of explanations for being MIA here, none are excuses. So rather than providing either, I will talk about the […]

Project management training, advice and wise counsel can be found anywhere. Fair less is written about leading projects. This short article won’t put much of a dent in the balance of that writing — project management vs. project leadership, but it will illuminate five key lessons that I have learned from personal experience, as well as coaching and observing others.

Ron Popeil is an American inventor and marketer most famous for his infomercial for the Showtime Rotisserie, where he told users to “set it and forget it.” His well-known phrase seems to have migrated from cooking chickens in his rotisserie to a common approach to goal setting. Let me explain …

I often get asked by leaders of internal groups how they can create a Customer focus when their team has no direct connection or interaction with the paying Customer. I dealt with this as a Supervisor when I worked at Chevron many years ago, so my advice comes from my three-part combo experience: As a leader in the middle of an organization, as a former sales person in that same organization, and now as a business owner and consultant for 23 years. Given that perspective, here is my three part answer to the question.

The title of this post is a great question and the answer is … It depends. Actually, there are, I believe, two answers that may seem in disagreement at first, but I hope they will be clearer to you in the time it takes you to read this short post.

I’ve been asked versions of this question for years, and while the answer could cover a year’s worth of blog posts, I have two ideas today that can help you as a leader if you face this challenge. As it turns out, they don’t have much to do with “attitude” — even though that is how the question is usually framed.

I’ve been asked versions of this question for years, and while the answer could cover a year’s worth of blog posts, I have two ideas today that can help you as a leader if you face this challenge. As it turns out, they don’t have much to do with “attitude” — even though that is how the question is usually framed.

Everyone seems to be seeking work/life balance. And no one seems to desire this more than leaders, managers and supervisors. I doubt there is a person who reads these words that hasn’t or doesn’t struggle with this issue. I’ve been asked about this (a lot) over the years, made some mistakes, learned some things and thought about it (a lot) too. Here is what I have learned, and what I believe to be true …

I wrote the original version of this in 2008. Since then, I have learned a lot about expectations and the importance of them to individual and organizational achievement. When I read the earlier version of what follows (before I edited and hopefully improved it), I thought it would be a great thing to post here for you to read, and more importantly, for you to think about. In it, I ask some pointed questions. They are pointed for a reason — I hope you ask them of yourself and listen to your answers …

We as leaders make a big mistake sometimes, and when we fall prey to this mistake it spreads throughout our organization. I’m going to tell you what this mistake is, why it happens and how to fix it, in less than 400 words. Are you ready?

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