Tag Archives: seeking

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Do You Need To Be Saved From Success?

I’ve recently begun pondering what success looks like again. Is it selling a million copies of Reel Leadership? Is it reaching 10 million people with my message on leadership? Or is it something else?

Success isn't what we think it is

Photo by rawpixel

These thoughts have been running through my mind. They’re drawing me back to new questions all the time.

They’ve gone from the questions I only asked at the opening of this article to new questions…

How many lives have I impacted? Would I be okay with truly impacting only one life? Where does my energy need to be focused to be most effective? What does effectiveness really look like?

I don’t know. I really don’t. But I think I need to be saved from my idea of success. You need to as well.  Read more...

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What You Can Do To Demonstrate Leadership

I sincerely believe leadership goes beyond a title or position. Having one of those only goes so far.

People will follow a titled or positioned leader only so far. Eventually they’ll realize this person is a leader in name only.

This falling away is why you must do more than have a title to be called a leader.

Here’s a few simple things you can do to demonstrate you’re a leader even if you lack the title.

Serve: Great leaders serve. This has been Mark Miller’s philosophy and I buy into it.

Great leaders believe the best way to lead is to help others out. They put the needs of others first and look for places to serve.

Where’s a place you can serve? Why aren’t you?

Demonstrate: A great way to demonstrate leadership is to demonstrate what true leadership looks like.  Read more...

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2 Leadership Scorecards

Recently I had a dream. This dream wasn’t crazy. It didn’t involve red aliens attacking from Mars.

Nah, nothing like that. Though that would have been one heck of a dream.

This dream had to do with a scorecard. A leadership scorecard. Actually, truth be told, there were 2.

The first scorecard looked something like this:

X Ignores team members

X Discards the needs of his team

X Shuns the input of his team

X Refuses to accept responsibilities for failures

X Has become complacent with his level of knowledge

X Hasn’t presented a new idea in ages

X Chooses the old ways over new paths

X Hires people who he believes knows less than he does

X Takes away any chance of organizational advancement

Now, the second scorecard looked quite different. The second scorecard looked like this:  Read more...