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?
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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...
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...
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...