Introducing the first episode of “Leadership Personified,” the official podcast from Personify Leadership. Hosted by Michelle Cummings, CEO, Co-Founder, and Chief Creative Officer, this episode features an in-depth interview with Gerry Singleton, CEO of Montana’s Credit Unions and a Master Trainer of the Personify Leadership course. In this conversation, Gerry shares his passion for the Personify Leadership program and what inspired him to become certified. He also reveals the results of an ROI study he conducted, showcasing the program’s tangible impact, and discusses his success in delivering the course on three continents. Don’t miss this insightful discussion on leadership, growth, and the real-world applications of Personify Leadership. Watch the full interview now and discover how Gerry is making a global difference through leadership excellence.
(more…)Have you ever found yourself in a position where you loved your company and team but found your boss incredibly difficult, even unbearable? You’re not alone! I ran across this study by DDI that suggests that 57% of people have quit because of their boss — and 37% reported that they’ve considered leaving because of their manager.
When I read this study, I found that number to be staggering, and it made me think of the difference between the titles of ‘boss’ and ‘leader.’ In my opinion, when it comes to a boss vs. a leader, the difference often lies in how you make the people around you feel. Bosses take power and keep people subdued. Leaders empower and elevate people to new heights.
Here are the different behavioral traits of Leaders vs Bosses:
(more…)“What did you mean when you said __________?”
This statement saved me from ruining a relationship.
Have you ever reacted poorly to something someone said in an email? I remember one email in particular from a colleague where 95% of her email was fine, then there was one statement that really offended me. I mean, I went from zero to ten on the ‘ticked off meter’ in a heartbeat. I couldn’t believe she would say such a thing to me! I hit reply and started typing back an emotionally charged response. As I was about to hit send, I paused and said out loud, “I really can’t believe she would say such a thing.” As soon as the words came out of my mouth, it caused me to pause a bit more, which gave me enough time to think a little more rationally. I decided to clarify what she meant rather than send my loaded email. I backed out my highly emotional response and instead asked, “Can you clarify what you meant when you said _______.” Then I hit send.
(more…)I have spent the last several months designing a new program for Personify Leadership. It’s the Deep Dive program that leaders can take after they have completed our Core Program. When we designed Core, it took a full year of designing and tweaking, and we still make small changes here and there to keep the content current and relevant. I facilitated the pilot for Deep Dive last week, and I’m so excited for this new program to come to fruition. I have felt ALL the feels over the last several weeks: exhausted, overwhelmed, elated, frustrated, hopeful, sad, overjoyed, creative, hysterical, spent and relieved. Now that the pilot is complete, it’s still all of those things, but with a sense of calm and peace that is palpable. I know this program is going to change lives.
(more…)Recently, I was asked by the Association for Talent Development to write a few articles for their blog. The first article I wrote is called Three Reasons Delegation Fails – Dissecting Delegation for Better Results. Part of being a good leader is getting work done through others. Once an individual goes from a peer level to a people manager level, one critical skill they will need is effective delegation.
Delegation can be tricky and is full of potential pitfalls. When we do it well, we help others develop and grow. When we don’t do it effectively, we can create sabotage. When we don’t do it at all, we limit our growth and the growth of others. What is it that makes delegation so challenging to embrace, and why do those who do it so often fail to reach their goals? Let’s start by looking at what we really mean when we talk about delegation.
(more…)“If you are a leader who hasn’t assembled a team you can trust then you’re not a leader.”
Colin Powell on the Importance of Delegation
Mateo is a leader ready to move to the next level in his career. He had been very successful where he was for quite a long time. He knew how he was viewed in his division but his organization is global. He wanted to know how he was viewed by others who he had interacted with throughout the years outside of his immediate division. He asked me to assist him in learning more. Mateo gave me a list of key leaders that he would want to potentially work for in other parts of the company and he wanted to know how they viewed his leadership potential. (more…)
I’m sure many of you tune in for the Summer Olympics when they air, and the Paralympics generally start a week later. For many Olympic athletes, the Olympic Games represent the culmination of their hard work and athletic achievement. I can’t imagine how much time, hard work and sacrifice has gone into preparing for this one small moment of time. With this level of international exposure and pressure, I’m sure emotions run high as athletes prepare to be in the best condition physically, technically, mentally and emotionally. Every athlete from every country has put in relentless hours trying to become the best that they can be at something they love and bring home a medal that honors the individual, the team and their country. The years of preparation come down to a few minutes or even seconds of competition. How can an athlete not be overwhelmed by emotions? How can they stay emotionally resilient in the moment? (more…)
Afraid of Giving Feedback? Tips for Speaking Constructively at Work
As leaders in the workplace, how often to we buffer our employees from feedback? How often do we find ourselves holding back valid and useful information and giving messages that are diluted at best?
For most leaders, the response is: too often to count.
That’s because honest feedback is difficult — even painful — to give and to receive. It’s so much easier to shirk these uncomfortable situations by just avoiding them. Yet this takes a toll on productivity.
This dynamic shows up in organizations of all shapes and sizes, and we’ve boiled it down to a three-prong paradigm — one we like to call the“Feedback Trifecta”.
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