We previously looked at the importance of learning to withdraw periodically so we can show up at our best.
Today we look at a second type of withdrawal which gives us the ability to compose ourselves in the moment.
“The cultivation of awareness gives one the basis for detachment, the ability to stand aside and see oneself in perspective in the context of one’s own experience, amidst the ever present dangers, … continue reading
“Stress is a condition of most of modern life,” Robert Greenleaf writes in The Servant as Leader.
This reality is especially true for us as servant leaders going out ahead, showing the way, and carrying the burdens of other people.
Those of us who aspire to be leaders fall into one of two camps, Robert tells us.
There are those of us who enjoy pressure. We may even seek it … continue reading
It isn’t possible, Robert E. Quinn writes in The Deep Change Field Guide.
We cannot “teach” someone how to be a leader. Except by being what we wish to inspire in others.
We can only develop leaders by being a leader. Which requires authenticity and risk. Great leadership is great teaching which gives rise to great relationships.
This week we’ve been exploring Robert’s concept of the “fundamental state of … continue reading
Is organizational conflict a good thing?
It depends, Robert E. Quinn tells us in his brilliant book on leadership, The Deep Change Field Guide.
It starts with our assumptions. Many organizations are places of conflict. For example, at GM’s Freemont Plant executives introduced new techniques only to see the union immediately discredit them. The union’s response confirmed the executive’s beliefs that they lived in a world of conflict. … continue reading
So, when does communication actually occur?
Many of us assume communication happens when we speak. For important conversations, we often spend time preparing so we can say exactly what it is we want to say. We write it down. We rehearse.
But communication doesn’t happen when we talk. Communication happens when the other person receives and makes meaning of what has been communicated.
“Nothing is meaningful until it is related … continue reading
We are about to enter a confrontation. What is our mindset?
Is our basic attitude of one seeking to understand?
A new leader had recently been named head of a large, important and difficult-to-administer public institution. After a short time in the role, he realized things weren’t going well. He decided to do an experiment, Robert Greenleaf shares in The Servant as Leader.
For three months, he stopped reading … continue reading
“Ideas are worthless. Execution is everything.” So says Scott Adams.
Mike Tyson has his own perspective: “Everyone has a plan until they get punched in the face.”
We explore lots of ideas in Rise With Drew. Ideas are great. Ideas are wonderful. We don’t generally lack for ideas.
But life gets interesting when we attempt to put our ideas into action.
As we begin the eighth month of Rise with … continue reading
Reuters was making a profit in every country in the world.
Except one. Brazil.
Tom, a young lawyer at Reuters. was offered the position of leading the Brazilian operation, Robert E. Quinn recounts in the Deep Change Field Guide, his wonderful book about leadership. The CEO shared with Tom that Brazil was a long-time problem and that he wasn’t confident it could be turned around.
The challenge energized Tom. … continue reading
Luis’ career had been a series of triumphs. After completing a five-year engineering program in four years, he experienced immediate success in his new company. Technically strong, innovative, and action-oriented, he was promoted several times, Robert E. Quinn writes in his terrific book, The Deep Change Field Guide.
But now as a supervisor, for the first time, he was receiving negative feedback from his leaders. His hard-edged strategies and … continue reading
