When we teach that leadership is influence––nothing more, nothing less––this generates questions from those trying to grow as leaders. They often ask, “How do you grow your influence?” People are watching your actions, reactions, interactions, and behaviors. Every follower is trying to determine if they want to give you PERMISSION to influence or lead them. This is Level 2 of the 5 Levels.

There are currently four to five generations in the workforce. While this may seem to be a leadership challenge, it’s actually an opportunity to gain competitive advantage, if you know how to leverage the contribution that each generation brings to the workplace. Part 2 of an interview with the author of, A New Kind of Diversity - Making the Different Generations On Your Team a Competitive Advantage, Dr. Tim Elmore.

There are currently four to five generations in the workforce. While this may seem to be a leadership challenge, it’s actually an opportunity to gain competitive advantage if you know how to leverage the contribution that each generation brings to the workplace.

John Maxwell says: “The position doesn’t make the leader. The leader makes the position.” Many leaders get the title and think very little of define the type of leader they will be. When you intentionally define your leadership, you take leading to a new level. Learn five questions that will help you define your leadership.

Today we are talking about the characteristics of high impact players. Some of these traits are natural giftedness and some can be developed. As a leader, you should look for and promote these skills and attributes as you look at developing the next generation of leaders.

“Power dynamics” describes how power affects relationships. Power affects all aspects of social life, from the workplace to the home. Power can affect how followers see and interact with leaders.

Quiet Quitting is term that describes someone who has decided to limit their job output to only those things strictly stated in their job description. They do not take on additional assignments, in fact they have decided to look for ways to do the absolute minimum to complete their job responsibilities. Is this an employee problem or a leadership problem?

Most of the time people want to talk about leading OTHERS with integrity, but they don’t really think about how they lead themselves. Integrity starts with how you lead yourself. It can be easy for a leader to try to do the right thing for others yet shortcut their own integrity when leading themselves.

Leaders need to be aware of the possible negative effects new hires can have on the culture of the organization. If you are not intentional about how you communicate culture, adding new people can dilute the culture and allow other ideas to surface.