In the 5 Levels of Leadership, we ask leaders to determine their top values. For many this is the first time they have ever considered what their values are. 

But, if you are not aware of your values, and you are not intentionally living them out each day, you risk damaging the influence you have with others UP, DOWN, and ACROSS from you in the organization (and your home).

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Self-aware leaders prioritize their team's well-being over their personal career advancement. These leaders are advocates for the individuals on their team, focusing on collaboration rather than extracting benefits from their team members.

Which kind of leader are you: a Climber, focused on advancing yourself, or a Connector, focused on the team and advancing them?

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When a leader develops the skill of curiosity, they send a message to those on their team. That message is, “While I have a point of view, I realize it is not the only point of view, and I would like to hear yours – I’m teachable!”

When leaders exhibit curiosity, they encourage the diverse group of people on their team to have a point of view and to share it. It’s safe to say what you think. I value what you think.

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Johann Wolfgang von Goethe eloquently described the power and influence of inspiring leaders when he wrote: "I have come to the frightening conclusion that I am the decisive element. It is my personal approach that creates the climate. It is my daily mood that makes the weather. I can be a tool of torture or an instrument of inspiration. I can humiliate or humor, hurt or heal."

Have you considered how your mood, behaviors, and actions will influence others. Researchers Jack Zenger and Joe Folkman have studied inspiring leaders and marveled at their ability to create new attitudes and emotions in others.

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You have most likely heard of the Urgent and Important Matrix. It is officially known as the Eisenhower Matrix. The key to your productivity is not getting the most stuff done, but getting the right stuff done. And by “right stuff,” we mean your most important priorities.

But what are we to do with all those urgent tasks that have a funny way of sounding important. To be a high productivity leader you need a system to capture your inputs and determine your priorities.

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You received the promotion, you were awarded the title, you are now the boss. The problem is that you cannot be successful long term if you stay there, you absolutely must make the leap to becoming a leader.

In today's landscape, leaders drive progress, inspire greatness, and create thriving work environments while bosses try to control everything and micromanage their people.

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How can leaders avoid creating a culture of fear and anxiety when trying to create urgency? Creating urgency is important for leaders, but it's equally important to avoid creating a culture of fear and anxiety.

How can you improve your leadership ability and become what others consider to be a great leader? Here are eight ideas based on 360-degree feedback data that reveal how leaders move from being good to being great.

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Creating and maintaining urgency is an important aspect of leadership. Today Chris and Perry discuss a sustainable plan for nurturing a sense of urgency in your team in a healthy way. 

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Great leaders know that leadership is more caught than taught. Your team is watching you all the time and observing how you lead––both the good and the bad. How can you infuse leadership teaching in your team without sending everyone to a leadership development course?

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