Life is divided into three terms – that which was, which is, and which will be. Let us learn from the past to profit by the present, and from the present, to live better in the future.

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Life is divided into three terms - that which was, which is, and which will be. Let us learn from the past to profit by the present, and from the present, to live better in the future. - William Wordsworth

Profit is not about the money. This is leadership redefined.

Read the transcripts at hughballoupodcast.com (http://hughballoupodcast.com)

You manage things; you lead people. —Rear Admiral Grace Murray Hopper

This

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is a curious debate. Many in academia use management as the title for business leadership programs. For example, a well-known large university in my town offers a degree in management in the business school and allows for a minor in leadership, which is under the college of life sciences and agriculture. Fortunately, the professor leading that program understands leadership and knows how to apply it in a practical way. I don’t feel that a degree in management qualifies a person to lead an organization, a team, or a project. Its basis is in other areas.

As Stephen Covey points out, we manage time and lead people…we manage money and lead people…we manage project implementation and lead people…we manage things and lead people. There is a distinct difference.

Managing people fits an autocratic leadership style and not a transformational leadership style. It can be a form of overfunctioning. Top down leadership that is autocratic minimizes the synergy of the team.

Here’s a simple chart of my thoughts on the differences:

Topic

Leader

Manager

Style

Transformational

Transactional

Direction

Engages

Demands

Conflict

Addresses

Avoids

Risk

Takes

Minimizes

Affirmations

Gives

Takes

Concern

Helps others to be right

Being right

Blame

Neutralizes

Blames others

Energy

Passion

Control

Power

Influence

Authority

Focus

Conducting High Performance Meetings

Hugh Ballou

Conducting High Performance Meetings Is Like Conducting a Symphony Orchestra

Conducting a mediocre rehearsal sets the stage for a mediocre performance. A skilled orchestra or choir conductor knows that creating an excellent performance begins with creating an excellent rehearsal – every note has integrity.

Corporate leaders conduct boring, unproductive meetings and expect excellent results despite the poor rehearsal. There is not difference in a corporate meeting or a symphony rehearsal. It’s Hugh leadership principle #3: Rehearse for Success. This principle is true for all we do in leadership!

When the conductor steps on the podium to conduct a meeting (rehearsal) with an orchestra, he or she is thoroughly prepared for success. Not only are the outcomes in mind, but also the process to get there has been completely planned.

With Hugh’s 10 tips for conduction high performance meetings you will equipped to transform your corporate culture to the DNA of excellence that is embedded in every great symphony orchestra around the world.

Clearly state the purpose for the meeting.

Don’t hold a meeting unless there is a reason. Know why you are holding a meeting and tell others why. Give a definition of the expected output of the meeting. Never, every use an agenda for a meeting! “Agenda” implies activity. “Deliverables” implies and drives for results. Articulate the meeting objectives as clearly stated deliverables or some other term that communicates completion of specific objectives.

Review the entire flow for the session at the beginning

Explain what will happen and when it will happen in this meeting. Help people understand where the meeting is going and how the group will bet there. This will help each participant be fully present for each part of the meeting and to trust the process. Explain what type of discussion is needed (brainstorming, sorting, prioritizing, etc.) at each point in the meeting and define how those concepts will work. Explain how decisions will be made.

Plan the meeting thoroughly

Begin with the deliverables, that is, know what you want to walk away with at the end of the meeting. Express the deliverables using specific, measurable outcomes. When planning the meeting, allow twice the meeting time for your planning process. In order to get the best results a commitment to the best planning is necessary. Yes, that’s a 2:1 ratio. Spend twice the time planning the meeting to get the best results from your team. You have good people. Give them the context for getting their best thinking skills and for making the best decisions.

Here’s another important planning principle: only plan for 65% of the available time. Some items will take more time than planned. Be efficient with your time and respect the time of others! You will get their best participation.

Outline every part of the meeting in your planning guide. Define how much time it will take to introduce the deliverables and give an overview of the meeting. Define how much time it will take to brainstorm, sort and refine. Do not leave out any part of the process.

Jeff Magee's credentials are significant. He is a Certified Speaking Professional, a Certified Management Consultant, and a Certified Professional Direct Marketer. He has been recognized as one of the "Ten Outstanding Young Americans" (TOYA) by the U.S. Junior Chamber of Commerce, and twice selected to represent the United States at the World Congress as a Leadership Speaker (Cannes, France and Vienna, Austria). A three-term President of the Oklahoma Speakers Association and twice awarded their Professional Speaker Member of the Year, today, the Chapter's outstanding member of the year is awarded the "Jeff Magee Member of the Year Award." Jeff served for four years as an appointed Civil Service Commissioner (Judge) for the City/County of Tulsa Oklahoma.

Many of the Fortune 100 firms today use Jeff for Performance Execution® in the areas of managerial-leadership effectiveness, human capital performance, and sales training and coaching. He also been invited to keynote at many major associations in America and speak at West Point Military Academy on leadership.

 

Jeff is publisher of Professional Performance 360 Magazine and with Hugh Ballou is co-publisher of Nonprofit Professional Performance 360 Magazine.

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Interview with David Stanley

Hugh: This is Hugh Ballou. Today, I am interviewing David Stanley. David, you and I have known each other about ten years.

David: It has been a while. How are you doing today?

Hugh: I’m doing great. I interviewed you years ago, in 2007, for my book Transforming Power about your leadership skills and putting a team together to do a movie. Your themes have been around your brother, Elvis. You are launching an initiative called “My Brother Elvis.” Give us a little background on who you are, your relationship with Elvis, and why this vision is so important to you and to others.

David: Let me start off by saying I am excited about the new foundation called My Brother Elvis Foundation, which is a charity designed to educate and support and fight against the drug abuse problems that we have in America today. Some may ask why I would want to do that and what that has to do with Elvis. I spent seventeen years with Elvis Presley beginning in 1960 when my mother divorced my father and remarried Vernon Presley, Elvis’s father. I became Elvis’s stepbrother and moved into Graceland in 1960, and I lived there for seventeen years. This was a great experience. Elvis was a wonderful human being. He took me into his family. He really raised me. He was my father figure, my mentor, the person I looked up to. It was unusual to be driven to school in a pink Cadillac every day; I got a lot of attention for being Elvis’s brother. It was a very cool lifestyle.

In 1972, I went to work for Elvis as his personal bodyguard. Working for Elvis meant being part of his entourage, traveling with him everywhere. I went on tours with him, to movie studios. Wherever he went, I went. When I toured with Elvis, I saw a chink in the armor. Elvis had a drug problem. He started off taking a couple pills to help him sleep. That number went from two to four, four to six, six to eight, and by the late ‘70s, Elvis had a very serious drug addiction problem. Unfortunately, we lost Elvis to a drug overdose on August 16, 1977. I was there. I walked into his bedroom to discover his lifeless body.

While this is a very brief interview, it’s hard to discuss all of this in detail. That’s why I wrote a book called My Brother Elvis: The Final Years, which is about the final five years of my life with Elvis on the road and the things we are discussing right now. I wrote this book to tell this story about Elvis’s tragedy.

Growing up with Elvis, he was such a giver. He was always giving to charities, giving his time and money. He kept writing checks to different charities throughout the world. That was his ultimate gift. I thought about my life. I was brought up this way. I saw the tragedies of what drugs can do firsthand, and now I am telling his story. Elvis’s death does not have to be in vain. Sure, it was a tragedy. Sure, he was a wonderful, loving person, a wonderful father, and a great big brother. He was the king of rock and roll. But the tragedies and realities of the human side of Elvis Presley cost him his life. I said to myself, “I can write this book and share this story. I’m not going to do a tell-all.

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Ed Krow is the Talent Transformation Expert for businesses looking to achieve 8 figure growth. He delivers captivating, high-energy keynote presentations that challenge the traditional model of HR and prepare decision makers for motivating their people with a win-win strategy.In his career, Ed has helped over 250 clients, including Fortune500 companies, achieve talent and culture transformations. As a result, audiences value Ed’s deep understanding of the employee/employer dynamic and his ability create a connection with them right away. On stage, he provides practical approaches, tools, and relevant stories to inspire action.A speaker, trainer and coach certified by The John Maxwell Team; Ed’s topics bring a refreshing perspective on how to leverage what is commonly viewed as “people problems” and turn negative growth into business success.Ed is a member of the National Speakers Association, the Forbes Coaches Council, and a regular contributor to Forbes.com. He is the author of "Strategic HR: Driving Bottom Line Results Through Your People."When he’s not on stage or helping clients, Ed teaches at Millersville University. His first love is family, with golf vying for atight second. If you do catch him at home, he’s likely cheering forthe Notre Dame or Baltimore Ravens football teamsThoughts from Ed KrowBe Like SALT: A Well-Seasoned Approach to LeadershipI'd like you to think about what salt does for us. Our bodies need sodium as a vital nutrient. Salt is a preserver of foods and meats. Salt enhances flavor for us in our food. In olden times, salt was extremely valuable and was used as a trading mechanism. In fact, the word “salary” comes from the Latin word for salt. Now, we're not sure why, although there are some stories that say that Roman soldiers, during the height of the Roman Empire, were actually paid in salt due to its value. In fact, the availability of salt has been pivotal to civilization.Perhaps you’ve heard the phrase, “She’s salt of the earth”? When we say that, we mean that person is a good and honest person.At any rate, why do I say that we need to be like salt? As leaders, it's our job to enhance our people to make them better than they were when they came to us. That's the same thing that salt does for our food: It makes it taste even better.As leaders, isn't it our job to engage our people and preserve them for the company, just like salt does for foods? And isn't it our job to ensure that our workplace is healthy, thriving and has all the nutrients it needs to be successful? Just like salt for the human body.When we think about salt, we probably take it for granted. It's on every restaurant table; it's in every kitchen; it's probably on your dining room table. It's there when we need it to add a touch of spice to things. As leaders, we need to be there, be readily available for our people. It's OK if we're in the background, but we're there when they need us to add that little pizzazz that they need to get through their workday or to get through that big project.However, we also know that too much salt is not good for us. It can cause high blood pressure, among other things. Being an overbearing leader can have the same result. Not allowing our people to make decisions for themselves, not allowing our folks the opportunity to thrive on their own without our influence, is extremely detrimental. An overbearing leader stifles the creative flavor of their people, much like using too much salt on food takes away from the enjoyment of that food. If we routinely over-lead our people, it's not healthy for their development or for their long-term engagement with the organization.I believe we need to be like salt.

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Ken Courtright is the founder of Today’s Growth Consultant, a two-time Inc. 5000 designee with revenues that have doubled in each of the last 5 years. Started in 1992, the company is now an international, multimillion-dollar enterprise. TGC has worked with over 3,300 companies in 49 states.

Ken is the author of the upcoming book Guerilla Marketing Today, part of the best-selling Guerilla Marketing series, and best-selling author of Online Income: Navigating the Internet Minefield and co-author with Brian Tracy of Against The Grain. He is currently working on his next book Trust Trumps Everything: Why Your Digital Footprint Determines Your Income. He's a popular speaker for business and academic groups.

As a regularly requested guest on business growth Ken has been interviewed by WGN in Chicago, The Daily Herald, The Biography Channel, A&E and USA Today, among others.

In 2012 Today’s Growth Consultant launched “Income Store” which helps individuals, companies and private equity firms buy revenue-generating websites at two times earnings.

He lives with his wife, Kerri, and their three children outside of Chicago.

Here's the transcript:

Interview with Ken Courtright

Hugh: Ken, what does legacy mean to you, and how are you creating legacy?

Ken: Kerri and I have spoken of legacy since day one, since 1992, before children. We were talking about getting into business, creating at least a very strong revenue stream. In the mid-to-late ‘90s, it switched to a desire for multiple revenue streams. Then it became vocal, and we even did a dream board of it in 2006 to where we wanted to ensure that our children started on our shoulders. What I mean by that is we don’t want to spoil our kids. As a matter of fact, our second oldest and our youngest—we have four kids—are at coding camp this summer. They were learning Python and other coding languages. Our oldest daughter, she is 18, just spent ten days at our corporate office in Pennsylvania studying under our chief marketing officer and one of our creative directors so she can work part-time for us when she goes off to college.

Our view is we had some very difficult times in 1999 financially. To put it lightly, we couldn’t wait to be broke. We were in such debt. We were in such a financial situation. We couldn’t wait just to have no money, to not owe people. What we wanted to do was: How do we raise four children in a way where we don’t spoil them; we don’t give them too much; they work for what they get; they have a complete respect for money, time, work, and effort; but at the same time, when they hit young adulthood, they are physically standing on our shoulders with a different vantage point? I don’t want them pulling cones at Dairy Queen, not that that’s bad. I want them getting a different vision, and I want them to be able to hit the ground running financially.

At a very young age, we started teaching them about savings accounts, just like how my dad between 16 and 18 years old brainwashed me that I will not have a credit card, I will pay my home off in five years, and I will buy used cars until I can afford a new car. I lived exactly the lifestyle of my father. We had 17 years in a one-bathroom home with multiple children. We delayed gratification, where the rest of my friends were driving fancy cars and living in massive homes. Today, we have the fancy cars and the massive home on a private ski lake.