Transforming Leadership Podcast

Often leaders fall into the trap of focusing on the bottom line or metrics. It's important ot remember that metrics are merely the result of aggregated behaviors!

Every organization has a culture, it just may not be what you say it is or what you think it is. Dr. Steve Steff and host Jim Brangenberg discuss the challenges with defining and driving your organizational culture. Who define your culture?

Money is not a motivator, recognition is essential but doesn't result in sustained performance. Appreciation, on the other hand, is ongoing, visible, and priceless. Dr. Steve Steff and host Jim Brangenberg challenge with improving engagement and buy-in in the workplace. Will a pay raise ensure engagement and result in better performance?

Countless organizations conduct goal setting or strategic planning sessions only to look at last years' performance, and guess how much better they can do next year.
That is not strategic. that is playing darts!

The difference between preference and priority is an intentional plan. In the absence of an intentional plan, your great idea is just that: AN IDEA!

Workshops and classes do not change behavior. Behavior is not automatically changed by knowing different. It is changed by identifying different, more effective behavior, and practicing the new behavior over, and over, and over. And accountability.

Silos in business are a natural phenomenon. In my organization the most important department is, well, MINE. When budgets are discussed, it is only natural that I will fight for money for my department. But is the success of my department, possibly at the expense of other departments, actually in the best interest of the MISSION?

Countless managers can check off every responsibility on their job description, and yet they end up getting fired and told that they were not successful in their jobs. There is a tremendous difference in checking the box, and being truly successful.

High-performing leaders have a multitude of responsibilities. But each of these responsibilities breaks down to specific tasks. There are really only three categories of tasks: Thieves, Trespassers, and Transformers. To raise your level of leadership you must take the time to identify which category you are working in, and eliminate the Thieves, minimize the Trespassers, and focus on the Transformers.

A healthy level of assertiveness is absolutely necessary for effective leadership. When do we cross the live from assertive to aggressive? Is it possible to put accountabilities in place to help keep us between the rails. What's the big deal with being a bit aggressive?