Sometimes we call them the "number two" person in the organizations. Sometimes we jokingly refer to them as the "second banana."

They are those people who are positioned just below the top leader on the organization chart. Often they are in that slot because they are being groomed for the top position some day.

A great many, however, like that post for an entirely different reason. They don't desire the spotlight themselves. But they find great fulfillment in helping the person in the spotlight truly shine. They have no ambition to move further up the ladder. They are quite happy where they are.

Rarely do we celebrate such second-tier leaders. The gain so little recognition that to the outsider looking in, they may appear invisible. Yet top leaders often get credit for successes that were less due to their own effort and more due to what their second-tier leader contributed.

That certainly held true in my own career in top-of-the-organization positions. As I admit in this progress, I'm as guilty as anyone of not giving proper recognition to the second-tier leaders who made my success possible.

Many of them are dead now, which means that I can never make amends. But perhaps I can repay some of the debt I owe them by urging others to not duplicate my mistake. Find ways to recognize, honor, and celebrate those "second bananas" whose contributions have gone unheralded far too long.

As I say at the conclusion of this podcast, there's nothing second class about second-tier leadership.

You can download a PDF transcript of this episode at https://www.UpsizeYourLeadership.com/episodes.

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At the outset of the war in Ukraine, I produced two podcasts in which I forecast some things about the conflict which would surprise the world. I based my predictions on years of experience managing offices and distribution centers in both Russia and Ukraine. Since then, events have unfolded much along the lines of what I anticipated.

What no one foresaw, however, yours truly included, was how effectively the Ukrainians would mount a decisive counteroffensive. The rapid liberation of the Kharkiv oblast will serve as a case study in military academies and war colleges for decades to come. It is one of the most striking examples of strategic deception and operational security in history.

To pull off a feat like that requires leadership of the highest caliber. Therefore, at the request of several listeners, I'm using this episode to offer updated analysis of the war. And I'm focusing primarily on the total contrast between the two armies in terms of leadership styles. In addition, I examine the historical and cultural roots behind these contrasting styles.

For a transcript of this lesson, go to https://www.leaderperfect.com/podcast and click on the link to Download Scripts.

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Not everything that is called "innovation" deserves the title. I frequently hear things referred to as innovations, when in reality they seem to be more nearly a singular instance of ingenuity, improvisation, or inventiveness.

Marketing has served to blur the distinct nature of innovation. It constantly bombards us with announcements of some "new and innovative product." As a result, we have come to think of anything fresh and dazzling as innovation.

In today's hyper-competitive business culture, success -- if not survival -- depends on the ability of an organization to be be characterized by agility, speed, and innovation. In this episode, therefore, I look at the basic question, "What is innovation?" And then I step you through some of the factors to be taken into consideration if you are to create an culture of innovation in your business or company.

I also lead you through the backstory of how an engagement at Microsoft gave me an entirely new perspective on the process of innovation.

A PDF transcript of this episode is available at https://www.leaderperfect.com/podcast. Simply click on the link to Download Scripts.

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Wherever humans begin a protracted association, a culture automatically emerges. In fairly short order, some things will be valued, Others will not. Unwritten rules will begin to govern the way things are done within the group.

The result is a de facto culture, that is, one which was not purposefully promoted. It simply evolved by chance. Most corporate cultures fall into this category. Unfortunately, de facto cultures have a strong tendency to become dysfunctional, even if they were not at first.

No leadership responsibility is more urgent than preventing dysfunction in their organization. They must proactively nurture a culture which is healthy and constructive. To do so, they must develop, articulate, and inculcate an orchestrating ideology which will produce that kind of culture.

An orchestrating ideology is that set of beliefs, values, assumptions, outlooks, and attitudes which determine characteristic patterns of behavior within the organization. All cultures have an orchestrating ideology. In de facto cultures, the orchestrating ideology is implicit. It must be discerned by drawing implications from the behaviors which are condoned or encouraged in the day-to-day life of the organization.

Wise leaders never settle for an implicit orchestrating ideology. First they make the implicit ideology explicit by identifying the unspoken tenets which it seems to endorse. Then, having given it explicit expression, they critique it, amend it and modify it as necessary to transform it into the most suitable ideology for the future which they envision for their organization.

This episode examines the building blocks which go into shaping the orchestrating ideology of any corporate culture. It identifies eight of these elements and shows how they should be woven together in defining the fabric of a health culture.

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Just like a performer on stage, leaders are under the ever-watchful eye of an audience, The audience constantly makes judgments about the leader's performance based on what the leader says and does. In effect, leaders step on stage every morning.

They should begin the day, therefore, with the outlook of an actor or actress in their dressing room, making preparation for the curtain to rise. Getting ready for the lights to go up. Setting their focus on s singular objective: being at their very best when it's showtime.

For leaders, every day is showtime. And they should approach their day accordingly. If they were literally going on stage, they would strive to show the world the very best version of who they are. Great leaders do nothing less on a daily basis.

This episode maps a number of parallels between performers on stage and leaders fulfilling their role. Both play to an audience that can be quite critical at times. And they can't always determine whose eyes are on them at a given moment. It therefore behooves performer and leader alike to be the best version of themselves when its showtime.

A transcript of this podcast is available at https://www.leaderperfect.com/podcast/. Simply click or tap on the link labeled Download Scripts.

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A leader's effectiveness turns on trust. Trust is the confident expectation that a person will consistently do what is right in every situation. How well a leader lives up to that expectation determines his or her reputation as a leader.

In essence, the trust which people put in a leader rises and falls in tandem with the leader's reputation. Strong, positive reputations encourage trust. Sullied reputations undercut trust.

Reputations, however, are vulnerable creatures. They are easily besmirched, damaged, or destroyed. And because reputations are fragile, the trust which a leader enjoys is likewise fragile.

Leaders must therefore guard their reputation with determination and tenacity. This begins by recognizing that both a leader's reputation and the trust people place in that leader are both derived from the same two factors.

The first factor is character. The second is performance. A stellar reputation for character, but a weak reputation for getting things done will impair trust in the leader. So, too, will a reputation for exceptional performance, but a flawed character. To be highly trusted, leaders must build and maintain a strong reputation for both character and performance.

This episode looks at striking examples of how otherwise promising leaders have lost trust either because a serious character flaw was revealed or their performance became subpar. And it highlights how, for leaders, both reputation and trust are fragile. Years of building a powerful reputation and broad trust can be undone in one careless or thoughtless episode which destroys the reputation which has long engendered trust.

A transcript of this episode is available for download at https://www.leaderperfect.com/podcast. Simply click on the link to Download Scripts.

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As an essential for building trust in our leadership, truth ranks second only to integrity. Integrity of course, implies telling the truth. But the kind of truth which builds a culture of trust goes beyond the simple, but sometimes difficult task of being honest in what we say.

To build genuine, effective trust we must be equally willing to hear the truth. To confront the truth. To keep the organization and its culture grounded in truth and reality.

People come to trust you as a leader by watching you in action. They especially watch to see if you tell the truth. Consistently. Openly. Even when the truth is unpleasant. Even when truth puts you in a bad light.

Moreover, it's only when leaders model an unequivocal commitment to telling the truth that efforts to create a truth-telling culture are likely to succeed. And without a truth-telling culture, a culture of trust is almost impossible to achieve. Leaders must therefore commit themselves to telling the truth consistently and everywhere that it needs to be told.

Download a transcript of this podcast at https://www.leaderperfect.com/podcast. Follow the link labeled Download Scripts.

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Nothing says more about a leader's character than the way he or she responds to wholesale failure. Is the first impulse to make excuses for what happened? To find someone to blame for the failure? Or is it to learn from the failure so that we are more resourceful in the future?

As leaders, we are charged with giving people hope, confidence, and optimism for the future. We are doing none of those things so long as are offering excuses or pointing a finger of blame. Excuse-making and blaming anchor us in the past, not the future.

But when we start asking about what's to be learned from the failure, we shift our thinking to the future and how we can use lessons learned to make bring greater promise to that future. And the most effective way to draw out those lessons is with quality questions about what went wrong.

This episode looks at perhaps the one question which you should always ask in such assessments. It's actually a question about questions. It helps us identify questions which, had we asked them, might have averted the failure.

You can obtain a transcript of this program at https://www.leaderperfect.com/podcast by following the link to download scripts..

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The ultimate purpose of feedback is to optimize performance. Ideally, therefore, feedback is a learning experience.

This means that in delivering feedback, managers should avoid any wording or tonality which would invite a defensive reaction. Defensiveness upends any learning potential in the conversation.

This episode, the second in a two-part series on providing feedback properly, examines a technique called the SBI Model. SBI stands for Situation-Behavior-Impact. These three words form a structure for delivering feedback in a manner that minimizes the opportunity for defensiveness.

The SBI approach is used in thousands of organizations, attesting to the value which managers attach to it. This podcast takes you step by step through the SBI structure, highlighting best practices in putting it to good use.

This episode continues the guidance begun in the previous episode, which can be downloaded at https://www.leaderpefect.com/podcast/episodes/2213-feedback-done-right-1.htm. For a printed transcript of this episode, follow the Download Scripts link at https://www.leaderperfect.com/podcast.

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Far too often feedback is done poorly, too infrequently, or not at all. This is the first of a two-part series on providing feedback that is timely, actionable, and motivational.

But first we address some misconceptions. We explain why there is no such thing as "negative feedback." We also delve into why the "sandwich" approach to feedback does not work.

Then we outline specific, concrete steps for offering feedback that is genuinely effective. We look at the kind of language to use so that your feedback is clear, precise, and straightforward, without causing offense. Importantly we show how to structure feedback that is can be acted on easily.

A transcript of this episode is available at https://www.leaderperfect.com/podcast. Simple click on the Download Scripts link.

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