What type of experience do you want people to have? How you show up and perform matters. Your entrance, tone of voice, and even choice of words design an experience for others.

We sometimes think we have things so rough. Our 16th President was probably one of the most revered and the most hated figures by his contemporaries. Abraham Lincoln was elected by what was then the lowest plurality in an American election to date.

It seems like we are surrounded by the need for speed. We want it and we want it now. Speed seems to be reinforced at every turn.

The attitude indicator on an airplane is very important. It informs the pilot of the orientation of the aircraft relative to the horizon, so it must be correct at all times regardless of the plane's movements.

We all have assignments that are better off shared. They may be too large for us to successfully accomplish alone, or they may carry the opportunity to develop our team. Perhaps we have a project or task perfectly suited for the talents of someone else.

Many leaders were brought up to believe they had to have all the answers and rescue their employees when they were stuck. We often call this “heroic” leadership and it sets up the leader as the rescuer.

As a leader, you set a vision and develop strategies to achieve goals, drive change, and create a successful organization. But what happens when those well-developed plans fail to come to life due to employee indifference or inaction.

When tensions run high because of high workloads, looming deadlines, or un-addressed conflict, people’s relationships suffer. And when relationships suffer, your productivity takes a hit.