There is a new definition of leadership in our lexicon. The seagull leader is someone who flies in, s**t’s over everything, and leaves. I’m constantly amazed when working inside organizations that the names and examples of such people come up constantly in the conversation. Yet rather than being weeded out, they seem to survive and thrive in an institutional ethic that values by choosing short term greed over longer-term value and culture.Read More›
“They make it easy for us to do our jobs right.”
That is what a young service advisor at my local dealership said to me when I complimented him on his service acumen. He had overhead him speaking to a new customer; he was solicitous of the customer’s needs and made no effort to “upsell” him on services he didn’t need. In fact, he didn’t sell him anything; he just advised.
This dealership, founded by Howard Cooper in Ann Arbor, Michigan, has a history of customer service. When Howard sold the store in 2012, he took a portion of the proceeds and distributed them to his employees based upon their tenure. For every year of service employees received $1,000. Even employees who had less than one year service received something in profit sharing. The new owners (Germain Honda) are building on the service tradition that Howard Cooper established.
Leadership is nothing without action. Every leader needs to identify what they are good at and act on it! With the amount of people being added to today’s marketplaces, you can’t afford to sit back and watch them work with your competition.
At N2Growth, we would love the opportunity to help identify your strong areas and come up with a strategy as to how to make the most of our growing world.
The media lives for a crisis, politicians look for ways to gain advantage in a crisis, and some businesses will even try and profit from a crisis. Everyone loves a crisis; except the unprepared who didn’t see it coming – those led straight into the proverbial brick wall by a leader who missed something they shouldn’t have. One thing is for sure – we’ll all be better off when leaders stop trying to manage a crisis and become more proficient at crisis leadership.
Great leaders know how to be themselves and are proud of who they are.~ Joel Garfinkle
Banned for life.
Forced to sell his franchise.
That’s all you need to know about Donald Sterling’s future with the National Basketball Association.
Commissioner Adam Silver did not mince words. He has exiled Sterling, the owner of the Los Angeles Clippers, after being caught on tape making racist comments to his girlfriend. In doing so Silver wielded a sledgehammer that shattered Sterling’s supposed privileged world and enabled the NBA to move positively away from the repugnant behavior of one of its aberrant owners.
* This post was originally published on Forbes
I was speaking with a colleague last week who at one point in our conversation referred a third party as being naïve, to which my response was, “I’m not so sure that’s a bad thing – perhaps we should all be a bit more naïve.” The seed I was trying to plant was that if people (particularly those in leadership) spent less time defending what they think they know, and more time exploring the vast universe of what they don’t know, we might make more progress.
By now, we all know that leadership is tough, hard, exciting and demanding. But, at the same time, what most people learn the hard way is that it is not a short drive in the beautiful countryside. Instead, it is a long drive across the entire country that requires a look at the roadmap to avoid the roadblocks while understanding the routes and the detours along the way, long before the drive begins. When leaders decide to take this journey, decisions will have to be made that will determine whether success, or a lack of it will be realized once the journey has begun.
Conversations are not competitions. Don’t win them – enrich them.
~ Mike Myatt
There is an old saying in show business that goes like this:
“Life is easy; it’s comedy that’s hard.”
That adage came to mind as I finished Bob Mankoff’s wonderful and warm memoir, How about Never–Is never good for you? My Life in Cartoons. That line also serves as the punch line to Mankoff’s most famous cartoons. Mankoff is the cartoon editor of The New Yorker as well as a long time contributor to the magazine as a working cartoonist. Now turning 70 Mankoff looks back at his career not only with wry wit but with the soul of successful cartoonist, one blessed with a sense of irony as well as a work ethic that shapes his approach to his craft as well as his management style.