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Dealing With Change


By Michael Roney

As a leader, it does not matter if you are dealing with the impacts of COVID-19, the changes in the status quo which occurred during the industrial revolution, the loss of your top football star to an injury, the uncertainty of the Cuban Missile Crisis, or the stock market crash of 1929.  Change is a constant!  Always has been.  How you prepare for and react to change is the only thing which is important over time.  As an example, according to thebalance.com, since the 1929 market crash, there have been roughly 20 years out of 92 in which the U.S. economy contracted for various reasons.  One of those years was 2020 due to Covid-19.  During the other 72 years, the economy was expanding.  Companies which react to contractions successfully will help write the future during the following expansions and potentially well beyond them. 

Leadership concepts for dealing with change and increasing the likelihood of success include:

  • Having a clear and optimistic vision for the future.
  • Identifying a profound innovation, idea, or niche where your products will “fly off the shelves”.
  • Using an effective business model tailored to your products and serving your clients.
  • Constantly seeking new cost-effective ways to produce and deliver products.
  • Writing a blue-chip level business plan with contingency concepts included.
  • Becoming a top-tier leader.
  • Producing required outcomes based upon teamwork and superior execution.
  • Monitoring the outside world for potential disruptions on the horizon.
  • Building an organizational culture which will allow your company to grow, innovate, and adapt.

Companies which have successfully survived or restarted after the COVID-19 lockdowns, as well as those companies which will survive, grow, and expand after the next disruption, will be organizations with a vision for the future, optimism about the opportunities presented, the planned flexibility to capitalize on those opportunities, and the ability to adapt.  COVID-19 is not the first major change in the business environment, nor will it be the last.  Long-term business plans must provide a format to identify, evaluate, and respond to the changes which will certainly occur.  

Over the past 40 years, businesses in the United States have gone through tumultuous amounts of change.  During this time, we have seen significant disruptions in business norms as commerce moved from Main Street to malls and strip malls.  Mom-and-pop stores have been replaced by big-box outlets like Walmart, Lowes, Target, and Kroger.  We have seen local drive-ins disappear in favor of McDonald’s, Burger King, and Taco Bell.  Major brick-and-mortar retailers like Sears have given way to online sales mega monsters like Amazon and Alibaba.  Companies which could not adapt went away!

We have also seen several areas of the economy grow during these same 40 years.  For example, the cruise line industry, air cargo such as FedEx, ground-based delivery services like UPS, ocean-going oil tankers, theme parks, chain restaurants, and the health care industry have all made massive expansions.  Going back a little further, the main forms of communication between people in the past were letters and newspapers.  Letters evolved into telegraphs, then to telephones, to cell phones, and now smartphones and social media.  Losers during this transition include the US Postal Service and many newspapers.  Winners include AT&T, via their start as Ma Bell, by becoming a major player in smartphone technology.  A holdover example would be Western Union Telegraph which has evolved into a money gram service.  Now leading the way during the last twenty years in this revolution are the “FANG” related companies including Facebook, Apple, Netflix, Google, and Microsoft.  They have become worldwide leaders in social media, technology, and commerce.  In the process, they have also amassed huge amounts of assets and power.  These five companies have all created and benefited from significant change.  They all had a vision for the future, a good idea, and provided products or services consumers wanted.  All five survived the dot com bubble of 2000 and the housing bubble of 2008.

So, what is next?  There are numerous areas which may provide exciting opportunities in the future.  Here are just a few limited examples:  

  • Development of new and faster ways to identify, understand, and then respond to future pandemics before they become a significant problem to the economy including testing, treatments, and vaccines.
  • Finding new ways to help companies impacted by disruptions, such as COVID-19, deal with income loss, debt, restructuring, and bankruptcy.
  • New social media apps.
  • The next level of innovative technology which replaces smart phones.
  • Electric cars and trucks.
  • Flying cars.
  • Medical innovations which spawn new markets.
  • The need to help bring “essential” product production back from China and other countries, such as rare earth minerals, technology, health care-related equipment and supplies, as well as medicines and their base elements.
  • New opportunities related to artificial intelligence breakthroughs. 
  • Selling and transporting the food produced in America to other countries.
  • Helping to rebuild the infrastructure of the United States.
  • Reducing the costs to find, extract, refine, and transport oil.
  • Finding cost-efficient and safe ways to produce electricity.
  • Bringing the costs for alternative sources of energy to a competitive level without government subsidies.
  • Decreasing the footprint costs of alternative energy sources such as the storage of radioactive waste materials, disposal of batteries, harm to wildlife, and destruction of habitats from wind farm blade disposal areas, wind farms, and solar panel farms.

As a leader, the first key to success is finding a niche you can buy into wholeheartedly.  Then, by applying the leadership concepts outlined above, you will be prepared to deal with change when it happens and thus position your company to prosper and grow in the post disruption economic expansion.

Launch Your Company With A Game-Changing Business Model

Business Model

by Michael Roney

Your business model constitutes an essential part of your company’s operational foundation.  It must provide direction on how you will cater to the wishes of your customer base and help define your approach to the commodity you are producing.  There are numerous variations and options to take under consideration.  Regardless, whether you are bringing forth a new product, or carving out a niche from an existing market, forging a unique business model that provides a highly competitive edge is paramount.  The foremost objective is to find a model, which in the eyes of the consumer, will position your product significantly ahead of your rivals.  

Leaders must critically evaluate opportunities from both the list of applicable business model concepts and their product-specific related plausible model options and innovations.  This requires leaders to:

  • Understand their business and the niche it will compete in.
  • Correctly identify what their potential customers are “seeking” or will “respond to” in a highly positive manner.
  • Define ideas, tactics, methods, approaches, and operational norms which will fully satisfy identified customer wishes or demands.
  • Creatively envision bold game-changing business model concepts to exploit those “ideas”.

Development of a typical business model starts by understanding where a company fits within several broad-based business factors such as: 

  • Are you looking at a mom-and-pop store on the corner or a Fortune 500 company?
  • Is your company producing goods, providing services, selling products, or constructing highways?  
  • Are you developing raw materials, making components, or producing finished merchandise for sale to consumers? 
  • Are you providing financial services, medical services, or B2B services such as contracted human resources management? 
  • Will your point of sale be a brick-and-mortar location or online?  
  • Are you producing only one product or a whole line of products?  
  • Are you building a business based upon just your lifetime or a multigenerational company?  

Your business model must be in sync with your visionary goals, your product, and your market niche.

Business models may include a strategy on how a company will:

  • Conduct business.
  • Satisfy customers.
  • Evaluate and obtain equipment, resources, and services required.
  • Determine the best locations for facilities.
  • Acquire land and/or sales outlet locations.
  • Build and/or maintain required facilities.
  • Approach marketing and sales.
  • Set prices.
  • Process orders.
  • Increase production rates.
  • Improve quality.
  • Provide service and parts.
  • Deal with updates, upgrades, or recalls.
  • Develop and implement innovation.
  • Deal with logistics.
  • Manage the workforce.
  • Grow and expand.
  • Hold costs down.
  • Maximize revenue.

An understanding of company requisites, within your key strategic areas, will assist in defining outside the box successful approaches for meeting operational goals and objectives within these key areas.  The earthshaking approaches ultimately selected and used must provide a clear competitive advantage both within key strategic areas and when combined as a whole, in serving your customers. 

Important questions to ask, in gaining this depth of understanding, might include:

  • What will your customers seek, crave, demand, prefer, or become excited about, once you deliver your new, or improved, product into the marketplace?
  • How do you accurately quantify this perceived “need” within the anticipated customer base?
  • How does pricing factor into your potential success?
  • What are your labor force requirements?
  • What skills will be critical? 
  • What role might robotics, labor unions, or sustainability objectives play?
  • Where are your materials, supplies, components, and energy requirements coming from?
  • How dependable are the sources of critical items?
  • What risks are associated with the logistics of those critical items? 
  • What alternatives might be available?
  • How can you improve: quality, production rates, or delivery time?
  • How can you reduce: costs, waste, duplication of efforts, inefficiencies, and defects? 
  • What role will innovation play in staying ahead of your competition once the product is out on the market?
  • What type of support organizations will be needed such as: legal, public relations, human resources, parts, service, shipping, or an online help program?
  • What types of advertising/selling/marketing campaigns will quickly and effectively capture the anticipated consumer base as well as expand that base robustly?
  • What will the business model require, to profoundly satisfy the “needs” of customers and simultaneously produce positive brand perception, brand loyalty, and repeat customers?
  • What is the best method for distribution and delivery of your commodity to your customer base?
  • What new ideas, changes, or unconventional thinking would help capture and retain an increasingly larger portion of market share?

The next step is to generate and define details of a game-changing model to monumentally address your specific situation.  The goal of this process is to dynamically capture, retain, grow, and dominate market share.  Your model must help your company: out-innovate; outcompete; underprice; find the best locations; hire and retain stellar employees; increase production while lowering costs; reduce delivery time; and therefore, drive potential rivals out of business completely.  

Examples of business model “concepts” incorporated into mottos of successful companies:

  • FedEx: When it absolutely, positively has to be there overnight!

(FedEx in 1971, forced its way into the package delivery realm against both UPS and the USPS’s parcel deliveries, by utilizing expensive air travel to fulfill a promise to customers and deliver packages anywhere in the United States overnight.)

  • Walmart: Always Low Prices.

(Walmart in the 1970s went national, facing significant competition ranging from household name companies like Sears and S. S. Kresge/Kmart to grocery store chains, both regional and national in scope, based upon the key concept of Always Low Prices.)

  • Burger King: Have It Your Way.  (Used for 40 years.)


  • United Airlines: Fly the Friendly Skies.


Ideas to consider: 

Break conventional industry paradigms.  Find new concepts, objectives, approaches, or processes which will better serve your customers, reduce costs, improve quality, or increase production rates.

Try visualizing how your company might operate from a different perspective.  For example, if you are trying to carve a niche in an industry which creates a specific output and then conventionally ships that product to the next level of manufacturing via semitrucks, here is a different viewpoint.  A manufacturer of specialized large tires for big farm tractors, monster trucks, or front-end loaders, might consider buying trailers with lower beds than standard flatbed trailers which would carry more tires per load.  Depending upon the number of loads per year to be shipped they could: 

  • Lease a truck when required and assign a qualified employee to drive loaded trailers to their destinations.
  • Lease loaded trailers to independent truckers to make deliveries.
  • Contract with traditional larger shippers to use the trailers for delivering loads at a reduced price per tire.
  • Utilize all three options as appropriate.

 Study production procedures and related costs within your direct control as well as tasks done by others.  If you are manufacturing a product, study operations from the origin point for your raw materials until the final product reaches consumers.  Review every aspect of the process such as:

  • Where are materials coming from? How are they made? Are there other options?
  • How are developed materials stored, packaged, or containerized?
  • Where are materials stored?
  • How are they moved within facilities and between facilities?
  • How many times are they loaded and unloaded?
  • How many hands will touch and move materials or the product during the whole process?  What are the labor costs associated with this handling?
  • How many pieces of manufacturing type machinery are utilized?
  • Will there be middlemen involved?
  • How many different companies are contributing to the final costs of the product?
  • Will final product costs be unnecessarily increased via these companies due to duplicated: operating expenses, overhead costs, or profit and risk structures?  

Then ask questions such as: 

  • If material development, storage, or handling processes were changed could costs be reduced?
  • If key items could be handled fewer times during production, could labor costs be decreased?
  • If manufacturing equipment were redesigned could production quality and rates be improved and costs lowered?
  • How could delivery time be reduced during any steps in the process?  
  • Are there any steps of the production process which could be combined or eliminated?  

If your company controls a piece of the process requiring a modification, figure out how to fix the problem before you go into production.  If a supporting company has an issue, offer to: 

  • Help resolve it with an infusion of funds at a low interest rate.
  • Lend the services of a subject matter expert.
  • Change the terms of the contract to help resolve the problems.  

If the issue is large enough consider:

  • Buying a controlling interest in the entity.
  • Changing the supplier for the item.
  • Developing the ability to make the item yourself.

If there is a middleman increasing costs, go around them directly to their supplier.

Exam your workforce.  Look for options to reduce labor costs or increase employee productivity.  Robotics have been in use for years in many industries such as automobile manufacturing.  There is a major push to use more robots in building construction and fast-food chains.  They can work 24/7/365.  You could start an employee-owned business to develop a sense of ownership within your workforce or consider profit sharing with your employees.  Uber, Lyft, GrubHub, and others copied the idea of “independent truckers” used for decades and made it a core of their business models.  Other companies, such as Amazon and FedEx modified the same concept in contracting delivery services out to independent companies to reduce their workforce costs.

Although Disney is clearly not a start-up, they provide an interesting story on how a change in perspective can be successful.  In 1998, they launched their first cruise ship into a sector already filled with big-name cruise lines.  Disney knew their business model had an edge in this niche by totally understanding “family entertainment”, after years of generating revenue through movies, Mickey Mouse merchandise, and theme parks.  In December of 2021, 23 years later, Disney announced they would be increasing their fleet from four ships to seven.  In comparison, Carnival Cruise has 26 ships and Royal Caribbean has 25.

Hypothetical ways common business models could be redefined, outside of their historic context: 

A new niche in the mobile food truck sector could be born, if a start-up approached a major fast-food franchising company with a business model utilizing semitrailers as a platform to marry their franchise name to.  An eighteen-wheeler decked out with franchise company logos and signs, capable of rolling from large event to large event, would instantly attract franchise regular customers as well as others.  These mobile walk-ups/branded fast-food restaurants, would make great additions to carnival ride companies who travel across the country to provide services at county fairs or used to feed large numbers of fans near a major sports arena as an alternative to tailgate grilling parties.

Professional sports teams could take a more wholistic approach.  Rather than looking at the team as their only business, they could view the team as their city’s ticket to a citywide stronger economy.  Given the unique attraction of major league sports teams, the team could use this leverage to spearhead development of a mutually beneficial large scale business model strategy.  This strategy could involve the local Chamber of Commerce, the city council, the local tourism board, major hotel chains, other members of the business community and/or business associations, land developers, stadium vendors, and fans.  This type of interconnected synergistic business model concept could focus energy and investments in the same general direction across numerous venues.  The mutually beneficial blueprint could move mountains and build dynasties, benefiting the entire metropolitan area as well as fans and the team.  A win-win-win scenario.

Car dealerships could invest time and effort into building customer loyalty and retention which would pay benefits down the line.  As industry generalizations:

  • Car dealerships are owned and operated by people with a mindset to sell cars.  These sales-oriented folks hire service people to perform needed service and repair work.
  • Car dealerships charge higher prices for service work, parts, and upselling, than most aftermarket companies.
  • As a result of this higher aftermarket pricing structure, dealerships normally retain service customers only until the factory warranty runs out, rather than throughout the full cycle of vehicle ownership.

Aggressively working to retain sales customers, as satisfied service customers through the full cycle of ownership, should reward dealerships when these now loyal customers purchase their next vehicle there.  A traditional sales-oriented dealership could accomplish this by accepting competitive lower aftermarket pricing levels for service and parts while also expanding their service area to increase the number of service jobs which could be performed each day.  This would protect total revenue and profit levels traditionally counted on by dealerships from service and parts.  By increasing the numbers of satisfied sales customers converted into delighted service customers, the dealership would see an expansion in their loyal customer base.  The time and effort spent to retain sales customers as service customers would yield a steady increase in total car sale revenues per year, without costing a dime of net revenue from the service department.

The larger, well trained service department, utilizing competitive pricing, could attract service customers away from other repair shops via superior levels of service work execution and success, (including factory authorized or required work).  These newly satisfied service customers would be highly likely to purchase their next car at the dealership, knowing they will receive this same competitive level of service work on their new vehicle.  Thus, the time and effort originally expended by the dealership to improve existing customer loyalty and retention, would also generate additional long-term increases in car sales through new service customers turned into new sales customers.

What is the bottom-line for start-up leaders?  The business model, as the backbone of your company, must focus your energy and operational norms on faithfully serving customers’ wishes or demands.  The model’s approach must exceed those wishes and therein convince customers to ignore your competitors.  Metaphorically, you must implement a game-changing business model which will make customers willingly come back again without question; drag their family members in by the hand; and proclaim to their friends about how happy they are with your products or service.


How Did McDonald’s Build Its Sustainable Competitive Advantage? -The Key Success Factors and Business Strategy | by Shah Mohammed | Medium

How Disney Cruises Started (usatoday.com)

How Many Ships Does Disney Cruise Line Have – CruiseInfoClub.com

Edward R. Williams Awarded Excellence In Leadership Award by Leading Maryland

Eddie Williams


We are proud to select Edward R. Williams with our “Excellence in Leadership” award for 2020.  For over 23 years, Edward has been helping individuals, businesses, and families at all wealth levels to expand their financial knowledge and increase their net worth.  He tours churches all over the country educating people about his Wedge First method of improving wealth and financial IQ.   He did his undergraduate studies at Howard University, Business School at University of Maryland, and led investment competitions at Oxford University.

Edward is an accomplished author and registered representative who works with investment company products, annuities, mutual funds, life insurance, estate planning, and retirement strategies to help individuals and families grow their wealth.

Wealth Building for Beginners book

His new book titled “Wealth Building For Beginners” will be released on November 1st, 2020.  After working as an investment banker on Wall Street in NY and London England, Edward made the decision to start his own financial services company, Williams Financial Group LLC.  His father inspired him to write the book.

His top expertise in international business and finance has led to being featured in top publications in Rome Italy such as La Repubblica. Being fluent also in the Italian language has welcomed international clients to his financial practice. Edward was announced as a Million Dollar Round Table member in 2018.

Edward R Williams

The Williams Financial Group is currently known for working with faith-based communities and instituting their cutting-edge process of a financial wedge to help congregation members achieve wealth. The Wedge is a strategy that was created by Edward that offers a framework for achieving financial success. As quoted by Edward, “in my option the wedge is the only engine that separates the have’s and the have not’s. If it’s properly built, then a financial need or concern doesn’t exist.”

As a planner, Edward’s main goal is to help you make well-informed decisions on what types of financial tools are the right fit for accomplishing your goals. He also emphasizes the need to adjust financial plans as your goals and needs change. His team consists of wealth strategies consultants, life insurance consultants, advance planning, and high net worth group, retirement specialist, long term care consultants, and a unit for small businesses. He believes in developing client relationships based on integrity, accountability, and excellent service.

A LEADERS’S CALL TO ACTION! What Employees Hear, Process, And React To.

Call to action


A leader’s call to action is a key tool in dealing with change.  What you say as the leader is a critical part of the equation, but just as important is what your employees hear, take to heart, and act upon.  Making your call to action ring true for employees depends upon an understanding of how they will process, comprehend, and incorporate the information you deliver.  Your responsibility is to make certain the message presented and received ensures the required actions are taken.  Unless employees hear and act upon the correct message, you are wasting time, energy, and resources.

A leader’s successful call to action involves:

  • Defining needed actions.
  • Articulating the reasons why those actions are crucial.
  • Knowing what employees will hear.
  • Knowing how employees will perceive, process, and react to the message.
  • Delivering the message in an effective manner based upon the first four parameters.
  • Constantly working to align employee point of view with company direction and mission.

This article highlights two interrelated concepts:

  • The factors which will influence what employees hear in the call to action message you deliver.
  • The factors which will influence how employees perceive, evaluate, and react to what they heard.

These two concepts overlap.  People are capable of hearing, perceiving, and evaluating information at the same time.  Factors which influence what people hear may also influence how they process the information.  These two ideas have been separated arbitrarily only for discussion purposes.

An understanding of these two related concepts allows a leader to frame their message, determine what to say, and how best to present it.

  1. Defining Needed Actions.

The leader must take three steps in defining the actions needed:

  • Identify the issue, evaluate the situation, decipher the root cause, outline potential consequences, and make the decisions on how to resolve the problem.
  • Determine the tasks, goals, and outcomes necessary for employees to implement the solution.
  • Deliver an inspiring message detailing those needed parameters to the employees.

Employees will be better equipped to produce the leader’s anticipated results if they understand what must be accomplished.

A call to action must be focused on what is best for the survival of the company.  The potential for success increases when a call to action is proactive to issues on the horizon rather than reactive to a crisis.

Leaders may wish to cover relevant information on related topics such as outsourcing, potential downsizing, layoffs, increased automation, or the use of foreign workers, especially if these options are not under consideration.

  1. Articulating the Reasons Why Actions Are Crucial.

 The leader must articulate the reasons for issuing a call to action.  They must spell out the background data and information underlining the problem, the rationale for the change based upon that data, and the consequences of not making the changes as outlined in their call to action.

Knowing why they are heading in a specific direction allows employees to focus in on the job at hand, rather than constantly wondering why they were assigned to do the job in the first place.

This justification might be based upon a need to:

  • Develop a competitive edge in an evolving market.
  • Survive the current economic downturn.
  • Take advantage of new information or ideas.
  • Reverse an erosion in market share.
  • Adapt to changes in consumer demand.
  • Improve company productivity.
  • Broaden the income base through product diversification.
  • Tackle a technical problem.
  • Incorporate new technologies.

Leaders should consider providing updates on changes to their niche, disruptions in their industry, rumors about a merger, or the potential for a hostile takeover.

  1. What Employees Hear.

 What employees will hear depends upon several factors including human nature, their background, their experiences, how they feel, and how they evaluate an issue.  Employees who are happy with their current employment situation are likely to hear the message in the manner the leader intended.  Employees who are not content with their jobs or their perceived future with the company will be skeptical.

To successfully craft a call to action, leaders must develop and maintain a sense of where employees are at, how they are feeling, and how receptive they are to change.  How capable a leader is at sensing their employees’ current point of view, will directly influence their ability to frame the message appropriately.  These perceptions, in conjunction with the intentions of the message, will help the leader develop a call to action tailored to communicate the message effectively.  Hitting the mark in sensing how clearly their delivered message will be heard, increases the potential for positive results.

What employees will hear is determined by factors such as:

  • Rumors circulating in the company.
  • Where the listener’s priorities are currently at.
  • How they feel about an issue, the bigger picture around them, or both.
  • Preconceived notions of the listener about the leader, the stated problem, or their own circumstances.
  • The employees’ background, education, and career goals and objectives.
  • Their commitment to the company.
  • Their historic perspectives.
  • Their approach and attitude.
  • Their personal situation.
  • How the leader manifests themselves as a leader and as a speaker.
  • The message.
  • How the message is delivered.
  • The past actions and follow-ups of the leader on other key issues.
  • The general direction, mindset, and decision making exhibited by upper management and the leader.
  • How the call to action is backed up and justified.
  • The ability of the leader to connect on an emotional level.

Here are a few examples:

  • If the company has been negotiating with the union in bad faith for years, it will be hard for rank-and-file members to develop a positive attitude toward newly announced leadership direction.
  • If the company has successfully weathered past issues based upon sound leadership decision making, when the leader says it is time for a change, employees will possess the confidence to trust leadership’s track record.
  • An employee with serious concerns at home may not be capable of tuning into a leader’s presentation.

Leaders, in their efforts to connect with employees, might consider including an emphasis on such concepts as: employees’ wishes to participate in something bigger than themselves; yielding self-esteem and self-satisfaction; answering to a higher calling; saving the company; defeating a competitor; or winning a battle for control of market shares.

4. How Employees Perceive, Process, and React to the Message.

 How employees perceive and process the message, i.e., the filters they use to evaluate the impacts upon their concerns, will influence how they react to the message delivered.  If an employee is harboring a high priority issue at the forefront of their personal concerns, it may be difficult for them to hear the details of the message from any perspective other than that specific issue.  For example, if an employee has already committed in their mind to actively seek a position with a competitor, a call to action message delivered by the leader may be twisted and distorted by the employee to justify their chosen direction.

 What factors will influence how employees will react:

  • Concerns about their jobs.
  • Where they are at in their careers.
  • The job market.
  • Their historic perspectives.
  • Their commitment to the company.
  • Perceptions of the employee concerning their role and value to the company.
  • Their approach and attitude.
  • Their feelings, beliefs, and emotions.
  • Whether they believe in the leader, the vision, and the mission.
  • If they are convinced to buy into the leader’s message and requested actions based upon the delivery of the message and its justification.
  • How they believe it will help them to:
    • Succeed in their career.
    • Find self-esteem.
    • Contribute to the success of the mission.
    • Meet personal goals and objectives.

    Whether or not they believe it:

    • Makes sense.
    • Will be successful.
    • Is the correct action to take.


  • How the leader manifests themselves as a leader.
  • How the leader manifests themselves as a leader.
  • How the message is delivered.
  • The past actions and follow-ups of the leader on other key issues.
  • The general direction, mindset, and decision making exhibited by upper management and the leader.
  • The ability of the leader to connect on an emotional level.

If an employee feels appreciated, engaged, and valued in their position, their willingness to adapt to the change, go the extra mile, and react positively to the leader’s call to action will be far higher.  If historically the company has always maintained a commitment to their employees’ best interest during times of change, it will be easier for employees to believe this will continue in the face of the current changes outlined. 

  1. Delivering the Message.

 Calls to action must be timely, truthful, honest, upbeat, optimistic, confident, and inspiring.  The leader’s words, their tone, posture, demeanor, and delivery approach are all interrelated to what employees will hear and take away from the message.

 A call to action must unlock the energy, ideas, imagination, and the love for a challenge in the workforce.  It must encourage employees to seek options, innovations, and solutions.  Including questions in the message, which need answering, will motivate employees to unlock hidden solutions, concepts, information, or experiences in propelling the company to the next level.

 The delivery should be:

  • Clear, concise, and to the point, as is reasonably possible, while still conveying the critical components of the call to action.
  • Done with the appropriate sense of urgency.
  • Detailed enough to answer major questions.
  • Scheduled with time for employee questions or clarifications.
  • Technically targeted toward the average employee across all divisions yet inspiring enough to bring all employees on board at the same time.
  • Followed up with detailed written talking points and additional information, data, or graphs.

Examples of what not to do:

  • Put “spin” on the truth.
  • Manipulate data to fit the narrative.
  • Make the mistake of saying everything is great when body language, tone of voice, or demeanor might indicate the potential for problems in paradise.
  • Extinguish hope because it promotes desperation.
  • Blame others. Slandering or pointing fingers shirks responsibility, deflates human beings, decreases productivity, and is demoralizing.
  • Downsize employees while increasing C level benefits.
  • Release information about a reduction in force on social media rather than in an employee meeting.

The call to action message delivery should energize the innovative capabilities of employees to solve the problem at hand.

The message must be reiterated, reinforced, and followed-up on.

  1. Setting the Stage for Employees to Hear the Message.

 Human nature tells us in a free society, with public sentiment nothing will fail, without it nothing will succeed.  Consequently, leaders who understand how to mold public and employee sentiment over time will accomplish more than those who simply announce decisions.

 A leader will set the stage for employees to buy-in to a call to action message by:

  • Constantly sharing and promoting the importance of the company mission and vision.
  • Fostering a positive company culture which is responsive to employee well-being, committed to employee centric issues such as Safety First, and highlights key concepts such as collaboration and teamwork.
  • Building a positive atmosphere which aligns the employee’s best interest with those of the company.
  • Creating a sense within employees they are valued, appreciated, listened to, and understood.
  • Articulating and engraining within the company culture the intrinsic value of the company within society.


What you say and do as the leader will define the future of your company.  When a call to action is required, it is critical the message delivered to your employees is understood, willingly embraced, and acted upon appropriately.

As the leader, when significant changes occur, you must respond with a decisive and effective call to action, formulated to overcome the challenges and move your company successfully into the future.

Aspiring Leaders Series: Six Part Leadership Certification

This short six-part micro-learning leadership certification is offered via Zoom during the lunchtime hour on Tues/Thurs in July/August.

About this Event


From July 28th to August 13th Join us for the Aspiring Leaders Series

Please Note: By purchasing this certification, you must complete all six parts to get your certification. We plan to offer the individual parts on an ongoing basis, so if you miss one or two, you will have opportunities to take the classes on different dates.

Each class is $20 individually. Save $23 by purchasing this bundle and get the certification for your resume.  

Part 1: Aspiring Leaders Series: Your Path To Accelerated Career Advancement – Topic: Career BrandingTuesday, July 28th – Noon to 1pm

Part 2: Aspiring Leaders Series: Your Path To Accelerated Career Advancement – Topic: Emotional Intelligence Thursday, July 30th – Noon to 1pm

Part 3: Aspiring Leaders Series: Enhance Your Personal Conflict Management Skills Tuesday, August 4th – Noon to 1pm

Part 4: Aspiring Leaders Series: Managing Millennials and the Multi-Generational Workforce Thursday, August 6th – Noon to 1 pm

Part 5: Aspiring Leaders Series: Creating Win/Win Trusting Relationships Tuesday, August 11th – Noon to 1 pm

Part 6. Aspiring Leaders Series: The Powers of Persuasion and NLPFeaturing Special Guest: Umar Hameed – Author/NLP Certified Sales Coach

Thursday, August 13th – Noon to 1 pm

Cost:  $97

Registration Link:  https://www.eventbrite.com/e/aspiring-leaders-series-six-part-leadership-certification-tickets-113568670952

We provide your employer with a certificate of completion. Those who complete all six classes get the Aspiring Leaders Series Certification.

Leading Maryland’s mission is to feature, develop and recognize those who want to lead in their respective businesses or careers. Through our partnerships with area community networks/associations and businesses, we hope to develop better leaders.

Aspiring Leaders Series: Your Path To Accelerated Career Advancement – Topic: Career Branding

Career Branding

What we will cover in this course:

1. Name the 3 types of written resumes styles

2. State the advantages and disadvantages of each style

3. Describe what HR and Hiring Managers are looking for in a strong candidate

4. Identify how you can use LinkedIn for job search purposes and state ways to market self for career transition through LinkedIn

5. Define the basic elements of video resumes as well as the advantage and disadvantages of each

6. Review the challenges of career advancement in the new work from home economy

Cost:  $20

Registration Link:  https://www.eventbrite.com/e/aspiring-leaders-series-your-path-to-accelerated-career-advancement-topic-career-branding-tickets-113352261666


Ryan McShane, CEO of HR Evolution LLC

This course can be taken as part of the Aspiring Leaders Series or as a stand-alone course. We provide your employer with a certificate of completion.

Leading Maryland’s mission is to feature, develop and recognize those who want to lead in their respective businesses or careers. Through our partnerships with area community networks/associations and businesses, we hope to develop better leaders.

Business Leadership Cornerstones


Leaders who build the best companies utilize ten foundational leadership cornerstone concepts.  These cornerstones help leaders establish the groundwork needed for their company’s future achievements.  They provide a stable basis for the leader’s approach, direction setting, communications, and decision making.  They help set the standards for leadership behaviors, self-awareness, and accountability.  Starting from these foundational cornerstones allows top-level leaders to acquire a competitive edge and therefore accomplish first-class results in moving their companies to the pinnacle of their business niche.

The ten business leadership cornerstones are:

  1. Exhibiting leadership attributes, confidence, and commitment.

 Leaders must know how to:

  • Act like a leader.
  • Communicate like a leader.
  • Connect with people as a leader.
  • Skillfully articulate company mission, goals, objectives, and milestones.
  • Set the stage for success.
  • Produce
  • Acclaim the company’s accomplishments and contributions to society.

A leader’s exhibited behavior needs to inspire employees to not only follow the leader but also enthusiastically contribute to the company at the highest levels.  It is not just a matter of a leader’s ability to influence people.  Proficient leaders find ways to convince employees to change their mindset, their intrinsic motivational factors, and their direction in life to help make the company more competitive.  Leaders inspire, motivate, and bring out the best in their employees in developing a winning “can-do” attitude.

Great leaders:

  • Exhibit a genuine and passionate belief in the mission.
  • Portray confidence, steadfast commitment, and persistence in pursuing the mission.
  • Convince followers to willingly join in the journey.
  • Recognize contributions to the company’s achievements.
  • Utilize the proper focus, mindset, and driving factor.
  • Adjust, adapt, and revise company direction when change is needed.
  • Inspire employees to find and actively exploit a competitive edge for the company within their marketplace.
  • Take actions to develop brand recognition, convince consumers the company’s products are superior to their competitors, and earn and retain customer brand loyalty.

High energy leaders, who are exciting, inspirational, articulate, and charismatic will excel at these tasks.  They will also exhibit confidence in the face of uncertainty and turn setbacks into rallying points.

  1. Harboring an honest self-awareness.

Potential blue-chip leaders, by listening to feedback and through honest self-evaluation, must correctly assess themselves, their direction, what they wish to accomplish, how, and why.  Just as critical, leaders must comprehend how they interrelate to others who will be essential in making the company’s journey successful.  They must understand and appreciate how effectively they communicate, how their personality is viewed by others, and how capable they are at inspiring people by connecting with their internal feelings.

Based upon these types of parameters, leaders must determine what personal adjustments they need to make in their approach to ensure success.  Leaders must be honest with themselves in understanding their strengths and in taking actions to shore up their weaknesses.  They need to willingly adjust their personality, behaviors, and demeanor as well as improve the delivery of their messages to guaranty a bright future for the company.  It is essential leaders surround themselves with great people who compliment the leader’s skills and abilities.  These trusted direct reports need to be chosen specifically for, and allowed to play a crucial role in, the process of backfilling a leader’s known shortcomings.

A self-serving leader who does not understand who they are; cannot adjust their behavior and personality; or will not control an ego, their temper, or bad habits is predisposed to producing subpar results.


  1. Understanding the importance of effective, timely, and inspirational communications.

 A leader’s messages must:

  • Pass their passion, energy, and conviction on to their followers.
  • Inspire employees to step up to the plate, regardless of whether it pertains to the resolution of a current crisis or the long-term implementation of their business plan.
  • Be sincere, honest, authentic, original, and convincing.
  • Articulate the details of each message and effectively convey the importance of actions needed.
  • Connect to their followers in a deeply personal manner which recharges their followers’ batteries, motivates employees to take actions, and convinces those employees to find new resolve in moving forward and accomplishing great things.

Leaders must understand their business environment and set priorities on which issues to take on and when.  Through their messages, leaders need to keep their employees informed and current on key matters, potential concerns, or upcoming changes.  Leaders must articulate the how, when, and most importantly the why of required adjustments in direction.  Leaders have the opportunity with timely communications to reduce rumors, provide details, define objectives, and rally the troops in dealing head-on with potential setbacks or roadblocks.

An eminent leader’s messages will resonate with employees across all divisions of a company.  Their messages will be properly defined, well-thought out, absent of spin and will provide inspiration and motivation to those employees.

 Touting a unified mission focused on delivering a service to customers.

 Leaders must:

  • Constantly strive to keep everyone on the same page, working on the same team, and moving in the same direction to provide products to consumers at the highest possible levels of satisfaction.
  • Believe in the mission 110% and pass this attitude on to their employees.
  • Be the cheerleaders, through crystal-clear messages, as to what is important in terms of the mission, vision, direction, goals, objectives, milestones, and expected outcomes in the context of customer service and product value.
  • Be the catalyst behind building company norms of service, teamwork, sustainability, adaptability, and results.
  • Be a constant advocate for gaining and retaining customer loyalty through the production of superior products and services.
  • Implement and monitor a framework for proactive company decisions focused on the attainment of the company mission.
  • Be responsible for developing a synergy across the whole organization via a unified company mission, held up as the reason for working across boundaries seamlessly.

Leaders must be visionary in understanding how customer demands may evolve.  They need to use their foresight, wisdom, and the encouragement of employee innovation in shaping consumers’ options and choices through new products the company develops and test markets.

  1. Fostering employee growth, development, self-confidence, and commitment.

Five-star leaders evaluate constructively the accomplishments, contributions, habits, effectiveness, abilities, and commitment to the mission of their employees.  From these evaluations, leaders gain the insight they require to mentor, encourage, coach, inspire, and improve work processes, workgroup relationships, and results.

Leaders must:

  • Instill self-confidence, the ability to adapt, and a winning approach into their workforce.
  • Release employee creativity, encourage innovation, and challenge employees to think outside the box to become the leading-edge innovators within their fields.
  • Provide opportunities for employees to increase their skills and knowledge base through training.
  • Allow employees to learn management and leadership skills, be involved in decision making, and improve their problem-solving capabilities.
  • Identify potential or underutilized skills in employees and be capable of mentoring and encouraging those employees to grow in their current role as well as into new roles.
  • Draw out the best in employees, rally those employees to meet adversity head-on, and encourage employees to reach for the highest levels of achievement.
  • Appreciate employee commitment, initiative, teamwork, and results.

Skillful leaders will provide an appropriate amount of limited insight (coaching) to help employees find solutions to their problems.  This allows employees to believe in their minds they found the answers by themselves and are thus motivated to buy into the solutions 100%.

Leaders must delegate, provide extrinsic motivation, and develop a teamwork atmosphere.

  1. Setting the bar high by example.

Leaders must exhibit personal core values such as a strong work ethic, honesty, teamwork, initiative, sound decision making, and the ability to produce results if they expect employees to mirror these kinds of positive behaviors.  Leaders must be optimistic, visionary, and yet realistic in their projections.  Leaders must display commitment, passion, energy, and enthusiasm for the company’s products.  They need to set examples in both their actions, as well as their delivery, in “selling” their product, business plan, ideas, concepts, mission, and vision to investors, potential board members, prospective employees, and customers.  Actions speak louder than words.  Necessity requires leaders appreciate and understand the value and importance of leading by example in all settings and circumstances.

If high-level leaders expect their employees to rise to the occasion when required, they need to hold themselves to an even higher standard.

  1. Hiring the best people.

Leaders must find and hire people based upon the needed knowledge and skills required to operate their company successfully.  However, to take a company to the next level, extraordinary leaders will hire individuals who possess attributes such as: superior attitudes, above average ability to focus, adaptability, proven problem-solving skills, or a willingness to reach for the stars.

Companies will be rewarded when the leader is directly involved in setting the standards and expectations for locating and hiring intrinsically motivated employees with untethered potential to grow, innovate, and expand their horizons.

  1. Holding themselves accountable.

 A failure in leadership plays a key role in the demise of any company.  Leaders need to comprehend and embrace their leadership responsibilities and be accountable for actions required to ensure their company’s success.  Leaders are responsible for key decision making, adapting to change, producing results, and focusing the company’s efforts on mission attainment.  Leaders must hold themselves accountable for monitoring adjustments in their market, changes in consumer demands, and the actions of their competitors.  They must provide the direction, rationale, inspiration, and motivation to keep their company heading down the pathway to success.  Leaders must be accountable for sales, the effectiveness of marketing campaigns, employee engagement and productivity, production levels, and customer service and satisfaction.

The responsibility to take actions may be delegated but accountability for the results of those actions still falls back onto the shoulders of the leader.

Recognizing the importance of both the role and contribution of employees, as well as suppliers, subcontractors, board members, investors, stockholders, and customers to the company’s success.

 Leaders must understand the value behind the how, when, and why of showing appreciation for contributions to the company.  Leaders need to signify both their awareness, and the importance, of contributions made by others.

Companies benefit from these contributions.  Consumers purchase goods and services.  Employees are needed to produce, market, and sell those products.  Investors and stockholders provide capital for start-up, operations, expansion, and diversification.  Suppliers, subcontractors, and board members all play important roles.

As examples, leaders need to exhibit their appreciation for the contribution of customers by emphasizing a commitment to their satisfaction, through product reliability, quality of service, product value, and innovation.  A leader’s recognition for the contribution of employees shows both caring and compassion and provides employees with a sense of self-worth and self-esteem.

 Ensuring corporate responsibility related to investors, stockholders, society, customers, employees, environmental concerns, and generally accepted accounting practices.

 Leaders should take the moral high ground in setting a core value for their company to prevent the intentional harm of others, or the environment, while in the process of conducting business.  They need to ensure their company follows accepted accounting practices and is up-front about any known potential risks with investors, stockholders, employees, and society.  Leaders must make sure the company’s actions are moral, legal, and ethical.

Leaders, in their efforts to build and solidify the company’s future, need to focus attention on producing solid balance sheet financial numbers across all due diligence parameters such as: earnings – trends and potential; high operating margins; cash flow per share; favorable asset utilization; and debt and equity capitalization structure.  To be successful over the long-haul, it is essential all company decisions strive to improve the future position of the company in their marketplace, facilitate the attainment of the stated mission, and yield a positive workplace atmosphere capable of adapting, innovating, and developing a competitive edge.

Leaders should take great pause before considering any actions which might “improve” one business parameter while significantly diminishing the values or benefits of others.  Leaders and CEOs must refuse to work under agreements and conditions which bolster self-serving single-issue concepts such as intentionally manipulated stock prices, stock buy backs, or return on investment.  Pursuing these types of single-issue concepts which harm or erode a company’s bottom-line parameters to arbitrarily increase investor dividends and/or their own retirement, bonuses or compensation are totally at odds with building a successful, lasting company.

Conclusions: exhibited leadership attributes must be grounded on business based foundational cornerstone concepts.  Leaders must understand who they are.  They must effectively articulate both the mission and any priority messages to their followers.  They need to hire top-shelf employees, promote employee growth and development, and recognize employee contributions.  They must lead by example, be accountable, and inspirational.  They must be driven, focused, and adaptable.  Leaders need to cultivate a “can-do” culture and build a company framework for effective proactive decision making.

Sensational Leaders who build upon these ten foundational cornerstones will yield stellar results and achievements in leading their companies to the top.




A Driven Leadership Approach Yields Direction and Results


A leader’s approach, vision, exhibited characteristics, and mindset are key factors in the long run success of any organization.

The leader’s approach will normally be based in part upon:

  • The organization they lead.
  • Their personality and characteristics.
  • What they wish to achieve.

However, great leaders will also make critical choices in formulating their approach to successfully steer company direction toward intended end results.  Four questions leaders should ask and answer in making these important approach choices are:

  1. What specific driving factor will best position the company for long run performance and accomplishments?
  2. How should the scope of the company mission be framed?
  3. Which leadership style will yield the best results and outcomes for the company?
  4. What type of culture must be developed and fostered within the company?

To assist leaders in evaluating these four questions this article discusses at a conceptual level:

  • How a leader’s driving factor will impact company outcomes.
  • The value in properly framing the company mission and potential consequences of limits imposed upon the company vision/mission scope either by poor design or omission.
  • Major leadership styles and their potential ramifications on company operations and achievements.
  • The importance of leadership’s role in shaping company culture and thus influencing the potential for long-term company productivity.

The goal of this article is to provide leaders with takeaway concepts and ideas they may utilize in selecting and/or adapting appropriate approach options which will apply to their specific circumstances.  Hopefully, insight gained will aid their selection process and thereby increase their potential for achieving success.

Each business will present a unique set of circumstances.  Therefore, a tailored leadership approach will benefit every company.  The CEO must evaluate and understand their company’s specific situation and select the best leadership approach criteria to produce top-notch results.  When selecting the four criteria, the leader must also consider the potential interactions and outcomes of the four selected criteria when melded together, in creating their leadership approach.  Leaders who fail to embrace the importance of the four criteria selections within their approach may doom their companies to sub-par levels of performance.  At best, if they are dedicated, they might expect to achieve average to good results via mere chance or through trial and error.  Bottom-line: leaders who make informed sound choices and decisions in terms of their leadership approach criteria will significantly increase their odds for success.

This article is specifically focused upon business leadership but draws insight and contrast from other areas, such as the military, politics, sports, and nonprofits, in discussion of concepts, potential outcomes, and possible consequences.

[Note: the inherent value of a company’s mission and vision is discussed in an earlier article.  The importance of a leader’s mindset and focus is discussed here.  The role of exhibited leadership characteristics is discussed in this piece.]

Major points for consideration in answering the four leadership approach questions.

  1. Driving Factor. What motivates a great leader may, or may not, be directly related to the specific driving factor the leader selects to move their company forward.  Top-tier leaders must choose a driving factor they know will move the company to the top of their business niche, as opposed to one which is self-serving, short-sighted, or may not function effectively with their specific business model.  Entrepreneurial leaders, in their quest to produce highly successful businesses, have several driving factor concept options to select from, depending upon which one will best serve the company’s needs in focusing their efforts.

Here are examples of driving factors, including a few with potentially negative impacts:

  • Pursuing a dream, idea, or a game changing innovation.
  • Solving a certain problem.
  • Producing a specific product, class of products, or service.
  • Providing consumers with superior products they want, need, or desire.
  • Supporting or advancing a specific ideal or concept such as customer service, product quality, individual freedoms, or better public education.
  • Driving a competitor out of business.
  • Constantly seeking to reduce production costs in order to be more competitive.
  • Seeking to supply consumers with the best, most prestigious, status symbol version of a product, such as expensive sports cars or watches.
  • Gaining an edge on potential competition as the first company to implement a new technology or invention.
  • Furnishing an intrinsic value to society in an area such as medicine.
  • Carving out a niche within an established industry.
  • Positioning the company to successfully adapt to change.
  • The pursuit of wealth.
  • The pursuit of power.
  • “Winning” or seeing themselves as winners.
  • Seeking prestige or fulfilling a narcissistic or egotistical goal.
  • Singularly focused on a bottom-line management concept such as meeting or exceeding a specific level of return on investment.

In contrast, military leaders at all levels, are normally charged with a specific task: “Protect this fort”, “Command this aircraft carrier”, or “Accomplish this objective with your platoon of Marines”.  Nonprofit organizations, such as the Red Cross or Mothers Against Drunk Drivers are created to pursue specific objectives.  Respectively, these may be summarized as: maintaining a readiness to assist people after natural disasters or fighting to change the laws and morals of society to reduce the tragedy of innocent people killed and injured by drunk drivers.  Military leaders and CEOs of major nonprofits are not hired to produce a financial return on people’s investments.  They are provided with the goals and objectives of their organizations upon assignment to their positions.  However, as a leader, in seeking success for their organization, they will still benefit from having a guiding force or driving factor behind them.  This driving force should play a key role in determining their mindset and approach, the execution of the organization’s stated mission, and the type of culture they wish to instill.

Behind upper echelon leaders there is either a defined driving factor in place or a focused shortened version of the mission statement which serves the same purpose.  The driving factor, regardless of its origin, sets the compass for the leader every day in defining, and assisting them in articulating, needed company direction and intended end results.  A well-thought-out ad slogan, as outlined in another article, which represents a condensed version of the mission statement, could also function as a driving factor concept, thus serving several purposes at the same time.  As examples, Burger King’s “Have it your way”, BMW’s “The Ultimate Driving Machine”, or Avis Car Rental’s “We Try Harder” might all work perfectly as a great leader’s driving factor within the context of these companies.  A leader without a clearly defined and appropriate driving factor may be subject to whims, unnecessary course corrections, uncertainty, misdirections, or a lack of focus toward a company’s needed actions, decisions, and required direction.

Clarification point: the leader’s driving factor is a concept.  A solid case could be made for a driving factor potentially containing more than one interrelated element.  However, a multi-faceted driving factor will not change how the concept functions in shaping the leader’s approach.  Therefore, this article has been written from the viewpoint of the leader’s driving factor perceived as a singular dimension concept, regardless of how many nuances a leader might include.

  1. Scope of the mission statement. Leaders in defining and articulating a company’s vision/mission should include criteria such as purpose, scope of operations, direction, goals and objectives, intended end results, and the focus for their companies.  In addition, there is an opportunity to also frame a larger dimension or breadth for the company in executing these important criteria.  This step in the vision/mission development is often overlooked for many reasons.  Human nature focuses a company’s efforts toward defining “specific end results” in terms of the “here and now” over the next few years or within industry specific confines of traditional wisdom and foresight.

A major difference between good leaders and highly effective leaders is their ability to understand a bigger picture potential, longer timeframes, or an alternative universe to operate within.  Top level leaders will incorporate a larger scope or dimension into their visionary wisdom for the company in taking it to the next level.  For example, these leaders may be able to perceive and articulate an intrinsic value of their products, make it a part of the company mission statement, and incorporate it into the company culture.  Or, in the case of a professional sports team, they may frame their mission, goals, and objectives with a stated intent to build and become a sports dynasty over the next 30 years rather than merely focusing on winning that sport’s yearly trophy event.

President John. F. Kennedy’s direction to NASA is an example of an alternative universe concept.  He asked them to move the United States ahead of the Russians in the space race by putting a man on the moon.

  1. Leadership style. Leadership styles include:
  • Autocratic or authoritarian where a single controlling leader makes all decisions with basically zero input from others.
  • Hands-off, or Laissez-Faire which yields autonomy, limited direction from the leader, and freedom for groups to make their own decisions.
  • Transactional which results in a myriad of instructions, clear goals to be met, specific objectives to be attained, requirements to follow rules, and inherent inflexibility.
  • Democratic or participative where shared decisions made by engaged group members promotes creativity.
  • Transformational where leaders are described as passionate, enthusiastic, and highly creative and who motivate, inspire, and support team members in attempting to unleash their company’s full potential.

These types of leadership styles may be subjected to modifications when a crisis arises within a company or when utilized by a charismatic or inspirational leader.  The business model of a company and/or their specific situation may benefit from, or function more effectively under, one specific leadership style over another.  Adept leaders may also employ more than one style, depending upon several different circumstances or factors.  The leadership style selected and used, should yield the greatest potential for the company to reach the pinnacle of their business niche.  In addition, it should exhibit a significant positive influence on the created company culture and thereby maximize the company’s potential productivity.

Great leaders in selecting a leadership style need to evaluate:

  • The mission and vision of their company.
  • The factor driving them.
  • The culture they need to cultivate within the company to be successful and yield a competitive edge in their market.
  • The expected effectiveness or importance of a specific leadership style within their industry or current situation.
  • The business environment the company will be operating in.
  • Their business model.

Strong, autocratic leadership styles have been successfully utilized in business, sports, and military conquests.  Martha Stewart, Tony La Russa, and Attila the Hun are cited as examples.

  1. Company Culture. Company culture is a created characteristic.  A positive culture is a crucial component in positioning a company for long-term achievements via an inherent provided competitive edge in the market.  Examples leaders set, their personality and characteristics, their driving factor, their leadership style, and the scope of the mission statement will all directly influence and help determine the company’s working atmosphere or culture.  The company culture will be a clear indicator of company adaptability and potential performance in a constantly changing business environment.  The longer the tenure of a leader, the more emphasis on building a highly effective culture, the more likely this culture will become deeply engrained.  A culture emphasizing ideals such as customer service, innovation, sustainability, adaptability, corporate responsibility, and/or fulfilling intrinsic social values will produce better results over time.  In contrast, a culture fixated on building one specific product, singly focused on return on investment, or constrained by the fulfillment of an egotistical motivation harbored by a leader is more likely to encounter an abbreviated existence.  Company boards and stockholders who understand the value of a positive company culture, face better odds in finding a worthy replacement for retiring CEOs who have positioned their companies with bright futures.  Boards and stockholders who dismiss the importance of company culture as a key component, risk future uncertain or unexpected results and outcomes.

Lego, Netflix, and BMW have been cited as companies with positive internal cultures.

How will a leader’s selected approach from the four question areas, alone and in combination, influence potential opportunities, create positive or negative consequences, and produce intended end results? 

  1. Driving Factor. The leader’s driving factor most likely to succeed for a company will be influenced by the norms of an industry, service, or product area; the business model; stated goals and objectives; and the mission statement.  A myriad of driving factors exist within the real world, including those examples provided above.  They function by driving leaders in their pursuit of both entrepreneurial and not-for-profit organizational end results.  As examples, the single most important driving factor in leading a military unit into a battle, at that moment, is most likely winning the battle.  The driving factor, in leading St. Jude Children’s Research Hospital, should focus on finding new treatments to combat childhood cancer through research and development and in raising the required funds to make this research and development possible.

The driving factor will:

  • Motivate, help determine the mindset of, and focus the leader.
  • Play an important role in all company decisions.
  • Be pivotal in developing, and critical in executing, the mission statement and scope.
  • Assist in determining the logical leadership style for a company or organization.
  • Be a significant agent in fostering company culture.
  • Help in formulating company direction.
  • Aid in defining employee focus.
  • Shape potential end results, achievements, and accomplishments.

The driving factor, like the mission statement in most cases, will be selected early on by the leader and will most likely stay relatively unchanged over time.  However, there are at least three scenarios which might require an adjustment in the driving factor:

  • The leader of an established company realizes the driving factor employed by them is not adequately meeting goals, objectives, and directional needs for the company and therefore must be adjusted.
  • There is a significant change in the business environment a company is operating within, which requires the company to make a major correction in direction and concurrently spells out the need for a change in the driving factor.
  • An immediate crisis or situation which requires an interim or, “in the moment”, adjustment in the driving factor and potentially the leadership style.

A leader harboring a driving factor misaligned with the actual needs of their company is a recipe for disaster.  Consider the consequences of a CEO specifically driven to constantly make new predictions, in order to keep themselves in the limelight, regardless of those prediction’s potential for success or their company’s capability to make those predictions come to fruition.  Over the long run, no matter how charismatic a leader might be, sooner or later, as their spouted milestones are consistently missed, the leader’s credibility and effectiveness as a visionary will come into question and venture capital will begin to dry up.

  1. Scope of the mission statement. A properly developed and fully evaluated mission statement should set the direction for the company.  It will also position sideboards for the other three outlined leadership approach areas in terms of how best to meet the mission.  When the mission statement is developed, questions must be asked and answered to ensure the full potential scope of the mission has been reviewed, evaluated, and factored in, appropriately.  From the earlier example, it may not be adequate to set the mission at building the best football team in the United States in order to win the Super Bowl next year.  A leader seeking an edge in this highly competitive market might wish to focus the whole organization’s efforts on building a football dynasty over the next 30 years with the expressed intent of winning significantly more Super Bowls than other teams during this timeframe.  In addition, the bar could be elevated even further by setting a goal of three consecutive wins in the Super Bowl, which has never been done.  Seven teams have won the Super Bowl in back to back seasons with only one team accomplishing this feat twice.  Sustainable and adequately defined mission statements must be long-term, flexible, lofty, and potentially outside accepted business niche norms.  A leader’s well-defined enhancement to a mission statement will provide purpose to the mission, self-esteem to the employees, and a unifying focused direction for the company.  President Kennedy’s requests of NASA to land men on the moon, and return them safely to earth, provided all three – purpose, self-esteem, and a unified direction.

Consider as diverse examples, the differences in scope of working for a small car dealership in rural Oklahoma with a defined mission to serve the local community, in comparison to the scope of mission statements for mega companies such as Amazon or Alibaba.  The larger companies possess vastly different potentials to expand into new customer service areas, find ways to reduce the costs of product delivery, or reduce delivery times.  Or consider, the potential for negative consequences to occur when an oil refinery mission statement is solely focused on producing profits and revenue, rather than doing so in a safe and environmentally responsible manner.  As a company centerpiece, an enhanced, fully scoped out mission statement must articulate unified direction, anticipated end results, goals, objectives, scope, and purpose which will yield top-tier levels of achievement.

  1. Leadership style. The leadership style selected by a leader, in conjunction with their personality, is critical to results, morale, adaptability, sustainability, retention of staff, atmosphere, and opportunities.  The selected style will influence how the organization operates, the norms of the company, the company culture, the structure and effectiveness of management, and both communications and information flow.  The chosen leadership style will determine the level of involvement of employees in decision making.  One leadership style may be more productive than another, based upon different personality types, different situations, different business environments, different companies, and/or differing objectives.  A clear picture running through articles and books on exceptional leaders suggests many of them used different leadership styles successfully, under different situations, based upon the circumstances.

Contrast the leadership styles of a heavy-handed dictatorial, industrial era railroad magnet, to a current day participative CEO charged with providing top quality health care across a huge regional based hospital system.  The railroad magnet was initially in a race, almost singly focused on laying tracks for a transcontinental railroad, utilizing hundreds of non-skilled workers spread across the United States.  This race conceptually was in direct competition with ruthless competitors trying to beat him to the punch, in creating the ability to generate revenue via a completed transcontinental rail link.  The health care CEO, however, has dozens of highly skilled hospital administrators and thousands of highly trained doctors, nurses, and staff dedicated to providing compassionate health care at reasonable prices over potentially several generations of patients.  To meet the full potential of their companies, far different leadership styles would be beneficial to the CEOs in these two contrasting situations.

A strong, autocratic leadership style may produce high levels of results and accomplishments in certain circumstances.  However, strong leaders, driven by the pursuit of wealth, using autocratic leadership styles, are far less likely to build adaptable and innovative company cultures which will outlast them at the helm.  In contrast, leaders with participative styles who engrain intrinsic values into their company cultures will help to build sustainable companies, capable of maintaining top performance levels beyond their stint as the person in charge.

  1. Company culture. The created company atmosphere or culture will have a direct impact on the company’s success, their ultimate level of achievement, and their potential sustainability.  The fostered culture will influence employee self-esteem, morale, commitment, productivity, and longevity with the company.  Cultural norms are developed and engrained through intentional or unintentional actions, by example, via communication channels or lack thereof, and/or actual omissions on the part of the leader.  If a leader does not “walk the walk” and “talk the talk” every day, why should the employees be willing to buy into the leader’s expected cultural norms.  A leader’s actions may produce both positive and negative impacts within the workplace.  Positive cultural norms contribute directly to a workforce exhibiting characteristics such as: a can-do attitude, adaptable to change, constantly seeking innovative, inspired, providing an intrinsic value back to society, teamwork oriented, mission oriented, people oriented, and customer service oriented.  However, make no mistake, a negative or toxic culture allowed to creep into a company for whatever reason, has the potential to significantly impact both a company’s bottom-line and growth opportunities in numerous ways.

Each of the other three parameters, leader’s driving factor, leadership style, and scope of the mission will work alone, and in unison, to help develop and foster company culture.  Each of these parameters, as discussed, have various potential options and nuances.  The options selected, and how they are executed, will contribute to the evolution of company culture concepts and norms.  Based upon only these three factors, the possible permutations are significant for any given company, punctuating the importance of wise choices on the part of the leader related to the four approach questions.

Contrasting examples of the three parameters upon a company’s created cultural:

  • Legendary sports teams driven by profound leaders with an apparent “driving factor” focused 110% on winning, are well recorded. These leaders impart upon their organizations a winning attitude and approach and therefore a winning culture in playing a game for entertainment and revenue production.  Contrast this to the leader’s driving factor required for a nonprofit, dedicated to increasing the habitat for a threatened and endangered species.  This leader must produce results via the innovative and resourceful culture they create in their efforts to improve the status of the threatened species.  Touting of these produced results is one critical factor in the enticement of needed contributions to continue the organization’s work.
  • A transactional “leadership style” fits many government agencies. They are often bogged down with laws, administrative direction and manuals, created regulations, and reams of paperwork which create inefficient and inflexible organizations.  This results in a culture which involves learning to follow rules, lacks incentives for thinking outside the box, produces low self-esteem, and yields low productivity.  Contrast this if you will, with a transformational leadership style in terms of the culture which might develop in a company pushing the exciting cutting edge of a new technology.
  • If a successful “company’s mission” is to find cures for cancer or disease and the leader is an inspirational and charismatic researcher with a clear vision, a developed culture which yields self-esteem via each individual employee’s contribution, would be easy to understand. However, in contrast, consider the job of slinging hamburgers for eight hours a day, five days a week, for a fast food chain.  Regardless of what the company mission statement claims, the concept of a positive internal culture may ring hollow for those cooks working over a hot grill for minimum wage.

Leaders, when company culture is critical, must fully understand and appreciate how their choices regarding driving factor, leadership style, and scope of the mission statement will contribute to the development and embodiment of a competitive edge producing culture.

Conclusion: every company will face multiple path options in their quest for success.  Therefore, great leaders must make important choices in selecting an appropriate driving factor.  This driving factor must be melded together with an enhanced unifying mission statement, a leadership style applicable to the company, and an intentionally developed positive company culture.  The use of this four-pronged leadership approach will focus leaders in defining direction and intended end results, yielding long-term top-tier accomplishment levels for their company.












Featured Image by ar130405 from Pixabay


The Source of Corporate Sabotage may Surprise You!


Image by mohamed Hassan from Pixabay

Allow me to ask you a seemingly simple question: Would you spend the extra money to buy a color copier and only use black and white prints? Of course, you wouldn’t. It doesn’t make sense. It’s a poor investment of money. The same is true for employees. If employees do not obtain results and contribute at their highest levels, we do not receive a proper return on a company’s single largest investment, employee salaries.

Yet what is holding employees back may be the bigger surprise in some cases.  Leaders, could you be sabotaging the return on your greatest investment?

3 Types of Leadership that shut down employee performance:

Ego-driven Leadership: It’s the epidemic no one talks about across ranks, but you can bet employees are talking amongst themselves. You see, if you disagree or even propose another approach some leaders see this as a direct challenge to their authority. In fact, you’re labeled a troublemaker, a dissenter and nuisance.

In these cases there is likely one of two things happening, either the ego is in the way or these leaders are not in fact leaders, but figure heads placed to maintain status quo.

The ego scenario is more common and leaves employees with the sense that, if the idea wasn’t the leaders, it’s likely to be rejected. This “leader” wears their authority on their sleeve and any perceived threat to that authority (real or imagined) is reason to “put that employee in his/her place.” These leaders are performance killers!

Status Quo Leaders: The less common, placeholder leadership position is likely to reject anything new or different, because “this is how we’ve always done it.”

They will seek to avoid conflict at all costs and even resort to non-responsiveness or passive aggressive behavior toward the employee(s) viewed as challenging the status quo.

Will top talent and especially the next generation of millennial talent put up with a culture of compliance over creativity and impact?  We know better.  Now it’s time to do better.

One-way Leaders: Consider for a moment we currently have 4 generations in the workforce: Seniors, Boomers, Gen X and Millennials.

The Senior demographic were dutiful and loyal. Boomers shared some of these characteristics, yet, later, went through a phase of questioning the corporate establishment only to have their questioning quelled by the enchantment of material items obtained through positions of authority and prestige. Next, we have the stereo-typically defined “question everything group” Generation X, who saw their parents downsized and became jaded with the corporate institution. Finally, we have the Millennials who grew up doing everything in teams, often referred to as entitled and received trophies just for participating and, yet has a far superior understanding of digital technology. Millennials are most aptly referred to as the “digital natives”.

One can see the very values typical of each generation creates a variety of perspectives about the world around them. The perspectives if considered equally across generations would provide the value of thought diversity leading to adaptability to proactively meet, ever-changing client business demands across a new digital landscape.

What happens if multiple stakeholder perspectives are not given equal consideration and influence, as is the case in many authoritarian-dominant structures?

When this occurs we are limited to operate through the lens of that one structure as defined by the current leader(s). In other words the “how” is pre-scripted to past experiences and we hear things like, “we’ve always done it this way”, a common perspective of the status quo “leaders” mentioned before. Additionally, the authoritarian style implies anything outside the prescribed is non-conformity and rightly punishable.

It comes down to this folks, where a dominant perspective is maintained in positions of authority which do not necessarily represent the views of the entire workforce, employee engagement is unlikely. When employees are not permitted opportunities to question, to grow and to seek new ways of doing then they effectively begin to shut down.

Now is the time to examine how to avoid and eliminate employee performance shutdown.

3 Steps to Avoid and Eliminate Employee Performance Shutdown:

  1. Assess, examine and reflect on whether leaders’ behaviors are creating outcomes consistent with company purpose or mission as it relates to stimulating employee performance.


  1. Create and clearly articulate a culture of openness, supported by policy. For example, promote and recognize creative thinking and innovation leading to greater efficiency and service.


  1. Model dialogue. Be the example and demonstrate a willingness to have the “tough talks”.

Very simply, if you are in a leadership position and you cannot accept another opinion or viewpoint from employees without viewing it as dissent, then you are hurting the people under your stewardship and the organization’s revenue. You are not a leader in this case but a manager; controlling the environment, not empowering employees.

It pays to know whether current practice (while once effective) could be sabotaging your employees’ performance and your company’s profit.

By: Ryan McShane

HR Evolution is evolving the why and way business is done by through a people-centered leadership approach. The next generation requires a new type of leader to accomplish corporate goals. Update your leadership approach and together we can Evolve the Why and Way We Work!

Ryan McShane, President/CEO HR Evolution, www.hrevolutionllc.com, 410-688-5054

Characteristics of Great Leaders

Elon Musk

Positive characteristics exhibited by great leaders are important keys to their success.  These characteristics arise from several overlapping and interrelated general areas.  The characteristics leaders select to utilize and portray from within these areas, in conjunction with their personality type, will help define who they are, how effective they will be, and how successful their companies will become.  These general areas of characteristics include each leader’s:

  • Viewpoint. (The “position” from which the leader perceives and approaches the future.)
  • Knowledge.
  • Wisdom.
  • Skill set.
  • Abilities.
  • Beliefs.
  • Emotional intelligence.

They also include how leaders:

  • Are perceived by others.
  • Interact with employees.
  • Deal with situations.
  • Approach their work.

Many leaders employ and master only a subset of the possible characteristics from within these general areas.  Therefore, great leaders, who own an understanding of their inherent strengths and weaknesses, will take steps to hire direct staff members based upon a need to complement their capabilities and leadership characteristics.  Great leaders will also seek to enhance their leadership proficiency over time by improving upon or incorporating additional positive characteristics from within these areas. (A discussion on how leaders may adjust their personality, characteristics, and approach is presented in Focused Leadership, A Mindset on Execution, Results, and the Future.)

This article is specifically limited to exploring the positive characteristics displayed by great leaders.  The discussion of poor, and even toxic, leadership characteristics and personalities has intentionally been excluded.  However, the impacts of negative leadership characteristics are important to point out in passing.  They are potentially catastrophic to everything from employee morale, to product sales, and ultimately to the success of a company.  A leader, harboring toxic characteristics, must either change their demeanor or be prepared to suffer a significant reduction in their effectiveness at bringing their dreams to fruition.

The following is a list of leadership characteristics, by general areas, which great leaders may draw upon in accomplishing their dreams and aspirations.  The article also briefly touches upon why each of these general areas is important to their company.

The viewpoint of great leaders:

  • Dictates “winning is everything” (for the correct reasons).
  • Shapes their mindset.
  • Is directly intertwined with their vision and mission and the perspective required to attain them.
  • Is based in a concept which balances the long-term success of the company, the return to investors, and the well-being of employees on an equal par.
  • Is based upon their personality type.
  • Positions their company to achieve something larger than themselves.
  • Is focused on the future.
  • Positions the company to grow successfully into the future, after the leader is no longer at the helm.
  • Takes into consideration the needs of support entities such as suppliers, distributers, subcontractors, or logistics required for their company’s success.
  • Helps to inspire others.
  • Assists in setting direction.
  • Provides a platform to portray their dreams from.
  • Defines their approach.
  • Delineates tangible results and expected milestones.
  • Aids in setting goals and objectives.
  • Yields the potential to learn from mistakes, build upon successes, and seize opportunities.

The viewpoint of great leaders sets the direction for their company’s journey in reaching their desired future position within their business niche while properly balancing between return on investment, the company’s future, and employee well-being.  Their personality, approach, mindset, and exhibited characteristics will shape how inspirational, rewarding, and successful that journey will become for others who join in.

Knowledge great leaders command:

  • An intimate understanding of their vision and mission.
  • An understanding of their role in the company.
  • An understanding of their personality type and the related leadership pluses and minuses associated with said personality type.
  • Aids in their understanding of human nature.
  • Provides an understanding of what customers want, need, or will fall in love with instantly, once it is on the market.
  • Shapes their strategy and approach toward marketing and sales.
  • Includes details about their product, their company, and their niche.
  • Includes an understanding that employees and organizations do the work while leadership and management only set the tone and direction.
  • Includes a solid understanding of adaptive leadership and management. (Because change is a constant in the business world.)
  • Furnishes insight into the process of financing their vision.

Knowledge and understanding helps great leaders frame how their company’s work will be accomplished.  These characteristics aid in determining the sideboards for the company’s journey toward their desired future position and in adapting to change as needed.

 Wisdom great leaders draw upon:

  • Allows learning from their experiences.
  • Provides the opportunity to learn from other leaders and businesses.
  • Is derived by listening to advice from those who have been successful in the past.
  • Is gained by evaluating what is occurring within their business environment.
  • Is the result of constantly seeking insight, knowledge, and information.
  • Aids in reviewing their position on issues and adjusting said position when needed.
  • Arises from a solid understanding of human nature.
  • Includes their ability to measure and evaluate the inner qualities of others.
  • Improves their ability to size up and evaluate situations faced.
  • Is rooted in common sense and good judgement.
  • Is based upon deeply held personal direction or beliefs.

The wisdom of great leaders yields better decisions, and therefore better results, in moving their company successfully into the future.

The skill set of great leaders includes:

  • A business acumen.
  • Their technical and professional training and background within their industry.
  • Sound, objective interpretation of data, trends, and statistics.
  • The capacity:
    • To facilitate the development of a promising, yet flexible, strategic plan.
    • To evaluate the company’s niche, where it is going, and in predicting the future wishes and needs of consumers.
    • To evaluate risks.
    • To review and comprehend financial options and make financial decisions.
    • To make sound operational decisions.
    • To hire great employees.
    • To tell their company’s story and thus convince potential investors and employees to join up for the journey.
    • To market and sell their product.
    • To coach.
    • To adjust their personality type, if needed, to improve their leadership effectiveness.

The skill set held by great leaders assists in setting direction, goals, and objectives for employees, telling their story to potential investors, and in selling their products to customers.  Their skill set should be grounded in the technical, mechanical, or business management nuances of their company and augmented by their capability to make great decisions.

 Abilities great leaders hold or develop include:

  • To communicate and articulate.
  • To sell themselves, their end products, and the company mission.
  • To utilize an appropriate perspective in their quest to meet their specific vision. (Insight.)
  • To comprehend implicit issues in accomplishing their vision, based upon the size, scope, and complexity of this perspective.
  • To execute their strategic plan.
  • To make sound decisions.
  • To think issues through.
  • To prioritize.
  • To inspire and motivate employees, across the full spectrum of the company, representing differing backgrounds, cultures, and internally held personal motives.
  • To focus themselves and others.
  • To stay on task, on track, and on message.
  • To delegate.
  • To instill confidence in others.
  • To facilitate discussions leading to outstanding concepts, ideas, and solutions.
  • To adapt to change and lead others through the process.
  • To generate a winning, can-do, optimistic culture within the organization.
  • To create a teamwork environment and approach.
  • To listen.
  • To process information quickly.
  • To bring out the best in people.
  • To set the bar higher.
  • To develop and take on a leadership role, attitude, and approach.
  • To transform their personality, i.e., the ability to learn, evolve, change, and improve.
  • To ask the right questions at the correct time.
  • To keep track of the niche their business model resides in.
  • To remain positive, optimistic, and steadfast in the face of setbacks.

Great leaders must possess the ability to: motivate investors, customers, and employees; stay focused; adapt to change; execute and obtain results; and prioritize.

Internally held beliefs of great leaders include:

  • Their core values. (Including transparency.)
  • Their principles. (Winning is everything.)
  • Confidence.
  • Positive outlook.
  • Holding themselves accountable.
  • Accepting responsibility.
  • Holding high standards for themselves and for the company.
  • Good habits.
  • Humility.
  • The “reasons” behind why they provide direction and how they provide that direction.
  • A corporate moral responsibility.
  • Respect for others.
  • Understanding confidence, attitude, and approach are everything in the moment and honesty and integrity are everything in the long run.

The beliefs great leaders display and follow, will convince investors, connect with customers, and gain the trust of employees.  The beliefs, principles, and core values of great leaders will be a driving force in establishing the culture, goals, and objectives for the company and thus setting it up for success.

Emotional intelligence of great leaders includes:

  • Their level of personal emotional and intellectual awareness.
  • Self-understanding, self-evaluation and critique, self-monitoring, self-motivated, and self-controlled.
  • Understanding when their personality type or exhibited characteristics need modification.
  • Knowing how to build confidence within their employees.
  • Understanding trust is earned.
  • An understanding of, and appreciation for, other people’s feelings.
  • Knowing when to appeal to the feelings and emotions of people as part of their approach.
  • Compassion.
  • Nurturing.
  • Mentoring.
  • Understands strengths and weaknesses of both themselves and others.
  • Creating an atmosphere where employees’ strengths and weaknesses become complementary to each other and thus benefiting the company.
  • Understanding CEO leadership is a responsibility and not a right.
  • Understanding the need to keep the company moving forward, to maintain morale, and to remain optimistic.
  • Understanding when they have been wrong on a subject and willing to own up to said error.
  • Understanding wars are not won by strategy and words alone. Sometimes to stay connected, leaders must be hands-on, out in the field, working in the trenches, or getting dirty alongside of their employees.
  • Understanding the increased productivity resulting from employee self-esteem which may be generated through intrinsic values the company adds to society. These values must be engrained as important within the company culture and touted as benefits of the products produced for consumers.

A great leader’s emotional intelligence will assist in communicating with employees, marketing their products, and taking their company to the next level.  It is centered upon a self-understanding of the leader’s personality and their ability to adjust said personality in order to become a more effective leader.

How great leaders are perceived by others:

  • As visionary.
  • Based upon their actions. (Actions speak louder than words.)
  • Based upon the justifications presented for decisions made and actions taken.
  • With a positive and optimistic attitude and approach.
  • As winners.
  • As a result of their persona.
  • As the result of their charisma.
  • As vibrant.
  • As bright.
  • As competent.
  • As outgoing and upbeat.
  • As flexible and adaptive.
  • Because of their ability to connect to people.
  • Because of how they make people feel.
  • As bigger than life.
  • By exhibiting sincerity.
  • As polite.
  • As respectful.
  • As objective.
  • As consistent.
  • As fair.
  • As logical.
  • As inspirational.
  • As open.
  • As approachable.
  • As relentless and determined in reaching their goals.

How a leader is perceived will be directly correlated to how they connect, inspire, motivate, and/or captivate the imagination of employees, investors, and customers.

How great leaders interact with employees centers upon:

  • Their ability to motivate, influence, and persuade in unleashing people’s full potential.
  • Their ability to successfully challenge people to rise to the occasion.
  • Their ability to align the internally held motives of employees with the mission of the company.
  • Presenting ideas, concepts, and direction in a distinct, understandable manner which is comprehended, appreciated, and then implemented successfully by others.
  • How they deal with difficult people.
  • How they deal with conflict.
  • How they deal with mistakes and failures.
  • How they accomplish their oversight. (Do they allow people to do their jobs with suggestions or do they micro-manage?)
  • Providing constructive feedback.
  • Abhorring groupthink.
  • Empowering employees.
  • Treating others with dignity.
  • Coaching.
  • Mentoring.
  • Focused on developing managerial and leadership skills within their employees for the future.
  • Listening, and then acknowledging or summarizing, to show they care about what others are saying.
  • Their openness to employee generated ideas, innovation, feedback, and dissenting points of view on issues, in their efforts to reach the best decisions for the company.

How leaders deal with employees will directly influence the level of productivity, engagement, and commitment they obtain from those employees.

How great leaders deal with situations by:

  • Willingly accepting challenges.
  • Embracing the need for change, and in the process, searching for and capturing potential opportunities.
  • Maintaining a deliberate, focused, optimistic approach.
  • Systematically evaluating situations as they arise and developing measured and calculated responses.
  • Making informed decisions.
  • Facilitating the generation of resolutions (strategy) and then leading the implementation of those resolutions.
  • Acting in a timely fashion.
  • Staying ahead of the curve whenever possible rather than operating in a crisis mode.

Great leaders realize every second lost in dealing with issues, allows their competition an opportunity to gain traction on them.  Dealing with foreseen and unforeseen issues is an important role of great leaders.  The faster they identify, evaluate, and resolve issues, protects the company’s bottom-line and their potential for future success.

Great leaders accomplish work through:

  • Focusing on execution and results.
  • A driven attitude and approach.
  • A profound passion.
  • Seeking exceptional solutions.
  • Persistence in solving problems quickly.
  • Remaining mindful of the examples they set.
  • Encouraging and rewarding new ideas and innovation.
  • Tirelessly setting milestones, reaching goals, accomplishing objectives, and pursuing the company mission and vision.
  • Constantly moving forward.
  • Setting priorities.
  • Taking decisive actions.
  • Reaching difficult decisions in a timely manner.
  • Taking calculated risks.
  • Remaining flexible.
  • Announcing, celebrating, and rewarding important accomplishments.
  • Discipline.
  • Dedication.
  • Determination.
  • Approaching issues, and the need for change, proactively rather than reactively.
  • Exhibiting common sense.
  • A focused mindset.
  • Attention to details, data, and analytics.
  • Utilizing feelings and emotions as part of their approach.
  • Finding the good within bad situations.
  • Giving credit where due.
  • Holding people accountable by tying back to the company’s mission, goals, and objectives.
  • Encouraging teamwork.
  • Constantly evaluating opportunities.
  • Turning setbacks into rallying points.

How great leaders work will set the tone and the standards followed by their employees. The approach of great leaders toward their work will also provide the company with a competitive edge within their business environment.  These two factors when combined, will help the company in accomplishing their shared mission, goals, and objectives in staying ahead of the competition.

Conclusions: Great leaders, in moving their companies successfully into the future, exhibit overlapping positive characteristics from several interrelated areas.  A leader’s internal drive, a balanced approach, and a winning viewpoint, coupled with the ability to lead, execute, and adapt to change, will yield exceptional results over the long term.  This is accomplished through fostering teamwork, empowering employees, setting the bar higher, effective communications, and a shared dedication to a strongly held vision/mission.  Great leaders, via their characteristics, create vibrant, optimistic, can-do organizations which build upon their own success and internal culture while standing the test of time.

Feature Image by Steve Jurvetson from Menlo Park, USA.  This image is licensed under the Creative Commons Attribution 2.0 Generic license.