more  

Now is the time for action. Now is the time to move from where we are to where we want to be. Now is the time to grow toward our distant dreams. That takes courage and discipline.  more  

The changes and improvements we try to make to others must also be the changes and improvements we're trying to make to ourselves.  more  

Effective managers bring out the best in their people.  more  

Continuous innovation comes mainly from implementing the four stages of controlled chaos — exploration, experimentation, development and integration — into the organization.  more  

If we continue to do what we've always been doing, we will continue to get what we've always been getting. To get somewhere else, we need to grow into someone else.  more  

Continuous personal improvement means we often outgrow our own standards and what we previously thought was acceptable. Continuous learning, growing, and developing helps us find the path that is personal and unique to us.  more  

Leaders are made not born. Developing our "gift" starts with a clear and constant focus on where we're going, what we believe in, and why we exist — but it also demands persistence.  more  

The faster the world changes around us, the further behind we fall by just standing still. If the rate of external change exceeds our rate of internal growth, just as the day follows night, we will surely be changed.  more  

Failing to respond to inevitable change, results in being victims of change.  more  

"We must be the change we wish to see in this world." — Mahatma Gandhi, Indian nationalist and spiritual leader who developed the practice of nonviolent disobedience that forced Great Britain to grant independence to India in 1947  more  

Effective leaders understand the power of sincere recognition, genuine appreciation, and celebration. These are what provide the atmosphere of encouragement that develops confidence and builds on strengths.  more  

Discipline means having the vision to see the long term picture and keep things in balance. Regret can cost hundreds of hours, discipline costs minutes. An ounce of bite-my-tongue can outweigh a ton of I-am-so-sorries.  more  

Reputation is what people think I am. Personality is what I seem to be. Character is what I really am. Our goal should be to blur the lines between the three until they are one and the same. That means living life from the inside out.  more  

As managers, our frequency, sensitivity, and action (or lack of it) on personal performance feedback sets the pace and tone for the rest of our team and organization.  more  

We tend to define levels of service or quality through our own eyes and values. That may not be the way our customers or partners define it. If we're going to improve the service or quality delivered, we need to first understand how those we're serving, or producing for, perceive service or quality.  more  

We need to be careful about what we wish for – the popular goals of security, stability, and predictability are deadly. The closer we get, the more our growth is stunted and learning reduced.  more  

Goals define what you want to have, not what you want to become. Goals are, however, targets that help us immensely in moving from a general vision to a specific set of priorities and actions.  more  

Feedback can be destructive when it serves only one's own needs and fails to consider the needs of the person on the receiving end. Good feedback takes into account the needs of both the receiver and giver.  more  

A leader sees people as they could be, seeing beyond current problems and limitations to help others see their own possibilities.  more  

Six critical areas of personal development for inner self-leadership to move outward to influence, guide, support, and lead others.  more  

Grow with change by focusing on a vision, choosing your outlook, seeking authenticity, committing yourself with discipline and continue to grow and develop.  more  

Continually improving our capabilities calls for coordination and planning. The goal of planning isn't plans, however, but action.  more  

When asked why he wasn't getting results with his countless tries to successfully develop the light bulb, Thomas Edison replied, "Results? Why, man, I've gotten a lot of results. I know several thousand things that won't work."  more  

To double our innovation success rate, we need to double our failure rate. Our goal is not failure; it's success, therefore, we must use the Law of Averages to "fail our way to success."  more  

When innovations are in the exploration stage, they need a champion, or skunkworks, to take them through the rest of the developmental stages. What we know is less important than what we do with what we know.  more  

The innovation paradox: Random, chaotic, and unpredictable innovations need a stable management system and process to nurture the growth and development of "lucky breaks."  more  

Many managers in leadership roles have stunted personal growth. We can focus on the gain of improvement, by keeping our preferred future and purpose firmly in front of us, and develop the "habit" of personal improvement.  more  

Effective leaders are made not born. If we are not working hard to continually improve our leadership skills because we weren't "born with natural talent" then we are either copping out, misinformed, or both.  more  

Leaders treat each person in their organization as an individual with his or her own unique aspirations, strengths, and characteristics; and then work to put people in the best place for them to thrive and succeed.  more  

Leaders know that poor performance is like a highly contagious disease. The longer it goes unchecked, the more everyone suffers.  more  

Consistently held expectations become self-fulfilling prophecies. Leaders see people as they could be – as eagles in training.  more  

Getting teams to share the workload and become more self-sufficient shifts the team leader's role and focus. Leaders spend much less time personally solving problems, and invest their time in making sure the right problems are being solved.  more  

Leaders demonstrate by their actions that people are the most critical factor in an organization's performance. That's why they invest heavily in growing and developing people.  more  

Not all learners are leaders. But the research clearly shows that the strongest leaders are continuous learners. They are self-made leaders.  more  

Highly effective leaders are now showing the performance power of building a team-based organization Where teams have been effectively organized and led, the list of team outcomes have led to dramatic improvements within the organization.  more  

The journey of personal growth requires finding our own way by implementing a series of interconnected areas of growth and development.  more  

What most of us clearly hate and strongly resist is — being changed. But when change represents learning, growth, and improvement, it generates energy and is often eagerly embraced.  more  

Feedback is central to learning. Faulty feedback is one of the biggest contributors to organization, team, and personal learning disabilities. If we don't know how we are doing, we can't improve.  more  

Lack of compassion and understanding can adversely affect a company's turnover. In today's workplace, a management style of pushing people around often pushes the highest performers right out the door.  more  

For professionals “on the grow” middle age can be a time of career renewal. Others can find their careers stagnating. Here are a few symptoms of stunted growth and how they can be rectified.  more  

I have come to believe that there is no one right personal time management and organization system. We all need to continue developing and refining the system that works best for our own quirks and preferences.  more  

Discover the Organizational Skill Development approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Most high performing organizations use a wide variety of teams. Discover the Leading Teams approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

The behavior we get, in those who look to us for leadership, is often shaped by the picture we have of them. They become what we expect.  more  

Only through knowing where we are can we change where we are going. Discover the Personal Feedback approaches that can help you to avoid the pitfalls and pave your organizations pathway to success.  more  

There is no one best or right way to keep ourselves growing and developing. But, without a vision and the discipline to follow through, there can be no personal improvement.  more  

Daily or even just weekly small stretches accumulate into powerful new habits and ever-stronger discipline muscles. Discover the Personal Improvement Planning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Daily or even just weekly small stretches accumulate into powerful new habits and ever-stronger discipline muscles. Discover the Personal Improvement Planning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

A great fictional story, illustrating a major problem we encounter again and again in our work with individuals, teams, and organizations trying to move to higher levels of performance. It's the problem of balancing the speed and pace of daily life or operations, with periodically stepping back to make sure we're heading in the right direction.  more  

Remember to take the time to Review, Assess, Celebrate, and Refocus. Discover the Personal approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Not all experience is equal. Experience isn't what happens to us, it's what we do with what happens to us. There's a major difference between growth experiences and stagnating experience. Just because we've shown up year after year and put in the time, doesn't mean we've gained by the experience.  more  

When we don't know how we're doing we can't improve. Failing to periodically review and assess is one of the major reasons so many improvement efforts lose their way.  more  

Many managers confuse making changes within their organization with making changes to their organization. Both are needed. But they have to be balanced.  more  

Key characteristic of learning leaders; they refuse to be trapped by "conventional wisdom" or what others say is or isn't possible. Highly effective leaders go against the odds – or just ignore them.  more  

Effective coaches are masters at working with people to set the performance bar very high while aligning organizational, customer, and team needs with the individual's personal goals.  more  

Too many managers allow today's cash flow needs to crowd out tomorrow's wealth producing activities. If we want to expand tomorrow's wealth, expand today's capabilities.  more  

Highly effective leaders are in love with the organization, community, or team that they work or live in. Their love is expressed in a deep desire to see that organization, community, or team grow to its full potential.  more  

Progress towards your vision, values, purpose and goals by stepping back to step ahead, savor and celebrate your success.  more  

First, we need to accept that our frenzied pace of change is the new "normal." Then we must help others in our company understand why this is the case and become energized by the exciting possibilities offered by change.  more  

Both management and leadership are needed to make teams and organizations successful. Trying to decide which is most important is like trying to decide whether the right or left wing is more important to an airplane's flight.  more  

Today's tools have changed and our society is organized differently. But the human habits and characteristics that determine our success with today's tools and society haven't changed.  more