I was browsing around the Audiofile Magazine website recently and came across their 2010 review of my audiobook The One Year Daily Devotions for Leaders. They wrote: Jim Seybert narrates his own work with eloquence as he delivers a treasure trove of bite-sized devotions for time-challenged business and ministry leaders. Readings cover broad issues of [...]
There's a lot about the way Steve Job conducted himself that most of us should try to avoid, but with regard to his penchant for getting face-to-face he was right on the money.
Being effective is about making a difference, efficiency is about checking things off a list. Unless your purpose is to add check marks to a list, efficiency is only a means to the end.
If you manage people and are held accountable for their performance, consider what you can do to help them achieve forward momentum.
Headline: Power Outage Delays Big Game Ray Lewis ends his NFL career on a high note, Colin Kaepernick increases his odds of getting a raise and 100-million people are grossed out (twice) by the hideous sounds of a super model and nerd sucking each other's lips -- but Super Bowl 47 will be remembered most for [...]
The whole process of resolving to change might take on new power and meaning if we look for new solutions to old problems. Rather than trying to fix today's problems with yesterday's answers, maybe what we need is to RE-solve the issue.
Dozens of studies have documented actual ROI in key performance indicators for organizations that encourage managers to intentionally provide opportunities for people to do what they do best.
Drawing from academic and business writing, this whitepaper acknowledges the organizational imperatives of vision and productivity and presents an argument for a more intentional approach to training in those skills specifically related to managing teams of people.
You can't clone success. Every day begins with new challenges and opportunities. You only succeed when you apply today's answers to today's problems. The most foolish thing you can do is to rely on past solutions for future dilemmas.
You probably have a not-so-favorite story about someone who was such a great employee that they were promoted to manager – and fell to pieces. It happens far too often, doesn't it?