Saturday, November 14, 2026

cascade gratitude

Gratitude opens leaders’ minds and spirits to realize that they are not omnipotent, but rather stewards of the resources, people, and even the brand of the organizations they represent. Those who work for and with such leaders will find it much easier to cascade gratitude to their own customers, partners, and colleagues if they stand in the shadow of a true servant leader.

And there’s a payoff – this gratitude will be returned in the form of future sales commitments, increased loyalty, and improved engagement.



Dan Veitkus

"The One Attribute All ‘Servant Leaders’ Have In Common." CEO.com. 8/28/2014

be an ally

An ally is someone who has your back, not just on the good days, but on the tough days too. They are the people who cheer you on when things are going well, and provide the tough-love and candid feedback when needed. Your success is dependent on those who work with and for you, and if you want to create a culture of candor and debate, collaboration and teamwork then the time to take action is now.



Morag Barrett

6 steps to great leadership. CIO. 8/10/2015

interacting with your boss

Interacting with your boss… requires you to know what your boss needs and expects…. It’s important enough to examine the problem in more detail:

Going along. Many direct reports figure it’s the boss’s responsibility to tell them what she needs and expects. It’s true, many bosses fail to do a good job of it. There are lots of reasons bosses don’t communicate – they can’t express, or haven’t the time, to discuss their needs; or they assume their employees already know their needs, etc. So, the direct reports go along in the dark.

Probing. The direct report also has a responsibility to dig for the information about his boss’s needs and expectations when the boss fails to volunteer them. This can be risky. However, the alternative of wasting time and effort not knowing and guessing at what the boss wants is worse. So, the answer to the dilemma is that the direct report is obligated to probe to get this important information.

Here are four questions to answer that will tell you about the boss’s needs and expectations:

  1. What does the boss find difficult to do? Knowing this can be invaluable during an interaction, because it provides a strong clue as to where and when you should exert leadership, especially if what’s difficult for her is easy for you. For example, if she dislikes doing detailed long-range planning, but you are good at it, she will probably be happy for you to take the lead when your meeting gets into this subject.
  2. In what form does the boss most easily grasp things? We all absorb certain kinds of information more readily than others. For instance, a boss who isn’t number-oriented may become bored by your reading off figures. In this case, you may make your presentation more effective by preparing several bar graphs or pie charts.
  3. Does the boss prefer a statement of the problem or a recommended solution? Different bosses prefer to enter the problem-solving process at different points. Some want to be involved right from the start to help clarify the problem. Others want only to be involved in the solution.
  4. Does the boss prefer hearing or reading about problems? Some bosses like to learn information face-to-face so they can ask questions on the spot. Others prefer to be alerted by memo or e-mail so they can mull over the situation before meeting on it.



R. Lefton, Victor R. Buzzotta

Leadership Through People Skills. McGraw Hill Professional, 2004.

earned my trust

You've earned my trust on day one. Protect and guard it - don't squander it... I've worked my whole career to build these relationships - don't damage them.



Harry "Red" Conger, President, Freeport-McMoRan Americas

Leadership Through People Skills discussion. Scottsdale, AZ. May 22, 2013

a model for others


In 1994, during the presidential-election campaign, Mandela got on a tiny propeller plane to fly down to the killing fields of Natal and give a speech to his Zulu supporters. I agreed to meet him at the airport, where we would continue our work after his speech. When the plane was 20 minutes from landing, one of its engines failed. Some on the plane began to panic. The only thing that calmed them was looking at Mandela, who quietly read his newspaper as if he were a commuter on his morning train to the office. The airport prepared for an emergency landing, and the pilot managed to land the plane safely. When Mandela and I got in the backseat of his bulletproof BMW that would take us to the rally, he turned to me and said, "Man, I was terrified up there!"

Mandela was often afraid during his time underground, during the Rivonia trial that led to his imprisonment, during his time on Robben Island. "Of course I was afraid!" he would tell me later. It would have been irrational, he suggested, not to be. "I can't pretend that I'm brave and that I can beat the whole world." But as a leader, you cannot let people know. "You must put up a front."

And that's precisely what he learned to do: pretend and, through the act of appearing fearless, inspire others. It was a pantomime Mandela perfected on Robben Island, where there was much to fear. Prisoners who were with him said watching Mandela walk across the courtyard, upright and proud, was enough to keep them going for days. He knew that he was a model for others, and that gave him the strength to triumph over his own fear.




Mandela: His 8 Lessons of Leadership - Time Magazine. July 9, 2008