Operations Business Manager
“It’s not about firing people and bringing in experts and superstars. The resources you need are already there; we have to find a way to draw them out.”
Read this Conversation »
Jim Vinoski
Greg Raymond
Director of Nursing, NeuroCare & Behavioral Health Services
“It is pure arrogance to sit at your desk and think, This is all going to change. I am going to stay exactly as I am, and all this around me needs to change.”
Read this Conversation »Heather McKenzie
Senior Director of Clinical Education and Quality Initiatives, Visiting Nurse Associations of America
“When I find my mind cluttered with old beliefs, I remember I can choose to drop them and move on. With practice it gets easier to see my thinking….”
Read this Conversation »John Wood
Entrepreneur, Life Coach, and Business Consultant
“To young or old inner-world explorers, I offer this caution: A trap is thinking there is some distinction between how we are at home with our loved ones and how we are at work with our peers and colleagues.”
Read this Conversation »Peter Quinn
Senior Vice President for Corporate Development, Greenhorne & O’Mara, Inc.
“Conversations that are open and unrestrained—where you can confront matters that are important but not easy to talk about—provide the foundation for our growth and development as leaders.”
Read this Conversation »Frank R. van Vliet
Director of Leadership and Organizational Development, Baltimore Aircoil Company
“It really is an evolution and not a revolution, because you are never really there. The bar keeps rising. It is easy, with success, to let the ego come back in and take control.”
Read this Conversation »Does it Really Have to Be This Way?
Many associate leadership with long days of problem solving and self-sacrifice, all done for the good of the organization. Such a leader is driven to catch and correct the errors that others make. They spend the day firefighting problems. Perhaps they believe they are smarter than everyone else; or perhaps, they fear what might happen should they relinquish control. They end the day exhausted and dispirited, paying what they think is the price of leadership. For many, leadership means little more than management, and management means little more than controlling or manipulating others. Many well-meaning and dedicated leaders agree: They spend long, exhausting days firefighting problems. But does it really have to be this way?
What if you could transform your leadership journey by sincerely considering the ideas presented in this book and becoming more aware of your current and often invisible beliefs? Suppose your time at work could be taken up less by firefighting problems and more by facilitating the efforts of engaged, intelligent, and motivated employees?
Jim Vinoski
Operations Business Manager
“It’s not about firing people and bringing in experts and superstars. The resources you need are already there; we have to find a way to draw them out.”
Greg Raymond
Director of Nursing, NeuroCare & Behavioral Health Services
“It is pure arrogance to sit at your desk and think, This is all going to change. I am going to stay exactly as I am, and all this around me needs to change.”
Heather McKenzie
Senior Director of Clinical Education and Quality Initiatives, Visiting Nurse Associations of America
“When I find my mind cluttered with old beliefs, I remember I can choose to drop them and move on. With practice it gets easier to see my thinking….”
John Wood
Entrepreneur, Life Coach, and Business Consultant
“To young or old inner-world explorers, I offer this caution: A trap is thinking there is some distinction between how we are at home with our loved ones and how we are at work with our peers and colleagues.”
Peter Quinn
Senior Vice President for Corporate Development, Greenhorne & O’Mara, Inc.
“Conversations that are open and unrestrained—where you can confront matters that are important but not easy to talk about—provide the foundation for our growth and development as leaders.”
