Category Archives: Accountability
The first two parts of this blog series dealt with what went wrong when the National Speakers Association announced a name change and re-branding effort at its annual convention on July 2. Today we look at what went right. Continue reading
Napoleon said, “A leader is a dealer in hope.”
When it comes to change, that responsibility extends to creating the context of why and how the current reality should and could be different. Continue reading
The majority of the world spent the last five days living their life. A small slice of the universe who make their living selling ideas, however, were agitating themselves into a frenzy.
In case you missed it, the National Speakers Association, an association of which I am a member, decided to re-brand itself and change its name to PLATFORM.
This is a first world problem. In the context of all of the turmoil in the world, the re-naming of this 41-year old association ranks right up there with … well almost nothing.
And yet, people on all sides of the argument lit up the blogosphere and social media channels supporting their positions … even if it meant refusing to consider that others might be equally right in their own stance (see my blog on “Is It Always Right to be Right” for more on that phenomenon.) Continue reading
The walls of The Loomis Agency are adorned with pictures of dogs. There are so many photos and references to our beloved canine companions that conspiracy theorists might wonder if the company is secretly reviving the Egyptian practice of animal … Continue reading
The lack of confidence in the institutions that define our collective culture is threatening the civility, economic prosperity, and standing of the United States as a world leader. Let’s start with the government. The President’s approval rating is underwater and … Continue reading
The 1971 Oscar in the Short Film, Cartoon category went to a piece titled “Is It Always Right To Be Right.” It was directed by Lee Mishkin, narrated by Orson Welles, and written by Warren Schmidt.
The opening words of the film are:
There once was a land where people were always right. They knew they were right and they were proud of it. It was a land where people stated with confidence, “I am right and you are wrong.” These were words of conviction, courage, strength, and moral certainty.
In this fictional land, any attempt at cooperation and understanding were viewed as cowardice and weakness. Everyone was so convinced of their rightness that no one dared to utter words such as, “You may be right” or “I may be wrong.”
This would have been the message if the speaker at your last business meeting presented in nursery rhymes:
Jack be nimble.
Jack be quick.
Jack jump over
The candle stick.
You feel better, right? You now know what is expected of you and the definition of success. And, you have no real context for why it is important or idea about how to move forward. Continue reading
We taught mice and pigeons to do all sorts of interesting things during my graduate school class in behavioral psychology. The principle is simple: provide a stimulus and elicit a response. The stimulus-response cycle still plays an important role in animal training today. And, it is evident in virtually every routine action we take.
You don’t think about your response; you just make it. And at some point, it becomes automatic. On most days, those automatic responses are benign routines that allow you to effectively navigate.
Unfortunately, they can also become anchors that prevent you from making a change that will transform your business and your life.
These days it seems that we’re all so busy, overcommitted, and information-obsessed. Our never-ending to-do lists are long and we run around trying to “keep up” or “be important,” and in the process stress ourselves out. Unfortunately, it often takes something bad to happen to slow us down, wake us up, and force us to focus on what truly matters most in life. Continue reading
My presentations about leading change usually include a story about Double Stuf Oreos and Brussels Sprouts. You can view the story here, but the basic principle is simple:
A child will willingly change what they are doing to reach a jar of cookies on top of your refrigerator. You seldom see them act with the same sense of urgency to acquire Brussels sprouts.
With that in mind, leaders generate creative tension when the vision they create for change is compelling – like cookies – rather than boring like vegetables. Continue reading