It’s encouraging to see more leaders identify connection as a primary factor contributing to their organization’s sustained success. Fortune magazine recently recognized Theo Epstein, President, Baseball Operations for the Chicago Cubs of Major League Baseball and the Cubs organization, as #1 on its world’s greatest leaders list. Last year the Cubs won the World Series and broke the franchise’s 108-year World Series title drought, the longest in professional sports.
I recently had the opportunity to speak with Jim Blasingame, host of the The Small Business Advocate radio program, about the increasingly popular “brutal honesty” management practice and why “tough love” is a more productive alternative. Listen to our conversation.
| Date: | March 14, 2017 |
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| Appearance: | Interview with Jim Blasingame: The Difference Between Brutal Honesty and Tough Love |
| Outlet: | The Small Business Advocate |
| Format: | Radio |
Wally Bock, a frequent contributor to ConnectionCulture.com and a leadership coach, recently published a new book titled Become a Better Boss One Tip at a Time. Wally’s practical, effective advice always resonates with readers and his book addresses common leadership challenges.
Here’s what Wally had to say about his new book and favorite leadership tips:
It’s fashionable in the media and politics today to be quick to speak, to dominate conversations and be self-righteous. We see this frequently in movies and television shows too. These attributes are thought to be signs of intelligence, assertiveness and conviction. Although they may be effective at gaining television ratings and press attention, they are counterproductive when it comes to communicating, connecting with others and leading effectively.
One of history’s greatest leaders and communicators was President Abraham Lincoln who led our country through the particularly divisive time of the Civil War. He was known as a patient, careful listener who was slow to speak and slow to become angry, wisdom he may have picked up from reading the Bible (see James 1:19). These attributes contributed to his reputation for being thoughtful, and for possessing wisdom and good judgment. They also helped him develop a strong network of supporters.
Unnecessary rules and excessive controls devalue people by making them feel that they are not trusted or respected. A leader who micromanages his people will not engage or energize them.
Micromanaged employees are more likely to feel disconnected because it is a universal human need to have a reasonable degree of autonomy or freedom to do our work. When people have autonomy, they have a greater sense of control and experience personal growth as they develop new skills and expertise.
It was a pleasure speaking with Jim Blasingame, host of the Small Business Advocate program, about three common types of leaders: aggressive, passive, and assertive. Which type are you? Listen now to find out.
| Date: | July 1, 2016 |
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| Appearance: | Interview With Jim Blasingame: What Type of Leader is Best? |
| Outlet: | Small Business Advocate |
| Format: | Radio |
George C. Marshall was one of the most extraordinary individuals to have lived during the twentieth century. Born in Uniontown, Pennsylvania, in 1880 and trained at the Virginia Military Institute, Marshall was a career military man who will forever be remembered for his efforts to promote peace and bring about a strong connection between America and Western Europe.
Connection is a bond based on shared identity, empathy and understanding that moves individuals toward group-centered membership. It’s an essential attribute of successful teams, departments and organizations.
Groups with a high degree of connection have an assertive communication and leadership style. Being assertive means you speak and act in ways that reflect honesty and integrity, i.e. you say and do what you mean and don’t try to manipulate others by moving against them or moving away from them.
“ATD Podcast with Admiral Vern Clark”
by Association for Talent Development (ATD)
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It was a pleasure to interview Admiral Vern Clark, former Chief of Naval Operations in the U.S. Navy, about the approach he used to help the Navy achieve its goal of “winning the battle for people” and boosting retention rates. The interview is part 1 in a series of podcasts with Admiral Clark produced by the Association for Talent Development.