Resilience Development Company Blog

Ideas, thoughts and opinions on team energy, management, leadership, change and resilience.

We believe in the power of people. We offer training, coaching and consultancy in the essential skills of resilience, team work, leadership, engagement and change.

Resilience underpins everything we do and the core skills are worth spreading. They are a source of competitive advantage in organisations and developing resilience skills in our community can transform lives.

We believe that with the right coaching, training and support every team has the capability to be engaged, resilient, brilliant and a great place to work.

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To me resilience means the ability to keep moving towards our goals in spite of the inevitable adversity that we all face in life. And here’s one thing I love about resilience - because it is an ability, you can learn it and practice it - just like any other skill.

Do you know anyone who was hugely successful who got there at the first attempt and lived happily ever after?

I’m willing to bet the answer is no. If I’m honest with myself, throughout my life I’ve faced rejection, failure, disappointment and setbacks. Many times I’ve taken one step forward and three steps back. That’s true whether I think back to growing up in a tough environment, learning to play an instrument, being a parent, building a career in finance or then becoming an entrepreneur.

Somehow, I managed to move forward, achieve my goals and develop in spite of adversity. I now know that I learned the hard way:

  • to regulate my emotions so they didn’t get the better of me.
  • learn from my mistakes,
  • develop the energy and ideas to move forward,
  • improve my ability to connect and work with others and;
  • persist until I succeeded.

Put simply, without realising it, I developed the core skills of resilience. I have mental toughness, mental agility, emotional intelligence and a core set of change and relationship building skills that are far from soft and fluffy. I know whatever life throws at me I have the resources to think accurately, keep moving towards my goals and that gives me confidence. If you dig down deep and I really mean really dig down, can you say that? I hope you can but many people I meet open up and tell me they can’t and it’s something I wouldn’t have been able to say 24 months ago.

There’s another key reason why I think we should focus on developing resilience in our communities, leaders and workplace and here it is. In a single generation we’ve upgraded our technology, changed the way we live, the way we work and the way we interact but our brains haven’t changed.

Consider that statement just at an individual level. My father doesn’t need resilience training. He’s lived in the same house pretty much all of his life, confidently performed the same job since leaving school, has a large social network consisting of people that he’s known for years and gets his news from the newspaper.

In comparison I have worked in different time zones, moved house and location several times, changed roles frequently as part of my career development and get my news 24/7 through whatever media I choose. I’ve also held multiple roles at the same times such as leader, subordinate, team member, committee member, board member, project lead, subject matter expert, husband, father etc etc….you get the picture. Importantly, mention a 2 hour commute either way to my father and he’d say you were bonkers!

Now let’s look at it from a system level.

Job stretch

Only one generation ago it used to be that you would work your way up from the bottom through the various layers of management. Many of those layers have disappeared as organisations have flattened structures and removed layers. The jump from one level to the next is now greater than it’s ever been and when you arrive there it’s pretty much sink or swim. Your peers are too busy to help you find your feet and are focusing on hitting the numbers, unable to baby-sit the new kid on the block.

Time stretch & Time shrink

“Working 9 til 5” by Dolly Parton was released in 1980 and that’s about where it belongs these days. The 35-hour week may be a reality in some areas but the norm is much more and it doesn’t end on Friday’s either. Though our working weeks are longer, leaders are expected to produce more with less and it’s now acceptable for work to impede on both holidays and family time. Research by the Institute of leadership & Management shows that 41% of managers lose up to a week of their paid holiday, while others continue to work from their laptops and devices during leave days.

The world is getting smaller.

Modern leaders work in organisations that trade all over the world. We say to ourselves that the world is getting smaller but in fact it is much harder managing or being managed across multiple time zones, geography and culture by people who you don’t actually physically see.

The world may be getting smaller but it’s also getting lonelier.

Familiar with the saying it’s lonely at the top? With fragmented support structures and more people living alone than ever before it’s now even lonelier. Few of the people I worked with in the City of London actually lived or were born there. The commute home was long and their extended family, school and university friends all lived miles away once they’d got home.

New Pressures

A modern world brings very modern challenges. New levels of governance, regulation, political correctness, corporate social responsibility in the work place. A sense of entitlement, “you can have it all and you can have it now “culture on our TVs and magazines where we watch celebrities and move with the next trend in our personal lives.

So here’s the point and it’s a very simple one.

We are now, more than ever, expected to cognitively process more than ever before and there is no going back. We’ve upgraded our technology, changed the way we live, the way we work and the way we interact but our brains haven’t changed.

Resilience Training tackles the demand on our brains.

Resilience training from The Resilience Development Company focuses on two parts that work together for resilience.

  1. Psychological Wellbeing - A basic understanding of how your brain works so that you have all the knowledge and skills to remain psychologically healthy in the world described above. It’s about ensuring that you are able to think accurately in all situations regardless of the pressures you face.
  2. Behaviours to move forward. – Tools and techniques that enable you to create multiple pathways to move forward, solve problems and create new ideas by yourself and with others. To develop the personal energy to move forward, whilst remaining psychologically healthy.

I’ll end where I started.

To me resilience means the ability to keep moving towards our goals in spite of the inevitable adversity that we all face in life. Because it’s ability it can be developed like any other skill. It’s my view that everyone should be taught resilience skills in schools. It’s my view that the workplace would be much more engaging if everyone from leader to team member had skills to be resilient. It’s my view that it’s a solution to a problem that is only going to get worse if we don’t do something today. It’s my view that if you want to improve your game you should train your brain or it might just be GAME OVER.

5 SIGNS OF A WORKPLACE CULTURE OF FEAR

Working in a learning and development company I get to work with all-sorts of organisations and people. It’s one of the aspects of the job I really enjoy and although the work that organisations do may differ, in the end the people challenges tend to be very similar. 

If there is one stand out theme that I’ve noticed it’s this – there’s lot of fear in organisations. Fear of the next re-structure, fear of suggesting a new idea, fear of performance ratings, fear of looking foolish in front of your peers or team, fear of getting it wrong – the list goes on.

Here are 5 signs that might indicate a culture of fear in your organisation.

  1. E-mails are used to cover people’s back. For example, e-mails that don’t need to be sent in the first place or are sent copying in their own line manager or other senior people.
  2. Performance management focuses on the “what” rather than the how. The sole focus is on results rather than balancing that with how they are achieved. Values and behaviours on the wall and screen-savers are just that – on the wall. Hitting the numbers is everything.
  3. Information is power and is held until the last minute or within the team. It’s not openly shared within the organisation and wastes both valuable time and resource.
  4. Pre-meetings about meetings are rife. Presentations, business cases and updates are so carefully managed by line management that when the message does eventually arrive at the top it’s a version of what the senior leader wants to hear rather than what they should hear.
  5. Negotiations are based on position rather interest. The parties each commit to a position early in the process and think only of their own wants and needs. It is an adversarial method of bargaining and pits the parties against one another. There is little focus on future relationships.

THE HIGH PRICE OF A FEAR BASED CULTURE

At an individual level, working in a culture of fear is not good for the team. It creates stress and that impacts attendance if left unattended.

At an organisational level, fear in your environment will mean your people will avoid risk. Instead they will look to repeat what’s worked for them in the past, take the safe option and not rock the boat. As Ed Catmull of Pixar said, “ their work will be derivative, not innovative”.

Here’s the paradox. Most organisations would like to see innovation and/or growth through change yet allow fear to exist within their culture.

 Bottom line - If you really are looking for change and innovation to take your business forward, you have to create a positive culture that is accepting of failure. As a leader, you need to be alert to the five signs I’ve highlighted and take action to remove it from your team. It will take time and effort although the reward for your effort could be a real game changer for you and the people around you.

fastcompany:

From a zen garden to a pet rabbit, at first, no silly luxury was spared for a co-working space set up by two Dutch designers. But soon, things started suspiciously changing, until the office was something out of 1984.

Read More>

We’re putting all of these to work in our next client meeting! 

Number 3, Carrot, Triangle, Blue, Number 7

If you are a regular reader of my posts (and I hope you are) you will know that I help people improve relationships with each other to get better results. This often requires 1:1 sessions with the team leader to help them think through what contribution they are making to the team dynamics. I’ve found asking the leader of the team 4 key questions brings light-bulb moments, inspiration and direction and I’d like to share them with you. Let’s begin with:

1.   What do you think a great leader looks like?

I find most leaders can answer this pretty quickly. I generally hear something like decision maker, problem solver, motivator, keen, savvy, leads by example or words to that effect and I’m ok with that. I’ve led many teams of different shapes and sizes and that’s part of the challenge that leaders face – there’s no one definition of it. Second question:

 2.  What do you think your team thinks a great leader looks like?

Again most leaders begin answering this question pretty quickly and use the words above and then they stop. Many realise they don’t know the answer. The leader is so caught up with what they think they ought to be that they are not asking their people what they should be. This is so important I’ll say it again. The leader is so caught up with what they think they ought to be that they are not asking their people what they should be.

 I really feel for them as they visibly slump when they realise this. These are people who really want to be the best leader they can be and they’ve just forgotten what that means. It’s common and easy to do so, we need another question to take it back up again and remind them what they stand for. Here it is:

3.  WHAT do you want to be remembered for around here and what would you NOT want to be remembered for?

This question encourages them as leaders to think about what really matters to them. What do they stand for? What would their lasting legacy as a leader be? Again, people tend to be able to answer these questions pretty quickly and clearly and they should be able to. In essence, I’m asking them what their values are. Next question.

4.  So we know what you want to be remembered for, WHO do you really want to be remembered by?

Pause. Cogs whirring. Light-bulb moment. Answer – “the team.” Then it hits them. They’ve been spending the majority of time getting bogged down by management and tasks rather than leadership. They realise that a key to being an authentic leader is in the eyes of the team they are leading not in managing upwards, administration and management tasks.

 So let’s put this all together using me as an example:

My name is David Ogilvie and my real strengths as a leader are that I am curious, creative, forgiving, have perspective and give time and energy to everyone on the team. My team thinks the same and I know this because they tell me so when I create opportunities to ask.  I want to be remembered for bringing the best out in people and helping them move forward in their careers and life rather than being technically smart or commercially savvy. I can be and I know that’s required of me in my position, but I’m proud to say that I know the challenges and hopes that every individual in my immediate team face. This is what I stand for.

Here’s where the fifth question, the four coins and shank’s pony comes in.

Insight combined with action is a game changer so I ask the leader to put 4 coins in their right pocket every morning.  I then challenge them to make a small amount of time every day to chat to at least four of their team and ask them the fifth question, “Do you have everything you need to be fulfilled in this job?” I warn them to be prepared for the answer and just listen. This is a very powerful question and if you’ve not been asking it you may be shocked by the answers you get. Every time they do this they should move a coin to the other pocket and the aim is to move all of those coins from one pocket to the other by the end of the day.  It’s that simple.

Couple of final points:

  • You can ask the fifth question anytime but the real power & motivation to do it lies in asking yourself the first 4 questions.
  • You are probably wondering what the Shanks’s pony has got to do with it? That’s slang for walking under your own steam i.e. your legs. Getting up from your desk and talking to your team is the simplest and most powerful thing you can do as a leader. The trick for many leaders is having something to talk about.

 So there you have it, 5 questions, 4 coins and Shanks’s pony can make you a better leader today. Try it and let me know how you got on.

 Thanks for taking the time out to read this post and I hope it resonated with you in some way. I would love to hear from you if you’d like to share your insights and lessons with me.

You are also welcome to connect with me on LinkedIn, Twitter @Resiliencedevco or find me at www.resdev.je.

ABOUT THE AUTHOR

David Ogilvie is an experienced coach and consultant specialising in helping leaders, teams and organisations unlock the power of their people. With a 20-year career managing large teams he knows what makes people tick. He’s a Fellow of The Chartered Management Institute, holds the highest academic qualification of the Institute of Directors and was a shortlisted finalist for the IOD Director of The Year Awards in 2014 in recognition of his ability to transform teams. His personal mantra is people deliver results, period.

We Need To Reframe Our Thinking Traps For Peak Performance

Our minds set up many traps for us. Unless we are aware of them, these traps can seriously hinder our ability to think rationally, leading us to bad decisions and ultimately sub optimal outcomes.

For example, we all jump to conclusions, over generalise, assume we know what the other person is thinking, or engage in “all or nothing thinking.” If we had enough time together I could show you up to 17 of these thinking traps but given that your time is precious I’ll just highlight three in a bit more detail so you really get where I’m coming from:

1. Mind reading: You assume you know what the other person is thinking without having sufficient evidence of their thoughts. For example: “I’m giving this presentation and everyone isn’t listening. They should be nodding their heads.”

2. Over generalising: You see a larger pattern of negatives based on a single instance. For example: “ The meeting this morning was awful. It’s going to be a terrible day today.”

3. Catastrophising: You believe that what has happened or is going to happen will be so unbearable that you won’t be able to stand it. For example “ that’s my career over if I don’t get this presentation right.”

Any of these sound familiar? The trick with all of these thinking traps is to recognise them in your thinking and then analyse the patterns. Do you generally fall into one or more? Is it with certain people? You get the idea.

A 3 Step Strategy To Counteract Them

I’ll share with you a simple strategy to help you create another way of looking at things that in turn helps you be at your best as a leader. It takes practice to do it in real time but it is well worth the effort.

Step 1: Examine your thoughts and conclusions (being mindful and stopping).

Step 2: Question whether your conclusions are realistic (what evidence is there to support my current thinking?).

Step 3: Work on altering your thinking for a more positive outcome through changing negatives into positives, countering, and problem solving.

Now if you are a regular reader of my posts (and I hope you are) you’ll know that I always like to turn theory into practical reality. I may be over stepping the mark here but I thought I’d publish an extract from my wife’s diary as well as mine for the same day to illustrate the point. Here goes:

Her diary:

Tonight I thought my husband was acting weird. We had made plans to eat at a nice restaurant for dinner. I’d been out shopping with my friends all day long so I thought he was a little bit upset at the fact that I was a bit late but he made no comment on it. Conversation wasn’t flowing, so I suggested that we go somewhere quiet so we could talk and although he agreed he didn’t say much. I asked him what was wrong and he said “Nothing” so I asked him if it was my fault that he was upset? He said he wasn’t upset, that it had nothing to do with me and not to worry about it. On the way home I told him I loved him. He smiled a little and kept driving. I can’t explain this behaviour and I don’t know why he didn’t say, “I love you too”. When we got home, I felt as if I had lost him completely, as if he wanted nothing to do with me anymore. He just sat there quietly watching TV. He continued to seem distant and absent. Finally with silence all around us, I decided to go to bed. About 15 minutes later, he came to bed. But I still felt that he was distracted and his thoughts were somewhere else. He fell asleep – I cried. I don’t know what to do. I’m almost sure that his thoughts are with some else. My life is a disaster.

My diary:

Land Rover won’t start…can’t figure out why.

Thanks for taking the time out to read this post and I hope it resonated with you in some way. The diary example above was borrowed from a comedy post I saw elsewhere and no relationships were hurt in the making of this post. I would love to hear from you if you’d like to share your insights and lessons with me.

You are also welcome to connect with me on LinkedIn, Twitter @Resiliencedevco or find me at www.resdev.je.

ABOUT THE AUTHOR

David Ogilvie is an experienced coach and consultant specialising in helping leaders, teams and organisations unlock the power of their people. With a 20-year career managing large teams he knows what makes people tick. He’s a Fellow of The Chartered Management Institute, holds the highest academic qualification of the Institute of Directors and was a shortlisted finalist for the IOD Director of The Year Awards in 2014 in recognition of his ability to transform teams. His personal mantra is people deliver results, period.

I’d like to share a story with you. It’s a story about a general and a Zen master and a mistake I’ve made as a leader. Come close as it’s just between me and you.

During the civil wars in feudal Japan, an invading army would quickly sweep into a town and take control. In one particular village, everyone fled just before the army arrived - everyone except the Zen master.

Curious about this old fellow, the general went to the temple to see for himself what kind of man this master was. When he wasn’t treated with the deference and submissiveness to which he was accustomed, the general burst into anger. “You fool,” he shouted as he reached for his sword, “don’t you realize you are standing before a man who could run you through without blinking an eye!” But despite the threat, the master seemed unmoved.

“And do you realize,” the master replied calmly, “that you are standing before a man who can be run through without blinking an eye?”

There are two people in the story above and we can learn valuable leadership lessons from them both.

The Zen master is admirable in his approach to adversity and his commitment to his beliefs and values. It’s clear from just a simple sentence that he isn’t going anywhere and is committed to his cause. He is committed to his community, defined what he stands for and remains authentic.

We can also learn from the general. We can infer that he has a vision and a strong mission but he’s relying on positional power and that will only get you so far with people. Continue to rely on it and eventually someone will stand up to it.

And finally, we can see position vs interest at work. Both have an interest in the village but have very different positions. We often approach personal interactions from our position rather than our interest and that can lead to all sorts of conflict. I’d like to think that what happened next is that they realised this, shared a cup of green tea and worked out the common ground in terms of interest and found a win-win situation but maybe not!

I’m guessing we would all like to be a little like the Zen master and if we are really honest with ourselves, we’ve probably all had a few of those “general moments” when leading people.

I remember the first time I was involved in a merger very early on as a new manager. I was keen to impress, get the job done and show everyone my potential as an emerging leader. I approached it textbook, taking all the stuff I’d learnt in my studies about change management and everything went very smoothly until I came across the Zen master. They weren’t buying my version of events, they were immovable and that was tough.

Since then, I’ve had plenty of practice with Zen masters when I come across them in teams although that’s a whole other post

goodideaexchange:

You’ve fallen 99 times? You’re hired!

Who would you prefer to hire?

Someone who has tried something 100 times and never failed or someone who’s tried 100 different things, failed 99 times, and only succeeded once.

Here’s why you should hire the person who’s fallen short 99 times.

If you’ve succeeded 100 times without fail, you haven’t been risking anything. You’ve been playing it safe. And you’ve never been tried or challenged. Heck, you haven’t even broken a sweat. And you’ve never learned anything new because you’ve never had to. You may be successful … but you’re also static.

Now someone who’s fallen 99 times has also had to get up 99 times, which shows character, determination and a strong will. If you’ve fallen 99 times out of a hundred, you’ve risked something all 100 times, which is daring. Falling 99 times also provides 99 opportunities to learn something new that can be used for the next challenge. If you’ve fallen 99 times, you weren’t born into success - you had to earn it.

To do good things, you need someone with a consistent track record. To do great things, you need someone who’s not afraid to take risks and will get right back up after falling down. You can pack your team with perfect people all you want, but I want to do something that hasn’t been done before. I want to shake things up. I need people who think, “I don’t know how many tries it’s going to take but I’m going to do this eventually.”

We are loving this great advice from Jim Carey at ResDev Towers today!

The definition of insanity has been described as expecting a different result while doing the same thing over and over again. If you are not careful, this could be how your people feel about your employee engagement surveys.

We all know the scenario. You’ve got the employee engagement survey results, the management team have identified key themes and you’ve had follow up (or town hall) meetings with your people. Somewhere along the line you’ve probably congratulated yourself on your improved participation rate and you’ve got some key areas of feedback to work on.

But here’s the thing and deep down it’s bothering you.

You can’t help noticing people browsing recruitment websites on-line or lingering a little too long on that ad in the newspaper. You are asking yourself, do you trust the results and are people just paying lip service?  So what next?

Well, although improved performance and productivity is at the heart of engagement it cannot be achieved by some mechanistic approach. People see through these attempts very quickly and can lead to employees thinking you are just going through the motions. Just to make it even more challenging, extensive research shows that there is no one size fits all approach and no master model so beware anyone who tells you there is.

That said, there are 5 key things I’ve observed that when all working together produce amazing results. All of them are unashamedly people focused, easy to see, feel and hear every day in your team.  In no particular order people engage when they:

1. Understand how they fit.

Everyone has a strong need to understand where the organisation has come from, where it’s at now and where it’s going. Your leaders have to have a strong narrative that people can understand and just as importantly be clear on how their teams fit in the story.  Giving people a real sense of purpose and helping them see how, where and why they fit removes that little uneasy feeling that we all have when we don’t know how we fit.

2. Feel that they have a voice.

Everyone needs to feel heard, able to reinforce and challenge views. If you are doing this right your people should feel central to the solution rather than involved at the end of a process designed by you.  All of your people in your organisation have relationships outside work and are fully capable of having a voice in that relationship. How many of them do you think would stick around in a relationship where they don’t have a voice?

3. Know that there is no “we say one thing in our values but do another” gap.

Keep you company values simple but above all make sure everything you do is consistent with them. It’s as simple as that.

4. Work with a manager who is engaging.

Research highlights 80% of the variance in engagement scores is down to a good line manager but we know don’t need research to tell us that. We’ve all worked for managers who cast a massive shadow over the team and managers who cast a shining light over the team. Managers have to be able to focus on their people and give them scope to do their job. Managers have to treat people as individuals and actively put their time and energy into development and coaching.

As a leader this is the biggest thing you can do to boost engagement. Don’t get me wrong, I know from personal experience that line managers have a tough job. They are expected to fulfill all the technical aspects of their job, deal with personnel issues and then, on top of all of that, they also need to be engaging their people and doing the three things I mentioned above.

If you are serious about engagement then have a strategy and a development programme if necessary to ensure your managers are engaging. I can’t stress this enough.

5. Have the skills to cope with uncertainty and ambiguity.

Finally, there’s the resilience angle. You could be working your socks off doing all of the above but something is still missing or you can’t make all the hard work stick. I’d argue that the missing ingredient is resilience – the ability to bounce back and move forward.  I’ve managed teams where we had the four enablers above but something was missing. The answer was resilience and the skills that build it.

So here’s my challenge to you…

Step away from the engagement survey and wander out of your office. Go have a conversation with a few people and ask them the following 5 questions:

  1. Do you understand where we have come from, where we are going and how you fit in that?
  2. Do you feel listened to and when are we at our best, what really works for you in terms for how we listen?
  3. Do people around here live the values or is there a gap between what we say and do?
  4. Is your line manager engaging? Do they treat you as individuals and coach and develop you?
  5. When faced with a challenge, do we rise to the challenge or shrink back?

When I was thinking about leaving my senior role in a FTSE 100 company I was torn between the salary, the continued investment in me from the board and an opportunity to run my own company doing what I love.  I sought advice from many people and I remember one of them saying to me, “you don’t owe these people anything. Ask yourself, how many of them are going to be at your funeral?”

 So I did and I didn’t like the answer so I left and I forgot all about it until today.

That’s because I attended the funeral of a friend today and was blown away by the number of people that attended to show their respect. Even arriving twenty minutes before the start I had to stand outside with many other people. I found myself wondering how does someone touch so many people and generate so much loyalty? If we could bottle that, surely that’s something all leaders should have? I’d like to share my thoughts with you out of respect for my friend Mike.

 Mike was authentic.

His best friend gave an emotional and touching eulogy covering Mike’s life from a young child to the day he passed away. The Mike he described was the Mike that everyone knew regardless of how long they had known him or how they had come to know him. In other words, Mike was authentic. He showed his real self to anyone and everyone, he knew his strengths, his limitations and he wasn’t afraid to show his emotions. He was direct but always had a massive smile on his face, brought humour to any conversation and all of this combined to enable him to connect with anyone within minutes of meeting him.

 Mike always made time for you.

He loved a good chat, saw the funny side of life and in his spare time he would do private work for people as an electrician. In fact, that’s how I got to know him. We needed some work done on our property and it turned out he used to live here and had done the majority of the initial work. But guess what? When it came to paying him, he wasn’t having any of it. He said that the chat, the tea and a new friendship were payment enough.

At his funeral today I found out that it was a standing joke amongst his older friends that he never made any profit from his private work as the people he helped were generally in need. He wouldn’t feel he could charge them for the work or he would end up buying them flowers and chocolate. If you needed a favour you knew you could ring Mike and he’d be around on his day off to give you a hand or help out. He always had time for you and he knew that held much more value with people than anything else.

 The other thing Mike had in abundance was energy.

I don’t mean physical energy. I mean the energy he gave to you on an individual level. If he was talking to you, he was right there with you. He wasn’t checking his mobile, mind elsewhere, he was right there, listening, nodding, smiling, laughing and offering good advice. And then it struck me. 

 Mike new the secret of true leadership – time and energy.

Strikes me that the reason so many people attended his funeral was that Mike knew the value of time and energy to generate enormous loyalty amongst the people he interacted with. We all have opportunities to invest time and energy every day - from a conversation at the water cooler to a great coaching session or business review.

People focused leaders know that they can’t buy the loyalty of people with salaries, bonuses and other rewards. They understand that what produces loyalty is knowing that deep down, that leader will sacrifice their time and energy to help us when it matters. The leader that knows this will also expect her leadership team to do the same for their teams and so on and so on.

Mike passing away is a timely reminder that it’s not the job title, the qualifications, the salary or the financial results that make you a leader and leave a legacy. All of these are forgotten in time - some within a financial quarter. It’s what you do for your people that leaves the real legacy and creates sustainable engagement.  By ensuring you make the time and energy for the people around you, they know that when it really matters, you’ll be there for them.

The really great thing about all of this is that anyone can be a leader.

Everyone has the opportunity to give their time to the people around them. Everyone is capable of bringing their authentic self and their energy to conversations and interactions. You’ve just got to do it and whatever you give, you’ll receive back in loyalty.

 So to Mike, I say god bless. Thank you for your friendship and thank you for showing me the secret of true leadership.