Leadership

The Habakkuk Guidelines: 8 Steps for Creating Best-in-Class Leadership Development Programs

The Habakkuk Guidelines: 8 Steps for Creating Best-in-Class Leadership Development Programs

“Then the Lord answered me and said: ‘Write the vision and make it plain on tablets, that he may run who reads it. For the vision is yet for an appointed time; But at the end it will speak, and it will not lie, though it tarries, wait for it; because it will surely come, it will not tarry.’”

- Habakkuk 2: 2-3 (NKJV)

For those of us who are Christians, best-in-class always begins and ends with God. What vision has God given you for leadership development for your company? How will you galvanize your team around the vision?

If You Dream It, You Can Do It?

If You Dream It, You Can Do It?

“If you can dream it, you can do it!” said Walt Disney….and then came Disneyland!

“I have a dream” shouted Martin Luther King on the Washington mall to 250,000 people.

“Through hard work, perseverance and a faith in God, you can live your dreams.” wrote Dr. Ben Carson whose life was one of hardship before becoming a surgeon.

The Foundation for Building the Right Team

The Foundation for Building the Right Team

Assume that you are building a house. First, you would have the plans for the building to study and prepare for construction. You would then implement the plan and begin building the house, taking care to follow the plan and do each task systematically and in order. Sometimes you will deviate from the plan due to new information and then prepare a change order modifying the plan. You take care to make sure the plumbing and electrical are all in place before you hang the drywall. You have to have all the right parts in the right places in order to have the right house.

The Importance of Employee Engagement (And the Story of Adam)

The Importance of Employee Engagement (And the Story of Adam)

Few companies have found the holy grail of management: High Employee Engagement. In the average company, about 32 percent of employees are actively engaged in their work and about 20 percent actively disrupt operations. But for those who figure it out, the rewards are unmistakable. Companies who score at the top quartile of employee engagement outperform those in the bottom quartile on virtually every measure of success. The Gallup Organization finds the gap in performance between top and bottom quartile companies varies from a low of ten to a high of seventy percentage points depending on what dimension of performance is studied. Here is short sampling of those performance gaps.