Is the leadership crisis really about a lack of skill—or is it something deeper? In this powerful post, Dr. Rob McKenna makes the case that the true crisis in leadership is a crisis of trust. Drawing on insights from the WiLD Trust Index, he shows how many leaders are unknowingly surrounded by low-trust environments—and why trust can’t be built without doing the personal work first.
This isn’t about being perfect. It’s about being whole. Whole leaders lead with clarity, courage, and care—and it’s this kind of leadership that fuels real trust, high performance, and lasting impact.
If you care about growing as a leader or shaping the next generation of leadership in your organization, this is a must-read.
Every person you know has a story occurring at the center of their identity and their progress that is too often expressed as an unanswered question: How do I connect my driving purpose to what I am doing every day? We ask it in different ways, but at the core of who we are as human beings is the question that connects the invisible pieces of our hearts with the visible pieces of our actions.
True leadership requires the courage to let go of what’s good in order to receive what’s better. Whether it’s possessions, positions, or plans, holding loosely allows us to lead with open hands, ready for transformation, collaboration, and God’s greater purpose.
You did it! You started a business with nothing more than a dream and a willingness to roll up your sleeves. You worked hard, really hard, and the business grew. You didn’t know what you were doing half the time, but you figured it out. You made it up as you went, and now you’re leading your very own multi-million dollar business.
The fastest way to lose sight of your business is to stop listening to your customers. What you think is happening inside your company and what your customers are actually experiencing might be two completely different stories. Too often, leaders rely on assumptions instead of real feedback—and that gap can cost you growth, loyalty, and trust.
In this post, Convene Chair Mike Edwards shares how to check in with your customers in meaningful, non-intrusive ways—and how to turn their insights into quick, high-impact improvements.
There’s no end in sight to the Great Resignation as employees continue to reprioritize their focus from giving professional work the firstfruits of their lives to now giving their personal life – family and relationships – their firstfruits. Meanwhile, leaders are left in the lurch wondering how to fill numerous open positions in a competitive job market while their existing workforce burns even hotter than usual.
Have you felt the impact of mass-change in the workforce, coined as the Great Resignation? The US Department of Labor reports 11.5 million employees quit their jobs in the second quarter, and a new Gallup report finds 48% of America's working population is actively job searching or watching for opportunities (source).
In a business meeting or social function, few words cut through the din and kill the mood more quickly than “accountability.” It is one of those words that instantly sets one on edge despite its familiarity and every day usage. After the recent conviction of Derek Chauvin for the murder of George Floyd, policy makers and pundits alike pointed to accountability as they spoke about the trial outcome. Accountability is something that people understand, yet seems to become harder and harder to define the more one seeks to move beyond rhetorical flourishes to examine the word itself. For example, rather than providing a straightforward definition, Merriam-Webster’s listing for accountability leads one down a series of root-word associations such as accountable and account to ultimately land on something related to the four R’s of accountability: Respondents, results, records, and rationale.
The global COVID pandemic is winding down. It’s been quite a ride of upheaval and change mixed with some fear. It used to be that masks were worn only by doctors and nurses and bank robbers, but now we all have a supply of masks in our cars. People have died in record numbers. Some business models are flailing while other business models are flourishing. You’ve likely been at home more than out and about. Your office is still a bit empty.
A common but wholly bewildering problem founders face is apathy among their employees.
As a successful founder, I’d be willing to bet you are wired to drive forward. No one without that wiring would be daft enough to start their own company, which has an 80%+ chance of failure. No one without that wiring would be able to endure the hardship of building something from nothing.
