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A common complaint about bad bosses is they won’t make decisions.  An indecisive boss seems cowardly, lazy, short-sighted, or self-serving. It’s risky to take action when you have an indecisive boss. Real leaders take calculated risks. 3 steps to success with an indecisive boss: #1. Don’t try to make them more decisive. People don’t like it when you try to change them, especially if they’re the boss. #2. See value in their “weakness”. You don’t like it, but a reluctance to rock the boat has served them well. They’re the boss, aren’t they? The attribute you’d like to change about your boss may have served them well in the past. Don’t poke a politically sensitive boss in the eye and expect to win influence. Forget about changing your boss.   Every sentence that begins with, “I wish my boss would … .” is a complete waste of breath. Your frustration over an indecisive boss wastes your power, creativity, and energy. #3. Answer the reasons your boss is indecisive. Transform, “I wish my boss

Everything you have today began with someone else. Leadership is stewardship. Now the question is, “How are you bringing value to others?”. Leadership isn’t about status, position, salary, or title. Stewardship is about using what you have in service to others. Nothing less. Nothing more. Nothing else. Commit yourself to providing open-handed value. Begin with the assets in your hand.  The 12 assets that elevate and expand every leader’s influence: Talent. Skills. Education. Knowledge. Experience. Ideas. Passion. Hide your passion – lower your value. But you should know that passion divides the world into lovers and haters. Some buy in. Others opt out. A personal story. We all want to know about the dark days you stumble through and what you learned along the way. People who haven’t struggled are uninteresting. People who live in bitterness are ugly. Enhance your value by resolving yourself with your story. Your greatest asset may be the struggles you’ve worked through. Relationships t

Blindspots let you blame others for your shortcomings and feel superior while doing it. 5 common leadership blindspots: Evaluating yourself as a good listener, even though you can’t wait for others to stop talking. The discipline of listening is seldom achieved. It’s likely you’re more enamored with your voice than anyone else. Overvaluing your strengths while highlighting the weaknesses and faults of others. Overestimating the value you bring while undervaluing the potential of others. Believing you understand others, even though you ask few questions and make many judgments. Falling in love with yours solutions while criticizing the suggestions of others.   You think it’s problem-solving. Your team thinks you’re defending your viewpoint while nitpicking theirs. The worst blindness is seeing your blindspots and excusing them. 7 steps to see and solve blindspots: #1. Admit you have blindspots, even if you don’t see them. Just say it, “I have blindspots.” #2. Declare your intentions and

An infant watches others walk and learns that walking is possible. But success calls you to turn possibility into reality by stumbling forward. Others may have stepped out already, but it’s still the unknown for everyone who hasn’t done it before. It feels like letting go and stumbling forward. Stumbling forward: Some live life according to plan. In some ways I admire them. But I wonder how you can even imagine the possibilities until you’ve climbed the hill in front of you and spied new terrain? Writing Leadership Freak began with stumbling. I had no idea what the heck I was doing. I’d never written anything beyond papers in school. Now I serve leaders all over the world. Stumbling forward changed my life. An opportunity to stumble forward: A college student approached me with an offer to start a Leadership Freak podcast. I’m stumbling forward with him. He doesn’t know it, but he’s suggesting things I’ve rejected in the past. I don’t write about current events, for example. He thinks

No one knows when or how, but one of our media projectors is broken. I was fascinated how Doers, Dreamers, and Feelers responded. Mr. Feeler   wondered how someone could break something and not report it. He felt a measure of insult and indignation. (Relationships.) Mr. Doer   wondered what happened. Was it dropped? Did someone mishandle it? (Analysis and action.) Mr. Dreamer   wondered how we might replace it. (Future.) *All three thought about all three things. I report their   first   response. Dreamers and drama: I’m the Dreamer in the story. Looking to the past feels like drama to me. When Mr. Doer asked about what happened, I wondered, “Who freakin’ cares?” When Mr Feeler wondered about who might have done it, I thought, “What’s the point?” I feel like others are being dramatic when they think about the past. But it’s not drama. It’s a difference in perspective. Doers think about process. Perhaps something was done that could be prevented in the future? Feelers think about relati