Recent Blog Posts

By: Beth Flynn, Wednesday, May 18th, 2016
"Managers and leaders are central to employees' experience of work and their experience within the organization.  Leaders are always part of a broader organizational culture and the overall culture will outlast any individual leader's efforts.  Over time, leaders will shape the culture, but this takes years and affecting this type of change is more similar to steering a tanker - slow and deliberate.
On the other hand, it is also true that leaders create their own subcultures within the company.  For example, an organization may be generally very command and control in its operation, requiring adherence to rules and hierarchy for decision making.  Within that culture, a leader may behave in a way that is very participative, asking team members for input and making decisions that are more greatly influenced by employees.  The subculture of the team can exist within the broader framework.
As another example of the leadership paradox, a broader organization may tout plenty of employee choice making, personal discretion, and freedom, but within that culture, a leader may manage team members closely, checking work, checking quality, and checking work process.  Leaders create their own cultures, and the cultures leaders create are often mirrors of their own personalities.  People join a company because the nature of the job and work.  People leave a company because of the leader.  One's direct supervisor is one of the most essential factors in personal experience of an organization, job or work-life supports."
Have you left a job due to the impact a boss had on you?  What were the behaviors of the supervisor that caused you to leave?
From:  Brower, T. (2014).  Bring work to life by bring life to work: a guide for leaders and organizations.  Bibliomotion,
By: Beth Flynn, Wednesday, May 18th, 2016
The leader is the most important person in any organization.  The leader sets the tone by the way he/she talks, behaves, responds to others, and treats people every day.  People tend to "follow the leader" in that they imitate or mimic the behavior of the leader towards others.  When the leader treats other people with courtesy and respect, everyone eventually begins treating coworkers with the same courtesy and respect.
There are specific behaviors that leaders can practice each day, and in each interaction, to make people feel good about themselves.  When you deliberately take the time and make the effort to build self-esteem in other people and simultaneously the fears that hold people back from putting their whole hears into their work, a peak performance work environment blooms naturally around you, like flowers in the spring (Tracy, 2011, p. 68).  
What are some practices you use to help others feel good about themselves?
From:  Tracy, B (2011).  Full engagement: inspire, motivate, and bring out the best in your people.  New York: AMACOM
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By: Beth Flynn, Wednesday, May 18th, 2016
"Not one of us is free of it.  We all have moments when we question our ability to succeed and our ability to make good decisions.  Why? Because we can't know the future.  Winners feel doubt just as often as anybody else.  They understand you have to earn success.  They know you can't be haphazard if you want to make progress toward your most important goals.  These truths inevitably lead to questions about their ability to succeed.
If you aren't on guard, though, those moments can expand and can kill your spirit.  They can demoralize.  They can give us a faulty perspective.  They can distract us and disrupt our forward momentum.  They can waste our precious time.  The clock is ticking and you can spend your time worrying and doubting or you can spend your time working.
When you allow doubt to send you into a tailspin of indecision and hesitation, you invite fear.  You grind to a halt.  All work stops, and with no work, you have no hope (p. 14-15)."  


From:  Weidel, L. (2015).  Serial winner: five actions to create your cycle of success.  Austin, TX:Greenleaf Book Group Press.
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Tags: leaders, leadership, winners
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By: Beth Flynn, Wednesday, May 18th, 2016
"Abundance encourages people to bring all of themselves - their passions, their creativity, and their talents - to work.  It creates a context for joy at work.  Abundance provides the opportunity for people to express themselves more fully at work.  A leader creates abundance when he provides for employees to engage in the work that inspires them.  A leader creates abundance when he connects the employee's efforts to a broader purpose.  As workers, we all want to build cathedrals, not just lay bricks.  Abundance is when we can look up from our brick-laying and see the cathedral that will result from our collective efforts.
Don't misunderstand, abundance does not mean that companies are making additional demands of workers, it means that organizations provide for workers so they can bring their best to their jobs (p. 9)."
What are some ideas you have to help build abundance at work?
From:  Brower, T. (2014).  Bring work to life by bring life to work: a guide for leaders and organizations.  Bibliomotion,
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By: Beth Flynn, Monday, April 11th, 2016

“Leadership is a gift – a gift that requires you to set a direction; motivate, inspire, and develop others; and deliver results that matter.  It is also a journey.  It is about your experiences and the influence you have onothers.  Leadership is certainly about the work that gets done, but it is much more about how the work gets done and the relationships along the way.

A great story can motivate and inspire others.  It can impart a message.  Think about how your leadership story imparts a message.  Think about how your leadership story imparts a message, inspires, or motivates.  Remember, your leadership story lives in the hearts and minds of others, and you are constantly onstage as a leader.  Sometimes you can rehearse or plan ahead.  Other times, improvisation is needed.  Those around you will have expectations, assumptions, interpretations, and perceptions that impact your story.  For you to be at your best, others’ perceptions of you must be aligned with your story (p.129).”

From: Tobin, T. (2015).  Your leadership story: use your story to energize, inspire and motivate. Oakland, CA: Berrett-Koehler Publishers


By: Beth Flynn, Monday, December 01st, 2014

You show integrity when you:

  • Are truthful
  • Follow through
  • Are consistent in your behavior
  • Are discreet and keep confidences
  • Uphold unchanging principles and values
  • Always keep promises and commitments, no matter how small
  • Walk your talk
  • Don’t walk away from others’ breaches of integrity (p. 48)

What are additional ways you can show integrity?

List two promises or commitments that you have kept.  What effect did keeping these promises have in your relationships?

Source: Sobel, A. & Panas, J., (2014).  Power relationships: 26 irrefutable laws for building extraordinary relationships. Wiley & Sons, Hoboken, NJ

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By: Beth Flynn, Monday, August 18th, 2014
  1. Your philosophy of life and leadership determines the process by which you lead.
  2. Your positive attitude affects everyone around you.
  3. Your experience and past history of success provides comfort and assurance as you make decisions to move forward.
  4. When you lead by example, there is nothing your people will not do for you and with you.
  5. Your “likeability” can affect the quality and effectiveness of your leadership.  Be or become likeable.
  6. Clear communication leads to understanding and action.
  7. Responsibility is not given: it’s taken.
  8. Collaboration will earn respect, results, and reputation.
  9. Do what you say.  Fulfill what you promise.
  10. Take more than a minute to praise, coach, inform and train.
  11. Know the high ground of winning, and the stomping ground of defeat.
  12. Resilience is your internal force to react, respond, and recover from events and people.
  13. The courage to risk, be right, and be wrong.
  14. Separate task from person.  Then assign them and combine them to achieve a positive outcome.
  15. Reward individual and group achievement.
  16. You must earn, not command, both trust and respect.
  17. Encourage THEIR success to earn and achieve yours.
  18. Your ability to influence people will manifest itself in successful outcomes.
  19. Your reputation precedes you, and defines you.

19.5Legacy is built with single achievements piled high on one another (Gitomer, 2011, p. 17-21).

  • What additional principles of leadership would you add to this list?

From:  Gitomer, J (2011).  Jeffrey gitomer’s little book of leadership: the 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards and resilience.  Hoboken, NJ: Wiley and Sons

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By: Beth Flynn, Monday, August 18th, 2014
  1. Clarity is Essential
  2. Competence is Critical
  3. Identify Your Constraints
  4. Unlock Your Creativity
  5. Concentrate Single-Mindedly
  6. Have the Courage of Your Convictions
  7. Develop Your Character
  8. Plan Every Detail in Advance
  9. Organize Your Work Before You Begin
  10. Staff Properly at Every Level
  11. Delegate Effectively
  12. Inspect What You Expect
  13. Keep the Boss Informed
  14. Focus on High Productivity
  15. Commit to Quality in Everything
  16. Concentrate on Continuous Improvement
  17. Innovate Continually (Tracy, 2011, p. 195-211).


  • What are some additional management principles that come to mind?
  • What are two principles you can commit to this week?


From:  Tracy, B (2011).  Full engagement: inspire, motivate, and bring out the best in your people.  New York: AMACOM

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Tags: managing, management, leadership, leaders, lead, competencies, principles
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By: Beth Flynn, Monday, August 18th, 2014

“When the young Beatles were performing at the Cavern Club n Liverpool in the early 1960's, they were unknown.  Enter Brian Epstein, who ran a family furniture store.  He had utterly no credentials to become the Beatles’ manager.  But they hired him and he was instrumental in helping them rise to fame.

Do you know what was the possibly his greatest contribution to the Beatles? His utter and total belief in their greatness, well before they were recognized by the broader public.

‘They were going to be bigger than Elvis,’ he confidently told anyone who would listen.  Epstein relentlessly promoted the group, eventually getting them a record deal. And they did become bigger than Elvis, ultimately selling over 1.4 billion records.  The Beatles innate talent was fundamental to their success, but Epstein’s unwavering belief in the young John, Paul, George, and Ringo was absolutely essential to their early development.

Start telling others how you believe in them (p.23).                  

  •        Who are three people you can share your belief in them this week?


  • Who has had the biggest impact on your career, do to their belief in you?  


From: Sobel, A. & Panas, J. Power relationships: 26 irrefutable laws for building extraordinary relationships.  Wiley & Sons, Hoboken, NJ.

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By: Beth Flynn, Monday, August 18th, 2014
  1. Maintaining and raising quality
  2. Developing and improving systems
  3. Coaching employee performance
  4. Communicating across the organization
  5. Collaborating across the organization
  6. Resolving conflicts
  7. Building employee motivation
  8. Leading with emotional intelligence
  9. Building teams and team performance
  10. Managing change
  11. Managing your time and priorities
  12. Working with ethics and integrity (p. 6)

How are you practicing the twelve core management competencies?

What is one competency you are willing to commit to improving this week?


From:  Geisler, J.  (2012).  Work happy: what great bosses know.  New York:  Center Street.

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Tags: leadership, management, competencies, manage, managing, lead, leading
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