Archive for the ‘ Performance ’ Category

Leadership is a Verb

lead·er·ship [lee-der-ship] noun

the position or function of a leader, a person who guides or directs a group: He managed to maintain his leadership of the party despite heavy opposition. Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.

From 1973 until 2000, one of America’s largest, and eventually global, courier delivery services, headquartered in Memphis, Tennessee, was called Federal Express. In January of 2000, Federal Express changed its name to FedEx Corporation and implemented one of the most successful re-branding campaigns in American history.

Lead!

Lead!

After the rebranding efforts took place, something even more significant than the shorter name and little arrow added between the “E” and the “X” began to evolve into a new idea. The word FedEx, became known, not just as a way to define a company, but as something you do as a critical part of your business. “I need you to FedEx me the product tomorrow.” “I’ll FedEx that to you right away.”

FedEx evolved from a being a noun into a verb!

The same thing is happening to the idea of leadership. For the past 50 years, the leadership development industry has exploded into a multi-billion dollar industry because companies around the world are realizing the competitive advantage to having a strong leadership strategy.

I recently found myself sitting in a coffee shop, having a conversation with one of the coauthors of Leadership Genius, and one of the top gurus on the topic of leadership, Dr. Drea Zigarmi.

“Leadership has been an over-used word, in which some people think of it as a person or a thing. It’s not thing. It’s action, or a series of actions you do with people.” Taking a long, slow sip of his coffee, he leaned toward me and proclaimed, “Leadership is a verb!”

When you think of the word leading, you have to consider that it means doing something. It means moving an idea, project, or a dream from one place to a higher place—through the shadows and the conflicts and into the light and consumption of meaning and purpose.

It takes action to effectively move a package from Memphis, Tennessee, to Grover’s Corner, New Hampshire, where a little boy or little girl eagerly open a package to discover something magical, something that will bring a smile to their face. Great organizations, whether it’s a global company serving millions of people or it’s the little pizza shop down on the corner, move their people from knowing what a good job looks like to doing a good job consistently, task by task, with passion and excellence.

Great organizations are dedicated to developing more than just leaders; they are dedicated to developing people who lead! Great leaders are defined by what they do, not by what they know.

About the Author:

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.

What’s Your Management Astrological Sign?

I’ve been out of the dating scene for a while, but from what I see on the World Wide Web and the occasional post on various social media outlets, kids these days are using astrological signs to best match up with partners. In order to have a great experience at work, it’s important to find out what astrological signs exist for managers and which work for you. But there are some obvious signs that anyone in the workforce should be careful to avoid.

The Seagull:

Often the seagull is seen hovering around various office spaces looking to “connect.” He might be seen wearing baseball cap with a sports coat and a tie. He often checks fantasy football on his iPhone and rarely skips a chance to “do lunch” with the boss. He’s not really into how you feel and in fact would rather not know. As Ken Blanchard says, “You gotta watch out for Seagull Management. Seagull managers fly in, make a lot of noise, dump on everyone, and then fly out.” These seagulls think they are special because when they “show up” they cause a lot of havoc and they think they are just “getting things going.”

Seagulls don’t play well with direct reports but tend to get along well with same level managers and especially executives.

Direct Reports:

  • Be careful about getting wrapped up with what the seagull manager brings and be prepared to diffuse the situation.
  • What to watch out for:  He’s not really your friend, unless he needs something from you.

Managers:

  • Play in the weekly football pool, but never accept his trades on fantasy football.
  • What to watch out for: Don’t get wrapped up in his management style. It may look effective and envious, but it’s not an efficient way to manage long-term.

Executives:

  • They are gimmicks. He might “get the job done”, but he will lose some of your best talent.
  • What to watch out for: Pay attention to turnover in this department. It might be a red flag for a dysfunctional team.

The Peacock:Male-Peacock-displaying

Don’t be confused with the peacock. He’s a deceiver. He looks like he’s doing a bunch of work but he’s really lazy. His favorite management tool is the “delegation.” He’s too busy with everything he’s got going on so he gives away everything he’s supposed to do. He is tangential with his speech because he’s not really saying anything but words continually spew out of his mouth. No one understands him, but somehow we hear him. You may think its Armani but really the suit is a hand-me-down from his late, great Uncle Cornelius.

Peacocks don’t play well with direct reports but tend to get along well with same level managers. Executives aren’t fooled.

Direct Reports:

  • Prioritize the tasks given and don’t be afraid to get clarification.
  • What to watch out for: He will task you to death, so don’t get burned out.

Managers:

  • Don’t be a Peacock. For the sake of those who work for you, please don’t be a Peacock.
  • What to watch out for: 3 Piece Suits aren’t that great.

Executives:

  • Please send to remedial leadership training.
  • What to watch out for: Take a second look before you decide to promote.

The Chameleon

This guy. He’s quite the charmer and is generally liked in the office. He brings donuts on Fridays and loves puppies. These are all good things, but those that know him best are not sold on him. He has a tendency to say one thing and do another, over-commits to projects, and rarely delivers on what he promises. He tries to please too many people and has mastered the art of the fake smile.

Chameleons generally get along well with everyone, except those closest to him.

Direct Reports:

  • Have a conversation with him about how you feel; it might actually go better than you think.
  • What to watch out for: Stay away from the donuts.

Managers:

  • If you have this tendency, then don’t be afraid to say no every once in a while.
  • What to watch out for: If you know other managers like this, be careful in conversing with them. They may gossip and take up too much of your time with unnecessary conversation.

Executives:

  • May not be the best to run day-to-day operations.
  • What to watch out for: You may see signs of disorganization and lack of process in their department.

If you happen to run into one of these types of managers, just be sure to steer clear as much as you can!

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Intentional Leadership—3 Timeless Narratives for 2014

Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives – choice, not chance, determines your destiny.” —Aristotle

January is littered by a multitude of good intentions! That new number at the end of the Roman calendar, blindly promising to bring us prosperity and success, does often become a distant memory by the time the groundhog raises his weary head from a winter slumber. But the start of something new—a year, a friendship, a work project—can be a great opportunity to lead yourself and others to great success through three simple narratives.

High Intensions

High Intensions

High Intentions 

The giddy hope and high expectations of a new year often outpace our ability to align old habits with those new intensions. However, high intention is the heart beat of any personal or social revolution. It is woven into the tapestry of humanity, to naturally hope for higher levels of happiness and purpose in our lives. High intensions do not mean that a person who has them need be dissatisfied with the life they are living, but rather are open to challenges and disappointment as they seek meaning and purpose at work, at home, or at play.

Sincere Effort

However, the highest intentions are but a thought in the wind without sincere effort to make those intentions a reality. An athlete or an artist does not become excellent without sincere effort. Effort is easy, sincere effort is meeting of the cruelest of tasks with the same zeal for the things we love to do. Sincere effort requires us to do more than put one foot in front of the other; it requires us to take each step, each daily task, as an opportunity to align it with our highest intensions.

Success

Success

Intelligent Execution

Our highest intentions and sincerest efforts must be driven by more than just arbitrary motion or aimless daily activity. It’s one thing to have a workout scheduled on your calendar, but it’s another task to lace up the shoes and complete that workout. If you have made resolutions, or have a set of goals for yourself this year, they will ultimately be measured by the intelligence of their execution, not the height of your intensions or the sincerity of your efforts. Forming an intelligent execution strategy promotes real goal achievement. With intelligent execution, you are moving from intensions and knowing, in to action through doing.

***

Excellence at work or in life is more than a thought or an idea, it is a purpose driven effort. Make your choices wiser and more productive this year through high intentions, sincere effort, and intelligent execution of those efforts. Live the life you intend to live!

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, a lynda.com and Ken Blanchard Companies production.

Gamification and the Future of Work

of-course-people-are-controlled-by-videogames

Videogames Control

I love videogames. I mean, there’s an addictive quality to them, whether it is character progression, unlocking new content and achievements, or continuing the narrative. And it’s currently a huge trend. The recently released game Grand Theft Auto V broke several Guinness World Records, including “fastest entertainment property to gross $1 billion.” To put that in scope, “entertainment property” even includes feature-length films and music.

So what is gamification? It is taking the concepts of game design and applying them to other things. For instance, I wear a device on my wrist called the Fitbit Flex. It is essentially just a pedometer in a wristband, but the web/mobile app is where the magic happens. It displays my goals for steps and calories and my progress for each in a clean and engaging interface. The wristband even shows a series of lights to indicate how close to my goal I am. Gamifying health and fitness… who would have thought?

Word Cloud "Gamification"

Word Cloud “Gamification”

It’s even popped up in the workplace. I recently spearheaded the construction of a new intranet site for my department using WordPress, and by taking advantage of its customizability and vast number of plugins, we developed an onboarding system that uses a mix of content to take new hires on a 12-month journey, with badges rewarded at each step. I believe that learning should be fun, exciting, and engaging, and gamifying the process is one way of achieving that.

But there is something I haven’t seen discussed within the realm of gamification. There are games, such as World of Warcraft, where players willingly perform mundane tasks. They click on the same things over and over again until a cool item appears or an objective is completed. And they love to do it. They are absolutely engrossed in these activities and will happily lose sleep to continue to perform these seemingly boring tasks. Now imagine taking those clicks and placing real work beneath them so that instead of those clicks only translating into currency and experience points that are limited to the game, the clicks also produce work for the organization. Work that the employees absolutely love doing.

I want this to be the future of gamification, where work is gamified to such an extent that it stops being work and becomes an actual game. Perhaps then, there would be no need for employee engagement initiatives or training to boost productivity, because employees would be naturally driven to continue playing, and become skilled at, the game.

I Don't Have Birthdays, I Level Up

I Don’t Have Birthdays, I Level Up

When I was younger, I dreamed of playing games for a living. Perhaps when gamification reaches its full potential, this dream will come true.

From now on, if someone says I’m gaming too much, I’ll just say, “it’s informal training for future work!”

 

Sources: Guinness World Records | Gamification.org

Images: 1 | 2 | 3

What Halloween and Bad Leadership have in Common

Part of what makes each company special is the ability to connect the whole organization together. Like many companies, Blanchard has a very special Halloween Party on their main campus and our team was V for Vendetta. Though we failed to win the team costume competition and lost to the “Walking Deadlines” in Product Development, I gotta hand it to them for pulling off the zombified cast of characters quite well; they hardly even broke character! As the chaos of the party was continuing, I had a few thoughts about the correlates of Halloween and bad leadership. 

V for Vendetta

Halloween Party

Here are a few points that Halloween and bad leadership have in common.

1) It’s Scary: If you have ever had a manger or boss that was not well-trained at the “leadership” part of their job, it’s quite a frightful experience. They tend to “mask” their leadership failures by “reconnecting” at lunch or praising their direct reports when their own boss is around. They put on a good show, but we all know it’s only temporary.

2) It’s more of a trick then a treat: Associates know when you are not being genuine and can tell really quickly when your behavior is fake. You may think your “trick” is better than your treat, but the joke is really on you. To best manage your employees, you have to understand them, develop them, and guide them to success. Every person is valuable and understanding that will help mold your relationships with your team.

3) The mask can stay: No need to take the scary mask off here; you’ve earned it. Yelling, belittling, or “under your breath” comments that are made at your team won’t compel them to trust you or work more efficiently

For those who have a great manager or leader, don’t hesitate to let them know. They like to know that they are doing a good job and contributing to your success.

 

The Leadership Pipe Dream

My wife loves to juice.  She is always mixing various fruits and veggies and blending them together into some sort of juice concoction.  Some of these drinks are delicious, while others, in my humble opinion, taste like they came from my lawnmower, but hey…it’s all in the name of health.

This past Saturday, my wife was making one of her favorite juice blends.  She had placed some of the leftover bits down the garbage disposal.  I always thought that most fruits and vegetables were high in fiber, but I apparently that’s not true when it comes to plumbing.

“Honey, both sides of the sink have flooded with water…”

plungerI rolled up my sleeves and did what I had always done in these situations: I stopped what I was doing, grabbed the plunger, and then went to work.  I kept one side of the sink plugged while attempting to plunge the other side.  After 10 minutes, I knew the plunger wasn’t going to work.  It was time for my backup plan.  I ran to the store and picked up some Drano.  It never let me down in the past, so I figured after 30 minutes, I could relax.  After 2 hours and emptying the bottle, I knew I was going to have to resort to something stronger.

The next day, I picked up a different drain opener which contains sodium hydroxide so you get an exothermic reaction and your plumbing gets quite hot.  I figured I would simply burn the clog out.  After dumping that down the drain and waiting for an hour, I still wasn’t any further along, and my kitchen had filled with fumes from the drain opener.  After killing some brain cells, my next step was to snake it out. I went back to the hardware store and bought a 25-foot drain snake.

After slipping that down the drain pipe 3 times without it catching to clog, I had to take another trip to the hardware store to rent one of those heavy-duty 75-foot drain snakes.  Keep in mind that by this point, I had sunk roughly $100 into this clog.  I brought the rented snake back home and spent 20 minutes reading the directions.  I got my gloves on and went to work, but after another 20 minutes, I couldn’t get the snake past the p-trap (that elbow/u-shaped pipe under most sinks).  To top it off, I snapped a piece off of one of the tip of the snake.

My face turned bright red and I had steam coming out of my ears.  I was angry, but I was also defeated.  I had to put my ego aside and call a plumber.  After “draining” another $200 from my bank account, I was finally clog-free.  Had I called the plumber after plunging or even after the Drano, I could have saved myself a good chunk of money and half of my free time over the weekend.

Why is this important?

My plumbing fiasco had me think of certain people I’ve worked with in the past who were in situations that had similar outcomes.  These situations weren’t plumbing-related, but happened in the workplace.

leading yourselfHave you worked with someone who absolutely had to do things on their own, even if you knew they weren’t yet fully capable to handle the situation by themselves?  So have I, and have even been in this boat, myself.  The end-result usually involves costing additional time, money, or even reputations.

Picture that instead of a home plumbing problem, my issue was related to a project at my job.

If I had done what I did at home, my supervisor/manager would be having a long talk with me.  I could avoid unnecessary costs by asking myself two questions:

  1. What is my competence on this particular goal? – In other words, do I have the skills to get the job done?  I’ve done plumbing work before, but it’s been very minimal.  I’ve never had to snake a kitchen sink drain, especially one that had a clog that was 30 feet down the pipe.  You could say that my skill level was low.
  1. What is my commitment on this particular goal? – How motivated am I to get the job done?  In the beginning, I was very motivated to unclog the pipe.  At the end of it, I had thrown my hands up in the air and wanted someone else to deal with it.

These questions tie in directly with the Needs Model of Situational Self Leadership.  Knowing the answers to these questions can help me diagnose myself and “lead up” and get what I need to get the job done.  It can save me and my company time and resources.

Have you ever had a situation similar to mine where you regretted how much time and/or money you invested when you had an alternative option?

Leave your comments!

Peer Coaching- A truly secret tool for success

In a quick, non-scientific poll I conducted, a large majority of working professionals I spoke with had never heard of Peer Coaching. And if they had, they had never used it, or knew how it was implemented. Although I would like to say it’s the new, latest trend, peer coaching isn’t new at all. In fact, it was in the early 80’s that peer coaching was introduced as a tool for personal and professional development.

Collaboration

A collaborative approach

So what is it exactly? Peer coaching is a feedback-based collaborative learning process that aims at positive interdependence. Coaching in its many forms (executive, life, etc.) has been proven to be an effective tool to help people along life’s many challenges. Peer coaching is analogous in that aspect since it aims to achieve that same goal, but also helps build stronger relationships with your peers in the process. The peer coaching process is meant to be reciprocal. Both parties have a dual responsibility in being a coach and a coachee.

Practical application of this would be to set up a time/schedule (e.g., once a week for 1 hour) to discuss the issues, goals, or tasks that you may currently have. The following week, the coach/coachee role would switch and participants would then work on the other’s developmental needs. Remember that this is a non-judgmental, non-evasive approach at goal setting and professional development. Trust, accountability, and confidentiality are three main factors that will make your peer coaching relationship flourish. This may be the secret recipe to your future success.

Here’s why your organization (or yourself) should REALLY take a look at implementing peer coaching:

  • It’s effective. Real, true behavioral change has been proven in organizations that utilize peer coaching. There are no gimmicks with this approach; if implemented correctly and sustained, it is a great tool for development.
  • It’s free. Although executive coaching has its place, not many of us can afford coaches and most organizations won’t have the resources to supply everyone with a coach. Peer coaching is a free coaching experience that is results-based and is grounded in the interaction with people you know and trust.
  • It’s an easy process to implement. Set up a recurring time and place within your organization to meet and discuss your current goals. This might be a perfect place to discuss your performance management goals or individual development plan (IDP) that your manager has set for you. If your organization isn’t ready for you to use working hours to implement this, than a 1 hour lunch break will work perfectly. It will probably be the most effective lunch hour you will have that week!

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

When Silence is Not Golden: A Story of Unexpected Leadership

I admit it. I fear the unexpected. And I still remember the time when the unexpected hit me flat in the face.

I was working for the Geek Squad at Best Buy at the time, and my supervisor asked if I’d like to be an instructor for the local Geek Squad Summer Academy event. This is a two-day program held annually in different locations of the world where agents from across the country gather and teach children in the area about various aspects of technology, from building computers to producing music.  I said, “sure,” and was sent off a week later to Oceanside, CA.

After orientation, I was assigned to teach the image manipulation class with another agent who looked like he went to the gym far too often. We went over the course and divided the lessons between the two of us before heading home to prepare for the next day of actual instruction.

On the first day of class, we stood in front of about 25 children, ranging from four- to thirteen-year-olds, and three other agents in the room who were acting as helpers. We all went around the room introducing ourselves and my co-instructor confidently started to talk about the first lesson. And that’s when things went terribly wrong.

As he pulled up the program on the computer for the first activity, he started fumbling his words and his voice lowered to a mutter as he moved from the instructor’s computer to the instructor materials. Then, he went silent. He looked like he had no idea what he was doing. I could see the children starting to fidget in their seats. They began to whisper, which grew to talking, and then yelling. The three helpers were desperately and unsuccessfully trying to calm them down.stage fright

Instantly, I was on my feet. An intense dread came over me as I realized I had no idea what I was going to say or do. I remained motionless with everyone’s eyes on me, including my co-instructor, for what felt uncomfortably longer than the 10 milliseconds that I stood there. And then, my brain suddenly started making connections and words flowed from my mouth. I had vaguely recalled that my co-instructor’s portion involved taking pictures, so I told everyone to grab their cameras. And with that, I ended up presenting the entire two days, making up lessons for portions that weren’t mine. The kids went home happy and skilled at image manipulation, and I went home relieved it was over and pleasantly surprised at myself.

That incident taught me a few things:

  1. Don’t doubt yourself. Doubt can be quite the speech-killer, so believe that you can overcome and succeed. The brain can make surprising connections under high pressure situations. Or, in my fellow instructor’s case, make no connections… and then, you just might put yourself and/or someone else in an awkward situation.
  2. Take everything as a learning experience. This mindset can help you get more from your best moments, as well as really understanding your worst ones.
  3. Just go with it. Never think that something is ruined if it doesn’t pan out the way you thought. Be creative. Sometimes, things can turn out better than how you’ve planned.

You never know when a moment of unexpected leadership will strike next, but these tips can help you turn things around and make the outcomes a bit more… expected.

I’m Too Busy to Plan

There’s this new trend around planning lately; so I’ve heard. SMART Goals, SMARTER Goals, getting organized, and what not. To be honest, I’m not that into it really. It doesn’t grab my attention in the way that hopscotch, skipbo, or a mintly pressed cut-off jean jacket does. A tiger tattoo, the original Mario, or 3-in-1 shampoo? Now that’s cool. Planning? Eh, no thanks.

It’s boring.

frustrated

Overwhelmed without a plan

My wife periodically asks me what I want for dinner tomorrow night; “chicken or steak?” Really? Seriously, I can’t even answer that question; I loathe the question in fact. There is something deep in my core that just won’t allow an intelligible response. The truth is, it’s too far in advance for me to know. Maybe it’s that I value authenticity. What if I change my mind? What if I want neither? It’s too much pressure.  I can tell you what I want to eat now; let’s start there. But tomorrow? No sir; can’t do it.

Planning has that similar sting for me. It’s analogous in many aspects. There’s no immediate gratification for deciding on what to do next Tuesday.  Every once in a while I see a quote from George Washington or some nostalgic leader who talked about planning…  “Planning is great, for without it, I would not have chopped down the cherry tree.” I probably mis-quoted him, but you get the idea. I need realization not inspiration.

One of the ways I get going on planning is mapping out ideas for success. Instead of saying, “What do I need to do?” I sometimes think, “What does success look like here?” Then, I can build upon that frame of reference. If you’re like me, here are a few practical things to do to get kick-started on your planning journey:

1)      Get organized- It’s a start! Getting organized will help you plan; Don’t get too carried away here. I put sticky notes on the inside of my wallet. True story. Not at all ideal, but it’s an option.

2)      Prioritize! Separate the urgent from the immediate. Have you watched the local news lately? Everything is urgent! So if everything is urgent, then nothing is urgent.

3)      Don’t get distracted. I like to put some music on and get in the zone when I plan stuff out. Block out some time in your day to plan.

Those are just a few things and it seems to have worked for me. Not all of us can be wedding planners, but a adding a few elements to your planning arsenal isn’t such a bad idea.

Anyways, if you need me, I’ll be poolside snacking on a bucket of churros.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Speakeasy Leadership

Seakeasy Leadership

Seakeasy Leadership

The spirit of the Roaring Twenties was marked by a cultural rebellion against classic traditions, inspiring social revolutions around the world. Everything seemed to be possible through the modern technology of automobiles, motion pictures, and radio, which all promoted ‘modernity’ to the world.

One of the most mysterious trends that came out of the Roaring Twenties was the establishment of Speakeasies—hidden sections of an establishment that were used to illegally sell alcoholic beverages and feature new artistic expressions of music, dance, and risqué behavior. To enter a speakeasy, one would need to say a password to the doorman, indicating that the person-seeking entrance was welcome by the owner or other members of the “business within the business.”

In many ways, today’s workplace resembles the spirit of the twenties, with a rapidly evolving workplace, cutting edge technology changing and shaping the culture norms of organizations around the world.

Unfortunately, one of the dangers of today’s workplace is Speakeasy Leadership—the hidden sections of an organization where only a few people in positions of power make decisions that affect the rest of the organization. The practice of exclusive leadership, rather than inclusive leadership practice is alive and well in today’s organizations. But the reality is that the old school leadership hierarchy is an ineffective novelty in a knowledge-based economy.

Outside Looking In

Outside Looking In

Today secret societies and “good ole’ boy networks” only work at your local grocery store or coffee shop as a special promotion tool. In a Knowledge base economy, where individuals are empowered through the Internet, smart phones, and social networking that empowers a variety of information and connections that naturally drive higher levels of collaboration and success.

One new workforce member expressed it this way, “I am used to being so connected to my colleagues and playing off each other in the office, via social media, and creating ideas together with high levels of synergy everyday…” The open organization, without the Speakeasy executive office on the second floor, is a robust place where individuals create new best friends instantly and in days create a strong network with everyone on the team, as well as the friends made at their last organization.

Speakeasy Leadership promotes the opposite atmosphere at work where a few gatekeepers of ideas, formulate a plan from the top of the organizational pyramid, then pass it down to the people on the frontline to try and implement—void of passion and intimacy. 
 “I feel like there is a secret group of people running the organization,” says another frustrated employee. “It’s like were sitting in a meeting, and there are two or three people sitting at the table, speaking their own language, giving each other a wink and a nod to each other when I present our teams creative solutions to our organizational challenges.”

Collaborate for Success

Collaborate for Success

Speakeasy Leadership will kill today’s knowledge based company, because today’s leadership model and workplace formula for success is one based in wide-open communication, effective collaboration, social networking, and truly empowering individuals that are encouraged take ownership in the vision—not just contribute to it. Touch the untouchable by bringing energy and productivity to work, breaking down the interior walls of Speakeasy Leadership, creating a community where people work and play together, stimulating innovation, connection, and wild success.

Jason Diamond Arnold is a Leadership Consultant and New Media Producer at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action, a non-linear learning program that promotes individual empowerment and collaboration.

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