Develop your leaders into a competitive advantage. Reconnect your leader-power to success.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

True leaders live their values everywhere, not just in the workplace.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Having the right attitude is fundamental to being an effective leader.

Imagine a world where what you say synchs up, not sinks down.

The first step to solving any problem is to accept one’s own accountability for creating it.

What managers want most from companies they stop themselves from getting.What companies want most from managers they stop them from giving.

Values are deeply held personal beliefs that form your own priority code for living.

The heart of a company’s performance is hardwired to the hearts of its managers.

The real power of effective leadership is maximizing other people’s potential which inevitably demands also ensuring that they get the credit. When our ego won’t let us build another person up, when everything has to...

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to...

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

Because our attachment to control is either unexamined or addictive, we do not understand that by relinquishing control and providing choice, we increase our influence and impact many times over.

When you don’t know what true for you, everyone else has unusual influence.

You don’t have to fear your own company being perceived as human. You want it. People don’t trust companies; they trust people.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Do you think your people struggle with being true to themselves? Do their values match up with their work?

Progress and motion are not synonymous.

Get one Manager Commitment as a result of the other Manager Commitment and you have a powerful equation for Earnings: E=MC2.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

You can’t sell it outside if you can’t sell it inside.

Your company really has to work for you before you’ll really work for your company.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

The more varied the environments in which you exercise your leadership gift, the stronger that gift will become. You will become a far more effective leader.

Try not to take this the wrong way, but your brain is smarter than you are.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

A leader without a clear vision and plans only abuses his power because visions, dreams and plans are the fulcrum along which the loads of success will spine by your own efforts. And where power...

When you’re not on your own agenda, you’re prey to the agenda of others.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.