Instead of only focusing on our external effectiveness, we ought to pay more attention to our internal efficiencies. The more efficient we are, the more effective we’ll be.

So often in conflict resolution, we fixate on what actually happened. Behind the reality, however, are expectations that were not met. Address and adjust the expectations, and you’ll minimize conflict...

Many times, we throw all our attention and efforts into events, without considering the processes behind these events. When you have both an events team and a process team, you’ll truly start to gain ...

As we go throughout life, we become good at engaging with people and things; however, our disengaging skills aren’t always so refined. It’s essential to disengage from people and things in order to go...

Too many times, we design our delivery systems based on what our inside team wants, instead of creating systems that benefit the customer, client, and member first.

As human beings, we yearn for approval from those around us. However, as leaders, there are times others will not understand the decisions we make. Part of being a leader is learning to be at peace wi...

As leaders, we tend to focus on our calendars—our appointments, functions, organizational structures, and so on. However, before we refine our calendars, we must ensure our character is healthy. Witho...

The greatest destroyer of leadership is pride, or arrogance. When we feel that we no longer need others, or that we are better than others, our leadership will suffer greatly. If, however, we maintain...

All of us have assumptions. Only when we acknowledge our own, and recognize that others have their own, can we respond to assumptions in a healthy manner.

We tend to equate inheritance with legacy. The truth is that the two are very different. Inheritance is what you will leave behind; legacy is who you will leave behind. It’s important to plan for both...