OUR Leadership BLOG

Dr. Paul Metler | 9/29/2014

So, a part of your day will be spent wading through content. How will you choose to split your time among the 150 million blogs on the Internet? By the way, thanks for reading this one. In the midst of sharing, linking, liking and writing it’s easy to get lost in all the content. As the torrent of information floods into your world, two messages have become critical.

Dr. Paul Metler | 9/22/2014

Did you ever attend a state fair when you were a child? When I was a kid, I couldn’t wait until September. The state fair signaled the end of summer and the beginning of fall. I loved the cooler temperatures, the carnival rides and the fun house. There was always an array of carnival mirrors. My favorite mirror was the one that made me look taller. I knew it was an illusion. But, it was still fun for the moment. I could pretend that I was seven feet tall.

Dr. Paul Metler | 9/15/2014

So, what’s your take on Mondays? Maybe you show up humming, “Rainy days and Mondays always get me down.” If you’re too young to know the tune, you might want to check it out. Although we live in a 24/7 world and leadership does wait on a signal from a calendar, Monday remains the moniker for the symbolic beginning of the workweek. As such, it’s a great time for a leadership self-check.

Dr. Paul Metler | 9/11/2014

Is it possible to lead in “Real Time” today? How often during the day do you deal with the unexpected? Suddenly, your day takes a turn. You feel emotionally hijacked by a sudden interruption that requires your attention. Immediately, you begin to feel the pressure to provide an answer. Recognizing and cultivating a sense of urgency is one of your prize virtues. The gnawing pressure to answer comes from a gut level belief that if you were a really good leader you would be able to respond in Real Time. But what does Real Time mean?

Dr. Fred Johnson | 6/27/2013

“Culture Change” is one of those nebulous phrases often tossed around today.  The challenge is getting one’s arms around it quickly and succinctly.
 
When we discuss culture, we are referring to the overall environment that directly influences the performance and results of the organization.   The corporate culture of any organization is the byproduct of the behaviors, attitudes, and values exhibited by key leaders toward others over time.  Culture directly impacts the morale, trust, engagement and confidence in the leadership by those at the “grassroots” level, it can be a company’s most powerful asset or it can be its greatest weakness.

Dr. Fred Johnson | 5/23/2013

On a recent plane trip I was seated with a couple and their twin toddlers. Although most people would dread this seating arrangement, my family has caused our fair share of travel drama in the past, so I believe I have a responsibility to help new parents in any way that I can, even if it is through simple reassurance and encouragement.

Dr. Fred Johnson | 4/23/2013

In Andrew Lloyd Webber’s The Phantom of the Opera, the Phantom who has hid himself, his disfigurement and his true talents in the depths of a Paris opera house, desires the love of the beautiful leading lady Christine. He uses tricks and fear to manipulate Christine and others in an attempt to obtain this. But instead, he is hunted down and captured. Only when his mask is removed and his true self is shown with all his flaws, does he get his true desire: a heart-felt kiss from the beautiful Christine.

Dr. Fred Johnson | 4/18/2013

For the past several months I have had the joy of working with the Grand Valley State University Advanced Leadership Excellence (ALE) program.  Initiative One has partnered with GVSU to create and deliver the content of this groundbreaking program.  Although we are at a university campus, there are several aspects of ALE that make it far different from the usual college experience.  First, it is an experiential program, not a didactic one.  Next, we are focusing on emerging leaders.  Finally, the outcomes we are looking to change as a result of this program are bottom line business metrics.

Dr. Fred Johnson | 4/18/2013

Dr. Fred talks about leading change after organizational crisis:
 
Following an organizational crisis, company leaders often struggle with how to move past the emotional disorder and begin steering employees in the right direction again.
 
“How a leader addresses the inevitable emotional consequences after a crisis is critical in limiting the damage to morale and shortening the adjustment period that team members will need to move forward or fully re-engage.

Dr. Fred Johnson | 2/26/2013

At InitiativeOne, we know that moving an organization to increased performance requires a deep and deliberate look at itself.  Creating a new “desired reality” can be determined only after understanding the root cause of the current results and determining key “leverage points” within the organization.  Increasing results is more than people “trying harder”.  It is about creating focus, challenging “status quo” and leading the organization to new results – and this starts by understanding the current organization.