Hang around in a leadership position long enough and you will find out that leadership is not for wimps. That is putting it mildly. Leadership is not about the perks, title, paycheck, or whatever the assumption is. It takes a tremendous amount of perseverance and determination in order to succeed in leadership. In this episode of Mainline Executive Coaching ACT, we talk about five important qualities that a resolute leader must possess to not only succeed in leadership, but to survive in leadership as well.  Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

In coaching, as in medicine, prescription before diagnosis is malpractice. Why is this statement so true? The answer is simple - before you are set on a path to develop your personal leadership abilities, it is critical to know which path you must start on. Simply stating that you need communication skills, or need to become a better critical thinker is not coaching.  It is as we said, malpractice. The same would apply if you walked into a doctor's office and before diagnosing the problem, you were out the door with some prescription that may not come close to solving the problem. In fact, it could make the issues worse. The same concept applies to culture and the need to identify the issues before putting a plan in place to transform the organization. Rich and Maikel discuss the importance of diagnosis before a plan is put in place on this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

The Threes Stooges are arguably the most popular and influential comedy institution in Hollywood history.Michael Jordan is arguably the best Basketball Player that has ever played the game.Wyatt Earp was not the fastest gunslinger that ever lived, but he was arguably one of the best under pressure.So what do the Three Stooges, Michael Jordan, and Wyatt Earp all have to do with leadership?Join Rich and Maikel on this episode of Mainline Executive Coaching ACT to find out. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Globally, Baby Boomers, those born between 1946 and 1964, are retiring at a rate of 10,000 a day. Millennials already hold the majority of management positions, and their number rises with each passing year. So what does this mean for the future of leadership? How will millennial leadership styles differ from those of previous generations? What type of legacy will they leave for the next generation of leaders?Rich and Maikel talk about millennial leadership on this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Christie McMullen is the CEO of AIM and author of Learning Can Stick: A Guide to Make Every Interaction Safe, Logical, Fun, and Memorable. In the last 24 years, she has trained thousands of people and built an efficient structure for interacting in the workspace.  Her mission is to make work fun! Christie does that by analyzing the psychological safety of a company and creating solutions to improve team interactions. Her latest book, "Make Work Fun so People Don't Quit - How to Hit Your Target in Business and Life," was just released on Amazon. Dr. McMullen joins Rich and Maikel on this episode of Mainline Executive Coaching ACT.You can reach Christie at:https://aimwithus.com/about Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Following up on a previous podcast, we are continuing to talk about toxic bosses. This time we are talking about the Gameplayers.  We have all dealt with these folks, the drama kings and drama queens who love to play games with the people they work with. These people behave badly and stir things up just for the psychodrama, or to hide their insecurities and shortcomings. It gives them an over-inflated sense of having influence. It is exhausting and takes valuable time and energy away from getting the job done. It can have a huge negative impact on team and company performance. It creates an uncomfortable and off-putting culture, affecting recruitment and retention, and fostering a bad reputation as a workplace. But the bottom line is that playing games with your employees is simply akin to being a bully. And the number one reason they act this way is because they are afraid.  So what is it that they are so afraid of? And most importantly, how can you deal with these types of leaders?Rich and Maikel talk about the gameplayers, and how to beat them at their own game on this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Fear is a psychological barrier for many business leaders which can prevent them from taking the risks they need to be successful. For many people and organizations, when they step outside of their comfort zone they can become overcome by fear and anxiety. They become crippled and don't know where to turn. But if looked at in a different light, fear means that you're growing and challenging yourself beyond your comfort zone. In fact, fear is a feedback response to ensure that you set more congruent and inspiring objectives. Not only for yourself but for your team and organization as well. if you want to be a leader of change, an agile person who can catalyze the evolution of your group or organization, you have to find a way to become comfortable outside your comfort zone. You need to find a way to face those fears and let them help you to grow.Rich and Maikel talk about these five fears that are holding leaders back on this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

We all know these folks, the self-centered, self-absorbed types. The ones that draw you in with their charisma but can't finish the race due to lack of character. These types of folks in business tend to have poor listening skills, hesitate to delegate because they feel they are better than their team is, and make decisions based on what is in it for them versus how will this impact the organization. Good leaders become good leaders because they are humble and vulnerable, show good character, make good decisions for the team and organization, and have the right mix of experience, education, and coaching. Rich and Maikel discuss the importance of extinguishing your ego before it burns not only you but the organization you represent as well. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

 We tend to assume that leadership takes place under stable circumstances.  In fact, many of our theories of leadership conceptualize leadership under “normal” and stable conditions. However, there is likely no situation where leadership is more important than during a time of crisis.  Crises present ambiguous and changing stimuli that require normative power, collaboration, and asking the right questions to help organizations come together to make sense of and navigate the unknown—all of which are functions of leadership.  It is critical to note that it is impossible to plan and prepare for every possible crisis. Meaning, planning, and preparation for all foreseeable crises should be prioritized, but unforeseen crises are inevitable and will require individual and collective leadership capacity to adapt and respond accordingly.  During these unforeseen crises, more experienced leaders see situations in more structured terms, rely on well-rehearsed strategies, and move more quickly to action.  Rich and Maikel discuss crisis leadership in this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Imagine opening up your email and there is a notice from your HR department that it is time for another round of 360-degree feedback, or that they are sending out another cultural assessment survey. Why is it that this single email can create so much anxiety in the organization? Why do 360-degree appraisals, and cultural assessments work well in some cases, and in others fail miserably? It is because more often than not, these tools exacerbate bureaucracy, heighten political tensions, and create an enormous amount of distrust because they have been weaponized in the hands of the wrong people. These types of assessments are great if used correctly and for the purpose they were intended for which is to improve overall performance, not as a tool to identify poor performers. Companies that have success with these programs tend to be open to learning, subject to vulnerabilities, and responsive to thoughtful design and purposeful change. These companies are led by executives who are direct about the expected benefits as well as the challenges and who actively demonstrate support for the process. These executives lay themselves open to praise and criticism from all directions and invite others to do the same. By doing so, they can guide their organizations to higher degrees of success and continuous improvement. Rich and Maikel assess these assessments in this edition of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

We have discussed this topic on previous podcasts, and it is one that we continue to be concerned about. Not only are we concerned, but several of the HR professionals we speak with have expressed some frustration over the fact that the training and development budgets are being cut. It is surprising to me that when there are tough times in organizations, one of the first items that are cut are the training dollars for the organization. In many instances, we see that when there is poor performance in the organization, the blame is cast somewhere else instead of looking at the root cause, which is generally poor senior-level leadership. We are in a time when we need great leadership at all levels of the organization, not simply "yes men," and "yes women." Simply put, this is the wrong time to be cutting development budgets when instead, it should be a primary focus of the organization. Instead of simply pulling the budget, you must use those funds on training and development programs that are truly relevant to the success of the organization.Rich and Maikel unpack the topic of cutting development budgets in this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Integrity in leadership means having strong moral principles, outstanding character, standing by your words, and doing the right thing. It's a highly valued trait since most employees look to their leader for cues on how to act. A leader that demonstrates the company values in their actions helps set expectations for acceptable behavior.Integrity is the foundation of trust and respect. When leaders demonstrate integrity in their actions and words, they are more likely to earn their team and stakeholders' trust and respect and build credibility and a positive reputation. This is true not only for yourself but for the organization you represent. Rich and Maikel discuss integrity on today's Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Meta-competence is the overarching ability under which competence shelters. It embraces the higher-order abilities which have to do with learning, adapting, anticipating, and creating. Therefore, versatility and timing are not just nice to have skills as a leader, but imperative skills in today's VUCA world. A global survey completed with over 24,000 leaders shows that only 9% are equipped with the versatility and timing skills necessary to be effective. No one knows what our VUCA world will throw at leaders next. Leaders do not know this either. However, those who possess a wide and balanced repertoire of competencies, skills, talents, and behaviors - as well as the wisdom and timing to know which one to use in a given situation - are likely to be most effective at leading their people, teams and organizations through the turbulence. Most importantly, we know that these meta-competencies - versatility and timing - can be learned, coached, and developed.Join Rich and Maikel as we discuss the importance of versatility and timing on this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Jean F. Durham enlisted into the United States Marine Corps in October 1999. She graduated from MCRD Parris Island, SC in January of 2000 and was assigned as an Aviation Operations Specialist. After a very illustrious career spanning 20 years, that includes the Defense Meritorious Service Medal, Navy and Marine Corps Commendation Medal (x3), Navy and Marine Corps Achievement Medal, Good Conduct Medal (x3),  Captain Durham retired from military service February 1, 2022 and transitioned into a new career in Savannah, Ga. as an Executive Leadership Coach with Intelligent Leadership Executive Coaching. By leveraging pre-dominant leadership traits, Jean Durham helps leaders ignite self-awareness within their own leadership abilities and strengths. Leaders need to be equipped to lead in highly competitive environments requiring swift, intelligent decision-making.  Her mission is to develop the best leaders possible for a variety of challenges. Join Rich, Maikel, and special guest, Jean Durham,  as they discuss the need for leadership development on this episode of Mainline Executive Coaching ACT.Jean can be reached at:jdurham@intelligentleadershipec.com Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Simply put, high leadership turnover in organizations does not foster long-term relationships or cultural success. Not just among the leadership team, but throughout the organization. The churn in leadership positions, especially at the senior level, will not develop the types of collaborative relationships that support the organization's vision, mission, and purpose. Retaining executives and managers with organizational culture fluency is essential if you want your organization to support long-term working relationships and success.  Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

It is proven that an organization does in fact achieve success or failure through its people. This is especially true if the right leadership is not in place or constantly turning over. With the leadership team constantly in flux, no organization can possibly function at a level that will drive success. This type of turnover is usually a sign of larger organizational issues that, if ignored, can directly impact every level of the organization, including its customer base. So what are the reasons for high turnover and what could it be costing the organization?Rich and Maikel unpack some of these issues on Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

We have all heard the term, Planned Obsolescence. Planned obsolescence describes the practice of designing products to break quickly or become obsolete in the short to mid-term. But how does this apply to leadership? How often have you started a new position, or know of others who did, and were very excited to start proving themselves in the new role? However, within a relatively short period of time were completely exhausted, cynical of the organization, or feeling isolated? Have you or your acquaintances taken these problems home only to start creating havoc in your personal life and family relationships? How many times have you seen these issues become the demise of a person's position, or perhaps their career? Quite possibly it is because there was a significant lack of leadership development both before and during your role in that management position. Remember that your ability to do your job, and lead effectively are two completely different sets of skills that must go hand in hand to be effective. Leadership burnout is a very real issue but can be avoided if you take the steps to ensure you have the skills and talents necessary, and resources available for success in a leadership role.Rich and Maikel talk about how to avoid implementing your own obsolescence in this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

A 2023 Gallup/ Workhuman survey shows that globally, only 1 in 4 employees stated that they had received any praise for doing a good job at work. That is only 25% of the workforce. Today's employees feel more disengaged from their work than in the past decade. Amid the turmoil of recent years and the fact that business is changing and uncertainty is everywhere, workers simply want to feel like they're valued and that they belong. One powerful tool that leaders have to drive engagement and performance remains untapped in the majority of organizations. What is that tool? Employee Recognition. The simple truth is that when employees feel valued, and treated like more than cogs in the machine, they act differently. They act in ways that positively impact not only the organization but the teams they work with. Rich and Maikel talk about how genuine employee recognition can help the organization improve in this episode of Mainline Executive Coaching ACT. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

Understanding your organization's current and future operation success is tied directly to the health, vibrancy, and overall maturity of your culture.  Regardless of your unique transformation challenge (innovation, collaboration, global communication, efficiency, execution), your culture and how strong and vibrant it is will determine whether you succeed or fail.Dr. Mike Smith was selected to serve as the First Sergeant of the elite USAF Thunderbirds Air Demonstration Squadron, where he traveled around the world representing the men and women of the Air Force through airshows, community visits, and speaking at events.Currently, Dr. Smith serves as CEO of John Mattone Global and Intelligent Leadership Coaching International and is an Intelligent Leadership Master Instructor as well as a Platinum Elite Certified Intelligent Leadership Executive Coach. He is also an official member and thought leader on the Forbes Coaches Council and President of the International Coaching Federation (ICF) Southern Nevada.Dr. Smith joins us on our 200th episode of Mainline Executive Coaching ACT as we talk about the importance of creating a world-class culture in your organization. Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/

There are many industries with organizations that are very similar in their products and services. As a result, we see employees bouncing between organizations in these industries because they have the skills, talents, and background required to plug and play. In some of these industries,  we see employees jumping between these companies like fleas on a hot griddle. The problem then becomes one of stagnation in the organizational culture. No one to disrupt the thinking process because it really is a different company, different day attitude.  The culture then starts to stagnate, energy starts to deteriorate, the vision starts to become distorted, and soon enough, the cultural defects start to show.  Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactWebsite: https://executiveleadersactilec.com/Take our MLEI Assessmenthttps://www.richbaronexecutivecoaching.com/resources2fbc974dhttps://executiveleadersactilec.com/take-the-mlei-assessment/Rich Baron:rbaron@intelligentleadershipec.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/