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Creative Leadership II
Creative Leadership is about mindfully creating the future, and the topics include vision, wisdom, courage, leverage, core values, power, diversity, spirituality, servant leadership, and of course always - leading, following or getting out of the way.
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The 13 Paths of Conscious Enterprise
by Jamie S. Walters

The 13 Paths of Conscious Enterprise are inspired by, among other things, Eckhardt's "four paths" and the Buddhist "eight-fold path", which so beautifully articulate how life and work can unfold from a more conscious source of Wisdom and inspiration.

Everything I Know About Business I Learned in the Monastery
by Kenny Moore

When I lived in the monastery as a Catholic priest, 40% of my superiors thought they were Divinely inspired. Now that I'm working in Corporate America, the number's up to 80%.

Corporate Entrepreneurship and the Ethic of Continuous Value Creation
by Dean Robb, Ph.D.

The spiritual core of renewable corporate entrepreneurship is an ethic of "continuous value creation." It is an ethic of continuously seeking creative new ways to add value to the world - i.e., to make a genuine contribution.

Does Your Leadership Have Style?
by Ken Buist

Knowing how to adapt your style will empower you to develop powerful communication and relationship strategies which will equip you for better leadership and so produce greater results.

The Servant Leader and the Exercise of Forgiveness in the Context of the Organization - Part I
by Dr. Jeffrey D. Yergler

The emotional, relational and spiritual expectations and deficits which people bring with them into the organization place incredible and often unreasonable pressures on those who lead and manage. It is the servant leader who is in a position to most effectively respond and intervene.

The Servant Leader and the Exercise of Forgiveness in the Context of the Organization - Part II
by Dr. Jeffrey D. Yergler

In Part II of this series Dr. Yergler very skillfully leads us on a very mindful and powerful personal journey of how we can create worth and value first, and then create authentic organizational communities where a legitimate and sustainable desire for performance thrives.

The Servant Leader and the Exercise of Forgiveness in the Context of the Organization - Part III
by Dr. Jeffrey D. Yergler

Being a servant-leader who intentionally incorporates the work of forgiveness into the total milieu of relationships and organizations, represents a holistic or complete response to the overall responsibility of leadership.

Why Vision Isn't Enough
by Navin V. Nagiah

What is common amongst the greatest of companies? They each had a clear and powerful vision that was supercharged by the presence of a strong cause.

Putting "Visions" in Your "Sights"
by Herb Rubenstein and Bill Taylor

During the two day leadership workshop conducted with Volunteers of America for a Greater New Orleans, we discovered a fundamental flaw, or at least a severe limitation, in the literature on the topic of "organizational vision."

The Leader as a Purple Maker
by Chip R. Bell

"Feeling purple" is an individual choice. But, that choice is more easily taken when, behind the front line associate, stands a leader "telling neat stories, listening to all their questions, assertively getting associates what they need … and, then giving them a big hug!"

The Seven Habits of Servant Leaders
by Dr. Kimberly S. Young

Through Servant Leadership, executives can build a strong sense of cohesion among their workforce enabling employees to feel a shared sense of purpose and loyalty for the organization.

Leadership - The Power of You
by Gail Kasper

It is our responsibility as leaders to make certain our teams are actively taking steps toward "their" personal and professional goals.

Closing the Gap Between Success and Significance
by Tom Northup

In a healthy organization people have a personal stake in the vision of the business. At the same time the leader does not sacrifice performance. Everyone understands the performance imperative and this mutual understanding brings great results.

The Performance Management Triangle
by Paul B. Thornton

Performance Management is the process managers use to focus, align, and improve their employees' performance. It includes the following:
Setting Expectations; Monitoring/Measuring Performance and Taking Action.

Great Expectations
by Sloan Campbell

I am not sure exactly where Great Expectations turn into Mediocrity; however, it is my belief that the majority of this transformation is directly attributable to the degree to which people are accountable for their actions.

Knowing Your Business
by Andrew Spanyi

Do you know your business as well as you should? Are you sufficiently in touch with the day-to-day realities? If there's just a trace of doubt in your mind then consider the following.

Leadership Passages: The Personal and Professional Transitions that Make or Break a Leader
by David L. Dotlich, James L. Noel and Norman Walker

High-performing leaders are aware of their strengths and their weaknesses; they talk and think about their limitations and failures and learn from them. They see themselves as continuously learning, adapting, and responding to both positive and negative circumstances.

Setting Higher Standards for Business Leadership
by Judith McGee

Today, leading without accountability doesn't work. Organizations thrive with a social culture that encourages performance and accountability while caring for the success of the business and the individual.

Is Your Vision White-Hot or Lukewarm?
by Ted Mersino
Telltale signs of vision deprivation and how to reignite the fires of passionate work.

Leadership Dim Sum
by Rob Galford and Anne Seibold Drapeau
Dealing With a Bigmouth, Conflict in the Inner Circle, and When a Leader Defects.

Why Would You Want to be a Superb Organization?
by Marie Kane

Successfully addressing Strategy, Talent and Culture in order to be Competitive, Profitable and Sustainable means understanding the relationship among all these elements and addressing all the key aspects of those connections.

Changing the Game Board: Unorthodox Moves for Talented Women
by Linda Dunkel

It's one thing to aspire to please and play by the rules. It's another thing altogether to aspire to shake things up and be an agent of change.
To effect change on a wide scale, women must leverage their resolve, their internal wisdom, their authentic voice.

Renewable Corporate Entrepreneurship: The Path to Sustainable Growth
by Dean Robb, Ph.D.

Disciplined, renewable entrepreneurship is the source for continuous generation of “disruptive innovations” – products and services that alter the rules of the competitive landscape – in your favor.

Superb Organizations and the Power of Vision Manifested
by Marie Kane

Superb Organizations perform better in the present and simultaneously build a solid foundation for their future. All of the elements of “The Superb Organization” are interdependent, and must be successfully addressed.

Internal Perceptions
by Sloan Campbell

There is an important part of the equation missing - the perception that employees have of their organizations, or internal perceptions.

The Rise of the "Grace-full" Business
by Jamie S. Walters

For those who are planting the seeds and ushering in a more sustainable, balanced, healthy way of doing business, grace can be and is the very center of sustainable business that has both individual and community benefit at heart.

How CEOs Can Move Ahead in a Seesaw Economy
by Joe Carroll

How can your company move forward in an economy that's hot one day and cold the next? Consider the following suggestions in navigating your company through these uncertain times.

Leadership - Seeing, Describing, and Pursuing What's Possible
by Paul B. Thornton

Historians spend their lives dissecting the past; leaders focus their energies on the future. They see, describe, and pursue new possibilities with great vigor. Leaders are confident there is always something higher to achieve, a new level of excellence to attain.

Overcoming a Bad Case of the "Yips"
by Mark Goulston

Instead of dealing with failure and frustration in self-defeating, self-destructive ways, take a tip from golf to become not just a winner, but a champion.

Where Are The Great Visions?
by Steven C. Coats

Just about everyone who writes, researches or lectures about leadership proclaims the importance of a compelling vision of the future. Most executives tend to agree. So then, why is it so infrequently done - at least very well?

How Rank-Based Management Kills Effective Communication and What to Do about It
by Jeffrey S. Nielsen

In our organizations, we are co-creators with one another of our future. It should be a future we accomplish, not through coercion and rank-based power, but through the subtle influence of persuasion and the power of peer thinking.

Seven Tips for Conscious-Enterprise Marketing
by Jamie S. Walters

Many entrepreneurs find themselves at odds with the traditional business planning and marketing approaches. And yet all organizations must market effectively to generate the revenues and awareness that serve the organization's mission and purpose.

Managing the Connected Organization
by Valdis E. Krebs

All individuals, communities, systems, and other business assets are massively interconnected in an evolving economic ecosystem. In such a connected system we can no longer focus on the performance of individual actors -- we must manage connected assets.

Examples of How Leaders of Leaders Differ from Leaders of Followers
by Herb Rubenstein

Being a leader is a good thing. Being a leader of leaders is a much better thing. This article gives you a glimpse of a path you can blaze to becoming a leader of leaders in your own lifetime, starting now and never giving up.

The Many Costs of Conflict
by Stewart Levine

What we think of as the usual way of resolving conflicts does not foster resolution! Unfortunately the operative premise that someone will win, and someone will lose produces all losers, no matter who thinks they won.

Five Tips for Being More Conscious at Work
by Jamie S. Walters

While most people are not fully asleep at work, neither are they fully awake and putting forth the full potential of their skills and talents. To what degree can each of us heighten our awareness of how our actions help to define the culture and business results?

Spirituality in the Workplace
by Martin Rutte

What is spirituality for you? Where is spirit or spirituality not showing up in your workplace? Where is it flourishing? In this questioning, in this exploration, notice the deepening of your own experience of spirituality at work.

The Power in a Gathering of Women
by Eileen McDargh

A landmark study turned five decades of stress research on its head with the revelation that a cascade of brain chemicals gives women a larger behavioral repertoire when confronted with stress.

Ten Key Questions Regarding Leaderless Organizations
by Jeffrey Nielsen

In The Myth of Leadership, I make the case for the end of leadership as we know it and for the creation of peer-based, leaderless organizations. Whenever I present the ideas in the book to groups of people, similar questions come up. Here are the ten most common questions with my responses.

Leadership – Electrifying a Team
by Navin V. Nagiah

If you want to obtain 100% commitment --- a never ending drive and passion for your mission ... you, as a leader should speak to the soul!

Beyond the Financials: What Leaders and Boards Should be Asking
by Julie Miller and Brian Bedford

Most leaders and board members are very willing to spend time on setting the strategy and ensuring that the organization's capabilities are in line; however, working on culture takes a much more personal investment.

What Leaders Do: A Checklist
by Herb Rubenstein
This list describes what leaders do in an organizational context. We hope that you find this checklist useful in rating leaders, in developing leaders and, most importantly, in becoming a more successful leader yourself, starting today.

Culture-Driven Diversity Requires a Passionate Commitment
by Brian E. Powers
By recognizing the value a diverse workforce can generate, organizations have opened up a vast array of knowledge they may not have leveraged previously. These companies will have the best chance of survival and success in an increasingly competitive global business climate.

Management and Grace
by Dr. Jeffrey D. Yergler

There is no management process that creates value in the human soul and psyche as effectively as the experience of authentic grace in the workplace. Grace has a sustaining power precisely because it speaks to the intrinsic worth of the person.

The CEO of the 21st Century
by Mark Goulston

What are the qualities and characteristics that help create successful leaders? Consider this four-point plan.

Thinking Outside the Gender Box
by Rebecca Shambaugh

The future will require leaders who can seamlessly engage all their strengths, whether they were once considered masculine or feminine.

Who Killed Your Business?
by Paul Sloane

Successful companies did not get where they are today by modest incremental steps but by combining efficiency with bold ventures into new arenas.

Leadership Dim Sum
by Rob Galford and Anne Seibold Drapeau

The Dim Sum series takes us to the issue of the clique, the challenges of being the "outsider" who's hired into a top spot, inheriting direct reports who may be less than supportive, and what happens when someone in the inner circle fails in a big way.

Leadership Mythology
by Gregory P. Smith

A myth is something that is false, but believed to be true. As in many things in life, there are several myths surrounding the concept and practice of leadership. By listing these leadership myths, it is my hope to dispel many of the false beliefs.

Values as Foundation - The Role of Values in Leadership and Organizations
by Harvey Kaufman

Too many organizations have adopted core values as a fad, rather than an integral ingredient in their success, both in their day-to-day operations and longer term strategy.

The Five People You Meet at Work
by Liz Weber

I just finished Mitch Albom's 'The Five People You Meet in Heaven.' It's an interesting quick read. And it left me, as I'm sure it does all readers, wondering who I'd meet if I were to have a similar post-life experience.

Leading Toward the Impossible: What People Believe Makes a Difference
by Steve Coats

More than ever, people are being asked to produce at a level that has never been done before, at least by them. As a leader, what do you do when attempting to lead a group toward something that seems unachievable?

Lessons in Leadership: What Not to do ... from a Canoe!
by Eileen McDargh

When it comes to fishing, my husband takes the lead. But his lack of leadership ability in a recent canoe trip on the Boundary Waters in Northern Minnesota offered wonderful lessons on how leaders can unknowingly screw up.

Business as a Means of Promoting Democracy
by Jeffrey S. Nielsen

I believe today business is where the most inspiring ideas for improving human life will be both explored and realized. I also believe that the best hope of building stronger democratic governments may be found in a new paradigm in organizational thinking that we could call, "peer thinking."

Thriving! A Strategy Beyond Survival - Learning to Grow Leaders, Again!
by Dan S. Woodward

Throughout the last three years, executives in many industries have been laser focused on contraction to survive. If 2004 is to become a year of recovery, senior leaders must lead by example and exercise muscles which may have atrophied.

Are You Thinking With Half a Brain?
by Pamela Ruebusch

Companies can often be too gripped by fear or too busy shifting with marketplace conditions to see the bigger picture. That's when decision making at the top can get clouded and driven strictly on the bottom line numbers and results.

Business Process Thinking and Flawless Execution
by Andrew R. Spanyi

What's needed to enable 'flawless execution' is a practical approach to the alignment of strategy with key organizational capabilities. That is where business process thinking can make a critical difference.

Wanted: A Dictionary-Perfect Leader
by Eileen McDargh

Explore with me how some of the multitude of definitions for the word "leader" actually serve as a performance standard for leadership.

Don't Oil the Squeaky Wheel
by Wolf Rinke

Corporate greed, toxic workplaces, employee distrust - these issues will continue to plague the workplace unless managers challenge the norm and change the ineffective practices they are comfortable with.

Beyond Manipulating and Motivating to Leading and Inspiring
by Jim Clemmer

Managers motivate. Leaders inspire. Managers try to understand how to motivate people. Leaders try to understand why people aren't feeling motivated. Managers try to add more drivers to increase mobilization and energy. Leaders try to identify, prioritize, and remove the biggest resistors.

Leadership Dim Sum - Meddling With Mediocrity and a Grudge From the Past
by Rob Galford and Anne Seibold Drapeau

What do you do about someone who's just simply not right for the job? What can you do about mediocrity at the top? Should you share your concerns? And how does one forge a working relationship without trust?

CEO Skills
by Joni Daniels
The real problem with the latest how-to do-it-right books, is that they are not you, and they do not run your company. The set of critical CEO skills depends on the stage of development, the culture, the goals and objectives, and the industry itself.

Being a Leader
by David F. Wilson
Each of the letters that comprise the word "leader" represents an important quality shared by those who significantly influence the attitude and behavior of others. They do reflect the principal characteristics of those who exercise legitimate influence over individuals.

Trust or Bust
by Ronnie Stronge

Extreme pressures have resulted in loyalties being severely tested. Corporate scandals across the world have destroyed confidence and amply illustrated that survival is not compulsory. The need to be trusted has never been more vital.

Creating an Individual Platform
by Herb Rubenstein
It has become clear that leaders of leaders must, for themselves, as individuals, create a platform upon which they build their own identity, their own operating principles and their own set of beliefs and rules to guide their lives.

The Platform Driven Organization
by Herb Rubenstein
"Leaders of leaders" have a different role. They develop a platform upon which the organization and the organization's "leaders" set the tone, ethic and direction of an organization.

Why Six Sigma Is Not Enough
by Stephanie Cirihal
Imagine the power unleashed of both the left and the right brain, of resolving the task and the relationship level of the problem, and finally capturing the value of the hard and soft issues.

The Answers are on the Office Wall
by Paul B. Thornton
The sayings and quotes business leaders post on their desk or office wall often represent a guiding principle they have followed to achieve success. Here are some of my favorites.

Storytelling - The Great Motivator of People
by Eileen McDargh
What truly moves us as human beings, what prompts us into action, is emotion. Imagination is the conduit of emotion and well-crafted storytelling carries the imagination.

How to Keep From Getting Blindsided by Your Organization’s Reality
by Pamela S. Harper

It happens every day in companies around the world. Executives introduce a new strategy or initiative that should work within a specified timeframe, only to watch their good plan turn bad amid a mix of unexpected challenges. When such a situation occurs, many leaders instinctively blame outside factors for the stalled strategy. What they fail to realize, however, is that in many instances overlooking or underestimating their own organization’s reality is what blindsides them and causes their plans to screech to a halt.

The Difference Between Leaders and "Leaders of Leaders"
by Herb Rubenstein
The skills, competencies, aptitudes, values, decision making approaches, strengths, daily roles and job descriptions are radically different for the two separate categories of "leaders" and "leaders of leaders."

Creating Agreements for Results: The 10 Essential Elements
by Stewart Levine

Every aspect of running an organization can be seen through the "lens of agreement." We collaborate by forming agreements. The agreements are either expressed (spoken or written) or implied (assumed.) The highest levels of productivity take place when the collaboration is so elegantly expressed that it expresses a meeting of both mind and heart.

The Heart of Leadership - Reflections on the Rituals of Wise Leaders
by Robin S. Sharma

Leadership is not about the prestige of your title but the quality of your character. Real leadership is not about position, it's about action. And great leaders spend their days helping those around them manifest their highest human potential while they work towards a vision that adds value to the world at large.

Managing by Agreement - The New "MBA"
by Stewart Levine

The failure to proactively develop competence in dealing with conflict is a form of mismanagement! Conversely, knowing how to develop effective working agreements is a fundamental competence for managing anything.

The Managing Stress Triangle
by Paul B. Thornton

"I'm stressed out. I'm so overwhelmed."
The job of a manager/leader is very demanding and stressful. Managers need a clear understanding of what creates stress and how to deal with it effectively.

Tapping into Your Own True, High-Integrity Power
by Jamie S. Walters
Who are you, really, and what is your true power? The answer is waiting for you to see it, and to listen to its guidance.

The Ten "Little Ways" of Great Leadership
by Jamie S. Walters
True leaders, whether in the Oval Office or ground-floor reception desk, have cultivated and demonstrated adeptness in the "little ways" of leadership that long outlast the flashier, often ego-serving celebrity urges. Just as most discerning people know when they’re being sold a bill of goods, most also know when they’re in the presence of a real leader, real excellence, real mastery.

Set Your Organization Free
by Stephanie Cirihal

Truth is not a novel concept. It is, unfortunately, a lost concept in many teams and organizations in corporate America. Why don't we share the truth in our organizations, and what are the consequences in not doing so?

Thoughts on Management
by Skip Corsini

Experience shows that most companies are better at the "what" than they are the "how." The "how" part is a challenge to describe and to sustain over time. It is more of an artistic exercise than one based in science and hard facts.

The Organizational Trust Equation
by Robert Galford and Anne Seibold Drapeau
The five A's vs one R and a conversation with the authors of The Trusted Leader.

Are You Living Your Myth, or Your Reality?
by Jeff Burrows

Does your work serve your life? It's a question that business leaders should be exploring every day --- not only for themselves, but for the employees of their organization. It's a question that forces business leaders to respect that employees have visions for their lives too.

The Art of Hosting
by Alexander Kjerulf
Many things happen when people gather for a purpose, and every gathering requires a host. The key is to become conscious of when hosting is required, and to develop the requisite skills.

Lateral Leadership: Ignite your Team's Potential
by Paul Sloane
Leaders must spend time looking for entirely new ways to do things. They should be starting bold, new initiatives. Above all, they must inspire and empower their people to take a creative approach to new opportunities.

Owners, Manage Thyself
by Andrew J. Birol
As the leader, owner and in most cases the actual service or product your firm sells, you are your business. So, what can you do to manage yourself to greater success?

Magnetic Service Requires Leaders With Character
by Chip R. Bell and Bilijack R. Bell
Customers today are bored with plain vanilla, meets-expectations service. They are loyal to service providers that provide remarkable service. Such sparkly service requires leaders with courage enough to take the road less traveled.

The Spirit of the Entrepreneurial Adventure: Four Simple Lessons
by Jeff Burrows
This article shares a practical guide to understand the breadth and range of the entrepreneurial adventure and offers four simple lessons of wisdom. The Four Lessons are a discipline for personal growth and learning.

Leadership Dim Sum, Part II: Surviving the Porcupine
by Rob Galford and Anne Seibold Drapeau
You have a new colleague – a fellow division head. A trusted colleague comes by and says “My condolences. I’d count the silverware after he leaves your office. Especially the knives."

How Intimate is Your Inner Circle?
by Rob Galford and Anne Seibold Drapeau

This article is the first installment in the Leadership Dim Sum series. In this series, we will describe a variety of scenarios involving the people at the top - the inner circle. We'll talk about some of the characters you'll find there and the messes they get into.

Sweating the Soft Stuff
by Stephanie Cirihal

The easy thing to do is to ignore that which is difficult to understand. I, however, am challenging leaders to look beyond the discomfort and ambiguity of the difficult to understand to the fulfilling and sustainable of the potential organizations they have.

Copy Cat or Born Leader
by John G. Agno
Which is the better method to develop leadership skills --- improve your innate signature talents or copy what others have developed and used successfully?

The Risk of Taking a Stand
by Steve Coats
Don't expect to win popularity contests in settings where the stakes are high, the circumstances are controversial, and the measures of success are months or years away. As a leader, you had better have your values and beliefs firmly in place, because you will need them in order to endure the certain hardships of standing by your convictions.

Re-engaging the Trust of Your Customers, Employees and Stockholders
by Julie Miller and Brian Bedford

Renewed trust and confidence from stockholders, customers and employees; what a huge competitive advantage in today's environment.

The Trusted Leader: Bringing Out the Best in Your People and Your Company
by Robert Galford and Anne Seibold Drapeau
As most managers intuitively understand, trust in organizations is critical. Companies that have it in their organizations flourish. Those that don't fall rapidly into disarray. The authors of The Trusted Leader share their principles of Trusted Leadership and how to rebuild trust that has been lost.

Related Topics: Creative Leadership I | III | The Leadership Imperative

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