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Challenging Leadership Thinking … To Enable Strategic Improvement

Unlearning and Relearning for Change

December 2, 2016

Dr. Scott Yorkovich

Maintaining the status quo almost always leads to failure in an organization. Future success requires change. Change requires new patterns of thinking and acting. New patterns of thinking and acting require unlearning. What does it mean to “unlearn” patterns of thought? What does it mean to “unlearn” patterns of behavior?

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Be There (Repost)

November 30, 2016

Dr. Robert Gerwig

Be There

[Be There by Dr. Robert Gerwig

“Since my phone still ain’t ringing, I assume it still ain’t you.” … Do you remember that line? If so, you might be a fan of Randy Travis or country music in general. Of course it’s an “oldie” – released in 1989. Is It Still Over, co-written by Ken Bell and Larry Henley and recorded by Randy Travis, became a #1 hit song on the US country charts.

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Diagnosing Lack of Mental Focus

November 28, 2016

Dr. Scott Yorkovich

“Focus! I need to focus!” I’m sure you’ve said that to yourself on more than one occasion—whether silently, muttered, or in a frantic yell. I know I have. While driving one of my sons back to college after the Thanksgiving holiday, I asked him, “Alex, how can I pray for you over the next few weeks leading into finals.” With little hesitation, he said “Focus.” I instantly knew what he was talking about.

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Leaders Look for the Silver Lining

November 23, 2016

Dr. Robert Gerwig

Are you familiar with the term “silver lining” as in “every cloud has a silver lining?” It’s a metaphor for hope or optimism. Great leaders are skilled in finding the silver lining. They know how to look for it, where to look for it and when to look for it. Do you?

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Breaking Through Apathy and Skepticism

November 18, 2016

Dr. Scott Yorkovich

Eyes roll. Posture slouches. Arms cross. That’s the reaction I saw in a follower when a leader sat down to explain the company’s new performance management system. The leader did a very good job casting vision, expressing interest in the development of the follower, and showing commitment to the organization’s vision and goals. The follower’s reaction was telling. It said volumes, but not about the follower or the leader. It said a lot about the organization.

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