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Do You Insure the Goose that Lays Golden Eggs; or, Do You Insure the Eggs?

October 7, 2012 By Soaring_Eagle_One

If you owned a goose that laid golden eggs and you could only buy one insurance policy, would you insure the goose or the eggs? Most people are likely to answer this question by stating that (obviously) they would insure the goose. So, let’s consider a variation on this question.

Have you thought lately about your most prized possessions; your most valuable assets? Do you know what they are? Most people are likely to answer this question by saying “yes” and then listing items such as houses, cars, boats, jewelry. These things are valuable and that’s why people buy homeowners insurance, car insurance, and boat insurance. However, let’s consider another asset that is, without a doubt, far more valuable than any of those things mentioned above … your ability to get out of bed each day and go to work and earn a living.

If you get sick or are hurt and incapable of working, how do you protect the paycheck upon which you and your family depend for food, shelter, water, electricity, and clothing? Prudence dictates that we cannot rely upon the good will and charity of others to care for our loved ones. That responsibility is ours and ours alone. Surely there must be a way to protect ourselves and our families from this potential calamity! Fortunately, there is! It’s called Disability Income Insurance (DI for short).

DI pays a percentage of your income while you are unable to work due to accident, injury, or illness. Generally speaking, that percentage is 60% to 70%. People often ask why it doesn’t replace 100%. After all, most people today rely on all 100% of their income to keep the bills paid and food on the table. The reason is really very simple. Consider a person we’ll call Mark.

Mark is one of those fortunate people who really enjoys his job. He wakes up each morning with a smile on his face and looks forward to the interaction with others that his job provides. That’s not to say that Mark doesn’t have hobbies and interests that he’d like to pursue. Oh no! There are days he’d love to go fishing if only he didn’t have to go to work.

Now, let’s suppose that Mark gets hurt one day. It’s bad enough that he can’t do his job; but, not so bad that he can’t go fishing. If Mark is collecting 100% of his income while he goes fishing, he has no real incentive to get better quickly. But, if he’s only receiving 70% of his normal pay, he has a great incentive to recover as quickly as possible.

Disability insurance can be a very real financial life saver and should be a part of everyone’s financial protection portfolio. In the days to come, we’ll take a look at key components that should be considered when purchasing Disability Income Insurance.

What’s The Difference Between a Leader and a Boss?

October 3, 2012 By Soaring_Eagle_One

A young man, 17 years old, sat before an Eagle Scout Board of Review and was asked to explain the difference between being a boss and being a leader. The young man thought for a few minutes and then responded,

“A boss is someone who can make you do something whether you want to do it or not. But, a leader is someone who inspires you to accomplish things you never thought you were capable of doing.”

This two sentence answer provides one of the key ingredients of great leadership; inspiration. Great leaders have the ability to inspire their followers to strive for the difficult … the unattainable. Great leaders empower their followers to not only strive to meet a challenge that others see as impossible to overcome, they do so in a manner that causes the followers to see themselves as being capable of reaching and even exceeding the goal. Here’s an example of leadership in action.

Several years ago, a Scoutmaster (we’ll call him Doug) approached the adult leaders in his troop with a problem. Doug had been appointed as the leader of a large group that would be traveling to a quadrennial jamboree where scouts from all over the nation would come together. His contingent was made up of over 250 boys and their adult leaders.

He explained that he was setting up a weekend campout that would be entirely devoted to team building exercises so that the boys could learn to work together and function effectively and efficiently in troops of 36 scouts and 4 adults. The entire event was scheduled, the campground reserved. Everything was ready EXCEPT that he had just learned that the dining hall would not be available and he had no way to feed the contingent. He wondered if his troop’s leadership team would be willing to set up a field kitchen and undertake responsibility for feeding the contingent.

Two members of the troop’s leadership team stepped forward and said, “We can do this!” They became the team leaders. They began to create a “To Do List” of things that had to be done and equipment/supplies that had to be obtained. Other individuals joined the team and began to offer suggestions, not saying why it could not be done, but rather citing difficulties that would be encountered and offering suggestions as to HOW those impediments could be overcome. In the end, this team, led by two individuals who believed that by working together the team could accomplish anything it set its mind to, rose to the challenge and fed 325 individuals for an entire weekend.

While bosses order others around taking sole credit for success and placing responsibility for failure at the feet of their followers alone, great leaders inspire their followers to accomplish what lesser men and women see as impossible tasks; unattainable goals. They provide that inspiration by showing that they believe in their followers; that they are willing to work as hard as (or harder than) their team members; by giving credit for the successes to their followers and taking sole responsibility for any shortcomings or failures to reach a goal.

Filed Under: Uncategorized

Which Decision Will You Make? The Right One or The Popular One?

September 9, 2012 By Soaring_Eagle_One

Michael was thrilled. He had just been promoted at work. He would assume his new responsibilities on Monday. His hard work had been recognized and rewarded. He’d receive a pay raise. Best of all, he didn’t have to move. His family could stay in the house they loved and the children could continue to go to school with their friends. What more could he ask for? It sounded perfect.

Michael went to work Monday morning expecting his friends and co-workers to welcome him with open arms, smiles, and hearty congratulations. Imagine his disappointment when his co-workers greeted him warily, murmuring terse hellos and going right to their assigned tasks. Michael realized that his co-workers no longer saw him as “one of the guys”; he was “one of them” … management.

Late that afternoon, Bernie, the guy he usually ate lunch with, approached Michael and explained that his mother-in-law had made a surprise visit and would there the remainder of the week. Bernie asked if he could take the rest of the week off since he liked his mother-in-law and rarely got to see her.

Michael’s first thought was that granting Bernie’s request would demonstrate that he was still “one of the guys”. His second thought was that Bernie was a key member of the team that had a project deadline on Friday and, if Bernie was gone, the deadline would not be met and the company’s reputation would be damaged, perhaps irreparably, with the client. Reluctantly, he told Bernie that the answer was no … the deadline could not be extended.

At the end of the day, Michael’s mentor, Jake, pulled him aside and asked how the first day had gone. Happy to have a sounding board, Michael shared the incident and asked Jake if he’d made the right call. Jake responded by telling him this story …

“Michael, the first time I was put into a leadership position was when I was elected to be Senior Patrol Leader of my Boy Scout troop. I realized very quickly that I would be asked to make important decisions that affected everyone else in the troop. And, I found out really fast that I could make the right decision; or, I could make the popular decision. What I finally figured out was that being popular didn’t necessarily make a decision the right decision. If I was going to make a decision, I had to make the right decision; the one that provided the greatest benefit to everyone.”

Great leaders follow Jake’s wise example. Popularity doesn’t necessarily make a decision the right decision. Great leaders weigh the options and choose the one that provides the greatest benefit to the team.

Filed Under: Dynamic Leadership, Lead from strength, Leadership, What characterizes good leaders

Help! I’m Retired and Can’t Afford to Run Out of Money!

September 2, 2012 By Soaring_Eagle_One

My friend Jack’s widow called me recently and told me that her brother had died. She still hasn’t finished settling her husband’s estate and now she’s responsible for settling her brother’s estate, too. While going through her brother’s papers, she found that she would be receiving a significant sum of money from the sale of his property.

“Help,” she said. I need to create an income that I can’t outlive. This is all the money I’ve ever have. I can’t take a chance that it will be gone before I am.”

I was happy to tell her that there is a way to create an income that will last as long as she does. It is called an annuity.

An annuity is a contract issued by an insurance company that can turn a lump sum of money into a monthly income. The person receiving the income is called the annuitant. The annuitant can receive this income for as long as he or she lives; or, by using an option known as “life income with period certain”, can receive an income for a specific number of years or for life; whichever is longer. Consider this example:

Mark and Martina recently retired after selling the business that they had owned for 30 years. They planned to travel and see all of the sites that they had dreamed of visiting over the years. Sadly, Mark suffered a massive heart attack and died.

Quite naturally, Martina feared that she might outlive the money that they had received from the sale of their business. To ensure that this could not happen, she purchased an annuity from the Shifting Sands of Daytona Insurance Company. However, she also wanted to make certain that, if she died in the near future, the money that was left from the sale of the business would go to her daughter.

Her insurance agent recommended that she create a lifetime income guaranteed for a minimum of 10 years. The annuity would pay her a monthly income of $1,500. If she died at the end of the second year of payments, the contract would pay her daughter the remaining eight years (96 months) of payments; $1,500 per month. On the other hand, if Martina lives another 20 years, the annuity will pay her $1,500 per month for as long as she lives. Martina cannot outlive the monthly income; but, the income could outlive her for the benefit of her daughter.

Clearly, annuities are not the perfect answer for every situation. But, if Jack’s widow is concerned that she might outlive the money she receives from her brother’s estate, an annuity might be the answer to her concerns.

Filed Under: Financial Planning, Investing, Making Money Last, Money Management, Pension Planning, Pension Planning, Personal Finances, Retirement Income, Retirement Planning Tagged With: finance, getting the most for you money, money management, money safety, personal finances

VISION IS VALUABLE … BUT THE ABILITY TO MOTIVATE OTHERS TO WANT TO TURN THE VISION INTO REALITY IS PRICELESS

August 20, 2012 By Soaring_Eagle_One

At a recent retreat, Board Members found signs on the walls … signs extolling the virtues of their organization; signs with motivational slogans; signs with parables. One sign stood out from all the rest. It simply said,

A Good Leader Creates A Shared Vision

One of the dictionary’s definitions of vision is the act or power of anticipating that which will or may come to be and it is this meaning that the sign was referencing. A good leader creates a vision of what a business or the world will look like in the future if specific actions are taken today. A good leader is able to describe this future in a way that enables others to see it as well. This is what a good leader does.

A great leader, on the other hand, takes it a step or two farther. Great leaders create a vision and lead their followers into it; first in the mind and then in reality.

Great leaders communicate their vision in terms that empower their followers to believe that it can become a reality. They describe their vision in terms that enable their followers to see it; to smell it; to taste it; to feel it. They use words that appeal to the senses of the listener. Most importantly, great leaders communicate that vision so clearly that their followers can see themselves in that vision and know how great it will be when they turn the dream into a reality. To illustrate, consider two individuals who qualified for the same incentive trip awarded to top sales people by the company that they worked for. Both were asked by a colleague to describe a part of the trip and why they had both been willing to work so hard to win the trip. Ironically, they both talked about the same part of the trip when they answered the question.

David’s answer: “It was really great. We went to this winery where they make champagne. They gave each of us a glass of champagne. We drank it out on the patio.”

Louie’s answer: “We took the most awesome trip to a wine cellar where they make champagne. After touring the winery and seeing how champagne is made, they gave each of us glasses of champagne and invited us to go out on their patio for champagne with sour dough bread and cheese. It was amazing! Here we are, sitting on this terra cotta patio with this huge fountain in the middle of it under a sky that was so blue and so bright that it hurt your eyes to look up at it. When you looked across the patio, there were these little white cotton ball puffs of cloud floating over the hills. When I closed my eyes, I could hear the breeze rustling the leaves in these huge eucalyptus trees and the water drops tinkling in the fountain. When I took a bite of the bread, it had this really sharp bite to it from the sour dough. Then, I put a piece of cheese in my mouth and it was so smooth it just melted in my mouth. Finally, I took a sip of the champagne and felt the bubbles dancing across my tongue. In that moment, I thought, ‘this is living … this is why I worked so hard … so I could savor this moment!”

As the people standing nearby listened to Louie’s description of that afternoon, they could see the sky; taste the bite of the sour dough and the melting cheese; feel the champagne bubbles dancing in their mouths. Most importantly, they could see themselves qualifying for the next incentive trip and enjoying a similar moment.

Like Louie, great leaders communicate their vision so that others see it and see themselves being a part of it. Great leaders inspire their followers to pursue the vision and build it as a reality.

As you share your vision with your followers, choose your words with care and make certain that you draw your listeners into the vision and help them not only see it, but help them feel the pride of success that comes from turning that dream into reality and being a part of the team that made it so.

Filed Under: Dynamic Leadership, Lead from strength, Leadership, What characterizes good leaders Tagged With: dynamic leadership, lead from strength, Leadership, management

Do You See a Threat or an Opportunity to Build a Legacy?

August 10, 2012 By Soaring_Eagle_One

Imagine you’ve recently hired a new employee who is smart, has talent, is driven to succeed and wants to grow professionally. In fact, when asked where this person sees himself or herself in five years, the answer is “doing your job”. How do you react? Is this an opportunity or a threat? Truly great leaders see opportunity!

One of the greatest leaders I ever had the privilege of following had a phrase … “first rate people hire first rate people … second rate people hire third rate people.” He knew that great leaders look for the very best people, seeing them not as a threat to their own security, but rather as an opportunity to build a legacy. To build this legacy, he followed these steps …

• Look for talent – each person has a variety of talents, tools that they can use to attain a desired outcome. This great leader looked at the tools that the person had. These needed to be tools the person actually had, not the ones that the leader wished the person had.

• Assess drive and determination – talent without the drive and determination to put those talents to work is useless. Desire makes all the difference in the world when the going gets tough. This great leader looked for individuals who had reasons for pursuing a goal; reasons that drove them to put forth the effort needed to overcome whatever obstacle might stand in their way.

• Determine willingness to work – when a person has enough reasons for wanting to attain the goal, they will have the willingness to work. This great leader recognized that the reasons must be important to the follower, not important to the leader. For this reason, he asked about the person’s motivators and then listened to the answers and listened for the passion that would help the person summon the willingness to work for the goal. When the going got tough, because he had truly listened, this leader was able to help the follower remember the reasons why reaching the goal was important enough to keep working for.

• Identify strengths – just as everyone brings talents to the table, they have things that they are really good at. These strengths form the foundation upon which all endeavors should be built. This great leader knew that people will happily do what they do well. So, he never attempted to force the “square peg into the round hole”. He encouraged his followers to do what they were good at … early and often!

• Find areas for growth – while every individual has strengths, things that they are good at, each person also has areas in which they can grow and improve. This great leader was able and willing to help people recognize skills that needed cultivation and did so in ways that never made the individual feel inadequate. Rather, he helped them recognize how good they were and how much better they could be by taking the time to cultivate a skill and master it.

• Build on strengths and provide tools for growth – this was the final phase. Having identified both the strengths and the opportunities for professional growth, he made certain that the person had the necessary tools; training, education, mentoring, or any other tool needed to facilitate that person’s growth and success.

As you look back, can you identify the people you helped along the way? As you look forward, can you foresee the number of people who will attribute their success to the help they received from you? While only you know the answer to the first question, you hold in your hands the opportunity to answer the second by the actions you take today and in the days, months, and years to come. If you wish to be known today and remembered in the future as a truly great leader, you must measure your personal success against a very special standard; the people that you help to grow and achieve their goals.

Filed Under: Building a Legacy, Dynamic Leadership, Lead from strength, Leadership, What characterizes good leaders

COULD DAILY REVIEWS BE YOUR SECRET WEAPON TO FINANCIAL SUCCESS?

August 5, 2012 By Soaring_Eagle_One

I met with “Susan” this week and asked if we could review the record she was keeping of what she spent her money on; her expense log. She pulled a notebook out of her purse with some apprehension and quietly told me that it was “pretty embarrassing.”

Susan went on to tell me that she had been afraid to keep this record; that she feared it would make her look like a bad person because of what it revealed about her decision making.

She continued, “This morning, I reviewed my notes and they confirmed my worst fears. I made a lot of really bad decisions.”

This is a very common reaction when people first begin keeping records of their spending and taking responsibility for how they manage their money. They feel like the record they keep is full of bad news. It was fun to tell her that the record is actually full of GOOD NEWS.

“Susan, your expense log may feel like bad news, but it’s really full of good news; and, here it is.

• “First, you took a really big step in choosing to keep this record. It took real courage and commitment. It’s very important that you give yourself credit for taking this big step.

• “Second, each of us has a personal board of directors in our minds. Think of your board as those little voices that are always whispering “good choice”, “smart move”, or “ooo, you could have done better”. This board is always looking at what we’ve done in the past and what we can do in the future with the goal of helping us do our best. When you reviewed your expense log this morning, your personal board of directors expressed its disappointment in some of your spending choices. As the CEO (Chief Excellence Officer) of yourself, you agreed with your board of directors and said, “yes, I could have done better”. The GREAT NEWS is that you took a responsible step and decided that you wanted to make changes in your future spending decisions.

• Third, the even GREATER NEWS is that your get to make your own plan for making those changes!”

By now, Susan was smiling as she realized that her fear of confronting what she thought was a real weakness had turned out to be a winning move as she took a big step toward financial independence.

Want the secret weapon that Susan used in this real life story? Here’s what you can do …

1. Identify three areas where you do not like the choices you have made about how you’ve spent your money.

2. Set a goal of what you want future decisions to look like.

3. Write down how you want to reach that goal.

4. Promise yourself that you will make the changes that will enable you to reach this goal; and, continue to write down your expenses so that you can measure your progress. (Bonus … if you just sighed and thought that this is too much work, take a second and write down just 1 thing you spent money on today. Just one. How long did that take? Don’t let your emotions fool you into overestimating how much time this will actually take.)

5. Set a date when you will review this record and decide if you have reached your goal.

Susan left our meeting with renewed confidence that she could control her money rather than have her money control her.

Ironically, the effectiveness of this process is not confined to personal finances. It can be applied to all aspects of life. Our internal board of directors is always conducting an on-going performance review … looking at our goals (or lack of goals), the plans we’ve created for reaching those goals, the progress we’ve made toward the attainment of the goals, and rendering a judgment every day; exceeds expectations, satisfactory, or unsatisfactory. When we receive the board’s daily verdict, we choose how to respond.

• We accept the accolades for a job well done and vow to keep up the good work;

• We take credit for the accomplishments and responsibility for the shortcomings and make a plan for improving performance where it is needed; or,

Well, the third choice is giving up; but, that is not an acceptable choice. The board of directors is not an external body that we can choose to ignore. Rather, it is a living, breathing, part of who we are and it will always be whispering in our ear. It cannot be disregarded.

Has your board of directors conducted today’s review? If it has, you know what you want to work on. If not, there is still time to make today’s review a favorable one.

Filed Under: Financial Coaching, Financial Planning, Goal Setting, Money Management, Personal Finances Tagged With: budget, cash flow, finance, getting the most for you money, money management, personal finances

So, You Want to Have Your Retirement Cake and Eat It, Too!

July 18, 2012 By Soaring_Eagle_One

Last month, we saw how Jack’s wife faced an uncertain economic future following his death because of the retirement income choices he had made with the expectation that he would outlive her. Unfortunately, Jack’s plans did not work out as he expected.

We also saw that his employer had provided options that could have allowed his widow to have an income if she outlived him; but, these choices would have caused them to have a significantly lower monthly retirement income. What Jack really wanted was a plan that would allow him to have his cake (the maximum monthly retirement income) and eat it (the maximum retirement income for his widow), too.

Knowing Jack, had he been told that such a plan existed, he would probably have responded that when it sounds too good to be true, it isn’t true. What Jack did not know was that such a plan does exist and it is not too good to be true. The plan is often referred to as “Pension Maximization”.

Let’s assume that Jack’s options are as follows:

• Life Income – this option pays the highest monthly income at his retirement; BUT, that income ends when he dies. We will assume that this option provided an income of $1,000 per month.

• 75% Partial Benefit – Jack will receive a monthly pension of $750 per month. At his death, his wife would continue to receive a monthly check in the amount of $250.

• 50% Partial Benefit – Jack will receive a monthly retirement income of $500. At his death, his wife would continue to receive the same $500 per month.

Pension Maximization allows Jack to choose the Life Income option with a contractual guarantee that his wife will receive a lump sum of money that can be used to create a monthly income. How can Jack do this? He can do this through the miracle of life insurance. Here’s how it works …

Jack will purchase a life insurance policy with a death benefit that, when invested conservatively, will generate a $1,000 per month income for his wife. To determine the required death benefit, Jack will divide the annual income goal ($12,000) by the interest rate that can be obtained on a conservative investment (for simplicity, we will assume a 5% interest rate). Expressed as an equation, it looks like this …

12,000 / .05 = 240,000

This equation tells us that Jack will need to purchase a $240,000 life insurance policy. At his death, his wife takes the lump sum of money and places it into an investment that yields 5% interest. This will then give her the same monthly income that they enjoyed while Jack was alive; and, if she never invades the principle, will provide a legacy that she can pass on to their children when she dies.

The key to Pension Maximization is to plan ahead. The younger a person is when they start this plan, the less the life insurance costs. To demonstrate the difference that starting early can make, I checked with an A+ (Superior) rated life insurance company and found that if Jack, a non-smoker in good health, had purchased a $240,000 whole life policy at age 45, his monthly premium would have been $325.015. Had he waited to purchase the policy until age 65 and assuming that he was still in excellent health, he’d have paid $780.42 each month. Clearly, planning ahead offers tremendous advantages.

Filed Under: Financial Coaching, Financial Planning, Making Money Last, Money Management, Pension Maximization, Pension Maximization, Pension Planning, Pension Planning, Personal Finances, Retirement Income, Retirement Planning

How Much Better Would Your Team Be If They Really Trusted You?

June 25, 2012 By Soaring_Eagle_One

How would you like to work for a leader that is long on promises and short on delivery? If you’ve already worked for this type of leader, how long did it take for you to lose faith and stop trusting this leader? Probably not very long at all! When a leader can’t be trusted, all kinds of problems are bound to arise.

My friend “Judy” has worked for the same company for the past five years. When she first started there, the owner of the company made all kinds of promises; “when this happens, you’ll get that reward; when this contract is signed, you’ll get that bonus”.

Unfortunately, when the contract was signed, the bonus never got paid. When the expected result was obtained, the reward was never given. When Judy asked what happened to carrot that had been dangled out in front of her, the answer was always the same…”things change, we can’t always get what we want”. At first, Judy thought she was doing something wrong or, perhaps, just did not understand what she thought had been promised. However, she soon learned from co-workers that the same thing was happening to them. It was the owner’s modus operandi. Needless to say, Judy and her co-workers no longer trust the owner and greet promised rewards with an attitude of “OK, whatever!”

Leaders who want their followers to stick with them through thick and thin know that their word must be their bond; that they must not make promises that they cannot or will not keep. Leaders who are trusted know that trust must be earned on a daily basis and that one broken promise destroy the trust that was earned over months or years.

A smart man once said that there were two ways to lead; from personal power and from position power

• Position power comes from the title on the door, “boss”. A boss can force people to do things regardless whether the followers have faith in him or her; or not.

• Personal power is earned. It comes from the faith that followers have in the leader; faith that promises made will be promises kept; faith that good work will be recognized and that credit will be given where it is due. Personal power is a sign that your followers respect and believe in you.

As a leader, if you say what you mean and mean what you say; if you keep your word, you will earn the trust of your followers. You will be well on your way to becoming the leader that attracts and retains the very best followers and teammates in the world.

Filed Under: Dynamic Leadership, How personality type impacts leadership, Lead from strength, Leadership, What characterizes good leaders

What Did You Learn From the Worst Leader You Ever Followed?

June 4, 2012 By Soaring_Eagle_One

At one time or another, many of us have had that rare opportunity to follow a leader who personified the definition of leadership; someone who we would follow to the ends of the earth and beyond. That individual had some trait, some characteristic, that sparked your passions and devotion to a cause and you were willing to do whatever it took to further the cause. It’s easy to learn from leaders or this sort. We recognize what they did that inspired us and resolve to do the same things to inspire others.

Unfortunately, each of us has also had that all too common experience of being lead by someone who did it all wrong; who failed to inspire; who, as one person put it, “couldn’t lead a bunch of kids into a candy store”. It’s easy to adopt the initial reaction of “I don’t want to learn any of this person’s leadership skills”. But, let’s think about that reaction for a moment and see if a different perspective helps us learn something positive.

What was it about the poor leader that “turned off” our willingness to follow? Can we learn from this experience to determine behaviors that we don’t want to display when leading others? To illustrate, let me give an example of two leaders I’ve had in my life at different times. To protect their privacy, I’ll simply refer to them as “Leader #1” and Leader #2.

Leader #1, when you asked if he would talk with you about something, would immediately set aside what he was working on, literally clearing his desk so that he could give you his undivided attention. He’d instruct the receptionist to hold his calls. While his door might still be open, anyone coming to that door would be waved away; a gesture understood by everyone in the office to mean “this person and I are talking; please don’t interrupt”. Leader #1 spent time with you until you indicated that the conversation could be ended.

Leader #2, on the other hand, would invite you into his office when you asked for time; usher you to his conference table; and, take his cell phone from his pocket and sit it on the table where he could look at it simply by glancing down. When his cell phone rang, he’d think nothing of answering it while you were talking. If he received a text message, he’d read it and frequently respond to it while you were talking. If the receptionist announced a call, he would often walk over to his desk and pick up his telephone to take the call … while you were talking.

Which leader made you feel important? Which leader demonstrated that he was there to help you? Which leader would you rather follow?

The answer to that third and last question tells you what kind of leader you want to be. While Leader #2 was a poor leader, he taught you something about how to lead by showing you how not to lead.

Filed Under: Dynamic Leadership, Lead from strength, Leadership, Uncategorized, What characterizes good leaders Tagged With: dynamic leadership, lead from strength, Leadership, management