Oh for the memory of youth; not memories, but the ability to remember what I’m doing.

Last July I started looking for a new tagline. Even though I’m stuck committed to the blog’s name I want something that reflects my take on leadership as opposed to the generally accepted view.

Like any blogger I asked my then readers what they thought, received some interesting suggestions and promptly forgot about it.

The subject recently came up again, so I looked up the post and here are what I think are the best from those suggestions.

Eric Eggertson, who used to write CommonSensePR, gave me a number of suggestions, among them Seize the future and Inspire and achieve;

I came up with Seize the initiative;

Luke suggested Miki Tells You How It Is;

Phil Gerbyshak took Luke’s idea and came up with No Spin, Just Straight Talk.

Darth Sidious suggested The Drive to thrive and also said my writings have enhanced he and his friends’ Sith philosophy! Hmm, I wonder if George Lucas is aware of that.

Back to the tag line.

What do you think? Do you like one of these or do you have a better idea that reflects the tone and philosophy of my Leadership Turn?

Leave a comment to with a new tagline or vote for one already suggested by October 1 and win a copy of The Three Laws Of Performance. If I end up using one of the above tags I’ll use Ramdom.org to decide the winner.

Enter as many times as you like; previous suggestions are automatically entered.

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Post from: Leadership Turn

Phil Gerbyshak sent me a link to an interesting post by his friend Roy Atkinson. Roy talks about speedership—the need to act quickly in today’s world. Roy sees it as a requirement for a positional leader, which it is, but I see it as an attitude that everybody needs these days.

Click over to the slideshow at Business Week and learn what experts are saying about how leadership has changed.

Next, in case you hadn’t heard, one of the newest social media trends are Facebook suicides, as in killing your profile. Click the link and see why people are choosing to kill their profile.

Finally, something for you to think about. What happens when doctors start treating medicine as a business? What does it mean for the future of medicine, not healthcare, in this country?

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Post from: Leadership Turn

If you ask most people who they work for they’ll name a company, but if you ask them why they love or hate it, stay or leave they’ll usually mention a manager, the people or the culture, which is a projection of the manager and the people.

People quitting is expensive and bad for team morale, but, as Phil pointed out, they can quit and not leave, which, from a management perspective, is the worst thing that can happen.

Think about it, who do you manage? And How?

Adequate managers manage employees.

Good managers manage people.

Great managers manage persons.

Yes, persons. Individuals, because you can’t manage (or lead) everyone the same way.

The same words often mean something different to different people, so you need to say what’s necessary in whatever words will ensure that each individual hears and understands your message.

I’m not saying that it’s easy, but you aren’t paid for easy—you’re paid for results.

And knowing how to manage persons is the best way to ensure that your people won’t quit.

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Post from: Leadership Turn

I find the topics relevant, but there are a multitude of similar topics every day, so what sets the ones I choose apart? Synergistic MAP and the writing.

I admit that I’m a writing snob. Quantity doesn’t equal quality; reading through dense prose bores me, so the ones I like are clearly and concisely written. This doesn’t mean other don’t have merit, it just means that they don’t do it for me.

The point being that you need to find sources that resonate and work for you, not for whoever recommends it.

That said, here are my four favorites.

Jim Stroup is responsible for Managing Leadership. Jim is who you read when you want to stimulate your brain and dig into the philosophical, strategic and tactical ramifications of business and politics. He’s also one of the most charismatic, brilliant writers I’ve found.

Steve Roesler writes All Things Workplace. Steve draws his topics from the situations he deals with every day in his work. His advice is practical, down-to-earth, common sense-based and, most importantly, immediately useable.

Phil Gerbyshak over at Slacker Manager is the guy for whom everyone wants to work. He provides great input, especially for less experienced managers—although I know a lot of executives who could benefit by following it.

Mark Jabo at Biz Levity fills my laugh bucket and helps me keep my perspective. His posts are my way of remembering that in the great scheme of things none of this really matters—except to the archeologists when they dig though our digital trash.

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Post from: Leadership Turn

This is a summing up in a series discussing whether Warren Bennis’ 13 differences between leaders and managers still holds in light of today’s modern workforce.

In a comment on the prequel to this series Phil Gerbyshak said, “I agree wholeheartedly that great managers have BOTH qualities…though I know plenty of average managers who don’t have either. I’d like it required that managers have at least one half of Bennis’ qualities in order to lead a team. Is that too much to strive for?”

On day one Nii said, “Regarding the differences between a manager and a leader, I believe that the gap is closing between the two. In today’s global and technologically advanced world, managers still need to have the leadership qualities to succeed. They need to be able to take risks, inspire, innovate and challenge conventional thinking. Otherwise, they will be history.”

Day four Fred commented, “I believe to be a successful manager in today’s new work environment managers must posses the skills to be effective leaders and coaches in team oriented “open door” environments. Young employees entering the work force from High School or College do not possess the same work ethics of baby boomer’s. If managers attempt to train this new work force using the same tactics as we did in the past retention will suffer greatly. It is truly a kinder and gentler world we live in.”

I’m in passionate agreement with the consensus that managers need to marshal many so-called leadership skills if they plan to succeed today.

In a world where multiple job changes are both easy and acceptable the currency that buys loyalty isn’t money, rather it’s achieved by creating an environment that stimulates and satisfies each individual’s needs.

Finally, in a sister post over at Slacker Manager Nick McCormick says, “Too much is made of the difference between managers and leaders. I think we do it to make ourselves seem more important. “I’m a leader, not a lowly manager!”"

Amen, Nick. While management is what you do, leadership is the way you think. Great management is composed of equal parts leadership and accountability. True leaders are proclaimed as such by those around them, not by themselves.

The best way to find success is to work constantly at incorporating as many to Bennis’ 26 traits as possible into your skillset and your MAP (mindset, attitude, philosophy™) and stop worrying about what you’re called.

What are your thoughts?

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Post from: Leadership Turn