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Tap into the Creativity, Imagination, and Skills of Your Team Members - In a world of constant change, organizations are struggling to meet the challenges of the new competitive, landscape. To succeed in the future, organizations and leaders must grow and change at least as fast as the world around them changes. The most important change for leaders is their view and understanding of the role of people. This means that the people – along with the information, knowledge, and skills they possess – are the most important resource in any organization. To ignite passion, trust, commitment, and loyalty, highly effective leaders base their leadership on a foundation of four cornerstone values: purpose, integrity, service, and stewardship. Most failings of leadership are a direct result of a leader’s lack of clear and consistent values. Read about these four cornerstone values on pages 1-2.
Letter from LMI President - Believe in Yourself and Your Abilities. Your self-image controls how you use time. You act like the kind of person you think you are. When you are no longer chained to self-defeating attitudes from the past or fears about what other people might think, you can experience the exhilarating challenge that makes every hour productive and success possible. Read more on page 3. "We're Doing Okay!" If you listen closely you will hear a lot of this type of rhetoric today. It seems that “okay” has been given a passing grade by many business leaders. In reality when an organization begins to plan for no change it is the beginning of decline. It is a natural human instinct to seek a comfort zone of no change, especially in a slow economy. We all instinctively seek security when threatened. However, effective leaders are responsible for recognizing this mindset as a significant danger to be avoided. Effective leaders always plan to win; they never plan not to lose! Read about the two choices for leaders in planning for the future on page 3.
Organizational Leadership - Understanding the Need for Clear Vision. A vision is simply a picture of a desired future. In other words, a vision is a vivid description of where you want to see the organization at some point in the future. One of the primary characteristics of all high-performance teams and organizations is a clear and shared commitment to a specific objective or vision for the future. Great leaders are totally focused on their vision. They think of it by day and dream of it by night. Continually focusing on the vision induces action. Both organizational leaders and team members need to understand and internalize the vision of the company. What separates effective leaders from mediocre leaders, or from no leadership at all, is a clearly defined vision and sharing that vision with members of the organization. Read why competing successfully in the 21st century starts with a clear, exciting, and inspiring vision on page 4.
Supervisory Management - Reaping the Rewards of Leadership. Your personal commitment to development of the highest possible level of leadership expertise involves commitment to an arduous plan of work. Personal growth always requires effort. Developing leadership ability is no exception. Everything worth having – including leadership effectiveness –carries a price. But every worthwhile goal also produces rewards, and effective leadership is especially rich in benefits: Your success as a leader gives you the respect and trust of people; development of your leadership ability enables you to achieve your personal goals. Read more about the benefits of successful leadership on page 5.
Staff Development - Trust: The Cornerstone of Teamwork. Trust is an indispensable force in any relationship, and it is a powerful bond that team members can form to help them reach their team goal. Trust is the convergence of three separate beliefs: •First is the belief that your team members are competent and that they have expertise in the areas you trust them in. •Secondly is the belief that others are concerned, that they care for you and have your best interest at heart. •Third is the belief in others commitment – that they will do what they say and follow through on their commitments. Creating increased trust within your team expands into every other area of your organization. Customers come to believe that your organization keeps its promises and genuinely cares about their needs. Expanding business is the ultimate result and your organization enjoys increased profits. Read about other benefits to your organization of increasing trust on page 7.
Personal Leadership - Taking the First Steps for Change . More than 2,500 years ago, the Greek philosopher, Heraclitus, said, “Change is the only constant.” The world we now live in has certainly proved him right. Change just may be the most powerful influence in the business world today. Whether we like it or not, we work in a world of continuous change. Today’s workplace has been described as “permanent white water.” There is only one solution: If we are to successfully lead team members and our company to success, we must become masters of change and innovation. The first task in leading change is to help team members overcome their underlying fear of change. Read about the four basic processes can help you overcome the fear of change on page 6.
Strategic Development - Bridging the Gap between Potential and Performance. Leadership Management Institute has been bridging the gap between potential and performance by helping organizations and individuals evaluate their strengths and opportunities through implementation of the unique and proven LMI Process. The LMI Process • Develops leaders who, in turn, empower their people to use their untapped talents and abilities. • Identifies key areas the organization should focus on in order to reach the next level of success. • Gives direction to an effective solution and delivers measurable results. • Practices a 93 percent effective leadership model. The LMI Process is designed around a Strategic Development model with four vital components: • Awareness, • Planning, • Development and • Results Management.
Accept the Challenge of Becoming an Effective Motivational Leader - Positions of leadership, no matter how unique, have one important common denominator: They all must depend upon the fundamental need to work with and through other people. Leadership is really about developing and maintaining productive personal relationships to facilitate the achievement of results. Leaders rise and fall on their ability to achieve positive results in coordination with the activities of others. For you to achieve maximum results through others, you must be willing to take on five responsibilities. Read about values, team building, change and innovation and the other responsibilities on pages 1-2.
Strategic Development - Bridging the Gap between Potential and Performance. There are probably hundreds of reasons why senior leadership-driven strategic planning fails. Many times leaders fall into the trap of treating strategy as an event - a necessary evil that requires the team to go off-site once a year and spend days creating a binder filled with disconnected documents that ultimately sits on a shelf. Also, leaders under-estimate how important effective leadership is in executing strategy. Read about how the unique Strategic Development process integrates strategic management, operational planning, leadership development, and results management on page 8.
Staff Development - Crossing the Barriers to Understanding. For communication to be successful, it is essential that there be mutual understanding between the sender and the receiver. The vital link for mutual understanding to take place is listening. Listening, unlike hearing, fosters mutual understanding, which is the primary goal of communication. Mutual understanding often facilitates some change – in attitude or action, or in both. When the communication process includes listening to understand, change may be as likely to occur in the attitudes or actions of the initiator as it is to occur in the intended receiver of the message. Both individuals become senders and receivers of messages. That is what communication is all about – taking 100 percent responsibility for being a sender and receiver. Read about successful listening and the four different levels of communication on page 7.
Personal Leadership - Personal Leadership: Basis for Success. Our personal and business lives continue to become busier and more complex. And at times, the core of who we are is challenged. This core is our values - the basis of personal leadership. Most people are typically struggling between what they want to do and what they are actually doing. We are normally driven away from what is important to us, our values, by others’ values. Success in life happens when actions and values are aligned. Do you have a process of continually discovering and keeping your values is check? Read more about values on page 6.
Supervisory Management - Handling Challenges Productively. Problems arise in all areas of life. Some can be prevented and some cannot. But through wise observation and planning, you can deal with problems and minimize their effects on your business and personal well-being. How you approach the solution of problems is best decided before they arise. When you anticipate possible obstacles that could arise and plan solutions for them in advance, you are never paralyzed by surprise; you know exactly what to do. To handle difficulties, challenges, or problems, follow the six general guidelines on page 5.
Organizational Leadership - Building an Effective and Productive Team. Some leaders have had success in building a smooth-functioning team environment, while others have found it challenging. What marks the difference between those teams that are successful and those who are not? Even company leadership, managers, and employees whose attitudes are favorable for the success of a team environment are sometimes at a loss to pinpoint the specific behaviors that support effective teamwork. Read about a five step process for building a successful team in your organization on page 4.
Letter from LMI President - Act with Courage. When you set an example of courage to envision the future, commit to an exciting purpose, set worthwhile goals, and take action to achieve those goals, you inspire people to adopt the same courageous attitude. Read more about courage on page 3. Leadership and Crisis. We are being overwhelmed with negative news. However, during times of crisis a leader's greatest enemy is fear. The effective leader knows that there is only one productive option in responding to crisis… Positive Actions! You have to consistently fight your normal responses to fear because effective leadership demands positive, productive, and effective actions. Read more on page 3.
The Need for People who Perform - A common plea from all organizations is "How do we select and keep top people, people who really perform?" The question is most frequently in reference to two critical positions: managers and leaders, and commission sales people. These positions have the most impact on the overall success or failure of an organization. Effective leadership is a rare find, and has a direct bearing in selecting and developing the other top position - the commission salesperson. Read more about commission salespeople, why they fail, how to select them, and how to manage and lead them to maximize your investment in this critical asset on pages 1-2.
Letter from LMI President - It's the Law of Physics. Courage is the fuel that supplies the extra surge of energy needed to initiate change. Once you begin, momentum keeps you moving and you enjoy even greater self-confidence and courage. Read more on page 3. Personal Leadership. The topic of leadership is everywhere. With all this attention focused on leadership, one would assume that the issue of leadership has been well addressed. Though in careful review, what is missing is the significant issue of personal leadership as the foundation to formal leadership. One must be able to lead and manage one’s self before he or she can be expected to lead and manage others. Read more on page 3.
Organizational Leadership - Foundations for Successful Communication. Skillful communication serves the purpose of effective, motivational leadership – to achieve results through the activities of people. The members of your team share with you a unique relationship based on a set of common goals for the organization. Effective communication binds all the members of this complex relationship together and enables you both as individuals and as a team to achieve organizational goals. As a leader, you enjoy the keen satisfaction of knowing you help others to achieve their goals while you reach your own goals. Read about several constructive attitudes that form the foundation for successful communication on page 4.
Supervisory Management - Separating Organizational and Personal Issues. Although team members are frequently vocal in requests for organizational attention to their needs, you must maintain a rational point of view. Developing the potential of team members and increasing productivity is more important than winning a verbal battle and proving the strength of your own authority. Approaching this part of your job with the willingness to listen, understand, and offer assistance yields more positive results than demonstrating a primary intention to punish and enforce rules. Read about how to effectively deal with team member complaints on page 5.
Personal Leadership - The Motivation of Target Dates. Once you have listed the obstacles to achievement of your goals and have planned solutions for overcoming them, you reach another point where the goal-setting process sometimes breaks down. It is not enough to plan strategies for overcoming obstacles. You must also plan specific actions to take at designated times. The general strategies you list must be translated into daily activities – actions you can take now and can follow with additional actions tomorrow. Read more about why a target date is an essential activating mechanism and how to enhance your chances of reaching your goal on page 6.
Staff Development - Arranging your Work Area for Efficiency. The arrangement of the work area should be governed by two considerations: Easy access to necessary work materials, and elimination of distraction. Read about several strategies you can take to increase the efficiency of your work area on page 7.
Strategic Development - Bridging the Gap between Potential and Performance. Contrary to popular belief, the best time to begin any type of planning effort is not when things start to go south. Many times, it's just too late to affect new ideas and put strategies in motion throughout an organization. What is needed is a proactive, organizational management process that continually creates awareness of organizational performance and enables the organization to employ effective planning, development and results management. Read about the unique Strategic Development process on page 8.
Empower Team Players with Delegation - Effective delegation is a people development and time management tool. Delegation, properly carried out, develops employees into team players. When employees are empowered, accountability and responsibility rise to a higher level. Empowering people requires you as a leader to become teacher, coach, colleague and mentor, not just boss. Read more about why delegating is now indispensable for effective personal productivity and maximum team success on pages 1-2.
Letter from LMI President - Empowered Environment. Read about several actions you can take to set the stage for an empowered delegation environment on page 3. Next-level Growth. A common desire of leaders is to take their company to the next level; although, much confusion exists about the requirements and dynamics of next-level growth. Next-level growth requires more than working harder, doing more, cutting expenses, or increasing sales. Next-level growth requires that an organization actually transforms itself to a higher level of performance which would have been impossible prior to the transformation. There have been many attempts by various disciplines to create transformation through process, MBO, ISO,TQM just to name a few. These attempts have resulted in better process but not transformation. The basic reason for this failure is because all these disciplines eliminate the transformation factor… People! Read more on page 3.
Organizational Leadership - Sharing Power with Team Members. The best use of authority and power is to use them to motivate team members and help them grow. Your authority gives you the right to work with people in ways that will enhance their contribution to the organization as a whole, while your power enlists their cooperation. Authority and power work best when you establish a personal relationship with team members. Once you establish a relationship of trust with your team members, you enjoy the increased power of their respect – not merely an increased measure of respect, but increased power as well. Read more about how to use power and authority with team members on page 4.
Supervisory Management - Instilling a System of Accountability. Definite, clearly communicated expectations form the basis of accountability. Employees should be educated about company policies and expected to honor them. The first step in educating employees is to provide a written employee manual. The second step of accountability is to enforce expectations consistently. Procedures for dealing with infractions should be defined and consequences should correspond to the seriousness of the offense. When employees know what is expected of them, have a general idea of the consequences, and can depend upon consistency in enforcement, they most likely will try to live up to established performance and behavior expectations. Read more about instilling a system of accountability on page 5.
Personal Leadership - Redesign Attitudes with Displacement . While the most common type of affirmation is one borrowed from another source, the most powerful affirmation is one you have composed for yourself and that is specifically tailored to your goals, your plans, and your personality. Affirmation works according to the law of displacement. No matter how many negative thoughts and ideas are stored in your subconscious mind, you can displace or eliminate negative thoughts – at least for the moment – by consciously feeding your mind a positive thought. Read more about the processes of displacement and mental absorption of ideas can increase your trust in the power of affirmation to work for you on page 6.
Staff Development - Examining the Time of an Effective Leader. The time of a leader, productively spent, is a valuable commodity. Initially, the leader is hired for particular knowledge or expertise in the field – accounting, engineering, marketing, etc. However, as the leader moves up in the organization, a larger and larger percentage of time must be spent managing rather than pursuing operating tasks. As a leader earns more responsibility, careful judgment must be used regarding hands-on activities and projects versus those the leader turns over through empowerment. Read more about how to refine your skill at balancing your time between managing and operating on page 7.
Strategic Development - Bridging the Gap between Potential and Performance . Next-level growth comes from intentional choices to determine the path an organization takes. Ultimately, it is process and people that make the difference. Read how the unique Strategic Development process, which integrates strategy, execution, and results management with leadership/people development can help your company get on the path to next-level growth on page 8.
Immersing Yourself in Goal Setting - To gain full mastery of your attitudes, your time, and your life, immerse yourself in a total program of personal and organizational goals. Goal setting is the most powerful process available to improve your personal and organizational productivity. Goal setting provides a sense of direction to keep you focused on your most important activities. Goals also serve as a filter to eliminate extraneous demands. Read more about goal setting and how the goal-setting process works on pages 1-2.
Letter from LMI President - The Productivity Challenge. Time is your most important possession because your time is your life. In your efforts to continuously increase your productivity, keep in mind your purpose in maximizing your time in every activity. Healthy, productive living is the result of effective time management and provides the fuel for long-term personal and professional achievement. Read more on page 3. Measuring Leadership Quality. The late Peter Drucker defined effectiveness as a process, not an end result or personality trait. He said that “Effectiveness is the process of doing more of what works, abandoning what doesn’t, and always knowing the difference.” The hardest part is knowing the difference between what is working and what is not. That requires measuring and managing results. Read more on page 3.
Organizational Leadership - Tracking Performance for Growth. A good tracking system is one of the most useful tools for helping individuals and organizations grow. Progress can be demonstrated only by comparing the past and the present. Tracking is the only method of evaluating both the quantity and the quality of performance for individuals, for a department or workgroup, or for the overall organization. When choosing a tracking system, consider the criteria on page 4
Supervisory Management - Recognizing Defensive Behaviors. Understanding the reasoning behind certain actions –why people act as they do – can help you deal effectively with people when they seem completely irrational to you. All behavior is designed to satisfy some need, and even unproductive behavior in the workplace usually arises from some unmet, internal personal need.Some of the most common defenses are easy to recognize. Learning to recognize defenses will help you refer people for help to find alternative ways of satisfying their needs.Read how to respond to five defensive behaviors on page 5.
Personal Leadership - Overcoming Obstacles with Planning. Perhaps the most difficult problems people encounter in the process of achieving their goals are those that come as a surprise. It is much easier to deal with problems when you know in advance to expect them. Because of the disruptive power of unexpected problems, anticipating them and planning for their solution should be an integral part of the goal-setting process. Almost any obstacle can be overcome by the actions that you take – by changing or improving your behavior or attitudes, by acquiring new information and skills, by developing additional talents, by broadening your outlook, or by cultivating new habits of personality or character. Read more about overcoming obstacles with planning on page 6.
Staff Development - Visualization: Reaching New Levels of Success. The mind is like a highly efficient computer. It controls emotions, attitudes, and actions according to the information it has been given to work with. If you feed your mind negative ideas, it can only respond negatively. But when you give it constructive, confident directives, it responds with positive motivation for productive action. A useful technique for focusing your creative power on your goals is the practice of visualization. Read about how visualization affects every part of the goal setting process on page 7.
Strategic Development - Bridging the Gap between Potential and Performance. Planning and goal setting is strongly correlated with improved performance and increased commitment by employees, but only when given encouragement and support by the senior leadership team. Lack of involvement by the senior leadership team is defined as a lack of personal involvement in driving the goal setting process down the organization. Read how the unique Strategic Development process can help you create planning and goal setting from the senior leadership team down on page 8.
Achieving Leaders are Self-Made - Leadership must be learned and can be learned. In Jay Hall's Achieving Manager research, we learn the sobering reality that the success of departments and organizations is more a reflection of the managers. Hall says managerial achievement doesn't depend upon the existence of personality traits and extraordinary skills unique to individuals. It depends instead on the manner in which the manager behaves in conducting organizational affairs and on the values he or she holds regarding personal and interpersonal potentials, all of which can be learned. Learn the keys to being a High Achieving Leader on pages 1-2.
Letter from LMI President - Transforming the Power of Attitude. When leaders and team members refuse to let circumstances discourage them and commit themselves to thinking positively, they welcome any external circumstances that cause them to re-think what they are doing and how they are doing it. Read more on page 3. Personal Powers Define the Qualities of Effective Leadership. We were created with certain personal powers which benefit those who use them and impede those who ignore their significance. These personal powers define the qualities of effective leaders in all areas of life. Effective leadership never just happens. You must choose to be an effective leader and act on your choice by committing to a development process. Read more on page 3.
Organizational Leadership - Delegating with a Purpose. For most leaders, time is the commodity in shortest supply. The quickest way to solve the time problem and relieve stress is by delegation. Many leaders avoid delegating because they fear that others will think they're not needed. Actually, delegation enhances a leader's value to the organization because the leader has more time for planning, tracking results and preventing problems and crises. Read how to be an effective leader by delegating with a purpose on page 4
Supervisory Management - Developing your Leadership Skills. When you participate in leadership development training, you’re building an imposing structure of success upon the firm foundation you’ve already laid. Your improved skills will enable you to get more done in less time and with less wasted effort. Improved skills will also result in less stress related to your responsibilities, and you will find yourself enjoying your job even more.Through effective leadership development, you will find your leadership increasingly influencing three areas: the organization overall, your most directly involved team members, and the work climate.Read how effective leadership skills can influence these three areas on page 5.
Personal Leadership - Dealing with Common Demotivators . In the process of adjusting to the complexities of the world, you’re sometimes so occupied with satisfying basic needs that you can give little thought, time or attention to self-fulfillment and development of personal leadership. Habits developed in this context become demotivators. Most demotivators can be lumped together as fears, worries and doubts. Read about these demotivators and how to conquer them on page 6.
Staff Development - Attitude: Key to Planning and Goal Setting. Because actions come from attitudes, increasing productivity may require reshaping some of the attitudes that now dictate how you use time. Consider some time use practices that affect productivity and see how attitudes are involved. Read about concentrating on high priority activities, exercising self-discipline, getting started, and striving for results-not perfection on page 7.
Strategic Development - Bridging the Gap between Potential and Performance . People are the key to organizational success. Their motivations, capabilities, commitments, and ability to create and follow through will ultimately determine the success or failure of an organization. Leadership creates the climate and context for all employees to do their best. Read how the unique Strategic Development process can help you create the climate and context to put your organization on the path to success on page 8.
Increasing Productivity through Controlling Priorities -Successful leaders know that goals are the transforming catalysts that determine what their business and the individuals in it will or will not become and accomplish. And because of this, they make certain all their actions and activities contribute to the achievement of their goals. As a leader, you fill many roles in life and possess numerous needs and desires. These needs and desires are best fulfilled by being a productive as possible. You will be more productive over a longer period of time and find greater satisfaction in your accomplishments when you establish priorities in all six areas of life. Read how to enhance your productivity and your enjoyment of life by keeping all areas of your personal and business life in proper perspective and by setting priorities in each on pages 1-2.
Letter from LMI President - Celebrating your Success. Allow your creativity and imagination free rein in planning for a celebration of goals achieved. Reward yourself and your team. Like you, your team members invest a majority of their time and their lives to the organization. Celebrating group success satisfies important social and emotional human needs. Without celebration, team members feel unneeded, unappreciated, and neglected. Read more on page 3. Delivering Results and Maintaining Ethical Integrity. Effective leaders foster positive and creative environments and deliver measurable, sustainable results. Effective leaders also maintain an environment of ethical integrity, in which long-term sustainability is highly dependent. Read why the "Developer" model of leadership is the most effective in creating and maintaining an environment of excellence on page 3.
Organizational Leadership - Establishing a Motivational Climate. The organizational climate has a direct impact on your people and productivity. As a leader, you bear the primary responsibility for establishing the climate in your organization, department, or workgroup. At the heart of a positive motivational climate is open, constructive communication and your attitude toward mistakes and failure. Read about how to effectively use these and other factors in establishing a motivational climate on page 4.
Supervisory Management - Improve Results through Time Management. Equally important as managing your own time is managing the time of others to gain maximum productivity from their efforts. Wise use of time helps attain the goals of the work group in an effective and efficient manner through planning, organizing, leading, and monitoring the team members’ activities. Successfully controlling time reduces frustration, contributes a sense of direction, and brings you and your team to the end of the day with a sense of accomplishment and satisfaction. Read about techniques and four strategies you can use to improve productivity on page 5.
Personal Leadership - Supporting Affirmation with Visualization. Professional athletes and a wide range of professionals use visualization to increase their level of success. Visualization is used to the best advantage when you learn to use it in its highest form, that of relating the present to the future. When you can, through visualization, relate the “what is” to the “what can be,” you have developed visualization into a genuine art. Visualization proves that you can create anything you conceive. You learn by the process of visualization to move the future into the present– to expand your own experience. Read about the startling results you can achieve when you free your imagination and visualize your goals with controlled attention and concentrated energy on page 6.
Staff Development - Engaging in Efficient Procedures. The strength of efficient procedures lies in the fact that, once established, they become automatic. Well-planned procedures for routine matters save time and increase the productivity of everyone. Ongoing evaluation and adjustment of procedures is the responsibility of the entire work group. Whether in a group or on your own, as you look for ways to save time through efficient procedures, consider the four major steps on page 7.
Strategic Development - Bridging the Gap between Potential and Performance. Improving organizational health is like improving human health - improving one aspect can't fully compensate for deficiencies of another part and understanding each part does not provide a complete explanation of health. Organizational health is a function of understanding (awareness) the factors that influence each part and how they interact, crafting a plan to improve health and executing on the plan (planning and development), and knowing whether or not you're improving (results management). Managing organizational health requires time and effort, but there is no investment that has a higher potential return on investment. Read how the unique Strategic Development process can help you put your finger on the pulse of your organization's health on page 8.
Closing the Gap between Success and Significance. The ever-changing environment in which we run our businesses creates special challenges for leaders in creating long-term, sustainable success. These challenges require leaders to utilize the full potential of every employee. High achieving leaders understand that their most important job is to develop an environment where people want to and can do their best work. Read how to be a significant, effective, and admired leader on pages 1-2.
Letter from LMI President - Build Strong Work Relationships. Strong leader and employee work relationships are characterized by mutual commitment to work together on organizational goals, care for one another's needs, and open and constructive communication regarding job-related questions and issues. Read about the other four characteristics on page 3. Developing a Positive and Creative Work Environment. A productive culture can be described as a positive and creative work environment. Although the term culture is often described as soft and hard to define, you need only experience the tension, frustration, anger and cynicism to know you are in an organization with a low culture rating versus the high expectancy, high quality, high productivity, and creative environment of an organization with a high culture rating. Read about how effective leaders foster creative work environments on page 3.
Organizational Leadership - Recognizing Behavioral Styles. Knowledge about basic behavioral styles helps you to understand employees better and to implement the approach that most effectively motivates each one. Personalities can be categorized according to four basic styles observable in the behavior of most people. As you interact with team members and seek to effectively motivate each one, consider the four basic styles described on page 4.
Supervisory Management - Successful Leaders are Made, not Born. Although all business are different, the responsibilities of any manager at any level fall into four areas: planning, organizing, leading and monitoring. So the overall goals of any leader are basically similar. Effective leaders impart vision, set direction, and clarify expectations with their team members. Effective leaders manage the work environment rather than the daily routine. They make decisions, delegate authority, and encourage others by creating a sense of shared responsibility. Leaders earn their position because they demonstrate to some degree some of the following leadership abilities on page 5.
Personal Leadership - Leadership by Example. There have been literally hundreds of books written on leadership in the past ten years, yet leadership is still a mystery to most people. The reality is that leadership is an art and not a science. It is learned behavior that when mastered, causes other to follow you. People are motivated by your passion for your mission in life and by the example you set in living out your mission. Everything you do counts! Read about some important tips to help you lead by example on page 6.
Staff Development - Developing People. To ensure long-term productivity, plan ahead and anticipate the development needs of your employees. All employees enjoy the personal satisfaction and success derived from being productive. When someone performs poorly, the cause is either inadequate knowledge or lack of motivation. Both indicate the need for training and development. The organization that provides motivational training and learning opportunities for people at every level is an organization that enjoys long-term productivity and success. Read about the two causes of poor performance on page 7.
Strategic Development - Bridging the Gap Between Potential and Performance . Historically, organizations have been fairly erratic about finding ways to improve organizational and people performance. As organizations continue to face profound, complex, and persistent change, it is essential that performance improvement initiatives focus on causes of performance gaps. Read how a comprehensive, holistic development process gives direction to effective organizational and people development solutions on page 8.
Organizational Apathy: A Universal Issue for Leaders - Leaders often identify the people problems within their organizations with common “tags,” such as lack of productivity, burnout, indecisiveness, lack of creativity, lack of motivation, etc. Those leaders, however, usually are not aware of the fact that those “tags” are only symptoms. Focusing on symptoms exclusively often leads an organization on a wild goose chase. Read how to counterbalance the forces of apathy on pages 1-2.
Letter from LMI President - Act with Courage. Effective managers strive to set an example of courage and self-confidence for their team members. When you set an example of courage to envision the future, you inspire your people to adopt the same courageous attitude. As you become a more effective leader, your team members become more productive—and the vision of the organization moves closer to reality. Knowing What Works. Effective leaders know what works and what does not work and are aware that effectiveness is a constant process of multiplying what works and eliminating what does not. As a result, they build positive and creative work environments that create sustainable results. Read about five qualities of effective leaders from the largest body of research ever compiled in the field of leadership/management development on page 3.
Organizational Leadership - The Problem-Solving Process. Problem solving and decision making are closely related. When a problem arises, the preliminary steps lead up to a decision for which a possible solution will be implemented.Like decision making, problem solving may involve a relatively insignificant item, or it may concern a serious issue with the possibility of a major impact on the entire organization. Regardless of the impact, read about the seven steps that should always be included in the process on page 4.
Supervisory Management - Using the Power of Informal Groups. You are the leader of your group or department because that position is delegated to you by the organization. You might be called a “formal” leader. But often others function as “informal leaders” for smaller groups. When you recognize these informal leaders, you can use their power and influence to enhance the results and productivity of the group.Read how to effectively use informal leaders in your organization on page 5.
Personal Leadership - Overcoming Obstacles to Leadership. Personal leadership development leads to a fulfilling and rewarding life. But the new habits and attitudes you develop require alert monitoring to ensure their continuity. Old habits and attitudes still lurking will reassert themselves if you are not vigilant.Read about two motivation blocks that you will want to plan to deal with in advance on page 6.
Staff Development - Saving Time with Efficient Procedures. The strength of efficient procedures lies in the fact that, once established, they become automatic in saving time and increasing the productivity of everyone. As you look for ways to save time through efficient procedures, consider the four major steps on page 7.
Strategic Development - Bridging the Gap Between Potential and Performance. An uplifting training program rarely improves employee morale. The root causes of poor morale focus around poor leadership, weak organizational structure, or lack of employee knowledge and understanding of an organization's vision, mission, and goals. Read how a comprehensive, practical organizational management process can effectively address the real problems causing low employee morale on page 8.
Understanding the Common Threads of Leadership - Practical, effective leadership is the desire, challenge and necessity of all organizational leaders. What is effective leadership development, why is it so vital to organizational success, and why is it so elusive for so many? Read the answers to these questions on pages 1-2.
Letter from LMI President - Praise Learning. A leader's attitude toward training and development sets the stage for the effectiveness of a development program in achieving behavior change. To create a learning environment, you must create an atmosphere of receptiveness to behavior change and encourage your employees to grow and use more of their potential. Inspirational Vision vs. Uninspired To-Do List. The most difficult task in planning is designing and building a passionate vision. Without a driving, inspirational vision, planning is reduced to nothing more than an uninspired to-do list. Vision places the compelling why behind what you do. For both personal and organizational experiences, consider the five-step system for building clear vision on page 3.
Organizational Leadership - Motivate by Changing People's Attitudes. Leaders fill many different types of positions and perform widely diverse functions. But the chief task of leadership is to motivate people who will then use their skills and efforts to achieve the goals of the organization. Three basic categories of motivation have been used since the beginning of organized society: fear, incentive and attitude.If you want to attract the willing cooperation of others and make full use of their potential, read why attitude motivation is the master method on page 4.
Supervisory Management - Increase Delegating Effectiveness. Many managers and team leaders fail to delegate or share responsibility for various reasons.Effective delegation frees up your time to focus on high priority items and new responsibilities.You can increase your effectiveness as a delegator by listing all the various tasks you perform into several categories: (1) tasks that could be eliminated, (2) tasks that you must do personally, (3) tasks that you can delegate, and (4) tasks that could be simplified.After completing your list, read what you should do next on page 5.
Personal Leadership - Live a Life of Integrity. The news these days is rife with stories about people and companies who have experienced lapses of judgment and integrity. As a leader, it’s important to remember that “everything you say or do counts” and “you can never not lead.”Living a life of integrity is not easy for leaders.Read about some principles of integrity on page 6.
Staff Development - Closing Generation Gaps. It’s common to find four generations of employees in most organizations.An understanding of generational differences may lead to better recruiting, motivating, managing, retention, relationships, work environment, and results.Read about generation value differences and principles for integrating generations more successfully on page 7.
Strategic Development - Bridging the Gap Between Potential and Performance . Whether formal or informal, every organization operates with underlying management processes that ultimately determine success or failure. Read how the unique, practical Strategic Development process integrates individual and organizational awareness, strategic planning, people and organizational development, and results management to deliver a balanced approach for sustainable business performance on page 8.
Five Essentials for Successful Leadership - Success comes by only one path: you must earn it. These five qualities are essential for effective personal leadership: crystallized thinking, a written plan, a burning desire for the achievement of your goals, supreme self-confidence and determination to follow through on your plan. (Pages 1-2)
Letter from LMI President - Taking a Risk. In making decisions and solving problems leaders risk change. You may encounter resistance because people instinctively resist change. When leaders believe in their decision and embrace the change, people will be more likely to accept the change. Let team members know that change is inevitable and your organization can either capitalize on change or be swept away by it. The Power of Vision. Vision is a creative power to imagine your ideal future. Establishing a clear vision is the key to a full, dynamic and abundant future. Without a vision people quit and perish and organizations become disorganized, inefficient, ineffective, and filled with fear. (Page 3)
Organizational Leadership - Communicating the Total Message. Sound communication skills enable leaders to handle and prevent crisis situations, foster self-esteem, generate mutual respect, increase productivity and enrich relationships. As your verbal and listening skills improve, you improve your ability to get results through people. (Page 4)
Supervisory Management - Improve Your Decision Making Skills. When you make good decisions, you influence morale, overcome obstacles, solve problems and increase productivity. Good decision making follows a precise pattern. Consider these six basic steps to good decision making: (1) Define desired results, (2) List options, (3) Project possible results, (4) Request Feedback, (5) Choose the best option, (6) Implement the decision and request feedback. (Page 5)
Personal Leadership - Success Transformation. The road to success is about transforming the person you are today to the person you are called to become. Moving from the success you already possess has nothing to do with authority, influence or competence. Personal responsibility is the only way within your control for permanent transformation. Developing a winning life strategy demands a total commitment to life-long learning. (Page 6)
Staff Development - Attitudes Toward Planning and Goal Setting. Because actions come from attitudes, increasing productivity may require reshaping some of the attitudes that now dictate how you use your time. Consider these practices that affect productivity and see how attitudes are involved: (1) High priority activities, (2) Exercise self-discipline, (3) Be persistent, (4) Get started, (5) Strive for results. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. Organizations can grow only to the extent the individuals within organizations are growing and developing themselves. Strategic Development aligns people development needs and processes with the strategic and operational planning and performance needs of an organization. This strategic approach by leaders enhances organizational growth and improves performance capacity. (Page 8)
Plan Every Year with Positive Expectancy - Positive expectancy is an attitude you must adopt and maintain daily. The greatness of your accomplishments depends upon your understanding and application of the principles of positive expectancy. Positive expectancy allows you to transform problems into procedures and adversity into opportunity. (Pages 1-2)
Letter from LMI President - Choosing Courage and The Power of Choice - Step Three: Accountability (Page 3)
Organizational Leadership - The Philosophy of a Good Leader. Leadership ability and effectiveness are enhanced tremendously by a leadership philosophy that calls for belief in the worth of people, belief in their abilities, and belief in their potential for growth. Good leaders recognize the unique benefits of their position as well as the responsibility of making decisions, solving problems and performing services that no one else in the organization can perform. An effective leadership philosophy also encompasses a sense of ethical responsibility. (Page 4)
Supervisory Management - Opportunity in Every Difficulty. When you face challenges with people, keep in mind that it is in working through these interpersonal issues that you, your organization, and your team members may be forced to better understand one another. You recognize previously overlooked strengths, abilities, and insights each person has to offer. You will also find that in resolving these difficulties, you can find the greatest opportunities to grow. To productively handle interpersonal challenges, consider some basic techniques. (Page 5)
Personal Leadership - The Priority of Goals. Goal setting is the strongest human force for self-motivation. However, until you bring some kind of order, sequence and priority into your goals, even those close at hand are difficult to achieve. Successful goal achievement lies in the conscious choices you make almost daily that build the habits and attitudes of success. (Page 6)
Staff Development - Attitudes for Delegation Effectiveness. The most successful, powerful leaders in any organization are those who learn to delegate effectively. These leaders respect their people and their potential and liberate them to do what they do best, in their own way. Use these ideas to develop appropriate attitudes for effective delegation. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. Achieving sustainable results demands constant awareness of what is going on inside and outside an organization. Without a means for creating constant, objective awareness, blind spots can develop which limit the potential of organizations and individuals. The LMI Strategic Development Process TM helps leaders and organizations maintain the necessary level of awareness to keep blind spots from frustrating efforts and hindering progress. (Page 8)
Getting the Most Out of Your Strategic Plan by Using it - It's planning time. By avoiding these four pitfalls you can move your company forward to a new and brighter future. 1. Strategic planning and operational planning are not the same, though both are necessary. 2. Planning is not an event; it is a continuous improvement process. 3. Even the best plans fail when there is no measurement system in place. 4. People are the key to driving the new future. Do you have the right people in the right positions to create the results you desire? (Pages 1-2)
Letter from LMI President - Examining the Definition of Success and The Power of Choice - Step Two: Action (Page 3)
Organizational Leadership - Making Workable Plans for Success. Once a goal has been identified as a high priority, you are ready to develop a workable plan for achieving it. Here are several suggestions for making it a reality. 1. State you goal as clearly and concretely as possible such that you can answer the questions found on page four. 2. Identify the benefits of achievement to keep enthusiasm and motivation on a high level. 3. List specific daily action steps for you and your team to follow to bring the goal to reality. 4. Set target dates for each action step. 5. Identify obstacles and roadblocks and realistically anticipate the problems they could cause. 6. Develop solutions for overcoming obstacles. (Page 4)
Supervisory Management - Giving Feedback on Performance. One of the most effective methods of developing productive attitudes in people is to give specific feedback about both effective and ineffective behavior. Providing feedback on performance is a continuous process. Feedback has a greater impact on productivity when you observe the principles on (Page 5)
Personal Leadership - Building Personal Security. Self-image is a genuine self-respect, a positive mental picture of yourself that grows out of the recognition of your untapped potential. Because the exercise of personal leadership springs directly from a strong self-image, you must learn to appreciate your potential and develop a self-image equal to the importance of the role you play in life. See page six for some ideas on how can you go about improving your self-image. (Page 6)
Staff Development - Developing and Coaching Work Teams. Empowerment of employees for increased productivity includes the development of self-directed work teams. Self-directed work teams are formally established work groups in which all team members undertake tasks and approach problems together without the direct involvement of management. These teams are possible when when you refuse to view people as problems and free you for new priorities releasing you from the tyranny of urgent matters that should be handled closer to the problem. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. In many organizations attention is centered on day-to-day operations and leadership focus tends to be directed by situations and circumstances. This type of focus diverts attention from organizational purpose. The LMI Strategic Development Process TM is a practical, common-sense, planning model that creates a "What Matters Most" focus, generates organizational clarity and builds a results-based leadership culture. (Page 8)
Personal Best Thinking: Develop Your Creativity for Maximum Success - Best thinking requires an attitude of continuous discovery. Effective leaders know that their ability to produce best thinking in their organization can be a competitive advantage. Higher-level thinking is required for innovation and creativity. As a leader, this requires being open to new ideas and creating an environment where no wrong answers exist and anything is possible. When best thinking takes place, all involved achieve a level of knowledge that is far greater than each could have achieved on their own. (Pages 1-2)
Letter from LMI President - Motivation through Attitudes and Habits and The Power of Choice - Step One: Attitude (Page 3)
Organizational Leadership - Overcoming Negative Attitudes. Almost all of us have negative attitudes from time to time. Recognizing negative attitudes for what they are is the first step toward taking actions to replacing them with more positive, constructive attitudes, which is a matter of commitment and persistence. Read about the most common negative attitudes encountered in the workplace on (Page 4)
Supervisory Management - Planning, Preparing and Preventing: Keys to Enhancing Authority. Making team members aware of the importance of their work and how best to get it done prevents most problems that affect performance. Most performance problems fall into three general areas: training, environment and motivation. To prevent problems and increase your effectiveness, incorporate the four strategies on (Page 5)
Personal Leadership - Developing Your Freedom to Choose. Whatever you gain from life is largely a matter of choice. You are free to choose whatever you want to do or to be. The reality of the power that comes from your freedom of choice becomes evident when you understand the unalterable principles under which this freedom works: (1) choice is a talent that must be developed; (2) you must choose for yourself, and; (3) your choice determines the consequences. (Page 6)
Staff Development - Initiating Achievement through Empowerment. No matter how ambitious, talented, or self-disciplined you are, at some point it becomes necessary to involve other people in achieving results and building productivity. Empowerment is the means for accomplishing these goals. Empowerment is the art of enabling others to take action. Because empowerment is the essence of true leadership and influence, empowerment achieves results and progress through the commitment and involvement of others. Read about the many tangible and intangible benefits of empowerment on (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. Organizational awareness is a continuous process stimulated by effective leaders at every level of an organization. A high degree of organizational awareness improves organizational analysis, hiring and staffing decisions, teambuilding, communication, culture, and leadership style. Organizational awareness fosters insight that can transform "good" results into "great" achievement. (Page 8)
Measure Behavior Change - Think of your organization as being similar to a railroad track. Your organization has two rails: technical (the product or service your offer) and people (your employees). Both of these rails need to be well-maintained for organizational success. However, the people rail drives the success of the technical rail. Organizations grow when people develop new behaviors that they put to use for the long-term. This speaks directly to the need to establish a measurement system to monitor behavior change. Most businesses use data to measure performance on the technical side. Similarly, we can use data to develop the people side. (Pages 1-2)
Letter from LMI President - Develop Unshakable Determination and Personal Power of the Effective Leader (Page 3)
Organizational Leadership - Strong Leadership is Necessary for Growth. Sustainable growth requires leaders at all levels of an organization who possess certain skills and habits. These skills and habits contribute to the creation, development and implementation of ideas that propel organizations forward and include being goal directed, clear in communicating direction, externally focused, open to risk, insightful, realistic, respectful, nurturing, and accountable. (Page 4)
Supervisory Management - Moving from Being a Manager to a Leader. Leadership is about developing the potential of the people who work for you. When an employee comes to you for advice on how to solve a problem, and you merely give them your answer, you are discouraging self-discovery and self-reliance. Your can minimize interruptions and help your employees develop more of their potential by behaving more like a leader. Leadership behavior in this type of situation begins when you ask questions rather than tell people what to do. (Page 5)
Personal Leadership - Designing Your Personal Growth. Use this vital tool of personal leadership development to describe what you want to be, what you want to have, or how you choose to live your life. The affirmation is the repetition of a positive thought over and over, day after day, that effects your subconscious mind. The real importance of this for personal leadership is that you tend not only to live up to what others expect of you, but also what you expect of yourself. (Page 6)
Staff Development - Increasing Productivity. Increasing productivity means surpassing the previous best. It happens only when new goals are adopted that build upon past performances. One of the most effective strategies for improving the productivity of your team is involving them to an appropriate degree in setting organizational goals. Give people an opportunity to accept goals for increased productivity, to make personal commitment to their attainment, and to develop action steps for their personal contribution. Then they have a clear understanding of how they can achieve their personal goals by contributing to the achievement of organizational goals . (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The most well-designed plan and strategy is only as good as its implementation. Failure in strategic planning is usually the result of ineffective results management. Effective organizations measure specific, daily results that are tied directly to the plan and strategy. (Page 8)
Case Study - A financial advisor is not satisfied with his performance. By taking the time to create awareness as to the real problem, he discovers some time management and behavior issues. He needed to develop more effective work habits and a process to sustain continuous improvement. After enrolling in the Personal Productivity process, he was able to identify his high payoff activities and develop critical goal planning and execution skills. He was also introduced to new skills in dealing with interruptions, multi-tasking and results management. These new behaviors helped to increase his performance by 130 percent within the first year, giving him a return on his investment of more than 30 times. (Pages 1-2)
Letter from LMI President - Positive Expectancy and Facing the Forces of Change (Page 3)
Organizational Leadership - Relaying your Message. The ability to write and speak clearly and persuasively is very important in getting your message across to team members. When deciding to "put it in writing" or use spoken words consider these suggestions. (Page 4)
Supervisory Management - Training Your Team Members for Success. Training assures employees that the organization is willing to invest in their long-term job effectiveness and contributes to employee loyalty. When employees learn new skills, they are worth more to the organization. When they recognize their improved productivity, they develop added self-confidence and self-motivation. (Page 5)
Personal Leadership - Examining Sources of Conditioning. Anything that shapes your thinking or behavior is a conditioning influence. A conditioning influence may originate either internally or externally. Read about the three most common conditioning influences. (Page 6)
Staff Development - The Journey of Organizational Evolution. When an organization's leaders become aware of the need for personal leadership development, the organization benefits and begins its "evolutionary journey." Patience and understanding of the human condition ensure the journey leads to a more effective organizational outcome. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. Organizational Strategic Analysis is a journey of self-discovery which produces a clarity of executive thinking, an awareness of opportunities and challenges facing the organization and is the first step toward achieving outstanding performance. (Page 8)
Case Study - The CEO of a transportation outsourcing company learns that his industry knowledge and management experience aren't enough to take his company to the next level. What he had been doing was suddenly not working. He knew he needed to start down a new path, but did not know where to start. By using an employee assessment tool, the company was able to get the right people in the right jobs to drive sales. Additionally, creating a compelling vision, a powerful mission, an effective strategy, and a goals program cascading down to every level of the organization has set the stage for better and sustainable growth and profitability. (Pages 1-2)
Letter from LMI President - Empower Yourself and Process versus Event (Page 3)
Organizational Leadership - Minimizing Stress. Leadership can be stressful. Effective leaders use stress as a constructive, motivational force. Minimizing destructive stress requires managing by goals, identifying priorities and "keeping in touch". (Page 4)
Supervisory Management - Attitudes for Problem Prevention. Team leaders who adopt a pattern of consistent, positive attitudes and behaviors reduce the confusion and frustration that often give rise to complaints among team members. Here are a few practical guidelines. (Page 5)
Personal Leadership - Explore your Leadership Potential. When you possess personal leadership, you can write you own ticket to success. Recognizing your untapped potential is the first step to preparation for personal leadership. Three tools are available for use in developing more of your potential. (Page 6)
Staff Development - Taking Care of Emergency Situations. The most productive individuals are those who master the art of taking care of emergency situations, unexpected and unplanned, that require immediate attention to prevent serious consequences. Prevention is ideal, but for those unanticipated situations, minimize the crisis by following these suggestions. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. Awareness is a level of understanding for both the organization and its leaders regarding current capacity, abilities, potential and results. What's your level of awareness? (Page 8)
Case Study - The CEO of a 170 year old guitar manufacturer realizes the company must change its organization management methods. After many decades of top-down management, current day challenges require the involvement and participation of all employees to create sustainable, long-term success. Equally as critical is the need to continually develop communication, productivity and people skills of all managers and supervisors so they can effectively and proactively contribute to the achievement of the company's goals. (Pages 1-2)
Letter from LMI President - A Builder of a Team and Training versus Development (Page 3)
Organizational Leadership - Characteristics of Effective Leadership. Effective leaders bring out the best in their team members by employing leadership traits in the areas of: positive attitudes, behaviors and habits, and people skills. (Page 4)
Supervisory Management - The Art of Delegation. Effective delegation is the act of giving someone else the responsibility and authority to carry out an assignment. In addition to sharing responsibility, delegation involves training and communication. Using the levels of delegation, set a goal to move as many people as possible to the highest level. Once accomplished, you will free up valuable time for planning, problem solving, and tracking required to build a more productive organization. (Page 5)
Personal Leadership - Setting Optimally Effective Goals. Genuine goal setting is reality based and is the first step toward positive, deliberate action. To set optimally effective goals, following these principles of goal setting. (Page 6)
Personal Productivity - The Art of Becoming Better and Doing Better. Improving productivity is vital in today's competitive world, so a clear definition of productivity is essential. In a very broad sense it is the overall effectiveness of getting things done. However appropriately defined by an individual or organization, improving productivity is the force that propels continuous improvement. And once defined, you can take deliberate, purposeful steps toward improving and measuring your productivity. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The LMI Strategic Development Process helps leaders identify key areas their company should focus on in order to reach the next level of success. (Page 8)
Case Study - Kopp Glass has been the industry leader for more than 80 years. The company is now faced with the challenge of losing a significant portion of its business, the airline industry. In a downward spiral from the loss of revenue, the company had to find a way to get through this crisis. By taking a what matters most focus, Kopp was able to develop and implement a continuous process of planning, development and results management to get the company through this crisis and any others they may face in the future. (Pages 1-2)
Letter from LMI President - Your Freedom to Make Choices and The Power of Expectancy. (Page 3)
Organizational Leadership - Using Power and Authority Effectively. Empowerment is a means of coping with challenges and problems. By using power and authority effectively, employees recognize the power they have and can use it to overcome challenges and problems. (Page 4)
Supervisory Management - Improving Results Through Better Time Management. Improving time management offers one of the quickest, easiest, and most effective strategies for improving productivity and increasing results. (Page 5)
Personal Leadership - Designing Your Self-Motivation Program. Without a planned self-motivation program, you risk becoming one of those who have boundless energy, initiative, and interest in life, but never seem to be able to settle down long enough to achieve anything. (Page 6)
Staff Development - Measuring Production and Performance. Without adequate measurement, there is neither an easy way nor a sure way to tell in an organization is continuing to grow and move forward. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The LMI Strategic Development Process develops leaders who in turn empower their people to use their untapped talents and abilities to achieve higher levels of success. (Page 8)
Case Study - The Dunkin' Brands Distribution Center faces the challenge of staying one step ahead of the competition. To do this requires direction, structure, a plan of action and a team capable of executing the plan. Utilizing the comprehensive Strategic Development process, the DC was able to create a balanced approach to achieve it goal. (Pages 1-2)
Letter from LMI President - Empowering Other People and The Power of Courage. (Page 3)
Organizational Leadership - Bringing Out the Best in Team Member. A systematic development program brings several benefits to a company. Well-developed, knowledgeable people are always available for task. Morale remains high and individuals become more productive. (Page 4)
Supervisory Management - Motivating people to produce. Self-motivation is developed through a continuous training and development program. Use some of these techniques to encourage the development of self-motivation in your employees. (Page 5)
Personal Leadership - Boost Success with Positive Expectancy. A mature attitude toward the world, toward other people, and most of all toward yourself produces positive expectancy. (Page 6)
Staff Development - Improve Your Ability to Communicate. Communication is the ultimate human connections. It is the key to success. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The LMI Strategic Development Process gives direction to an effective solution and delivers measurable results. (Page 8)
Case Study - McCluskey is a Chevrolet dealership struggling with the challenges of building a successful franchise. Ranked last in sales among other dealers in its territory, McCluskey developed a plan, S.M.A.R.T., challenging goals, and a results management system that enabled them to know their progress on a daily basis. The organization has achieved a new drive for success. (Pages 1-2)
Letter from LMI President - Tap into Your Creative Side and Examine the Power of Attraction. (Page 3)
Organizational Leadership - The Case for Assessments. Ten questions and answers that support the case that the best work requires the best assessment tools. (Page 4)
Supervisory Management - Increase Your Value as a Leader. When you put into practice the principles of the "slight edge", you will enjoy positive results almost immediately. (Page 5)
Personal Leadership - Developing a Personal Plan of Action. Personal leadership is not what you do, but what you are - at home, at work, in your social life. Any plan for development for personal leadership must involve the whole person. (Page 6)
Staff Development - Setting Workplace Expectations. Both team members and the company are responsible for creating a positive, productive, and rewarding work environment. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The LMI Strategic Development Process identifies key areas the organization should focus on in order to achieve the next level of success. (Page 8)
Case Study - Luker Framing, a construction business, is facing the challenges of managing a growing business. With 80 employees, communication and making sure everyone is on the right page and working on the right things is a challenge. Establishing strategic goals and direction, and developing leadership and communication skills laid the foundation for Luker Framing to continue to grow profitably. (Page 1-2)
Letter from LMI President - The Living an Abundant Life and Clear Vision: Key to Your Future. (Page 3)
Organizational Leadership - Committing to Organizational Goals. Goals create the confidence that comes from knowing where you and your team are going and how you intend to get there. (Page 4)
Supervisory Management - Boost Your Problem Solving Skills. Use this time proven formula for approaching the problem. (Page 5)
Personal Leadership - Altering Your Attitudes and Habits. Any change in attitude must come from internal awareness, understanding and acceptance. Insight always precedes permanent change. (Page 6)
Staff Development - Improving Your Ability to Communicate. The majority of people feel they communicate effectively and problems occur because of "those other people". Take responsibility to continuously improve your ability to communicate. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The LMI Strategic Development Process is designed around a model with four vital components: Awareness, Planning, Development and Results Management. (Page 8)
Case Study - Par-kan a metal fabrication business is challenged by the events of Sept 11, 2001. The President of the company learns that all sustainable efforts require participation and commitment from the top, as well as trust and sharing information with employees. (Page 1-2)
Letter from LMI President - The Purpose of a Leader and Becoming a Moral Pillar. (Page 3)
Organizational Leadership - Developing a Positive Self-Image. Your self-image is the key to your future. Develop it and us it to capture your dreams and achieve your goals. (Page 4)
Supervisory Management - Exercising Authority/Discipline Effectively. A positive approach to discipline offers a decidedly superior way to work with and through people to accomplish desired results. (Page 5)
Personal Leadership - Breaking Out of Conditioned Existence. Self-knowledge, goal setting and changing attitudes and habits can help break us out of our conditioned existence. (Page 6)
Staff Development - Attitude is Everything. A person with a positive attitude and average skill is preferable to an employee with a good deal of skill and a negative attitude, according to many organizational leaders. (Page 7)
Strategic Development - Bridging the Gap Between Potential and Performance. The LMI Strategic Development Process and Tools have been making a difference in organizations and individuals for more than 40 years. (Page 8)
