Global Leadership Summit 2019: Ideas Worth Sharing

 When a leader get better, everyone wins!


Global Leadership Summit was packed with a wealth of leadership principles, strategies, tactics, and messages delivered from an all-star leadership faculty. If you missed the speakers, I’ve captured some key highlights. Read through these concepts and decide which ones resonate with you. Which ones might you want to put into action?

Craig Groeschel (Co-founder and Senior Pastor, Life Church)

  • Leaders have influence. Everyone has influence, so everyone is a leader. Leaders can learn from anyone.
  • False assumption: better always costs more. The truth: investing more eventually gives a diminishing return. Leaders look for ways to bend the curve by increasing value with lower costs.
  • Practice GETMO: Good Enough To Move On. Perfection is often the enemy of progress.
  • Think inside the box. Constraints drive creativity by eliminating options.
  • You have everything you need to do everything you are called to do.
  • If you had everything you wanted, you might miss what you really need.
  • Burn the ships: eliminate options to turn back.
  • If you commit to the what and are consumed with the why, you’ll figure out the how.

Bozoma Saint John (CMO, Endeavor)

  • Creating company culture is 100% everyone’s responsibility.
  • Show up in your most brilliant, authentic self.

Ben Sherwood (Former Co-Chairman, Disney Media Networks)

  • The speed of change can be daunting for leadership, and leader cannot be afraid to lose.
  • Leaders in crisis need to know:
    • The study of asymmetrical conflict shows that the stronger side wins when conventional tactics are used in conventional conflict; whereas, unconventional tactics win 63% of the time in unconventional conflict.
    • The theory of 10/80/10: in a crisis, 10% if the people will emerge as leaders, 80% will freeze and wait for someone to tell them what to do, and 10% will engage in negative behavior.
  • Leadership secret: unlock team performance by “connecting”

Liz Bohannon (Co-founder & Co-CEO, Sseko Designs)

  • Beginner’s Luck is the supposed phenomenon of novices experiencing success; wheres, Beginner’s Pluck is spirited and determined courage.
  • Good leaders turn the stages of learning into a continuous cycle:
    • unconscious incompetence: you don’t know what you don’t know
    • conscious incompetence: ouch, you know what you don’t know
    • conscious competence: I can do it, but it takes effort
    • unconscious competence: I’m so good I can do this in my sleep. Good
  • Leaders don’t choose comfort.
  • You’re never going to find your passion; you’re going to build it.
  • Dream small, not big. Small dreams have a surprising power. Dreaming small will allow you to take the next step.
  • Leaders are not the heroes for others but help others be the heroes of their own life.

Jason Dorsey (#1 Rated Gen Z & Millennial Researcher & Speaker)

The Center of Generational Kinetics is the #1 generational research and consulting center studying the WHY behind the behaviors.

  • Parenting styles and natural relationships with technology are the only two parameters that shape generations.
    • Parenting influences everything. Entitlement is a learned behavior, reinforced in schools, and now culturally acceptable.
    • Technology is only new if you have the reference of remembering what it was like before.
  • Generations are not defined by chronological years but predictable behavioral changes. Cuspers are in between behavioral changes.
  • Millennials are the largest generation currently in the workforce and the only generation to split into two segments (Mega-llennials and Me-llennials). Many are experiencing significant delays in real-world traction (adulting): marriage, jobs/careers, and parenthood. By age 30, the two Millennial population segment can no longer relate to each other.
  • Millennials are tech dependent, not tech savvy.
  • Gen-X are squeezed between taking care of parents and kids, naturally skeptical, and are typically the glue of the organization.
  • Boomers know geography, define and measure work output in hours/week, believe there are no shortcuts to success, and are focused on policies and procedures.
  • Gen Z’s parents are Gen X or older Millennials. Their philosophy to parenting is you will not end up like those entitled Millennials. Gen Z are practical with money, shop in thrift stores, and in some cases are leap frogging Millennials.
  • Leadership tips to manage the Gen Z: (1) provide specific examples of the performance you expect—how it looks, (2) drive on the outcome—they do not think linearly—show the end first, and (3) provide quick-hit feedback.
  • Every generation brings something to the table and all generations lead.

Danielle Strickland (Pastor, Author, Justice Advocate)

  • Leaders not just survive but are part of transformational change.
  • Transformational change starts with your beliefs. Beliefs shape values which leads to action and then results. A leader’s beliefs are the roots from which everything grows. Is it true what you believe? Or is it faulty?
  • Stages of transformational change: (1) comfortable, (2) unsettled and disruptive, (3) chaos (scary and exciting), (4) less scared/more exciting, and (5) new normal.
  • Embrace the process of change. Disruption is not a threat but an invitation to a new normal. And leaders should not be afraid to ask for help.

Devon Franklin (CEO, Franklin Entertainment)

  • BE YOU: own and cultivate your own recipe for success versus stealing someone else’s.
  • The key to leadership is the struggle with our difference, because our difference is our destiny. Difference can be painful, because sometimes it’s hard to stand out. Your difference looks good on you. Own who you are.
  • Keep differences sharp and not sanded down. Your difference is your key to enter into your destiny.
  • Stop being quiet, use your voice. Resist the exchange for what makes you different with what is common in order to fit in.
  • Don’t be afraid of discomfort. Discomfort means you are on the right path. Don’t retreat, keep going.
  • How to own your difference: (1) admit you are different, (2) do not confuse someone else’s distinctiveness for your own, (3) hang with those who encourage your difference, and (4) be salt and light. Shake your creativity on others and take your light where it is dark and where no one else will go.
  • Your difference makes a difference.

Patrick Lencioni (CEO, The Table Group, and Best-selling Author)

  • Leadership is a privilege. You need to know your “why” to be the leader. If you don’t know your why, your “how” won’t matter. What is the motivation behind why you want to lead?
  • There are two types of leader motivations: servant leader and reward-based.
  • Reward-centered leaders have common behaviors of abdicating responsibility and delegating what only they should do, and this hurts people. Characteristics of the reward-centered leader: (1) avoids and pushes uncomfortable conversations onto others, (2) doesn’t coach direct reports, (3) is unaware of what the team is working on, (4) doesn’t align the team, (5) runs poor meetings which lead to poor decisions, (6) avoids team building because not comfortable with emotions, and (7) under communicates.
  • Servant leadership is the only kind of leadership. If you are the reward-centered leader, do the right thing by either leaning into leadership or resigning.

Chris Voss (Former FBI Hostage Negotiator, CEO of The Black Swan Group)

  • If the words “I want …” or “I need …” are coming out of your mouth, you are negotiating.
  • Negotiation is a learned skill.
  • Negotiation is about connecting and collaborating. Tactical empathy—everyone wants to be heard and understood. Empathy—understand where people are coming from and communicating that to them.
  • Listening is a martial art. Mirroring is tactical listening and responding to the other person. Effective pauses give people the chance to respond.
  • Calibrate to a “no” versus a forced “yes”. When a person can say “no” they feel emotionally safe and protected and are able to continue in the negotiation.
  • The words “that’s right …” continues the conversation; whereas, “you’re right …” stops the conversation. The fastest way to end a conversation is to say, “You’re right.”
  • If you are “likeable”, you are 6 times more likely to make a deal.
  • You want to understand why someone is asking for something. “What makes you want that?” is a better question than “Why do you want that?”
  • When a negotiation is slipping away, you want to say, “It doesn’t feel like I’ve earned your trust.” This keeps the negotiation going.
  • Ask HOW questions, because it gets people thinking.
  • Genuine curiosity is the counter for when fear creeps into the negotiation.

Aja Brown (Mayor of Compton, California)

  • Vision is the vehicle to creating momentum
  • Collaboration is the momentum multiplier to move on mission

Jia Jiang (Best-selling Author, Entrepreneur)

Concepts in how to use or interpret rejection:

  • Rejection is a numbers game. Ask enough times and eventually someone will say yes.
  • Rejection is the opinion of the rejecter only.
  • Rejection is an opportunity for growth. When you embrace rejection, you gain confidence.

Todd Henry (Founder of Accidental Creative and Leadership Consultant)

  • Creative professionals are prolific, brilliant, and healthy. If you are missing one component you poor results:
    • Prolific + Brilliant – Healthy = Fried
    • Healthy + Brilliant – Prolific = Unreliable
    • Prolific + Healthy – Brilliant = Fired
  • Leading your teams on two dimensions: (1) stability (clarity + protection) and (2) challenge (permission + faith). Based on these two dimensions, teams can be categorized into one of four groups:
    • Angry: high challenge/low stability
    • Lost: low challenge/low stability
    • Stuck: low challenge/high stability
    • Thrive: high challenge/high stability
  • Leaders will be rewarded with the best work of their team, if they can move members into the thriving category.
  • Trust is the currency of a creative team. Leaders forfeit trust by declaring things that are undeclarable and being a superhero.
  • Leaders move from leading by control to leading to influence. Focus on bounded autonomy—principles under which to do work.

Krish Kandiah (Founder, Home for Good)

  • Vision is the art of seeing what is invisible to others.

Jo Sexton (Author, Leadership Coach)

  • U.S. organizations are facing a burnout crisis.
  • Fifty percent of CEOs feel lonely, and 60% say loneliness affects their leadership.
  • Questions every leader should be asking themselves: (1) who were you before people told you who you were, (2) what would your body say if it could talk to you, and (3) who are your people?

Bear Grylls (Adventurer, Writer, and TV Host)

  • The first failure gives you freedom.
  • Our fears make us real and relatable.
  • True wealth is found in our relationships.

Craig Groeschel (Co-founder and Senior Pastor, Life Church)

  • Kindness changes people. The fastest way to change people’s minds is to connect with their hearts.
  • Knowledge alone rarely leads to action. Knowledge leads to conclusions, and emotions leads to action. Three important questions: what do I want them to know, feel, and do?
  • Share stories purposefully. Stories stick, but facts fade. We have two processors: emotional and logical. Emotional is the default processor. When you use a story, you connect the heart of emotions to the strength of the logical—igniting a power action. “Let me tell you a story…” is an opener that gets people’s attention.
  • Choose words deliberately, because the words you choose determine the emotions people will feel. When crafting vision and values, use powerful words.
  • Share vulnerability deliberately but don’t overshare. We may impress people with our strengths, but we connect through our weaknesses. Show people what’s in your heart. People would rather follow a leader who is real versus right.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra by reaching out to her at or by visiting her website at

Are You Playing a Finite or Infinite Game?


Global Leadership Summit 2018

Simon Sinek challenged leaders to think about the type of game they’re playing. Do you play a finite game with defined players, fixed rules, and definition of how the game comes to an end? Or, would you like to play an infinite game, where people play to continue playing, rules change, and winning is just a moment in time defined by who’s ahead or behind. When a business decides to play an infinite game, Simon provides key truths on how to stay winning. Infinite game players have:

  1. A just cause
  2. Trusting teams
  3. A worthy rival
  4. Existential flexibility
  5. The courage to lead

Does your business have one, two, or all of the infinite game characteristics? Read on for how Sinek expands on each fundamental characteristic.

A Just Cause

A vision statement for a positive business must be resilient to culture and technology change. A change in technology should not wipe out a company. A vision should be inclusive to anyone who wants to contribute. Its primary benefit should be for others and not the contributor. Although they will benefit from a successful enterprise, the vision should not be to serve the shareholders. How many times have you read a vision statement that includes “…enabling value creation and attractive returns to our shareholders”?

Trusting Teams

Trusting teams believe they can be themselves and their best selves. Leaders ask how they can create an environment where people are comfortable being vulnerable in their weaknesses. Trusting teams ask for help and know others have their back.

Worthy Rival

A business playing an infinite game welcomes worthy rivals, because they push and make a company better. Think of a rival as the pacer in a race. Tactical rivals help businesses improve their products and services.

Existential Flexibility

Will you blow up your business when the business model no longer works? Companies with existential flexibility will do what it takes to stay in the infinite game. Are you prepared to cannibalize your own sales?

The Courage to Lead

When pressures are overwhelming for short-term profits, do you have the courage to live out the first four characteristics?


My Leadership Thoughts


If you can say you’re mastering the five infinite characteristics and winning in your business or profession, don’t stop there! What about the rest of life? What does it mean to have an infinite life? An infinite marriage? An infinite fill in the blank? Human life is finite, because it has an end. However, life is more meaningful when you play it as an infinite game.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

What’s Your Cultural Intelligence?


Global Leadership Summit 2018

What’s your CQ? Before answering, you may ask, “What’s CQ?” David Livermore refers to CQ as Cultural Intelligence—the capability to work and relate effectively in culturally diverse situations. With curiosity a foundational characteristic of CQ leaders, their cultural intelligence can be measured on four dimensions:

  • CQ Drive: level of interest, persistence, and degree to which one can explain a situation from the other’s point of view
  • CQ Knowledge: understanding how cultures are similar and different; overcoming the natural tendency to see what we want to see and ignore other information
  • CQ Strategy: awareness and ability to plan for multicultural interactions; sketch out an interaction plan
  • CQ Action: ability to adapt when relating and working in multicultural situations

The most important dimension is CQ Action.  All the drive, knowledge, and strategy will have no value unless it’s applied. Many people focus on creating diversity, assuming it will lead to innovation, but the existence of diversity itself doesn’t create innovation. Livermore asserts that innovation is created when diversity is multiplied with CQ.

In my opinion, Culture Intelligence is a leader’s must have competency. Not only is business a global enterprise, but cultural diversity sits in the local office. I would encourage everyone to evaluate their CQ across all dimensions and develop improvement goals that would result in greater CQ Action.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Global Leadership Summit 2018: Leadership Authenticity


Carla Harris, Managing Director and Senior Client Advisor at Morgan Stanley, spoke on a leader’s leverage, efficiency, authenticity, decisiveness & diversity, and engagement. One of my top five core values is authenticity, so I was all ears when Carla Harris took the podium at Global Leadership Summit. She had this to share about the power of authenticity:

  • Authenticity is at the heart of a leader’s power.
  • Most people are not comfortable in their own skin. When they do see someone who is comfortable, they gravitate toward that and trust you.
  • Your authenticity is your distinctive competitive advantage.
  • Spend time understanding who you are. Who are you when things get tough? Who are you when things get easy? You can’t bring your authentic self to the table if you don’t know who you are?
  • Relax and meet people where they are. When you’re authentic it’s easy to do so.
  • If you bring your authentic self to the table, it will inspire others to bring theirs, and you will make an authentic connection.

I agree with Carla that people are genuinely attracted to authenticity, and yet, living out authenticity can require courage. Be courageous and see the power that authenticity has to draw people toward you and your mission.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Global Leadership Summit 2018: Leadership Vision

Four years ago, I heard TD Jakes speak for the first time. He said, “If you can dream it and achieve it, it’s not God’s dream, because God doesn’t dream that small.” Regardless of faith, the take-away message for leaders is the dare to dream, dream big, and create a compelling vision to inspire and unite. TD Jakes and Strive Masiyiwa shared their thoughts on leadership vision during an interview at Global Leadership Summit 2018.


  • Creating a vision should be frustrating and bring out the best in you.
  • Believe in vision beyond provision.
  • Dream so it scares you. When you are petrified you are electrified.
  • What stimulates growth is losing. Failing time is learning time.
  • Learn to fly by falling—think of eagle chicks kicked out of the nest by their parent.
  • Become a learner and respecter of world cultures.
  • Forever be the student and not the teacher in your circle of influence.
  • You can have a great idea but in the wrong place.
  • Everything takes longer to accomplish than you initially think.

In my opinion, when leaders create a “bring out the best” vision, it typically requires people with different cultural backgrounds to come together to achieve it. Not just sensitivity, but a true appreciation for the value of cultural differences will make the difference in how well the vision can be achieved.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Global Leadership Summit 2018: Juliet Funt on Successful Leadership Behavior

Juliet Funt

Juliet Funt, the founder of “white space”, was back at Global Leadership Summit (GLS) to discuss three mortar-type behaviors used to secure the building bricks of technology, reorganization, and Lean Six Sigma that are driving toward operating simplicity. Companies must counter conformity, compulsivity in communication, and control within their organization to propel themselves into the future. What do each of these behaviors look like in practice?


People tend to be followers, so nobody changes until everyone changes. Anything that bothers you at work is 50% your fault until you ask about it—the WhiteSpace 50/50 Rule. To break out of the conformity mindset, take a safe contrary action to reduce social conformity and see what happens.


People need to ask themselves whether their communication is appropriate for the situation and delivered in the right format—rein in unnecessary communication by understanding whether content is 2D or 3D. Yes/no questions are 2D content which is appropriate for texts and email. 3D content is deep and nuanced and should only be communicated through conversations. Don’t mix the two contents and formats to ensure more effective communication.

You should also consider whether you need to ask or share information at that moment. If not, put it on a Yellow List that you create for each person you work with. When the list grows long enough, schedule time to discuss those items.


Are you a control freak? One of the best strategies to break this tendency is to let people do and do nothing while they struggle or fail. Many people are comfortable with first-tier delegation, where they trust others and do not control them. Second-tier delegation is more difficult, because it requires providing the same amount of first-tier respect and control to someone you may not yet fully trust to do the job well. Second-tier delegation is required to grow people into first-tier delegates.

Leadership Application

In my opinion, conformity may be the single most influential behavior that limits growth. Leaders need to have a heighten awareness of how the drive for human conformity stifles creativity and innovation. Great leaders are humble and reflect on how their behaviors are impacting their teams. They can serve their organizations by encouraging ideation and rewarding risk.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Global Leadership Summit 2018: Craig Groeschel’s Leadership Message

Having just returned from a week in Bogota, Colombia, teaching, training, and discussing leadership in some of the poorest neighborhoods, I was refreshed by the speakers and their messages at Global Leadership Summit (GLS). GLS is one of my favorite annual leadership conferences, because a pool of talented global business and ministry leaders share their learnings and research on how to be a better leader.

Greg G1

A major theme that resonated with me during this year’s 2-day event was the unabashed embrace of failure as part of a leader’s experience and growth. Many top speakers shared their vulnerable stories of personal failure, emphasizing how failure was part of the journey that grew them into the leadership role they had today. In my opinion, shining a light on failure and how it can be used as a tool for future leadership success was long overdue.

In these times, failure is deemed a sign of weakness. Many people wear the embroidered scarlet letter “F” not on their lapel but on their mind. People go to great lengths to diminish, excuse, deny or hide failure. Helicopter parents were born out of the fear that their children would fail. The sad truth is that failure is inevitable if you take any risk. How refreshing for some of today’s leaders like Danielle Strickland, David Livermore, Erwin McMannus, Danny Meyer, Carla Harris, and Angela Ahrendts to share powerful stories of failure and great success.

If you didn’t attend GLS 2018, be sure to sign up for next year’s summit, read what Craig Groeschel had to say about leadership, and stay tuned for more summaries of top leaders you missed this year.

  • Bosses believe they need to get better at technology and finances. On the other hand, polled direct reports say their bosses need to get better at leadership and emotional intelligence. Employees are more concerned with: (1) Where are you taking me? and (2) How are you treating me?
  • Great leaders steward power for the benefit of others, have profound humility by believing they can learn from others, and have furious resolve.
  • People follow leaders who value them, inspire them, and empower them.
    • Value people by saying, “I notice…” and “You matter…” Appreciate people more than you should by saying it, showing it, writing it, and celebrating it. Make people feel important.
    • Inspire employees by being a centered leader who is secure, stable, confident, fully engaged, purpose-driven, reflective in behaviors, has a mission, and lives out consistent values. The payoff is that inspired employees produce twice as much as satisfied ones. Employees may not know when they are working for a centered leader, but they sure know when they are not. Inspired people also want to work for a vision bigger than the business that can transform a job into a calling.
    • Empower people to unleash higher performance. You can have control or growth by you cannot have both. When you delegate tasks, you create followers, and when you delegate authority, you create leaders. Don’t put a lid on your employees. Leaders only make the decisions they can make and delegate all others to the organization. The best leaders make fewer and fewer decisions and frequently say, “You decide…” If you don’t trust your team you are either too controlling or you have the wrong people. Either way, the problem is yours to solve.
  • People look for a leader to be honest, have integrity, and be vulnerable. Great leaders have the courage to be real and transparent.

As you reflect on each of these key messages, which one could you improve upon most that would make a difference in your leadership capacity?

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at or by visiting her website at

Self-Leadership: Have You Prepared Yourself to Lead?

“Leadership” has become the new buzzword with people aspiring to be recognized as a leader either informally or by having leadership positions and titles? People are judged more than ever on their leadership skills. I overhead someone say he didn’t get a management position, because he didn’t have enough leadership skills. He then followed this comment with, “How am I supposed to get leadership skills, if they don’t give me the position?” What some fail to realize is that leadership skills are easily developed and honed without having a title or assigned power. Leadership is about influence, and the first step is preparing yourself to lead well before trying to lead others.

How does one prepare for leadership? The first and probably most important step is self-examination. Most people think they are good at sizing up other people and fail to realize they don’t have the same ability to accurately size up themselves. We use a different leadership-underconstruction2lens to judge ourselves than we do others. People are programmed to see themselves in a more positive light than they are—perhaps this is a design of self-preservation.

When you look in the mirror, what do you think people see? We must get honest with ourselves, so we can work on our deficiencies, play to our strengths, and be the best version of ourselves. If you struggle in trying to see yourself in the way others do and want to take steps toward improving your self-leadership, below are options to help you get that accurate feedback.  [Note: Receiving feedback is hard, even when it’s for our own benefit.]

  1. Ask trusted colleagues, friends, and even family what habits and traits you have that are causing more harm than good. How do these attitudes and behaviors affect your relationships? If you can’t think of any people that you can trust with these questions, what might this say about your leadership?
  2. Review your interactions at work, home, and within your community. After each encounter, critique yourself on what you did well and how you could do better? Identify areas of specific improvement even if incremental. What words could you have shared or action taken that may have resulted in a more favorable outcome for all involved.
  3. What are your strengths and weaknesses? If you have a difficult timing thinking of these, consider taking the Clifton Strength Finders survey.
  4. In your area(s) of weakness, have you made a commitment to improve? Likely a weakness will never become a strength, but can you shore up your weakness so it doesn’t cause undue hardship. If you can’t improve it, can you cover it in a different way such as partnering with someone who has your weakness as a strength?

Leaders know the grave responsibility that comes with leadership and caring for the well-being of those they lead. Leaders are gifted in different ways, and although no leader is perfect, he or she knows his limitations and ensures others get the best of what he or she is capable.

About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at

The Best of Global Leadership Summit 2017

GLS-BannerFor those who were not able to soak in the messages of the 13 outstanding speakers presenting at Global Leadership Summit (GLS), I share a few key messages from each leader. My hope is that one or more of these points spark an idea, ignite an interest, or passionately resonate with you and that you will pause long enough to explore how to expand on its impact in both your personal and professional life.

Bill Hybels

  • Humility allows leaders the ability to continue learning.
  • Leaders set the tone by showing everyone respect even in the midst of any lack of civility.
  • Leaders get behind a grander vision above delivering on the bottom line. How else can you make an impact?
  • Leaders plant leadership seeds in young people where they see leadership potential.
  • Ask yourself whether you are leading as well on the home front as in the workplace.

Sheryl Sandberg

  • Resiliency is learned through failure and a muscle you can build. Instead of thinking of failure as post traumatic disorder, think of it as post traumatic growth.
  • Hire people with bigger skills: (1) people you need for the future, and (2) people who will get you were you want to go. Employers make the mistake of hiring for what they need now and not for what they need to grow.
  • How come there is not a reference section in the bookstore called HELPING OTHERS? We need to show up for each other more.

Mark Lemonis

  • Business grows through connection which is built by understanding people’s backstory (personal history)?
  • Creating a connection is accomplished through vulnerability and transparency because they unlock the heart to trust.
  • People love it when you walk a day in their shoes even though you will never be in their shoes.

Fredrick Haren

  • 98% of polled workers state it is important to be creative in their jobs; 45% say they are creative, and only 2% say their company is helping them be creative.
  • An idea is just knowledge and information combined in a new way.
  • People need to make the time to allow themselves to be creative.

Bryan Stevenson

  • Effective leaders need to get close to what they need to achieve because answers come in proximity.
  • Leaders need to do uncomfortable things.
  • A change in narrative can liberate fear.

Andy Stanley

  • If you choose to study failure, you may never understand success. You need to perform an autopsy on success to understand success.  Ask, “What did your organization do to grow so fast?”
  • Business growth usually comes from having a “uniquely better” product. Uniquely better is on the frontier of your ignorance.
  • Uniquely better is rarely created within a company, but leaders need to develop a culture where it can be recognized versus resisted. Many top tier companies have taken a financial hit, because they failed to acknowledge “uniquely better” offered by their competition.
  • Be a student, not a critic; when you criticize you stop learning. Replace HOW questions (implied idea killers) with WOW: TELL ME MORE statements (implied idea developers).

Laslo Bock

  • In work, match joy with duty. Pursue passion and purpose.
  • Ask people what is motivating them.
  • Make work better for everyone: (1) give work meaning, (2) have and communicate a goal, (3) trust your people with information and the freedom to achieve the goal, and (4) hire people who are better than you in some way.

Juliet Funt

  • When people don’t have the time to think, business suffers.
  • The pause, otherwise known as “whitespace”, is where innovation and creativity grow, and yet, it is being squeezed out of our schedules.
  • When busyness overtakes whitespace, drive turns to overdrive, excellence turns to perfection, information turns to overload, and activity turns to frenzy.
  • Create whitespace by acting on your answers to the following questions: (1) What can I let go of? (2) When is enough good enough? (3) What do I truly need to know? and (4) What deserves my attention?

Marcus Buckingham

  • The opposite of failure is not success; it is non-failure. If you want to be successful, study success.  Leaders figure out what is happening on the best teams, so they can build on it.
  • The two most important questions a leader ensures his team affirms are: (1) At work, I clearly understand what is expected of me, and (2) I have a chance to use my strengths every day.
  • Leaders should be asking their team, “What are your priorities, and how can I help?”
  • No one really likes unsolicited feedback, but everyone wants coaching attention.

Sam Adeyemi

  • In leadership, you don’t attract what you want but rather who you are.
  • Leaders help people change how they see themselves, helping to break self-limiting beliefs.
  • Transformation starts in the heart. Leaders help people see and hear messages differently  on a consistent basis, so new beliefs can take root in the heart.

Immaculee Ilibagiza

  • Fear is your worst enemy.

Angela Duckworth

  • Grit = Passion + Perseverance over the long-term
  • People can increase their grit through deliberate practice.
  • Talent x Effort = Skill; Skill x Effort = Achievement; notice how effort counts twice
  • Don’t quit on a bad day. If you want to quit, quit on a good day.

Greg Haugen

  • Leadership begins with a dream, and fear is the ultimate dream destroyer.
  • Keep dreams alive by relentlessly and rigorously inventorying your fears.
  • Lead without fear; switch from playing defensive to offensive.

GLS provided meaningful leadership messages for the current times.  Reflecting on my two days invested in GLS, I propose we need to overcome our fears that tells us we “can’t” or “shouldn’t”.  We need to create whitespace to be creative and bring our dreams to life.  As leaders, we need to build teams with clear purpose and allow people to drive on their strengths. We need to trust our teams with information, so they can solve problems, do the right thing, and create value.  Sound simple enough?  Simple is not necessarily easy.  Leading others well can be frustrating and difficult, because at times it requires us to change our engrained attitudes, beliefs, and views as well as to release the fears that have us playing defensive and not offensive.

What message resonated with me the most?  None of the speakers did a deep dive into the impact of fear and leadership, yet the concept was weaved through some of the presentations.  In my opinion, fear is a powerful motivator in people’s decision-making. Fear paralyzes purpose, passion, and perseverance.  Fear undermines people from choosing to do the right thing.  Fear undermines great leadership. I believe leaders need to take an honest inventory of fears that are holding them back in growing in their leadership capacity and develop constructive mitigation strategies to overcome them.

HE21118Davis_07-medAbout the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership and business development.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all its employees.  You can learn more about Sandra by visiting her website at

Intentional Leadership: Leaders Growing Leaders

I haven’t yet heard a business owner, executive, or manager who hasn’t expressed a need to have stronger leaders in their organization.  Everyone wants more and better leaders.  Unfortunately, some employees don’t view themselves as leaders and neglect to grow their leadership capacity.  What these employees may not realize is that their DNA rubs off on others as their colleagues observe them, have conversations, and work alongside them.

leadership investmentAlthough I believe everyone is a leader, I admit that the ability to influence may be easier for some. From my experience, these perceived “natural leaders” already possess a high degree of certain personal traits they build upon to grow in their leadership strengths.  Yet, even these emerging leaders need the partnership with more experienced leaders to help them grow their leadership brand.

Organizations that emphasize leadership development for all their employees will foster stronger employee engagement.  I propose that part of an organization’s intentional mission should be to identify and raise up the next generation of leaders. Some business leaders may ask, “What’s the best way to start investing in our emerging leaders?”  Growing leaders can be broken down into a few simple steps:

  1. Make the decision that you will invest your time and resources in growing new leaders. Leadership demands intentionality, which means you will take on this assignment as part of your job description.
  2. Identify potential leaders that have some level of the characteristics you believe will make for great leadership within your organization. Bill Hybels (2009) mentions five key qualities that he looks for in potential leaders: (1) influence, (2) character, (3) people skills, (4) initiative, and (5) intelligence.  You may select all five or modify; however, you should be clear on the criteria by which you will base your selection.
  3. Invest in potential leaders through coaching, mentoring, training, and wise counsel. Storytelling is a powerful way to learn, so share your stories of successes and challenges and what you learned. Be aware that just listening to leadership stories does not grow leadership; therefore, it is important to have them put to use what they know.
  4. Create opportunities for potential leaders to practice leadership. You need to trust they will become stronger leaders by figuring out leadership through their own trials. Leaders grow by moving from theoretical to practical experiences through a series of more challenging assignments.

Management typically justifies leadership coaching for an identified few, because the investment payback can be roughly calculated.  With relatively high turnover rates at lower levels in the organization, management does not want to invest in these employees only to have the competition realize the benefits.  Decisions in leadership investment can be a difficult decision, but I can make the argument that if companies invested more broadly in leadership development, they would keep their best employees and also have the competitors’ employees want to join.


Hybels, B. (2009). Courageous Leadership. Grand Rapids, MI: Zondervan.

HE21118Davis_07-medAbout the Author: Sandra Dillon is a professional coach and leadership consultant with an extensive background in business development.  She coaches individuals as well as designs and facilitates workshops that address her clients’ business needs.  She has a passion to help organizations fully engage all their employees.  Reach out to her at or 281.793.3741 to further the conversation and determine how she can help you grow your business.