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Being demonized is one of the worst things that can happen to a leader. The author provides countermeasures to demonization that leaders can employ throughout their careers.

Tribal spiritual wisdom can be used along with a contemporary leadership process developed by the author to help the reader lead more effectively in the high-tech global marketplace.

The author advocates that you use a concept developed more than 700 years ago by to boost the effectiveness of your leadership.

Both leaders and sales people will be more effective when they realize the differences between leadership and sales.

The global marketplace is demanding new leadership. A key feature of this leadership may be viewed as a sacred activity.

Difficult people can be a thorn in the side of many a leader.  The author shows a process to help turn difficult people from liabilities into assets.

Tribal spiritual wisdom can be used along with a contemporary leadership process developed by the author to help the reader lead more effectively in the high-tech global marketplace.

In leadership, friendliness is not simply a nice personality trait but an essential requirement of great results.

The author contends that leaders get truly great results not when they have power over people by making things happen but when they have power WITH people by letting things happen.  He gives three specific ways to achieve this.

Leaders who can persuade people to understand that instead of having to accomplish tasks, they actually GET to accomplish those tasks are leaders who generally achieve great results.  The author describes the difference between "having to" and "getting to" and provides a practical process to make it happen consistently.

Nearly 350 years ago, the founder of the Quakers uttered seven words to Pennsylvania's founder William Penn that can live on today in your leadership challenges.  Here's why those words are important and how they can be put into daily practice through a process the author has been teaching for more than 20 years.

Leaders are occasionally afflicted by "bad actors", those
people who resist and may even sabotage the leaders' activities.  Here
is a five-step process for dealing with bad actors. 

All leaders have to deal with conflict.  The author cites three essentials you must adhere to in your dealings and describes a powerful leadership tool that will help you manifest those essentials.

All leaders experience fear, failure and self-doubt many times throughout their careers.  The author combines the three into one creature he calls Ghidora.  Ghidora is the name of the three-headed movie monster that engaged Godzilla in a titanic struggle.  You're not a Godzilla, of course, but you can go a long way in defeating this beast through tips provided here.

The human heart has a great capacity to be changed in an instant, prompting the people who experience the changes to take new actions.  The author sees this heart-dynamic as a leadership opportunity, offers examples, and provides a tool, the Leadership Talk, to help leaders consistently achieve heartfelt connections with the people they lead.

The author asserts that most leaders neglect the human relations aspects of the challenges they face, diminishing their results-generating potential.  He provides a tool that's been working for leaders for more than two decades to achieve great results by developing great relationships.

Leaders need feedback to thrive.  If they don't constantly evaluate how they are doing as leaders, they face repeated failure.  Here is one important feedback mechanism that most leaders overlook to their detriment and that you can use immediately.

A critical challenge facing all leaders is creating urgency in the people they lead.  Here are seven steps that will help you move people from complacency to urgency.

he author draws a lesson from a classic radio skit to show leaders how they might raise their activities to new levels of awareness and commitment.

The global economy has been a fact of life for decades now.  But the author asserts that most leaders don't understand the right kind of leadership to propel those organizations to great global success.  Here is a blue print on how to make your leadership truly effective on an international basis.

The author asserts that most organizations have a great deal of value locked away and thus unused.  Through misguided leadership, they neglect to tap the deep reservoirs of their members' motivation, talents and skills. Here is a surprisingly simple and powerful way to make unlock that value both on an organizational level and personal level.

Most leaders have been taught to set goals for their groups.  However, the author asserts that goal-setting is not the most effective way to lead.  He suggests that turning goals into processes achieves more results, and he details a step by step plan to do it.

Most organizations are hampered by the poor performance of some of its members. The author shows the right perspective a leader should have in dealing with them.

The Leadership Talk is an important tool for leaders of all ranks and functions.  But some of the most effective Leadership Talks are not what leaders say but what the people they lead say.  Here are three ways to give what is often the best kind of Leadership Talk, the Listening Leadership Talk.

A common characteristic of many leaders is to use anger in getting people to do things.  The author calls it "leading with a chip on your shoulder", and he shows why such a leadership trait should be avoided.

Meeting planners get a fraction of the results they are capable of because they neglect an area of results pivotal to the success of their clients.  That area is "Level 2 Results."  The author describes Level 2 Results and ways for meeting planners to achieve them.

When leaders take delight in and inspiration from the people they lead, they are emulating great leaders the author has encountered both in the Marine Corps and civilian life.  He says, however, that such delight should be manifested only when three principles are put into play.

A new set of poll numbers reveals that George Bush is facing one of the gravest issues confronting any leader, the distrust of the people.  The President can deal with this issue only by putting into action a leadership principle that has been used by leaders throughout history.

The combination of the War in Iraq and the dramatic events swirling around the aftermath of Katrina may deal a serious blow to the presidency of George W. Bush.  The author offers a way -- maybe the only way -- the president can save his presidency.

All leaders get to a point where they feel blocked in their jobs and careers.  They feel they can't go on, or even if they can go on, are progressing much too slowly.  The author gives a surprisingly effective pointer he learned from a crime novelist on how to become unblocked.

One of the biggest obstacles leaders face when trying to institute change in an organization is the status quo.  Here is a way of recognizing the status quo for what it is, your determined, skilled opponent.

The author contends that one of the most effective, least understood and seldom used leadership tools is the question mark.  Here is a systematic way to use the question mark in your daily leadership activities that will enable you to be a much more effective leader.

Your career advancement is predicated not only on your being a good leader but also on your being recognized by others that you're a good leader.  Many leaders, however, handicap their careers by failing to have this recognition come about in the right ways.  The author shows the right ways to cultivate the right recognition of your leadership.

A leader who wants to consistently motivate people to meet tough challenges and achieve extraordinary results must have a kind heart.

Most business leaders can develop a business strategy, but they usually neglect what is equally important, a Leadership Strategy.  A Leadership Strategy focuses on having the people who must implement the business strategy become cause leaders who take ardent action for the strategy's success.

A growing number of research scientists are persuaded that the universe is not made of separate things but on a deep level is a single entity.  This view is called the holographic paradigm. The author takes a page from this unique point of view by asserting that the success of a leadership tool he has been teaching for 21 years is attributed to the fact that it is indeed a hologram.

Most people fail in their careers because of leadership deficiencies.  A key reason for their failure is they continually and unknowingly keep falling into two leadership traps.  The author describes the traps and how to deal with them.

Leaders can achieve more results if they create an environment in which people are ardently committed to the leaders’ cause.  A key factor in creating this environment is developing a critical convergence, the joining of leaders’ enthusiasms and the people’s into a powerful, single force for success.

The importance of motivation in leadership cannot be denied.  But most leaders overlook a critical component of motivation, the human dream. The article describes what dreams really mean in the realm of leadership.

Leaders need feedback to thrive.  If they don’t constantly evaluate how they are doing as leaders, they face repeated failure.  Here is one important feedback mechanism that most leaders overlook to their detriment and that you can use immediately.

The author asserts that most leaders get the wrong results or the right results in the wrong ways.  He offers the SAMMER Test to help you align the results you need to achieve with the results that you actually do achieve.

The author asserts there are two kinds of results leaders achieve, standard results and deep results.  All leaders know what standard results are, but few leaders know what deep results are.  In the long run, standard results, though necessary, are far less important than deep results.

The author asserts there are two kinds of results leaders achieve, standard results and deep results.  All leaders know what standard results are, but few leaders know what deep results are.  In the long run, standard results, though necessary, are far less important than deep results.

Motivation is a critical aspect of leadership.  But most leaders fail to realize practical processes to motivate people consistently.  Here is a motivational-leadership tool to greatly increase your leadership effectiveness.

Motivation is a critical aspect of leadership.  But most leaders fail to realize practical processes to motivate people consistently.  Here is a motivational-leadership tool to greatly increase your leadership effectiveness.

The author describes a vision of leadership that you can use throughout your career.  It’s a vision that will also help enrich your life.

Leaders often hamper their effectiveness by focusing on solving problems that eventually turn out to be the wrong problems. Here is a tool to help you focus on the right problems and solve them in the right ways.

All leaders must eventually deal with poor performers.  The author describes a method to help poor performers become good performers.  It is based on developing and executing a 90-Day Improvement Plan.

One element of leadership that many leaders ignore or neglect is character.  Is it a necessary ingredient in leadership?  The author answers the question with the challenging observation that character can actually drive leadership results.

One element of leadership that many leaders ignore or neglect is character.  Is it a necessary ingredient in leadership?  The author answers the question with the challenging observation that character can actually drive leadership results.

Maxims have an illustrious history in the annuals of leadership.  Applying the less-is-more principle of expression, maxims can trigger action, guide behavior and promote values.  A renown leadership expert offers 25 maxims that he has composed, maxims that can enrich your leadership awareness and effectiveness.

Leaders are occasionally afflicted by “bad actors”, those people who resist and may even sabotage the leaders’ activities.  Here is a five-step process for dealing with bad actors.

The author asserts that presentations and speeches are the least effective means of leadership communication.  There is a much more effective way: the Leadership Talk.  In this three part series, he describes underlying principles of the Leadership Talk and ways to help develop and deliver it.

The author asserts that presentations and speeches are the least effective means of leadership communication.  There is a much more effective way: the Leadership Talk.  In this three part series, he describes underlying principles of the Leadership Talk and ways to help develop and deliver it.

The author asserts that presentations and speeches are the least effective means of leadership communication.  There is a much more effective way: the Leadership Talk.  In this three part series, he describes underlying principles of the Leadership Talk and ways to help develop and deliver it.

Brent Filson observes that sales people often achieve a fraction of the results they are capable of because they neglect to apply a powerful leadership tool that can be used in many sales processes.  It’s a tool he has taught to thousands of leaders worldwide for the past 20 years, and when used in sales, it can substantially step up results.

The best leadership is motivational. But the author contends that most leaders misunderstand motivation.  Here are four laws of motivation that will help you be a better motivational leader.  In this second of two parts, the author expands on the laws he described in Part One.

The best leadership is motivational. But the author contends that most leaders misunderstand motivation.  In this two part article, he describes four laws of motivation that will help you be a better motivational leader.

A key stumbling block to leadership success is the very mind-set of the leaders.  Those leaders who don’t believe that results are limitless are selling their jobs and careers short. Here is a four-step process for manifesting a “results are limitless” mind-set.

These days, corporate boards are aggressively punishing poor CEO performance.  This trend is continuing even in the face of a rising economy and good stock market.  The author has an answer for those CEOs who want to make substantial and sustained improvements in company performance: focus relentlessly on championing small-unit leadership.

The relationship between boards of director and CEOs are vital to the well-being of any company.  Many boards and CEOs misunderstand that relationship and so are locked into a “spiral of doom.”  The author describes the spiral and ways to stop it.

"He Hate Me" is one of the most famous nicknames in American football. But it’s real importance isn’t to football but leadership. Understanding the leadership lesson of He Hate Me will notably increase your leadership effectiveness.

Many leaders have the wrong idea of what is important in terms of communication. Brent Filson observes that it’s just not sending information that is critical, but making all-important deep human connections with people.

Howard Dean may fail at achieving the goals he has set as chairman of the Democratic National Committee – i.e., turning red states into blue -- unless he deals with a powerful threat to his leadership, the Leader’s Fallacy.

The most important victory of the Revolutionary War was not achieved at Saratoga or Yorktown, but in a log hut in 1783 when George Washington put an end to a rebellion by his troops by giving a soft-spoken “Leadership Talk”.

Most leaders are sabotaging their careers because they are giving presentations and speeches rather than leadership talks.  In terms of being a results-generator, the leadership talk far surpasses the presentation or speech. Here are three questions you must ask and answer before you can give a leadership talk.  If you answer “no” to any one of the questions, you can’t give one.

Most leaders communicate through speeches and presentations.  But there is a much more effective means of communication: that's The Leadership Talk.  The Leadership Talk not only communicates information as presentations/speeches do, but it does one thing more: It establishes an all-important deep, human, emotional connection with the audience.

Leadership expert Brent Filson asserts that wooing one’s loved one can be done with a special kind of communication methodology which he has been teaching leaders worldwide for 21 years.

Reprinted from Strategic Sales Management

Reprinted from Human Resource Professional Magazine

Reprinted from Professional Selling

Reprinted from The Public Relations Quarterly

Reprinted from the Public Relations Strategist

Reprinted from Strategy & Leadership Magazine

Reprinted from Potentials In Marketing Magazine

The old standby reengineering inevitably runs into the hard wall of an economic law: the Law of Diminishing Returns. This law states that the continued investment of one thing derives fewer returns as time goes on.  Reengineering is an investment that takes costs out to enhance the bottom-line.  But the more businesses reengineer, the fewer returns they get on their investment and so must switch their focus in another direction to get earnings' growth.

Many operations leaders have been there, done that with reengineering.  And they report, in effect, that the process is like ringing a doorbell with a howitzer shell.

A lot of business trends have been grabbing headlines during the 90s: downsizings, mergers, reorganizations, and reengineerings.  But one vital trend has been going on without fanfare.  It's the proliferation in all business fields of cross-functional teams.  And as far as financial careers are concerned, this trend may be the most important of all.

It's a common occurrence, a CEO leads a company to record earnings, retires and in just a couple of years, those once high-flying earnings are dropping like shot ducks.

Leadership isn't dispensable to business success. It's absolutely indispensable. Good leaders are far more important to the long term success of companies than good products. All organizations that fail to get, keep, and develop good leaders eventually founder. This isn't a secret. Most leaders know this.

Avoid the tender trap of seeing the gains as an end. View the gains as a process to help your customers. The one-two productivity punch can be one of the most powerful results-generator you have ever used.

Brent Filson has published books and articles on leadership, developed motivational leadership strategies, processes and skill sets and created and instituted leadership educational and training programs. In this extended interview, read his engaging thoughts on modern leadership.

You are sabotaging your career if you are giving presentations/speeches, not Leadership Talks. (Part 2 of 2 Parts)

You are sabotaging your career if you are giving presentations/speeches, not Leadership Talks. (Part 1 of 2 Parts)

The Leadership Talk can boost your job performance and your career like no other single dynamic.

Knowing these differences can boost both your sales and your marketing activities.

Knowing these differences can boost both your sales and your leadership activities.

Know these three factors to boost your motivational leadership skills

A powerful leadership tool that most leaders are unaware of.

The status quo can be a significant obstacle to organizational change.  Here are ways it cheers on mediocre results.

You can prove this imperative by following the four-week results-are-limited action plans.

Leadership must be seen as the fundamental revenue generation dynamic in any company.

Leadership is manifested through action.  Here are eight attributes of right action to guide your job and career performance.

The Leadership Talk is a far superior communication methodology than the commonly taught persuasive speech.  Here are the big differences.

Here is a five-step process to assert yourself before powerful people.