The Power of Culture

Strong Culture Rarely Exists In The Wild [caption id="attachment_78719" align="alignright" width="189"] Ghost Orchid[/caption] The ghost orchid is one of the worlds rarest flowers. Since its first sighting in 1954, it has been found in the wild less than two dozen times. Yet it can be cultivated and grown in greenhouses in large quantities. Like the ghost orchid, a powerful culture of high-performance is rarely found organically grown in the wild. The best leaders build a powerful culture by bringing together the proper conditions for their teams to thrive. Potential leaders who randomly gather groups of individuals in the hope that someday, like a rare, naturally growing ghost orchid, they will find themselves the leaders of high-performance teams are likely to be disappointed. Yet if they intentionally built a cultural greenhouse, planted the right seeds, applied the exact amounts of moisture, carbon dioxide, nitrogen and sunlight to ensure a strong culture thrives, they would have a significantly greater probability of success. To lead a great team with a strong culture it is best to be a great leader and to be a great leader, one must be like horticulturists who presides over a successful greenhouse. Great leaders must be scientific, deliberate...

The Importance of Intentional Leadership

Great leaders are empathetic. They intuitively model the behaviors of leadership that attract and retain loyal, highly-motivated followers. When it comes to leadership, few of us naturally have it, most of us must be more disciplined in our approach. Sure we can read leadership books. We can bury ourselves under piles of books by Tom Peters, Sheryl Sandberg, Ken Blanchard, Seth Godin, Daniel Pink, Simon Sinek, Doctor Suess (Really! Oh the Places You'll Go) and many more (just please don't read any Tony Robbins). All these books speak to our human minds. They are replete with logical frameworks, high falutin language, and abstracts concepts. The problem with that is humans, as in the majority of you who are reading this are not logical. Neuroscience research tells us that the part of the human brain that decides to play follow the leader or to step out of line has no capacity for language, abstract thought or logic. It is hard-wired to avoid risk at the expense of gain. This part of the brain that is the ultimate deciderer in the brain is the same part of the brain we share with alligators...

Bio Glen Hellman – Coaching Through Chaos

Gordon Bernhardt is a local Wealth Manager and a genuinely good human being. I first met him about a decade ago when we were both members of the same Vistage Group. Last month I sat down with Gordon for an Interview to create a Glen Hellman bio for Gordon's Profiles in Courage Series of Articles. There are many clues to who is Glen Hellman all over this web, you can check out a brief Glen Hellman bio on the About Me Page Here. There's the Beth Berman interview about my Why. There's the Glen Hellman Predictive Index article. There are all the great tweets about me from my buddy Peter Corbett. But none of these reveal what took place in the 4 hour sit down interview with Gordon. I have to admit, that Mr. Cranky got a little teary-eyed during the discussion...

Design Thinking For CEOs

What do I mean by Design Thinking for CEOs? Let's break that down. What is Design Thinking? According to Wikipedia: Design thinking is a method for the practical, creative resolution of problems using the strategies designers use during the process of designing. Design thinking has also been developed as an approach to resolve issues outside of professional design practice, such as in business and social contexts. The reason I add the CEO qualifier as in Design Thinking for CEOs is many people who run businesses believe Design Thinking is for Software Developers or Product Managers or Interior Decorators and not for them. Design Thinking for CEOs or anyone is a way of thinking. It's constantly asking, "Why am I doing it this way?" It's constantly asking, "Is there a better way?" Everyone benefits from design thinking. Look at something as simple as a water fountain. Water fountains have changed very little in the last 100 years. Yet culture and habits have changed. Due to the emerging emphasis on health (drinking more water) and the environment protection have changed human habits so that many of us walk around with water bottles. In fact, some of us don't walk around with water bottles because 3 years ago...

Leadership Versus Management

I had the good fortune to sit down with Jonathon Abermen, Managing Director of Amplifier Ventures, to discuss leadership versus management. Below is the audio of the interview which was broadcast April 27, 2018, on WFED, Fed Radio 1500. Press the little play button to hear the interview: [sc_embed_player fileurl="https://drivenforward.com/wp-content/uploads/2018/04/WFED_Leadership_versus_management.mp3"] Transcript of Leadership Versus Management Interview ABERMAN: Glen, thanks for joining us. HELLMAN: Thank you for having me. ABERMAN: Leadership. I think a lot of people think they know what it is, but what is leadership? HELLMAN: So, probably the best way to sum it up is the difference between leadership and management. Management is how you take care of two-year-old children or less. You put up gates, you give them systems, you protect them, but you don’t do anything that’s not under your control. Leadership is, if you haven’t taken your 17-year-old and led them, when they’re out in the car alone, on a Friday night, at ten o’clock, you have failed. You can’t manage 17-year-old when they’re not in your view. Leadership is creating an environment around your team where they behave the way you would want them to if you were there. Leadership scales, management fails. Subscribe to the What’s Working in Washington podcast on...

Leaf Branch Root Coaching

Leaf Branch Root, it's a method to coach, empower, and learn to trust your team. Lately, in my coaching, I encounter the micromanager who say they don't want to micromanage and inevitably this is a trust issue. It's part hero issue, I must save the day...

The Acquired Taste

I'm an acquired taste. Many people try me once and gag. Some come back again, give it another try and eventually, I become a habit. Huh? Mr. Cranky...

Hank O’Donnell on Hero Syndrome

Hank O'Donnell is a Philadelphia-based Business Coach. I met Hank O'Donnell several years ago when I attended a Vistage Coach Training Seminar in Leesburg Virginia and Hank led several of the sessions. I was a relatively new Vistage Coach at that time and O'Donnell as a veteran coach was working with a group of coaches to help us hone our craft. This was back when Vistage still invested heavily in Coach Training (see Why I Quit Vistage). Since then I've moved on as has Hank O'Donnell but I still learn from him via his emails and video blogs. Here's a great example of one of his videos. Watch and learn as Hank drops leadership knowledge. Quoting from Hank: I've discovered a major flaw in many leaders — myself included. I call it The Hero Complex, and it creates what Dr. Stephen Karpman calls The Drama Triangle. I love to rescue people! It made me feel good to solve my team’s problems, but after a while, it became exhausting. I’d become the “victim” myself, and they became the “persecutors.” I’d find myself saying, “Why don't they take responsibility and first try to tackle problems on their own? Why do they always come to me?” What I didn’t...

Driven Forward Business Coaching Methodology

When hiring an executive or business coach a potential client should inquire is there a business coaching methodology? Is there a process that the executive coach follows? About My Business Coaching Methodology Driven Forward Coaching Methodology is adapted from training and certifications Glen Hellman obtained a decade of business coaching. Many people confuse coaching with consulting. Effective coaching, however, differs from consulting in that a quality coach asks questions and avoids proposing solutions. A good coach guides a client to develop an optimum, prioritized action plan through spirited questioning to enable the client to develop a plan that they will commit to execute. Research shows that people have a higher probability of executing plans they develop as opposed to plans that are developed for them. As a coach, it is my responsibility to vigorously question your thinking in order to help the client crystallize the best path forward. Coaches are like gloves...