The Oracle of Delphi told Socrates that he was the wisest man in all of Athens. After many years of reflection, Socrates had the answer. He was the wisest, because he knew he wasn’t the wisest. Pretty cool, huh? Leaders know the road of self-knowledge and self-discovery are never ending. This yellow brick road leads to many rewards, but not pot of gold. The rewards found here are contained within the journey, not the destination. You see, there is no destination for leaders. Knowing yourself means separating who you are and who you want to be from what the world thinks you are and wants you to be. Most of us, including myself, lived up to other people’s expectations for years before discovering the power of the space between stimulus and response, and the freedom and responsibility of choice.
There are four lessons of personal renaissance:
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Dr. Greg Gillum is the Chief Learning Officer of WealthBridge Connect (www.WealthBridgeConnect.com). As CLO, his primary role is writing leadership and management curriculum for the international faculty of WealthBridge Connect that helps members drive their business to new heights. In addition, his role at WealthBridge Connect includes lead executive coach and trainer, specializing in leadership development applications, business performance coaching, emotional intelligence, and guiding transformational change in individuals and organizations. Dr. Gillum has also served as the CEO of the humanfusion group of companies (www.humanfusion.com) since 2004. He is a frequent keynote speaker in the areas of human performance and potential. Dr. Gillum spent six years on the faculty of the Medical College of Virginia, and eight years in marketing and senior management with GlaxoSmithKline. To read Dr. Gillum’s complete biography, click here.
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Your customers want more than “satisfying” transactions – they want engaging relationships
To master the new discipline of the emotional economy, business leaders need a new way to think about “customer requirements” and a new set of tools to help structure their businesses around them. But exactly how should they construct a new definition of customer requirements?
Traditionally, the customer’s perspective has been evaluated by assessing “conformance to requirements,” often (though not always) by using a generic measure of customer satisfaction. Early practitioners of the quality movement postulated that customers would be satisfied with and would continue to purchase a product or service if it met their functional specifications and fulfilled their requirements.
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John H. Fleming, Ph.D., is Principal and Chief Scientist – Customer Engagement and HumanSigma for Gallup and coauthor of Human Sigma: Managing the Employee-Customer Encounter. He coauthored an article on Gallup’s HumanSigma model in the Harvard Business Review (July/August, 2005) and has published more than 20 research articles and book chapters in such prestigious refereed journals as the Journal of Personality and Social Psychology, Social Cognition, the Journal of Experimental Social Psychology, and Personality and Social Psychology Bulletin. John received his doctorate in social psychology and master’s degree in psychology from Princeton University and his bachelor’s degree from the College of William and Mary in Williamsburg, Virginia. To read John’s complete biography, click here.
Jim Asplund is Chief Scientist, Strengths-Based Development and Principal, Performance Impact Consulting with Gallup and coauthor of Human Sigma: Managing the Employee-Customer Encounter. As a founder and director of Gallup’s Performance Impact Consulting practice, Jim pioneered research to develop Gallup’s HumanSigma approach, which improves organizational performance by managing the employee-customer encounter. He was the primary architect of the HumanSigma measurement system and is the principal consultant for many of Gallup’s best-documented longitudinal case studies of the financial benefits of HumanSigma. To read Jim’s complete biography, click here.
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Hardly a month goes by – or so it seems – without yet another headline about apparent unethical behavior in the executive suite: from criminal misrepresentation, to tax evasion, manipulation of accounts, and a whole smorgasbord of fraud. Not surprisingly, as investors, employees, legislators, or simply bemused observers of human behavior, we all want the answer to one question, “Are today’s corporate leaders unusually corrupt?” The disconcerting answer is that these leaders are no different than you or us. Even if we have good ethical values to begin with, given certain situational or internal pressures, every one of us can become unethical.
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Robert Hoyk is a Clinical Psychologist and has conducted research in several institutions. He has taught communication skills to executives, physicians, and couples. Robert lives in Laguna Beach, California with his wife, author, Julie Brickman.
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About the Author
Omar Khan, author of Liberating Passion, is the Founder and Senior Partner of Sensei International, a global leadership development firm serving clients in the Americas, the United Kingdom, Singapore, Dubai, and South Asia. Omar has served as a trusted advisor to the leaders of companies including 3M, American Express, The Ritz-Carlton, Microsoft, Motorola, and Hewlett-Packard. His articles have been featured in the Washington Post, Consulting News, Strategy and Leadership, Personal Excellence Magazine and many others. To read Omar’s full biography, click here.
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Putting “You” in the Denominator: The Renaissance of Self
/in Practices for Professionals/by Greg GillumThe Oracle of Delphi told Socrates that he was the wisest man in all of Athens. After many years of reflection, Socrates had the answer. He was the wisest, because he knew he wasn’t the wisest. Pretty cool, huh? Leaders know the road of self-knowledge and self-discovery are never ending. This yellow brick road leads to many rewards, but not pot of gold. The rewards found here are contained within the journey, not the destination. You see, there is no destination for leaders. Knowing yourself means separating who you are and who you want to be from what the world thinks you are and wants you to be. Most of us, including myself, lived up to other people’s expectations for years before discovering the power of the space between stimulus and response, and the freedom and responsibility of choice.
There are four lessons of personal renaissance:
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author
Leadership Inspirations – Showing Up
/in Leadership Inspirations/by StrategyDrivenDianne Houston
American director and screenwriter
Customer Satisfaction: A Flawed Measure
/in Marketing & Sales/by John H. Fleming and Jim AsplundYour customers want more than “satisfying” transactions – they want engaging relationships
To master the new discipline of the emotional economy, business leaders need a new way to think about “customer requirements” and a new set of tools to help structure their businesses around them. But exactly how should they construct a new definition of customer requirements?
Traditionally, the customer’s perspective has been evaluated by assessing “conformance to requirements,” often (though not always) by using a generic measure of customer satisfaction. Early practitioners of the quality movement postulated that customers would be satisfied with and would continue to purchase a product or service if it met their functional specifications and fulfilled their requirements.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Authors
John H. Fleming, Ph.D., is Principal and Chief Scientist – Customer Engagement and HumanSigma for Gallup and coauthor of Human Sigma: Managing the Employee-Customer Encounter
. He coauthored an article on Gallup’s HumanSigma model in the Harvard Business Review (July/August, 2005) and has published more than 20 research articles and book chapters in such prestigious refereed journals as the Journal of Personality and Social Psychology, Social Cognition, the Journal of Experimental Social Psychology, and Personality and Social Psychology Bulletin. John received his doctorate in social psychology and master’s degree in psychology from Princeton University and his bachelor’s degree from the College of William and Mary in Williamsburg, Virginia. To read John’s complete biography, click here.
Jim Asplund is Chief Scientist, Strengths-Based Development and Principal, Performance Impact Consulting with Gallup and coauthor of Human Sigma: Managing the Employee-Customer Encounter
. As a founder and director of Gallup’s Performance Impact Consulting practice, Jim pioneered research to develop Gallup’s HumanSigma approach, which improves organizational performance by managing the employee-customer encounter. He was the primary architect of the HumanSigma measurement system and is the principal consultant for many of Gallup’s best-documented longitudinal case studies of the financial benefits of HumanSigma. To read Jim’s complete biography, click here.
The Ethical Executive
/in Management & Leadership/by Robert HoykHardly a month goes by – or so it seems – without yet another headline about apparent unethical behavior in the executive suite: from criminal misrepresentation, to tax evasion, manipulation of accounts, and a whole smorgasbord of fraud. Not surprisingly, as investors, employees, legislators, or simply bemused observers of human behavior, we all want the answer to one question, “Are today’s corporate leaders unusually corrupt?” The disconcerting answer is that these leaders are no different than you or us. Even if we have good ethical values to begin with, given certain situational or internal pressures, every one of us can become unethical.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author
StrategyDriven Podcast Special Edition 26 – An Interview with Omar Khan, author of Liberating Passion
/in Diversity & Inclusion, Management & Leadership, StrategyDriven Podcast/by StrategyDrivenSpecial Edition 26 – An Interview with Omar Khan, author of Liberating Passion examines how executives and managers can liberate their organization’s passion; tapping into the workforce’s inner energy and commitment to deliver breakthrough results. During our discussion, Omar Khan, author of Liberating Passion: How the World’s Best Global Leaders Produce Winning Results
and Founder and Senior Partner of Sensei International, shares with us his insights and illustrative examples regarding:
Additional Information
In addition to the incredible insights Omar shares in Liberating Passion
and this special edition podcast are the additional resources accessible from his website at www.Sensei-International.com. Omar’s book, Liberating Passion
, can be purchased by clicking here
.
Final Request…
Thank you again for listening to the StrategyDriven Podcast!
About the Author
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