Leaders know those who love to complain can always find a gripe. And, those who wish to sing can always find a song. Leaders develop a chorus—they don’t get lost in the background noise. ─ Ken Chapman ─ KC&A

An effective leader will not shun the use of authority when the situation demands it, but will avoid creating situations where use of authority is the only recourse. Building relationships with your team creates connections which allow you to limit the use of authority. “Because I do” is more effective than “because I said so.” ─ Ken Chapman ─ Ken Chapman & Associates, Inc.

When disappointed, frustrated, or offended leaders do not react. They choose a thoughtful response aimed at elevating what others have lowered—human behavior. ─ Ken Chapman, Ph.D.

Leaders know that what is best can also be sad. Even good employees can be overwhelmed by the tragedy of their life away from work. Few decisions are more heart-breaking than severing the otherwise good employee, whose personal circumstances have destroyed his/her professional performance. Leaders who feel awful at such times hold on to their humanity, even as they make a necessary decision. ─ Ken Chapman ─ Ken Chapman & Associates, Inc.

High quality crystal produces a clear ringing sound when struck—hence the phrase “crystal clear.” Leaders aspire to a similar clarity in communicating. Leaders understand the clear correlation between “clarity” and “accountability.” The correlation is built on crystal clear communication. ─ Ken Chapman, Ph.D.

A restaurant customer’s complaint resulted in the popularization of the potato chip. In 1853, an unhappy customer at Moon’s Lake House, in Saratoga Springs, New York, kept complaining that his potatoes were too chunky and thick. The chef, George Crum, took great offense and sliced the potatoes wafer thin, baked them until they were crunchy, and covered them in salt. When the customer was served, rather than being perturbed, he was delighted, and finished every last crumb on his plate. Chef Crum’s retaliatory concoction was the start of a resounding success. His “Saratoga Chips”, not the earliest recorded introduction of potato chips but the first well-publicized ones, became a local delicacy until an enterprising businessman named Herman Lay commercialized the product during Prohibition. More than 150 years after its invention, the potato chip is worth a third of the global snack market. Leaders know the next potato chip might well…

Helen Keller (1880-1968) sums up the importance of attitude: “No pessimist ever discovered the secret of the stars or sailed unchartered land, or opened a new doorway for the human spirit.” A pessimist constantly avoids responsibility and therefore makes life unpleasant for the rest of the team. ─ Christy Beem ─ Ken Chapman & Associates, Inc.

Leaders know that while we are only young once, immaturity can last a lifetime. Leaders can see maturity in the young and immaturity in the old—and understand the implications of both. ─ Ken Chapman ─ Ken Chapman & Associates, Inc.

Leaders know: In order to maintain the respect of good people, one must refuse to do wrong even when wronged. -Socrates

By Ken Chapman Ken Chapman & Associates, Inc. Almost inevitably, one or more of the people who report to you will act in an unacceptable way. An hourly worker is repeatedly late; a service rep blows up at a customer; a manager makes an inappropriate comment to a report. Occasionally, such actions are so egregious that the offending employee must be summarily terminated. Far more often, though, the faulty behavior doesn’t call for such an extreme step, but it is up to the leader to take appropriate corrective action. The first thing to be clear about here is what you want to achieve. Should the goal of company disciplinary policies be to punish, to mete out some form of justice? Or instead should it be to propel employees toward better behavior? Consider that the words “discipline” and “disciple” share an etymological root focused on teaching or molding. As opposed to…