Economist Thomas Sowell said “It takes considerable knowledge just to realize the extent of your own ignorance.” Leaders limit their ignorance by listening at least as much as they talk. ─Derek Conrad Brown─ Ken Chapman & Associates, Inc.

During the Great Depression of the 1930’s, the US. Soil Conservation Service paid Southern farmers to plant a little known Japanese vine called kudzu. It was intended for erosion control. It does control erosion; it, in fact, controls everything it grows over. The runaway vine now dominates over 7 million acres of former farmland that is no longer useable for row crops or forestland. A wise leader makes decisions conscious of likely impacts, knowing effects matter far more than good intentions alone. ─ Derek Conrad Brown ─ Ken Chapman & Associates, Inc

Hearing of his reported death, Mark Twain famously commented: Rumors of my demise are greatly exaggerated. Leaders know that “Saying it’s so, doesn’t make it so!” An opinion can be as unqualified as a rumor. And, an opinion can carry the gravitas of knowledge, experience and wisdom. Leaders know the difference. ─ Ken Chapman, Ph.D.

The human brain’s number one priority is to ensure the survival of its owner. Imagine – 100,000,000,000 brain cells dedicated to your well-being! A leader protects this most valuable asset with a healthy diet, regular exercise, and adequate rest. Take care of your brain so it will continue to take care of you. ─ Deb Miller ─ Ken Chapman & Associates, Inc

Leaders know leadership is a journey. Leaders know knowledge evolves, understanding matures, and wisdom progresses when you are open to learning the life lessons work will teach. And, as often as not, the best lessons arrive packaged in discomfort. ─ Ken Chapman, Ph.D.

Nobody Trusts the Boss Completely By Ken Chapman, Ph.D. Listen to an audio version of this article by clicking here: Ken Chapman and Associates, Inc. · Nobody Trusts The Boss Completely Leaders who head off serious problems before they blow up in the company’s face are two steps ahead of the game. Their employers avoid needless expense or outright disaster and they themselves receive the recognition they deserve for stopping trouble in its tracks. In practice, of course, it is never this easy. Everybody knows the importance of identifying problems early. But what is the trick to learning about them early? How do effective leaders find out what trouble is brewing? What are their warning systems? All good leaders develop information networks and many develop a sixth sense for early signs of trouble. But by far the simplest and most effective way to find out about problems is to be…

Leaders know and live trust: Do what is right. Deliver what is promised. Be the same person, whatever the circumstances. Be Accountable. Leaders build trust by being trust. ─ Ken Chapman ─ Ken Chapman & Associates, Inc.

Leaders ask questions, anything from simple pleasantries to soliciting feedback. Leaders inquire because they understand the value of the answer. – Whitney Tate

The person most likely to get hurt on the job is experienced and well trained. They know what to do and how to do it. They have had extensive safety training and most of the time they follow safe work practices. The person most likely to get hurt on the job is someone just like your co-worker. Do you have his back? ─ Deb Miller ─ Ken Chapman & Associates, Inc.

When Leaders Sabotage Teamwork By Ken Chapman, Ph.D. To listen to an audio version of this article, click here: Ken Chapman and Associates, Inc. · When Team Members Sabotage Teamwork A man took his young daughter to a carnival and she immediately ran over to a booth and asked for some cotton candy. As the attendant handed her a huge ball of it, the father asked, “Sweetheart, are you sure you can eat all of that?” “Don’t worry Dad,” she answered, “I’m a lot bigger on the inside than on the outside.” The little girl didn’t necessarily mean to, but she gave us a memorable image of the importance of leaders being adults — being “bigger on the inside” regardless of their external size. One of the indicators that leaders may not be as “big on the inside” as they need to be is if the leaders, unconsciously and sometimes…