If you can keep your head when all about you are losing theirs . . . You may recognize the opening line from the poem If. Kipling wrote those words in 1895, yet today we know his advice was right on target. Approximately 2/3 of the population has no real-time awareness of their emotions. If you “keep your head” you increase the chance of a constructive response. Better to offer a thoughtful response than perform damage control for an emotional reaction. ─ Deb Miller

The More Things Change… Part II by Ken Chapman, Ph.D. Listen to an audio version of this article by clicking here: Ken Chapman and Associates, Inc. · Generations Series Part 2: The More Things Change… In Part One of The More Things Change, the focus was on what all human beings share in common. While generational differences do exist, people continue to be people. All human beings share a need to be valued, to make sense of the world around them, and to discover a sense of purpose. The article ended with a recommended “place to begin” in bridging the gap between generations. Create a company culture where Boomers, Gen X, Millennials, and Gen Z give your company high marks in response to the following questions: 1. Are you treated with dignity and respect by everyone you encounter during the workday (No matter their position, department, shift, or generation)? 2.…

Team members love change — if they initiate the change. Unfortunately, most of us spend a good part of our work life making our way through change we did not initiate. Leaders know that times of change do more than develop character. They also reveal character. ─ Ken Chapman ─ Ken Chapman & Associates, Inc.

Florence Nightingale, who is considered the founder of modern nursing, attributed her success to “having never offered an excuse or accepted one.” An excuse is an effort to avoid accountability. Leaders know the difference between an explanation and an excuse. ─ Ken Chapman, Ph.D.

Christy Beem explores the ever-critical issue of how to keep an organization open to new ideas. An organization that has a huge welcome mat out for new ideas and leverages the diversity of thought from each stakeholder, no matter title, age, tenure, whether that person has hitherto had beneficial ideas, or any other factor, is a company that can adapt to prosper in changing conditions and identify challenges early enough to prevent downfalls. Why isn't every workplace like this? What does it take to lead an organization that actively embraces new ideas? What are practical steps a leader can take to demonstrate with actions and not just words that new ideas are wanted? What's the cost of not being open to new ideas from everyone? 

Fair Play By: Ken Chapman, Ph.D. To listen to an audio version of this article, click here: Ken Chapman and Associates, Inc. · Fair Play   We have all heard people arguing. Sometimes it sounds a bit funny and sometimes it sounds more serious. However it sounds, I believe we can learn something important from the kinds of things people say when arguing. They say things like: “How would you like it if someone did that to you?” “That’s my seat. I was here first.” “What makes you think it’s O.K. to cut in line?” “Share some of your dessert with me. I always share my dessert with you.” “That’s not fair!” People say things like this every day. People of every age and stage. Young people. Older people. Rich and poor people. Race, gender, ethnicity, orientation, or national origin make no difference. What fascinates me about these statements (arguments)…

Leaders go the second mile. Going the first mile is doing nothing more than what is required us. Leaders know that it is in the second mile that excellence is achieved. Only the second mile, or third, reveals the best players/employees. ─Ken Chapman─ Ken Chapman and Associates, Inc.

Leaders know the complex can be explained and understood. People are smart. People welcome the rational explanation ̶ ̶ minus condescension. Leaders make the effort to both explain and be understood. ─ Ken Chapman, Ph.D.

A leader knows the value of a positive attitude. You can’t control the daily ups and downs, but you can choose how you react to them. A positive outlook and a belief you can handle any situation fuels self-confidence. Others are attracted to a confident, optimistic leader. ─ Deb Miller ─ Ken Chapman & Associates, Inc

Leaders know the wisdom found in want versus need. What is wanted is not necessarily what is needed. The best example is the way a whole day can slip away when you’re deliberately avoiding what needs to be done. ─ Ken Chapman ─ ─ Ken Chapman & Associates, Inc. ─