Confidence By Ken Chapman, Ph.D To listen to an audio version of this article, click here: Ken Chapman and Associates, Inc. · Confidence Two men were traveling together through a forest when, without warning, a huge bear came crashing out of the brush near them. One of the men, thinking only of his own safety, shoved the other aside and scrambled up a tree. The other, unable to fight the bear alone, threw himself on the ground and lay very still. He remembered reading somewhere that a bear would not touch a dead body. It must have been true. The bear sniffed at the man’s head for awhile and seeming to be satisfied that he was dead, walked away. The man in the tree climbed down. “It looked just as if that bear whispered something in your ear,” he said. “What did he say?” “He said,” answered the other, “that…

For untold centuries, one of the most important trees in the American food chain and in forests from Maine to Mississippi was the wild American Chestnut tree. Estimates show there were three billion Chestnut trees when the Europeans arrived. In the Appalachian Mountains, twenty-five percent of trees were American chestnut. For wildlife from deer to squirrels the chestnut seemed critical to survival. Then around 1900, some Chinese chestnut trees infected with a blight were imported to New York. The blight spread and killed almost every single American Chestnut tree from forests to front yards including ancient behemoths. Time marched on and wildlife and humankind adapted to life without them. Change is sometimes traumatic, immense, rapid, and unfathomable. In the workplace just as in nature, survivors find ways to adapt and thrive. Effective leaders spend little time fretting over uncontrollable events and much more time finding a path forward. ─ Derek…

When Admiral Mike Mullen became Chairman of the Joint Chiefs of Staff, he recalls receiving this warning from his predecessor: “You’ll eat some very good food, but be prepared never to hear the truth again.” The higher the leader is in the organization, the more reluctant others are to risk the leader’s displeasure by voicing a dissenting opinion or sharing bad news. Leaders know the value of receiving candid and timely input. A leader’s success may well depend on how safe an employee feels speaking truth to power. ─ Deb Miller ─ Ken Chapman & Associates, Inc.

Leaders know: Self-respect requires I never ask others to give me what I am capable of earning for myself. -Epicurus

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.

According to an old Venezuelan adage, “If you’re going to hunt a bullfrog, don’t use a shotgun.” Leaders know blowing up little issues loudly and openly can be more than just messy. The result will be big damage with little benefit. Specific, targeted aim at a problem is far better—focused, clear, logical, face to face, without an extended audience. ─ Derek Conrad Brown ─ Ken Chapman & Associates, Inc.

It’s easy dealing with people who do the wrong thing for personal benefit, but what do I do with employees who do the wrong thing in an effort to do something “good” for the company?   It’s never pleasant dealing with poor behavior. Most leaders would rather not do it at all, but still it needs to be done. And it’s easier when the person you’re dealing with has acted out of a desire to serve themselves, and in the process harmed the company. But what about the employee who does the wrong thing while trying to help the company? This is a situation where many leaders choose not to act, but this is a mistake.   When it comes to safety, this usually takes the form of an employee putting themselves at risk by cutting corners. They skirt the edges of the procedures and policies that were designed to protect them…

Leaders tell themselves the truth. Experience has taught them a dogged commitment to reality. Leaders know self-deception is the first step on the path to professional self-destruction. What it is, is what it is! ─ Ken Chapman ─ Ken Chapman & Associates, Inc.

Excellence Versus Perfection by Ken Chapman, Ph.D. Listen to an audio version of this article by clicking here: Ken Chapman and Associates, Inc. · Excellence Versus Perfection The discussion usually begins with this statement: “I’m not perfect, but I’m doing my best.” The statement implies human imperfection is a barrier to excellent performance. Most people are surprised to learn the acceptance of their inability to provide flawless performance is where excellence begins! Once I let go of the idea excellence means flawless performance, I am free to focus on achieving excellence. You see, perfectionist tendencies lead me down a rabbit hole. No amount of planning, practice, or commitment will (can) produce flawless performance. Imperfect creatures do not produce perfection. However, they can achieve excellence. A helpful way to think about excellence is to view human performance as a “saw-tooth.” Note in the illustration below the trend is generally upward, but…

Buddy McClinton, 2017 College Football Hall of Fame nominee, offers one of the keys to a successful team: “You’re only as good as the person beside you.” It’s not enough to be your best. You have to help your team members be the best they can be. Your success as well as theirs depends on it. ─ Deb Miller