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It is so easy to calibrate -that is, given the pressures on a smaller company to redefine in less ambitious terms- that which you are in business to accomplish. The moment this happens the downward spiral begins.

Kevin Allen

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Kevin Allen
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More quotes by Kevin Allen

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Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create.
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One of my great mistakes coming up, since I was a kid from wrong side of the tracks, and fearful that I might be seen as wanting leadership-wise, was to be someone I was not.
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What I've come to realize is that emotional intelligence, which I define as buoyancy, was the only way I knew how to lead, and is, in my option, the only way to inspire real change.
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Once you reach people on an authentic emotional level, they will reward your faith in them with their belief in you, and they will mobilize to get the job done.
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Buoyancy is a phenomenon whereby, as a leader, you float because the people you inspired believe that you should, because you've truly connected with the collective desires and values of the people you lead.
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You can't mobilize people and connect with them authentically when they can't see the true you.
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As buoyancy is not contrary to other characteristics of leadership, including decisiveness, accountability and performance standards, I don't ever think it can be self-defeating.
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As a sensitive and highly intuitive person in the command-and-control corporate world, I always felt miscast.
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Once you demonstrate to your team that you put them on the same plane of priority as yourself, you will create an environment, and a culture that will make your entire organization flourish.
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Mr. Churchill connected truly to what was in the hearts of the British people, which is what a buoyant leader does. One of his most famous quotes is about making mistakes and learning from them. He wasn't shy to admit when things went wrong.
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The phrases and language used everyday in an organization can in fact affect the way your team makes decisions and conducts themselves.
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Survival in the demand economy depends on and requires experimentation, risk taking, and trial and error.
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First, define your credo- the belief system of the organization. Secondly, define your real ambition, or where do you want to go as a collective community.
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Mandela stands alone in possessing all of the qualities of other great men, but has one quality which is transcendent... his ability to forgive and to place others above himself.
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At the end of the day it's really easy to be a great leader when things are going well. The real test, whether or not you believe in being an emotionally intelligent leader, is when things go wrong.
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For so long, companies were run using a command-and-control, 'top down' hierarchical method that involved dictating down the command chain and maintaining order. What I've witnessed in our time is evolving democratization, a shift to a demand economy accelerated by technological advancements like social media.
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Leadership is not about sitting and presiding, it's about a going somewhere. To be buoyant, you must not only ignite passion around a common quest, you must also mobilize your team to take a journey with you toward a common destination, or what I call a real ambition.
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True buoyant leaders can never communicate in percentage points, or charts and figures. First and foremost, they must be storytellers, communicating with their hearts, not heads.
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