By thinking about the legacy you wish to leave on an organization sooner rather than at the end of your career allows you to create the legacy, you will leave.

Galford, Robert M., & Maruca, Regina F. (2006). Your leadership legacy: why looking toward the future will make you a better leader today. Boston, MA. Harvard Business School Press.

A leader is one, who according to Kotter, can create and communicate a vision. They are the ones who will cultivate the urgency to keep change efforts moving forward (p. 173).

Kotter, John P. (2012). Leading change. Boston, MA. Harvard Business Review Press.

To lead you must know yourself first. What are your strengths, what are your areas needed support?

Use your strengths and build a team to support your areas of need.

Rath, T. & Conchie, B. (2008). Strengths based leadership: Great leaders, teams and why people follow. New York, NY. Gallup Press.

"In the 21st century, we will all need t learn and grow throughout our career" (Kotter, p. 50).

Kotter, John P. (2012) Leading change. Boston, MA. Harvard Business Review Press.

"Although individuals need to be well-rounded, teams should be (Rath and Conchie, p 23).

By working with others who compensate for our weaknesses through their strengths our weaknesses become irrelevant(Covey, p 104).


Covey, Steven M.R. (2006). The speed of trust;the one thing that changes everything. New York, NY. Free Press.


Rath, T, and Conchie, B. (2008) Strengths-based leadership; great leaders, teams, and why people follow. New York, NY. Gallup Press.

Four characteristics are required of an effective leadership team. First, positional power in the organization so that the main managers left off the team cannot block the progress of the vision. Secondly, the team has the expertise to view a situation from varying perspectives. The team must have credibility so others will respect the group, and lastly, the participants have proven their ability to lead others.

Accountability is about performance and behavior, not issues and ideas (Lencioni p 60).


Lencioni. P. (2012) The advantage: Why organizational health trumps everything else in business. San Francisco, CA. Jossey-Bass.

In a clear strong positive culture, people believe they can make a difference and what they do matters (p. 5).



Gostick, A. & Elton, C. (2012) All in: How the best managers create a culture of beliefs and drive big results. New York, NY. Free Press.

The ability to view a situation in the correct context, be it political, structural, human resource or symbolic, provides clarity for action. (Bolman and Deal, 2013)

Bolman, L.G. & Deal, T. (2013).Artistry, choice and leadership: Reframing organizations. San Francisco, CA. Jossey-Bass.

Covey, Steven M.R. (2006). The speed of trust;TThe one thing that changes everything. New York, NY. Free Press.

Covey, Steven M.R. (2006). The speed of trust;TThe one thing that changes everything. New York, NY. Free Press.

"Employees in every organization, and at every level, need to know that at the heart of what they do lies something grand aspirational" (Lencioni, p 82).


Covey, Steven M.R. (2006). The speed of trust;the one thing that changes everything. New York, NY. Free Press.

Lencioni. P. (2012) The advantage: Why organizational health trumps everything else in business. San Francisco, CA. Jossey-Bass.

Continually develop your talents, skills, knowledge, and capacities.
Keep yourself relevant (Covey, p 105).




Covey, Steven M.R. (2006). The speed of trust;the one thing that changes everything. New York, NY. Free Press.

Results are about finishing; the bottom line. It is not the activity, it is the outcome of the outcome. and we get what we expect(Covey, p 119 - 123).


Covey, Steven M.R. (2006). The speed of trust; The one thing that changes everything. New York, NY. Free Press.

What is your end goal? What do you want to achieve/become?

Then decide if the following match your end goal? If not, adjust your actions.

Why do we exist?
How do we behave?
What do we do?
How will we succeed?
What is most important right now?
Who will do what?
(Lencioni, 2012, Ch 2)

Lencioni. P. (2012). The advantage: Why organizational health trumps everything else in business. San Francisco, CA. Jossey-Bass.

Patric Lencioni's third discipline of an effective team, Overcommunicate.

"...people are skeptical of what they're being told unless they hear it consistently over time" (p. 141).

Lencioni. P. (2012) The advantage: Why organizational health trumps everything else in business. San Francisco, CA. Jossey-Bass.

Marilee Adams asserts the power of a well-crafted question is able to shift one's focus from that of a judger to that of a learner. From the learner standpoint, the options are limitless.

Adams, M. (2009). Change your questions change your life: Ten powerful tools for life and work. San Francisco, CA. Berrett-Koehler Publishers.

In Getting to yes: Negotiating without giving in, Fisher and Ury contend that an error occurs in negotiating when one assumes all persons on a side have the same interests.

The Sawyer Effect, according to Daniel Pink (2009) is when one focus on what they feel is play, they stick with the task longer and work toward mastery.

Pink, Daniel H. (2009) Drive: The surprising truth about what motivates us. New York, NY. Riverhead Books.

"Pause is the ability to step back in order to move forward with greater clarity, momentum, and impact..." (Kashman, 2012, p. 3).