“So how open are you to feedback, pushback, and disagreement? It’s a question worth contemplating for a lot of reasons. Allowing for and even encouraging debate in your organization builds trust, increases morale, and raises productivity because it speaks volumes about the value you place on your people and your confidence in them.”

In this puffed-up braggadocious world of social media warriors, armchair quarterbacks, and self-appointed experts in just about everything, I feel that, more and more, we’re becoming a people of intolerance and disrespect. Our confidence in our opinions or abilities is at an unhealthy all-time high, producing more skepticism in the world at large.

“Leaders who are frustrated with team performance but have nothing to do with the team (in my opinion) have nothing to say – at least nothing that anyone is eager to hear. A leader who is willing to get their hands dirty will always have a more loyal following than the one who simply points a clean finger…”

“He was born to farmers of modest means in 1863, but when he died, Henry Ford’s net worth was equal to that of Elon Musk’s today. As America’s second billionaire, the father of mass production, and the Ford Motor Company founder, Henry Ford has a lot to teach us about determination, ingenuity, leadership, and life…”

It’s that time of the year when we set lofty goals and determine that we will do better in the next 12 months – eat better, exercise more, reduce stress, or spend more time with our families. But if you made some New Year’s resolutions, the news isn’t great…But I didn’t drop into your New Year sphere of influence to spoil the party. So, like all leaders, entrepreneurs, and expedition adventurers tend to do, let’s look for ways to beat the odds.

You don’t become a world-class athlete without excessive zeal. You don’t build a successful business or brand without obsessive enthusiasm. You don’t come up with a new idea or invention with entertaining wild and extravagant notions.

So why does the word “fanatic” seem to have a generally negative connotation that most people don’t want to have associated with them?

Leaders often feel pressure to be the rock in the organization, always appearing to be in control, unphased, and steady. Even if we’re not feeling it, the need to act like everything’s OK and instill confidence in our teams usually wins out over vulnerability. And while I don’t disagree entirely with that approach, I believe it robs us of one of the most essential and fulfilling aspects of effective leadership – meaningful relationships.

You may be familiar with the analogy about good conversations and mini-skirts; both should be short enough to grab attention but long enough to cover the subject. That’s an easy way to remember one of the golden rules of good conversations; be brief but thorough. The rest of the guidelines might be a little more difficult to visualize and recall. Still, they’re just as vital if you want to have better overall communication which is imperative to good leadership and healthy relationships. Here are a few of the best conversation practices I’ve found.

As a general rule, employees hate meetings because a meeting where everything is relevant to everyone, and all parties are energized and engaged, is almost non-existent. So, what could I do, and how can we as leaders make it better? Here are some ideas.

“Successful people are confident in what they believe and the ways they go about reaching their potential. But they are also equally aware that one size does not fit all. They are as committed to their goals as they are to constantly reevaluating their methods…”