Formulate, articulate, communicate, cajole, and inspire individuals and teams to collaborate to create a future that becomes your legacy.

the ceo magazine, business management,
Chip R. Bell

Great innovative service leaders view freedom as a crucial characteristic to cultivate ingenuity and creativity.  Consider three of the most innovative service cultures—Zappos, Nordstrom and Ritz-Carlton Hotels—and you will discover each is a wellspring of employee freedom.  One of Zappos’ core values is “create fun and a little weirdness.” Nordstrom tells employees their only rule: “Use your good judgment in all situations.”  And, a core Ritz-Carlton Hotel value is:  “I am empowered to create unique, memorable and personal experiences for our guests.”  Nurturing freedom is a lot like mining.

the ceo magazine, leadership

We think of self-esteem, confidence, and mindset as an individual’s internal locus of power and control. These factors determine and guide a person’s beliefs, behaviors, and decisions—the combination explaining a person’s success.

When we discuss this concentration of perceptions in an organization, we use words like “brand” and “culture,” but we address the same issues. Whether speaking of one person’s view of the world or the aggregation of many people’s—especially senior leaders—we are really talking about mindsets—poverty or abundance mindsets.

the ceo magazine, leadership

The Rocky franchise first came into our lives in 1976. Detroit and Motown both were still churning out hits. Rocky gave the world this quote that remains as true today for business as when these words were mumbled by the prizefighter 37 years ago. “It's about how hard you get hit . .  . How much you can take and keep moving forward. That's how winning is done.” 

Yet many elements of leadership in the 21st century have changed. An effective leader needs to identify which qualities have stayed the same and which qualities have evolved. Leadership is very different in some core ways than it was just a few years ago.

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