Are you often faced with conflicting situations and mixed-message demands from your board, your team, key stakeholders, and the market?  Take risks to grow dramatically and protect your current stability.  Seek to maximize sales and watch the bottom line. Build future leaders and prove leadership excellence now.

Paradox thinking is “and” thinking.  It enables balanced management of interdependent conflicting objectives. Adopting an appreciation for paradox ends the practice of viewing conflicting needs separately and addressing one over the other. Organizations do not reach their potential when they habitually use that kind of either/or approach to challenges.  Their profit, morale, and ability to innovate suffer.

“You can pretend to care, you cannot pretend to be there,” wrote Texas Bix Bender in his book Don’t Squat With Yer Spurs On!

Bender was describing a vital feature of leadership—command presence.  People who spend more than twenty minutes in the military know the power of command presence.   Officer school candidates are drilled on the power and practice of the manner of a leader—focused, attentive, and most important, in attendance.   Command presence is not about arms-length control, it is about a live connection.