In his book Deep Work, Cal Newport talks about Jerry Seinfeld’s simple system for getting work done. It involves putting a cross on the calendar each day he writes a joke and not placing a mark when he doesn’t. As Jerry tells it, once you get a row or two of crosses, you get to a point where you don’t want any blank spots on the calendar. So you keep writing jokes every day so you can keep your run of marks going.
This is how we can keep ourselves accountable.
I recently used this method to achieve my own goal. I wanted to go 100 days alcohol-free. On day one I started and put the number 1 in my calendar and then I put a box on where day 100 was. There was that box calling me to write 100 in it. I couldn’t let that box down. I had to do it.
And I did.
How can you use your calendar to keep you accountable?
At the time of publishing this it is the last day of 2017 and tomorrow will be the first day of 2018*. It’s about to be the start of a whole ‘nother year. And that means New Year Resolutions …. Right?
Well, it can if you want it to.
If New Year’s resolutions are your thing then, please go right ahead. If, however, you’re a little like me and most of the rest of us out there and resolutions don’t or haven’t worked then perhaps you’ve been looking for a different way of approaching your reflections on what you want to achieve this year … I mean next year …. I mean over the next 365 days or so … I mean in the future … You get what I mean.
I’ve been conducting my own reflections of 2017 and what I want to achieve in 2018 so it was no surprise to see a few things pop up in my email inbox and my Facebook news feed suggesting how I could do it better. Is that confirmation bias, magic or Big Brother watching over me? I’ll leave you to decide.
So, if you would like a different way to approach goal setting in the New Year then here are three methods that have resonated for me.
Reflecting the Bullet Journal Way
In 2017 I started using The Bullet Journal method for planning, daily goal setting and recording important information. It’s a simple and effective process that you can use with any blank journal and it can even be adapted for use on line. I was using Notes Plus but there are plenty of other options out there. Please feel free to share what you have used in the comments section below.
Ryder Carroll, founder of Bullet Journal describes his method for migrating from your completed journal to a new journal. Of course, the New Year is a great time to do this. In the first part of this particular blog he describes the reflection process that he uses before migration. It involves going through your old journal from the previous year (or this year if you are doing it before the end of this year … let’s not go down that path again) and reflecting on all your entries. If you’ve been disciplined in your journaling you should have a good history and narrative for the year. Then in four sections of a blank page capture the following:
- What worked for you.
- What didn’t work.
- What you want to do more of.
- What you want to be doing less of.
Ryder makes the point that it is just as important to reflect on what you didn’t achieve as what you did. We will learn just as much from our failures (possibly more, I would say) as we do from our successes.
Going through this process helps you prioritise what is important for you going forward in the new year and to set some priorities.
Tim Ferriss’ Past Year Review (PYR)
For those of you who have been following me for a while you will know that I subscribe to Tim’s blog/podcast The Four Hour Work Week. In his interviews Tim ask questions of people successful in their field about the tactical level tips and techniques that helped them achieve success. It is very rare that I go through an entire podcast and I don’t hear something that I feel could be useful for either myself or one of my clients. The podcast is one I recommend on my own website.
Tim also sends out a short email every week called Five Bullet Friday in which he shares the latest things or thoughts that interest him and he feels might be of interest to his followers. In his email of 30 Dec 17 he reveals his system for past year review. For accuracy, I have copied directly from Tim’s email below:
- Grab a notepad and create two columns: POSITIVE and NEGATIVE.
- Go through your calendar from the last year, looking at every week.
- For each week, jot down on the pad any people and activities that triggered peak positive or negative emotions for that month.
- Once you’ve gone through the past year, look at your notepad list and ask “What 20% of each column produced the most reliable or powerful peaks?”
- Based on the answers, take your “positive” leaders and schedule more of them in 2018. Get them on the calendar now! Book things with friends and prepay for shit now! That’s step one. Step two is to take your “negative” leaders, put “NOT-TO-DO LIST” at the top, and put them somewhere you can see them each morning for the first few weeks of 2018. These are the people and things you *know* make you miserable, so don’t put them on your calendar out of obligation, guilt, FOMO, or other nonsense.
There will be those of you reading this who will be saying “Well, that’s great if you work for yourself or are an entrepreneur. I don’t have control of my diary or who I work with. I have no choice.” I offer a few of points on this.
Firstly, you always have a choice. You don’t have to go to that meeting and you don’t have to work in that job. You do have to live with the consequences of your choice, however, and should make your choices being aware of those consequences.
Secondly, if you make the decision to attend these meetings and work with these people, what can you do to either make the experience more enjoyable or learn something from it? I’d suggest adopting a curious attitude rather than a ‘woe is me’ one. There is always something you can learn from any experience, positive or negative.
Finally, there will always be elements of your diary that you can control; social engagements, family outings, gym sessions, what you do when you get home at night. Which of those did you enjoy and which would you like less of? Take control of the elements of your life within your power.
Mark Manson’s Five Rules for Giving Less F**ks in the New Year.
Mark Manson has a different approach, although there are some similarities. He talks about focusing on the outcome you want rather than the activity you are engaged in. Here is a summary of Mark’s rules:
- Find something important to care about. Mark asks us to consider what are the goals or issues that we are prepared to endure pain or discomfort to achieve or resolve.
- Solve problems. Happiness comes when we solve problems. It’s something we have to work for and not something we are magically given. This is why people who have money aren’t necessarily happy.
- Prioritise what you care about. Stop caring about the trivial, like the guy who parks to close to you or the dog that craps on your lawn. We have limited energy. Choose where you want to spend it.
- Align your efforts with your values. Be comfortable with the choices you make and stop trying to live by other people’s values.
- Understand you have limited time. We have a limited amount of time on the planet. Think about what you want to be remembered for when you’re gone. Align your actions with that vision.
Mark, in his style, tells the story in a much more colourful way. If you would like to read his version you can here.
Common themes and Next Steps.
There is a common theme in all three of these approaches. Analyse where you spend your time and do more of what you want and less of what you don’t want. There is no surprise this theme resonates for me as it is something I talk about with my clients all the time; focus on what you want. All it takes now:
- Make some time to sit down with your diary, journal, or to reflect on what’s important, what do you want, and what do you want to do less of.
- Commit those thoughts to paper and share with a friend. You are more likely to follow through if you do.
- Monitor your progress and repeat at routine intervals (it doesn’t need to be yearly).
Of course, this is just three of many methods you can use to set goals and achieve in the New Year. Any basic Google search will present you with a range of options. I’m more interested in what has worked for you. Please share with the Campbell Leadership Clan in the comments below.
If you’d like any help setting goals or working on your professional or personal development goals, please feel free to contact me at Campbell Leadership Solutions.
Until then, thank you for reading and leading.
Happy New Year.
* Applicable anytime. 😉
I would like you to think back to a time where you felt you were in the best job in the world. One where you felt motivated to come to work every day. If you’re lucky enough, you may even be in that job right now.
What was it that made it the best job in the world?
Was it the pay?
Was it the location?
Was it the hours that you worked?
The odds are that it was not any of these things but a combination of three distinct features of your job or work environment that contributed to that feeling of satisfaction.
Understanding what these factors are, as an employee might help you to identify what it is about your current role that you are enjoying or missing. As a leader, it might help you to create the environment for your employees to achieve job satisfaction.
Want to know what they are? Read on.
This is the first blog since March this year (2017 if you’re reading this in a few years time). During this period I have been completing my Master’s Degree in Coaching Psychology at the University of Sydney. I made a conscious decision during this time to hold back on my writing and focus on my studies, not for better marks – although that’s always nice – but because everything I learned had a practical application for coaching my clients.
My aim over the coming weeks is to recommence my writing and impart some of the knowledge I have gained over the preceding months.
Self Determination Theory
I want to start, in this article, with a small element that was common to both the subjects completed this semester (Positive Psychology and The Psychology of Peak Performance) called Self-Determination Theory (SDT). SDT discusses human motivation and, among other things, suggests that people will feel more motivated towards their endeavours if they can meet three basic psychological needs.
Those three needs are Autonomy, Competence and Relatedness.
Let’s look at each of these in detail.
Autonomy is the degree to which people have agency or choice in what they do. They feel empowered to make decisions, and they act in accordance with their values and self-image.
Competence is the ability to use strengths to produce valued outcomes. People who feel competent believe what they are doing is making a difference. They can see how they are growing and developing from their experiences.
Relatedness relates to how much people believe they are part of something bigger than themselves. They feel connected to others in their social groups.
In the words of some respected researchers on the subject (see further reading below):
“People are expected to do well and feel their best when the socio-cultural conditions of their lives (i.e. family relationships, friendships, workplace culture, political systems, cultural norms) support the inherent needs for freely engaging in interesting activities (i.e. autonomy), producing valued outcomes through the use of their strengths and abilities (i.e. competence), and feeling closely and securely connected to significant others (i.e. relatedness).”
What does it all mean?
People may start off doing what they are told because they have been told to do it. They expect either a reward for doing it or a punishment if they don’t (extrinsic motivation). As they are empowered to make choices about how they achieve the task (autonomy) and see they can do it, and what they are doing is making a difference (competence), and work alongside people they value and form connections with (relatedness), they will start to internalise the value of what they are doing and become more motivated (intrinsic motivation).
It may be useful at this point to discuss the importance of these basic needs by examining what happens when we don’t have them. Think about when you have been micro-managed at work, have felt that you were unable to achieve your goals or that you couldn’t find anyone with whom you connected. If you were in this environment you wouldn’t feel very motivated to come to work, would you? Workplaces like this experience high absenteeism and presenteeism, high separation rates, low productivity and low discretionary effort, and high complaint rates against other members of staff. At best in these environments, you will have team members who display no innovation or initiative. At worst you may have a workforce that experiences psychological distress and mental health issues.
As leaders, we need to take a critical look at our workplaces and our cultures and understand if they are supportive of our teams meeting their basic psychological needs or if they are disruptive of them.
Facilitating the basic needs
The following is not meant to be an exhaustive list of how to increase employees’ perceptions of autonomy, competence and relatedness. It does, however, provide a starting point and if you are interested in learning more, then there are some resources at the bottom of the page you can call on.
Autonomy is not about doing what ever you want. That would be anarchy. Autonomy is about providing choice and respecting the choices that people make. It is about allowing people to feel in control. This can be accomplished through agreeing on goals and then allowing individuals and teams to make decisions about how they achieve those goals within agreed constraints. Use of coaching or coach style questioning to help individuals and teams to make decisions about what they are going to do conveys task ownership.
As stated earlier, people will feel competent when they feel they are making a difference, are using their strengths, and can see how they are growing and developing from the experience. Leaders can facilitate competence by ensuring that their teams have the right training and that they get to use that training to achieve the goals that they have set for themselves. Additionally, as leaders, we should help our people set goals that stretch, but not break, them. As they achieve those stretch targets, our team members will come to realise they have skills they didn’t know they had and, in turn, want to apply those skills.
Fostering teamwork, breaking down silos and promoting collaboration will all contribute to being part of something bigger than the individual effort. Leaders, also, however, have a role in understanding what individuals within their teams value at a personal level. While organisations have espoused values, these are not what gets their employees out of bed in the morning to come to work. As a leader, you can help your team members feel a part of something bigger than themselves. Get to know them, understand what is important to them and assist them to link their values to the organisational outcomes.
So, now what?
Take some time to reflect. If you are a leader in your organisation, do you feel like you experience autonomy, competence and relatedness? If you do, great. Does your team? If not, then, as a leader, you have a role to play in creating an environment where they can. The research suggests that both the organisation and its people will both benefit.
If you don’t think you’re experiencing these basic psychological needs, then there is a chance your team isn’t as well. Ask yourself, what’s within your control to facilitate those needs within your team. Perhaps, you could set yourself a stretch target of having a constructive conversation with your boss about this concept. There is some further reading below if you want to learn more.
What tips do you have for fostering a motivation rich environment in the workplace? What have you seen that works? Please, share your ideas with us so that all of us in the Campbell Leadership Clan can learn from your experiences.
Is there someone who you feel could benefit from the information contained in this blog? If so, please feel free to share it with them and, even better, sit down and discuss with them the way they could help facilitate autonomy, competence and relatedness with their teams.
If you would like more information or would like to discuss any of the concepts mentioned above, please feel free to contact Anthony at Campbell Leadership Solutions so that we can see how we might be able to help you.
And, as always, thank you for reading and leading.
Ryan, R. M., & Deci, E. L. (2000). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychologist, 55(1), 68-78.
Spence, G. B., & Deci, E. L. (2013). Self Determination Theory Within Coaching Contexts: Supporting Motives and Goals that Promote Optimal Functioning and Well-being. In S. David, D. Clutterbuck, & D. Megginson (Eds.), Beyond Goals: Effective Strategies for Coaching and Mentoring (pp. 85-108). London: Gower Publishing.
Does your to-do list keep you up at night? Many people I have spoken to suggest having a notepaper and pen beside the bed is a good way to stop this. If there is something that is on your mind, get it out of there and onto a piece of paper. Sounds easy, right?
Okay, so what about this scenario: Have you arrived at home after a long day and struggled to focus on the moment? You know, your kids or partner want your attention, but your head is still in work mode thinking about what needs to be done back in the office. What suggestions have you had from others about how to address this?
Previously, I’ve written about having your head and your body in the same place and today I’d like to take it one step further. Today I want to amalgamate some ideas from a couple of different sources, and I want to call it “Book Ending Your Day.”
So, what does that look like?
Well, it looks like this …
- For ten minutes at the beginning of the day, look at your to-do list and name the one or two (at a pinch three, but no more) things that, if you get them done, will mean that you’ve had a successful day, and
- Then, at the end of the day, sit back and take stock of the day and acknowledge what you have achieved.
What are your initial reactions to this?
If you get the concept and are thinking, ‘I can do that’, then great, skip to the last paragraph where I will ask you to share your experiences.
If you would like some more detail, then read on.
These two simple ideas (and yet again, I will emphasise that simple does not mean easy) come from a couple of different sources. Firstly, Tim Ferriss in his blog talks about choosing the 3-5 most important things that need to get done that day. He asks himself these questions:
The key here is to decide what is important to get done that day and make it a priority. Everything else then becomes secondary.
Secondly, Cal Newport in his book Deep Work talks about his shutdown ritual. The aim of this is to end the day by making sure all the tasks on his to-do list are in the right place and there is a plan in place to achieve them over the short to medium term. The key here is not to leave anything hanging but make sure that there is a plan in place, even if only a rough plan, to get done what needs to get done.
Personally, I would then add another step. At this point, I think it’s important to reflect on what you achieved that day. Taking just another couple of minutes to do this you will gradually build your sense of accomplishment and satisfaction with the work you do. You will begin, and continue, to see what you are getting done. I have written before about the benefits of reflecting and taking stock of your achievements. A short period doing this at the end of the day can have multiplying effects.
Once you have completed your end of day routine, and this is vital as Newport suggests, do not “go back” to work. Do not pull out the laptop or tablet and think to yourself, “I’ll just check e-mail,” or “I’ll just get a couple more things done.” By doing this we are not allowing our brains to recharge. We are not allowing time to rest our attention. By not respecting the end of day routine, we are distracted from focusing on our home lives and we reduce our ability to remain focused during the next day at work. This can adversely affect the next day’s output.
It may also help you sleep better that night knowing that you’ve had control of your day and that you have a plan for tomorrow.
So, here’s what I’d like you to do …
Consider the concept of bookending your day. I have given you a few ideas here about how to do this. Even if the particular techniques here don’t work for you, what do you think of the idea? Are you prepared to try this or some routine like it?
If you like the idea, what tips or techniques do you have that you are willing to share? Please, leave appropriate comments in the section below.
Do you know someone else this approach could work for? Please, share this blog with them. Better yet, sit down with them and have a discussion with them about it. Coach them through the issue. I am a firm believer in the power of human connection. Again, your experiences can help others, including me, so please write about them below.
If you would like to discuss this, or any leadership related concept with me, then please feel free to get in contact with me here at Campbell Leadership Solutions. I would be happy to assist in any way I can.
And, until next time, thank you for reading and leading.
I am excited about this series of blog posts called Campbell Rambles. Someone close to me has commented about how she likes the way I ramble on when I am trying to get my thoughts straight around an idea. I’m sure many of you have done the same.
Well, I thought it time to put a ramble or two (or three) into print. These posts are not designed to be the solutions to all your problems, although there will be suggestions along the way. They are merely a collection of thoughts about a particular topic that I have been pondering. My hope is that something in these rambles will generate new thinking and new questions for you.
Disclaimer up front: They won’t be as well structured as other posts, and the grammar will be ‘less than ideal’ to quote a friend of mine. My aim will also be to keep them short so that they are easily digestible. This one will be a bit longer as I introduce the concept.
So, let’s begin.
I saw this quote the other day, and it resonated with me:
I’m sure it’s not a new quote for a lot of people but it was the first time I had seen it, and it’s been present in my thoughts for a few days now. It’s certainly changed my attitude as I go to the gym or for a walk along the beach at home. I am now curious as to what my body can achieve rather than focussing on just “getting fit” (Whatever that looks like).
I don’t know who was the original author of the quote. I’m not sure if they intended any additional meaning behind the message but, if there was some subliminal text it might look something like:
“Celebrate the life that you have. Enjoy it. Don’t beat yourself up for every little mistake.”
What do you think? Am I reading too much into it?
What if we were to apply the quote to our careers? It would then read:
“Your career should be a demonstration of what you can achieve, not something that you do because you have to.”
As I write this, I am aware that many people don’t feel in control of their careers:
- “My boss is a control freak. I don’t have any autonomy.”
- “I have a mortgage to pay. I just can’t go and work for myself.”
These are common objections I hear when I am talking to clients about taking control of their lives. These are the people for whom it’s about “going to work because they have to.” They don’t enjoy what they do, and they feel like slaves to the machine.
I say to my clients frequently that many things are simple but not necessarily easy. I also talk about “growing pains” – the discomfort that comes with change. If you want to “celebrate what you can achieve”, some growing pains are necessary.
There are no easy answers. Approaching the controlling boss takes courage. Quitting what you’re doing and doing what you love involves risk. That said there are some small steps to help you get started and build momentum:
- Engage the services of a coach or seek out a mentor to discuss what your current issues are. You don’t have to make any changes at this point, but another perspective can help;
- Do the sums on what you need to live. Ryan Holiday, author of “Ego is the Enemy” and “The Obstacle is the Way” says “If you don’t know how much you need, the default quickly becomes ‘more.'” When you know how much you need, you can make more informed decisions about what you can do;
- Get curious about what others in your situation have done. Perhaps there are some lessons you can learn from others you can apply;
- Think about where you want to be ten years from now. 20 years. What do you want people to be saying about you when you’re gone? What do you want your legacy to be? Then look at where you are now and figure out what the first small step is that you need to take. Remember, any small step in the right direction is a step in the right direction.
There is another quote that has just come to mind as I write this …
“Freedom is on the other side of fear.”
Get curious about what is holding you back and investigate that. You might find that there is a whole new world that opens up once you can put a name to your fear.
And then celebrate what you can do. If we want to find meaning in our lives, I think we have to get out of survival mode and reflect on what we are capable of achieving. Let’s stop punishing ourselves for the decisions we have made up to this point or the mistakes we might have made. Let’s change the mindset. Let’s show others (and ourselves) what we can do. Let’s start making decisions, that while difficult, may prove rewarding.
I’ve rambled long enough. What do you think?
I hope you enjoyed the first of these Campbell Rambles. At this stage, they won’t be a regular post. I will publish as something I feel important comes to mind. If you don’t want to miss out on them, then head to the Campbell Leadership Solutions web page and sign up as a member of the Campbell Leadership Clan.
As we begin the new working year I thought we’d kick it off with a brief summary of the leadership thoughts published by Campbell Leadership Solutions in 2016. If you continue on with these behaviours and tips that you started with last year, you’ll be sure to make an easy segway into 2017. If you want to revisit the concepts in full, just click on the link to go straight to the article, or feel welcome to contact us here at Campbell Leadership Solutions for more information.
From The “What I want you to do …” Series
It is so important to allow members of your team to make mistakes. You can create an environment where experimentation is encouraged and your team know that they are supported at all times. Providing this environment allows your team to learn from mistakes, removes the fear of having a go and builds trust between your team and you.
Progressing from building trust by creating a safe to fail environment, awareness of two key factors will help in building successful relationships with others. The first, understanding the strengths and weaknesses of various working styles can help constructively develop team dynamics. This will help you understand how others want to be treated, so you can then apply that knowledge. Secondly, how you see yourself is not necessarily the same as how others see you. Seek feedback and hear it without judgement, you’re sure to learn a few things about yourself!
Remember, leadership is not a position. It is a series of behaviours. Anybody in any role in any organisation can demonstrate leadership behaviours. If you are working toward something you believe in, you are a leader, whether your job description says so or not – you already have the ability to motivate others to follow, so believe in yourself and continue to refine your leadership skills.
This article provides a simple, four-step, problem-solving process to help you overcome those times when you have a block. It helps you identify what you already know (it’s usually more than you think), what questions you need to ask and how to build a plan to tackle the next steps of your project. It’s an easy way to continue to move forward and re-energise that challenging mindset we all get when we’re seemingly stuck with something.
Inspired by one of my clients, this article puts a different spin on the work/life balance discussion. Rather than aiming for more time at home and less time at work, what if you were to pay attention to where you are, right now? At any given moment, this technique would go a long way to improving the quality of your time rather than trying to change the quantity, which is something not always possible. Mindfulness is a great way to take control over what you can, rather than being frustrated at what you can’t.
Work with another client inspired this post as well. You may be surprised to know that I learn as much from you as you from me! Taking time to reflect on your achievements over the longer term can reduce the frustration we feel in ‘not getting anything done.’ In fact, revisiting this blog is helping me do this by allowing me to see what I have achieved during 2016.
Competitiveness with people in your own organisation is counterproductive. Rather than trying to “win”, or be “the best”, adopting a learning approach can reduce the pressure you place on yourself, help with achieving results and allow you to enjoy work more all while developing your skills.
This one is simple. Get out from behind your desk and go and talk to your people. Have an easy, informal conversation and find out what’s going on for them. You will learn things about them you didn’t already know and you will build relationships with them. Building relationships allows you to establish trust and influence, which in turn allows you to lead more effectively.
Asking the same questions will get you the same answers. Challenge yourself to ask different questions, ones you may not have asked before, or have been afraid of asking. Doing so will give you access to new information and provide opportunities for better decision making. If you really want to set yourself a leadership task, get through the day without asking the same question twice. This will allow you to really analyse your thinking and questioning techniques and help you find out what you really need to know.
This article proved to be one of the most popular. It provides ideas on how you could influence those in a position of authority when you may not be in that position yourself. There is a simple framework for getting your voice heard within your organisation, and is another great demonstration of how anybody in any position can lead effectively.
Dealing with workplace conflict is not something we necessarily enjoy doing but is an essential skill for leaders. Adopting a curious mindset can help. This is another way to challenge your thinking and questioning process and establish positive relationships through leadership.
We’ve all been told to ‘live your values’ but how exactly do we do that? The answer is simple. Find some small actions that you can do each day that accord with those values and communicate to people what you think is important. Values identification is an effective way to get people on board, chances are, there will be at least one value that is common to everyone in your workplace.
It’s easy to be frustrated by things that are outside of your control, and it can take a daily toll. Understanding what you can control and what you can only influence can go a long way towards reducing those frustrations. So if you can’t control it, let it go and find another way to manage, so you can put your energy and focus into something that will reap a positive outcome.
Are you having difficulty convincing others of your ideas in the workplace? Taking their perspective might just help you understand why. Understanding others can help you to be adaptive and flexible, which in turn, can help you to influence and lead. It’s important to be able to see a situation from a number of different perspectives and understand the impact a single decision can have on a range of people.
From the “Interlude” Series
This article describes the meaning behind the Campbell Leadership Solutions logo. The lighthouse is symbolic of guidance. My role as a teacher, coach and mentor can help you to develop your leadership ability and achieve results in the complex environment that you operate in. You are already the subject matter expert, but even the Australian Cricket Team has a coach. Who is yours?
I love coaching, mentoring and helping people provide quality leadership. This final article for 2016 describes a little of my own leadership journey and how I came to be where I am today. I believe in growth and I believe in change, and I am ready to support you through your own personal journey.
I believe 2016 was a great year, despite what social media might have us think. I see 2017 as a further opportunity to engage with clients, friends and followers to achieve even more goals in the leadership space. If you would like to receive early access to the new releases on leadership, mentoring, performance and other related topics then head to our website to join the Campbell Leadership Clan.
Please feel free to share any or all of these articles with your colleagues, friends or followers. There is, I believe, something in here that is useful for everyone.
Also, please continue to share your leadership experiences on the website or social media (links to various social sites are on the website). We all have great stories to share and can all learn from each other. We have a great opportunity to build a community of leadership learners.
If you would like assistance with your own leadership journey or would like to discuss any of the concepts detailed in these articles, please contact us at Campbell Leadership Solutions. We stand ready to assist you.