Leadership Answer Man | For Leaders Managers Entrepreneurs & Influencers With Dr. Hans Finzel

This is a continuation of my series on my book: The Top Ten Mistakes Leaders Make. Today I am covering Chapter Six: Dirty Delegation.In this episode I cover:Over-managing is one of the great cardinal sins of poor leadership.Nothing frustrates those who work for you more than sloppy delegation with too many strings attached.Delegation should match each worker’s follow-through ability. See acast.com/privacy for privacy and opt-out information.

In response to asking my listeners to share their pain points with me, I share in this episode some of the biggest that I received. Thank you for doing that! I have collected a lot of great material – sorry for your pain! Today I am starting to talk about those points and how I would suggest dealing with them. I NEVER mention any names. Your sharing is always safe with me. Hosted on Acast. See acast.com/privacy for more information.

This episode is based on Chapter 5 of my book “The Top Ten Mistakes Leaders Make.”In this episode I cover the nature of dictators and why they are so terrible to work with and work for. Dictators deny the value of individuals.The major players in any organization are like its stock- holders: They should have a say in its direction.The one who does the job should decide how it is done.“Flat” organizations are the model of the future. See acast.com/privacy for privacy and opt-out information.

This episode is based on chapter 4 of my book, The Top Ten Mistakes Leaders Make.In this episode I cover what a maverick is, how to identify them and why they are so crucial for the future.Mavericks can save us from the slide toward institutionalism.Large organizations usually kill off mavericks before they can take root.Mavericks make messes by their very nature—the good messes institutions need.Learn to recognize truly useful mavericks. See acast.com/privacy for privacy and opt-out information.

This is the last in a series of shows on Passion in leadership, based on my new book The Power of Passion in Leadership. These episodes stand on their own but if you would like to “catch up” you can checkout episodes 46-49 for the related content.In this episode I cover:If your heart has been robbed of it’s passion, you have 2 options: get your groove back or move on. This episode is on the second option. Sometimes you need to cut your losses and take the plunge. See acast.com/privacy for privacy and opt-out information.

his is a continuation of my series on the Power of Passion in Leadership, which is the title of my new book, due to on Amazon January 7th!In this episode I cover:A Pain point about being scared to confront problems on your team, including problem team membersGetting Your Groove BackAn extensive list of ideas for how to get your groove backSome great resources to help youI have a friend whose name is John. We have known each other since high school. John’s family has a very successful company in Alabama. His grandfather started the company, and then turned it over to John’s dad, who turned it over to him. It has just kept growing and prospering through the decades. They are very good at what they do. When John’s dad turned the reins over to him, he tried to run the company but did not enjoy it at all. He was not wired to be a CEO or a COO. He loves computers and the nuts and bolts that a company needs behind the scenes. He finally sat his father down and said, “Dad, I love our company and I will alway

This is a continuation of my series on my new book, The Power of Passion in Leadership,January. In this podcast you will learn about all the piranhas out to steal the passion from your heart.In this episode I cover:Piranhas that can rob you of your passionBoth professional ministers and “ministering professionals” can burn out and become a part of the “walking dead.”I was speaking at a conference the other day and had a pastor come up to me after I spoke. My talk was titled, “How to know when it’s time to go.” I could tell immediately that he was flat emotionally. “Hans,” he said, “I am totally bored in my job but have no passion to do anything else.” Honestly, my first thought was that I felt sorry for his congregation. I asked him how long he felt this way and what was going on in his life. He shared with me that he had been through intense counseling to get some answers. The professionals told him he was depressed and burned out. This man is truly among the walking dead that I will explore in just

Do you know that there are wrong and right reasons for leading? You probably know some of the right reasons – calling, gifting, wanting to make a difference, stepping into a leadership vacuum, clearing up confusion, wanting to help everyone succeed. But do you know that there are deadly wrong motives that keep a lot of people in leadership too long? And those kind of leaders are tough to follow!This is a continuation of my series on the power of passion in leadership. In the last podcast episode I laid the ground work for this subject, this week I want to delve deeper, discussing finding your passion at work. See acast.com/privacy for privacy and opt-out information.

The power of passion in leadership is something I have spoken about before, but over the next few podcasts I want to delve deeper into the issue. This is also the subject of my next book which was released in January of 2015: The Power of Passion in Leadership.In this episode I cover:A Pain Point from a woman in leadership who feels like she is not heard in her organization.Information from chapters one and two of my upcoming book “The Power of Passion in Leadership.”“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do the work you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle.” – Steve Jobs See acast.com/privacy for privacy and opt-out information.

Today I want to talk with a millennial about millennials in leadership. I get a big kick out of listeners in that age group. After all, they are going to take over the world so we should be pouring our wisdom into them and listening to them as well.Among the answers I received regarding pain points in leadership, I received this great question:If you please, would you consider sharing a podcast with some leadership advice for millennial striving to demonstrate the value they have to offer and coaching on how to best work through conflict in the workplace? I see so many individuals who are uncomfortable when dealing with conflict and think that with a little help and guidance, we can overcome that which makes us uncomfortable and move forward to positive solutions.Thank you for your willingness to share your experiences and grooming those who are itching to influence the world around them! See acast.com/privacy for privacy and opt-out information.

Leaders make things happen. People try to stop us. That is the reality of the way the world works. In order to be a leader, you must enact change. That is the only way things get better, no matter how much people don’t like it. We take people to the future by moving them from the comfortable to the uncomfortable. People try to resist us…but resistance is futile!In this episode I cover:Go through the list of reasons for change in this episode and ask yourself, “Are we experiencing any of these?” Describe them.Build your rationale list for why you as a group really need some changes.“For any student of history, change is a law of life. Any attempt to contain it guarantees an explosion down the road; the more rigid the adherence to the status quo, the more violent the ultimate outcome will be.” Henry Kissinger See acast.com/privacy for privacy and opt-out information.

This episode is based on Chapter 14 of my book Change is Like a Slinky.In this episode I cover:The five different types of people on the change curveHow each of these groups thinksHow you should approach each group, and how to get them on board with your idea for change.Whenever someone has a great idea and pitches it to others, the idea can either be received well, or shot down as it comes out of your moth. It is quite likely that you have been a person with an idea that was killed right away, as well as one that has killed an idea before it was off the ground. See acast.com/privacy for privacy and opt-out information.

Emotional Intelligence is known as one of the “soft skills” of work and leadership, which include things like being able to connect with people, to look them in the eye when speaking, or to be able to walk into a crowded room and connect with others without shying away into the corner. Traditionally when being evaluated for a job managers tend to look for hard skills such as experience performing a task, where you went to school, etc.Henry recently worked on a project with his team, trying to increase their emotional intelligence. They started by reading 2 books on emotional intelligence (see the list at the bottom), took the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), talked about the process, and then looked at the changes in themselves at the end of the three month period. See acast.com/privacy for privacy and opt-out information.

This episode continues my periodic series on the chapters of my book “The Top Ten Mistakes Leaders Make.” I am so excited that the audiobook version is coming out soon. A lot of people have asked for this so they can listen to the book while they are driving, or working out, or making dinner.In this episode I cover:Everyone thrives on affirmation and praise.We wildly underestimate the power of the tiniest personal touch of kindness.Learn to read the varying levels of affirmation your people need.Everyone needs praise, in fact we thrive on it. Human beings are not like the Energizer bunny that just keeps going and going, we need to have our tanks replenished, with praise and positive affirmation. See acast.com/privacy for privacy and opt-out information.

This is part 2 on how to be a great delegator! This is such an important topic that I just had to stretch it into 2 episodes so I could make sure I really cover it well.Delegation is really an issue of respect, and how much we respect those that are “under” us on our team. With responsibility comes the authority to do a job. If you respect people, you will give them authority with responsibility. Even if you have difficulty respecting the people you work with, you can still set a good example for them by being respectful, and allowing their responses that do not come from a place of respect show their true colors. See acast.com/privacy for privacy and opt-out information.

This podcast is based on my book “Top Ten Mistakes Leaders Make,” specifically Chapter 6: Dirty Delegation, Refusing to Relax and Let Go.”The important concepts to take from this chapter:Overmanaging is one of the great cardinal sins of poor leadership.Nothing frustrates those who work for you more than sloppy delegation with too many strings attached.Delegation should match each worker’s follow-through ability.A perfect example of “Dirty Delegation” comes from my own career. I asked my Communications Director Ted to put together a print ad campaign for our ministry. At the same time I met with a brand consultant, who said that print ads were their specialty. After Ted and his team did weeks of research and work developing a campaign, I had to tell him that we were going with the concept of the consultant. I never bothered to tell him he was competing, I just gave him the project, then took it right back from him. You can only imagine how Ted felt.“I’d rather get ten men to do the job than to do the job of te

Are you “people oriented” or “task oriented”? This week I am going to address this topic as it appears in my book “The Top Ten Mistakes Leaders Make.”We all fight the battle of paperwork, especially today with all the different ways that people can reachus via phone, text, E-mail, instant message, and more, and all right on our smart phones that are with us wherever we go. The problem is that leadership is about “people work”which I am going to address from Chapter 2 of my book.What I cover in this episode:The greater the leadership role, the less time there seems to be for people.The greater the leadership role, the more important “peoplework” is.People are opportunities, not interruptions.Only through association is there transformation. See acast.com/privacy for privacy and opt-out information.

This is the second in a series on how to lead change effectively. If you have not listened to the first in this series that is okay because these episodes stand on their own as individual lessons that build on the theme of orchestrating change.Without Consensus, change is Dead on ArrivalIn order to orchestrate big change in your organization, you must first start with your inner circle of leaders and stake holders. If you don’t you risk catching them by surprise and alienating them because they were not at least consulted and told what was going on, what you are planning to do.“Move to maestro from macho in the way we are thinking.” Warren Bennis See acast.com/privacy for privacy and opt-out information.

This is the second episode with guest blogger and amazing leader, Kathrine Lee. Today she shares, "Women in leadership. I am asked about this topic quite a bit. I am not writing this from a political perspective, a position of hierarchy, and certainly not from a religious one. I am simply responding from my experience, my respect for men and love of women.To discuss this topic, we first have to ask a question, “What is a leader?” The definition includes words & phrases like: a person who guides or directs a group; authoritativeness, influence, command, effectiveness; sway, clout; one who goes before or with to show the way; to guide in direction, course, action or opinion..." See acast.com/privacy for privacy and opt-out information.

A Guest Blog with Kathrine Lee, The Ultimate SourceA few years ago when Oprah launched her new network, OWN, she ran a contest for anyone whose dream was to have their own TV show. The grand prize was a contract with her network. Because I had the privilege of being on her show a couple of times, I was encouraged to audition.At first, I was excited and it made sense. If I was a leader and wanted to create change in the world around me, what better platform than having your own TV show connected to Oprah? But something was unsettled in me. I couldn’t figure out why I had such great hesitation and deep conviction that this was not the direction to go.Then it hit me. I don’t want to be famous, I want to have influence. Now, I know you can be famous and have influence too but, for me, there was a distinct difference in the way I wanted to go about making an impact on the world around me.Let me share the definitions to each word. In them the distinction becomes clear. See acast.com/privacy for privacy and opt-out