Movers, Shakers, Leadership Makers

Relevant Resources for Leaders, Innovators, and Thinkers

30 Seconds on Leadership….Optimism — October 15, 2014

30 Seconds on Leadership….Optimism


The Leader who runs around under his or her own little storm cloud imposes limits that can delay reaching goals which are actually attainable. Outlook and attitude are extremely contagious. The productivity and morale of your team is fertilized by your disposition towards the tasks at hand.

Enna B

Enna on Leadership…Packing Up And Moving On — December 30, 2013

Enna on Leadership…Packing Up And Moving On

All good things must come to an end.  The seasons do change and as leaders we have to be prepared to lead the charge in shifting gears and moving on to the next challenge/opportunity.  Finishing strong is critical.  Doing so brings peace and encourages closure.  One thing about all the little doo-dads and knick-knacks from Christmas is that they are all fragile.  In order to enjoy them again next year we must carefully pack them away so that they are not damaged or crushed.  I remember my mother, when I was little, carefully and tenderly, individually wrapping her most delicate Christmas ornaments to ensure that they would be protected.  We enjoyed those ornaments on the tree year after year due to her care and concern for them.  People too, are fragile, like ornaments.  When its time for a team to shift gears we must be careful with what is fragile.  Perhaps the make up of the team is changing.  Some people are being cycled off the project while others are being added on.  Be careful how you discharge a person from their duties.  You may have to add them back in on another project.  Be considerate of feelings and sensitivities as you shift to a new phase.  The next time you need them they’ll be whole and not broken.


30 Seconds on Leadership….The Most Productive Word in the English Language — December 10, 2013

30 Seconds on Leadership….The Most Productive Word in the English Language

The most productive word in the English language is NO.

~Robbie Slater

 Everyone wants to be seen as a “can do,”  ”make it happen,” person.  When the fact of the matter is that you are stretching yourself wayyyyyyyyyyy to thin for things and people that don’t often have the ability to give you a good return on your investment.  As leaders we must be strategic in what we say “yes” to when given the option to choose.  In this season of doing more with less it is becoming increasingly more difficult to give our BEST effort with overworked, under rewarded resources. Protect the people you lead by making “no” a part of your vocabulary so that when you do say “yes” they are ready to run the extra mile.


Enna A. Bachelor





Many leaders struggle with balancing their tenacity and their results.  Surely there is more than one way to skin the proverbial cat but you can’t just go around like a bull in a china shop, (all the time) trying to intimidate people into producing.  You will get “results,” but you probably aren’t maximizing the productivity or creativity in the group. What happens when you are the bull who owns the china shop?  Now you are affecting your own bottom line by being reckless.  


  • Do as I say NOT as I do attitude
  • Every man for himself
  • Intimidate rather than motivate
  • Find fault
  • Ignore feedback
  • Resist change
  • Control everything


  • Rally the troops
  • Encourage buy-in
  • Focus on solutions
  • Embrace change
  • Respond to criticism in constructive ways
  • Empower the team
  • Lead by a positive example

To be sure, there are times when a leader must be aggressive,  Strike a balance and make adjustments as necessary! 



ENNA ON LEADERSHIP….Leading in the Hallway — September 25, 2013

ENNA ON LEADERSHIP….Leading in the Hallway

The hallways of leadership are the places in between the “as is” and the “to be.”  There are no spaceships to transport us to the promised land.  Often times, we start off strong but somewhere in the hallway (the middle) chaos erupts, distraction creeps in, and we lose focus and control.  Leaders, your job is to keep all eyes on the prize.  The hallways are tricky because once you get far enough along you can’t see your starting point or your ending point.  That’s when leadership is critical. Reinforce the vision. Reinforce the mission.  Continue to support and reward responsible decision making that helps the team stay its course.  Keep the team cohesive by doing individual and collective sanity checks.  Does the plan that made sense, make sense now?  You don’t have to take a sledge hammer to the plan necessarily, but a few deliberate and skillful cuts of the scalpel can preserve and propel the team toward the goal.  The hallway is a place opportunity if effectively managed.


Leaders Express Your Gratitude! — August 28, 2013
Increased Productivity A Guide for Leaders — August 24, 2013
ENNA ON LEADERSHIP….7 Keys to Successfully Delivering Feedback — August 21, 2013

ENNA ON LEADERSHIP….7 Keys to Successfully Delivering Feedback

Successfully delivering feedback to team members can make or break the spirit of the person and/or the productivity of the team. Use these keys to help craft, deliver, and track responsiveness to feedback:


GIVE FEEDBACK IN A TIMELY MANNER. Don’t wait until “the next time” you have to assign a project to someone to remind them of the mistakes on the last assignment.  Build in time at the completion of tasks to assess performance and provide constructive feedback. 


WRITE IT OUT. I suggest creating a feedback form which covers the basic areas of performance/success you want to address in giving feedback.  The form will be invaluable because it allows for consistently assessing feedback across all team members. You can even include a section to deal with issues unique to a particular project/person.  Be careful with this…you may have to decide whether these are your “personal” notes or become a part of the file.  Either way, it helps you to look at feedback from a comprehensive perspective.


PROVIDE TEAM FEEDBACK. In addition to one-on-one feedback, assemble the troops and give an overall assessment, Offer opportunities for the team to assess their own performance as well. This is a great opportunity to give out kudos, manage expectations for future projects and identify lessons learned.


PREPARE FOR FALL OUT. It goes without saying that not all feedback is going to be a “pat on the back.” There are times when it is necessary to address poor performance, negligence, incompetence, etc.; while more difficult, it is still necessary.  Things left unsaid, as it relates to performance and expectation, equate to acceptance of the behavior or performance.  Think carefully about how to craft dialogue which states your concerns but also offers tools to improve. Be specific.  This is not the time to dance around the issues, offer examples, provide data, be clear. If the goal is for the behavior not to be repeated or the performance to improve this step is critical. It will be necessary for you to anticipate disagreement or an emotional response. The form suggested in Key 2 will help should this occur.  You will be able to “stick to the script” and ensure that you cover all important issues.


SOLICIT FEEDBACK ON YOUR ROLE. Self evaluation is beneficial to the superior just like it is to the subordinate. In opening the dialogue for feedback its helps to show the team and its members that not only are you dissecting team performance you are also looking at ways to more effectively lead the team iin achieving its goals and objectives. Position yourself to be a “solution-focused” rather than a “problem-driven” team leader. The goal is always to improve and create/sustain positive momentum.


REFER BACK TO FEEDBACK. Revisiting feedback is a good thing when done correctly. Just be careful not to do it in such a way that the team member feels like you are doing the “I told you so” tap dance on their forehead. Review the feedback you have given in the past and use it as a way to guide/support the team in upcoming endeavors.  For instance, if meeting deadlines was a challenge in a previous engagement then it becomes an area of focus for the new engagement.  Knowing what derailed you last time can arm you for the next time.


ENFORCE THE 5-MINUTE RULE. Ideally, you have given some thought to the feedback you will provide prior to meeting with a team/team member. Once you have documented your feedback walk away from it for awhile. I call it the “5 minute rule” but really it’s an hour or a day.  Revisit what you wrote and how you felt, you may want to tweak it. Give yourself an opportunity to rethink, rephrase, restate or explain something more effectively.  This rule has saved me time and time again.

At the end of the day, the purpose of feedback should be to improve not to indict. We want our teams to strengthen weakness and improve on strengths.  Our ability to positively influence future performance is often tied to our delivery of feedback. 





From “To Do” List ~~~~~~~>>> “To Done” List —

From “To Do” List ~~~~~~~>>> “To Done” List

Leaders need to move from the “to do” list to the “to done” list. Often times its hard to check things off because there are simply not enough hours in the day to accomplish it all. Its time to re-prioritize your priorities. Delegate some tasks. Empower emerging leaders and challenge competent staff to assist and support you in advancing your goals and objectives.. And above all, eliminate tasks that don’t add value from the list. ~Enna B.

These long lists that never get anything accomplished are an utter waste of energy! The time spent writing them could be used in accomplishing something on the list! Its time to start eating the elephant (one bite at a time,) rather than staring at him. There is an art to setting priorities that must be mastered in order to be successful in making positive progress. Find your rhythm and perfect it. Don’t just prioritize…categorize too! Most of our tasks fall into segments (work, personal, hot, political, etc.) I suggest grouping tasks by category and then prioritizing within each category. Once that is done then you can take a look at the “big picture” and plan what to attack, delegate, or eliminate.