About the Author
Randy Illig is the Global Practice Leader of FranklinCovey’s Sales Performance Practice and the co-author of Let’s Get Real Or Let’s Not Play. With more than 25 years of experience ranging from direct sales and general manager to successful entrepreneur, CEO and board member, Randy leads the global sales performance practice team as we help our clients build high performance sales and sales leadership teams. Randy is a former recipient of the Ernst & Young Entrepreneur of the Year award, the Ernst & Young “CEO Under 40” award, and the Arthur Andersen Strategic Leadership Award.More Content by Randy Illig
We Are All Project Managers
Everyone is a project manager, regardless of their formal title. We all manage project constantly, and as l...
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Most Recent Articles
Management vs. Leadership: The Great Debate
Scott Miller explores the difference between management and leadership and the necessity of one over the other when it comes to working with people.
We Are All Project Managers
Everyone is a project manager, regardless of their formal title. We all manage project constantly, and as leaders, the place we can influence the success of a project the most is with the people.
Peak, Trough, and Recovery
Three words that recently, and very practically, changed my leadership style. I’ve known Daniel Pink for nearly 10 years and found his books to be both inspiring and pragmatic.
Breaking Deeply Embedded Habits
Well-intentioned resolutions will fall flat in the face of stiff restraining forces without character and social reinforcements.Every organization and individual struggles
Overcoming Appetites and Passions
In each of our lives, there are powerful restraining forces at work to pull down any new resolution or initiative. Among those forces are appetites and passions.
Overcoming Pride and Pretension
In each of our lives, there are powerful restraining forces at work to pull down any new resolution or initiative. Among those forces are pride and pretension.
Overcoming Unbridled Aspiration and Ambition
In each of our lives, there are powerful restraining forces at work to pull down any new resolution or initiative. Among those forces are aspiration and ambition.
Paradigm comes from the Greek root, paradigma. It basically means a pattern, a model, a representation, something that stands for something else.
Examples of Servant Leaders
In many organizations I've worked in or with, I've seen examples of servant leaders who have really made a difference.
I once had an experience that for me was a simulation of servant leadership. I was working with the Oregon Air National Guard and was scheduled to go up in an F-15.
New Wine - Old Bottles
The adage that "you can't put new wine in old bottles" still holds true, as evidenced by attempts to profit senior executives with new leadership styles.
Keys to Total Quality
The key to a total quality company is a total quality person who knows how to program and use a compass. I've always liked the expression, "If it's going to be, it's up to me."
First Things First
I've learned that the good is the enemy of the best when the first things in our lives are subordinated to other things.
Subordinate the Clock to Compass
For many executives, the dominant metaphor of life is still the clock. We value the clock for its speed and efficiency. The clock has its place, efficiency has its place - after effectiveness.
Currents in the Stream
When I talk of the "stream," I mean the external forces and the powerful, deep currents that influence all we do in business. Changes in technology have totally revolutionized our world.
When managing in the wilderness of the changing times, a map is of limited worth. What's needed is a moral compass.
Roots Yield Fruits
With the humility that comes from being principle-centered, we can better learn from the past, have hope for the future, and act with confidence, not arrogance, in the present.
Nurturing Our Unique Gifts
Enhancing these endowments requires us to nurture and exercise them continuously. Sharpening the saw once a week or once a month just isn't enough.
Four Human Endowments
As human beings, we have four unique endowments: self-awareness, conscience, independent will, and creative imagination.
The Humility of Principles