The Power of Connection – Part 1

During this COVID-19 “stay at home” directive our oldest daughter has been doing jigsaw puzzles. She’s done 3 or 4 1,000 piece puzzles. She gets the hard ones and dives right in. Pieces spread out over the dining room table she starts by hunting down the edge pieces and connects the border. Then she color coordinates piles of pieces and compares them to the picture on the box to find out where they belong. If you’ve ever done a puzzle like that, you know the thrill of finding where that piece belongs and connecting it.

The thrill of making connections is in more than just puzzles. It’s also there in relationships. You’ve heard someone say, “I think we made a real connection,” when talking about someone they’ve met, right? That comment is usually made with some positive emotion, isn’t it? Connection is an emotional level bond. The word “Connect” comes from Latin con – “with” and nectere – “to bind” leading to many definitions. One of those `is “to form a relationship or feel an affinity”

During this month I’d like to discuss connecting with people as an important part of our ability to lead. Communication is very important. Getting the right information to the right people at the right time is critical to getting things done. Bu there’s more to it.

I was at a senior leader meeting in Jackson Hole Wyoming several years ago. It was an annual event set up by the CEO of that company designed for strategic planning. At one of the sessions during this particular event, the CEO let the team know some people had been talking to him about buying the company. He shared from his heart about what the company meant to him personally (he had founded it) and why he wasn’t interested in selling.

That level of communication was a little out of character for him but he really connected with us in that moment. After that session I told the CEO that when he connected with us like that, we would walk through walls for him. There was a very different atmosphere on the team from that session on. We found more synergy and purpose and accomplished far more than had been expected for that retreat.

Principles of Connection

We are emotional beings at the core so sharing a common mind (which is what happens in communication) is more likely when we make a heart connection with people. You’ve heard the quote attributed to Theodore Roosevelt,

“People don’t care how much you know until they know how much you care.”

That’s true. And that leads to the first principle of connection. Connection begins with others. It begins with having the maturity to see and act on behalf of others. Immaturity is seeing and acting on behalf of myself alone. But, in the words of John Holmes, “It is well to remember that the entire universe, with one trifling exception, is composed of others.” It’s foolish then, isn’t it, to think that the universe should revolve around me.

When people meet with you they have the same questions of you that you have of them, namely:

  1. Do you care for me? (or, What do you think of me?)
  2. Can you help me?
  3. Can I trust you?

That first one may seem a bit odd. But question #5 on the Gallup Organization’s Employee Engagement survey asks, “Does your supervisor, or someone at work seem to care about you as a person?” The very presence of that question on a 12 question survey signals how important this is. When people feel valued, they connect. When they don’t feel valued they remain disengaged.

So, the first principle of connection is to value others and to let them know you value them. What can you do today to let someone know you value them?

How to Develop Leaders – Be a Thermostat

You know the difference between a thermometer and a thermostat. The one in the picture has both. On the left is the thermometer. It tells you what the temperature is in the room. The one on the right is the thermostat setting. It tells you what the temperature will be. People can be like either one. Thermometers tell you it’s too hot or it’s too cold, or this or that is right or wrong. Thermostats behave in such a way as to make the temperature right. When it comes to developing people, the leader has to be a thermostat. The leader creates the climate for growth and development.

Look at nature. Plants require good soil, water, and sunlight depending on the species. Here’s another example from nature. One of the most popular aquarium fish is the shark. The reason for this is that sharks adapt to their environment. If you catch a small shark and confine it, it will stay a size proportionate to the aquarium in which it lives. Sharks can be six inches long and fully mature. but turn them loose in the ocean and they grow to their normal size.

The same is true of potential leaders. Some are put into an organization when they are still small and the confining environment ensures that they stay small and underdeveloped. Only leaders can control the environment of their organization. They can be the change agents who create a climate conducive to growth. Here are four ways to create that environment

Model the Leadership you want

People don’t usually do what they know. Either they do what they’ve always done, or they do what they see. As a leader, the visibility and consistency of your style has to be strong enough to overcome the 7 last words of the dead organization, “This is how we’ve always done it.” (the other way of saying that is, “We’ve never done it that way before.”) Model the leadership style you want to see.

Look for the leader inside the person

Like a miner, willing to sift through dirt to find gold, keep on the lookout for these 10 nuggets:

  1. Positiveness – they see work and people in a positive way
  2. Servanthood – they are willing to play team ball and follow
  3. Growth Potential – they are hungry for personal/professional growth
  4. Follow-through – they finish the job
  5. Loyalty – they put the good of the team above their own interests
  6. Resiliency – they bounce back quickly from defeat
  7. Integrity – they are consistent in what they say and what they do
  8. Big Picture Mindset – they see the needs of more than just their team
  9. Discipline – they do what’s needed regardless of mood
  10.  Gratitude – they have an overall attitude of gratitude

That last one along with servanthood demonstrate another essential quality – Humility. Humility is not putting yourself down. It’s recognizing the value of others and shining a light on that. When someone steps on others to go up the organization or is always shining the light on themselves, they will never realize their potential as leaders. You can’t lead when people don’t want to work with you.

Provide growth opportunities

Some plants need more water than others. Some need more sunlight. Some plants can’t grow in certain climate zones. For example, we miss lilacs because we live in the central valley of California. We have palm trees which we couldn’t have when we lived in Minnesota, but we can’t have the kind of lilacs we had in Illinois. They won’t thrive here. In a similar way there is no one formula for what growth opportunities your potential leaders need.

I mentioned in my post on “The Law of Addition” that I helped develop a training program for a large Healthcare system in California. We focused the training on three approaches: Education (online, classroom, certifications), Exposure (giving people the opportunity to see leadership in action at the next level), and Experience (giving people a stretch task associated with their next level). The key is tailoring those to the needs of each individual leader you are trying to develop.

Reward production over position

People get caught up in titles and position and in “lanes.” Don’t let them. The truth is a title doesn’t guarantee someone will produce. On the other hand, some of your best producers may not have a corresponding title. When you pay attention to and respond to productivity over title, you may just find that your next VP of Operations is currently an Administrative Assistant in HR. Look for the people who have the qualities mentioned above and who get things done. When people know you value productivity over titles that creates an atmosphere of growth.

The thermostat picture I put with this post shows the ideal situation. The temperature and the thermostat setting are the same. Be a Thermostat.

Make Lemonade

A few days ago I posted on facebook about an experience my wife Suzi and I had while taking an evening walk. Here’s the content of that post.

“I just got back from an evening walk with my lovely bride. We’ve never seen as many people out on the walking trail near our house as we did tonight. Families and neighbors out walking together, walking their dogs, riding bikes. People were smiling and greeting each other like actual neighbors! Could a silver lining of the COVID-19 cloud include a chance for families and neighbors to slow down and connect? We hope so. It seemed like it this evening. May that increase!!”

I received several comments on that post all saying that similar things were happening in their areas. Those are examples of people making lemonade. I watched a video recording of what John Maxwell presented live streamed on Sunday, March 22nd called “Leading Through a Crisis.” (I highly recommend following the link and watching all 4 of the presentations) In that presentation, John said that a crisis is a distraction. Distraction is the opposite of traction. Traction is when you gain ground and make progress forward. Crises pull us away and confuse our priorities.

He went on to say that nothing will cause you more anxiety than trying to control what you can’t control. When life throws lemons at you, make lemonade. Leaders help people regain traction during distraction.

I know the COVID-19 crisis is causing a lot of anxiety for people. Make some lemonade!

How to Develop Leaders – Empower Them

Have you ever been asked to be responsible or been held accountable for something you didn’t have the authority to change? It happens all the time. Leaders will delegate a task to an employee with clear expectations of outcome and timeline but will retain the decision making authority. Usually, whatever that leader hoped to gain by delegating that task is lost because it winds up back on their plate for decisions. On top of that, the leader has created a frustrated employee. On the other hand, when leaders empower others, when they give both responsibility and authority, the reverse is true. That leader has actually streamlined their operation and are developing leaders around them.

Practice the law of empowerment

If you want to be a successful leader, you must know how to empower others.Theodore Roosevelt said, “The best executive is the one who has sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it.”So, if you want to empower others:

  1. Turn people loose. Find strong leaders to empower. Build them up, give them resources, authority, and responsibility. Turn them loose to achieve.
  2. Help them to reach their potential. Be on their side, encourage them, give them power, and help them to succeed.
  3. Raise them up. To keep people down, you have to stay down with them. The more you raise people up, the more you go up too.
  4. Be willing to change. Effective leaders are not only willing to change; they become change agents.
  5. Develop a strong sense of self-worth. If you don’t believe in yourself, you will be threatened by the success of others, and you will eventually look for ways to undermine them. Believe in yourself, your mission, and your people.

If you take these steps you will be well on your way to developing leaders around you thus multiplying your influence.

How To Develop Leaders – Add Value

Last month I focused on Leadership from the perspective of leading others with a series called “How to Become a Person of Influence.” This month the focus is still Leadership but from the perspective of developing leaders around you. John Maxwell has said, “If its lonely at the top, you’re not doing something right.” One of the important jobs of a leader is to work themselves out of a job by developing people around them to take over or to lead somewhere else.

I recently participated on the interview panel for a director level position in a healthcare environment. We interviewed several highly qualified candidates. The one who got the job was the one who had a demonstrated track record of developing leaders. Her previous employer had sent several high potential people to her for the purpose of being mentored by her. She said, “When they moved up and on, it was hard to see them leave, but it was gratifying to see them lead.”

Mind Shift

Many people have heard the leadership definition that says, “Leadership is getting things done through people.” Unfortunately, too many have interpreted that to mean “I get everything I can out of my people.” It sounds like “Value Extraction.” We define value extraction as the capturing of value from other stakeholders, either outside or inside the corporation, by manipulating … the competitive market or people for the company’s benefit.

Here’s another definition that sounds eerily similar – “an organism that lives in or on an organism of another species (its host) and benefits by deriving nutrients at the other’s expense.” That’s the definition of a parasite! Do you know any parasite leaders?

Genuine, effective, transformational leadership is the opposite of that. The best leaders focus on adding value to people, not trying to extract value from them. Earlier I mentioned developing leaders. I love how the definition of “Develop” fits the leadership model so well. “Develop” – to grow or cause to grow and become more mature, advanced, or elaborate. From Latin dis – un, and envelop – to wrap, so to unfurl or unfold. I see a bud unfurling when the flower blossoms as a great analogy to the growth and development of people.

With a plant you cultivate the soil and add water and sunshine to promote growth and development. It’s the same with people. To promote growth and development you cultivate a growth climate and add value. Value is a measure of something’s worth or usefulness. When you add value to someone, you increase their worth and usefulness to the organization. What better way to get things done than to increase the worth and usefulness of your people? When you add value, you multiply your influence and create a legacy.

How Do You Do That?

How do you add value to another person? Here are three suggestions.

  1. Make yourself more valuable – During a pre-flight safety demonstration, the flight attendant will say, “In the unlikely event of a loss of cabin pressure … put on your oxygen mask first, before helping the person next to you,” The principle is similar. You have to have value to add value. Do you have a personal development plan? Have you intentionally built into your schedule regular opportunities to learn and grow? Doing that will ensure you always have value to add and it will set an example for your people to follow.
  2. Find out what your people value – whenever I start working with a new group, I try to have a one-on-one meeting with every member of the team. I ask several questions. Some are designed to ascertain how things are going but I also ask questions to find out what the people care about and how they want to grow. This requires that you listen well (check out my “super-power listening” series). That information will help you develop a growth plan for them.
  3. Connect the dots – What knowledge or skills do you have or have access to that they value and need? Share. Some people think it makes them powerful to have knowledge or skills that others don’t have. I promise you, sharing your knowledge and skills with your people will make you more powerful because it will multiply your influence. If you don’t have the particular knowledge or skills your people need, make it available to them through educational opportunities, resources, and experiences.

I had the privilege of working with a large hospital system for over a year on their training program for front line supervisors in the Environmental Services (Hospital Housekeeping) Department. We broke the learning into three categories of acquisition: Education (classroom or online learning opportunities), Exposure (giving developing leaders the opportunity to experience something for the first time, maybe attend a higher level meeting, for example), and Experience (providing the chance to try something new, like lead a morning huddle or a process improvement team).

You may or may not be the source of your people’s “Education” piece. But, you certainly can give them “Exposure” and “Experience.” And those are the most powerful ways to learn.

What are three things you could do today to add value to someone?

Celebrating 100!

This is the 100th post for Engager Dynamics! Whoo Whoo … celebrate good times, c’mon!” I love that song! Anyway, it’s the 100th post since I’ve been numbering them like I currently do. I write my posts in Evernote then copy and paste them into my website with wordpress. WordPress automatically posts them to LinkedIn and I paste the link into my facebook profile manually since facebook stopped allowing automatic postings awhile ago. I recently created a facebook business page for Engager Dynamics and am working on improving that. I said “at least since I’ve been numbering them the way I do” because WordPress tells me I’ve actually posted 107 times. That’s because I posted a few extras in the middle of the week that I numbered with an “a” after the main post number.

What’s It All About?

I’ve been providing contracted services to clients in multiple industries for over 20 years. In some of those engagements we provided staff who were supervised by the client’s leadership team. It was particularly clear in those situations how strongly lack of engagement negatively impacted the business. I’ve observed that same negative impact within organizations I’ve worked for as well as within partner organizations. Those who really engage are rare and that bothers me. So, I decided to add value by sharing some important truths I’ve learned along the way and that’s what got me started with this blog.

I normally post every Monday morning before 6 AM on the west coast. In my second post, nearly two years ago, I defined what I mean by Engager Dynamics. In short, this blog is about the things we can do to connect or engage with people at work in ways that improve relationships and organizational outcomes. The posts fall into four main categories;

  1. Engager Dynamics (the core actions that lead to engagement)
  2. Leadership (topics a little more broadly about leadership)
  3. Habit Formation (how to make a habit of doing the good stuff)
  4.  Listening (a skill so critical it deserves its own category)

You can find the last 15 posts in each category listed on my “Posts by Category” page. Some of them overlap and there is another category on that page called “Words.” I call myself a word nerd, and this category captures posts where I share a specific word definition or two regardless of the main topic.

What’s Next?

Over the last few years I’ve developed a training that has been well received by several clients. The training focuses on the specific actions leaders can take to engage with their people. I’ve been refining the training lately and recently did an informal poll of readers to see which title would be more interesting. I had two choices 1. “Best.Boss.Ever. – How to Be the Best Boss Your People Will Ever Have” or 2. “The 12 Transformational Laws of Engagement.” Just over 70% preferred number 2.

The next question is delivery method. In addition to offering the training in person, I’d like to make it available more widely. I wonder how people might prefer to receive it. I could present it in an e-book, or as an audio file series, or as a series of videos. What do you think? If you were interested in a teaching on “The 12 Transformational Laws of Engagement,” how would you prefer to receive it? Thanks in advance for letting me know.

12 Great Leadership Quotes

This month’s posts have focused on Leading others (a series called “How to Become a Person of Influence). I thought it might be fun to end the month with a list of great leadership quotes from past leaders. Enjoy reading through these. When you’re done, please reply back to me and let me know which was your favorite and why.

  1. “You don’t lead by pointing and telling people some place to go. You lead by going to that place and making a case.” – Ken Kesey
  2. “The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” – Ronald Reagan
  3. “Don’t follow the crowd, let the crowd follow you.” – Margaret Thatcher
  4. “A genuine leader is not a searcher for consensus but a molder of consensus.” – Martin Luther King, Jr.
  5. “Too many kings can ruin an army.” – Homer
  6. “Position doesn’t make anybody a leader. Being in charge doesn’t make the wrong person right.” – Tim Berry
  7. “The art of leadership is saying no, not yes. It is very easy to say yes.” – Tony Blair
  8. “Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.” – Vince Lombardi
  9. “You can do what I cannot do. I can do what you cannot do. Together, we can do great things.” – Mother Teresa
  10. “Try not to become a man of success, but a man of value.” – Albert Einstein
  11. “No man is good enough to govern another man without that other’s consent.” – Abraham Lincoln
  12. “If It’s Lonely At The Top, You’re Not Doing Something Right.” – John C. Maxwell

So? Which of those quotes resonated with you most? Or, which did you like best? Please let me know which one and I’d love it if you’d take a second to say why. Thanks in advance!

How to Become a Person of Influence Part 3

Last week I continued a short series on becoming a person of influence. This is the final installment in that series. In the first post I wrote about Integrity, Nurture, and Faith in people as essential to increasing your influence. Last week we looked at Listening, Understanding and Enlarging people. This week we’re going to tackle the final four actions that will increase your influence.


I have a lighthouse on the home page of my website. I like the symbolism of the lighthouse because lighthouses help ships safely navigate along the coast. They provide a reference point and identify potential dangers. The metaphor is great for leaders.

John Maxwell calls this the “Law of Navigation” in his book, The 21 Irrefutable Laws of Leadership. The law states: “Anyone can steer a ship, but it takes a leader to chart the course.” Leaders (influencers) are people who help others find a way through troubled waters. There are some who see problems ahead and avoid them, some who experience problems and fix them, and some who neither see nor fix them but are overwhelmed by them. If you can help people see problems and safely navigate through them, you will increase your influence.


This is about more than friends on Facebook or connections on LinkedIn. This is about personal connection which is becoming more and more rare, unfortunately. We’ve all seen the scene at the restaurant where several people (sometimes even families!) are sitting at the table. No two of them are talking to each other because they’re all on their phones. Or the scene where the child is sitting with a parent, trying to get their attention, but they can’t because Mom or Dad is focused on their phone. This is the most “connected” period in history with the most isolated people ever. We can be isolated in a crowd because we are losing the art of interpersonal connection.

If you want to increase your influence, learn to connect with people. How do you do that? First, find their agenda. Go to “their world.” Connection involves pursuit more than invitation. What are they interested in and/or working on. You will connect if you get interested in that. Second, communicate from the heart. In the words of writer Susanna Clarke, “You’ve got to love like you’ll never get hurt. You’ve got to dance like there’s nobody watching. You’ve got to come from the heart if you want it to work.” Finally, find the key to their life. Everybody has one. Once you find it, ask permission to turn it on. That’s connection.


To empower is to make someone stronger and more confident. A sign at the Walmart headquarters says, “Through these doors pass ordinary people on their way to accomplishing extraordinary things.” That’s an empowering message. It encourages people to be strong and confident.

Empowerment means to see the potential in people. It means to say the words of encouragement and confidence in them that will inspire them to attempt what they thought they could not do. Empowerment means to share your knowledge and experience so they can grow faster and go further than you. It also means that you show others your faith in that person and the power you’ve given to them.


One of the most potent ways to be an influencer is to reproduce through others. It’s the principle of multiplication. John Craig said, “No matter how much work you can do, no matter how engaging your personality may be, you will not advance far in business if you cannot work through others.” One of the primary jobs of a leader is to produce more leaders. How do you do that?

  1. Model good leadership
  2. Provide leadership training
  3. Provide leadership resources
  4. Provide leadership experiences
  5. Create a growth environment

That wraps up our list of 10 essential qualities that will help you become a person of Influence. You may have noticed that the list is arranged into an acrostic. How do you become a person of influence? You

I ntegrity (have it with people)
N urture people
F aith (have it in people)
L isten to people
U nderstand people
E nlarge people
N avigate with people
C onnect with people
E mpower people
R eproduce through people

How to Become a Person of Influence Part 2

In last week’s post I started writing about how to become a person of influence. We are all already influencing up to 80,000 people over the course of an average lifetime. This is about being more than average. Not necessarily in the numbers (although that, too), but in the intent. I started a list of 10 things you can do to intentionally increase your influence. The first three areas of focus were to have Integrity, to Nurture people, and to have Faith in people. This week I have three more.


We’ve been endowed with two ears and on mouth. How often do you find people using those in reverse proportion? What might happen to relationships of all kinds, personal, professional, etc. if we listened twice as much as we talked? Christian Philosopher, Paul Tillich said, “The first duty of love is to listen.”

I have a series on listening in this blog called “The Superpower You Didn’t Know you Have.” Click here to see the first post and then you can scroll down. Or click here to view a list of posts under that category.

In his book Becoming a Person of Influence, Author and renown leadership trainer, John Maxwell, Writes about what he calls the “4 H questions to become a good listener.” I like these:

  1. What is their Heart?
  2. What is their Hope?
  3. What is their Hurt?
  4. How can I Help?

You have to ask questions and listen to discover a person’s heart, hope, hurt, and opportunity to be helped. When you do, I guarantee the person will feel heard. When we feel heard, we’re more open to the one who heard us. That’s influence.


This one can be tricky. But it’s a huge opportunity if we get it right. It takes time to understand people. The tricky thing about understanding is that we make snap judgments about someone when we first meet them. You’ve heard the saying, “You never get a second chance to make a first impression.” That’s true. Some research shows we form an almost indelible first impression within a tenth of a second of meeting a person.

It’s a good thing those first impressions are not always right. Over thirty years ago, our oldest son needed to have a tumor removed from his brain. It was serious enough that the hospital where he was diagnosed wouldn’t perform the surgery. We were referred to Children’s Memorial in Chicago. The night before the surgery, his Brain Surgeon came into the hospital room to meet us and discuss the surgery. Right when he walked into the room he set his notebook down on the over bed table and knocked Josh’s water onto the floor. Not a good look for the guy who will be tinkering inside your 20 month old’s brain the next morning! Fortunately, he was an incredibly skilled surgeon. The surgery was successful and our son is now in his early thirties.

To really understand someone, you need to know a lot about them. In addition to the 4 H questions above, take time to find out about what they’re great at, what they cry about, sing about and dream about, and who have been the key influencers in their life so far.

I once had a job where I joked that my job description was “Coffee, Cookies, and Conversation.” I did spend a great deal of time getting to know and understand as many of the people I worked with as possible. My job was to help them thrive in a cross-cultural work environment. Understanding people is critical to positively influencing people.


To Enlarge is to make bigger. Another word for that is to Grow. One of the key intrinsic motivators for most people is called “Mastery.” People generally want to get better at things. You can see that, for example, in the person who practices playing an instrument they will never use professionally. They enjoy playing and just want to get better. If you help people grow, learn things, develop skills, improve the skills they have, you’ll be helping them get what they want and that’s influence. Zig Zigler is famous for saying, “You’ll always have everything in life that you want IF you help enough people get what they want.” Helping people grow, then, is a classic win/win.

We’ve covered 6 of the 10 ways to increase your influence. Next week we’ll finish up the list. Leave a comment about how you’re increasing your influence.

How to Become a Person of Influence

A few years ago I worked with a large Hospital System in California. They teach their staff a tool called the “10 – 5 Rule.” It instructs all staff that if they see a member or guest coming toward them in the corridor of one of their facilities, they should acknowledge that person with eye contact and a smile once they come within 10 feet of them. When they reach the 5 foot line, staff are taught to verbally greet the person. This practice is intended to help people feel welcome and generally better about being in a medical facility where most people are not having their best day. I put that rule into practice while working there as well. It was amazing to see the results. When you smile at people, they most often smile back. Sometimes, it was a little scary. The person walking toward me didn’t make eye contact and looked very serious. But over 90% of the time, when I said, “Hello,” their entire face changed. They smiled (sometimes looked surprised) and said, “Hello” back.

That’s Influence

Influence is defined as “the capacity to have an effect on the character, development, or behavior of someone or something,” It can be in the moment like when you make someone smile in the hallway. Or it can be over a lifetime with your family, friends, co-workers or an even larger set of people. It can be formal. It can be informal. It can be a part of your position or just a part of who you are. The fact is, we are all people of influence on some level.

We are constantly influencing people. In fact, one study shows the average person will influence 80,000 people during their lifetime. That’s a lot of people. But, when we talk about becoming a person of influence, we’re not talking about the influence of the average person. That happens regardless of your intention or even your knowledge sometimes. A “Person of Influence” is someone who intentionally uses their influence to add value to others, to make their lives better.

World renown Leadership Teacher and Author, John Maxwell, says, “Leadership is influence, nothing more, nothing less.” So, whether you are in a recognized leadership position of some kind or not, being a person of influence makes you a leader. Some of the most influential people I know are not “Leaders” in their job title. They’re Moms and Dads, Administrative Assistants, Teachers, Friends, etc. But, because of their influence, they are leaders.

How To Increase Your Influence

There are 10 things you can focus on to increase your intentional influence. Here are three of them.

Influence begins with Integrity. If you want to increase your influence, start there. Dwight D. Eisenhower once said,

“In order to be a leader a man must have followers. And to have followers, a man must have their confidence. Hence the supreme quality for a leader is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a sections gang, a football field, in an army, or in an office. If a man’s associates find him guilty of phoniness, if they find that he lacks forthright integrity, he will fail. His teachings and actions must square with each other. The first great need, therefore, is integrity and high purpose.”

The next focus of Influence is Nurture. As the old saying goes, “People don’t care how much you know until they know how much you care.” Authentically caring about others will increase your influence with them.

The third focus of Influence is Faith. One of the greatest gifts you can give a person is to express belief in them when they don’t believe in themselves. Can you imagine being on a team where the coach didn’t believe in you? Your influence with people will increase when you believe in them.

Let’s focus on these three for now and I’ll share a few more in the next post.

If you’ve been reading this blog for awhile, or this is your first time, please give me some feedback on whether or not this is helpful to you. Thanks!