David Hunnicutt

CHECKER & CHESS: Interesting article in the NY Times about the ethics of people sharing/comparing their salaries at work. Here's something to consider. In my experience, if you want to be chronically unhappy, concentrate your energies on finding out what others make. However...

…if you want to be blissfully content, figure out what YOUR NUMBER is (BTW “more” is not a number)— and then add so much value that negotiating it isn’t even an issue. When you receive it, get on with making a difference in the lives of your customers. #NotComplicated

Perhaps the most challenging skill for good leaders is zeroing on the real priorities that are on your list of already-prioritized items. #ChoicesWithinChoices

TOUGH LOVE: A recent JAMA IM study revealed that a workplace ban on the sale of sugared beverages led to a 48.5% reduction in consumption and employees had significantly less belly fat. Employees could still bring their own--just not buy them at work. #ToughLove #StrongLeadership

“I believe in work. If somebody doesn't create something--no matter how small--he gets sick. An awful lot of people feel that they're treading water; that if they vanished in smoke, their life wouldn't mean much. And that's a despairing feeling. It'll kill you.” ~Arthur Miller

NEXT LEVEL THINKING: If you want to build something great, you’ll need to come to terms with the reality that there’s an enormous difference between making the best of the team you have and assembling the team you need. #MOVE

SETTING BOLD GOALS (1 of 2): As a leader your job is to DREAM big--and then to set breathtaking goals. The thing is, far too many exec’s set weak, easily-achievable goals. Make no mistake, your org’s goals should NOT be a sure bet—your chance of achieving them should be 50-70%.

SETTING BOLD GOALS (2 of 2): But here’s the deal. Even though the chance of achieving your BHAG is 50-70%, your people have to BELIEVE the goal is worthy of pursuit & with serious effort, they’ll achieve it. Remember: If it doesn’t challenge you, it won’t change you. #JCollins

LEADING WELL: A new study in Nature Medicine reports “...inflammatory diseases have now been recognized as the most significant cause of death in the world today, with more than 50% of all deaths being attributable…” The greatest defenses are EXERCISE and DIET. #LeadWell #GOYA

LESSONS IN LEADERSHIP: Researcher Jeanie Duck tells us that if there's one rule for leadership communication, it's this: When you are so sick of talking about your org's key priorities that you can hardly stand it, your message is finally starting to get through. #StayTheCourse

RADICAL HONESTY: If you are a board member and the org’s leader isn’t delivering results, you don’t have a CEO problem—you have a ‘you’ problem.

DISEASE PROOF (1 OF 2): Recent research appearing in the Mayo Clinic Proceedings reports that only 2.7% of US adults meet the criteria of a healthy lifestyle which includes being sufficiently active, eating healthy, not smoking and having the right body fat percentage.

DISEASE PROOF (2 OF 2): There is now abundant evidence that getting just those FOUR things right—not smoking, maintaining a healthy weight, being active, and eating well—could reduce the risk of all chronic diseases among employees by 80%.

QUESTION OF THE DAY: Are you the hero or the hero-maker?

THE ART OF INCREASING CONFLICT (1/2): Average leaders spend time reducing/managing conflict among team members. However, the best leaders find ways to INTERJECT & INCREASE the amount of conflict/tension present. It’s a great way to STRESS-TEST your team to prepare & mature them.

HOW LEADERS USE CONFLICT (2/2): Good leaders use conflict in two ways. 1) To test the group's reasoning/patience—and when the grenade is tossed in the team’s tent, leaders watch & learn. This leads to the 2nd use; to build group confidence that tough situations can be diffused.

PAINT “DONE”: Delivering results is the signature of every good leader. The next time you’re struggling with finishing, try this. Take 45 minutes and paint “DONE.” Be as descriptive and vivid as you can. Leave no detail out. It’s a simple exercise with POWERFUL implications.

Your biggest challenge as a leader is to make sure you have the RIGHT people on the bus. Research by Bradt suggests the 3 MAIN things you need to consider: 1: Can they do the job at a HIGH level? 2: Will they LOVE the job? 3: Will you LOVE working with them? Simplicity rules.

CREATING URGENCY (1 of 2): Based on new research, it’s a good idea for leaders to start thinking about how they create urgency. Declaring a “crisis” where none exists is not the right approach. Your high-performers WON'T respond to it. Why? They feel a sense of urgency EVERY day.

CREATING URGENCY (2 of 2): What’s more, according to Jim Collins, the right leaders feel a consistent sense of urgency—in good times or bad. Same for your best people. They’ll drive improvement, “burning platform” or not. #DayInDayOut