The best way to understand the power of the other is to think of how computers work by combining hardware, software, and developers (the people who write the software).

Our brain is the hardware and our mind the software. At birth our hardware is essentially in place, but our software needs development to reach its potential.  Over time, and through the relationships we allow and embrace, our mind is developed—good connections expand our mind, while bad relationships and artificial connections (like computer viruses) stunts its development. 

In his book The Power of the OtherHenry Cloud does a masterful job of explaining how the brain works and why good and positive relationships are critical to the development of the mind so that people can achieve more of their potential.

Cloud explains that most of us experience disconnection at different times in our lives. Since our brains crave connection we pursue connection wherever it can be found, even if it is not ultimately good for us. We even choose artificial connections, like what drugs, alcohol, and any other self-medicating behavior provides. 

The challenge with good connections is that they can only be found on the other side of the door of vulnerability, a door most egos are reluctant to open.Great leaders ensure that the culture of their organization is healthy and positive so that their people are able to reach and operate at their full potential, which in turn allows the organization to operate at a higher level.

Herb Mast a is Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Why do some leaders achieve better results than others?

We’ve all had experience with two dramatically different types of leaders – Liz Wiseman, former Oracle Executive and author of Multipliers, describes them, as follows:

• The first type drain intelligence, energy, and capability from the ones around then and always need to be the smartest ones in the room. These are the idea killers, the energy sappers, the Diminishers of talent and commitment.
• On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into the room, lightbulbsgo off over peoples heads, ideas flow, and problems get solved. These are the Multipliers. And the world needs more of them, especially now, when leaders are expected to do more with less.

Liz Wiseman’s research found that Diminisherstypically get 20-50% from their people, while Multipliers extracted 70-100%, or 1.97 times more.

Some of the main differences between Multipliers and Diminishes:

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

This week two separate clients shared how a member of their staff had recently tragically died.

None of us wishes for tragic things to happen, but somehow it finds all of us at different times in our lives. And when it does it tends to stop us in our tracks, even if for a split second, and force a decision…do we run at it or do we run away from it?

When tragedy finds great leaders they, like first responders, do not run away from the tragedy, but run at it. Hence, great leaders are not defined by the tragedy, but rather by how they respond to it.

Tragedies have a way of revealing who we really are. It strips away all the façade and exposes the real person. That is good, because that is the part that those affected by the tragedy [even when it is us ourselves] need to see and respond best to.

One client shared  how their team was devastated by the tragedy, yet how their own transparency and vulnerability in the aftermath helped staff get through it and become a closer team.

When words seem inadequate, great leaders let their heart do the talking.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.