• Leadership IQ being equal, it is believed emotional intelligence – how we manage ourselves, our emotions and the emotions of others – accounts for 85 – 90% of what separates the most outstanding leaders from their peers.

  • 70% of organizational changes fail and these failures can be traced to ineffective leadership.

  • It costs 10 times more to gain a new customer than it does to keep an existing customer.

  • First, people don’t grow and change much unless they’re in a supportive environment where people know what they want to do and encourage them to do it.

  • It is estimated that 80% of mergers and acquisitions that occur today fail to meet initial expectations.

  • If you want 1 year of prosperity, grow rice. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. – Chinese Proverb

  • The key to keeping customers satisfied and loyal is to value and train employees while making them an integral part of corporate success.

  • Corporations can work five times harder and spend five times more money to gain new customers, or they can keep the ones they have.

  • The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.

  • Companies Don’t Solve Problems.
    People Do.

  • Learn something every day. Never stop learning.

  • Effective coaching is a key method for increasing productivity and profitability in an organization. Recent studies have shown that 85% of the workforce wants holistic coaching so that they can continually improve and grow.

  • The brighter you are, the more you have to learn.

  • "High performing organizations are constantly focusing on improving their capabilities through learning systems, building knowledge capital and transformational learning throughout the organization.” - Ken Blanchard

  • Change is constant. To implement change you must listen, engage, and empower individuals in the change process.

  • People are the core strategic asset. To be successful, a company must listen, involve, encourage, nurture, support, empower, and reward all its constituencies.

  • The number one fear in the world is public speaking. “You” vs. “I” messages are powerful tools for capturing your audience’s attention.

  • The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

  • 50 – 70% of how employees perceive their organization can be traced back to the actions of one person – the leader.

  • No one of us is as smart as all of us – when teams function well, miracles happen.

  • A survey of 350 executives across 14 industries, 68% confirmed their companies experienced unanticipated problems in their change process. – International Consortium of Executive Development Research.

  • 78% of consumers say their most satisfying experience occurred because of a capable and competent customer service representative.

  • 25 of every 27 customers who have a bad experience fail to report it because they don’t believe anything will change.

  • Personally, I am always ready to learn, although I do not always like being taught. Winston Churchill

  • 85% of business leaders agree that traditional differentiators alone are no longer a sustainable business strategy.

  • The great thing in this world is not so much where we are, but in what direction we are moving. Oliver Wendell Holmes

  • Employee loyalty builds customer loyalty, which builds brand loyalty. It’s as simple - and as difficult - as that.

  • Leadership is being the best you can be, and helping others be the best they can be.

In The News

Managing People at Work - Become a Magnetic Leader

Managing_People_at_work

Become a Magnetic Leader

By Beth Braccio Hering

Featured in Managing People at Work May 2013

Effective leaders create inviting workplaces filled with engaged, enthusiastic employees.  Such an atmosphere, however, does not happen without effort.  Dianne Durkin, president of Loyalty Factor, a consulting and training company in Portsmouth, NH, draws upon her decades of experience  changing the leadership course of major corporations to provide insight in her book, The Power of Magnetic Leadership. Here, she discusses one of the most important components in becoming a magnetic leader- knowing yourself.

MPAW:  How can a manager pinpoint what type of leader he or she is, and why is it important to know?

Durkin: There are basically four categories that people can fall into:

  • The very driven, competitive and bottom-line-oriented leader
  • The extremely creative, innovative and charismatic leader who tends to inspire and motivate
  • A very caring, giving, loyal and team-oriented leader
  • An exacting, analytical and structured leader

Although leaders have a little bit of all these characteristics, they usually have a primary and a secondary style.  Every person is an individual, and magnetic leaders know how to flex their style to work effectively with individual differences.  By knowing our styles and being able to flex them, we can connect and build rapport and trust.

MPAW: Explain what a leadership log is and why a manager should keep one.

Durkin: A leadership log is designed to change behavior.  Studies have shown that behavior changes happen after 21 days of continual practice.  The leadership log is a 21-day record of behaviors.  By documenting the behaviors, changes occur.  Typical questions that should be answered in a leadership log include:

1. How did I flex my style today?

2. What leadership traits did I exhibit today?

3. How did I build my trust bank with individuals today?

By answering these three simple questions, leaders will see positive behavioral changes.

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