Leadership is giving to others

There are many ways to give to others less fortunate than us during the holidays; among them are two funds Joan and I hope you will thoughtfully consider: a scholarship fund initiated by the women's basketball coach and his wife at  the University of Connecticut for victims of the Newtown, CT tragedy who decide to attend the university when they are older. Siblings of the child victims and children of the adult victims are eligible. And, not-for-profit organizations caring for military women and men wounded in Iraq or Afghanistan.

We wish you and yours a very Merry Christmas and a healthy, happy and peaceful 2013.

Ritch K. Eich, Author
Real Leaders Don't Boss (Career Press, 2012)--Proceeds of book sales to charity
CAPT, USNR (Ret) and Principal,
Eich Associated
www.eichassociated.com

Scaling back the inauguration

To read the entire article, please use this link:
http://thehill.com/blogs/congress-blog/economy-a-budget/271915-scaling-back-the-inauguration

My thanks to web editor and writer, Will Wlizlo, and Utne Reader

The Fine Art of Leadership

by Will Wlizlo

Although we typically think of the titans of industry and leaders of the free world as products of the military or an ivy league MBA program, for an unconventional leader we might look to the fine arts. “Theater, music and the fine arts all require, undeniably, an above-average level of creativity,” writes Miller-McCune’s Ritch K. Eich. “But they also require the type of discipline, passion and commitment that can be extremely valuable in many areas of business that are now floundering.”

Eich’s favorite example—not to toot any fine art’s horn exclusively—is found at the front of a marching band:

Under [bandmaster William] Revelli’s direction, the Michigan Marching Band was the first to use original scores for their band shows and employ synchronized music and movements. They were highly praised for their precision, formations and style. Revelli was tough on his young band members and would not accept mediocrity in his organization. His exceptionally high standards called each member to a higher commitment, not only to their music, but also in all areas of their lives. He looked at the band as an antidote to juvenile delinquency.

Translating the same qualities he exhibited in rehearsals and on the field, and looking at how he made everyone in his band reach for their greatest potential, there is no doubt that he would have made an excellent corporate leader had he chosen that path.

Source: Miller-McCune  Image by Tulane Public Relations, licensed under Creative Commons. 

Read more: http://www.utne.com/blogs/blog.aspx?blogid=32&tag=Miller-McCune#ixzz2CFUMsS7n

Renaissance Weekend in Napa Valley: A Superb Leadership Retreat

Joan and I recently attended Renaissance Weekend in the Napa Valley during harvest time. Our experience was inspiring and rewarding. Renaissance Weekends as you may know are apolitical, family retreats begun in 1981 to build linkages between leaders from many different fields.

Leadership by Fiat Seldom Works

Pacific Coast Business Times recently published my article that asserts that effective leaders don't put obstacles if front of people; they help remove them. I hope you enjoy my latest contribution. The article is available in its entirety at www.pacbiztimes.com  Simply enter my name, Ritch Eich, in their search box to retrieve it.

Many thanks to the fine folks at the Business Times, especially Henry Dubroff and Marlize van Romburgh, for their assistance and courtesy.

The Journal of Value-Based Leadership

Leadership Shortcomings: A Values Deficit

Introduction

The leadership gap that exists in today’s workplace is painfully evident. Too many workers are dissatisfied with their jobs. Middle managers complain of a lack of top-level leadership — one that sets high standards of morality and concomitant personal conduct, reflects ethical ideals, acknowledges a worker’s authenticity and contributions, instills trust, and fosters dedication. Even corporate leaders recognize this paucity of values in leadership and the serious threat it poses to sustained future economic growth. After all, leaders are needed to weather an economic storm, but thereafter, to ameliorate battered companies for future growth and sustainability.

For more information, please visit: http://viewer.zmags.com/publication/315111e6#/315111e6/36

Strategic Health Care Marketing Publishes Ritch's Response to "On-Hold" Messages Article

Here is an excerpt from Ritch's response to the well-written June 2012 piece by Sheryl Jackson on "On-Hold" messages: "I would suggest...that a prime criterion by which one should judge how consumer-centric or market-driven a hospital, physician office, or clinic is in responding to callers is how many rings occur before the call is answered and how well-informed, gracious, accurate and helpful the respondent is."

Ritch went on to write "In addition, TV or radio professionals should record the ("On-Hold") messages. Many people believe "talking on the radio" is easy, until they do it and realize they sound terrible!"

In conclusion, Ritch suggested "I would be a tad bit skeptical about accepting on-hold messaging statistics provided by companies in the business of selling such services. And, if an institution is going to use them, be sure staff members don't rely on them excessively in lieu of being prepared to answer most questions and being able to swiftly connect the caller with the most appropriate person."

Eich Column about Congress called "On Leadership" Published in Santa Barbara Independent

On August 2, 2012, the Santa Barbara Independent newspaper published my article called "On Leadership: Congress Could Learn Much from Santa Barbara." I hope you enjoy reading it.

The link is: http://www.independent.com/news/2012/aug/02/leadership/

Success Requires A Team Effort

An article based in part on my new book, Real Leaders Don't Boss (Career Press, 2012), was published by the Ventura County Star on July 21, 2012. Titled "Success Requires A Team Effort," the article highlights some of the principles required in building an effective team. Please visit the Ventura County Star to read my latest article.

Ireland Store Promotes Eich Leadership Book

Available here: O Mahony's

When Will They Learn? Travesty at UVA!

Kudos to the reporters at the Washington Post who are doing a superb job of factually and objectively reporting what strikes me as a pure “witch hunt” at the University of Virginia. While I don’t purport to know all the facts in this most unfortunate situation, I have great respect for the vision, skill and compassion of ousted UVA President Theresa Sullivan. Moreover, I believe she has performed most admirably.

I can only hope that the governing board of this prestigious public university, the Board of Visitors, will come to their senses and appeal to Dr. Sullivan to accept reinstatement. But I fear that it is probably too late for this to occur.

Governing boards in every institution of higher education should take notice of this travesty of justice and take immediate steps to preclude it from happening in their college or university. There should be no place for such Machiavellian behavior by a governing board.

Nice blog on Front Row CRM...

http://frontrowcrm.blogspot.com/2012/06/real-leaders-dont-boss.html

My book being sold on an Australian site...

http://www.thenile.com.au/books/Ritch-K-Eich/Real-Leaders-Dont-Boss/97816016
31862/

Article published on Enna.com on my book...

http://www.enna.com/resources/category/developing-leaders/The-difference-between-a-leader-and-a-boss/

Book mentioned in Singapore Institute of Management

http://www1.sim.edu.sg/sim/pub/int/i2012web/i_bookmarks.html

My book on TrainingMag.com

http://www.trainingmag.com/content/supercharged

My book on LeadershipNow.com

http://www.leadershipnow.com/leadingblog/2012/05/real_leaders_dont_boss.html

Family Medicine Publication Review

A review of my book has been published in this month's Family Medicine journal



Real Leaders Don't Boss
Amy Ellwood, Aron Rogers
FULL TEXT

The Globe and Mail of Canada Publish Excerpt of Ritch's Book

Here is the link to the article: http://www.theglobeandmail.com/report-on-business/careers/careers-leadership/leadership-advice/a-bad-leader-is-really-just-a-boss/article2400110/

PACIFIC COAST BUSINESS TIMES Promotes Ritch's Book

Our sincere thanks are extended to Henry Dubroff, editor and publisher of Santa Barbara-based Pacific Coast Business Times for publishing the article "Adversity as a Motivator" in their early April issue. The article is an excerpt from my book, Real Leaders Don't Boss (Career Press, 2012).

Here is the link: http://pacbiztimes.com/2012/04/13/oped-adversity-as-a-motivator/

Leadership Excellence Publishes Ritch's Article

The April 2012 issue of Leadership Excellence has just published my article entitled "Real Leaders." We extend our genuine thanks to CEO and editor-in-chief, Ken Shelton, and his fine staff.

Here is the link:  http://www.leaderexcel2.com/edownloads/2012/04april/04le6598251/le0412.pdf

"Putting the Fan Experience Back in the Golf Game" --Published in the Ventura County Star

Joan and I thank the Ventura County Star for publishing our joint article about professional golfers and increasing their acknowledgment of the gallery and volunteers. It's what "Real Leaders" do.

Here is the link:  http://www.vcstar.com/news/2012/mar/24/ritch-k-and-joan-eich-putting-the-fan-experience/?opinion=1

Our appreciation is extended to Laurie Barkman for her very complimentary review of Real Leaders Don't Boss.

Passionate Performance

Real Leaders Don’t Boss

Posted by lbarkman in Leadership on March 19, 2012

Leaders don’t just tell people what to do; they lead by example. Leaders inspire those around them to try harder. Leaders are passionate about what they do and the people they serve.  Leaders recognize their own skills and abilities, as well as the skills and abilities of those around them. They also recognize their own weaknesses. Leaders don’t hide their weaknesses, but instead actively look to work with others whose skills and abilities fill their own gaps.  Leaders are strong yet humble. They recognize and value their peers, their employees, their friends and their family.   They are honest and they look for opportunities for others to shine and grow.

What a long list and perhaps a little intimidating.  I had the opportunity to read “Real Leaders Don’t Boss” by Ritch K. Eich.  This book provides a comprehensive description of leader attributes and real life examples of the difference between a boss and a leader.  The reality is there are a lot of bosses out there, but not nearly as many leaders.  As Ritch points out in his book, leadership is not limited to corner suite executives.  No matter what role a person has in life, we all have the opportunity to lead and inspire others.

Bosses, on the other hand, care more about themselves and their success than the success of those around them. Many believe they are “too important” to do the work of the “little” people.  They expect those around them to provide excellent service to customers but don’t provide that same level of service to those they are supposed to lead. Favouritism, inconsistency and lack of trust and respect de-motivate those around them.

As I read the book, I distinctly remembered some bosses and leaders that I have had the opportunity to meet. Early in my marketing career, my boss asked me to create a strategic marketing plan for the department I was working in.  I felt honored and excited about the opportunity and poured my heart and soul into doing the best job I could.  Can you imagine the betrayal and anger I felt when my boss then took my hard work and submitted it to her boss with her name on it?

Contrast that to my grade ten physics teacher.  Mr. Lysager expected each of his students to show up for class ready to learn.  There was no fooling around in his class and everyone knew it. But that didn’t mean the class was boring.  Mr. Lysager loved what he did.  He had a passion for teaching.  Mr. Lysager challenged those who grasped the concepts easily and provided the additional time for those who didn’t.  Mr. Lysager respected each student and inspired his students to be the best they could be.

All of us have the opportunity to lead in some capacity. As a parent, a spouse, a friend, a peer, a supervisor or a corner suite executive, recognize the value that others bring to your life or your business, demonstrate integrity in all you do, and help those you serve find their true potential.  Then stand aside and let them shine.

(In the interest of full disclosure, I was provided a complimentary copy of the book “Real Leaders Don’t Boss”.   As I read through the book, I pulled out my highlighter and “stickies” so I could quickly return to areas that stood out for me.  This book will continue to be a resource for me and is a recommended read to anyone looking to lead others.)

Investor's Business Daily Online Spotlights Ritch's Book

Our gratitude goes to Michael Mink and Investors.com for spotlighting Real Leaders Don't Boss published by Career Press last month. Here's their article:

Published in Investors.com

MANAGEMENT

LEADERS & SUCCESS

Retain Top Employees Via Compassionate Leadership

By MICHAEL MINK 

Posted 03/20/2012 01:15 PM ET

           

Only a third of middle managers say they will remain with their employer two years from now. So says Ritch Eich, author of "Real Leaders Don't Boss." He poses this question on compassionate leadership: "What are you doing to keep your top talent and avoid losing your organization's competitive edge?" Tips on doing so:

• Stay engaged. The most effective leaders are connected to their companies, no matter how widely dispersed an organization is, Eich says. A C-suite executive must set an example by sacrificing first for the team, while also never asking others to do more than that executive is willing to do.

• Think big picture. Top companies invest in people by having a leadership program in place.

"The CEO and executive team must teach regularly in it and expect the same of their subordinates," Eich told IBD. "It must be incorporated into the ethos of the business. Creating it isn't enough."

• Be accountable. Do what's right for the organization and for others. "Never, ever, under any circumstances, cave on your integrity; it cannot be recovered," Eich said.

• Give feedback. Employees want to know where they stand and how they're performing. "Evaluate people candidly, honestly, regularly and fairly," Eich said.

To have a successful company, employees must "perceive themselves as integral, valued members of a team who will then go the extra mile to support their organization and teammates," he said.

• Delegate. It's not only efficient for leaders to do this; it also empowers employees. Eich says executives must understand when to get in the trenches with their team and when to get out of the way. With the right team in place, the results will probably be winning ones.

• Hear well. Effective listening is an active endeavor, not a passive act. Grasp what the person sitting across from them is saying and feeling. "Aim for 80% listening and 20% active questioning when interacting with others," said Bernard Ferrari, author of "Power Listening: Mastering the Most Critical Business Skill of All." "Those I've observed who are the star business leaders are always asking questions, probing for information and listening for surprises."

• Show respect. Assume people have something important to say. In addition, don't begin speaking the nanosecond the other person stops. That creates the impression you were waiting for him to stop talking so you could make your point. "You will be surprised at what nuggets of information come forth if you give people a chance to take a breath," Ferrari said.

When interacting with employees, give your undivided attention to them. A rule Ferrari uses is no external distractions such as smartphones on a table or in his hand.

"We have become device-rude," he said. "Let's stop."

He points out that the best leaders know that important information can come from any source and at any time. "Being dismissive of people is a sure path to being an information-deaf manager," he said.

• Be on. A leader who is trying to connect with employees is like a performer onstage. Ferrari said be aware of your state of mind: "I recognize that if I'm angry or threatened, my ears are useless. If possible, I just find the closest exit and spend the time necessary to resolve what is upsetting me before moving back into the fray."

• Manage your culture. The environment that compassionate leaders create helps determining how the best employees flourish and stay with a company. "Don't tolerate others who might undermine performance and morale," Eich said. "Help those who are underperforming."

Learning Leadership Blog Highlights Ritch's Book & His Tribute to Carol Tomlinson-Keasey

The Learning Leadership Blog by Christopher Scott kindly described my book, Real Leaders Don't Boss, and posted my recent article about the late Carol Tomlinson-Keasey, the founding chancellor of the University of California, Merced.  I had the privilege of working with her while serving on the UC Merced Foundation Board of Trustees.

I call it "Real Leaders As Trailblazers" and this marvelously gifted female leader was that and then some. I hope you enjoy the article as we need more leaders like Carol T-K.

Real Leaders As Trailblazers

Circumstances beyond our control sometimes require leaders to be trailblazers. I had a once-in-a-lifetime-opportunity to work with one such person who easily could have been the CEO of a major Fortune 500 company, the commodore of a flotilla of ships or a university chancellor. Fortunately for the students at the University of California, Carol Tomlinson-Keasey chose the last one.

As I suggest in my just-released book, Real Leaders Don’t Boss (Career Press, 2012), when you’re in charge you must be willing and able to assume a role much like that of a quarterback by calling the signals, initiating the plays and being able to execute while continuously earning the trust and respect of your fellow players. But as any quarterback worth his salt will tell you, it takes a full team effort of fiercely determined players to win and to keep winning. Tomlinson-Keasey was an inspiring, vibrant and easily approached strategic leader-- a woman of indomitable spirit and personal strength to whom people naturally gravitated. She was, for a time all too brief, our quarterback.

Her initial team was comprised of only a handful of faculty and staff but augmented by growing numbers of volunteers, all of whom were fully engaged and completely dedicated to helping her attain the goal. She was willing to tackle challenges no matter how daunting or how many obstacles lay in her path. And, the roadblocks she had to confront were numerous (including a very personal one of battling breast cancer diagnosed during her second year as chancellor). At the same time, she also realized that one of her major responsibilities was “to mentor” so that her team would continue to grow professionally at each step along the way.

The herculean task handed her in 1998 was to plan, secure funding for and later open a new campus, the University of California at Merced, in the middle of California’s rich agricultural and culturally diverse San Joaquin Valley. With higher poverty levels, lower education levels, worsening air pollution and an increasing medically underserved population more problematic than other parts of California, a new campus was needed, one that would become a powerful economic engine for the valley and the state. In 2005, it became the 10^th campus in the UC system, the first new research university in the 21^st century and she its founding chancellor and the university’s first female to occupy the top spot at any UC branch.

The fact that the campus was even built is practically a miracle, as it required every bit of her indefatigable spirit, high energy, stamina, unwavering belief in youth and it came at great personal sacrifice. Reluctant state legislators, working with four different gubernatorial administrations, nagging environmental issues and a state budget crisis that delayed the opening of the campus by a year confronted her at practically each step along the way. And so did fierce competition on the part of other UC campuses and the California State University (CSU) system vying for state appropriations and private monies, as well as often-provocative central valley pressure groups, a skeptical media and formidable construction challenges. Her story of perseverance in successfully spearheading the founding of a major research university in a huge underserved part of the country is a tour de force. Where others saw a Merced field with cotton growing or cows grazing, Tomlinson-Keasey envisioned students of immigrants, farm families, and others (often first generation college attendees) becoming tomorrow’s leaders in science, technology, medicine, engineering and the environment.

The great former University of Notre Dame president, Father Theodore Hesburgh, said: “The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet.”

Carol Tomlinson-Keasey’s vision was clear, easily understood, often repeated and withstood the test of time. She was a distinguished psychologist and author, a highly ethical, exceptionally bright and persuasive woman who built effective relationships with all. But, as importantly, she was fun to be with, had an infectious sense of humor, was a humanist, a mother, a spouse and a compassionate leader who made you feel special and valued—no matter who you were, what you did or where you came from.

Those of us who served with Carol T-K (as she was affectionately known) on her staff or, in my case, as a founding trustee on the UC Merced Foundation Board, were privileged to be a part of her team. When she died in 2009 of breast cancer, three years after the opening of the University of California, Merced campus, our country lost a real leader-- a true trailblazer. She may be gone but she is not forgotten.

Good Boss vs. Bad Boss on Baseline Magazine plus eSlideshow: Ritch's Book Featured

A special thanks goes to Dennis McCafferty and the kind folks at Baseline Magazine for writing about my book, Real Leaders Don't Boss, and for developing their 10 illustrative slides.

 

Good Bosses v. Bad Bosses: Know the Difference

By Dennis McCafferty 

Very few people in this world answer to no one, and knowing who you're working for can make the difference between having a positive work experience and wanting to quit for good at quitting time. How can you tell if you've got a micromanager or a genuine team leader who's interested in the success of his or her team? In "Real Leaders Don’t Boss: Inspire, Motivate and Earn Respect from Employees and Watch Your Organization Soar" (Career Press/available now), author Ritch K. Eich outlines ten “good boss/bad boss” scenarios, many of which you probably recognize from bygone gigs. As you advance in your own career, Eich contends, stay mindful that real leaders aren’t born; rather, they evolve over time, learning through trial and error. Not ever bad boss, he says, is destined to stay a bad boss. Now founder/president of Eich Associated, Eich has held leadership positions at Stanford University Medical Center, Blue Shield of California and the University of Michigan, among other institutions. He also has served in the Pentagon, the Joint Chiefs of Staff, NATO (South), the Pacific and Atlantic Fleets (Commands), as well as other joint commands.

http://www.baselinemag.com/c/a/IT-Management/Good-Bosses-v-Bad-Bosses-Know-the-Difference-529394/

Ritch's book a "HIT" on several leadership blogs

Many thanks to Jim Estill (http://www.jimestill.com/) for his thoughtful review of Real Leaders Don't Boss in a recent blog.

ceo blog - time leadership 
by Jim Estill

I read a great book with a title that really resonated with me "Real Leaders Don't Boss" by Ritch Eich. The subtitle is Inspire, Motivate, and Earn Respect From Employees and Watch Your Organization Soar.

The gist of the book is captured in the title. I have long suggested that leaders ask not tell. And inspire - not demand. Doing this though is tremendously subtle. What is the how of how to do it? This book attacks just this problem.

I particularly liked the chapter on "Real Leaders know the difference between character and integrity". Character is about values and our moral compass. Integrity is about doing what you say you will do. Both are critical leadership traits.

It is a good book that should be a must read for any leader. My wonder is if the ones that will read it are the ones that do not need to and the ones that should read it don't.

Business News Daily Quotes Ritch On Leadership

Three Steps to Becoming a Better Leader

By: BusinessNewsDaily Staff

Just because you're the boss doesn't mean you're a good leader. Just ask your employees. Being a leader isn't easy and it isn't always something that comes naturally.

Ritch K. Eich, owner of Eich Associated, a California-based leadership, marketing and communications firm has a few tips designed to help you become a better leader. Eich's book, "Real Leaders Don't Boss," (Career Press, 2012), is out this month.

Eich's three steps to becoming a better leader are:

Pick the right people. Real leaders, especially executives of small businesses and startups, are wise to surround themselves with people who are smarter, have more versatility, are more talented and are less bound by conformity. You should choose people who can rally around your vision.

Have a clear message. Having a clear, easily understood and oft-repeated vision is essential to being a real leader. As the great former president of the University of Notre Dame (Father Ted Hesburgh) said: "The very essence of leadership is that you have to have a vision. You can't blow an uncertain trumpet."

Be humble. Real leaders are humble, aren't afraid to show their humanity, their genuine concern for their employees. Real leaders create a culture of "belonging" — one where associates feel important, desired and valued.

My book described in John Agno's Leadership Blog

Coaching Tip: The Leadership Blog

http://www.coachingtip.com/ February 11, 2012

Coach John G. Agno is your own cultural attache; keeping you abreast of what's effective in leadership. People learn better and are positively motivated when supported by regular coaching.

Give Glory, Take Power by Building Community

Dr. Ritch Eich, author of "Real Leaders Don't Boss" tells us that inside a company, corporate culture and community are often intertwined.  It is not a coincidence that many of the perennial "best places to work" today are in Silicon Valley, where companies such as Google, Facebook, Apple and others have impressive corporate cultures, strong community ties and unparalleled creativity.  Their leadership fosters those strengths.

Back in Southeastern Michigan, David Brandon is one of today's real leaders and has been CEO of a company recognized to be one of the top 100 best place to work.  He now heads up the "commercial division" of the University of Michigan where he is director of athletes and previously served as a regent.  He was the former chairman and CEO of Domino's Pizza.  Brandon stands out as someone who surrounds himself with the best people--people with high ideals, people constantly striving for excellence, people with morals and integrity, people who won't break the rules, people win the right way. He fosters that behavior in others by modeling it without pretension.  He is not afraid to get his hands dirty (or clean when making pizzas) and never asks more of anyone that he does of himself, and he is a people person who's always there when you need him.

Howard Sumner Holmes was a real leader, both in his community within Southeastern Michigan and for his family-owned company, Chelsea Milling Company, which produces the grocery staples known as the Jiffy Mix brand.  In her book, "Jiffy, A Family Tradition," Cynthia Furlong Reynolds writes, "Howard and Dudley [his twin brother] steered the company through family tragedy, the Great Depression, World War II, major ups and downs in the economy and the boom-days of the package-mix industry." 

Howard Holmes had none of the bluster, egocentric characteristics, or false bravado of some chief executives.  Instead, he had an innate comfort in his abilities and shortcomings that enabled employees and colleagues alike to relate to him.  His humanity was one of the qualities that distinguished him from being a boss.  He never made his employees feel they were inferior or less important.

Great leaders can be born into a culture of leaders--the Kennedys, for example--but birthright is no guarantee that someone will become the real deal.  Real leaders are made; they learn through trial and error on the job and are nurtured and developed through time.

Honing those leadership skills can happen outside the workplace, too.  One of the many leadership "laboratories" helpful to Dr. Eich and myself was our college fraternity, Sigma Phi Epsilon.  Serving our fraternity brothers and university community in different roles afforded numerous types of leadership training.  We learned quickly how to deal with adversity and constructive criticism, as well as how to improve, grow and handle increased responsibility.

After I graduated from the University of Florida as an officer in the U.S. Army during the Vietnam Conflict Era, the country and Sigma Phi Epsilon was experiencing a segregation versus integration conflict.  While on active duty, in a 70 officer leadership class, the first African-American member of Sigma Phi Epsilon and I became good friends as we brothers competed for the "top gun" [Honor Graduate] of our leadership class.   He later became Bill Clinton's presidential campaign manager and after they won the election was the Secretary of the Commerce Dept. in the Clinton Administration.  Commerce Secretary Ron Brown died in an airplane crash in Europe while serving his country.  The Ron Brown Scholar Program today awards undergraduate college scholarships to academically talented, highly motivated, African-American high school seniors.

True leaders put service above self; empower, don't control; and serve rather than demand to be served.  To develop your own servant leadership potential, practice the art of sacrifice for others rather than thinking of having subordinates or followers.  Champion your team, troops or staff by always helping and promoting them.  Set the most enviable example and let your actions demonstrate what serving others truly means.

Real leadership is not about amassing personal power; it's about the ability to unleash the strengths of others and in turn create a culture of success.

Sources:  

Ritch Eich: Real Leaders Don't Boss: Inspire, Motivate, and Earn Respect from Employees and Watch Your Organization Soar

Cynthia Furlong Reynolds: "Jiffy": A Family Tradition, Mixing Business and Old-Fashioned Values

John Agno: Can't Get Enough Leadership: Book Notes & Coaching Tips

Exciting News! Book just published!

My new book, Real Leaders Don’t Boss, has been published by the New Jersey publishing house, Career Press. Real Leaders Don’t Boss is an easy-to-understand, practical guide to leadership in the workplace and in life that can help anyone grasp what it takes to inspire, motivate, and lead.  Click here for more information.

Proceeds from the sale of Real Leaders Don’t Boss will be donated to not-for-profit organizations that are caring for U. S. military men and women who were wounded in Iraq or Afghanistan.

Miller-McCune Publishes Ritch's Article as a "Top Story" in Business

"Ten Tips for Business Success in 2012" is rated as a Top Story in Miller-McCune Online for the new year.  You can read the article at www.Miller-McCune. com and click on the header called Business near the top of the page.