PAUL’S BLOG – I COULD BE WRONG, BUT I’M NOT

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. “Preparing to do the thing isn’t doing the thing. Scheduling time to do the thing isn’t doing the thing. Making a to-do list for the thing isn’t doing the thing. Telling people you’re going to do the thing isn’t doing the thing. Fantasizing about all of the adoration you’ll receive once you do the thing isn’t doing the thing. Reading about how to do the thing isn’t doing the thing. Reading about how other people did the thing isn’t doing the thing. Reading this isn’t doing the thing. The only thing that is doing the thing is doing the thing.” Shachaf Rodberg. He could be wrong…but he’s not. BTW: I’m currently booking speaking engagements for 2025! If you know of an organization looking for a dynamic speaker, with a meaningful message, I would appreciate you directing them to my website paulgloverspeaks.com. Thanks for your support.

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. The phrase “we are always becoming” illustrates the continuous nature of human growth, transformation, and evolution. Humans not meant to reach a static point of completion. Rather, our lives are a journey of ongoing change, shaped by our experiences, choices, and environment. Our bodies mirror this process of “becoming” down to the cellular level! Every 7 years nearly every cell in our body is renewed.  This cellular turnover highlight that each moment of our lives our physical bodies are constantly “becoming,” as they constantly adapt to internal and external influences. While change is natural, so too is the gradual decline that entropy describes. Entropy, in humans, reflects the tendency of our bodies and minds to deteriorate over time if we don’t actively work to counterbalance it. The effects of entropy also extend to our habits, relationships, and mindsets, leading us to patterns that become rigid or chaotic without regular effort to push back and stop the decline. Despite entropy, we have the power to guide who we become through intentional actions like these that positively influence and shape our process of perpetually

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. The first element of my coaching process is the 360-Degree Review, a feedback tool that gathers insights on a leader’s character, performance, and behavior from multiple sources—peers, team members, managers, and, sometimes, other stakeholders. This process gives me a holistic view of a leader’s strengths, areas for improvement, and blind spots, and serves as the foundation for creating a productive coaching program. It’s also an eye-opener for most leaders.  Areas of their leadership skill set, where they thought they were strong, are revealed as needing improvements.  As an example, communicating is a skill set most leaders believe they are really good at, when they’re not.  This misconception often exists because no one has ever told them how poorly they communicate.  The 360 Degree Review – because it is anonymous – gives participants the opportunity to candidly assess the Leader’s communication skill set, and often evokes this type of response from Team Members: “He believes in communication by telepathy.  After every meeting the Team meets to discuss what we think he really wants us to do.” Needless to say, this and similar responses,

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. My wife and I were watching the nightly news (how old are we!), when the winner of the $552-million-dollar Illinois lottery was announced.  As always, this news immediately generated a hypothetical “what we would do if we won the lottery” discussion. It’s a hypothetical discussion because neither one of us play the lottery.  And, yes, we both know we can’t win if we don’t play.  But, when the odds of winning the lottery are 1 in 300 million, it seems to us, you don’t win even if you do play.  And no judgement about those who do play (well, maybe a little judgement). In any event, our discussion about what we would do if we won, prompted me to realize that life offers many other lotteries, and potential jackpots, that are extraordinarily valuable. These lotteries and their jackpots are woven into our life, some from the day we are born, and shape our life’s journey. Below are 10 examples of a life’s lottery jackpot.  If any of these have provided you with a winning lottery ticket – a jackpot – give it

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. Today’s post-pandemic leaders are navigating complex business and workplace environments presenting them with significant challenges like Economic Uncertainty, Remote Work and Virtual Leadership and Reduced employee engagement Employee Burnout Talent Retention Evolving Employee Expectations Digital Transformation and Technological Change These multifaceted challenges, which show no signs of being resolved in the foreseeable future, reveals a growing need for leaders to exhibit increased toughness as they lead their Teams through these uncertain times. Here’s why tough leadership is essential for sustainable success in the post-pandemic work environment: Clarity in Uncertainty: Tough leaders provide clear direction and prevent decision paralysis by making difficult choices confidently, even when information is incomplete. Building Resilience: Employees look to leadership for emotional stability. Tough leaders demonstrate resilience, setting an example that challenges can be overcome. Accountability and Focus: Tough leaders hold teams accountable while staying focused on priorities, ensuring that energy is directed toward meaningful work. Making Unpopular Decisions: Leaders need to make unpopular or painful decisions (e.g., layoffs, budget cuts, or restructuring) to protect the long-term health of the organization. Tough leaders handle these moments with a

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. Creating a high-performing work team, with increased employee engagement, productivity, profitability, and retention should be the primary goal of every Team Leaders. Yet, many Team Leaders make a critical mistake: they focus most of their time, energy and resources on underperformers and neglect their High Performers. According to Gallup’s 2024 Employee Engagement Survey, only 32% of the workforce qualifies as “high performers,” but these individuals drive an outsized share of productivity—often contributing 400% more than the average employee. Beyond their individual output, High Performers inspire and motivate those around them, creating a positive work environment that ripples effect across an organization. However, the very qualities that make High Performers so effective—self-sufficiency, commitment, independence, and motivation—leads Team Leaders to assume they need little attention. As a result, Team Leaders focus most of their efforts on the 67% of unengaged employees doing just productive enough to avoid termination and the 16% who are actively disengaged, creating toxic work environments and who should have been terminated yesterday. While autonomy is essential for High Performers, a hands-off approach will backfire. Feeling unsupported and unappreciated, these valuable

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. In last week’s edition, I revealed my first 2 predictions in the March 2022 interview with Authority Magazine about The Future of Work: · Automation & Artificial Intelligence will replace 70% of a manager’s duties. · Work will be done by Autonomous and Self-Managed Teams. Here are my other three predictions, and my assessment of the accuracy of those predictions: 3. Managers will be replaced by Subject Matter Experts: coaches, mentors, mediators and facilitators. The pandemic revealed the terrible state of management in most companies. According to Gallup, leadership fails to select a manager who can lead a high-performance team 82% of the time! Even worse, even those these unqualified managers are responsible for culture, retention, and employee performance, they don’t receive the training to have the skill sets necessary to interact successfully with their Information Age employees. This bizarre process of choosing the wrong people to be managers, then refusing to train them to do their jobs, creates managers as disengaged as the employees they manage. A Gallup survey found only 35% of managers are engaged, 51% are not engaged (caring