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Every leader needs someone to lean on from time to time.
Your coach should be able to offer you not only advice but also attention and caring. In fact, they watch and listen about twice as much as they teach and tell.
Earning and sustaining personal credibility—the very foundation of exemplary leadership—demands it. It’s fun to be a leader, gratifying to have influence, and exhilarating to have scores of people cheering your every word.
And who better to help us understand how to develop courage than Bill Treasurer, former captain of the U. High Diving Team and international best-selling author of eynoting at The Leadership Challenge Forum 2014, Bill will take the stage to engage participants in learning how to become more personally courageous and discover how to inspire more courageous behavior among those we lead. A high-spirited keynote speaker who has shared his risk-taking experiences and courageous insights with groups across the country, Bill is the author of several books, including the international best-seller His insights also have been featured in such leading publications as The Washington Post, Chicago Tribune, Investor’s Business Daily, Entrepreneur, and Redbook. In many all-too-subtle ways, it’s easy to be seduced by power and importance.
Finally, there may be an add-on category about leadership development, frequently embedded somewhere in the self-development objectives.
It is a fundamental part of your job, which must be done well”.
In sharing with others his personal thoughts on the all-important “Who Am I? ” questions, he gives voice to a philosophy of leadership that demonstrates The Five Practices of Exemplary Leadership® at its very best.
Leadership takes courage: the courage to go first, be open and vulnerable, ask for feedback, speak out on issues of values and conscience, navigate difficult situations and make tough choices.
And as you read along, consider from your experience what the biggest culprits you have found that get in the way of leaders developing to their full potential.
Let’s begin with Managers, from senior level on down, simply fail to tell their people they expect them to lead.