Leadership is a thrilling opportunity! However, it’s not for the weak at heart. It has its challenges. As a leader, you must not only keep a team motivated, focused, unified, and productive, but you must be able to understand each person’s unique personality, skill sets, communication style, and how they’re uniquely hard-wired.
After addressing thousands of managers and supervisors from small businesses to Fortune 500 companies, I’ve learned that most leaders have never been formally trained and prepared for the tough arena of leadership. Many managers I’ve trained were thrust into leadership without any training at all. Some for the purpose of just filling a hole in hopes that the processes in place will keep moving. Others confessed to being crowned with the responsibility because they somehow earned it by the ill-conceived notion that a lengthy tenure makes a good leader or being good at one particular job is all it takes to be an effective leader of people.
Sadly, statistics show that a majority of employees who quit their jobs do so primarily over the fact they struggle with their leader(s) more than they do with the job itself. While some leaders are better at leading people than others, it’s definitely not something you’re born with. Effective leadership is a learned process. It takes time coupled with experience, not to mention insight, on-going training, and the grit-iron determination to be the leader everyone loves to follow. To those who’ve become peak performers, it’s come at a price – that of a lifetime of learning, growing, and adapting to the changes that have come with each new generation of people and new technologies.
The reason I wrote Peak Performance Leadership is simple – leaders need help. They need training. They need guidance and motivation. Many of the managers I’ve trained over the years were to some extent clueless on how to develop a peak performance. In fact, not only had most of them never even seen one, but they couldn’t describe the characteristics of one. Many of these leaders lacked essential skills. Some lacked people skills, some delegation skills, some effective communication skills, and even other basic skills on how to run an effective meeting. I can’t tell you how many have admitted to hiring the wrong persons for the job or being responsible for creating a disjointed environment.
Being an effective leader means committing yourself to a lifetime of growing. Not only does it take a commitment to personal growth, but also a commitment to grow the team. While many HR offices have taken the initiative to implement so-called online, pre-designed training modules, from my experience most of them lack adequate training. Peak Performance Leadership was born out of a frustration of what I was hearing from managers from all over the country in combination with what I was witnessing from the online, pre-designed modules dispensed by large corporations. As this book came together it became an amalgamation of three components:
- a collection of some of my best practices while I served as a manager for a large corporate entity
- a collection of some of the best content on leadership from leadership experts such as John Maxwell, Brian Tracy, Warren Buffet, to name a few
- a collection of thoughts, discussions, and revelations I received while training some of America’s top leaders
Peak Performance Leadership combines all of this information and uses my motivational style as a speaker to deliver my message.
Although there are hundreds of books on leadership, the world will always have a need for them. Why? Because the workforce is an ever-evolving environment. With each new generation of people, a new ideology or culture is born – each having its own set of expectations and perceptions of the world and work. With each new generation, we’ve also seen an explosion of new technology. This technology has been so rapid that it has radically changed the way in which we work, communicate, and deliver our products and services. If a person is going to be a peak performing leader, they need to embrace the new challenges and commit to a learning process that keeps pace with the continuous changes.