Before anything succeeds, someone must believe.

A successful person, leader, product, cause or any entity is created and born through belief.

And this is especially relevant to an individual’s career. No significant leader ultimately lacks belief in their self. It might appear that anyone can possess such self-assurance. Yet, this is not what we see.

Enter any room or gathering of business professionals and you will typically find very few individuals that truly stand-out and impress. This is often even after an exchange of many perfunctory words and discussions over an extended period of time.

In industry, leaders tend to coalesce around tangible products, business models and ideas. Focus your discussions in this same room (as above) on one such topic and a real leader will often quickly emerge. They will offer passion, insight and vision surrounding the subject. So now you’ve found a potential leader; someone who is thoughtful, forceful and articulate on this particular subject.

The outward expression of such confidence is fueled by self-belief; belief in one’s own knowledge and thinking. In some senses confidence and belief offer a chicken-and-egg scenario. Which precedes?

In my mind what should come first is self-belief. This can be achieved through hard work, study, natural demeanor, experience, or pure intellect. But this belief will ideally take precedence in helping a leader step forward.

Confidence should not be overbearing, nor built on weak foundations. Nevertheless it should slightly lead true understanding and spur on the individual, not lag and hold them back. This might cause some overreach, but rather this and occasional careful repair, than otherwise diminished progress.

It is hard to believe in yourself and step forward unless you have passion for what you undertake. This passion fuels your energy and interest as a basis for growth and understanding.

Circumstance and opportunity bring forth leaders. If there’s no visible victory to be had, cause to be championed, nor crisis to be addressed, how can great leadership skills even be that noticeable?

There are many opportunities for leadership in life. They exist in business, industry, service, politics, the military and religion. Great world leaders emerge from the nexus of major prominence, opportunity, events or importance.

Business is much the same. If you’re involved with an area in which you are passionate and it offers real growth potential, the sky can be your limit. But you still must lead with confidence, passion, vision while clearly and simply articulating your cause and ideas.And, all this should ultimately be built on solid foundations that include the ability to make your cause relevant.

Here’s to you finding and establishing your own, personal leadership niche!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Whether you’re hiring or looking for a job, you’ll probably be operating through a deeply flawed process.

Everybody wants the best people for their openings and candidates seek positions they feel they deserve. Unfortunately, most companies are not set up to secure these results.

Let’s consider the hiring-side process routinely encountered in most businesses.

Generally, companies offering positions:

• Advertise/scan resumes/search for people online and through contacts
• Prescreen candidates versus job specs/offer Hiring Managers (all, or) best choices found
• Conduct first round interviews                                                                                         With Hiring manager and/or HR

• Conduct second round interviews                                                                                   If required to thin out a large candidate pool

• Conduct final interviews with additional interviewers                                                Involve Peers, other Managers, Stakeholders and Insiders                                   Securing internal buy-in as required

• Confirm selection/Make offer

Some or all of these steps are involved and are administered in fundamentally this same order. Larger companies more formally control and orchestrate their recruiting systems.

Take a look at the process above. Upon closer inspection it’s inherently vulnerable to personal opinions and judgments eliminating candidates, while additionally highly prone to causing LCD (Lowest Common Denominator) selections. This is hardly conducive to finding the best people for the job.

Let’s consider just a few of the potential liabilities.

Even at the earliest point in the selection process, folks making initial searches without profound insight into the job skills, background and personal traits required will inevitably mine many invalid candidates and overlook others who are truly viable. We’ve all received inexplicably inappropriate resumes to review despite our efforts in producing supposedly thorough job specifications.

In addition, studies performed in Behavioral Interviewing have shown that better candidates can be uncovered by people wholly unversed in the field of the position under hire. This is achieved by interviewers methodically searching for strong demonstrations of specified behaviors required for the job. These same behaviors must first be carefully defined by hiring managers and appropriate experts. Clearly, this doesn’t speak well of the inherent selection skills possessed by most untrained hiring managers when simply left to their own devices.

Even good behavioral analysis is hardly enough. Our entire recruiting method additionally needs to be truly unprejudiced and free from candidate eliminations brought on by first impressions. Since we form strong opinions (as is widely accepted) about people in the first 4-7 seconds of meeting, surely this will wreak havoc in any candidate selection process?

Also inherent in our own behavior is the propensity to deselect when making choices. Rather than err in selection we naturally choose an easier path and simply exclude those candidates (say) exhibiting minor deviations or shortcomings relative to the job spec. This is very risky if it causes you to pass on otherwise exceptional people; as opposed to recognizing an opportunity to simply live with quite tolerable, even though unpredicted, minor flaws.

Similarly troubling is the fundamental judgment of the individual doing the hiring. Do they pick the best person who can do the job, or the best person for the job? What criteria do they employ? And, as hiring managers the job specifications they generate/approve are preeminent in steering the selection process. Ultimately, their personal judgment is really a reflection of who hired/manages them and this continues on up the management chain.

It is as important that candidates are a cultural and personality fit as it is that they are a skills match. Their potential must also be consistent with future company needs. Just how well do most hiring managers fair with their selections in these regards? Are they ever consistently and appropriately trained in such matters?

These are a sample of many indigenous flaws that can exist in any hiring process.

Clearly there is a litany of pitfalls that might beset any company. However, every organization that believes the future is tied to their people should make a meaningful investment into how candidates are identified and selected.

The better recruiting processes will normally:

• Have multiple Channels to viable candidates

These will include word-of-mouth searches and enquiries, job postings, recruiters, online searches, referral systems and more. The importance of recruiting should be systematically highlighted throughout the Company.

• Establish and maintain Accurate, real-time Job Descriptions

Comprehensive definitions should exist of Skills, Experience and Personal Characteristics/Attributes/Traits sought for positions. Realistic outline needs to be provided on what is Essential, Desirable, Important and Nice-to-See in a candidate; guidance should exist as to any flexibility that can be considered in the job search.

• Ensure Efficient Processing

The basic rule is to eliminate nonviable candidates quickly and early on, yet build a process with job descriptions that cannot inadvertently discard viable or exceptional people. This process should vary appropriately depending on the skill-set and seniority of the position in question.

• Identify people who Demonstrate the Behaviors you require

When selecting candidates make sure they have the behavioral characteristics you require. Certain experiences and skills are essential in many roles, but some are not. If (say) a candidate must work well with others but is previously an individual contributor, this need not be a negative. Focus on their behavior; strong, demonstrated capability in this area can more than offset specific work history. I recommend behavioral interviewing practices wherever possible.

• Train Managers to Recruit

Every manager should understand the culture and mission of the organization for him/her to recruit effectively. If the manager isn’t culturally engaged and knowledgeable of the recruiting process you want, what is the likelihood they’ll be recruiting appropriately downstream? Managers need exposure to both opportunities and liabilities involved in the recruiting process.

• Feature Proactive Recruitment

Senior managers should always have viable internal/external candidates for both their new and existing positions, in the side-wings. People are the channels through which we do our work. However, don’t inadvertently threaten incumbents with lurking candidates; remember, continuous recruiting can be just a part of the Networking Process.

Be sure you’re candidates are being groomed or trained whenever practical opportunities arise.

• Advise when to walk away

If the company isn’t turning up the right people on a search, start over. Reassess the fundamentals of the job spec, review process details for flaws and adjust accordingly.

Never make inferior or rushed selections when you can often wait just a little longer.

• Check References and Major Resume Claims

It’s essential that enough checks are made ahead of job offers being extended. Sadly, these days it’s not uncommon to find invalid qualifications and claims made on Resumes; so beware.

• Help Commission the New Guy

When you bring on a hire, ensure they get all the training, support and insights they’ll need to succeed. Perform all the introductions and coach them throughout the process. Don’t assume everything’s working out until they’re well underway; be certain all necessary relationships and interactions are fully developed and established.

Great leaders get the right people in the important roles. And, great companies have robust selection processes rippling down through their organizations.

Again, it’s ultimately people who run businesses. So, are you getting the best candidates for your openings? After all, it is the most fit that will ultimately empower your company.

Better take a close look at your recruiting process. As your enterprise grows, it will be upon this foundation that you must build.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

The whole world is a Bazaar and your place in it the result of many negotiations.

In business we expect to-and-fros in settling a business contract. The Sales and Marketing teams negotiate with their customers.

Yet life itself is a Negotiation. We jockey for position and benefits with bosses, coworkers, colleagues, friends, spouses and even our children. Everyone is selling something so negotiation inevitably permeates both our workplace and private lives.

In Western culture negotiation and haggling is often seen as somewhat tacky, occasionally unrefined and even sometimes a dirty business. This is neither the case in other parts of the world, nor in many societies.

Most purchases made in the Near, Middle and Far East are acquired through negotiation. Consequently, cross-cultural dealings can often leave those less immersed in the process at a disadvantage.

Take a step back and look anew at the everyday interactions that constantly surround us. Almost all human dealings are a negotiation. And importantly, everything can be negotiated.

Next time you go to the store to (say) buy a sofa, try negotiating. Ignore the marked price, politely ask for a discount, check for cash-purchase consideration, request that a lamp to be thrown-in (free) with the buy, ask if they’ll pick up the Sales Tax. What do you have to lose? Be Creative.

Sellers can often be disadvantaged by competing products, aging inventory, slow sales, personal commission objectives and much more. A competent buyer can quickly expose such opportunities with insightful questions and a confident demeanor.

The reverse can hold true for sellers, too. Standing your ground, confidently showcasing product strengths and competitive advantages all enhances your position.

Seldom is there a true standoff in any negotiation. Someone usually wants to sell and there is normally a very curious buyer. And, at some point one party is invariably just a little more motivated to give.

Normally, one side typically better holds their ground. Remember the closing negotiations to the Vietnam War? The US-backed negotiating team moved into a hotel at the outset of the talks. The North Vietnamese delegation took out a long-term lease on a Villa. Results of these discussions are well known and often studied.

Much the same situation exists in the workplace. Here you too are intensely engaged; immersed in your career for the long haul. So, you had better accommodate its importance in both your short and long-term dealings with others.

There are many great books and teachings offering guidance about negotiation. Personally, I’ve always thought there’s just a few key Must-Do’s to keep in mind:

• Know your Facts

A little preparation will go a long way. At least be armed with some forethought and essential facts. Don’t be discovering too much on-the-fly.

• Understand Who you’re dealing with

You’ll make better headway if you know the motivations of the people/person with whom you’re negotiating. They’ll have emotional, cultural and practical needs that you should consider and satisfy, as necessary.

• Be prepared to Walk Away

Remain objective and as unemotional as appropriate. Know the point below which you should not go or line you must not cross, but do modify this if new compelling facts emerge along the way.

• Seek a Win-Win result

If you’re dealing with someone more than just one time, be sure they can view the end result in some meaningful, positive light. You can extract more from the deal if you truly will never be interacting with this person again (perhaps, much like buying from a car salesman?).

• Never, ever Name Your Price

Keep talking and have the other guy offer his/her price first. Even then, talk some more and then push them harder. Only confirm a price when you truly must or good manners demand.

Western cultures are not set up for us to negotiate absolutely everything. But where it really matters, do your homework and get the critical results you value. Be sure you neither under nor overestimate the strength of your position; remain realistic.

Just remember, if you’re not negotiating on a critical issue, your counterpart likely is. Sadly, it’s doubtful they’ll always have your best interests in mind.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Humans are rationalization machines. We can justify anything.

I’ve always believed this true, ever since I long ago recognized my own patterns of justification.

You want something a particular way (usually in your own favor) and you immediately have a host of bona fide reasons why that’s the way to go.

Human history is littered with wars, crimes and injustices all rationalized by someone as being the best outcome. They are all results of decisions. And every day at some level many other poor choices are routinely made in both the workplace and our private lives.

Why do we make poor decisions? Are we just self-centered or are there inherent thought processes that drive our selections in some way?

I suspect that everyone reading this believes, as I do myself, that they make outstanding decisions. Leaders and followers alike normally hold this belief. And with every rationalization we either sustain our own confidence or provide ourselves the necessary cover to justify our thoughts and actions.

There’s been much renewed study and progress in comprehending the nature of decision-making over the last decade. Consequently, the understanding and modeling of this process now offers relatively concise explanation of what is involved.

If we step back and look in the mirror we typically find ourselves operating in one of two modes when we make decisions:

• Instant Decisions

Here we immediately draw on our prior experiences and their believed value and applicability. Judgments are typically made on-the-fly.

• Analytic Review

In this case we stop, focus on the issue, perhaps gather specific data and more deliberately evaluate information before a judgment is made.

When we consider ourselves great decision-makers we’re often rating our skills with instant decisions; these are most of those we implement throughout our day. Oddly, even very capable Execs and Leaders typically have a much lower batting average in this arena than they realize. Flawed perceptions are often buoyed by misplaced confidence and distorted recollection.

Most of us have noticed that if we solicit the opinions of others on any matter, they will bring useful additional insight. Yes, we may get things 80% or even as much as 95% correct and complete on our own. But we should recognize that even small omissions can have significant impact; sometimes wholly changing the planned course of action, or perhaps by elegantly helping us adapt its execution so as to proactively head-off other potential problems.

There is always a different perspective available.

Most decisions (by number, particularly) are more minor and need be made quickly. We cannot reasonably pontificate or research every detailed action that must be taken. However, such omission has a cost. Mistakes get made, feelings get hurt, rifts between individuals can result and people get labeled as irresponsible, inconsiderate or worse. Hardly career enhancing scenarios.

If a problem reads like there may be more involved than meets the eye, or that a poor decision could have unpredictable and significant consequences, we’re better off in Analytic Review mode. It’s time to get opinions from others.

A different perspective could be offered by a single other person, queried on-the-fly, or by a large group of stakeholders sat down for a formal review. We set the appropriate forum to mitigate the potential risk and secure the best outcome, based on its importance.

The Analytic Review Process is best accomplished by formal means, quickly enacted. Here it’s necessary to look at the Seriousness, Urgency and Impact of decisions on the future. I have covered this in more detail (see Decision-Making) in this material.

Employing a more formal process (where issues and objections can be brought to the table and prioritized) enables stakeholders to engage. Also, providing discussions are crisply executed, those involved see their inputs valued and so more easily respect tough outcomes and priorities. And finally, those participating receive real-time communications on important matters in progress.

We must always consider who should be in attendance. Again, a formal (Analytic Review) approach can require that just two (or perhaps, many more) people are involved. Likewise, an Instant Decision can be an ad-hoc validation by similar numbers, informally holding discussions over coffee.

The difference in these two processes is defined by the formality, completeness and overall systemization. It is widely accepted that the more rigorous Analytic Review produces much better Decisions.

So, do you make a lot of calls while you’re on-the-run? Know if you’re alienating folks and damaging communication channels with your choices? Just how good is your decision-making?

It’s probably worth taking a look at how you operate and review if you need to slow down (or perhaps even speed up?) some of your judgments!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

It happens in every walk of life. Whether it’s business, sports, teaching or parenting we need to be proactive in recognizing liabilities and heading-off disaster.

Great sportspersons sense an emerging momentum-switch in a game and take action. Parents notice subtle interest and behavior changes. Spouses are aware of unease in their partners. So too, the best Business Leaders pick up on warning signs in their organization and market.

Certainly, those who are great firefighters in the workplace are highly valued. Being able to reliably attend to a crisis when it breaks out is much revered. But isn’t it better if the fire never occurs?

Spotting a liability is the trick. Yes, the defensive mental posture where “only the paranoid survive” also provides great in-depth protection as problems/situations/issues arise. But specifically, how do we first notice and highlight a risk? How do we actively seek out and then attack liabilities?

A great way to get leads on such risks is by talking to:

• Customers

Sound, open relationships, frequently nurtured and broad-based within the organization brings great insights to changes and needs for the future.

• Employees and Stakeholders

Who better to see the risks and liabilities than those most closely immersed in, or overseeing the details?

And to get the most from these discussions we just ask questions. So, solicit responses and invoke thoughts that open minds and enable peripheral vision. This is the time to listen and hear, not unnecessarily pontificate and espouse.

Complementing these human insights must be systematic investigation; mechanisms must be in-place that actually draw-out future liabilities, highlighting opportunities and change. This is achieved through a robust measurement system.

Everyone counts widgets, throughputs, revenue and bookings. However, a more complete measurement system that carefully probes current activities and also explores leading indicators is critical. If there’s anything that can be a significant future liability, measure it.

Everything can be measured, even if it must be done by indirect means. The trick is to get a cost-effective, insightful and valuable measure.

If you want to see where revenues are headed, check your backlog and bookings. Want to see where bookings are going, check customer inquiries, website hits or whatever metric best suits your situation and market. Insights are always available; you must just seek them out.

If something gets away from you and a problem occurs, then fix it. Next repair the means for recurrence, create any appropriate procedure and a new measurement (as/if required) to keep an eye on the root cause of the liability in the future.

It’s a lot easier and less detrimental to create, maintain and regularly review a measurement than deal with the damage of a surprise event. Being known for recurring flare-ups is hardly a career enhancing proposition, either.

Measurements themselves have a cost. So, discard them when they truly become irrelevant or of little value; but only do so with certain insight into what issues may arise unforeseen as a consequence.

Well-run enterprises ultimately deliver better and more sustainable results. Developing and rewarding an atmosphere of constant firefighting is not the way to grow large, scalable, financially predictable businesses.

So, here’s to you quickly dousing your next fire and more importantly, to you establishing the means for avoiding its and other such occurrences in the future!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

We’re all familiar with the traits of exceptional leaders. They generally

• Inspire
• Motivate
• Accomplish major Results

And, typically have a Vision accompanied by a truly Positive Outlook.

Such traits emerge as the leader grows in confidence and capability. They evolve as a result of careful and specific learning.

Exceptional learning is established through

• Dedicated and Deliberate Practice

And importantly

• Excellent coaching and guidance
• Enthusiastic (family and/or professional) support

Leaders acquire these traits (or attributes) built upon their mastery of specific, quantifiable Skills. These skills will include:

• Specific, job-related knowledge
• Problem-solving
• Decision analysis
• Interpersonal/management-styles awareness
• Delegating
• Motivating
• Planning
• Organizing
• Controlling
• Reengineering
• Team-playing
• Leading
• Mentoring

This is a significant body of study and work in which to invest. It cannot be mastered overnight. Inevitably, as anyone sets out to be a skilled Leader (or Manager) of others they must decide where to begin.

As with any process the action plan should consider priorities. These are unique to you and your goals. What must I know first? What is most urgent? What will have the maximum benefit for me over time?

There are several resources available when planning your priorities. You can

• Ask your boss
• Work with a mentor
• Check those (next job) specifications with HR (if they have them)
• DIY

Clearly the best approach will usually be taking guidance from a trusted colleague/expert; commonly the quickest and most secure route. The important thing is to get a plan/timeline, then commit and begin the process.

Learning is a lifelong investment and your development as a leader is no different. It’s said that if you read (i.e. learn) for an hour a day, by the end of seven years you should be a world-class expert on your chosen subject. Careers are inherently very lengthy, so this offers great opportunity for those who will make the commitment.

Begin by picking a path of learning that delivers you short-term benefits and validation, yet maximizes your progress and ultimately will develop your abilities to a well-rounded result.

I can also offer you an alternative and specific, hands-on guide to this process.

Developing these essential skills need not be an entirely formalized process. True, some things are best learned by such means, but many others can be digested and embraced through casual reading and even informal meetings.

Whatever method you’re employing just ensure you Digest, Consider and Practice the skill. It’s well-accepted that all new skills are best assimilated by their use and application.

Good luck with your investment in becoming a more skilled, accomplished and exceptional Leader!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I just read a credible article that advised how to manage your fear of failure. Interesting stuff, but really only useful if you actually have that fear. I don’t, and I suspect that’s not so unusual.

On many issues or with different behaviors we all tend to lean one way or another; introvert versus extrovert, action versus thought-centered, open or closed to new ideas and so on.

It really often doesn’t matter if these tendencies are caused by genetic condition or learned response (or both). And as the years go by our individual propensities are typically subject to little change.

Frankly, I can’t ever recall being afraid of failing at anything; not ever. It seems this must be a useful bias that has served me well over the years.

Focusing on plans and action with an expectation of a positive outcome materially alters your plan-of-attack. It generally causes you to strategize for the positive outcome rather than hesitate or worry about liabilities.

However, this shouldn’t mean you act with abandon and ignore risk. On the contrary, liability should still be considered; even perhaps operating from the familiar belief that only the paranoid survive.

Many leaders and athletes are also motivated by the desire to not lose. This too presents a similar dichotomy; it’s not about winning, it’s about absolutely refusing to lose. Again, such a mindset will affect your strategy and actions.

Operating without fear of failure removes exhausting worries and unproductive trains of thought. It is materially empowering, energizing and sustaining.

If you too are normally strongly motivated by a belief in your ultimate success, just be sure you watch your own back, and:

• Check and Investigate

Never throw caution to the wind. Expecting success doesn’t mean you shouldn’t alwaysPlan, Check Liabilities and sufficiently Investigate Unknowns.

There is often something lurking that can foil the best-laid plans.

• Adjust and Head-Off

Things invariably change. Be proactive and thorough in heading-off liabilities. In all cases adapt, adjust and move forwards.

There will be occasions where goals must be revisited. Never hold up if you need not, but don’t continue blindly into unmanaged threats.

• Ask and Listen

You may have the best gut instinct on the planet, but others too have ideas, eyes and ears.Tune into your network to gather other opinions and insights. Ask questions and listen more than you talk.

Obtaining multiple views of issues from different perspectives (investors, peers, mentors, subordinates and bosses) enhances your ability to avoid obstacles and remove barriers proactively.

Gather sufficient information to prudently secure your plans, not needlessly all that is available.

• Celebrate Successes

When accustomed to winning and achieving expected results you can become complacent to the broad and deeper needs of both yourself and others. Be sure successes are acknowledged and celebrated.

Both you and (especially) your team need to enjoy each noteworthy victory. It is healthy to indulge the moment while simultaneously establishing momentum for the next challenge.

• Get Value from Misses

Occasionally things don’t work out as we plan, or they take surprise turns. Should this occur, review the positives achieved and learn from them for future. Negatives will similarly take their place in your repertoire of experience.

Extract value from the journey and feed on these lessons later on.

If you don’t fear failure you can wield a real advantage. Just be sure your positive expectations are properly managed and fully-supported in helping you secure the desired goal.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Sometimes it’s almost impossible to understand things people do and why.

These may be actions taken or even glaring omissions. Some behavior just seems unforgivable.

When you glimpse inside most families many such events are often visible. But sadly, equally incomprehensible behavior is often present in the workplace, too.

The more shocking or radical the act, the more important it is to understand and/or correct.

Many times our superficial observations offer insufficient clues. And worse, reports and surrounding insights available do little to explain an event or illuminate its root cause.

When I’ve run into such circumstances in the past I’ve always found one piece of homespun wisdom invaluable in getting me to the heart of the matter.

Many years ago I learned the expression, “All bad behavior is based in insecurity.” I originally heard this from a seasoned manager. I’ve never really convinced myself of its true origins; but no matter.

Perhaps you have seen more recent, interesting variations and derivatives of this theme:

• “The hallmark of insecurity is bravado”

Brandon Sanderson

• “Most bad behavior comes from insecurity”

Debra Winger

• “I’m interested in the fact that the less secure a man is, the more likely he is to have extreme prejudice”

Clint Eastwood

I still prefer my original version when I’m faced with insufficient facts to explain unfortunate events. It causes me to look from a different angle and quickly perceive the likely root of bad behavior on display.

All people have insecurities. It is the nature of being human.

So inevitably, we should expect everyone will exhibit bad behavior eventually.

When an individual makes such an exhibition (or alternatively fails to take proper and expected action) their insecurities are invariably on show.

If you approach deciphering a confusing behavior with this in mind it will cause you to ask:

• “What is the insecurity that explains this person’s action?”

Likely candidates invariably spring to mind, even more so the greater your existing knowledge of the individual.

The worse the behavior, the more glaring is the insecurity. Just step back and look. Once you spot the insecurity past events are explained and future sensitivities can be managed.

Understanding someone’s problems enhances your ability to empathize and provide practical support if it’s required. At the very least your enhanced awareness allows you to better adjust your own relationship appropriately and advise/guide others.

So, the next time you see bizarre behavior for no apparent reason. Step back. Look for the insecurity. You’ll generally find it in full view.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Everyone can teach you something. I’ve always held this as a core belief.

Everywhere you go you meet people who offer insight into things of interest and/or value.

There’s always downtime whether you’re traveling, at a conference, arrived early for a meeting, attending a dinner party, or just waiting in-line. You don’t always want to be checking texts, messages, e-mails, reading a book or watching a screen. So, why not engage someone in conversation?

From a superficial viewpoint not everyone might seem that interesting. But everyone harbors insights you don’t possess.

We’re not all extroverts or people-persons, yet there are opportunities all around us to learn more from and better understand others.

When you first enter a conversation the points of interest are often not always apparent. You need to ask-listen, ask again, and then listen more. Eventually something emerges that piques your interest, or at worst you learn a new perspective on life. There hardly seems any downside.

Dale Carnegie’s secret to being a great conversationalist was simply this ask-and-listen method. He’s storied as spending one evening speaking with a particular lady who proclaimed him the world’s greatest conversationalist. In fact, by his own words all he did was to simply ask questions and let her talk. Most people love talking about themselves.

Personally I’ve enjoyed many fascinating hours throughout my life learning details of people’s work, challenges, ideas, aspirations, lifestyles and fears. My worldview is as much formed by this as endless hours of hands-on business, reading, researching and just living day-to-day.

Engaging others is a part of life, both in satisfying your curiosity and in solving problems.

In the workplace, most answers you need are available for the taking. It’s a matter of simply asking and listening. The value is there for you to evaluate, then take or leave. And let’s face it if you offer an empowered environment where you’re available, then people will speak out; when unjudged they’ll freely offer you their very best thoughts and insights.

Valuable ideas don’t always come from the expected places. Great insights can emerge from anywhere in an organization. They are commonly not the inevitable and personal output of the VP of this, or CEO of that.

It’s the same outside the workplace. I have to admit I’ve loved gleaning perspective and knowledge volunteered by folks ranging from chairman, through CEOs to house cleaners. Most of us are naturally curious and it’s amazing what information such diverse characters can provide, if you’ll let them.

Things we learn and practice don’t show up just before we need them. Rather they are learned over time, sometimes decades. Those snippets gathered today may provide invaluable foundations to challenges we face in the future.

For instance: you might learn a particular corporation’s perspective on a legal matter today, yet not apply that knowledge until years later. Or, you may never use those specific facts, but rather assimilate their broad significance into your general understanding of such organizations for future reference.

It’s much the same with the more mundane. You might eat up facts about sports and professional athletes; perhaps you just like to trot this information out as part of your favorite talking points at social events?

Such information is all good. If it interests you, gather it in. Even if it’s dull, but you might need it later, then suck that up, too.

Just remember, that person sitting right across from you might possess the very insight which may prove golden in your future. So, try it out and engage.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

There are well-studied and documented characteristics considered common to great leaders.

These generally include, but are not limited to having:

• A well-defined Vision
• Achieved Major Results
• Strong Communications
• The ability to Inspire and Motivate

and, such greats are invariably Articulate.

In addition to such characteristics top leaders often demonstrate considerable skill-sets, which include:

• Delegating
• Problem-solving
• Planning
• Organizing
• And a dozen more. See my book, here.

Yet there is one Quality that I feel provides a fundamental foundation to truly top leaders. It is the bedrock upon which many have built. This is Integrity.

Integrity sits at the core of many truly great cultures, large or small. Where this exists it can permeate behavior and belief at every level.

Boards and executive staffs can more readily foresee direction and decisions. Inevitability pervades many situations, in a good sense.

Where integrity is left wanting the personnel fall into a few basic categories. Those that:

• Accept lower standards and think this is normal

Who can really trust or want to work with these folks?

• Want to escape and do

And so further diminish the last vestiges of this quality.

• Feel (or are) trapped in the circumstances

They will often resent or even fear their workplace.

The benefits of having integrity central to your culture are many.

An environment of integrity lightens everyone’s load. The workplace feels inherently more Secure, Dependable, Safe, Welcoming, Trustworthy, Supportive, and more.

In addition, customers more readily learn to trust suppliers from such cultures. It is easier to build relationships. A sense of fair play and justice pervades all transactions, making partnerships and win-win resolutions more central to business; efficiencies abound.

Integrity is not a thing of convenience. It cannot have two faces. It exists, or it does not.

Should you already work in such an environment, enjoy the privilege(s). If not, do your part to infuse the quality and surround your position. After all, you can still enjoy many of the personal benefits of reputation, described above.

And if you lead many and strongly influence culture, you have an opportunity to build something truly worthy, through your integrity.