What's On My Phone Calendars 5 by Readdle

What’s on My Phone: Calendars 5 by Readdle

I gave up on the iPhone’s standard calendar. There are just too many problems with it and how it integrates with the Google Apps service that hosts my calendar.

Calendars 5 to the rescue!

The synchronization works well and the app has obviously been designed with Google Apps integration in mind. The interface is clean, and quite powerful — and is optimized for whatever size screen (iPhone or iPad) it happens to be executing on. They seem to fit more into the small space on my phone than seemed possible without cluttering it up.

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An Employee Transition that Makes Me Proud - David DeWolf

An Employee Transition that Makes Me Proud

A couple of months ago, I witnessed an employee transition that really knocked my socks off.

We had a sales executive who had been with the organization for almost two years. She was phenomenal at building relationships, exceptional at developing rapport, and a great culture fit for us. Unfortunately, due to several tweaks that we needed to make in our organization, her role had morphed a little from when she joined us. She determined that it was important to her in her career to leave and take a new role, one that would allow her to participate in more of the sales process than our business development folks do.

She went to her boss and explained to him that, because of the changes, she was going to start looking for a new role. She also committed that she would work just as hard, if not harder, making sure that she finished up on a strong note with high integrity.

And she did that until minutes after her last day.

The way the organization responded was remarkable. Her supervisor announced to the team that she had decided to leave, didn’t have a role yet, and we were looking for everybody to open up their Rolodexes and help her find the type of role she was looking for. She was overwhelmed by the support she received, the outreach, and people wanting to help. A few weeks later, she found the role and, after finishing everything up, said goodbye to our organization.

I’ll never forget giving her a hug as she said goodbye. As the tear fell from her eye, I could tell that this transition was something different, something special.

Because of the deep trust that had been developed, she didn’t have to hide the process or what she was going through. She didn’t have to stress out about hard conversations, though I’m sure they were difficult. Her supervisor took care of her on the way out, and in return, she took care of the organization.

This was an incredible example to our employees of the type of relationships that you can have in business if organizations stop thinking only about the bottom line and start respecting the dignity of the human person, and if people respond in the same way, genuinely seeking to put in a good day’s work and doing the best job that they can, while being transparent and honest.

This transition is one of my proudest moments as the CEO of 3Pillar. I love the fact that I didn’t have to be involved, that the organization took care of it themselves and that I was able to witness a company that invested in their people, helped them even if it meant a departure, and an employee who left saying, “Someday, I hope I return. I will always be part of the 3Pillar family.”

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Taking Joy in Someone Else's Success - David DeWolf

Taking Joy in Someone Else’s Success

If you knew José, you would have been WOWed. José was one of my best employees! Brilliant. Creative. His skills were impeccable. He was consultative and polished. Clients loved to work with José.

Not only that, but José showed leadership ability. He was able to inspire others. He was able to paint a vision and get others excited and motivated around it. He was a little bit unpolished in his leadership techniques but he was rapidly learning them.

José also had vision. Lots of ideas! Tons of Ideas! The passion and commitment to make sure he pursued them.

Unfortunately, some of these ideas simply weren’t in alignment with our company. And while several of them were, it was obvious that José’s passion was pursuing these other ideas. He wouldn’t stop at anything before they were accomplished. It began to create a disturbance within the organization. In a couple of instances, instructions would be ignored as he passionately and almost blindly pursued these ideas.

I went to José, and after several months of trying to reign him back in, had a blunt conversation. “José, I think you need to be an entrepreneur. It’s time to leave. You can have the time you need. Let’s figure out a plan. Let’s transition. Let me help you start a business.”

And that’s exactly what he did. José is an incredibly successful entrepreneur. He’s built a fabulous company, one that I am super proud of.

I don’t talk with him much, almost never, but I stand back and admire what he’s done. And frankly, it’s one of my most proud moments.

In business, it’s easy to want to keep everything for yourself, to want to protect your talent. In the grand scheme of things, I helped the organization by getting rid of a distraction, while helping an employee at the same time become a successful entrepreneur who is totally fulfilled by pursuing his passion.

There are often times when employees or others I know will ask what I think about José’s success. Its almost tongue-in-cheek where people are expecting me to be sad or disappointed, upset that José is no longer with us. Quite frankly, many people don’t have a clue that I was the one who encouraged him to leave. They just see it as a failure on my part to retain talent. I smile and I share how proud I am of him.

It’s not disappointing to me that somebody else is successful. I take great pride in the fact that this individual was able to hopefully learn a few things while with us and that I was able to give him that little nudge and that little runway to to start a successful business of his own.

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What Are the Most Important Decisions You Make as a Leader - David DeWolf

What Are the Most Important Decisions You Make as a Leader?

What are the most important decisions you make as a leader of your organization?

As a leader, there is no doubt what your number one priority is: it is to build a high performing team. Teams accomplish things that individuals simply cannot by themselves. As a leader, who you hire, the way you facilitate interactions, the way you tear down silos in politics, and how you build trust within the organization matter more than anything else.

To this end, it is the personnel decisions, the team orchestration decisions, that make the most impact on your organization. Flawless execution will beat brilliant strategy all day long. But high performing teams will overcome challenges in strategy, in execution, and in all parts of the business.

Your number one priority as a leader is to build your team. Do not abdicate your responsibility in putting that team together. The most important decision you make as a leader is that which impacts the team and the people within the team.

Question: What’s the most important decisions you make as a leader in your organization? I’d love to hear from you! You can leave a comment by clicking here.


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Why I took my online presence to the next level - David DeWolf

Why I Took My Online Presence to the Next Level [Graphic]

In late 2013, I made the commitment to taking my online presence to the next level. This was a deliberate decision and one that I didn’t take lightly.

Investing in building a platform requires a commitment of personal capital and time.  It also requires an emotional investment and a willingness to put yourself out there.

So why did I do it?  Because to be an effective leader in today’s business world, it’s required. Here are some of the reasons why I remain convinced that developing a strong online presence was and is the right thing for my business — and I’ll bet most of them apply to you as well.

People follow people. People want to know you. You can’t lead if you’re absent. People want to learn from you. You have to be in the conversation.

To read more about this, you’ll want to be sure to read my earlier post about why I took my online presence to the next level.

Question: Do you need to build a stronger online presence through your blog, social media, or some combination? I’d love to hear from you! You can leave a comment by clicking here. Learn to live an integrated life with humble confidence. Get it Now Join the Discussion

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The Dichotomy of Leadership - David DeWolf

The Dichotomy of Leadership

I often get criticized within my own company for making too many changes. I can’t stop tinkering with our strategy, the organization, or our tactics. I can’t stop tweaking our business model. I just see things that need to be fixed, refined, or evolved and I push them forward as new ideas. I can always find a way to make things better. Nothing is ever perfect and I’m resolved to keep making things better.

Leaders, by their very nature, are all about change. Managers manage the status quo; they keep the engines running. Leaders push things forward, ensure progress, inspire towards a vision, and get people to move in that direction.

In other words, where leaders prompt change, managers provide stability.

Until recently, I never considered the ramifications of this reality. By and large, people don’t like change. Change tends to disrupt people. It makes them anxious. It can be uncomfortable.

As a leader, it’s essential that we continue to push things forward and build momentum. It is upon us to ensure that our organizations and are moving forward. Yet it’s just as important that we have strong management skills or surround ourselves with strong managers who are helping to create the stability necessary for others to feel safe.

Leaders must be managers. Managers are not always leaders.

Leaders must prompt change. They must build momentum and disrupt the status quo. But good leaders also must create the stability necessary for others to perform at peak levels.

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