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Your web site and newsletter are informative and answer many questions of what to expect and how to respond.
M. Olson

Superb structure and content advisory for the LM avalanche approaching. I particularly liked the tripwire commentary and redirection to the Jump team. Then there are those masterful remarks in the communications tips, especially the employee-centric point.. Liked the set up to the toxic employee in a compressed time period...should be appealing to most managers.
W. Moyer

Thanks for helping businesses understand the deceptive practices of the unions and their coercion
K. Parson

Phil Wilson Consulted For Leadership Article by Fast Company

FastCompany magazine reached out to Phil once again to tap into his expertise on leadership. In an article focusing on the leader’s mental state and how it connections to employee motivation, Phil made the case for maintaining flexibility in management style:

Successful leaders adjust to multiple situations and even multiple seasons in the life of an employee or the life of the company. Even during the course of one week—sometimes even one day—you may be needed one minute, but at risk of being seen as a micromanager the next.

Phil was referencing in particular the concept of “right space,” part of the Approachable Leadership model outlined in The Approachability Playbook.

Interesting Toronto Star article on a union drive at The Trump Hotel

The Toronto Star recently published a story about a “quickie election” (5-day election) in Toronto Canada. There are a number of interesting points in the article. I really thought this article illustrates some key Left of Boom points.

Continue reading Interesting Toronto Star article on a union drive at The Trump Hotel

Fast Company Article on #ApproachableLeadership

This is a great article with terrific #ApproachableLeadership tips from Fast Company.

Continue reading Fast Company Article on #ApproachableLeadership

Phil on Approachability Concepts in MainSt.com Article

mainst-logo In MainSt.com’s May 4th article titled, “7 Things You Don’t Realize You’re Doing That Demotivate Your Team,” Phil addressed the tendency for managers to “over manage” their employees, attempting to find external ways to motivate them. “That’s just not the way it works,” Wilson says. “People are motivated for their own reasons. The manager’s job is to create an environment where this internal motivation can express itself naturally.”

Check out the article to read Phil’s recommendations for how to effectively motivate your team.

Phil Wilson quoted in MainStreet.com


LRI’s Phil Wilson was sought by MainStreet.com for his insight into workplace engagement. In an article entitled “Why Working In a Cubicle Is So Demoralizing and Workers Are Demanding More,” Phil explained how to front-line supervisors can stop the “negative domino effect” of disengagement that can spiral out of control.

Phil recently released “Left of Boom: Putting Proactive Engagement To Work,” and is working on the forthcoming “Approachable Leadership.”

Approachability - Part II

[If you missed Part I of this series, you can read it here]

Can approachability be taught? There is no doubt that it can. In my extensive research I’ve identified three simple questions that – if asked on a regular basis by first-level leaders – can significantly improve their approachability.

The three simple questions are:

Do you have what you need? What would make your work easier? Where are you going?

Each of these questions has an assumption that underlies it. The assumptions are:

Nobody wakes up in the morning hoping to do crappy work. A leader’s role is to reduce friction. People want to make progress.

Let’s look at the three questions and their underlying assumptions in turn so we can fully understand the power of approachability.

The First Question: Do You Have What You Need?

Q1Approachability – Part II

The Quest for the One Ring of Leadership

I’ve been on a quest for about a year and I’m finally ready to write about it.

It started innocently enough. I was doing some research for the re-write of my book The Next 52 Weeks (hopefully out soon under its new title Left of Boom). It had been a while since I’d looked into the academic research around leadership and I wanted to test a hypothesis I’d had for a while.

My hypothesis was this: there is some fundamental behavior that separates the strong first level leaders from those who fail. I knew from working with supervisors over many years in virtually every kind of company that you couldn’t tell who’d succeed just by looking at their resume or the training they’d received.

Some of the worst supervisors I’ve ever seen have the education, have been to all the training courses, and look great on paper. Yet they still

Continue reading The Quest for the One Ring of Leadership