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Many leaders of small to medium-sized organizations find themselves in positions of influence and decision-making because they are really good in some specific area of competence.  It is almost universally true that those who show themselves to be competent and successful get promoted.

The Issue almost any leader faces is that the knowledge and experience that got them promoted to a position of leadership often does not include all the skills needed to become an effective executive, department, or team leader. 

If a leader who has hit a wall of frustration looks for some sort of help, there is no lack of information about how to lead. There are multitudes of websites, books, seminars and consultants who can bring process, order, and some level of success to a leader’s job.  

emerging leaders often need an outside guide who has the credibility and trust level to identify the right tools for the right application to get the right results.

Effective leadership is not rocket science.  But it does require a different way of problem solving, a different way of communicating.  It requires getting people to do things they might not otherwise do without your influence and direction. 

iMentorLeaders offers an experienced guide to lead you through the obstacles and opportunities on the pathway to your success, your significance.

The goal of iMentorLeaders.com is to lead leaders to significance, by example.


That means I work hard to help leaders identify what significance is for them and the group of people that have chosen to follow. Then I help supply tools and support to those leaders to get what they want.  All of the rules and tools that I share with leaders are things that I have used with good result or am currently using.

Why me?  I was an unlikely CEO. 
Even though I graduated from college with an English and Education degree, my first real job was as a production supervisor in a small manufacturing business.  And I loved it.  It was sort of like teaching.  Getting a group of people to do something that they couldn’t or wouldn’t do on their own.


I learned to:
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  • Define what we wanted to accomplish

  • Teach and coach skills to get the jobs done, and

  • Then make sure that the jobs were done well (i.e. the learning stuck).

Forty years later after becoming president of the company that gave me my first real job and then selling the profitable “intra-preneural” business to the employees that helped build it, and having gone back to school and gotten more education about people and leadership, I made another career out of helping people get stuff done through and with other people.  It is the best job I could ever imagine - Leading Leaders to Significance, by Example (my mantra).