Kevin Eikenberry has crafted an extraordinary new leadership development book, Remarkable Leadership. When you purchase it today on Amazon.com you will receive over 50 additional bonus leadership development items from Kevin and partnering vendors.
Kevin sent me an advance copy of Remarkable Leadership last week and it is chock-full of tangible and relevant leadership tools and strategies.
"Kevin accurately reminds us that whatever our job title or position, we are all leaders—and all have the potential to become truly remarkable. His belief in us and our ultimate success is real and can be read on every page. This belief is inspiring and empowering—as you read these pages his belief in you will build your own belief, an important ingredient in any successful learning journey."
- From the Foreword by Jack Canfield, author of The Success Principles
I interviewed Kevin last week to provide you some insight on his leadership philosophies before you invest in the book today...
1. Was Remarkable Leadership written more to reinforce and deepen people's current beliefs about leadership or to persuade them to adopt a different and new viewpoint of leadership?
The only belief I wanted to reinforce is I want people to see it is possible to be who they are and be a remarkable leader! If that requires some persuasion for some readers, I hope I succeed.
2. If you could, please describe the basic difference between Jill and Tara and what caused their different paths?
Jill and Tara are two characters I introduce in the second chapter when I was talking about how leadership development really happens in most organizations. Actually I don’t think there is much difference between them – as I wrote about them in the story both are smart, talented and ambitious. The differences in their development had more to do with the organizations they were in and how each treated leadership development. My hope is that with this book, anyone can be more successful in their own leadership development, perhaps even in spite of what their organization offers.
3. Do you feel this is just as much a personal development book as it is a leadership development book?
I really do Rhett. I personally have some trouble separating personal development from professional development – not because I’m a work-a-holic or place all of my focus on my professional pursuits but because any development in any area of our life has the chance to improve our results, satisfaction and enjoyment in other parts of our life as well.
4. If you could sum up in two to three sentences the core difference between a normal leader and a remarkable leader, what would it be?
First, a remarkable leader as someone who is continually working to become a more effective - continually learning and improving. Second, they recognize that remarkable leadership is not about the technical skills of forecasting, budgeting and technical knowledge of the work, but really about how they engender trust, build relationships, develop others, communicate more effectively—all of those other skills that we really think of when we think of great leaders that we've worked with in the past. That’s a remarkable leader.
5. What are some tips and strategies for being able to recognize the differences between the four communication styles you mention on page 66? i.e. - what are the simple signs to recognize each one?
There are many different communication and personality style models and I’m sure most everyone reading this is familiar one or has a favorite. What I tried to do in the book is outline some basic styles. Giving signs to recognize each one would make this a very long interview! Let me sidestep just a bit and say that the key to effectively communicating with others is to mirror their communication style – so that you are meeting their needs and communicating in ways that best match their needs.
6. Why do so many people today not "get" the likeability factor you discuss on page 82?
I think many people wish it didn’t matter. I’ve heard people say something like this many times, “In a perfect world it wouldn’t matter if people liked me- I could be valued for my skills.” Guess what? It isn’t a perfect world. To be as successful as possible, as a leader or otherwise, we must be likable. Thinking anything else is denial.