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Collaborative Leadership: of the six different leadership profiles described in Leadership Strengths Profiles, this is the one most commonly misunderstood. This is not surprising as the hallmarks of Collaborative Leadership, subtlety, refinement, nuance, elegance, and unobtrusiveness are the exact opposite of the stereotypical descriptions of leadership – boldness, daring, visionary, and audacious.

Usually when I sit down to write an article about perception, it is to highlight the ways perception differs from person to person. These differences are, after all, at the heart of what I am most passionate about professionally. Recently, however, I had a very interesting experience.

In our businesses and careers as in life, each of us has a unique Talent Advantage. But all too often, we fail to develop our natural talents. Why? Call it unintended consequences. Call it “least common denominator syndrome.” The simple truth is, many of the institutions we move through in our lives focus more on bringing everyone up to the same (average) level than they do on nurturing our exceptional talents and abilities

In previous posts we’ve talked about two major camps of leadership theorists: those who believe leadership is all about a handful of universal traits, and those who believe it’s all about a handful of different leadership styles.  Both of these approaches clearly have merit. After all, there are certain traits that effective leaders seem to share, and yet, experience shows us that leadership is not a “one size fits all” proposition.

Do all leaders possess the same key traits? The ancient Chinese general Sun Tzu thought so. In his famous book on leadership, The Art of War, he proposed that all effective leaders possess the same five characteristics: intelligence, trustworthiness, humaneness, courage, and discipline.

One of the classic schools of thought on the subject of leadership holds that leadership – whether in business, politics, or other areas of society – consists of a collection of traits. These traits can be cultivated by anyone who wishes to become a better leader.

Human beings have a difficult time with the idea of limitations. We don’t want to be told there are things we cannot do, which is why we hold stubbornly to the idea that “if we really put our minds to it,” there’s nothing we can’t accomplish.

Celebration, recognition, transitions, ritual.  If you are like us, the next couple of weeks are filled with milestone occasions.  For Gary and his wife Sarah, it’s the celebration of her mom’s 90th birthday.  For Ricardo and me it’s the high school graduation of our oldest grandson.  Family celebrations have such potential for joy, but they also have equal potential for a lot of stress.

I had a professor in graduate school who defined the difference between counseling and therapy this way: Counseling consists of “technological input to help people readjust their behavior so that they can effectively function in the predominant society.” He defined therapy, on the other hand, as the process of “altering the underlying foundation of the individual in a way that sets the person into a new world.

A couple of years ago, I presented Your Talent Advantage, the psychological assessment and business development system I helped to create, to a networking group.  I thought the focus of the talk was pretty straightforward: the major points behind Perceptual Style Theory (on which our assessments are based), the six innate Perceptual Styles, natural skills versus acquired skills, and how you’re more likely to succeed when you focus on the former.