August 30, 2016 dovbaron

Is Your Corporate Culture KillIng Innovation?

You probably know about the concept of cause and effect, AKA causality. It’s the relationship between an event (the cause) and a second event (the effect), when the effect is the direct result of the event.

For instance, if you hit your thumb with a hammer (the cause), your thumb is going to hurt (the effect.) Often we can figure out the cause simply by looking at the effect. In this example, if you see a smashed thumb and a hammer nearby, you can be pretty confident that the cause of the injury was the hammer.

But when it comes to people, particularly in relation to corporate culture and specifically declining innovation cause and effect can get more than a little fuzzy. 

Angry Executives Case Study

Let’s take a look at two high-level executives: Michael and Linda have just come out of a meeting. Both are angry at the way things are going in the company and secretly both of them are thinking about finding a new opportunity.

If you, as their manager, look back at what happened in the meeting, you will see that Michael and Linda had disagreed about how to proceed with the next step in implementing a new marketing plan. No big deal, it happens all the time…right?  Sure, there had been some heated discussion, but from the way you saw it, it seemed like the compromise you worked out had been satisfactory to both of them.  At least they seemed okay when they left the meeting, so you would be stunned to learn that both of them had had their corporate loyalty shaken, and they were thinking about leaving the company.

Old-School Solution

Two of your top talented people are looking to leave you, and you don’t want to lose either of them, let alone face the nightmare of having to find the right person to replace them.  So what do you do?

Well if you are an old school more traditional leader, you might call them in to your office one at a time and offer each of them a raise, maybe a better office, a closer parking spot—any of the perks that go along with rewarding performance.  Of course you would be careful to make sure that what you gave each of them was comparable, so that there wouldn’t appear to be any favouritism… (Unless you made different offers and then swore them to secrecy.)

They leave your office and appear to be happy.  You breath a sigh of relief and tell yourself that you’ve done well, having obverted a hiring crisis, corporate culture and loyalty reestablished.  In that moment you cross Michael and Linda’s issues off your list and move on to what you believe are more pressing problems.

The following week, they both come into your office and drop the bomb, they hand in their resignations, and you my friend are gobsmacked. it feels like your brain just blew out of your ears…Why on earth would they still be unhappy?

The reason is that you were looking at the result (their dissatisfaction at work) and you assumed the cause of their discontent was the same—lack of perks and or lack of respect.

And guess what… that’s where you would be completely wrong.

Yes, the result—quitting—was the same, but the reasons, even for two executives at the same corporate level couldn’t have been more different.

Corporate Culture Loyalty Cause and Effect… Same Result But Very Different Causes

Working with high-level leadership teams we see this kind of thing played out all the time, before we come in.  There is often an assumed cause for an effect, and as I’ll show you here, until we master our soft skills and become what I call a “C.R.O” (Chief Relationship Officer) the majority of the time it’s easy to miss the real cause and both corporate culture and loyalty fast begins to fade.

Here’s what I mean: From Michael’s point of view, Linda refused to compromise on anything. He secretly thought Linda was a bit of a bitch, (not politically correct, nonetheless it was how he felt) and often found himself calling her that in the safety of his own mind. As such, working together was becoming increasingly difficult. He figured that Linda and her department were being overprotective and unwilling to communicate openly with other departments. Truth be told, and I’m sure you can see this; a better office or even a bit more money wasn’t going to change the way he felt.

Switching perspectives: Linda, on the other hand, saw the situation entirely differently. This was not the first time she had butted heads with Michael, in fact early on she enjoyed the challenge of it because the boss they had both had when she started made it a point to always keep the lines of communication open. As a result Linda would always leaves these meetings inspired to be creative, to innovate new and better solutions. So, from her point of view there was more at stake than personal opinions; she was committed to the vision, mission, and purpose of this organization for her it was all about the corporate culture. After all, it was those things that won her over and got her to leave her former a very well paid position. She felt that the minute anyone in the company began compromising on those things that was the minute she would begin to look elsewhere. And that minute had arrived at 85 mph in that last meeting with Michael.

Think about what this means. Do you see that without the specific skills needed, assuming cause can be disastrous! This is why it would be absolutely essential for you, as a leader, to learn what was really behind Michael and Linda’s (or anyone in your organization) decisions if you wanted to keep their talent in your organization?

Let me be crystal clear, “fixing” it won’t be as easy as offering a new parking spot, but then offering the new parking spot, or even a raise isn’t going to work…at least not for long.

What To Do

What can you do?

Actually before we go any further, let’s bring it back to basics: Why should you even care about Linda and Michael’s reasons for leaving the company? Good riddance… right? Wrong! And here’s why:

You need to care because, in a recent global study it was found that the number one challenge facing top executives like yourself is loyalty! In other words, getting the super talented to stay with the organization and be fiercely loyal is the single most difficult task facing those at the top.

Speaking of cause and effect, here’s the bit that might be a little difficult to swallow: Much of the challenge is, I’m sorry to say, a leadership issue. Here’s why; whether we admit it or not, its our leadership that forms culture. A leader who has not embraced the power of authenticity, vulnerability and connection is not demonstrating real courage, and in turn that kind of leader is consciously or otherwise generating a lack of emotional safety and when that happens corporate culture and loyalty is out the window.

The Romance Of Business

Business is not that different that primary romantic relationships.  What I mean by that is, if you have ever had a serious relationship you know as well as I do; there have been times when you are having a fight with your loved one and it seems like they have a bout of temporary insanity.  You have no idea what the heck they are really upset about. In fact they may very well be upset about something you were certain had been resolved. Frustrating isn’t it?

That’s how it is with pretty much all conflict; we are rarely upset about what we say we are upset about!

A Corporate Culture of Resentment

On one of my radio show (The Authentic Leadership Show) I had the honour of interviewing many outstanding leaders, one of whom was hard-core trial lawyer turned peacemaker, who specializes in difficult, complex, and intractable conflicts, by the name of Doug Noll. (You can find the interview here: http://fullmontyradio.com/leadership/doug-noll-full-monty-leadership-radio)

In that interview, Doug and I spoke about the misconceptions of peace. One of the subjects we covered was how carrying a fear of conflict actually ends up creating resentment and resentment is a precursor to escalated conflict.

It is this resentment that becomes an underlying cancer that will eat away at the fabric of your organizations culture. Once the fabric of your culture begins to erode, you are going to have major problems keeping your top talent.

Before we go any further, I want to set something straight. To have a healthy corporate culture that has an ongoing momentum of growth, healthy conflict must not only be encouraged, but your team must be trained in how to facilitate healthy conflict amongst themselves and with those they lead.

When members of a team have not been given a way to have healthy conflict, they begin to disengage even from an organization they truly believe in, as was clearly illustrated by Linda and Michael.

The (Real) Number One Fear

We’ve all heard the fear of public speaking is the number one fear people have…right? Well you know what? I don’t believe it for a moment. I am the president of The Authentic Speakers Academy for Leadership and we have had everyone from top corporate executives to self-employed moms in the program and getting them over the fear of public speaking is far easier than getting someone to face the real number one fear; facing anything that even resembles real conflict. That being said; there is a common root in the two: Fear of conflict, much like stage fright, has its root in a fear of rejection.

An Safe Place To Create and Innovate.

One vitally important last and final point: Creating a safe place for conflict means, by its very nature, creating a safe place for innovation. Here’s why, your team cannot innovate in an environment where they are in fear of rejection,

I realize that you may never have considered that fear of conflict is massively detrimental to both the creativity and growth of the individual. However, once you grasp that, it’s not much of a logical leap to realize that the stunted growth of the individual will, in turn, stunt the growth of your team and ultimately the whole organization within a reasonable short order.

In the simplest of terms, what’s happening with individuals is going to impact the entire organization.

That’s where authentic, effective, and vulnerable leadership plays a major role.

The fact is a leader must have an effective strategy to healthily deal with conflict. What may surprise you is that developing healthy conflict skills not only deepens understanding and generates a greater bond between the individuals involved, but it also creates a greater bond to the organization.

Another name for that bond is Fierce Loyalty! This is a topic I explore in depth in my new book Fierce Loyalty, which you can order at: Amazon.com

 

I trust that you found this valuable. If so feel free to send this to your friends. I eagerly anticipate your feedback and comments. Please share, like and comment below!

With gratitude,

One of the questions I’m most often asked is; What authentic leadership is and how do we define it?

As a result, with years of experience and extensive requests and research I have createdThe Authentic Leadership Matrix. It splits what leadership is into five separate categories. The Authentic Leadership Matrix is designed to give you a way to have a clear view of how you perform in each of the five main areas that are required for you to become a world class authentic leader. The program takes you through each of the five categories in a simple manner with yes or no questions.  http://matrix.fullmontyleadership.com

With gratitude, Dov…

I also write for Entrepreneur.com:

“In 2015, Dov Baron was cited by Inc Magazine as one of the Top 100 Leadership Speaker to book for your next conference! He speaks internationally and is The Leading Authority on Next-Gen Authentic Leadership and creating a Culture of Fiercely Loyal Leaders. FullMontyLeadership.com

Dov on Twitter | Dov on Facebook | Dov on Youtube

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The Top 3 Reasons “Leaders” are losing their Star Players!

The Top 3 Reasons
“Leaders” are losing their Star Players!

Unless you have been living under a rock for the past few years, you know that the recession has aggravated what already was a deteriorating relationship between employers and their employees. While things weren’t rosy before, now everyone knows someone (or has experienced it themselves!) who has been caught in layoffs, buyouts, downsizing, capsizing, and reductions in benefits, not to mention freezes on new hires, pay raises, and promotions.

And you also know the result: People are willing to abandon companies like the proverbial rats on a sinking ship because no one feels safe!

The reason isn’t rocket science. If you even suspect that the ship you are on could go down and something else comes along, there’s a good chance you’d jump ship too. Think about it.  The fear doesn’t have to be based on facts; a nasty corrosive rumour can have people racing toward the exits just as easily.

A Wharton School of Business article says that most companies can expect to lose anywhere between 20 and 50 percent of their employees in any given year. Few things are more disruptive and costly to your business than an unexpected exodus from your talent pool.

If you want loyalty, you must focus on culture over rhetoric!  Regardless of position, title, or even office size, employees who volitional walk away, generally do so because they perceive some type of disconnect with leadership and/or the values of the company. (This is best reflected in the corporate culture)

It’s no surprise to any of us, but employee loyalty is not what it used to be. In a recent survey of employee benefits, trends, and attitudes, MetLife found that employee loyalty is at a seven-year low.

So what are the Top 3 Reasons “Leaders” lose their Star Players?

Leaders must learn how to deal with conflict.

Be honest, I mean really honest. Are you comfortable with conflict?  By that I don’t mean that you are aggressively looking for some form of fight, but when conflict comes up, can you confront it with compassion and empathy? Do have the skills to resolve the issues?

If not, you can be certain that your team’s morale is going to tank faster than a preschooler who needs a nap because conflict is the nature of relationship.

You’ve got to understand that crappy moral is contagious!  Problems that don’t get addressed, be they feuds between departments (silos), interpersonal quarrels, or performance issues all negatively impact employee enthusiasm, motivation, and ultimately loyalty.

Before we go any further, I want to set something straight…small problems do not go away. Small problems that are ignored develop into resentment, and will develop into bigger problems. (Don’t believe me? Ask the person you live with…Go on, I dare you.)

A leader who does not–or cannot–deal with conflict will immediately start to lose the trust and respect of her/his employees. And you and I both know that you can’t lead without trust and respect.

That being said, a leader who is a master of conflict resolution knows that healthy conflict creates a deepening bond. (Again, if you don’t believe me, ask the person you live with if, after you have actually stopped avoiding the conflict and got it all out on the table, they inevitably feel closer to you.)

Leaders must become masterful at dealing with generational diversity.

Generational bias has always been an issue, however, now more than ever in a global economy, it can be a crippling one.  As a discerning leader, I am going to ask you an important question. Do you believe that a Baby Boomer (people born between 1946 and 1964), Generation Xer (people born between mid 1960s to the early 1980s), Millennial (people born between 1982 and 2000) are all treated equally in the climb to the top?

Here’s an example from way back in the last century. I can remember when I first started speaking to individuals and organizations of influence back in the 80s. At that time, I came across research that said it took a rookie over 100 hours to learn the skills to become a fighter pilot.

It was estimated that that same level of training could be completed to competence in around 20 hours by a GenXer because of their much higher exposure to technology. Then came the Millennials. These latest members of the work force have grown up with even more electronic interface than the generation X group, and as a result their TQ (technical intelligence) far exceeds those of the last two generations.

The challenge can be that as a leader you are likely to be either a Boomer or an Xer, have likely climbed through the ranks and invested a considerable amount of time in getting where you are today. Now you are likely to find yourself leading Millennials, while having an empathetic bias towards your own generation.

You see, part of the challenge is that we often (even unconsciously) use the time we’ve put in, rather than effectiveness, as a standard of measure. Furthermore, even if we are measuring the effectiveness of our top players, our leaders, it’s important that we examine whether our criteria for measurement may also be outdated.

The challenge is that if the criteria by which we measure authentic leadership remain the same as it was for old school leadership, we won’t be able to recognise the value that is in front of us.

 

Leaders must learn how to lead in new ways.

The most important of the Top 3 Reasons “Leaders” are losing their Star Players is because of Inauthentic Leadership!

There was a time when a leader could lead through image, reputation, experience, force or any combination thereof…However, hold on to your seats. Ladies and Gentlemen, because that train has already left the station!

Today, if you want to keep your star players, you had better find out who they are, what they care about, what “really” motivates them, and how they want to be rewarded for great work. (Check out my special report called: The Full Monty Fierce Loyalty Generator http://FMLoyalty.com)

What this means is that if you want to generate fierce loyalty in your team (and ultimately in your customer and supplier base,) you have to show up and let them see you…warts and all.

I realize that this flies in the face of what you originally learned about being a leader and elevating yourself away from your “underlings.” Although that might have worked at some point in time, that outdated model will have your Star Players deserting you and your company so fast it will make your head spin!

Of course, there are far more than three reasons Leaders are losing their Star Players. I have just focused on the top three so that you can begin incorporating change right away.

In summary, if you want to keep your Star Players you must become a master of dealing with conflict in a healthy way. You will also need to seek to understand the other generations you are working with, remembering they likely have different values and priorities than you). And finally, you must be willing to let your people in, let them see that you are more than your title, or even your experience. Let them see you as a person!

Despite what you’ve been told, the truth is that Vulnerability is Power in the new global economy!

 

For opportunities to have Dõv Baron speak for your organization, Call:

+1 (778) 379-7517

or contact admin@fullmontyleadership.com

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Business Growth What’s Your Business Doing?
I need to ask you an important question. What’s your business doing?  Is it growing, staying about the same or losing ground?  Now let’s be brutally honest—and I suspect if you are like most business owners, you may be tempted to deny this–but if your business isn’t growing, it’s dying!

Now that you’ve caught your breath, let’s get clear about what I mean by growing. Growing in this context is NOT about experiencing 1%-3% growthdue to the fact that you laid off a bunch of people or radically cut cost and potentially the quality of what you do/produce. That’s not growing. That’s slowing the dying process.

Real growth is more than temporarily increasing the profit margin. If we are going to talk growth in business, one of the key areas we have to discuss is the quality of the leadership.

It could be argued that leadership is the most important quality for any business professional to have. With quality leadership, nearly any and every task can be accomplished.  Think about a leader you have known in the past.  This could be a boss, a teacher, a pastor, a congressman. Did this person inspire you? Did they make you angry, or did they not affect you at all?

If you said they didn’t affect you, you’d be wrong. Despite what you may believe, there is a powerful and somewhat destructive impact of having leaders who don’t inspire us.  And the main reason leaders don’t inspire is because they are disengaged.

We know from a 2011 Gallup Poll that 71% of American workers are “not engaged” or are “actively disengaged” in their work. But don’t be fooled into thinking it’s just the worker bees who are disengaged. Many top level C-suite executives are just as disengaged.  These leaders close their office doors and distance themselves from the group they are supposed to be leading.

Obviously, this sort of leadership is not the kind you desire in your organization.  But I hate to break it to you, but there’s a very good chance that you have leaders like that in your own organization. These “leaders” have positions of authority and you may even be assuming that they are leading in the direction of growth. However, where they are really leading is in the direction of keeping their position, title, status and or lifestyle. They are not mission, purpose or growth driven. They are not actively engaged in the corporate value system. They are, however, tremendously engaged in increasing their own personal bottom lines.

They are disengaged leaders!

Now you may still want to argue that it’s not the leadership that is the problem with lack of growth in your company, but with employees who don’t care.

Let me let you in on a dirty little secret. Employees disengage for one of three reasons:

  1. 1. They are being led by a disengaged leader.
  2. 2. They are at odds with the organization’s mission/purpose and or values.
  3. 3. They are a bad fit for your corporate culture. (Assuming your company actually has a corporate culture that’s more than a concept.)

Here’s the hard line truth behind all three of these reasons: employees disengage because leaders are disengaged at some level and therefore not authentically leading!

Let’s take a closer look at those three reasons.

First, if employees have a disengaged leader, you can pretty much guarantee they will become lazy themselves.  This is not necessarily because employees are inherently lazy, but rather, because employees (like children) do not do what they are told; they simply model the behaviour of their superiors.  If the leader doesn’t care about the growth of the company, neither will the employees.

When a team is led by a disengaged leader, there’s a good chance that team members will simply just do what they have to do in order to meet their job description, and not do anything to grow themselves or your organization.

Second, when employees are at odds with the organization’s mission/purpose and or values this again indicates poor leadership, because your leaders need to be crystal clear that every person who enters your employ fully understands the organization’s mission/purpose and or values. This is not possible if the leaders themselves do not understand it.

Let me give you an example. In 2006 a multinational company brought us to Europe to work with their leadership team. This was a dramatically impactful training that clearly rattled a lot of cages. Instead of my just coming in and doing the usual rah-rah, look how great you folks are, now let’s just pat each other on the back, I challenged the heck out of them.

Why did I do this? In my pre-interview with the individuals on the team, it became obvious that they were relationally disconnected from each other. This told me they were likely disconnected from the company as a whole and were therefore in all likelihood working in a silo mentality.

After a lengthy discussion with the global CEO about the need to break these silos and get the team to genuinely not only connect but bond, we went back into session.

I began by asking a single pointed question that they were required to answer out loud in fort of their peers and without the assistance of their peers. This simple question clearly caused the blood pressure of the CEO to rise. The question was:  “Would you please state out loud the mission statement of this company?” Each answer clearly demonstrated a challenge at the core of the company because no one (with exception of the Global CEO) actually knew the answer.

No wonder they were disengaged. You cannot expect your team to be fully engaged in the growth of a company when their only connection is a paycheck. Everyone in your organization must be aligned with the mission, purpose and vision of the company if it is to experience true growth.

Finally, if an employee is a bad fit for your culture, this again falls on leadership.  If the corporate culture isn’t lived by the leaders, it indicates to employees that the culture doesn’t matter and therefore it doesn’t matter if a person fits or not.  In a “momentum culture” there is congruence at every level from janitor to the C-suite.

It all comes down to this… For your company to grow you have to have all the obvious things like a rock-solid business plan, great procedural implementation and everything else we all know is the back bone of a business. However, for growth to have momentum, it must have legs. The three legs on which your company must be built in order to continue to grow are authentic, inspiring, and transparent leadership.  In other words, A Full Monty Leader.

Now, don’t get the wrong idea. The Full Monty Leader is not a rah-rah leader.  Absolutely not!  A Full Monty Leader will occasionally anger their team, not because they are being adversarial but rather because a Full Monty Leader is required to hold a greater vision of each of the individuals of the team than the members hold for themselves. Only then can team members begin to adopt the vision for themselves. This is an essential principle that will deeply inspire the people who are in your organization for more than a paycheck.

Full Monty Leadership is about developing a culture of authentic, engaged leaders at every level of your organization.  Leaders who feel deeply emotionally connected to the mission purpose and values of the company.

When you have that kind of leadership, you not only generate fierce loyalty but develop a company that is actively growing.

So let me ask you again– What’s Your Business Doing?

For opportunities to have Dõv Baron speak for your organization, Call:

+1 (778) 379-7517

or contact admin@fullmontyleadership.com

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Transparency THE Key to Successful Leadership
I have a question for you. What is the single most important key to successful leadership in today’s economy?

If you answered anything except being an authentic leader, you’d be wrong.

Being an authentic leader today is no longer a preference or an option. It is crucial!

Now let me be clear.  We are not talking about the idea of being authentic. We aren’t talking about the faux authenticity of sharing something that you think will impress someone.  No, we are talking about being real and genuine, being true to who you are and what you stand for.

An authentic leader is willing to embrace that they will not be everyone’s cup of tea, and what’s more, they are good with that realization. The leaders who are blazing the trail of new leadership are dedicated to developing deeper and deeper authenticity not only in themselves, their teams, but also in all their relationships on an ongoing basis.

They are willing to be who they really are.

Authentic leaders are dedicated to knowing themselves at deeper and deeper levels.  They embrace their own imperfections and they don’t pretend to have it all together.  They are transparent and they are honest about their imperfections, their inadequacies and the challenges they face. Where the old school leader would disown their failures or weaknesses, the authentic leader allows those things to propel them forward, because they understand thatVulnerability is Power.

As counter as it may seem to your original training as a leader, you need to know this at the depth of your being, so let me say it again:  Vulnerability is Power. Vulnerability is the power that will bond your star players to you and your organization. It will also bond your customers and providers to you with fierce loyalty.

I know what some of you are thinking. If you look and act confident that should be enough.  Let me tell you, if you think wearing your mask of confidence is going to work, you are dreaming! People can smell a fake a mile away.  That mask is screaming your insecurities so you might as well hang it up and become transparent.

So what is transparency?

Yes, transparency is about admitting your imperfections, your inadequacies and your challenges. However, it’s also about sharing your values, your mission, your vision and the meaning of why you do what you do. Transparency means opening up and sharing ideas, thoughts, goals, aspirations, values, worries, concerns and even downfalls.

Today’s workplace places high demands on both leaders and employees.More and more employees are now insisting on clearly stated reality and truth.  Apart from the need of a secure job and opportunities for career advancement, present workers desire to be part of a firm that prioritizes truth, trust and transparency. They desire to have proactive leaders who share with them the direction of the organization and are forthright about the future. They want transparency in order to plan for their lives.

Instead of just being content with having a job, today’s employee will often quickly jump ship if the leader they are supposed to follow is unwilling to demonstrate clarity of the future and transparent leadership.  (I go into detail about this in my special report on Becoming a Fierce Loyalty Generator. You can find it here: http://FMLoyalty.com)

Because many companies lack awareness regarding the needs of employees, they struggle to hold on to their star players. As stated in that special report–few things are more disruptive and costly to your business than an unexpected exodus from your talent pool. Despite the initial discomfort of removing the mask, in organizations where transparent, authentic leadership is made a priority, massive losses are prevented.

None of us can be authentic unless we are willing to admit our frustrations, insecurities and weaknesses. This is not to suggest that you should sit around moaning, complaining and whining about your problems—that would be a very poor career move.  However, in both our personal and professional lives, it is crucial that we open ourselves up to a close circle of people we can trust.

All that being said, transparent leadership starts with something few leaders have the cojones to do:  self-examination.

As leaders we can get carried away with knowing all the answers foreverything else outside ourselves and rarely do we take the time to know more about what’s inside ourselves.  In addition, all of us have a spot of denial about our own foibles.

Let’s face it, denial is far easier than facing the harsh truth that we may have some dysfunctional behaviors that we need to deal with. But if we are to become an authentic leader, we need to take off the self viewing rose-colored glasses, increase our self-awareness and uncover our blind spots. In short, you need to know your strengths so that you can capitalize on them. At the same time, you need to know your weaknesses so that you can delegate and deal with them.

Being an authentic leader means having an awareness of the true emotions behind what you feel. In Full Monty Leadership we say, “We are never just mad about what we are mad about.” What this means is your anger may be a cover up, a way to mask your disappointment, fear, shame, jealousy, embarrassment, shame or guilt.  Because authentic leaders are will to always go deeper into self-examination, they can recognize the root of an emotional reaction, and by doing so, gain the power to manage it. (This gives the Full Monty Leader exceptional relationship skills)

Can you honestly (not rhetorically) say why you do what you do in your position? Do you know what irritates you and what soothes you? Are you aware of your own dark side (we all have one) and how to deal with it? In order to be authentic and genuine in all your communications you must know yourself very well and be committed to remaining truly authentic even when it’s uncomfortable.

Because nothing generates fierce loyalty faster that an authentic leader.

Do you have the cojones to become one?

For opportunities to have Dõv Baron speak for your organization, Call:

+1 (778) 379-7517

or contact admin@fullmontyleadership.com

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Our story

Dõv Baron

 

Dõv Baron
Leading Expert

Meet Dõv Baron

One of Inc. Magazine’s Top 100 Leadership Speakers to hire, Dov Baron is a leadership advisor to the United Nations (UN), a bestselling author, the world’s only Corporate Cultural Momentum Strategist, and a top-ranking podcast host. He is also the leading authority on Authentic Leadership, and Leadership Succession or, as he prefers to call it, “Full Monty Leadership.”

Dov is the bestselling author of several books, including “Don’t Read This…Unless You Want More Money!” and his latest, “Fiercely Loyal: How High Performing Companies Develop and Retain Top Talent.” (In-Phase Publishing, 2015 ©)

He also writes for and has been featured in many industry magazines including CNN, CBS Small Business Pulse, SHRM, Yahoo Finance, Boston Globe, Business in Vancouver, USA today, CEO, Entrepreneur and many more.

Dõv’s international Leadership & Loyalty podcast is ranked the number one podcast for Fortune 500 Executives.

Life-Changing Story:

In June 1990, while free rock climbing, Dõv Baron fell approximately 120 feet and landed on his face. The impact shattered most of the bone structure of his face, disintegrating some of his upper jaw and fracturing his lower jaw in four places. After nine reconstructive surgeries, no external evidence remains of the damage; however, this experience was life-changing.

Before the accident, Dõv had spent years building a reputation as a dynamic speaker and teacher in the field of personal and professional development but it wasn’t until sometime after the fall that he began to see the beauty and elegance of what had really happened – the return to his own CORE –what he calls his ‘Authentic Self’. He was also the host and executive producer of the increasingly popular radio show, “Full Monty Leadership Show,” where Authentic Leaders Let it ALL hang out about loyalty, culture and growth, which broadcast out of Seattle, Chicago, Colorado and globally via the internet.

Today:

Today, Dõv has been sharing his wisdom and expertise privately and on international stages with professional leaders for more than 30 years, and has a massive social media platform with over 200,000 followers via Face book, Twitter, LinkedIn, Podomatic, iTunes etc. He has interviewed and worked with leaders featured on: Oprah, Ellen, CNN, Fox, MSNBC, CBS, Huffington Post, Larry King, New York Times, Washington Post, Forbes, the Wall Street Journal and many other top rated media.

His “KIllTheKeynote” campaign to change the speaking industry went viral to over 5 million people on social media. He is now speaking for some of Europe’s wealthiest families at Scone Palace, NextGen leaders with UnleashWD and the Legacy Show, and top American c-suite leaders for The #CSuite Network.

In addition to being an author and a radio host, Dõv is also the leading expert on Developing Authentic Leadership and he is the world’s only Corporate Cultural Momentum Strategist, serving top performance individuals, corporations and organizations to generate both exponential growth and fierce loyalty.

His passion mixed with humour and ‘get to the point’ no BS style are contagious. Within moments, you will feel a genuine connection with a man who authentically walks his talk. Dõv believes that the world needs more leaders who are Authentically committed to standing in their truth, sharing their inner genius, and empowering others to do the same.

Dõv’s commitment is to take you by the hand and show you why tapping into your Authentic Self is the MOST important key to finding, developing, and retaining your top talent.

He is currently available for media interviews.

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